Search result: Catalogue data in Autumn Semester 2020

Management, Technology and Economics Master Information
Welcome and Introduction to MSc ETH MTEC
Montag, 14.09.2020, 14.00 h, HG E1.1 (tbc)
Core Courses
Strategy, Markets and Technology
363-0387-00LCorporate SustainabilityW+3 credits2GV. Hoffmann, J. Meuer
AbstractThe lecture explores current challenges of corporate sustainability and prepares students to become champions for sustainable business practices. In the Autumn Semester 2020, the lecture will be taught fully online. During the lecture phase, students will learn central concepts of corporate sustainability; during the track they work in teams on solving sustainability challenges.
ObjectiveAfter completing this course, students will be able to:
- Assess the limits and the potential of companies to sustainable development
- Critically evaluate and formulate statements, decisions, and arguments in the context of corporate sustainability
- Recognize and realize opportunities for corporate sustainability in a business environment
ContentThe course has a lecture phase (week 1-6) and a track phase (week 7-13). During the lecture phase, students will learn about why corporate sustainability matters, complete several video tutorials and e-modules to understand important concepts of corporate sustainability, and critically apply these concepts in the context of a case study. The lecture phase builds the foundation for the track phase.
During the track phase, students participate in one of four tracks in which researchers coach teams of 4-5 students towards a final project. Our ambition is that students improve their analytic and organizational skills and can confidently pursue corporate sustainability in a professional setting. Course participants share the result of their group work in a group puzzle session.
The course concludes with a reflection session and the final exam.
Lecture notesPresentation slides and video scripts will be available on Moodle.
LiteratureThe Syllabus for the lecture contains recommended readings for each session.
363-0403-00LIntroduction to MarketingW+3 credits2GF. von Wangenheim
AbstractStudents taking this course will increase their understanding of the role of marketing in organizations and learn about measuring and quantifying customer behavior for improved marketing decision-making.
ObjectiveAfter taking the class, students are able to
o Explain the role and relevance of marketing within organizations
o Apply marketing concepts to problems encountered by companies
o Identify and differentiate methods for measuring customer behavior
o Use quantitative methods for marketing decision-making, e.g. calculating the lifetime value of a customer
o Outline and explain different marketing tools for managing customer-firm relationships
ContentMany people associate marketing with hard selling, advertising and the sales of products that are not inherently appealing to consumers. This course aims to challenge these preconceptions. Students will learn about the following topics:
• Customer behavior, i.e. the decision-making processes of consumers
• Marketing research, i.e. methods for gauging the factors influencing consumer decision-making
• Marketing mix, i.e. promotional tools that marketers use to initiate and facilitate exchanges between consumers and companies
• Online marketing, i.e. metrics to quantify the success of the marketing mix (e.g. digital marketing)
• Customer relationship management, i.e. the management of customer-firm relationships over the (transactional) lifetimes of customers
• Marketing analytics
o Conjoint analysis, i.e. the measurement of customer preferences for different products and product attributes (e.g. used for new product development)
o Customer lifetime value, i.e. a tool to assess the profitability of customer relationships (e.g. used for increasing the effectiveness and efficiency of marketing)

Different teaching methods facilitate a remote learning experience:
(1) Self-study activities: Students complete reading assignments and review supplemental material
(2) Online quizzes: Prior to class, students participate in online quizzes that test their knowledge of the topics covered in the self-study activities (1). The quizzes provide students with feedback on their learning progress.
(3) Online classes: The lecturer discusses key marketing concepts in weekly online sessions. These online sessions focus on selected content that students learn in (1) and (2).
(4) Group presentation: During the online sessions, teams of students present short examples illustrating their understanding of marketing concepts learned in (1).
(5) Case study: Teams of students solve a case study, which gives them the opportunity to apply newly acquired marketing knowledge and skills to real-world, practical problems occurring in marketing.
(6) Exam preparation: Online videos and questions from mock exams help students to familiarize themselves with questions focused on marketing analytics, which can require calculations. This type of question can occur in the final exam. It is important to complete these exercises as part of the preparation for the final exam.
LiteratureKotler, P./Armstrong, G.: Principles of Marketing, 17th edition, Pearson 2017.
Weekly readings, distributed in class (via Moodle)
363-0392-00LStrategic Management Information Restricted registration - show details
Number of participants limited to 80.

