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Hieronder staan het programma en de vakomschrijvingen van MSc Marketing Klik op de naam van een vak in een schema om naar de omschrijving te gaan.
| » Jaar 1 (basisprogramma Marketing Intelligence) | |||||||
| Periode | Type | Code | Naam | Taal | ECTS | Uren | |
|---|---|---|---|---|---|---|---|
| hele jaar | verplicht | keuzevak MSc Marketing Intelligence | Engels | 5 | |||
| semester I a | verplicht | EBM165A05 | Data Science and Marketing Analytics | Engels | 5 | ||
| verplicht | EBM080A05 | Marketing Research Methods | Engels | 5 | 4 | ||
| verplicht | EBM081B05 | Strategic Marketing for MSc Marketing | Engels | 5 | 4 | ||
| semester I b | verplicht | EBM074A05 | Consumer Psychology | Engels | 5 | 3 | |
| verplicht | EBM079B05 | Digital Marketing Intelligence | Engels | 5 | 5 | ||
| verplicht | EBM077A05 | Market Models | Engels | 5 | 4 | ||
| semester II | verplicht | EBM867B20 | Master's Thesis Marketing | Engels | 20 | ||
| semester II b | verplicht | EBM076A05 | Customer Models | Engels | 5 | 5 | |
| Opmerkingen | Studenten kiezen 5 EC uit 'keuzevakken MSc Marketing Intelligence' (zie lijst); | ||||||
| » Jaar 1 (basisprogramma Marketing Management) | |||||||
| Periode | Type | Code | Naam | Taal | ECTS | Uren | |
| hele jaar | verplicht | keuzevakken A MSc Marketing Management | Engels | 15 | |||
| verplicht | keuzevakken B MSc Marketing Management | Engels | 10 | ||||
| semester I a | verplicht | EBM080A05 | Marketing Research Methods | Engels | 5 | 4 | |
| verplicht | EBM081B05 | Strategic Marketing for MSc Marketing | Engels | 5 | 4 | ||
| semester I b | verplicht | EBM074A05 | Consumer Psychology | Engels | 5 | 3 | |
| semester II | verplicht | EBM867B20 | Master's Thesis Marketing | Engels | 20 | ||
| Opmerkingen | Studenten kiezen 15 EC uit ‘keuzevakken A MSc Marketing Management’ (zie lijst); | ||||||
| » Jaar 1 (keuzevakken Marketing Intelligence) | |||||||
| Periode | Type | Code | Naam | Taal | ECTS | Uren | |
| semester I a | keuze | EBM043A05 | Business Ethics | Engels | 5 | 3 | |
| keuze | EBM151A05 | Business Research and Consulting | Engels | 5 | 3 | ||
| keuze | EBM835B05 | Econometric Theory and Methods | Engels | 5 | 4 | ||
| keuze | EBM085A05 | Emerging Markets (MSc) | Engels | 5 | 4 | ||
| keuze | EBM049A05 | Organization Design (MSc) | Engels | 5 | 2 | ||
| keuze | EBM880B05 | Retail & Omnichannel Marketing | Engels | 5 | 4 | ||
| semester I b | keuze | EBM073A05 | Brand & Product Management | Engels | 5 | 3 | |
| keuze | EBM151A05 | Business Research and Consulting | Engels | 5 | 3 | ||
| keuze | EBM193A05 | Healthcare Purchasing | Engels | 5 | 4 | ||
| keuze | EBM045B05 | International Financial Reporting | Engels | 5 | 4 | ||
| keuze | EBM192A05 | Marketing and Consumer Well-being | Engels | 5 | 5 | ||
| keuze | EBM725C05 | Operations Management in Proc. Industry | Engels | 5 | 4 | ||
| keuze | EBM051B05 | Strategic Management of Inf. Technology | Engels | 5 | 2 | ||
| semester II a | keuze | EBM151A05 | Business Research and Consulting | Engels | 5 | 3 | |
| keuze | EBM075A05 | Customer Management | Engels | 5 | 4 | ||
| keuze | EBM167A05 | Energy Transition & Innovation | Engels | 5 | |||
| keuze | EBM078A05 | Marketing Communication | Engels | 5 | 3 | ||
| keuze | EBM106A05 | Microeconomics of Household Behaviour | Engels | 5 | 4 | ||
| keuze | EBM036B05 | Process Improvement and Change | Engels | 5 | 4 | ||
| keuze | EBM147A05 | Supply Chain Dynamics | Engels | 5 | 6 | ||
| keuze | EBM117A05 | Supply Chain Optimization | Engels | 5 | 4 | ||
| semester II b | keuze | EBM806B05 | Behavioural Finance & Personal Investing | Engels | 5 | 3 | |
| keuze | EBM032A05 | Behavioural Operations Management | Engels | 5 | 3 | ||
| keuze | EBM151A05 | Business Research and Consulting | Engels | 5 | 3 | ||
| keuze | EBM808B05 | B2B Marketing | Engels | 5 | 5 | ||
| keuze | EBM148A05 | Economics of Regulating Markets | Engels | 5 | 4 | ||
| keuze | EBM046A05 | Franchising | Engels | 5 | 3 | ||
| keuze | EBM045B05 | International Financial Reporting | Engels | 5 | 4 | ||
| keuze | EBM039A05 | Strategic Supply Chain Management | Engels | 5 | 3 | ||
| Opmerkingen | De cursussen Econometric Theory and Methods en Microeconomics of Household Behaviour vereisen een uitgebreide voorkennis in het respectievelijke vakgebied. Studenten kunnen hierover contact opnemen met de programmacoördinator of de vakcoördinator. | ||||||
| » Jaar 1 (keuzevakken A Marketing Management) | |||||||
| Periode | Type | Code | Naam | Taal | ECTS | Uren | |
| semester I a | keuze | EBM880B05 | Retail & Omnichannel Marketing | Engels | 5 | 4 | |
| semester I b | keuze | EBM073A05 | Brand & Product Management | Engels | 5 | 3 | |
| keuze | EBM192A05 | Marketing and Consumer Well-being | Engels | 5 | 5 | ||
| semester II a | keuze | EBM075A05 | Customer Management | Engels | 5 | 4 | |
| keuze | EBM078A05 | Marketing Communication | Engels | 5 | 3 | ||
| semester II b | keuze | EBM808B05 | B2B Marketing | Engels | 5 | 5 | |
| » Jaar 1 (keuzevakken B Marketing Management) | |||||||
| Periode | Type | Code | Naam | Taal | ECTS | Uren | |
| semester I a | keuze | EBM043A05 | Business Ethics | Engels | 5 | 3 | |
| keuze | EBM151A05 | Business Research and Consulting | Engels | 5 | 3 | ||
| keuze | EBM165A05 | Data Science and Marketing Analytics | Engels | 5 | |||
| keuze | EBM062A05 | Developing for Markets | Engels | 5 | |||
| keuze | EBM085A05 | Emerging Markets (MSc) | Engels | 5 | 4 | ||
| keuze | EBM049A05 | Organization Design (MSc) | Engels | 5 | 2 | ||
| semester I b | keuze | EBM044A05 | Business Process Innovation and Change | Engels | 5 | 4 | |
| keuze | EBM151A05 | Business Research and Consulting | Engels | 5 | 3 | ||
| keuze | EBM079B05 | Digital Marketing Intelligence | Engels | 5 | 5 | ||
| keuze | EBM193A05 | Healthcare Purchasing | Engels | 5 | 4 | ||
| keuze | EBM045B05 | International Financial Reporting | Engels | 5 | 4 | ||
| keuze | EBM090A05 | International Strategic Alliances | Engels | 5 | |||
| keuze | EBM077A05 | Market Models | Engels | 5 | 4 | ||
| keuze | EBM725C05 | Operations Management in Proc. Industry | Engels | 5 | 4 | ||
| keuze | EBM051B05 | Strategic Management of Inf. Technology | Engels | 5 | 2 | ||
| semester II a | keuze | EBM151A05 | Business Research and Consulting | Engels | 5 | 3 | |
| keuze | EBM167A05 | Energy Transition & Innovation | Engels | 5 | |||
| keuze | EBM036B05 | Process Improvement and Change | Engels | 5 | 4 | ||
| keuze | EBM037A05 | Purchasing | Engels | 5 | 4 | ||
| keuze | EBM203A05 | Stress, Health and Sust. Working Life | Engels | 5 | |||
| keuze | EBM147A05 | Supply Chain Dynamics | Engels | 5 | 6 | ||
| semester II b | keuze | EBM806B05 | Behavioural Finance & Personal Investing | Engels | 5 | 3 | |
