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Overview

The Executive MBA Programme is being offered by the School of Humanities, Social Sciences and Economics of the University Center of International Programmes of Studies of the International Hellenic University. The programme is designed to provide a postgraduate (master’s) level education in Business Administration and is offered to executives who desire to further their specialization in Business Administration. The flexible teaching timetable aims to enable students from miscellaneous backgrounds to attend classes. Furthermore, a variety of teaching methods are employed in order to facilitate learning, such as workshops, soft skills development sessions and business seminars. The courses are taught exclusively in English.

Why choose the IHU Executive MBA

  • Learn from top-class, internationally renowned academics and professionals
  • Collaborate with experienced colleagues from other countries and/or industries.
  • Experience a ‘hands-on’ environment focused on a practical approach to learning.
  • Establish a valuable network of life-long contacts.

Official Government Gazette:

Re-establishment PDF (in Greek)

Overview and Structure of the Executive MBA Programme (Video)

Key facts
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Start date: 24 January 2025

Application deadline: until 10 January 2025 or until places are filled

Campus: Thermi, Thessaloniki

Duration/Mode:
1,5 years full-time/a long weekend (Fri-Sun) once a month (distance learning)

Taught language:
English

Entry requirements:
– An undergraduate degree from a recognised University
– A minimum of three years’ full-time work experience.

Language requirements:
IELTS (academic 6.5 and above), TOEFL (IBT, 95 and above) or TOEIC (745 and above) score, or a recognised by the Greek State certificate of proficiency in English of C1 level

Fees: 6,000€ (total)

How to apply:
Please follow the instructions at the applications page

Programme announcement: ENG | GR

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Testimonials
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Kostas Nikou
EXECUTIVE MBA
Owner of LetsDoBusiness Greece Consulting Firm
Managing Director of “Amyndeon Oenos” Wine Cluster
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You feel the need to see things ”the other way around”. You owe it to yourself!
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Who can apply

Entry requirements:
– An undergraduate degree from a recognised University
– A minimum of three years’ full-time work experience.

Language requirements:
IELTS (academic 6.5 and above), TOEFL (IBT, 95 and above) or TOEIC (745 and above) score, or a recognised by the Greek State certificate of proficiency in English of C1 level

Course content and Handbook

The core courses

The Executive MBA core courses offer a thorough understanding of the key functional areas within a company and an appreciation of their critical interactions and their impact on the organisation as a whole. Core courses enable students to understand key concepts and apply practical skills directly relevant to their careers.

Teaching Hours and Credit Allocation: 16 hours, 4 credits
Course Assessment: Coursework

Aims

The aim of the course is to develop your understanding of how to understand and act in organizations. The course will draw on your own experiences as managers and followers to enable you to understand a wide range of organizational phenomena, including motivation, teamwork, culture, politics and organisational structure. The course provides not only concepts and theories but also some practical tools to help you develop your own potential as leaders and to embark on a life-long project of learning.

Learning Outcomes

Upon the completion of the course, the students will be able to:

  • Understand the principal concepts of
  • Analyse the Management
  • Define Organizational Performance
  • Understand the New Competitive Environment
  • Explore the Challenges Facing Today’s Organisations
  • Outline the different levels of
  • Understand the different managerial
  • Address the influence of organizational environment on
  • Analyse the different managerial
  • Describe the difference between management and
  • Predict leadership
  • Understand the significant of strategic
  • To understand employee rights and the main tools to effectively manage grievances in the
  • To understand the importance of employee participation in organisational decision making and its possible favorable

Content

  • Introduction to OB and some generic models.
  • Individual processes: perception & cognition, learning, and motivation.
  • Individual differences.
  • Person perception and social interaction.
  • Group development, dynamics and processes.
  • The organisational context: structure and culture.
  • Remuneration & Rewards.
  • Training & Development.
  • Comparative & International Perspectives.

Teaching Hours and Credit Allocation: 24 hours, 6 credits
Course Assessment: Coursework

Aims

The aim of this course is to introduce students to the most important statistical tools used in quantitative business analysis. The focus is on application and interpretation of the tools and results. The intention is not only to equip students with the practical skills to implement the necessary techniques, but to acquire the skills of discretion in choice of appropriate method and clarity in the interpretation of the output from such methods and extraction of the information of most importance to the business decision maker.

Learning Outcomes

During this course, students will:

  • Develop analytical skills in structuring and analysing business decision problems.
  • Build analytical models for a variety of problems in a number of functional areas.
  • Understand the usefulness and limitations of selected techniques.
  • Use software to generate computer solutions of the models.
  • Demonstrate skills in communicating the analysis and results of business decision problems.

