Kellogg-WHU EMBA 2015-2017 Broschure 03

Local Knowledge.
Global Expertise.
10/2014
WHU Otto Beisheim

School of Management
Kellogg-WHU Executive
MBA Program
Burgplatz 2
56179 Vallendar
Germany
Phone: +49 261 6509-186
Fax: +49 261 6509-189
www.kellogg.whu.edu
emba@whu.edu
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The Kellogg-WHU
Executive MBA Program
Kellogg School of Management Northwestern University
WHU Otto Beisheim School of Management
Schulich School of Business

at York University, Toronto, Canada
WHU Otto Beisheim School

of Management
Vallendar/Dsseldorf, Germany
Guanghua School of Management

at Peking University, Beijing, China
Kellogg School of Management
at Northwestern University,
Evanston/Chicago, USA
Recanati Graduate School

of Business Administration
at Tel Aviv University, Israel
Miami Campus, USA
Content
Kellogg Executive MBA Global Network 45
Insight into EMBA Courses 69
Faculty Biographies 1013
Entrepreneurship Development 1415
Leadership/Personal/Career Development 1619
Program Structure 2027
Profile 26
Calendar/Application/Course Descriptions Inserts
School of Business and Management

at Hong Kong University of Science
and Technology, China
The Kellogg-WHU Executive MBA.

Your Global Learning Hub.
One prestigious degree, two world-class business schools
The Kellogg-WHU Executive MBA Program based in Germany
is a joint EMBA program between Americas Kellogg School
of Management at Northwestern University and Germanys
WHU Otto Beisheim School of Management. The program
fully embraces the business education expertise and international prestige of both schools and passes on the benefits
of its huge Global Network to its students, alumni and faculty.
Global learning at Kellogg-WHU
The highly-ranked Kellogg-WHU EMBA Program combines
required core and advanced courses taking place at WHU in
Germany with global electives taking place at one of the Kellogg
international hubs: Chicago, Miami, Hong Kong, Beijing, Toronto,
and Tel Aviv. The faculty is composed of American and European
business experts whose innovative ideas and extensive research
are shaping global business education. The internationality of the

Kellogg-WHU EMBA Program is reflected in the diverse cultural
and professional backgrounds of all its stakeholders.
Business coaching & leadership training
The program aims to develop managers into cross-border and
cross-functional leaders. To this end, leadership and personal
development activities are fully integrated into the programs
curriculum.
Building a lifelong network
Once in the program, students become part of the Kellogg-WHU
family and through the Kellogg EMBA Global Network are able
to make lifelong connections all around the world and network
with business experts and advisors.
Kellogg Executive MBA Global Network
The Kellogg Executive MBA

Global Network.
Your Global Advantage.
As the global economy becomes increasingly complex, organizations need leaders who can build bridges across functions,
sectors and countries. With our premier Executive MBA Global
Network, Kellogg uniquely prepares executives with the skills
and insights they need to meet the demands of this rapidly
changing environment. Our distinctive partnerships with the
worlds leading business schools, including WHU, give our
students a clear advantage: deep knowledge and experience
in leadership challenges and practices from around the world
combined with rich, local expertise. Come join Kellogg and
WHU, where we educate, equip, and inspire the next generation
of transformational leaders.
Sally Blount, 92
Dean, Kellogg School of Management
Local Knowledge. Global Expertise.

You need local knowledge to bring about global
expertise. The Kellogg Executive MBA Global
Network offers students the opportunity to
learn at seven different campuses around the
world. You will learn from renowned local faculty with specific expertise in those regions,
alongside studentswho are from those regions.
This immersion provides students with a deep
understanding of local markets.
In addition, our Network students come together, from all seven campuses, once per year
to learn together at Kellogg.
These dynamic interactions create a global
expertise that is truly based upon knowledge
and experience with local markets.
WHU Otto Beisheim School of Management is pleased to be

part of a very unique global EMBA network thanks to its 17-yearlong partnership with the Kellogg School of Management.
Through strong collaboration and knowledge sharing among
all the Kellogg EMBA international partners, the Kellogg-WHU
Executive MBA Program is able to provide students with a
world-class business education, tools to become successful
leaders across borders, opportunities to make lifelong personal
and professional connections, and the confidence to attain personal development goals.
Michael Frenkel
Dean, WHU Otto Beisheim School of Management
Hongbin Cai (Guanghua), Deszo Horvth (Schulich), Michael Frenkel (WHU),

Sally Blount (Kellogg), Moshe Zviran (Recanati). Not pictured: Jitendra V Singh (HKUST)
A Growing Network
The Kellogg Executive MBA Global Network welcomed a new
partner in February 2014: the Guanghua School of Management
at Peking University, one of the top academic institutions in
China. Starting in 2015, Kellogg-WHU EMBA students will benefit
from the expanding international network.
Through the Global Elective, Kellogg-WHU EMBA students will
have added opportunities to experience management education
in mainland China and benefit from the Guanghua School of
Managements academic excellence. The Guanghua-Kellogg
Global Elective will focus particularly on the unique business
practices and market dynamics in China.
Lifelong Global Connections

Once you join the Kellogg-WHU EMBA Program, you will have
access through the Kellogg and WHU (InPraxi) Alumni Networks
to 55,000 connections from 90 countries around the world. This
huge Global Network offers our EMBA students access to great
career opportunities, experts advice, and the chance to give
back as an interviewer, guest speaker, or mentor, and participate
in alumni networking events and conferences globally.
T he Kellogg Global Network truly

makes the world your classroom.
It gives you global content through
core courses and an unparalleled
array of global electives. It gives
you global context. And, perhaps
most importantly, the Kellogg
Global Network gives you global
contacts that you will leverage
througho ut the course of your
career. You are not just getting a
degree you are getting a lifechanging experience.
Dezs J. Horvth, PhD, CM
Dean & Tanna H. Schulich Chair
in Strategic Management
Schulich School of Business,
York University
Insight into EMBA Courses
Your Global Classroom.

Professor Fassnacht, what has been your experience teaching the Luxury Brand Management class to Kellogg-WHU
EMBA students?
what I would call a European thing. It is therefore very exciting

for me to teach this course because EMBA students become
curious and enthusiastic about the subject very quickly.
I have been teaching the Kellogg-WHU EMBA class for the past
three years. I have to admit, the EMBA students are very atypical
and unique, and they all have very diverse backgrounds, nationalities, functions, industries, and educations. Kellogg-WHU
EMBA students in general, and even more so the non-European
students, usually find the Luxury Brand Management course
very attractive because luxury brands and products are more of
The Luxury Brand Management class is a kind of marketing

course taken to extremes. In this course, students get inspiration, which they can use in their various industries and functions.
They learn, for instance, how to emotionalize their products: a
very important aspect in reaching the hearts and minds of consumers. Luxury brands are quite specific and my goal with this
course is to familiarize EMBA students with what is so specific
about them. I share key insights and great marketing tools related to luxury brand management and also invite big shots from
the luxury industry to speak to students about their marketing
strategies.
Britt, what are the takeaways from the Luxury Brand
Management class and Kellogg-WHU classes in general
that you could easily apply in your current position?
T he Luxury Brand Management

class is a kind of Marketing
course taken to extremes
For me, the Kellogg-WHU EMBA Program has been a fantastic experience. I particularly learned a lot about leadership and
strategy. In my opinion, the most effective leaders are facilitators/
orchestrators who align people around a greater goal. It is only
when you manage to create passion within your team to follow
a vision that you can truly become an effective leader.
Kellogg-WHU EMBA participants have very diverse backgrounds
and management experiences and come from all over the world.
Thanks to class discussions and extensive group work we all
learn a lot from each other and thus through these interactions,
we become better leaders. For me, this is what makes the
Kellogg-WHU EMBA Program truly unique: the opportunity to
improve our leadership skills through student diversity and
world-class teaching.
number of screens in their lives: mobile phones, computers,

tablets, digital billboards, and of course televisions. They can
connect with their brand directly through multiple channels at
any time. However, many senior marketing managers and decision-makers only grew up with TV marketing, and while they
are experts in this field they sometimes struggle in the digital
world. This can make it challenging to connect with consumers.
Nevertheless, the digital revolution is very exciting as it also
allows for many great opportunities to learn more about your
consumers in real time.
Professor Fassnacht: Youre absolutely right, companies
today have the opportunity to get more information about the
buying behavior of consumers resulting in more complex and
accurate statistics, but when I talk to senior marketing managers
about digital marketing, they admit that despite all these great
tools, some expectations are still not met.
Do you have questions for Britt Zimmermann and Professor Martin
Fassnacht? Contact us: emba@whu.edu and well put you in touch
with them.
Britt and Professor Fassnacht, what do you both think the

major trends and challenges are for the marketing function?
Britt: One of the major trends for me is that the marketing func-
tion is becoming increasingly consumer insights-driven. If you

dont understand the hearts and minds of consumers and cant
connect with them on a personal level, you wont be able to
create a long-lasting relationship between them and your brand.
It is no longer enough to ask people what they want out of a
certain product; to connect with them we need to understand
what they want out of life.
Professor Fassnacht: Indeed, youve got to be more concerned with the consumer because, to put it very simply,
consumers are generating most of a companys revenues and
contribute greatly to making the business successful.
Britt: Another major trend is of course the internet and online
marketing. Consumers today are exposed to an increasing
Martin Fassnacht
Professor of Marketing and Chair of Marketing and Commerce,
Britt Zimmermann, EMBA 2014

Marketing Manager, Novartis Consumer Health,
Basel, Switzerland
Insight into EMBA Courses
Tiberiu: And with the Marlboro case, it is actually the type of
Your Lifelong Imprints.