| keuze | EBM032A05 | Behavioural Operations Management | Engels | 5 | 3 | ||
| keuze | EBM023A05 | Behavioural Perspectives on Corp. Gov. | Engels | 5 | 3 | ||
| keuze | EBM151A05 | Business Research and Consulting | Engels | 5 | 3 | ||
| keuze | EBM076A05 | Customer Models | Engels | 5 | 5 | ||
| keuze | EBM148A05 | Economics of Regulating Markets | Engels | 5 | 4 | ||
| keuze | EBM046A05 | Franchising | Engels | 5 | 3 | ||
| keuze | EBM621A05 | Innovation & Entrepreneurship | Engels | 5 | 5 | ||
| keuze | EBM045B05 | International Financial Reporting | Engels | 5 | 4 | ||
| keuze | EBM039A05 | Strategic Supply Chain Management | Engels | 5 | 3 | ||
| 1 | Behavioural Finance & Personal Investing | EBM806B05 | |||||||||||||||||||||||||||
| Behavioral Finance (BF) is a new development in the field of finance, which has been going on for more than two decades now. This development has not only affected academic finance, but has also gained profound interest from practitioners, in particular in the field of investments. In BF, empirical phenomena are being analyzed in terms of behavioral characteristics. In doing so, it explicitly deviates from the rational decision-making approach of financial economics. In this course we will focus mainly on individual investor psychology and behavior and contrast it with the neo-classical approach. | |||||||||||||||||||||||||||||
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| 2 | Behavioural Operations Management | EBM032A05 | |||||||||||||||||||||||||||
| The primary goal of the course is to understand the effects of behavioural variables (such as cognitive limitations and effects of team work) on Operations Management decisions. Four lectures provide a basic background in the history and methodology of Behavioural Operations Management. Students develop research questions regarding the effects of behavioural variables on an Operations Management decision problem. Subsequently,students will, in multidisciplinary teams, setup and execute a scientific study to answer their research questions. The Operations Management problem will be chosen by the lecturers. The behavioural variables that will be investigated are chosen by the students and can be different per team. Examples are the effect of bounded rationality on purchasing decisions in the supply chain and the effect of team structure on rescheduling decisions. Steps in this project include formulating predictions, collecting data (e.g., experiments, cognitive task analyses, or surveys), analysing the results, and drawing conclusions. | |||||||||||||||||||||||||||||
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| 3 | Behavioural Perspectives on Corp. Gov. | EBM023A05 | |||||||||||||||||||||||||||
| Effective governance is crucial for organizations. Students learn how to critically evaluate governance research and practice, how to apply theories and findings from such research to analyze governance problems. The aim of this course is to provide students with in-depth knowledge of how the determinants and outcomes of corporate governance arrangements have been measured and studied in the academic literature and applied to governance problems. As this literature is extensive, we need to focus on a number of topics that are of interest. The topics that will be chosen will be particularly relevant as they are hotly debated in academic as well as policymaking circles (e.g. executive pay, the Chief Executive Officer (CEO), the board of directors, diversity). | |||||||||||||||||||||||||||||
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| 4 | Brand & Product Management | EBM073A05 | |||||||||||||||||||||||||||
| One of the most valuable assets of firms concern the brand names associated with their goods and services. A Coca-Cola executive once stated: “The reason Coca-Cola is so valuable is because of the ideas, perceptions, and expectations about the brand that consumers all over the world carry around in their heads. So much so that if the company were to lose all its production-related assets in a disaster, it would survive; but if all consumers were to have a sudden lapse of memory and forget everything related to Coca-Cola, the company would go out of business.” Brand & Product Management addresses important brand decisions faced by an organization. Particular emphasis is placed on understanding the psychological principles at the customer level that will improve managerial decision-making regarding brands. Furthermore, specific attention will be given to the critical role of product management in the branding process. Finally, the importance of digital media in building, managing, and monitoring brands will be addressed. This course is designed to increase the understanding of the important issues in planning and evaluating brand strategies; to provide the appropriate theories, models, and tools to make better branding decisions; and to offer a forum for students to apply these principles. For example, the students will apply these principles as part of a case project as well as during their participation in the international L’Oréal Brandstorm competition. At the end of the course, students should be able to explain the importance of brands, and be knowledgeable about and able to apply instruments to create, monitor, and manage brands. | |||||||||||||||||||||||||||||
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| 5 | Business Ethics | EBM043A05 | |||||||||||||||||||||||||||
| Bonuses, board diversity, consumer rights, corporate social responsibility, suggestive or deceptive marketing techniques, bribes to get international contracts—ethics is everywhere in business. But research in moral psychology shows that we often fail to see what is morally important about a situation. And if we do see it, we often don’t know how to deal with it. And even if we know how to deal with it, we often don’t act accordingly. For all sorts of reasons. This course takes a practical approach to business ethics. Its main objectives are to foster sensitivity to moral aspects of decisions; to teach analytic skills that help you take a position in moral debates and to give a reasonable justification for your position; and to develop ways to successfully cope with moral dilemmas and issues. We examine the main normative theories in business ethics, moral psychology, corporate social responsibility, customer relations, and the environment; we consider specific moral issues in accounting, finance, international business management, and marketing; and we approach these theories, arguments, and concepts in highly interactively ways, devoting significant part of the time to a number of important and well known cases from business ethics by means of collaborative in-class assignments. | |||||||||||||||||||||||||||||