Content

Upon the completion of the course students will be able to:

  • Implement a set of statistical/econometric techniques to real business environment.
  • Solve problems related to business issues.
  • Perform informed decision making based on real data.
  • Make usage of information technology.
  • Construct theoretically meaningful econometric specifications.
  • Perform a reasonable statistical inference.
  • Perform critical analysis and logical reasoning for a business issue.
  • Develop self-learning skills and to enhance their creativity.

Teaching Hours and Credit Allocation: 24 hours, 6 credits
Course Assessment: Coursework + Exam

Aims

The main aim of the course is to provide essential insights into contemporary and future Human Resource Management and Leadership issues for all MBA students, whether their career orientation lies in human resources. Accordingly, the emphasis in this course is away from the nitty-gritty of HRM techniques and on the general issues that confront all managers in any organisation: how to lead people and organisations, create competitive advantage using human resources, while maintaining the highest standards of best practice, ethics, and achievement.

Learning Outcomes

At the end of the course, students will:

    • Understand the significant contribution of HRM in creating a competitive advantage
    • Discuss employment practices in different types of organisations and understand how these contribute to business performance.
    • Understand human behaviour and how this influence leadership of people in organisations
    • Address organisational complexity and performance
    • Appreciate critical HR issues that are affected by the business environment

Content

  • Understanding the Nature of People Management in Modern Organizations
  • Strategic Management of Human Resources
  • Managing People in a Global Context
  • Cross-cultural Management
  • Understanding the Drivers of Human Behaviour in Organizations
  • Brain Adaptive Leadership
  • Managing Complexity
  • Complex Adaptive Leadership

Teaching Hours and Credit Allocation: 16 hours, 4 credits
Course Assessment: Coursework

Aims

The aim of this course is to broaden and expand knowledge of the concepts and techniques required for the design, operation and control of business processes and the improvement of the organisation’s effectiveness. The focus will thus be on ‘how to’ skills and applications. The value of an interdisciplinary approach to improving operational effectiveness will be highlighted.

Learning Outcomes

During the course students will be able to:

  • Develop knowledge of the issues related to designing and managing operations.
  • Develop an understanding of how operations can provide a competitive advantage in the marketplace.
  • Explain the concepts, processes and managerial skills needed to manage operations effectively.
  • Explain the role of operations and their interaction with the other activities of a firm: marketing, finance, human resources, etc.
  • Understand the power of the operations management approach to decision-making when applied to real management problems and be able to effectively interpret the results of consequent analyses.
  • Use a range of analytical tools, concepts and techniques required to solve business problems pertaining to the operation of a firm.

Content

  • Operations Strategy.
  • Product and Process Design for goods and services.
  • Process Technology and Information Systems.
  • Capacity management and Facility location.
  • JIT, Lean production and TQM.
  • Demand Forecasting and Process Control.
  • Inventory management.
  • Logistics.
  • Resource Planning.
  • Job Design and Scheduling.
  • Improvement (process & product).

Teaching Hours and Credit Allocation: 16 hours, 4 credits
Course Assessment: Coursework

Aims

The aim of this course is to provide an understanding of operational and strategic management accounting techniques and of how management accounting information can be used more effectively in management planning and control activities.

Learning Outcomes

On completing the course participants will:

  • Understand how management accounting information is used to inform operational and strategic decision making activities
  • Appreciate the strengths and limitations of management accounting information
  • Develop the ability to communicate effectively with the providers of management accounting information
  • Apply a critical approach to the use and interpretation of financial and management accounting information
  • Use operational and strategic management accounting information effectively as a management planning and control tool
  • Appreciate the behavioural impact of the performance measures that may be used by the management accountant
  • Communicate effectively, as a non-specialist, with accounting professionals

Content

  • Accounting for costs and their effective use in management decision making
  • Budgetary planning and control and the approaches championed by the advocates of ‘Beyond Budgeting’
  • Developments in management accounting and its relevance to management information needs
  • Strategic management accounting
  • Performance measurement techniques and the behavioural aspects of performance measurement

Teaching Hours and Credit Allocation: 24 hours, 6 credits
Course Assessment: Coursework + Exam

Aims

Users of financial data must understand how a company’s operations are reflected in its accounts, so as to interpret and analyse them correctly. Also, since company managers choose accounting techniques when making their reports, users must learn to identify and undo the effects of these accounting choices. The purpose of this course is to give you the foundation for such analysis.