Professor Calkins, you often travel to Germany to teach
Kellogg-WHU EMBA students, what do you think makes
the Kellogg-WHU partnership so unique? What are the best
things about teaching in this program?
Professor Calkins, as a now full-time professor, how do you

keep connected to the corporate world? How do you integrate your extensive and impressive professional experience
into your teachings?
Professor Calkins: The best thing about this program is the
Professor Calkins: I always make sure the concepts we talk
wonderful mix of students from all over the world, which makes
the class discussions really entertaining for both me and the
students. What I find fascinating with the Kellogg-WHU EMBA
Program is that you can really see how the concepts we teach
play out in different parts of the world.
about in class are relevant and have an impact in corporate

settings. My background is quite unique because I come out
of industry. I spent 10 years at Kraft Foods before joining the
academic world. This gives me grounding in the practical side of
things and a better understanding of the messiness that sometimes comes up when you try to implement those ideas. In addition, I regularly advise companies all over the world on various
strategy projects. I love doing that because you really see what
people are working on, what they are struggling with, and youre
constantly updating and refining your own ideas.
Tiberiu: This is exactly what gives you credibility. Looking back
at the course you taught in Germany, you didnt just teach theory, you more importantly brought your corporate experience to
the classroom, which was extremely valuable for us.
Professor Calkins: I think thats really important because if
youre not out there with companies to a certain degree, you risk
that the concepts you teach become plain theories that people
cant apply at work in the practical sense.
Tiberiu, as a current student, what immediate benefits from

the Kellogg-WHU EMBA Program can you already perceive
in both your personal and professional life?
Tiberiu: When you start this program you are a specialist. You
already have expertise in your field. But once you step through
the EMBA door, you realize that there is more out there, that you
need to connect the dots if you want to progress. And this ability
to go from specialist to generalist is what the program gives you.
defensive strategy we are applying every day in my company,

but before taking your class, I wouldnt have been able to put
this strategy into a framework. Having a framework and taking
the time to really reflect on the situation is extremely helpful.
Professor Calkins, what advice do you have for Tiberiu, whos
about half way through the EMBA Program?
Professor Calkins: My advice is to learn as much as you can
Tiberiu, the Kellogg-WHU EMBA Program is a joint-degree

program, what are for you the benefits of a joint-degree
program?
Tiberiu: One big advantage is that you are exposed to different
cultures. If you look at the world right now, most conflicts revolve
around cultural misunderstandings. The Kellogg-WHU EMBA
Program provides you with a safe environment where you can
better understand what other cultures motivations are. When
you have the opportunity in a class to interact with people with
different cultures and backgrounds, this helps you build your
case when you go back to your company, even more so if you
work for an international company.
Professor Calkins: The Global Network is also really unique
and different. You get these classes where you have a great
mix of students from Germany, China, the Middle East; they all
bring a slightly different perspective to the class. The best part
is observing how they work together on various projects.
Tiberiu: Youre absolutely right. I was actually really impressed
this week here in Evanston by the quality of teamwork. At the
beginning you expect that people will disagree and argue all the
time, but in fact, you realize that everyone on the team has an
open mind and strives for collaboration.
Professor Calkins, do you have a favorite anecdote related to
teaching in the Kellogg-WHU EMBA Program?
Professor Calkins: I like to use cases because I think they
Tiberiu Toader, EMBA 2015

Manager Commercial Planning, Philip Morris International,
Oslo, Norway
Tim Calkins
Clinical Professor of Marketing,
bring everyone together around a single issue. One of the cases

I really like teaching is the Marlboro Friday case, which was
great for me this year because Tiberiu had great insights into
the company and background into the situation. And thats the
best part of my job, when you bring in a case study to class and
find out that there is a student who has a direct connection to it
and can bring it to life. For me, its great because I keep learning
more and more about the situation, the company and the players. And I think it makes it valuable for the students because
its not just a theoretical exercise, it is actually grounded in real
business challenges that people are facing.
about topics that arent your strengths. I always tell my students

to take electives and courses in areas that are not familiar to them.
So for instance, if you come in with a lot of marketing and FMCG
experience, then my advice to you would be to take courses in
finance or organizational dynamics, areas that are not in your
sweet spot. As the years go by you will get tons of experience in
marketing and FMCG because thats what you do every day. But
your only opportunity to really capture some of these other topics
is when youre in a program like this.
Tiberiu: Very true. Our company at this stage moves crossfunctionally: from marketing to business planning, from finance to
operations, to sales, etc it is crucial to be able to move crossfunctionally and it is actually a requirement for future managers to
grow within our company. Even outside the company, it will show
that you are not just able to move vertically but also horizontally.
Professor Calkins: What this kind of program also gives you
is the confidence to dive into some of these roles. You learn the
language, the frameworks, the calculations that you need so
when you go into those different roles, you can be successful,
have an impact, and keep moving forward.
The other advice would be to really focus on the relationships
because the connections you make and the relationships you
build while youre here can last for many years. But with a huge
global network like this, that can take some effort. So, youve
got to make sure once you meet someone in the program, that
you keep in touch, and that you build on the spark that this global
network creates.
Do you have questions for Tiberiu Toader and Professor Tim Calkins?
Contact us: emba@whu.edu and well put you in touch with them.
B uild on the spark

that this global
network creates.
10
11
T his program provides a

very stimulating platform
for discussing and working on innovative ideas.
Faculty Biographies
Your Professors.
Holger Ernst
Gad Allon
Gad Allon is Professor of Managerial Economics and Decision Science at Kellogg.
He received his PhD in Management
Science from Columbia Business School.
Professor Allon is a student favorite at
Kellogg. He is considered an authority on
service operations, maintaining a popular
industry-focused blog called The Operations Room. In 2011, Poets & Quants
named Allon one of The Worlds 40 Best
B-School Profs Under the Age of 40.
Christian Andres
Christian Andres is Professor of Empirical
Corporate Finance at WHU. He holds
a PhD in Finance from the University of
Bonn.
Professor Andres used to work for the tax
and audit industry. As an academic, he
has also been active in consulting in the
areas of Corporate Finance and Corporate
Governance for almost 10 years. Andres
is also co-founder and academic advisor
of a small software company.
Areas of Expertise
Response Time Management,
Service Management
Areas of Expertise
Payout Policy,
Executive Compensation,
Family Firms
In the tradeoff between

being liked and being
prepared, I chose the
latter. Gad Allon
David Austen-Smith
David Austen-Smith has been Professor
of Corporate Ethics and Political Science
and Economics at Northwestern University since 1996. He received his PhD
from Cambridge University.
Professor Austen-Smith has co-authored
two volumes on Positive Political Theory.
In 20052006 and 20072008, he was the
recipient of the Sidney J. Levy Award for
Teaching Excellence at Kellogg.
Areas of Expertise
Ethics, Political Economy/Design,
Voting Systems
Malte Brettel
Malte Brettel is Professor of Business
Administration and Entrepreneurship at
WHU. In addition to his academic career,
Professor Brettel is a serial entrepreneur.
He founded several companies and partly
served as managing director.
According to the German publication
Handelsblatt, Brettel is considered one
of the most active researchers in entrepreneurship.
Areas of Expertise
Entrepreneurial Management,
Entrepreneurial Marketing,
Entrepreneurial Finance,
Innovation Management
Timothy Calkins
Tim Calkins is Clinical Professor of
Marketing at Kellogg. He received his
MBA from Harvard.
Professor Calkins has received numerous
teaching awards. The Kellogg EMBA
Program gave him the Top Professor
Award four times.
He is the author of Defending Your Brand:
How Smart Companies Use Defensive
Strategy to Deal with Competitive Attacks
and has published more than a dozen
Kellogg case studies.
In addition to teaching, Calkins works with
major corporations around the world on
strategy and branding issues.
Areas of Expertise
European Integration,
Economic Growth,
Development Economics
Areas of Expertise
Advertising, Biomedical Marketing,
Brand Management, Marketing
Strategy/Planning/Policy
James G. Conley
James Conley serves on the faculty of
both the Kellogg School of Management
and the McCormick School of Engineering
at Northwestern University.
Before joining Northwestern in 1994, he
spent seven years at the Ryobi Limited
Group of companies in Japan with management responsibility in product engineering and product development. In
1994, Professor Conley founded Syndia
Corporation.
Areas of Expertise
Brands and Trademarks, Innovation
Intellectual Property, New Product
Development
Holger Ernst
Holger Ernst is Chair and Professor of
Technology and Innovation Management
at WHU. He is also a regular visiting
professor at Kellogg. He received his
PhD from the University of Kiel, Germany.
Professor Ernst has 16 years of experience in executive education. He has
taught in various EMBA programs and
advises corporations worldwide.
Areas of Expertise
Strategy, Innovation, New Product
Development, Intellectual Property
Michael Frenkel
Michael Frenkel is Dean and Chair of
Macroeconomics and International
Economics at WHU.
He received his PhD from the University of
Mainz, Germany. His extensive international
experience stems from working for several
years with the International Monetary Fund
and from visiting positions he held internationally. Between 1994 and 2002, he
served as Associate Dean of International
Programs at WHU and built up an extensive network of global partner universities
making WHU the German business school
with the biggest international student exchange network.
Martin Fassnacht
Martin Fassnacht is Chair and Professor
of Marketing at WHU. He is also strategic
advisor for consumer goods manufacturers, retailers and service companies.
Professor Fassnacht studied business administration at the University of Mannheim
and holds a PhD from the Johannes
Gutenberg University in Mainz.
Areas of Expertise
Price Management, Retail Marketing,
Brand and Luxury Brand Management,
Market-oriented Corporate Management
Timothy Feddersen
Timothy Feddersen holds a PhD from the
University of Rochester and is Professor of
Managerial Politics as well as the Director
of the Social Enterprise at Kellogg (SEEK)
Program. Professor Feddersen teaches
the Strategic Crisis Management course
at Kellogg-WHU which focuses on the way
leaders must anticipate the reaction of
stakeholder groups within the firm, in the
media, in legislatures, courts, and in public
opinion broadly.
Areas of Expertise
Corporate Social Responsibility, Crisis
Management, Public Management,
Voting Systems
Christoph Hienerth
Christoph Hienerth is Professor and Chair
of Entrepreneurship and New Business
Development at WHU. He holds a PhD
from WU Vienna.
Professor Hienerths research and teaching has won several awards. He has
gained expertise in corporate entrepreneurship through industry projects with
international companies. He has also advised governmental institutions in many
countries.
Areas of Expertise
Entrepreneurial Risk and Uncertainty,
Corporate Entrepreneurship,
Social Entrepreneurship
Julie Hennessy
Julie Hennessy is Clinical Professor of
Marketing at Kellogg. Her teaching focuses
on the development of marketing strategies to enhance long-term competitive advantage and profitability.
What students say about professor
Hennessy is that she cares a lot, is very
approachable, funny and energetic, and
that she challenges students and teases
out the responses that facilitate learning.
Not surprisingly, Hennessy has been a
regular recipient of many teaching awards
at Kellogg.
Martin Hgl
Martin Hgl is Professor and Head of the
Institute for Leadership and Organization
at Ludwig Maximilians University (LMU)
in Munich. Before joining LMU, Professor
Hgl served on the faculties of WHU
Otto Beisheim School of Management,
Washington State University (USA), and
Bocconi University (Milan, Italy). He holds
a PhD from the University of Karlsruhe,
Germany.
Professor Hgl has conducted research
projects with major firms in the US and
Europe. He has received multiple awards
for teaching and research, including the
Students Choice Award for Excellence
in Teaching (from Washington State
University students).
Areas of Expertise
Brand Management,
Consumer Products,
Marketing Strategy/Planning/Policy,
New Product Development
Areas of Expertise
Leadership and Collaboration in
Organizations, Management of R&D
Personnel, Knowledge Creation in
Innovation Processes
G lobal electives
addressing emerging
topics such as property facilitate rigorous
exploration of management challenges
and opportunities that
leverage the diverse
talents of the KelloggWHU EMBA participants. James Conley
12
13
Kellogg-WHU students are