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| 6 | Business Process Innovation and Change | EBM044A05 | |||||||||||||||||||||||||||
| Business processes represent the “vehicle” through which an organization delivers its products and/or services in accordance with customers’ expectations. Business process management involves the (re)configuration of activities within an organization towards achieving the corporate strategy. Business process architecture and its performance are thus subjected to constant evaluation and scrutiny. The (re)design of business process architecture, through the enhancement of supporting ICT and human infrastructures, therefore reflects a core competency for an organization to maintain sustainable competitive advantages in the marketplace. | |||||||||||||||||||||||||||||
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| 7 | Business Research and Consulting | EBM151A05 | |||||||||||||||||||||||||||
| Mixed teams of maximum four students (both from bachelor and master programmes in Economics and Business) will examine a real managerial issue. They translate the issue into a problem statement that can be addressed within the time frame of this course. Inherent parts of this course are that mixed teams of students 1) visit the company, 2) carry out desk research and literature search, 3) develop a research design (qualitative and/or quantitative), 4) analyze the results 5) draw conclusions and 6) propose a feasible solution including implementation steps to address the problem of a company. Master students have to reflect on the research process from methodological and theoretical perspectives and their role as master-level consultant and researcher. | |||||||||||||||||||||||||||||
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| 8 | B2B Marketing | EBM808B05 | |||||||||||||||||||||||||||
| Firms operating in a Business-to-Business environment acquire goods and services either for their own use, to incorporate into the products or services that they produce, or for resale along with other products and services to other firms, institutions, or the government. Although the majority of the transaction volume in the Netherlands takes place in a Business-to-Business context, literature traditionally focuses on the marketing of fast-moving consumer goods. B2B marketing can be defined as the process of understanding, creating and delivering value to targeted business markets and customers. Understanding and quantifying the value of a market offering is therewith the cornerstone of B2B marketing. This course will cover the following topics: - Understanding business markets and business customers (collecting information about the market, organizational buying behavior, understanding and quantifying value creation in business markets) - Crafting marketing strategy - Managing existing market offerings and realizing new offers - Gaining customers and sustaining customer relationships. The topics will be discussed in lectures, case studies and guest lectures of business market practitioners. Also, students will experience negotiations in business markets in a practice case. | |||||||||||||||||||||||||||||
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| 9 | Consumer Psychology | EBM074A05 | |||||||||||||||||||||||||||
| Whether it concerns the design of advertisements, store design or loyalty programs, all marketing strategies are built on assumptions about consumer psychology. This course aims to provide students with a better understanding of the motives and cognitive capacities that determine consumers’ behavior. An array of (social) psychological theories and findings will be discussed, as well as their relevance in understanding and predicting consumer behavior. Course topics include, amongst others, (un-)consious processes, self-regulation, emotions and well-being, and social influence. The course consists of lectures (given by the course coordinator and other experts in consumer psychology), as well as group assignments in which students apply findings and theories from consumer psychology to specific marketing issues. | |||||||||||||||||||||||||||||
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| 10 | Customer Management | EBM075A05 | |||||||||||||||||||||||||||
| During the last decades companies have been investing huge amounts of time and money in customer relationship strategies. Academic research more and more addresses topics that relate to the role of customers in the organization, their impact on the organization, and the development and evaluation of metrics and the strategies for improving customer management. Therefore, this course focuses on the strategic aspects of customer management as a key determinant of future firm profitability. It provides the student with state-of-the art knowledge on recent developments in this field. Subjects that will be discussed in this course are the customer centric organization, the empowered customer, customer value creation, strategies and metrics for customer acquisition, customer retention, customer expansion and relationship termination,the customers journey, and the interface between the customer and the company. Relevant scientific articles from top marketing journals will be studied, discussed and applied in working on assignments in which customer strategies are developed and customer data are analyzed. | |||||||||||||||||||||||||||||
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| 11 | Customer Models | EBM076A05 | |||||||||||||||||||||||||||
| In this course the choice behavior of individual customers is modeled. We focus on the specification, estimation, implementation and interpretation of individual customer-level models for when, what and how much to buy. The students learn from existing research, and are actively challenged to criticize and formulate customer-level models themselves. A significant part of the course is related to the actual implementation of a model to real-life data in group assignments for which students will obtain assistance from the teachers during interactive tutorials. | |||||||||||||||||||||||||||||
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| 12 | Data Science and Marketing Analytics | EBM165A05 | |||||||||||||||||||||||||||
| This course deals with data science methods for acquiring, managing, preparing, and analyzing marketing data. The students learn from existing research, and are actively challenged to criticize existing applications of data science methods. A significant part of the course is related to the actual implementation of these methods to a real-life marketing issue in group assignments for which students will obtain assistance from the teachers during interactive tutorials. | |||||||||||||||||||||||||||||
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| 13 | Developing for Markets | EBM062A05 | |||||||||||||||||||||||||||