Registration through myStudies (first come, first served). If you are unable to sign up through myStudies, please contact the course assistant:
W+3 credits2GG. von Krogh
AbstractThis courses conveys concepts and methods in strategic management, with a focus on competitive strategy. Competitive strategy aims at improving and establishing position of firms within an industry.

ObjectiveThe lecture "Strategic Management" is designed to teach relevant competences in strategic planning and -implementation, for both professional work-life and further scientific development. The course provides an overview of the basics of “strategy” and the most prevalent concepts and methods in strategic management. The course is given as a combination of lectures about concepts/methods, and case studies where the students solve strategic issues of the case companies. In two sessions, the students will also be addressing real-time strategic issues of firms that are represented by executives.
a. Strategy concepts
b. Industry dynamics I: Industry analysis
c. Industry dynamics II: Analysis of technology and innovation
d. The resource-based theory of the firm
e. The knowledge-based theory of the firm

Strategic Management offers a combination of lectures about concepts/methods, and case studies where the students solve strategic issues of the involved companies. This aims at offering students a profound theoretical understanding of important and current topics and also offer an opportunity to present these concepts in front of an audience.
This course conveys concepts and methods in strategic management, with a focus on competitive strategy. Competitive strategy aims at analyzing and establishing position of firms within an industry, securing firm performance. Thus, the course focuses on a number of important topics, such as the evolution of industry, industry structure, the analysis of a firm's resources- and knowledge, and innovation.
In addition, student groups will hold presentations on the four main topics of this class, to further develop concepts and enhance understanding. The presentations will cover Industry Dynamics I, Industry Dynamics II, Resource Based View of the Firm, Knowledge Based View of the Firm. For all presentations, selected Harvard Business Cases will be used as a common ground for students to start from.
Students are also expected to read and understand the required readings (approx. 15 items) that cover the most important papers and articles from the past 30 years in management and strategy research.
To underline the relevance of Strategic Management in firms, decision makers from companies in Switzerland will be holding guest lectures and give their take on strategy in practice and give insight on current topics in the field.
Prerequisites / NoticeNumber of participants limited to 80. Registration through myStudies (first come, first served). We do not use the mystudies-Waiting List, but a seperate internal system. A lot of people deregister at the start of the semester so stay in the waiting list at any point!


For further questions and if you are unable to sign up through myStudies, please contact the course assistant:

Session #0: (September 21) Organizational Issues & Guest lecture I
Session #1: (September 28) Strategy Concepts & How to Solve a Case
Session #2: (October 19) Industry Dynamics I
Session #3: (October 26) Guest Lecture II
Session #4: (November 2) Industry Dynamics II
Session #5: (November 16) Resource-Based Theory
Session #6: (November 23) Knowledge-based Theory
Session #7: (November 30) Guest Lecture III

For participants of the MAS-MTEC program we offer a complentary course Practicing Strategy in which students will apply the concepts of Strategic Management to their real-life contexts and organizations. Please register simultaneously for both courses if you want to take part in this course.

For more information please see:
363-0389-00LTechnology and Innovation Management Information W+3 credits2GS. Brusoni, A. Zeijen
AbstractThis course focuses on the analysis of innovation as a pervasive process that cut across organizational and functional boundaries. It looks at the sources of innovation, at the tools and techniques that organizations deploy to routinely innovate, and the strategic implications of technical change.
ObjectiveThis course intends to enable all students to:

- understand the core concepts necessary to analyze how innovation happens

- master the most common methods and tools organizations deploy to innovate

- develop the ability to critically evaluate the innovation process, and act upon the main obstacles to innovation
ContentThis course looks at technology and innovation management as a process. Continuously, organizations are faced with a fundamental decision: they have to allocate resources between well-known tasks that reliably generate positive results; or explore new ways of doing things, new technologies, products and services. The latter is a high risk choice. Its rewards can be high, but the chances of success are small.
How do firms organize to take these decisions? What kind of management skills are necessary to take them? What kind of tools and methods are deployed to sustain managerial decision-making in highly volatile environments? These are the central questions on which this course focuses, relying on a combination of lectures, case-based discussion, guest speakers, simulations and group work.
Lecture notesSlides will be available on the Moodle page
LiteratureReadings will be available on the Moodle page
Prerequisites / NoticeThe course content and methods are designed for students with some background in management and/or economics
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