consistently great contributors
to Kellogg global program
courses. They are committed,
smart and focused on learning
how to win. They always thrive
in diverse team environments.
Julie Hennessy
Mohanbir Sawhney
Mohanbir Sawhney is a globally recognized scholar, teacher, consultant, and
speaker in business innovation, technology marketing, and new media. He holds
a PhD in Marketing from the Wharton
School of the University of Pennsylvania.
Professor Sawhneys most recent book
Fewer, Bigger, Bolder: From Mindless
Expansion to Focused Growth will be
published in 2014.
He has been nominated for the Outstanding Professor of the Year at Kellogg
in 2008 and 2009.
Professor Sawhney advises and speaks
to Global 2000 firms and governments
worldwide. He also serves on the boards
and advisory boards of several technology
companies.
Areas of Expertise
Entertainment Marketing, High-Tech
Marketing, Media Marketing
Thomas Hutzschenreuter
Thomas Hutzschenreuter is Professor
and Chair of Corporate Strategy and
Governance at WHU. He regularly provides his expertise to companies and
organizations in various industries.
Areas of Expertise
Strategic and International Management, Growth Strategies and Portfolio
Changes, Offshoring and Business
Process Outsourcing
Lakshman Krishnamurthi
Lakshman Krishnamurthi has been a professor at Kellogg since 1980. He holds a
PhD in Marketing from Stanford University.
Professor Krishnamurthi teaches Marketing Strategy & Pricing in a variety of programs at Kellogg.
In addition to his teaching and research
activity, he has consulted and conducted
executive education seminars for many
big corporations around the world.
Areas of Expertise
Brand Management,
Business to Business Markets,
International Marketing,
Marketing Research
Keith Murnighan
J. Keith Murnighan has been Professor of
Risk Management at Kellogg since 1996.
He earned his PhD in Social Psychology
from Purdue University. He teaches in
Kelloggs EMBA Programs around the
world. He is also an active consultant and
trainer and has worked with several major
corporations.
Professor Murnighan has received numerous awards including the Top Faculty
Member Award from the Kellogg-HKUST
EMBA Program.
His latest book Do Nothing! How to Stop
Overmanaging and Become a Great
Leader has been translated into several
languages.
Areas of Expertise
Diversity, Group Decision-Making,
Negotiations, Risk Management
Artur Raviv
Artur Raviv has been Professor of Finance
at Kellogg since 1981. He holds a PhD in
Managerial Economics from Northwestern
University.
Professor Raviv was Associate Editor of
the Journal of Finance from 1989 to 2000
and served on the Board of Editorial
Advisors for the Journal of Accounting,
Auditing, and Finance and the Journal of
Economics and Management Strategy.
Raviv was named Outstanding Professor
of the Year 18 times by the graduates of
the Kellogg Executive Masters Programs
since 1983.
Areas of Expertise
Corporate Finance, Investment
Banking, Mergers and Acquisitions
Karl Schmedders
Karl Schmedders is Professor of Quantitative Business Administration at the
University of Zrich. In addition, he is
visiting Professor of Executive Education
at Kellogg. He holds a PhD in Operations
Research from Stanford University.
Professor Schmedders has been named
to the Faculty Honor Roll in every quarter
he has taught at Kellogg. In 2002, He
received the Lawrence G. Lavengood Outstanding Professor of the Year. Schmedders is the only Kellogg faculty member to
receive the Honorary Medal of WHU.
Areas of Expertise
Data Analysis, Economic Theory,
Risk Management
Scott Schaefer
Scott Schaefer has been Professor of
Finance at the University of Utahs David
Eccles School of Business since 2005.
Prior to that, he spent ten years on the
faculty of Kellogg. He holds a PhD in
Economic Analysis and Policy from the
Stanford Graduate School of Business.
Professor Schaefers research focuses on
the economics of organization, with an
emphasis on understanding employment
relationships and decision-making inside
firms. He has written extensively on executive compensation, use of stock options
in compensation, and the labor market
effects of employment protections. He received Kelloggs Sidney J. Levy Teaching
Award three times and was a four-time
finalist for the Lawrence Lavengood
Professor of the Year Award.
Thorsten Sellhorn
Thorsten Sellhorn is professor of Accounting at Ludwig Maximilians University
(LMU) in Munich and holds a PhD from
Ruhr-Universitt Bochum, Germany.
Areas of Expertise
International Financial Reporting
Standards (IFRS), Earnings Quality
and Earnings Management,
Empirical Accounting Research
Brosh M. Teucher
Brosh M. Teucher is a visiting Assistant
Professor of Management and Organizations at Kellogg. He holds a PhD in
Business Administration from the University
of Washington, WA.
His research focuses on the impact of
national culture and individual factors on
negotiation and dispute resolution processes and outcomes. He also studies
the impact of organizational culture on
stock prices.
I cherish my classroom
time with the EMBA
students. I am always
amazed by the breadth
of experiences and depth
of knowledge they share
with me and their peers
in class. Karl Schmedders
Leigh Thompson
Leigh Thompson is Professor of Dispute
Resolution & Organizations at Kellogg.
She is the Director of the Kellogg Team
and Group Research Center and the
Kellogg Leading High-Impact Teams
Executive Program.
Professor Thompsons research focuses
on negotiation skills and strategies, team
creativity, and learning. She has authored
six books.
Areas of Expertise
Cross-Cultural Negotiations,
Group Decision-Making,
Leading High-Impact Teams
Thorsten Truijens
Thorsten Truijens has taught at the University of St. Gallen since 1995. He holds
an MBA degree from the University of
North Carolina at Chapel Hill and a PhD
from the University of St. Gallen.
He is currently managing partner of a
consultingfirm specializing in financial
management. His previous work experience includes management positions in
the automotive industry and extensive
consultingwork in the pharmaceutical
and logistics industry.
Areas of Expertise
Product Costing, Profitability Analysis,
Value-Based Management, Finance
Jan A. Van Mieghem

Jan A. Van Mieghem is Professor of
Managerial Economics and Operations
Management at Kellogg. He also serves
as Academic Director of the EMBA
Program. He received his PhD in Business
from Stanford University.
He is the author of over 30 academic
articles published in leading journals, and
of two textbooks. His paper co-authored
with Marty Lariviere received the first
MSOM Best Paper Award in 2007.
Areas of Expertise
Capacity Management,
Operations Strategy,
Supply Chain Design and Management
Adam Waytz
Adam Waytz is Assistant Professor of
Management and Organizations.
He holds a PhD in Social Psychology from
the University of Chicago, and completed
a post-doctoral fellowship at Harvard
University.
Professor Waytzs research uses methods
from social psychology and cognitive
neuroscience to study the causes and
consequences of perceiving mental states
in other agents and to investigate processes related to social influence, social
connection, and ethics. In 2008, Waytz
received the Theoretical Innovation Award
from the Society for Personality and
Social Psychology.
Areas of Expertise
Ethics, Intergroup Behavior,
Social Media
Jrgen Weigand
Jrgen Weigand is Chair of Microeconomics and Industrial Organization at
WHU. He holds a PhD in Economics from
the University of Erlangen-Nrnberg,
Germany.
Professor Weigand worked as Senior
Advisor for the CPB Netherlands Bureau
for Economic Policy Analysis. He has also
advised various international blue-chip
companies.
Weigand is Academic Director of the
WHU Post-Experience Programs. Since
2004 he has also served as a member
of the Academic Council of the CEIBS,
Shanghai.
Areas of Expertise
Industrial Economics, Business
Strategy, Competition Policy
Peter Witt
Peter Witt holds the Chair of Technology
and Innovation Management at the
University of Wuppertal. From 2000 to
2006, he was professor of Entrepreneurship at WHU.
Professor Witt has been running executive
education programs with major international corporations for more than 17 years.
He has also done consulting work in the
fields of strategic management, innovation
management and corporate governance.
Areas of Expertise
Entrepreneurship, Family Businesses,
Innovation Management
14
Entrepreneurship@WHU
Entrepreneurship Development
Your Entrepreneurial Outlet.