| The course aims to explain the role of a customer focus in innovation management. Students are taught analytical and design skills in order to propose, design and market new products (or services) that offer superior value to customers. They learn to synthesize different theoretical perspectives, and to apply theoretical concepts of innovation management and marketing to real-life situations. Synthesis of the theory is achieved through an intensive series of lectures during the first part of the course. The second part of the course is reserved for the project in which groups of students apply the acquired theoretical insights to identify, analyze, and solve a real-life customer problem. The project is an important part of the course, as it enables learning by experiencing. It deepens the students’ understanding of why so many firms struggle with applying a customer focus in innovation. Innovation management deals with the challenge of developing new markets and new products. New products need to solve real customer pain points and must be well-differentiated from competition. Firms can only identify and successfully develop such products if they have acquired an in-depth understanding of customers. As products are no more than a means towards an end, managers need to understand the job that customers are trying to do. But how can they learn from customers? How can they involve customers in the innovation process? How can they translate customer insights creatively into new product concepts? And how to move such concepts successfully through the stages of development, launch, and market acceptance? A real innovative firm is able to go through this process again and again. Such a firm has a shared customer orientation and is organized accordingly. In short: it pursues outside-in innovation, the focus of this course. | |||||||||||||||||||||||||||||
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| 14 | Digital Marketing Intelligence | EBM079B05 | |||||||||||||||||||||||||||
| The following methods will be covered in this course: A/B testing, Conjoint Analysis, the Bass Diffusion model and text analysis. | |||||||||||||||||||||||||||||
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| 15 | Econometric Theory and Methods | EBM835B05 | |||||||||||||||||||||||||||
| The course gives an advanced treatment of econometric methods. Both matrix algebra and computing skills play an important role. The course provides substantial feedback on written reports about assignments. The topics cover: • Statistical properties of OLS • Hypothesis testing in linear regression models: exact, large sample, simulation based, power, • Confidence sets: exact, bootstrap, heteroskedastic-consistent, • Nonlinear regression: method of moments, NLS, Gauss-Newton regression, heteroskedastic robust testing, • Generalized least squares: feasible GLS, AR and MA processes, testing for serial correlation, autoregressive errors, specification testing. | |||||||||||||||||||||||||||||
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| 16 | Economics of Regulating Markets | EBM148A05 | |||||||||||||||||||||||||||
| The central theme of the course is: how can governments (regulators) effectively improve the functioning of markets, in particular those markets which are characterized by economies of scale resulting in natural monopolies? Examples of those markets are energy markets, transport markets and telecom markets. Topics to be discussed are among others: how to determine the tariffs that an operator of an gas network, airport or rail track is allowed to charge on users of the network infrastructure as gas users, airlines and railway companies, respectively? How to implement competition in the energy industry, both on wholesale level and retail level? Knowledge of economics of regulating market is useful for positions within regulated companies (TenneT, Gasunie, Schiphol, Prorail, etc.), companies using regulated infrastructures (airlines, large energy users, etc.) regulatory bodies (ACM, ACER, etc.) and consultancies (PWC, Oxera, etc.). The course not only deals with the economic theory behind the regulation of markets, but also applies this theory to real-life problems in particularly energy markets, but also in telecom and transport. The course consists of 7 meetings of 3 hours per week. In each meeting we discuss a specific topic. We start by discussing the question why some markets, in particular energy markets, need regulation and others not (Meeting 1). Then, we discuss how the government could regulate these markets (Meeting 2). These first two meetings are meant to give the students some theoretical background in economic regulation. Afterwards, we have two meetings in which we discuss key issues in the daily practice of regulation. The first one is on benchmarking on efficiency (Meeting 3). Here we discuss how to assess the costs of a regulated firm. In the other one we discuss how to determine the appropriate reward (i.e. the WACC) on capital which is invested in the network (Meeting 4). These questions are highly important for regulated firms as it affects how much profit they are allowed to make and to which extent they are able to finance the investments. Then, we go into in the question how to implement competition in these industries. These sessions are mainly directed at energy markets. First, we discuss the design of electricity and gas markets on wholesale level (Meeting 5). Afterwards, we analyze how electricity and gas markets can become more integrated on an international level (Meeting 6). In the final meeting, we pay attention to the retail market, discussing how competition can be implemented in markets where consumers (instead of firms) play a key role (Meeting 7). For those not having a strong background in microeconomics, two additional lectures are organized in which all relevant microeconomic concepts are discussed. This course is part of the focus area 'Energy'. When you focus your MSc on energy subjects you will be awarded an official acknowledgement on your diploma, improving and broadening your career opportunities in the energy sector. Prerequisites are mentioned in the Teaching and Examiniation Regulations: 'Focus areas in the master programmes'. | |||||||||||||||||||||||||||||
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| 17 | Emerging Markets (MSc) | EBM085A05 | |||||||||||||||||||||||||||