Learning Outcomes

On completion of the course students will be able to:

  • Read and understand key financial statements
  • Construct a basic set of financial statements
  • Critically evaluate some of the accounting decisions that have gone into the preparation of these statements
  • Evaluate company performance using a set of financial statements
  • Use accounting data for management planning and decision making

Content

  • Uses and users of accounting information
  • Overview of main accounting statements
  • Preparing financial statements
  • Accounting for groups of companies. Intangible assets
  • Cash flow statements
  • Financial statement analysis
  • Understanding cost behaviour. Cost-volume-profit analysis
  • Budgeting
  • Divisional performance measurement

Teaching Hours and Credit Allocation: 16 hours, 4 credits
Course Assessment: Coursework

Aims

This integrative course concentrates on the unique challenges involved in the management of entrepreneurial ventures, whether in start-ups, small, early-stage entrepreneurial firms, or within larger well-established companies. Focusing on this entrepreneurial domain, this course complements other core courses that address the administrative and analytical domains of managerial behaviour. It provides a solid foundation in the fundamentals of entrepreneurship for those planning to take entrepreneurship electives and who hope to run an entrepreneurial venture at some point in their careers. Students, working in teams, will assess the attractiveness of a real entrepreneurial opportunity and prepare a feasibility study that presents their conclusions.

Learning Outcomes

On completing the course students will be able to:

  • Recognise and evaluate business opportunities.
  • Build a team around the opportunity.
  • Assess and gain control of the required resources.
  • Write a business plan.
  • Market new products in entrepreneurial settings.
  • Grow the business and exit from it.

Content

  • Introduction to entrepreneurship.
  • Evaluating opportunities.
  • The team..
  • The financial resources.
  • Business planning.
  • Marketing of new-technology products.
  • Growth and exit.

Teaching Hours and Credit Allocation: 24 hours, 6 credits
Course Assessment: Coursework

Aims

The aim of this course is to provide a sound knowledge of the basics of marketing and expose students to both traditional and still powerful ideas, and to newer techniques and concepts. The course shows how products and services that satisfy the customer are designed and taken to market, and how an organisation can respond and adapt to market changes.

Learning Outcomes

On completing the course students will be able to:

  • Demonstrate the ability to clearly define a specific marketing problem or issue.
  • Appreciate marketing as an important tool for promotional and PR purposes.
  • Demonstrate communication skills.
  • Understand the language, tools and philosophy of marketing as marketing is too important to be left to the marketing department.
  • Know and understand of the importance of the customer as a foundation of business.

Content

  • Marketing strategy and delivering customer value.
  • Consumer behaviour.
  • Segmentation and targeting.
  • Differentiation and positioning.
  • Product policy.
  • New product development.
  • Marketing communications.
  • Pricing.
  • Marketing planning – putting it all together.
  • The Marketing Plan.
  • Understanding Buying Behaviour.
  • Market Segmentation and Positioning.
  • Marketing Research.
  • Product Management and Branding.
  • Advertising and Promotion.
  • Online Marketing.
  • Search engine optimization (SEO) and search engine marketing (SEM).
  • Paid Online Advertisement.
  • Social Media Marketing, Mobile Advertising and Commerce.
  • User Generated Content Management and Marketing.
  • Business Analytics.
  • CRM Strategy in the Age of Big Data and Digital Advertising.

Teaching Hours and Credit Allocation: 24 hours, 6 credits
Course Assessment: Coursework + Exam

Aims

The aims of the course are to familiarise course participants with the role of finance in business: to help understand the nature of available financial instruments and determinants of the prices of marketable securities; to be familiar with methods of risk management and desirable corporate debt structures.

Learning Outcomes

On successful completion of this course students will:

  • Know and apply the most important tools of corporate finance: the valuation methods, the measurement of the impact of institutional settings, information asymmetries and agency costs on firm’s decisions, and the assessment of the market values of firms’ decisions
  • Understand and interconnect corporate finance decisions into the overall financial strategy of firms
  • Understand how the incentives of different managers and financial institutions (e.g., investment banks, insurance and pension funds, hedge funds) differ from each other and assess the impact of these differences upon their corporate finance decisions and overall financial performance

Content

  • Valuation of income streams: present values, annuities, perpetuities, bonds
  • Investment appraisal: the net present value rule and alternative decision criteria
  • Risk and return: portfolio diversification and the capital asset pricing model
  • Capital budgeting and risk
  • Valuing debt: term structure and yields to maturity, duration and volatility, credit risk, different kinds of debt
  • Company valuation
  • Sources of long, medium and short term debt; maturity structure of corporate debt
  • Dividend policy: dividends and retained earnings; how do companies decide on dividend payments
  • Mergers and Acquisitions: merger motives, regulation of mergers, valuation and payment methods

Teaching Hours and Credit Allocation: 16 hours, 4 credits
Course Assessment: Coursework

Aims

This course aims to provide an understanding of the basic principles and practice of strategic management, both external to the organisation, and internal within the organisation. It is concerned with strategic decision-making in implementing strategy to secure the long term success of the organisation. It takes the perspective of the manager who is responsible for a whole unit. That may be the Chief Executive of a company, or the General Manager of a business unit.