Sherry: I run a luxury furniture website where we curate the
best in luxury furniture. We stage our furniture in a way to make
it look beautiful, we film it, take pictures of it like a magazine
does with fashion. Our website is basically like shopping in an
editorial magazine.
Frank: I am currently wrapping up a new business, which I
started last November. The business is about building up B2B

marketplaces in the Cloud computing area. We have purchased
premium domains in Europe for our international expansion.
Up until now, Ive founded about 1015 start-ups almost all in
the e-commerce area.
The entrepreneurial spirit

has been in WHUs DNA
since its inception and
transpires through the students it educates. Every
year WHU produces some
of the most successful
intrapreneurs, those who
think and act creatively
in the name of the companies they work for, and
entrepreneurs, those who
want to implement their
ideas within their own
businesses.
Did you guys seek any help from people in the Kellogg-WHU
EMBA Program and the global alumni network?
Sherry: What the EMBA provided me with was the confidence
to go out there and ask for help from multiple people. When I
went to do my own business, 10 years after the EMBA, it took
me about five years to develop the idea, get funding, have
my business up and running, and have a clear concept. So its
been a long journey but I think that the resistance and endurance you acquire when you do an EMBA takes your pressure,
intensity, workload up to another level. Because you already
have work ethic and drive, you are able to become a successful
entrepreneur.
How did you become entrepreneurs? When you started your

EMBA, did you know that you wanted to be an entrepreneur?
Many opportunities
exist on campus for the
entrepreneur-wannabes
out there:
Sherry: My first motivation to join an EMBA program was job

security. Sometimes if you dont have that kind of stamp of education on your CV, it is hard for people to realize that you are
actually smart. The EMBA was also a new challenge for me; I
wanted to see how far I could go, what I could accomplish while
participating in this intense program working full-time and commuting every month. I think the EMBA was just a channel for my
entrepreneurial drive. It wasnt until much later after the EMBA,
when I had more financial freedom, that I started thinking about
having my own business. The EMBA also gave my investors and
people around me reassurance that they were investing in someone who could demonstrate those kinds of accomplishments.
T he Kellogg-WHU EMBA
Program gave me the final
boost to go out there and
do my own thing
Curriculum:
F oundations of
Entrepreneurship/The
Entrepreneurial Journey
Conferences:
I deaLab!, Europes premier student-led founders conference, which
takes place on campus every year, brings
together experienced
founders, venture capitalists, investors as well
as ambitious students
looking to exchange
ideas and experiences
3 Day Start-up: 40
creative students, three
days, one goal: start
your own company
WHU Incubator:
A central starting point
for students seeking to
start a venture
Master Thesis:
M any students choose
to write a business plan
Curriculum
Frank: Growing up, I was always very proactive, running around
looking for the next business opportunity. After college, I started

working in management consulting. Later on, I decided to do
something about my personal and professional development so
I joined the Kellogg-WHU EMBA Program. This time was quite
challenging. Sherry, you mentioned that you were commuting all
the time It was the same for me. I was working on consulting projects Monday through Friday in London, New York, and
all over Europe. When my colleagues from the consultancy were
sitting at the bar on Friday night, I was sitting in a classroom
doingbusiness cases!
I had already been thinking about starting my own business even
before the EMBA, but the Kellogg-WHU EMBA Program gave me
the final boost to go out there and do my own thing. I also took
advantage of all the tools Kellogg-WHU provided to entrepreneurwannabes like me: I took entrepreneurship courses, attended
speaker series, and joined the WHU IdeaLab (incubator).
Frank Mueller, EMBA 2005

Managing Director, Cloud world AG, Pfffikon, Switzerland
What advice would you give to someone who is thinking

about going into entrepreneurship?
Conferences
Frank: With my first start-up, I put everything I had in my bank
Frank: For me, doing business without a working network is not
possible. Networking is crucial in entrepreneurship. I used the

Kellogg-WHU Global Network for my first start-up when I needed
staff in India and Hong Kong. After attending the global elective
in Hong Kong, I managed to get some contacts in India through
the connections I made there. This aspect is a major asset of
this program and I can testify that the Kellogg-WHU Global Net
work really works. I usually talk to everybody, it is extremely
importantto listen to experts. I then transfer this know-how into
my business and try to get the most out of it.
Sherry Roberts, EMBA 2002

CEO, The Longest Stay, London, UK
account into the business. So you need money to start off without a doubt. Later on, I tried to figure out how I could ramp up
the business on a much faster scale. I managed to raise my first
million euros thanks to a bunch of angel investors. I then needed
advisors who could help me develop my business because at
the time, I didnt have any expertise in the e-commerce/internet
space. Thats when one of the Rocket Internet founders came
along. After meeting him in person at a WHU Entrepreneurship
event, I wrote him an e-mail with exactly two lines explaining my
ideas. Fifteen minutes later I got a response asking to meet in
Munich at a specific date and time. Two days later, he was investing in my first company.
For the last five years, I have used the Kellogg-WHU alumni
network extensively. The network is composed of a lot of investors and advisors. When you send these investors/advisors
your business proposal, my advice is to make your message
as concise and interesting as possible. Last hint: the subject line
Kellogg-WHU alumnus needs support has worked miracles
for me!
Do you have questions for Sherry Roberts and Frank Mueller?
WHU
Incubator
Master
Thesis
Many well-known and successful start-ups are

evidence of the WHU entrepreneurial drive:
16
Sharam: I think most of us expected leadership development

and personal development to be mutually exclusive. But once
you go through that transformation, you realize that the two are
very much intertwined. This connection is what makes you appear authentic as a person and as a leader. And it is the power
of this authenticity that builds trust and interconnects you with
your team. Trust is what you need as a leader for you to mobilize others effectively and navigate them successfully through the
change process, which is of upmost relevance in such a competitive and complex environment.
Daniel: Youre absolutely right; people dont want to work for a
jerk! Character starts to matter at the senior level and if you want
your team to really be passionate about working for you, you
need to start reflecting on yourself.
Leadership/Personal/Career Development
Your Inner Coach.
Today, I understand my
personal development as a
constant personal change
management program
Daniel Weninger: Sharam, what did you do before the

EMBA and how did the EMBA impact your professional
journey?
Sharam Sadeghi: I joined the program with a sales & market-
ing background within the consumer goods industry looking

to broaden my functional expertise. My other goal was to get
a deeper understanding and awareness of where I stand as a
leader, and where/how I could improve my leadership skills to
drive change and improve the performance of my team and
organization.
The EMBA provided me with the practical tools and insights
I could successfully utilize and implement at work in real time.
But for me, the most relevant impact happened through the
personaland leadership development process, which was an
integralpart of the program most of it tangible, providing key
assets such as personality assessments, business coaching
sessions, outdoor leadership training, etc the other part intan
gible, such as the priceless advice and discussions with
experienced senior classmates.
Sharam: There are three key takeaways for me: 1) it is true that
people dont leave companies, they leave bosses; 2) I believe that
you have become a successful leader when you have reached
the point where people leave you because you have developed
and prepared them successfully for their next career move,
ideallywithin the organization; and 3) its all about consistency
and commitment! What is true for a strategy definition is also
true for how you should be perceived as a leader, not only within
your team but also within the organization: be consistent and
committed in what you say and how you act!
Daniel: That is exactly what a good and authentic leader needs
to strive for. Successfully developing your people is the highest
point in leadership and personal development. I also strongly
believe that this behavior can easily be spread within a company.
People really enjoy working for that kind of philanthropist leader
who wants to help others develop their talents so that the whole
community can benefit from it.
Sharam, at which stage of your personal and leadership

development are you today?
Sharam: Before I joined the program, I wanted to learn how to
become a better leader and find out what better truly meant.
I wanted to know how others perceived me, how to keep people
motivated, how to embrace their hidden potential to perform
at their best, and so on. Once I went through the program and
benefited from all the great tools such as personality assessments
and coaching sessions, I really got to know about myself and my
managerial style. I have also learned a lot from the 360-degree
feedback I received from my team members with whom I had
been through good and tough times during the first 12 months
of the program.
Daniel: Team work is indeed extremely challenging!
SHARAM: Today, I understand my personal development as a
constant personal change management program, so-to-speak.
Its about self-awareness and constant reflection; its about
openness to external feedback and the willingness to improve
constantly. In a dynamic economic situation where companies
face fierce competition, change is the main constant within daily
business. Thus navigating your team successfully within that
change process and keeping or even improving the organizational
performance are becoming key success factors for a leader.
Do you have questions for Sharam Sadeghi and Daniel Weninger?
How are leadership and personal development linked?

