Business and marketing strategy are critical components of business success since strategic issues and possibilities arise in all sectors. Important aspects are not only the company’s positioning in relation to its market, but also the technological development, the supply of labour, political developments in society and other factors relevant for how organizations manage their business.

The starting point and also underlying theoretical insight of the course develops understanding the business organization as a value maximizing entity and then progressively covers the necessary theoretical models and practical tools for value-adding business decision making, such as: understanding and analyzing information of financial statements, operational profit planning, pricing and applying principals of relevant cost information, determining and funding operational needs of finance, as well as the long term financial planning, capital budgeting and raising of long term funds. Therefore, different financial disciplines, such as Financial Accounting, Management Accounting and Financial Management are integrated into this course in a way that necessary informational links between them could be traced and relevant analytical support for business decision making ensured.

The course provides an introduction to Design Management. During the course students are introduced to the principles of design management, key categories and disciplines of design, the origin and process of design management. During the course the situations and cases are analysed illustrating how the tools of design management are implemented by developing innovative design products and services. Students are familiarized with the ways of promoting development of design strategy and the principles of long-term planning of company's activities.

The course introduces the phenomena of innovation and the main innovation management theories and approaches. The process nature of innovations and its importance for a whole value creation chain of the firm is underlined. It leads through the richness of different organizational types of innovation to the in-depth study of the process level of new product development. It also unveils strategic approaches towards the innovation as well as importance of other highly related management issues such as – market research, or branding - for the success of innovations.

The Microeconomics of Competitiveness is a distinctive university wide graduate course developed at Harvard by Prof. M. Porter and a team of colleagues. This course explores the determinants of national and regional competitiveness building from the perspective of firms, clusters, subnational units, nations, and groups of neighbouring countries. It focuses on the sources of national or regional productivity, which are rooted in the strategies and operating practices of locally based firms, the vitality of clusters, and the quality of the business environment in which competition takes place.

The course covers operational, organizational and strategic aspects of implementing innovations through projects, products and portfolios. Multiple learning formats are used throughout the course, including lectures, workshops, group work assignments and classroom presentations. During workshops, in an intensive group work environment students develop real-life innovation project plans. Results of the group work are discussed and presented in a predefined format. Learning process also includes seminars for analyzing and discussing contemporary innovation management practices described in academic and professional publications.

The ability to choose the most efficient tools for seeking answers, as well as to intelligently interpret the gathered information is indispensable for managers in general, and innovation managers in particular. This course will equip students with both the understanding of principles that guide quality research in the context of innovation management and the tools needed to implement those principles in formulating a research project, selecting appropriate methods, collecting and analyzing data, and presenting their findings.

This course introduces the fundamentals of technology entrepreneurship, pioneered in Silicon Valley and now influencing other locations around the world. Students will learn major frameworks and logics, as well as master the process used by technology entrepreneurs to start companies. Such process involves taking a technology idea and finding a high-potential commercial opportunity, acquiring resources such as talent and capital, discovering how to sell and market the idea, and managing rapid growth.

The course is designed to introduce the main innovation and technology transfer models and structures, related with R&D activities across different organisations and business companies. The course focuses on open innovation theory and its application for technology transfer issues, specifically for building of international research alliances. The course will provide understanding about theoretical and practical technology transfer networking and contract negotiation skills. It discusses different technology transfer organisational forms, which could be used in different contexts. The Intellectual property part covers the specifics of the legal protection of intellectual property as one of the kind of property and the importance of this kind of property to business and economics;  international, regional and national systems of the legal protection of intellectual property, models of the legal protection, their advantages and disadvantages, inter-relationship thereof;  the main (more often used by the companies) objects of intellectual property, their specifics, dissociation; realization of the created object as intellectual property, thus an asset of a company; the criteria, according to which it could be possible to choose the legal form of the protection of an object, advantages and disadvantages of each of those types of legal protection.