Learning Outcomes

  • Understanding the role of single business strategy for an organisation and the basic tools of the strategist
  • Developing an understanding for the principles and challenges of strategic analysis and strategy formulation
  • Understand the content of strategy theories including the importance of industry context, the positioning and resource-based views of the firm, and the theory of competitive advantage
  • Understand how to analyse data about a company and how to build a strategic argument
  • Understand the concepts of strategy processes including the way in which strategy is formulated
  • Understand the content of strategy theories including the importance of synergy, the capability-based views of the firm, and the theory of strategic change
  • Identify, diagnose and analyse opportunities and strategies for diversified companies facing competitive challenges in multiple dynamic industries
  • Understand strategy processes including the way in which strategy is formulated, and the processes of managing strategic change to implement strategy

Content

  • Establishing Direction: Strategic Vision and Objectives
  • External Analysis: Industry Environment and Competitive Forces
  • Internal Analysis: Company Resources and Capabilities
  • Single-Business Strategy
  • Multibusiness Strategy: Diversification
  • Multibusiness Strategy: International Strategy
  • Strategy Implementation: General Framework
  • Strategy Implementation: Systems, Leadership and Culture

The elective courses

The programme offers a rich choice of electives in diverse areas. Participants can choose, relevant to their current and future career orientation.

Teaching Hours and Credit Allocation: 16 hours, 4 credits
Course Assessment: Coursework

Aims

The aim of this course is to provide a thorough understanding of the different company valuation methods and develop the tools for analysing and valuing any type of business. The course draws on previous accounting and finance courses and enables students to understand the principles of shareholder value creation and their implications for managing the business as well as assessing its value either from an investor’s, banker’s or analyst’s perspective.

Learning Outcomes

By the end of this course you should be able to:

  • Understand the concept of Value-Based Management
  • Highlight some important implications of value measurement
  • Learn the fundamental drivers of company value;
  • Learn the methods for valuing listed and private companies
  • Understand the value of intangible assets

Content

  • Cash Flow Valuations
  • Relative Valuations
  • Understanding the concept of Value-Based Management
  • Risk Analysis
  • Shareholder Value
  • Value creation, value drivers and value determinants. Valuation framework
  • Analysing historical performance for valuation purposes
  • Value calculation, scenario analysis and testing
  • Valuing industrial, service and financial firms
  • Value-based management

Teaching Hours and Credit Allocation: 16 hours, 4 credits
Course Assessment: Coursework

Aims

This course provides an introduction to big data analytics for different types of business professionals, including those with no prior analytics experience. Students are expected to learn how data analysts describe, predict, and inform business decisions in the specific areas of marketing, human resources, finance, and operations, and develop basic data literacy and an analytic mindset that will assist them in the making of strategic decisions based on data.

Learning Outcomes

  • Understand how and why to use business analytics.
  • Understand the major digital business applications.
  • Acquire hands-on knowledge of business analytics and decision making (workshops).
  • Learn to develop, evaluate, and execute a comprehensive digital business strategy and plan.
  • Develop an effective mix of business operations and manage it in an effective and integrated way.
  • Learn how to measure digital business efforts.

Content

  • Understanding Data.
  • Data Handling.
  • Charting Data.
  • Elementary Modelling.
  • Collating and Categorising Data.
  • Data Description – Central Tendency.
  • Data Description – Dispersion.
  • Data Description – Further Methods.
  • Data Description – Association.
  • Regression Analysis.
  • Financial Arithmetic.
  • Investment Appraisal.

Teaching Hours and Credit Allocation: 16 hours, 4 credits
Course Assessment: Coursework

Aims

This course aims to provide an understanding of the basic principles and practice of strategic management, both external to the organisation, and internal within the organisation. It is concerned with strategic decision-making in implementing strategy to secure the long term success of the organisation. It takes the perspective of the manager who is responsible for a whole unit. That may be the Chief Executive of a company, or the General Manager of a business unit.