What do they have in common?
Daniel: There is no leadership development without personal
development. And Sharam, you mentioned that developing yourself was a conscious decision for you: leadership development
actually starts with that kind of self-awareness. You need to first
understand yourself as a person in order for you to develop
further. If you have this attitude from the get go, everything else
will fall into place.
Daniel Weninger, WHU MBA 2012

Head of Learning & Development, WHU Center for
Responsible Leadership
Sharam Sadeghi, EMBA 2012

Head of Consumer Marketing Customer Base & Loyalty
Management, Vodafone, Dsseldorf, Germany
18
19
Leadership/Personal/Career Development
Your Leadership &

Personal Development.
The Kellogg-WHU EMBA Program regularly updates its leader
ship & personal development activities to reflect new trends
in executive coaching. Managers today are expected to make
collaborativedecisions and provide inspiration to their teams.
For that, they need to first understand and develop themselves.
The Kellogg-WHU leadership & personal development team is
there to guide you through this transformational journey.
Personality Profile & 360 Feedback
Participate in personality assessments based on the so-called
big five (Workplace Big Five) personality traits considered the
most valid and reliable in psychology.
Receive open feedback from your peers and evaluate the effectiveness of the methods suggested during personality assessments and business coaching sessions.
Development Workshops
Attend workshops on personal development & goals, work-life
balance, business communication, career development, and
post-EMBA transition.
Group Supervision
Teams are observed by business coaches who will assess group
dynamics, individual roles, and team performance, and then
provide feedback to the whole team.
Outdoor Training
The outdoor leadership training offers hands-on experience in a
unique and challenging environment. Adapted to the physical fitness level of each participant, this training will test teambuilding
and leadership abilities under all circumstances.
Your Professional
Development.
Professional development is deeply ingrained in the Kellogg-WHU EMBA
culture and facilitated by its student body composed of top-notch executives, business experts, and advisors, its faculty and global alumni network.
Below are some of the corporations represented in the classroom:
Business Sparring.
The Kellogg-WHU EMBA Program understands the importance of having a business coach provide
support during these exciting but challenging times. Our business coaches can help you with topics
such as personal goals, work-life balance, professional development, and team-related issues.
Meet some of the business coaches who will accompany you throughout the program:
Bettina Bodenschatz
Leadership Coach since 2008 (G, E)
Kerstin Knfel
Karsten Drath
Head of E-communications, SITA
Vice President HR, Deutsche

Telekom AG
Managing Director Consulting, Dell
Global Director Regional

Marketing, SITA
Global Key Account Management,
T-Systems and Xerox
Head of Corporate Management

Developement, MCC Int.
Managing Director EMEA,

Perot Systems
In addition, our students have the opportunity to connect with global business experts and advisors and learn from experienced leaders through our
Guest Speaker Series, which are fully integrated into the curriculum as well
as through the WHU SEE (Senior Executive Experience) Series. The goal
of WHU SEE is to invite high-profile executives to the school to share their
personal and professional experiences with our EMBA students. Below is a
selection of our past guest speakers:
Georg Knoth
CEO, GE Technology
Paul Polman
CEO Unilever
Director Bombardier Transportation

Head of HR, mid market
consulting company
Leadership Experience in Consulting
and Recruting, Accenture
Dr. Karl-Ludwig Kley

Chairman of the Executive Board,
Merck KGaA
Henrik John
Director Marketing
Porsche Design Group
Vladimir Salakhutdinov
CEO at American Express Bank
LLC Russia
Nico Buchholz
Executive VP Fleet Management,
Lufthansa Group
Lifelong Learning
Advantage
Through our Lifelong Learning program,
our alumni are welcome to come back
to WHU campuses to take part in a current EMBA course or attend a module
at one of our partner institutions all over
the world at any time after graduation
and at no additional tuition fees. This is
a great opportunity for our former EMBA
students to get a fresh perspective, new
business inspirations, and make new
connections.
20
21
Program Structure
Your Building Block.

Professor Weigand, how has the EMBA curriculum evolved
since the Kellogg-WHU EMBA Programs inception?
Professor Weigand: I have been involved with this program
since 2000. The Kellogg-WHU Program started in 1997 so I have

a good recollection of what has happened overtime. I think the
curriculum has changed significantly on the surface but digging
deeper, it has remained a general management program as it
should. Our program provides solid business foundations, which
are called core courses. These core courses have more or less
remained the same. Most of the change has happened in what
we call advanced courses in the second year of the program.
There, we have definitely shifted focus away from a purely functional approach to a more state-of-the-art and topical one, including more entrepreneurship courses for instance. I took over
the position of Academic Director in 2010 and since then we
have placed quite some emphasis on leadership. Weve developed themes around general management and leadership that
are useful and applicable practice for our participants.
With regards to new courses that are coming up in the
curriculum, how do you think those courses adapt to new
trends and the changing environment?
Professor Weigand: Actually, we really cant ignore the

changing environment, so there needs to be a focus not just
on functional knowledge but especially on implementation. To
this end, we have added elements to the curriculum that are
closer to implementation than to just providing conceptual ideas
and frameworks. For instance, one of our eminent professors,
Professor Fassnacht, teaches a course where he invites senior
professionals who bring to the classroom their own business
cases, which we call real-life cases. We ask EMBA participants
to solve the issues of the real-life case. So this involves direct
implementation as opposed to just absorbing things and creating knowledge.
Hanne, what do you think the programs greatest strengths are?

Hanne: The most important strength of the program is its huge
network: being part of this global network with its integrated
curriculum, and the opportunity for our students to meet with
the other cohorts at our global partners locations all around the
world during the second year.
How would you describe the ideal candidate for this program? What particular characteristics are you looking for?
How do you select these candidates?

Hanne: It is important for us to meet candidates on a personal
level. Once theyve been pre-selected, candidates are invited to
our campus for an interview and thats when we get to meet them
for the first time. During the interview process, we assess candidates on various criteria: they have to show motivation, readiness
for an additional challenge in their lives, and analytical skills.
U nderstanding choices and

the assumptions around
choices is a core objective
of this program
Professor Weigand, what are the main objectives of the

current curriculum?
Professor Weigand, what vision do you have for the KelloggWHU EMBA Program in the future?
Professor Weigand: All of our participants are managers who

have been trained to get things done. What we want to accomplish
with this program is to develop them into leaders who are able to
apply advanced frameworks/tools of analysis and who have a broad
perspective on things. This means that they should develop some
sort of strategic foresight. As leaders, they not only have to select
the right people who will get things done but more importantly they
have to make important strategic choices. And understanding choices and the assumptions around choices is a core objective of this
program: to open the mind of people so that they are able to look
ahead and say: what is strategically of essence for my company?
Professor Weigand: The main vision of the program is to be

truly global, to fully exploit the global network, which now includes China, and to develop managers into leaders who are
not afraid of crossing borders like our two founding deans did
when they thought of building a global EMBA network. We are
now in a globalized world so the vision is to be the number one
Executive MBA program in the world and provide world-class
education.
Do you have questions for Hanne Forssbohm and Professor Jrgen
Weigand? Contact us: emba@whu.edu and well put you in touch
with them.
Hanne: I think there is no ideal candidate because we are look-
ing for very diverse types of people. Our student body is quite
eclectic. Students bring in various professional experiences and
expertise. They also bring in different points of views thanks to
their extensive experience. They need to have a global mindset because they will most likely be required to lead businesses
in an international environment in the future. They also need to
be responsive to responsible leadership and corporate social
responsibility.
The program consists of various learning formats:

Live-In Weeks, Weekend Courses, and Capstone Weekend
in Vallendar, Germany
Live-In Weeks at the Kellogg School of Management in
Evanston, IL, USA
Live-In Global Electives at our partner institutions
worldwide: Toronto, Hong Kong, Tel Aviv, Miami, Evanston/
Chicago, Bejing
Sample Live-In Weekend Schedule.

Thursday
Friday
Saturday
Sunday
8:3011:45 am
8:3011:45 am
8:3011:45 am
8:3011:45 am
Morning Class
Morning Class
Morning Class
12:001:15 pm
11:451:00 pm
11:451:00 pm
11:451:00 pm
Optional Lunch
Group Lunch
Group Lunch
Optional Lunch
1:156:15 pm
1:006:00 pm
1:006:00 pm
Afternoon Class
Afternoon Class
Afternoon Class
6:157:15 pm
6:007:00 pm
6:007:00 pm
Group Dinner
Group Dinner
Group Dinner
Evening
Evening
Evening
Group Session
Group Session
Group Session
Occasional Leadership & Personal

Development Workshop
Hanne Forssbohm
Program Director, Kellogg-WHU Executive MBA Program
Jrgen Weigand
Professor of Economics and Academic Director Post Experience
Programs at WHU Otto Beisheim School of Management
This schedule is subject to change
22
23
Program Structure
Sample Program Schedule.
Year 2
WHU Advanced Courses

(ModuleS 7 & 8)
JuneAugust
3 months
6 courses are required in these modules

Opted-out Advanced Courses can be replaced by additional
Global Electives depending on seat availability
Master Thesis
Project-related (practical) or
Research-based or
An elaborated Business Plan
October
2 Weekends (back to back)
WHU Campus in Vallendar, Germany
October
Graduation Ceremony
Module 7: WHU Advanced Courses

Digital Marketing
Foundations of Entrepreneurship
Intellectual Capital Management
See all courses:
Program Structure
The Kellogg-WHU Executive MBA Program stretches over two
years and begins in September of year 1 and ends in August
of year 2. Graduation takes place in October of year 2. The
program has been optimized throughout the years to maximize

learning and personal development and minimize time away
from work and home.
January
WHU Campuses in Vallendar & Dsseldorf, Germany
Module 8: WHU Advanced Courses
Ethics & Executive Leadership
The Entrepreneurial Journey
Management Accounting
Year 1
September
1 Week
March
WHU Campus in Dsseldorf, Germany
Module 1 (Core): The Role of the General Manager

Strategic Innovation & Corporate Renewal
Leadership in Organizations
Module 4 (Core): Business Functions II

Managerial Statistics
Strategic Marketing
Business Strategies
November
April or May
1 Week
Module 2 (Core): Fundamental Tools for Business

Analysis
International Financial Reporting & Analysis
Decision-Making under Uncertainty
Managerial Economics
Module 5 (Core): Business Functions III

Corporate Finance
Operations Management
January
WHU Campuses in Vallendar & Dsseldorf, Germany
August
2 Weeks (choose 2 consecutive weeks out of 4)
Kellogg School of Management, Northwestern University
Campus, Chicago, IL, USA
Module 11: International Live-In Week@WHU

The Business Environment in Europe
Luxury Brand Management
Module 6: Compulsory International Module (4 Courses)

Negotiation Strategies
Strategic Crisis Management
Strategic Decisions in Operations
Strategic Marketing Decisions
Throughout the Program
Module 3 (Core): Business Functions I