| The course provides a nuanced perspective on doing business in countries such as Brazil, Russia, India and China. Primary emphasis is on • recognizing the uniqueness of the context characterizing the business environment in these economies, and • how the context then shapes the nature and behavior of firms. From an academic perspective, the course introduces students to recognizing and evaluating the assumptions and limitations of popular theories and frameworks commonly developed and applied in the context of developed economies. For those interested in practical aspects of the course, real-life business situations in the form of case studies provide a firsthand experience of the multiple challenges faced by firms due to a rapidly evolving business environment, increasing global competition, and local constraints. The business cases reveal the thought processes of top managers and CEOs grappling with these problems. | |||||||||||||||||||||||||||||
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| 18 | Energy Transition & Innovation | EBM167A05 | |||||||||||||||||||||||||||
| The shift towards renewable energy requires innovation in technologies and social behavior. The energy industry has changed and is changing dramatically. Once an oligopolistic structure, the industry is rapidly changing and incumbent businesses face threats from disruptive innovation. Similarly, newcomers face high levels of uncertainty about future demand, technological trajectories, and governmental policies. What does this mean for the established players and new start-ups? And what is the role of renewable energy innovation to be competitive in this industry? The purpose of this course is to give students an advanced understanding of these topics, using current academic research on strategy and innovation, to understand how collaboration and innovation can be used in this industry to adjust to change. We consider the complex transition towards sustainable energy, and will focus on the role of government-industry and industry-industry collaborations. In the process, students gain knowledge about how to realize and align partnerships in the transition of traditional (fossil fuels) to more sustainable sources of energy (wind, solar, biomass, tidal power). This course is part of the focus area 'Energy'. When you focus your MSc on energy subjects you will be awarded an official acknowledgement on your diploma, improving and broadening your career opportunities in the energy sector. Prerequisites are mentioned in the Teaching and Examiniation Regulations: 'Focus areas in the master programmes'. | |||||||||||||||||||||||||||||
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| 19 | Franchising | EBM046A05 | |||||||||||||||||||||||||||
| The objective of this course is to provide students with an understanding of the major issues in strategy and management of franchise systems as a special entrepreneurial business context. Students will acquire and apply academic knowledge needed for effective strategy and management from both the franchisor’s and the franchisee’s perspective. Business format franchising is an increasingly popular business strategy in various countries and industries, such as retailing, hospitality, fast food, services, and healthcare. It is therefore likely that students have to deal with it in their future careers, for example as a franchisor, an employee at a franchise organization, a franchisee/entrepreneur, a (small business) consultant, or an employee at a bank. Franchising has several advantages for both franchisors and franchisees, but it also has its pitfalls. This course builds on several theoretical perspectives to discuss a wide range of strategic and managerial issues that are relevant to franchisors, franchisees and their stakeholders, such as system and unit performance, innovation, entrepreneurship, strategic renewal, internationalization, standardization versus local adaptation, and trust between franchise partners. The course also contains several practical components in the form of guest lecturers and case examples. | |||||||||||||||||||||||||||||
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| 20 | Healthcare Purchasing | EBM193A05 | |||||||||||||||||||||||||||
| Healthcare purchasers play an important role in the task division and coordination of supply chains by applying their purchasing practices. In this course students develop a better understanding of the perspective of healthcare purchasers in different health systems by applying different theories (e.g. agency theory). How can the buyer/supplier relationship between healthcare purchasers (e.g. health insurers, municipalities) and healthcare providers be governed by contractual and relational governance? How can knowledge and information sharing affect the collaboration between healthcare purchaser and healthcare provider and between healthcare providers? What is the role of payment systems (e.g. fee-for-service, pay for performance and population-based payment) and their financial incentives in delivering the right care at the right place? In this course we will discuss the role of contract characteristics and the negotiation process on the performance of healthcare providers. This course explains advantages and disadvantages of purchasing based on price and contracts versus purchasing based on quality, long-term relationships and trust. By comparing cases within and outside the Netherlands, explanations will be given of how and why different purchasing strategies develop and how this relates to differences in healthcare systems. The main focus of the course is on the procurement of healthcare by insurers and municipalities. However, we also pay attention to the procurement of strategic items (e.g. expensive medicines, capital goods like MRI) by healthcare providers. | |||||||||||||||||||||||||||||
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| 21 | Innovation & Entrepreneurship | EBM621A05 | |||||||||||||||||||||||||||
| The general objective of this course is to provide students with a full understanding of the process of successfully engaging in innovation/entrepreneurial activities. Upon completion of the course the student is able to: 1. Define the concepts of innovation and entrepreneurship and explain their interrelationships. 2. List a number of criteria to determine the success of innovation and entrepreneurial activities and to determine which ones are most relevant in a specific context. 3. Describe the different stages in innovation management processes and entrepreneurial processes and how different factors during these stages may influence the success of innovations and entrepreneurial activities. 4. Develop a theoretical framework distinguishing factors that influence the success of an innovation/entrepreneurial activity. 5. Assess the validity of the theoretical framework in a real business setting by analyzing secondary data on a specific case (i.e. a specific innovation/entrepreneurial activity). 6. Logically, clearly, carefully express his/her own activities, opinions and research findings to the lecturer and fellow students. The course consists of two parts that run parallel. The first is the theoretical part in which existing theories on innovation and entrepreneurship are discussed. In the second part, the students will apply these theories to concrete organizational settings by studying particular practical cases. Guest lectures provide the students with first hand insights on how processes of innovation and entrepreneurship take place in practice. | |||||||||||||||||||||||||||||