Learning Outcomes

  • Understanding the role of single business strategy for an organisation and the basic tools of the strategist
  • Developing an understanding for the principles and challenges of strategic analysis and strategy formulation
  • Understand the content of strategy theories including the importance of industry context, the positioning and resource-based views of the firm, and the theory of competitive advantage
  • Understand how to analyse data about a company and how to build a strategic argument
  • Understand the concepts of strategy processes including the way in which strategy is formulated
  • Understand the content of strategy theories including the importance of synergy, the capability-based views of the firm, and the theory of strategic change
  • Identify, diagnose and analyse opportunities and strategies for diversified companies facing competitive challenges in multiple dynamic industries
  • Understand strategy processes including the way in which strategy is formulated, and the processes of managing strategic change to implement strategy

Content

  • Establishing Direction: Strategic Vision and Objectives
  • External Analysis: Industry Environment and Competitive Forces
  • Internal Analysis: Company Resources and Capabilities
  • Single-Business Strategy
  • Multibusiness Strategy: Diversification
  • Multibusiness Strategy: International Strategy
  • Strategy Implementation: General Framework
  • Strategy Implementation: Systems, Leadership and Culture

Teaching Hours and Credit Allocation: 16 hours, 4 credits
Course Assessment: Coursework

Aims

This course aims to give students an understanding of the fundamental principles of international company and trade law. This course brings into sharp relief the challenging principles of commercial law and the harsh realities of the marketplace.

Learning Outcomes

  • In depth understanding of the principles of international company law.
  • Realisation of the importance of the company as the most popular business form.
  • Learning about the nature of companies, how they are managed and funded, the position of shareholders and other stakeholders in companies and the rights they have.
  • Demonstrating knowledge of company law problems and how they are addressed in different countries.
  • Understanding of the principles governing international trade law, the various methods of international trade finance and the risks involved.
  • Analyzing the Vienna Convention on Contracts for the International Sale of Goods (CISG).
  • Gaining knowledge of problems relating to international sales, such as transportation of goods, methods of payment, the impact of extraneous events.
  • Understanding the legal implications of managerial decision making related to international trade strategy and concepts.

Content

  • Introduction to International Company Law.
  • The Role of companies and company law.
  • Corporate personality and limited liability. Issues relating to shares, share or loan capital.
  • The corporate constitution and corporate transactions.
  • Analysis of the EC directives on companies and the Council Regulation (EC) No 2157/2001 on the Statute for a European Company and Council Directive 2001/86/EC with regard to the involvement of employees.
  • Introduction to International Trade Law and Analysis of the provisions of The Vienna Convention on Contracts for the International Sale of Goods (CISG).
  • Understanding the various methods of international trade finance. Examination and analysis of the relevant international instruments, such as the International Chamber of Commerce (ICC) Uniform Customs and Practice for Documentary Credits (UCP 600) and the Supplement (eUCP), ICC Uniform Rules for Collection (URC 522), the Unidroit Convention on International Factoring and the Unidroit Convention on International Financial Leasing.

Teaching Hours and Credit Allocation: 16 hours, 4 credits
Course Assessment: Coursework 

Aims

The aim of the course is to enable students to acquire a knowledge of corporate governance and its practical relevance to national and multinational organisations. As well as the role and function of boards of directors, the course includes the work of external and internal auditors, audit committees and stakeholder theory.

Learning Outcomes

By the end of this course you should be able to:

  • Understand the current issues in corporate governance at both national and international levels
  • Understand stakeholder theories
  • Understand the structures and policies necessary for effective corporate governance
  • Appreciate the range of corporate governance theories and practices as applied in national and multinational organisations

Content

  • Overview of the current debate on corporate governance
  • Pronouncements on corporate governance in the UK, USA, Europe and leading countries
  • The role of shareholders and other stakeholders in the corporate governance debate
  • The role of the Board of Directors; internal and external auditors and management in the corporate governance debate
  • Audit committees
  • Risk management

Teaching Hours and Credit Allocation: 16 hours, 4 credits
Course Assessment: Coursework

Aims

This course focuses on the major political, technical, and economic factors moving electricity, oil, and gas markets and how these sectors are interrelated. The course evaluates the influences on energy markets of recent developments in OPEC, Petrodollar movements and Russia, and discusses the increasing role of regulators. It also examines how major market players, such as oil companies, banks and hedge funds, move energy prices; and analyses the impact on fixed income, equity markets and financial institutions.

Learning Outcomes

By the end of this course you should be able to:

  • Identify key political, technical and economic factors that influence oil and gas sectors and how they are interrelated
  • Evaluate the role of OPEC in oil markets
  • Analyse electricity markets and the influence of oil and gas sources, as well as nuclear and coal
  • Compare and contrast roles of key regulators in energy markets
  • Identify key players in energy markets: energy companies, banks, fund managers and hedge funds

Content

  • Influential factors in energy markets
  • Market players
  • Oil sector
  • Gas sector
  • Electricity sector
  • Energy trading and influence on energy and other market prices
    Regulators and energy markets

Teaching Hours and Credit Allocation: 16 hours, 4 credits
Course Assessment: Coursework 

Aims

Today’s competitive business environment is pushing companies towards a greater emphasis on innovation of product and processes. Project management offers a highly structured approach to effectively manage change and is capable of being adapted to fit a diverse range of applications. Managing projects is a highly complex job. If today’s project leaders are to cope with complex projects, they need to think of themselves as change agents – aspiring individuals who implement change by gaining the commitment and action of key people both inside and outside their organisation. Through the acquisition of a range of tools and techniques this elective will aim to provide students with a basic understanding and knowledge of the key concepts and analytical skills underpinning the effective management of projects in any industry sector.