Marketing Management
Managerial Finance
Managing People for Competitive Advantage
March
1 Weekend (choose 1 weekend out of 2)
Module 9: WHU Capstone Live-In Weekend (required)
Course:
Capstone Business Simulation
Various Dates
Toronto, Hong Kong, Tel Aviv, Chicago, Miami, Beijing
Module 10: Global Electives (at least 1 Module with
2 courses required)
May
1 Week
51
Days Out of Office over

Entire 2-Year Program
11
11
5
Countries
Modules
21
Months
Module 12: Advanced Leadership Development

(integrated units)
This schedule is subject to change
24
25
Program Structure
Module 10: Global Electives

Through Global Electives, EMBA students have the opportunity
to broaden their perspectives and benefit academically, professionally, and personally from the extensive Kellogg Executive
MBA Global Network.
In order to reinforce the internationality focus of the KelloggWHU Executive MBA Program, students are required to take
at least one Global Elective: module composed of 2 courses

each. Location preferences will be accommodated on a seat
availability basis for each elective. The Global Electives take
place throughout the second year of enrollment at the Kellogg
EMBA Global partner institutions.
KELLOGG-SCHULICH, Toronto
See all courses:
KELLOGG, Chicago
October or November
One Week (6 Days)
February
One Week (6 Days)
Sample Courses:
M
ergers & Acquisitions
Enterprise IT Strategy and Governance
Sample Courses:
Advertising Strategy
Innovation Strategy & Management
World Economy
Social Dynamics and Networks
KELLOGG-HKUST, Hong Kong
KELLOGG, Miami
December
One Week (6 Days)
April
One Week (6 Days)
Sample Courses:
Deal-Making in China and Asia
Building a Powerful Consumer Brand in China
Understanding Consumers
Sample Courses:
Competitive Analysis of Commodity Industries
Family Enterprises: Success and Continuity
International Finance
Investment Banks, Hedge Funds and Private Equity
Retail Analytics: Pricing and Promotion
Strategic Challenges in Emerging Markets
KELLOGG-RECANATI, Tel Aviv
GUANGHUA-KELLOGG, Beijing
January
One Week (6 Days)
May
One Week (6 Days)
Sample Courses:
Venture Capital
Product Management for Technology Companies
Sample Courses:
Finance in China
West Meets East: Strategic Implications for Managing
in the 21st Century
*This schedule is subject to change
26
Profile
Executive MBA Participants
International 77%
Germany 23%
Nationalities (by region)

Latin America 2%
Western Europe 47%

(excl. Germany)
Asia/Middle East/Africa 17%

North America 5%
Eastern Europe 29%
Class Characteristics
Seniority Level
Manager 29%
VP 2%
CXO 7%
Owner/Partner 14%
Director 23%
Senior Manager 25%
Industry
16% Financial Services/Real Estate
14% Telecommunications
Nationalities
Represented
24
11% Consumer Goods/Auto/Food

9% Basic Materials/Chemicals
7% Healthcare/Pharma
7% Energy
7% Manufacturing
7% Transportation/Construction
5% Media/Communications
2% Law
2% Non-profit/NGOs/Government
2% Agriculture
36
Average
Class Size
11% Technology
45
12
Female Students
Average Age
Average Work Experience
YEARS
20%
Male Students
Excellence in
Management
Education

Kellogg-WHU Executive MBA Program
80%
Average Management
Experience
YEARS
Burgplatz 2
56179 Vallendar
Germany
Phone: +49 261 6509-186
Fax:
+49 261 6509-189
www.kellogg.whu.edu
emba@whu.edu
Local Knowledge.
Global Expertise.
10/2014
WHU Otto Beisheim

School of Management
Kellogg-WHU Executive
MBA Program
Burgplatz 2
56179 Vallendar
Germany
Phone: +49 261 6509-186
Fax: +49 261 6509-189
www.kellogg.whu.edu
emba@whu.edu
Course Descriptions
2015 2 017
The Kellogg-WHU
Executive MBA Program
Module 1
Strategic Innovation & Corporate Renewal
Professor Holger Ernst
Innovations are a prerequisite for survival and sustained
growth in most industries. The course covers strategic, organizational, and procedural aspects of managing product, process, and business model innovation in different industrial and
competitive environments. It is designed to help participants
understand why innovation is critical for achieving sustainable
competitive advantage. The course puts a special emphasis
on the role of leaders during the process of innovation and
strategic change. It will also address open innovation, frugal
innovation, reverse innovation, and innovation for and from
emerging markets.
Leadership in Organizations
Professor Adam Waytz
The first issue a leader in the role of manager, entrepreneur,
investor, or stakeholder must address about an organization
concerns its value proposition, whether deciding to enter an
industry or to begin an undertaking. However, this analysis
is incomplete if leaders fail to consider the wider impact of the
organizations actions on its own employees and on society.
This course focuses on the problem of incorporating a wide
variety of value perspectives into decision-making.
Module 2
International Financial Reporting & Analysis
Professor Thorsten Sellhorn
Become a more effective manager by understanding financial
reporting, the global language of business. This course is
about familiarizing yourself with firms financial statements
and being able to read and analyze them to your professional
benefit. Although the main focus of this course lies on financial statements prepared by public firms under International
Financial Reporting Standards (IFRS), what you will learn can
be applied globally to any firm. In this course, you will learn
to prepare, analyze, and interpret financial statements.
Decision-Making under Uncertainty
Professor Karl Schmedders
This course introduces the basic concepts and tools of
probability theory used throughout the Kellogg-WHU EMBA
Program. The first part of this course covers sample spaces,
elementary probability laws, and conditional probability. The
second part covers probability distributions, measures of central tendency and dispersion, and correlation. The third part
introduces the normal distribution. Finally, the course transitions into statistics and depicts the basic ideas of statistical
sampling. Excel functions and tools are introduced and used
throughout the course.
Managerial Economics
Professor Jrgen Weigand
The course examines the economic foundations relevant
for the strategic management of business organizations.
Participants will be provided with frameworks and tools useful
for making strategic and tactical decisions in markets subject
to competitive strategic interaction. In particular, the course
will introduce advanced situational analysis of industries and
competitors, develop judgment on market dynamics (entry,
expansion, exit), identify and explore fundamental changes
in the market environment (e.g. the emergence of new, disruptive technologies), and derive implications for strategic
leadership.
Module 3
Marketing Management
Professor Lakshman Krishnamurthi
Marketing is all about positioning your product or service to
your target customers so that they are more likely to choose
your products than your competitors. This means you must
have a compelling value proposition. The first part of the
course focuses on gaining an understanding of the big picture:
market, customers, company strengths and weaknesses,
competition, and collaborators, and then digs deeper into
understanding customers needs, benefits, and requirements.
The second part of the course focuses on product strategy.
We will discuss what marketing actions you should be taking
to improve your chances of success in new or existing markets. The third part of the course will focus on value pricing.
Managerial Finance
Professor Artur Raviv
Managerial Finance introduces the basic techniques of
finance. Main topics of this course include discounting techniques and applications; evaluation of capital expenditures;
and estimating cost of capital and bond and stock valuation;
market efficiency, capital structure, dividend and stock
repurchase policy, and firms use of options and convertible
securities.
Managing People for Competitive Advantage
Professor Martin Hgl
People clearly are an organizations most critical resource.
Their knowledge and skills along with their commitment,
creativity, and efforts are the basis for competitive advantage.
It is people with creative ideas for new products or for process improvements, who devise marketing strategies or take
new technologies to the next level. This course focuses on
the people-side of business from a general management
perspective. In taking this generalist approach, we integrate
concepts from organizational behavior, human resource
management, strategy, and organizational design.
Module 4
Managerial Statistics
Professor Karl Schmedders
This course covers the topics of confidence intervals, hypothesis tests, and regression analysis.
The objective is to quickly go over the first two topics, which
will provide a great foundation for the main topic of the course:
regression analysis. Regressions are extremely useful and
can deliver eye-opening insights in many managerial situations.
In this course, you will solve some entertaining case studies
which demonstrate the power of regression analysis.
Strategic Marketing
Professor Tim Calkins
This course is designed to develop your skills in the area
of marketing strategy. The main objectives of this course are
to give participants an appreciation for strategically thinking
about marketing and brands and the tools to do so. This
course builds on what is covered in the marketing management course; it reinforces those concepts, applies them to
a variety of different situations and introduces new material.
The strategic marketing class is very real-world. Marketing
strategy seems easy, but in reality it is incredibly difficult when
it comes to execution. The goal of the class is to discuss both
theory and practice, and to learn from both.
Business Strategies
Professor Scott Schaefer
The objective of this course is to help participants build an
understanding of how competitive strategy may lead to the
creation and persistence of profits. To achieve this aim, the
course will introduce a set of tools and concepts derived from
economics and use these tools and concepts to analyze
real-world business situations.
Operations Management
Professor Jan A. Van Mieghem
This course serves as an introduction to Operations Management. We approach the discipline from the perspective of
the general manager rather than the operations specialist.
The coverage is selective; we concentrate on a small list of
powerful themes that constitute the central building blocks
of world-class operations. The two central themes discussed
in the course are: 1) How do operational issues fit into a
strategic context? 2) How does a process view of operations
indicate key levers for managing business process flows?
Module 6
Negotiation Strategies
Professors Leigh Thompson and Brosh M. Teucher
Negotiation is the art and science of securing agreements
between two or more interdependent parties who seek to
maximize their outcomes. Negotiating with people from different cultures adds significant challenges. This course provides
you with the opportunity to develop your negotiation skills in
a series of simulations and debriefings that address multicultural and multiparty issues in the contexts of deal-making and
dispute resolution.
Strategic Crisis Management
Professors Timothy Feddersen and David Austen-Smith
Crises have been frequently conceptualized as threats, but
they can also provide opportunities. Seizing such opportunities requires a close connection to the companys position
in the marketplace as well as strategic frameworks for effective crisis response. This class focuses on crisis management
from the point of view of managers and consultants. To
anticipate and manage crises successfully, managers need
to combine strategic thinking with an awareness of the importance of the ethical dimensions of business.
Module 5
Corporate Finance
Professor Christian Andres
This course covers the basic principles of corporate finance
and further develops the necessary practical tools for financial
decisions and corporate valuation. We will take a closer look
at the determinants that affect the debt/equity choice. We will
also discuss practical guidelines to derive the cost of capital
for single projects and for the whole firm. In addition, the
course will provide an overview of a firms external financing
alternatives (debt and equity), with a focus on the security
issuance process (IPOs). Additional topics include the board
of directors and executive compensation.
Strategic Decisions in Operations