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| 22 | International Financial Reporting | EBM045B05 | |||||||||||||||||||||||||||
| The course introduces the subject of international financial accounting and explains the relevance thereof. The course will be built upon the idea that financial statements are meant to inform public investors. Throughout the course, specific international issues regarding the analysis of accounting based ratio's will be addressed. Such issues relate of course to international diversity in financial accounting systems. The most important differences in international financial accounting systems will be presented. Recently, huge steps have been taken in regard of international convergence and harmonization, as well as auditing and corporate governance. Important international financial reporting subjects such as the assessment of foreign currency risks and hedge accounting as well as the consolidation process on a parent company level will be covered. International tax regimes are presented and potential consequences thereof discussed such as tax saving models developed by multinationals. The development in international accounting, auditing and governance rules and standards are critically reviewed during this course. | |||||||||||||||||||||||||||||
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| 23 | International Strategic Alliances | EBM090A05 | |||||||||||||||||||||||||||
| The course deals with managing strategic alliances-- a key factor for successful internationalization. These alliances can occur on the horizontal level (e.g. with rivals) or vertical level (e.g. with suppliers) and can result in complex organizational forms such as international joint ventures and global value chains. The course specifically deals with the challenges and pitfalls of managing international alliances. The various managerial challenges will be analyzed by using interorganizational theories such as transaction cost economy, resource-based-view, and the relational view. Furthermore, contemporary research findings will be discussed and applied in case studies. | |||||||||||||||||||||||||||||
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| 24 | Market Models | EBM077A05 | |||||||||||||||||||||||||||
| This course deals with the specification, estimation, implementation and interpretation of models for aggregate marketing data. The students learn from existing research, and are actively challenged to criticize and formulate marketing models themselves. A significant part of the course is related to the actual implementation of a model to real-life data in group assignments for which students will obtain assistance from the teachers during interactive tutorials. | |||||||||||||||||||||||||||||
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| 25 | Marketing and Consumer Well-being | EBM192A05 | |||||||||||||||||||||||||||
| “Without consumption—at least at the basic level of air, water, food, and shelter—life ceases” (Mick et al. 2012, p3). Consumption is a critical determinant of consumer well-being. Marketing plays an essential and central role in fulfilling the needs and wants that drive their consumption behavior. Yet, in many western societies consumption levels have increased to an extent that they actually are deteriorating societal and consumer well-being. The growing demand for and consumption of goods and service has serious societal and personal implications; for example, the overconsumption of energy contributes to environmental pollution and global warming, while the overconsumption of food and the resulting obesity epidemic contributes to a dramatic increase in the cost of health care, while reducing economic productivity world-wide. In response to the negative implications of the (over)consumption of goods and services, a growing number of firms experience an increasing pressure to improve their business practices to help address these negative implications. This course will focus on the most recent insights pertaining the challenges and opportunities associated with transforming business to contribute to societal and consumer well-being. To accomplish this, this course uniquely merges marketing theory and consumer psychology. The course takes a business-to-consumer perspective. Specific attention will be paid to sustainability (incl. energy, animal well-being, labor conditions) and personal health and healthy lifestyles. This course is part of the focus area 'Energy'. When you focus your MSc on energy subjects you will be awarded an official acknowledgement on your diploma, improving and broadening your career opportunities in the energy sector. Students of this focus area will be admitted to this course, please contact the course coordinator. Prerequisites are mentioned in the Teaching and Examiniation Regulations: 'Focus areas in the master programmes'. | |||||||||||||||||||||||||||||
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| 26 | Marketing Communication | EBM078A05 | |||||||||||||||||||||||||||
| This course aims to provide students with an overview of the psychology of marketing communications. Grounded in recent academic findings, the effects of marketing communications on consumers’ cognition, attitude, and behavior will be discussed during the lectures. Students are expected to comprehend the psychological theories and findings of communications, apply them to marketing issues, and provide suggestions to managerial decision-making. The course consists of lectures, tutorials, and group assignments. In the lectures, students will obtain up-to-date knowledge about the psychology of marketing communications. In the first group assignment, students need to formulate scentifically and practically relevant research questions about marketing communications and translated them to hypotheses. In the second group assignment, students are expected to collect data, apply appropriate empirical tests, and discuss the findings of their research. In the tutorials, students will present their research proposal and findings in groups. | |||||||||||||||||||||||||||||
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| 27 | Marketing Research Methods | EBM080A05 | |||||||||||||||||||||||||||