Learning Outcomes

By the end of this course you should be able to:

  • Write a sponsor and project requirements definition
  • Construct a comprehensive project schedule
  • Evaluate a project plan subject to time, cost and resource constraints

Content

  • Project management growth
  • Project Planning
  • Project Stages and Sizing
  • Resource and Task Management
  • Scheduling techniques
  • Project Teams
  • Pricing and Cost Control
  • Contracts and procurement
  • Risk Management
  • Stakeholder Management
  • Project Evaluation and Reporting

Teaching Hours and Credit Allocation: 16 hours, 4 credits
Course Assessment: Coursework

Aims

The aims of this course are to:

  • Show the importance of new products to the business.
  • Present a practical approach to the development of new products.
  • Discuss the issues which impact on success/failure.

Learning Outcomes

On completing the course participants will:

  • Understand the latest theories on delivering successful new product development.
  • Understand the factors underlying the success or failure of new products.
  • Understand the challenges of controlling and co-ordinating development projects.
  • Understand the meaning, scale and scope of new product development.
  • Be aware of what new product development means to business and why it has become important.
  • Be aware of the challenges and opportunities posed by new product development.
  • Be aware of the importance of the inter-relationship between marketing and other business .functions for new product development success.

Content

  • Product planning.
  • The NPD process.
  • Managing creativity.
  • Idea generation.
  • Screening.
  • Portfolio management.
  • Concept development & testing.
  • Organisation for NPD.
  • Project management.
  • Development teams.
  • Testing & market research.

Teaching Hours and Credit Allocation: 16 hours, 4 credits
Course Assessment: Coursework

Aims

Understanding consumers is the cornerstone of the marketing concept and the module draws on different disciplines within social science such as psychology and sociology to explore how and why consumers behave in an international context. The students will also gain first-hand experience of researching consumers within the SEE and EU through their project work.

Learning Outcomes

On completion of the course participants will:

  • Understand different types of benefits a customer can bring to the firm.
  • Learn the analytic tools to derive the potential return on investment for each customer opportunity.
  • Learn to quantify and communicate buyer benefits to the customer.
  • Understand and manage the customer decision-making process.

Content

  • Perception, sensory thresholds, perceptual selection, learning, motivation, psychoanalytical perspective, means-end chain modelling.
  • Values, involvement, attitudes and attitude change, the source versus the message.
  • The self, gender roles, body image.
  • Individual decision making, shopping, buying, evaluating and disposing.
  • Group influences, word of mouth and opinion leadership.
  • Income and social class, status symbols, age subcultures, euroconsumers.
  • Culture and consumption and cultural change processes, environmentalism, postmodernism.

Teaching Hours and Credit Allocation: 16 hours, 4 credits
Course Assessment: Coursework 

Aims

To provide a sound, cross-disciplinary education in three key areas: e-commerce, marketing and supply chain management.

Learning Outcomes

By the end of this course you should be able to:

  • Understand marketing and e-marketing concepts
  • Understand supply chain concepts
  • Understand the technology behind e-business
  • Have confidence in working with a company’s senior and middle management in improving a supply chain

Content

  • The front end involves customer interaction with a focus on marketing, e.g., 1-on-1 marketing.
  • The back-end involves (a) IT systems that make e-business possible and (b) supply chain processes that ensure the delivery of the right product at the right time at the right place.

The electives list is continuously updated to reflect contemporary business issues and student interests. Some of the elective courses may not be offered in a particular year, depending entirely on student demand.

The Business Consultancy Project

As a part of the IHU EMBA programme, students submit an individual 10,000-word business project on a subject relating to their study and career.

The objective of the EMBA project is to provide insights, analysis and conclusions grounded in academic discipline but also relevant to management. Projects are undertaken within an organisation under the supervision of a member of the academic faculty.

The Field Trip

The EMBA field trip provides participants with the opportunity to explore first-hand the business practices in different South Eastern European countries. Groups of four students visit an organisation in Greece and/or the region. The exercise not only helps to integrate the theory with practical application, but also places important emphasis on the international aspects of politics, economics and business in the region. Read more about the past Field Trip projects

Professional Skills Development

The IHU provides Executive MBA students with the opportunity to develop a range of professional soft skills to enhance performance and manage complexity.