Professor Gad Allon
The goal of this course is to understand how strategic decisions in operations impact the performance of the firm. We
will approach operations and operations strategy by taking a
holistic view, which incorporates competitive strategy, financial evaluation, and the customer experience. We will focus on
decisions and challenges that many firms face: assessing the
attractiveness of a firms operating system from an investor/
external perspective and from a management/internal perspective. We will then evaluate whether to build competencies
in-house or acquire them externally. Finally, we will conclude
the course with an in-class team simulation game.
Strategic Marketing Decisions

Professors Tim Calkins and Julie Hennessy
Understanding the core marketing concepts is not sufficient;
marketing leaders have to be able to apply the concepts
in different and often challenging situations. The Strategic
Marketing Decisions course is designed to help you make
smart and strategic choices. There are two parts to this
course: class sessions, which will focus on four key questions: 1) How should I think about targeting? 2) How do I write
a strong marketing plan? 3) How do I anticipate competitive
moves? 4) How broad a portfolio should I support? And a
simulation exercise, which will give you experience running a
business, making marketing decisions and gaining support
for your recommendations.
Module 7
Digital Marketing
Professor Mohanbir Sawhney
The objectives of this course are to 1) provide participants
with an understanding of the impact of digital and social
networks on customer behavior and marketing strategies;
2) share conceptual frameworks and analytical tools for
formulating and implementing marketing strategies; 3) help
participants understand best practices in digital marketing
through cases, exercises, and examples.
Professor Peter Witt
The course provides participants with a theoretical background on entrepreneurship, gives practical advice and
knowledge on the topic, and discusses the preparation of
business plans. The focus of the course lies on the entrepreneurial process and the decisions to be taken at each phase
of the start-up development. Successful entrepreneurs present their companies and business concepts. They also report
on personal experiences and problems with their start-ups.
Intellectual Capital Management
Professor James G. Conley
This course covers the specific agenda of using intellectual
capital for competitive advantage in multiple market contexts.
In the contemporary economic environment, intellectual assets like know-how, inventions, content, brands, trademarks
(forms of intellectual property), contractual agreements, etc.,
are the largest proportion of a firms total wealth. And yet,
most firms do not proactively manage these assets. In this
course, we adopt a lifecycle approach to the management
of an intellectual asset.
Module 8
Ethics & Executive Leadership
Professor Keith Murnighan
As this class takes place towards the end of the program,
the focus will shift from being an excellent leader to being an
excellent CEO. Within this framework, we will explore issues
that top corporate leaders must keep front-of-mind. In particular, this will include their ethical responsibilities. What are the
challenges they face? What are their responsibilities? What
options are available if corporate goals conflict with personal
goals or social standards? How can leaders create effective
moral corporations? What are the inevitable risks and obstacles leaders will confront and how can these risks and obstacles be mitigated and managed?
The Entrepreneurial Journey
Professors Christoph Hienerth and Malte Brettel
This course builds upon basic knowledge and understanding
of entrepreneurship. Its main objective is to guide participants
through the entrepreneurial journey of identifying and developing entrepreneurial opportunities. In this course, you will
learn and apply the tools needed to figure out 1) what an entrepreneurial opportunity is, 2) how to build a business model
around it, and 3) how to acquire the right kind of funding for
your idea.
Management Accounting
Professor Thorsten Truijens
This class is more about management. Accounting only
serves as the basis to provide us with the figures needed to
discuss and support decisions. We will focus on the behavioral issues of management accounting. This will allow us to ilustrate some of the real problems of management accounting
in large corporations. With this behavioral approach, the class
is meant to prepare you for real-world decision situations
where your management accountant recommends a certain
course of action based on figures only he or she fully understands. In these situations it is crucial for managers to ask the
right questions, request that the problem be analyzed again
from a different angle, and realize which of the available management accounting tools is suitable for which context.
Module 9
Capstone Business Simulation
Professors Thomas Hutzschenreuter/Jrgen Weigand
This course offers a vivid action-based learning experience
of strategy-making and execution. In a multiple-round market
simulation game participants act as executive decision-makers
of firms operating in a competitive market environment full of
uncertainty and surprises.
Workshop Strategy Implementation & Change Management
This workshop focuses on executing leadership decisions
under stakeholder influence. It consists of two parts. The first
part reviews the theoretical background of strategy execution
and organizational change. In the second part participants
will apply the lessons learned in a role play as members of a
companys management board that has the task of implementing strategic change.
Market Simulation Game

Participants are assigned to teams who will run competing
firms in simulated product markets. Each Executive Team will
have to formulate, present, and execute their competitive and
corporate strategies. Furthermore, the Executive Teams will
decide on internal and external equity investments in an investment game. Finally, we will debrief on relevant concepts
and tools of corporate and competitive strategy.
Module 10
Toronto
Enterprise IT Strategy & Governance
Professor Michael Wade
The course is designed for all executives who participate in
decision-making that affects the IT function, or who have an
interest in strategic IT issues. The orientation of this course
is organizational and strategic. It deals with the effective management of capabilities generated from IT, rather than the
systems themselves.
Mergers & Acquisitions
Professor Theodore Peridis
Businesses are constantly challenged to compete in the global
marketplace. Corporations are forced to revisit their business
models and value propositions. They are challenged to critically
rethink their product offerings, the markets they serve, and
the places they conduct business. Many of todays successful
businesses respond to these challenges with creative and effective ways, restructuring, merging, or acquiring other companies. This course will address the fundamental questions pertaining to corporate control and investigate the strategic and
organizational considerations that arise with ownership changes. It will explore the motives of individual firms to engage in a
merger or pursue an acquisition. In this course, we will debate
the various theoretical perspectives proposed to explain such
organizational undertakings and contrast them with the typical
pronouncements that accompany these moves. We will examine the prevailing valuation models used by investment bankers
in advising on mergers and acquisitions and consider the legal
aspects of domestic and international transactions. We will explore the integration challenges and the organizational, human
resources, and operational issues that managers are called
to tackle to extract value from their acquisitions.
Hong Kong
Deal-Making in China and Asia
Professor Larry Franklin
This course focuses on formulating and applying practical,
deal-making strategies to real-world transactions in the Asia
Pacific region. Participants are asked to play the role of dealmakers lead negotiators, investors, investment bankers,
salesmen, consultants, or investment advisors in pioneering transactions such as: transferring technology to China
while protecting intellectual property; persuading a reluctant
European Board of Directors to approve the concept of building four 5-star resort hotels in Indonesia; or investing in a
Hindi-language TV channel in India.
Building a Powerful Consumer Brand in China

Professor Ron McEachern
CEOs today must have a clearly articulated product and
branding strategy for China. Unfortunately, most companies
do not fully understand hence are unprepared to address the
unique consumer attitudes and market structure in China.
Merely introducing products that have been successful in the
US or Europe without connecting with Chinese consumers
will often lead to wasted investments and efforts. The goal
is to set a sustainable, profitable, and scalable footprint by
establishing consumer brands that are relevant, familiar, and
preferred to the Chinese target audience.
Understanding Consumers
Professor Jaideep Sengupta
Virtually all decisions involved in developing an effective marketing mix for a product or service rely on in-depth knowledge
of the consumers who comprise the target market. Thus, a
clear understanding of the principles, concepts, and results
of consumer behavior is critical to successful marketing. In
this course we will directly examine the available theory and
research concerning the psychology of the consumer, with
the goal of understanding how marketing managers can use
these ideas. This course will give participants an appreciation
of how getting inside the mind of the consumer enables the
marketing manager to design better marketing strategies, with
a particular emphasis on effective communication tactics.
Tel Aviv
Venture Capital
Professor Avi Zeevi
This course introduces the Venture Capital (VC) industry. The
players of the industry and their respective roles will be presented and discussed during this course. Participants will
experience the life cycle of investment decision and will learn
the VC game plan and best practices of the industry. The
course will allow participants to become knowledgeable and
effective players if they eventually consider a VC-backed
financing for their ventures or decide to join the industry.
Product Management for Technology Companies
Professor Mohanbir Sawhney
Two defining characteristics of the technology industry are its
dynamic nature and the inter-connected nature of technology
products and services. This results in a continuous need for
new products and for managing all of the aspects of discovering, designing, developing, supporting, and making money
from these products. In technology companies, the Product
Management organization is responsible for the inbound
marketing activities as well as outbound marketing components: identifying unmet customer needs, orchestrating
the development of products and solutions to address these
needs, taking new products to market and managing products as a business. This course equips its participants with
the frameworks, tools, and direct experience to become effective technology product managers (whether as entrepreneurs
or intrapreneurs within established technology companies).
Evanston/Chicago
Professor Leigh Thompson
This course examines the design, management, and leadership of teams in organizational settings. The focus is on the
interpersonal processes and structural characteristics that
influence the effectiveness of teams, the dynamics of intrateam relationships, and sharing knowledge and information
in teams. The purpose of this course is to understand the
theory and processes of group and team behavior so that
leaders can successfully work with teams.
Advertising Strategy
Professor Brian Sternthal
This course discusses how to develop advertising that enhances engagement through the acquisition, advocacy, and
adoption stages of a consumers purchase journey.
Advertising planning begins with the selection of the appropriate target for advertising messages, and the development
of a compelling brand positioning. Customer insights and
competitors equities serve as bases for selecting the target,
the brands frame of reference (the goal achieved by using
the brand), and its point of difference (how it is superior in
achieving the goal). Half the course is devoted to developing
a compelling advertising plan. The remainder of the course is
devoted to an analysis of how an advertising plan is executed
through the selection of media and creative strategy.
Innovation Strategy & Management
Professor Robert Wolcott
Innovation must be a principal objective of senior management; unfortunately, few managers achieve the innovation
competencies necessary to manage the portfolio of innovation required by global firms to reach growth and profitability
objectives. This course will use a theoretical and applied approach to understanding Innovation Strategy & Management
from the perspective of the senior corporate manager. It will
focus on innovation within business entities, from the typical
technology and product innovation programs, to broader,
process, marketing, and other forms of innovation.
World Economy
Professor Sergio Rebelo
The world economy is undergoing a period of very rapid
change. Understanding this change is essential to make sound
investment decisions that position companies for future profitability. In this course we will study the most important business regions of the world. The goal of this course is to provide
students with a working knowledge of the economic drivers,
challenges, and opportunities present in these regions. This
course also discusses the performance of equity and bond
markets in different countries and the economic forces underlying oil and other commodity markets.
Social Dynamics and Networks