| Building on methodological knowledge which is standard in business-related bachelor degrees, this course takes the extra mile, and focuses on advanced marketing research techniques such as factor analysis, cluster analysis, An(c)ova, advanced regression techniques and conjoint analysis. These techniques are a.o. used in marketing for segmentation, targeting, positioning and new product research. In this course the statistical computer program SPSS is used, so a basic knowledge of this software is assumed. Lectures, and teacher-assisted computer classes will support the students in solving the assignments. | |||||||||||||||||||||||||||||
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| 28 | Master's Thesis Marketing | EBM867B20 | |||||||||||||||||||||||||||
| The master thesis is an individual, scientific piece of work with which you finalize the study Marketing. The topic of the thesis depends on the chosen specialization of the student (marketing management, marketing intelligence or both) and the chosen thesis group. | |||||||||||||||||||||||||||||
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| 29 | Microeconomics of Household Behaviour | EBM106A05 | |||||||||||||||||||||||||||
| The course will cover intertemporal models of consumption, saving and retirement decisions and review the empirical evidence on these issues. Particular attention will be paid to the question whether people save enough for retirement and to the saving behaviour of older people. Intertemporal choices will be analysed in the context of the life-cycle framework. However, deviations from economic rationality and the standard life-cycle model will also be evaluated. | |||||||||||||||||||||||||||||
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| 30 | Operations Management in Proc. Industry | EBM725C05 | |||||||||||||||||||||||||||
| The course presents an introduction to operations management in process industries, and provides the students with concepts and tools to analyze and improve operational capabilities of process-oriented organizations. It includes lectures, guest lectures, individual and group assignments, and a day long plant visit which all together provide a considerable amount of experience on process industries. The content of the course is closely related to past and current research in the Department of Operations. The course gives an overview of the characteristics of process industries. It provides the knowledge and skills to adapt planning and scheduling to deal with industry-specific aspects such as sequence dependent setups, limited intermediate storage, perishability of materials, and tracking and tracing. It also places an emphasis on how seemingly general applicable concepts such as lean manufacturing can be made suitable for process industries. The course has a research oriented approach with a strong focus on scientific writing and appropriate use of the literature in individual and group assignments. It offers an excellent start for students that aim for a master project and/or career in the process industries. | |||||||||||||||||||||||||||||
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| 31 | Organization Design (MSc) | EBM049A05 | |||||||||||||||||||||||||||
| As organizations strive for competitiveness in an increasingly complex marketplace, they seek to configure their resources in ways that support business strategies. The term organizational design refers both to the process of reconfiguring elements of the organization, and the outcome of this process, such as specific design solutions. Organizational design might seem a mere ‘technical’ task of shaping organizational architecture (i.e., strategy, structure, people and technology). However, the social system dynamics inherent in organizations ask for a richer view that accounts for the socio-political and interpretive, sense-making properties of organizations and their effects on design process. Further, organizations are not isolated entities but embedded in an environment. The technical, sociopolitical, and interpretive perspectives also serve to analyze how organizational relations with the environment impact on design issues. | |||||||||||||||||||||||||||||
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| 32 | Process Improvement and Change | EBM036B05 | |||||||||||||||||||||||||||
| The course Process Improvement & Change (PI&C) starts with describing a framework for discussing critically several change and improvement approaches and methods that are applied in the field of operations and supply chains. For each approach we will focus on analysing the ‘how’ of the process improvement approach. The review of several approaches such as Lean Manufacturing, Six Sigma, Total Quality Management, and Business Process Reengineering, will reveal gaps, differences and similarities. Furthermore, we will discuss in this course how a diagnosis of the change content and context can be made, and what this diagnosis implies for an improvement plan. A final focus is on the execution of a real-case improvement project. Representatives of companies will introduce their case. Specific topics that will be addressed in this course are the roles of different players in the change processes, the role of performance indicators in the change processes and the input of both customers and suppliers in change processes. | |||||||||||||||||||||||||||||
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| 33 | Purchasing | EBM037A05 | |||||||||||||||||||||||||||
| During the course students will get hands on experience of project management, resulting in a jointly developed e-book on the State of the Art in Purchasing 2018. The main goal of this project is to link theoretical notions on purchasing to research and practice. While the structure and content of the book should reflect current practices, research and theoretical ideas such as purchasing in relation to the global SCM field, trends, internal and external integration or sustainability its specific contents are decided jointly by the lecturers and the students. | |||||||||||||||||||||||||||||
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| 34 | Retail & Omnichannel Marketing | EBM880B05 | |||||||||||||||||||||||||||
| The Retail Marketing elective will focus on several strategic and operational retail topics in highly competitive retail markets. In the first part of the course, we will focus on how retailers make decisions with regard to the retail-mix. We will discuss state-of-the art theory with regard to pricing, promotions, assortment management and instore merchandising. We will also focus on buying & sourcing of products. The theory of part 1 can be used in assignment 1 (writing a category management plan). In the second part of the course we will focus on the topic of omni-channel marketing. This concerns the strategic decision that retailers make with regard the channels used to sell their products (stores, online, catalogues) as well as the customer journey consumers follow when orienting and deciding about which products to buy. The theory of this part of the course can be used in assignment 2 (writing a retail marketing channel plan). | |||||||||||||||||||||||||||||