Managers are often concerned with individual or group responsibility of career development. The IHU EMBA offers a range of training sessions covering the exploration of work-related issues, development of new perspectives, negotiating skills, effective management of change, planning implementation and personal development. These are all skills that are considered important in high-pressure and rapidly changing work environments.

The Professional Skills Development programme has obligatory attendance and consists of two all-day seminars, during the scheduled weekends of the EMBA programme.

Presentation of Core and Elective Courses of the Εxecutive MBA Programme (Video)

The Programme Handbook

Handbook

Open Source Lectures

Overview of the Business Plan module (Video)

Tools for academic research in Executive MBA. Web of Science and NVivo (Video)

Schedule

The postgraduate studies for the Executive MBA programme, which lead to the acquisition of a master’s degree, is a 1,5 years full-time programme taught over a long weekend (Fri-Sun) once a month, in distance learning mode. The programme curriculum requires the attendance of taught courses for two academic semesters and the implementation and submission of a master’s dissertation for one academic semester.

Teaching takes place in distance learning mode, once a month, except of August. The attendance of lectures is compulsory. There is a limit of absences allowed (for more information please consult the Programme Handbook).

The programme starts every January and operates on the following schedule:

  • Friday 13.00 – 20.00
  • Saturday 9.00 – 17.00
  • Sunday 9.00 -15:00

Written examinations take place on Friday, at 11.00-13.00.

Programme Timetable EMBA 2024-2025

Month Date Day Course Assessment
Jan-24 26 Fri am Induction
26 Fri pm Field Trip Project Debrief
27–28 Sat-Sun Management of Organisations
Feb-24 10 Sat Induction course on Quantitative Methods and Analysis
15 Thu   Coursework: MO
16 Fri Quantitative Methods & Decision Analysis
17–18 Sat-Sun
Mar-24 14 Thu Coursework: QMDA
15 Fri Human Resource Management and Leadership
16–17 Sat-Sun
Apr-24 18 Thu Coursework: HRML
19 Fri am Exams HRML
Fri pm Professional Skills Development I
20-21 Sat-Sun Operations Management
May-24 20 Mon   Assignment: PSD I
23 Thu   Coursework: OM
25-26 Sat-Sun Cost Management
Jun-24 15 Sat Induction course on Accounting
27 Thu Coursework: CM
28 Fri Financial Reporting and Analysis
29-30 Sat-Sun
Jul-24 25 Thu Coursework: FRA
26 Fri am Exams FRA
Fri pm Field Trip Project Debrief
27–28 Sat-Sun Entrepreneurship & Business Plan
Aug-24 Study
Sep-24 5 Thu Coursework: EBP
6 Fri Digital and Strategic Marketing
7-8 Sat-Sun
28 Sat Induction course on Finance
Oct-24 3 Thu Coursework: DSM
4 Fri am Field Trip Project Debrief
Fri pm Corporate Finance
5-6 Sat-Sun
Nov-24 7 Thu   Coursework: CF
8 Fri am Exams CF
Fri pm Professional Skills Development II
9-10 Sat-Sun Business Strategy
Dec-24 9 Mon   Assignment: PSD II
12 Thu   Coursework: STR
13 Fri am Field Trip Project Debrief
14-15 Sat-Sun Elective 1
Jan-25 13 Mon Business Consultancy Project Proposal Submission
17 Fri   Coursework: EL1
18-19 Sat-Sun Elective 2
Feb-25 13 Thu Coursework: EL2
14-15-16 Fri-Sat-Sun Re-sits (Core Courses’ coursework resubmission and PSD coursework resubmission)
Re-sit written Exams
Mar-25 7 Fri Field Trip Presentations
14 Fri Re-sits (Elective courses’ coursework resubmission)
Apr-25 Business Consultancy Project
May-25 Business Consultancy Project
Jun-25 Business Consultancy Project
Jul-25 25 Fri Business Consultancy Project Business Consultancy Project Submission


The programme may be subject to minor changes.

Management of Organisations MO
Quantitative Methods & Decision Analysis QMDA
Human Resource Management and Leadership HRML
Professional Skills Development PSD
Operations Management OM
Financial Reporting and Analysis FRA
Cost Management CM
Entrepreneurship & Business Plan EBP
Digital and Strategic Marketing DSM
Corporate Finance CF
Business Strategy STR

The Academic Faculty

World-class academics and business professionals ensure a valuable and interactive classroom experience. The Executive MBA programme is taught by professors from top Universities and Business Schools in Europe committed to developing the next generation of business leaders.