Professor PJ Lamberson
A recent IBM survey of over 1,500 CEOs worldwide identified
complexity as the most pressing challenge facing todays
business leaders. The main objective of this course is to provide participants with the tools and skills necessary to confront this accelerating change and increasing interconnection
through learning about social networks, social media, tipping
points, contagion, herd behavior, the wisdom of crowds,
and prediction markets. The course uses simple yet powerful
interactive models and hands-on exercises to develop an
understanding of both the theory and applications of social
dynamics and network science.
International Finance
Professor Sergio Rebelo
Managing an international business or one exposed to global
competition requires an understanding of international financial instruments, markets, and institutions. This course seeks
to provide you with a working knowledge of these issues.
The topics covered include: the nature of foreign exchange
risk, the determination of exchange rates and interest rates,
the management of foreign exchange risk with forwards and
options, exchange rate forecasting, the evaluation of international investments, currency speculation, the impact of monetary policy on exchange rates, and current developments in
the international financial system.
Professor Peter Witt
The course provides participants with a theoretical background on entrepreneurship, gives practical advice and knowledge on the topic, and discusses the preparation of business
plans. The focus of the course lies on the entrepreneurial
process and the decisions to be taken at each phase of the
start-up development. Successful entrepreneurs present their
companies and business concepts. They also report on personal experiences and problems with their start-ups.
Investment Banks, Hedge Funds, and Private Equity

Professor David Stowell
This course focuses on private equity (LBO funds) and hedge
funds, their influence on corporate decision-making, and
measures taken to counter threats and exploit opportunities
represented by these investors. Competition and cooperation
between investment banks, LBO funds, and hedge funds will
also be analyzed. Finally, post-financial crisis changes in regulations governing these institutions will be considered.
Miami
Competitive Analysis of Commodity Industries
Professor Nabil Al-Najjar
Commodities are the backbone of the modern global economy. It would be impossible to understand global trade,
currency fluctuations, international capital movements, trade
disputes, or the governments role in society without an understanding of what moves commodity markets. The course
introduces state of the art frameworks for understanding the
dynamics of commodity markets. The tools of this course will
enhance your ability to forecast price trends, incorporate real
options and herd behaviors in your analysis, and understand
the economic drivers of public policies and regulations.
Family Enterprises: Success and Continuity
Professor Ivan Lansberg
This course is intended for those from business-owning families, whether they work in the family business or not. Topics
range from values-driven culture, to succession and family
vision and dynamics, to continuity planning, leadership and
strategic performance, and family constitutions and business
governance. The course is also appropriate for those who
have family foundations, family investment companies, and/or
family offices.
Retail Analytics: Pricing and Promotion

Professor Eric. Anderson
In this course, you will be introduced to principles of pricing
that have been adopted by the best-in-class firms. A core
component of the course is a theoretical, normative framework of value. This framework allows us to develop a seamless link to demand, which is a cornerstone of pricing. We will
introduce tools and techniques for price optimization. Finally,
we will discuss the importance of managing price perceptions. A solid understanding of Microsoft Excel is required for
this course.
Strategic Challenges in Emerging Markets
Professor Benjamin Jones
Globalization presents unique opportunities and challenges
for business growth and development.
This course will provide toolkits and frameworks to successfully confront these challenges. It will integrate numerous
business examples with insights from the latest economics,
business strategy, and political science research to provide
the international business manager with a cutting-edge, integrated perspective on globalization and a set of strategic
solutions to manage the most prevalent business risks in
emerging markets.
Beijing
Finance in China
Professor Qiao Liu
This course uses a theoretical perspective and case studies
to examine the nature of finance in China, the practices of the
Chinese financial intermediaries and financial markets and the
underlying factors driving such practices, and the strengths
and pitfalls of Chinese finance. Participants will explore the
challenges facing finance professionals in China as a result
of Chinas economic transformation, disruptive technologies
and the surge of new consumer needs and discuss the
opportunities and winning strategies in Chinas new financial
landscape.
West Meets East: Strategic Implications for Managing in

the 21st Century
Professor Ming-Jer Chen
The purpose of this course is to help participants 1) develop
a deep understanding of the strategic concepts and business
models underlying foreign (in this case, Chinese) business,
based on a thorough knowledge of cultural and institutional
differences, and comprehend the implications of these differences for enterprise management in general; 2) use this
globalocal understanding to think broadly about international
enterprise and future enterprise development; and 3) develop
a globally integrative perspective that enables them to conduct business and develop their capability for local strategy
execution in any parts of the world. Building on in-depth understanding of Eastern and Western business practices, we
will explore a new global enterprise system. Fostering such an
ambicultural perspective will benefit participants business
careers and personal endeavors alike.
Module 11
The Business Environment in Europe
Professors Michael Frenkel/Jrgen Weigand
This course introduces the main aspects of trade integration,
foreign direct investment, and monetary unification that are
relevant for firms involved in international transactions with
Europe. It emphasizes on the need for international companies to understand the implications of integration issues and
foreign direct investment opportunities if they want to make
optimal decisions and avoid crucial mistakes. The insights are
relevant not only for Europe, but for other major regions of the
world where economic integration has become a significant
policy issue.
Luxury Brand Management
Professor Martin Fassnacht
Marketing luxury brands requires techniques and procedures
that differ largely from those for mass-market brands. The
essence of luxury brand management is different. A luxury
brands identity is purely shaped by its creator rather than by
market demand. Luxury brands are characterized by a pursuit of excellence, consistency, and exclusivity, and thus limited in terms of sales growth and scale. This course aims at
contrasting the specificities of luxury brand management and
traditional marketing approaches. The course will analyze two
real-life cases presented by senior managers of luxury goods
manufacturers.

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Local Knowledge.

WHU Otto Beisheim

Schulich School of Business

WHU Otto Beisheim School

Guanghua School of Management

Recanati Graduate School

School of Business and Management

The Kellogg-WHU Executive MBA.

are shaping global business education. The internationality of the

Kellogg Executive MBA Global Network

The Kellogg Executive MBA

Local Knowledge. Global Expertise.

WHU Otto Beisheim School of Management is pleased to be

Hongbin Cai (Guanghua), Deszo Horvth (Schulich), Michael Frenkel (WHU),

Lifelong Global Connections

T he Kellogg Global Network truly

Insight into EMBA Courses

Your Global Classroom.

what I would call a European thing. It is therefore very exciting

The Luxury Brand Management class is a kind of marketing

T he Luxury Brand Management

number of screens in their lives: mobile phones, computers,

Britt and Professor Fassnacht, what do you both think the

tion is becoming increasingly consumer insights-driven. If you

Britt Zimmermann, EMBA 2014

Insight into EMBA Courses

Tiberiu: And with the Marlboro case, it is actually the type of

Your Lifelong Imprints.

Professor Calkins, as a now full-time professor, how do you

Professor Calkins: The best thing about this program is the

Professor Calkins: I always make sure the concepts we talk

about in class are relevant and have an impact in corporate

Tiberiu, as a current student, what immediate benefits from

defensive strategy we are applying every day in my company,

Tiberiu, the Kellogg-WHU EMBA Program is a joint-degree

Tiberiu Toader, EMBA 2015

bring everyone together around a single issue. One of the cases

about topics that arent your strengths. I always tell my students

B uild on the spark

T his program provides a

In the tradeoff between

Kellogg-WHU students are

Jan A. Van Mieghem

Your Entrepreneurial Outlet.

started last November. The business is about building up B2B

The entrepreneurial spirit

How did you become entrepreneurs? When you started your

Sherry: My first motivation to join an EMBA program was job

Frank: Growing up, I was always very proactive, running around

looking for the next business opportunity. After college, I started

Frank Mueller, EMBA 2005

What advice would you give to someone who is thinking

Frank: With my first start-up, I put everything I had in my bank

Frank: For me, doing business without a working network is not

possible. Networking is crucial in entrepreneurship. I used the

Sherry Roberts, EMBA 2002

Many well-known and successful start-ups are

Sharam: I think most of us expected leadership development

Your Inner Coach.

Daniel Weninger: Sharam, what did you do before the

ing background within the consumer goods industry looking

Sharam, at which stage of your personal and leadership

How are leadership and personal development linked?

Daniel Weninger, WHU MBA 2012

T he Kellogg Global Network truly

T he Luxury Brand Management

B uild on the spark

T his program provides a

In the tradeoff between

Kellogg-WHU students are

U nderstanding choices and