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| 35 | Strategic Management of Inf. Technology | EBM051B05 | |||||||||||||||||||||||||||
| Information technology increasingly plays a principle role as the enabler or inhibitor for organizations to achieve strategic objectives.Strategically managing information technology is paramount importance to contemporary companies. The key objective of this course for students is to understand the critical and nuanced role of information technology in strategic management. The alignment between strategic innovation management and information technology management is the focus of this course. Through this course, students will learn how to identify and solve strategic management issues by using information technology to develop innovation. There are no simple, right answers. Students are trained on how to deal with strategic management in a creative, information technology-based approach. | |||||||||||||||||||||||||||||
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| 36 | Strategic Marketing for MSc Marketing | EBM081B05 | |||||||||||||||||||||||||||
| The course will concentrate on strategic marketing issues. In particular, we will practice the links between marketing strategy, marketing plans, marketing budgets, sustainable profitability, and shareholder value. Additionally, we will develop further knowledge in the field of value-based marketing and, hence, on the linkage between marketing and finance. You will be exposed to managerial situations in which data constitute a critical input by applying your knowledge in a market simulation game. The objective of the simulation is to put into practice the concepts related to the marketing mix and marketing strategy in a risk-free environment. | |||||||||||||||||||||||||||||
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| 37 | Strategic Supply Chain Management | EBM039A05 | |||||||||||||||||||||||||||
| Almost all companies face an increased complexity in their supply chains caused by global competition, more demanding customers, worldwide outsourcing and sustainability requirements. This course introduces students to strategic and global aspects of manufacturing and supply chain management. The course offers an overview of contemporary theoretical findings in the field through a book and lectures, complemented with research papers, which are assessed in a literature examination. Specifically, the course focuses on buyer-supplier relationships, the use of ICT in those relations, the role of outsourcing, and the importance of sustainability and corporate social responsibility in shaping supply chains. Students have to complete several practical oriented cases and are trained in using and evaluating literature through writing reviews of relevant scientific papers. The final part of the course is a group based project that aims at playing a supply chain game and theoretically interpreting and evaluating the results. | |||||||||||||||||||||||||||||
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| 38 | Stress, Health and Sust. Working Life | EBM203A05 | |||||||||||||||||||||||||||
| The World Health Organization has called job stress the “health epidemic of the 21st century” and has found that most managers are concerned about stress in their workplaces. Job stress is a major cause for a variety of serious mental and physical diseases ranging from coronary heart disease, high blood pressure and chronic back pain to anxiety, depression and burnout. Highly stressed employees often display low levels of work motivation and job performance, and are more prone to make mistakes that can also result in work accidents. But why is job stress more and more prevalent among workers? Spatial and temporary boundaries between work and private life increasingly vanish. Modern employees work in globalized 24/7 economies and smart mobile ICT devices enable and oblige them to work anywhere and anytime. They often have to perform several tasks simultaneously and rapidly, and continuously update their knowledge and learn new skills. Moreover, poorly paid, temporary and project-based work with high-levels of job insecurity are on the rise. In this course, students will learn to identify the symptoms of stress and understand the mechanisms, which link job stress to mental and physical health deterioration. Based on major stress theories, they will learn about sources of job stress such as role stress, work intensification, technostress and factors in the job itself, for instance adverse work schedules, low levels of autonomy or emotional labor. A significant share of the course will be devoted to interventions designed to prevent or ameliorate job-related stress. The overall aim of the course is to increase student´s understanding of sustainable working life and the importance of lowering job stress to support well-being and prolong working careers of a work force composed of people with different backgrounds and conflicting roles. | |||||||||||||||||||||||||||||
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| 39 | Supply Chain Dynamics | EBM147A05 | |||||||||||||||||||||||||||
| Transportation systems are dynamic in nature and they need to be changed and adapted to new market situations or, for example, new technology advances. Typical strategic, tactical and operational decisions for this framework are introduced. Then, the attention is put on under-performing logistic systems and on the way to improve them by means of strategic and tactical decisions. The student is provided with different tools (graphical modeling, simulation tools) that he/she can use to analyze the current system and to assess new alternatives: tweaking some parameters of the system or evaluate new configurations in order to reach a certain performance target. Finally, mathematical modeling techniques and classical models are used to describe operational decisions. The possible applications of the models are shown by means of an industrial solver. | |||||||||||||||||||||||||||||
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| 40 | Supply Chain Optimization | EBM117A05 | |||||||||||||||||||||||||||
| This course deals with optimal forecasting and inventory control. It starts with analyzing order quantity and order level decisions for single item, single level inventory systems; then continues with multi-echelon and multi-item systems. Specific aspects such as perishability, lateral transshipments and sustainability will also be addressed. | |||||||||||||||||||||||||||||
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