Dr Stergios Leventis (EMBA Director) Professor in Accounting
School of Humanities, Social Sciences and Economics
Dr Korina Katsaliaki Professor – Operations Management in Services
School of Humanities, Social Sciences and Economics
Dr Komninos Komnios, LL.M. Associate Professor in Evidence Law, Digital Technology & Alternative Dispute Resolution Attorney at Law (Greece)-Accredited Mediator
School of Humanities, Social Sciences and Economics
Dr Fragiskos Archontakis Lecturer, PhD in Economics
School of Humanities, Social Sciences and Economics
Dr Antonis Chantziaras Academic Scholar
School of Humanities, Social Sciences and Economics
Dr Christos Grose Assistant Professor
Department of Accounting and Finance, IHU
Dr Andreas Koutoupis Professor of Financial Accounting & Risk Based Auditing
University of Thessaly
Dr Stefanos Giannikis Academic Scholar
School of Humanities, Social Sciences and Economics
Dr Emmanuella Plakoyiannaki Chaired Professor of International Business
Department of Marketing and International Business Faculty of Business,
Economics and Statistics,
University of Vienna, Austria
Dr Robert Morgan Professor – Cardiff Business School
Dr Vangelis Souitaris Professor of Entrepreneurship
Bayes Business School
Dr Andreas Charitou Professor of Accounting
University of Cyprus
Dr Serafeim Tsoukas Professor in Corporate Finance and Banking
Adam Smith Business School
Dr Alexandros Sikalidis Deputy Chairman, Hellenic Accounting and Auditing Standards Oversight Board (ELTE)
Dr. Dergiades Theologos Associate Professor,
University of Macedonia
Dr Dimitris Paraskevopoulos Reader in Operations and Supply Chain Management,
Bayes Business School
Dr Yifan Chen, CFA Associate Professor of Finance
Norwich Business School
Dr Stavroula Laspita Assistant Professor
University of Western Macedonia
Dr Skevas Ioannis Assistant Professor
University of Macedonia
Mr Thomas Paramythas Head of TAX Department at Lidl Hellas
Dr Ioannis Magnisalis IT Strategy and Planning Officer – Data Platform Team Leader European Commission
Dr Marco Sampietro Professor of Organization and Human Resources Management
SDA Bocconi School of Management
Dr. Konstantinos Oureilidis Assistant Professor
University of Western Macedonia
Andriopoulos, Constantine Professor of Innovation and Entrepreneurship
Faculty of Management
Cass Business School, CITY University London
Arghyrou, Michael G. Reader in Economics
Cardiff Business School
Karyampas Dimitris Quantitative Analyst/ Risk Management Expert
Visiting Lecturer at ETH/University of Zurich and Bocconi University
Markellos, Raphael Professor and Chair of Finance
Norwich Business School, University of East Anglia
Stathopoulos, Konstantinos Associate Professor of Accounting and Finance
Manchester Business School
Zattoni, Alessandro Professor of Strategy
LUISS – Libera Università Internazionale degli Studi Sociali Guido Carli

Fees & Financing

Fees

The programme fees for the Executive MBA is 6.000€. The fees are payable in three instalments at the beginning of each semester. The fees are also eligible for financing through LAEK – OAED programme.

Deposits

If you have been accepted on the EMBA programme, you will need to make a payment of the deposit of 500 Euros to secure your place. This amount will count towards the first instalment of your tuition fees. The deposit is non-refundable once you have commenced your studies at the IHU. Prior to that, a refund can be made but a 20% administrative fee will be retained. The deposit can be paid by bank transfer or bank draft. Credit card payments can be made through electronic banking (contact your Bank as handling fees may apply).

*For non-EU students, an advance payment of 3.000 Euros out of 6.000 Euros towards the tuition fees must be paid.

Scholarships

Partial scholarships are available for exceptional candidates, where financial need and exceptional professional and academic records can be demonstrated.

Programme announcement – Admissions

Next Executive MBA class starts on 24 January 2025.

Interested parties are invited to submit their application by 10 January 2025 or until places are filled, by following instructions at the applications page.

Programme announcement: ENG | GR

Quality Assurance & Evaluation Reports

Quality Assurance Policy

https://www.ihu.gr/politiki-poiotitas

Evaluation Reports

Location

The Executive MBA takes place in distance learning mode and the facilities of the School of Humanities, Social Sciences and Economics of the University Center of International Programmes of Studies of the International Hellenic University are in Thermi-Thessaloniki.

Contact

Postal address:
School of Humanities, Social Sciences and Economics
Department of School of Humanities, Social Sciences and Economics
University Center of International Programmes of Studies
14th km Thessaloniki – Nea Moudania 570 01 Thermi, Thessaloniki, Greece

Tel: +30 2310 807 526/523/530

Email: infoshsse@ihu.edu.gr