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Business executives and managers need management skills if they wish to effectively carry out their tasks. To meet this need, we have set up a multidisciplinary training programme based on the main areas of business management and administration.


Upon completion of this path, participants will be capable of:

  • steering their business in a rapidly evolving economy
  • stimulating growth and accelerating transformation by means of strategic innovation
  • setting up a commercial strategy
  • mastering the basics of financial management/planning and performance measurement
  • uniting others in respect of a common vision and mastering the keys to supervising and motivating teams in order to achieve efficient project management
  • identifying the main legal obligations of the company executive, having acquired a basic knowledge of company law

MODULE 1 - Business strategy

  • Developing the ability to steer a business in a rapidly evolving economy
  • Learning methods: Virtual class / Autonomous learning


  • The definition of the strategy
  • The origins of the strategy
  • Vision and strategic mission
  • The values and culture of the business
  • The strategic capacity of a business
  • Porter’s generic strategies
  • The Ansoff Matrix for developing market strategies
  • Strategy and business models
  • Portfolio management

MODULE 2 - Innovation & Digital transformation

  • Stimulating growth and accelerating transformation by means of strategic innovation
  • Learning methods: Virtual class / Autonomous learning


  • Introduction to strategic innovation for new growth, using inspirational examples
  • Learning the basics of Design Thinking, Lean Start-up, and the Agile Approach for devising, creating and launching innovations
  • How and where to find opportunities for innovation and new growth
  • Understanding clients and ‘jobs-to-be-done’
  • Customer experience mapping
  • Defining opportunities for innovation
  • Devising, creating and launching innovations
  • Devising one’s offer: products, services and customer experiences
  • Innovation in the commercial and income models
  • Defining one’s innovation
  • Launching one’s innovation
  • Lean Start-up and the Agile Approach in a corporate context
  • Experimentation and prototyping

MODULE 3 - Marketing & Communication

  • Setting up a commercial strategy
  • Learning methods: Virtual class / Autonomous learning


  • Strategic marketing and operational marketing
  • Commercial and non-commercial marketing
  • Goods vs services
  • The notion of ‘need’
  • The notion of ‘client’
  • The product
    • Segmentation
    • Targeting and positioning
    • Product lifecycle
    • New products
  • Branding
    • The roles of branding
    • Brand name
    • Brand capital
  • Distribution
    • Offline, online and multichannel distribution
    • Distributor brands
  • Price
    • Choosing a price
    • The price of new products
    • Price positioning and prestige pricing
    • Price according to perceived value
    • Price according to economic advantage
    • Market price and flexible prices
  • Communication
    • The objectives of communication
    • Media advertising
    • Digital marketing

MODULE 4 - Finance & Performance

  • Acquiring basic knowledge of financial management/planning and performance measurement
  • Learning methods: Virtual class / Autonomous learning


  • Financial management
    • Understanding accounting and bookkeeping entries
    • Drawing up a balance sheet and a profit and loss account
    • Commenting on one’s balance sheet notes
    • Analysing a financial situation
    • Knowing the basics of management control
    • Assessing an investment or an opportunity
    • Budgeting, drawing up a financial plan
    • Knowing the main management software suites
  • Performance measurement
    • Difference between indicators for monitoring performance (reporting) and management indicators
    • Diagnosis by the participants of their own indicators
    • Performance modelling as justification for selecting indicators: the aims and the variables involved
    • The two main modelling methods: the Balanced Scorecard (BSC) and the OVAR matrix
    • Construction of a performance model using the BSC method (e.g. strategic card) and the OVAR method
    • The passage from modelling performance to selecting indicators
    • Organising a dashboard of indicators
    • Presentation of practical issues involved in creating a dashboard
    • Limits of the dashboard

MODULE 5 - Leadership & Change Management

  • Uniting others in respect of a common vision and mastering the keys to supervising and motivating teams in order to achieve good project management
  • Learning methods: Virtual class / Autonomous learning



  • Developing leadership skills: from manager to leader
    • Difference between management and leadership
    • Leadership: difference between power and authority
    • Definition and functioning of a team
    • Role of the manager-leader
    • The different forms of leadership: discovering one’s own style of management and its effects depending on the individuals and the situations encountered
    • Positioning one’s role as a leader in the organisation
    • Optimising one’s winning attitude and increasing one’s positive influence on one’s environment
  • Developing the skills management requires
    • Differences between process and project
    • Difference between effectiveness and efficiency
    • Organising one’s own activities and priorities according to objectives (MBO - setting a SMART objective)
  • Developing the qualities leadership requires
    • Listening
    • Demonstrating assertiveness
    • Controlling while motivating
    • Developing recognition
    • Conflict management
  • Building trust
    • Know how to assert oneself when facing others
    • Understanding the principles of transmitting a message
    • Establishing a relationship of trust: levers and restraints
  • Delegating in order to empower: delegation and teamwork
    • The role of delegation
    • Delegation and communication
    • Limits to delegation
    • The relationship between delegator and delegatee

Change management

  • Leading change - the concepts
    • Definitions: leading change, transformation, change, transition
    • Types of change
    • Factors of failure and resistance – factors of success
    • Directive logic and participative logic   
    • Adapted Kübler-Ross Change Curve
    • Kurt Lewin’s Change Management Model: unfreeze – change – refreeze  
    • John Kotter’s 8-Step Process for Leading Change
    • Procedure for solving a complex problem
  • Procedure for leading change
    • Diagnosis
    • Deployment: transition levers
    • Steering
  • Communicating in the context of a project
    • Basic principles of communication (interactive communication and unilateral communication (push and pull), types of communication, possible channels)    
    • Communication within the project team 
    • Communication within the business
    • Get the people involved on your side
    • Establishing a communication strategy
    • Drafting a communication plan in a project
    • Good practices for effective communication in a project
    • Summary and individual action plan

MODULE 6 - Regulatory Framework 

  • Knowledge of the main legal obligations of the business executive and acquisition of basic knowledge of business law
  • Learning methods: Virtual class /  Autonomous learning


  • Introduction and general principles
  • Liability of the executive/the business
  • Distinction between the different types of liability
    • Civil liability
    • Criminal liability
    • Tax liability
    • Liability in the event of insolvency
  • Basics of labour law
  • Basics of commercial law
  • Law of contract: basic principles and commercial contracts
Target audience
  • Executive of small or medium-sized business
  • New manager who has acquired sufficient experience to be responsible for a team; person with more than ten years’ experience but no initial training in management; needs to cope with new responsibilities, and needs to learn everything about this new role
  • SME manager in direct contact with the business’s executives
  • Young manager in a defined career plan within the business who needs to upgrade and prove his/her knowledge in order to be considered for promotion
  • Employee aiming at a managerial position
  • Employee with ambitions of promotion who decides on his/her own initiative to train in order to improve his/her skills and prove they have been acquired.
  • Self-employed person whose business has developed considerably over the years, and now has to manage people and unite them in respect of his/her vision
  • New business manager
  • Person who has recently been given responsibility for managing a project, activity, budget, etc. within a large organisation


Course Material

The training material will be handed out at the beginning of the course.


Upon completion of the course, participants will receive a certificate of success issued by the House of Training and the House of Entrepreneurship

Chambre de Commerce Luxembourg
7, rue Alcide de Gasperi
L-1615 Luxembourg
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