Since 2010, Antonio Busetto is Head of Human Resources in Cooperativa Ceramica Imola, a company which produces tiles and has about 1400 workers, a sales volume of 250 millions, 5 factories in Imola and Faenza. It exports about 70% of the production to all the countries, with cmmercial branches in Usa, France, Hong Kong, China. He worked previously in different roles with great responsibilities in the Human Resources sector of Assicurazioni Generali and Cremonini Group. In 2000 he worked in Ferrari-Maserati Group as Head of Human Resources in Industrial Management and Head of Industrial Relation. For 2 years, from 2008 to 2009 in Maserati Auto, he finished her job in the Human Resources sector and he began to work as W.C.M. Plant Support. According to this role, he works in the management staff and he dealt with the development of Lean Program, called World Class Manufacturing in the FCA Group. He allowed to analyze efficiency and improvement of business, implementing new approach both in the productive and auxiliary sector.
At the end of the classroom phase, students experiment with business analytics within a company setting - to support the performance management processes. Phases:
Understand the big picture and design the company's business map
Defining the company's business performance model
Analysis of the results of previous mapping activities
Identifying key questions (KSF) and, as a consequence, the company data needs
Analyzing data availability and sources: internal (company ICT, Internet of Things, Digital and Social) vs. external data (Social and Digital open data); current vs. potential
Providing information structure and design of analytical methods and tools:
Descriptive (What happened? What’s happening?)
Exploratory (Why did this happen? Why is this happening?)
Predictive (What will happen?)
Prescriptive (How to optimize?)
Supporting the company in the analysis of results and in the definitions of its business plan
The goal of this course is to introduce students to the Italian design world. Particular attention will be paid to its origins, main characteristics, and inclinations. The course will elaborate on various themes that are typical of different areas of design implementation. The course will be divided into three parts: Italian Design Identity, Testimonies, and Examples & Methods.
CORE COURSE - The tools for strategic analysis. Strategy and value creation. Industry analysis and competitive advantage. Analysis of competitors and an enlarged competition model. Resources and skills as essential ingredients of the strategy. The nature and sources of competitive advantage. The strategy of cost leadership and differentiation. Competitive advantage in different market conditions. Value chain and cost analysis. The production system and the value system. Technology and innovation management. Competitive advantage in mature industries.
The business' decision-making process, the planning approach and the strategic positioning. The understanding of the competitive environment and competition dynamics. The process to generate value and the role played in this field by the relationships with other enterprises of the business system. The identification, pursuit and preservation of the sources of competitive advantage in changing contexts. The creation of the business model and its adjustment to the transformation of the framework conditions.
Accounting principles, consolidated statements and cost accounting. Context and relevance of auditing in company management. The analysis of economic-financial performance of a company. Economic-financial forecasts and budgeting. The use of budget analysis to understand competitive dynamics and to manage company-client-supplier relations. The calculation and analysis of costs in decisions and for management audit. Strategic audit systems and strategic cost management.
CORE COURSE - The use of economic and financial information to manage competitive advantage. Models for the analysis of economic and financial performance. Parameters for the valuation of the profitability of a company. Financial sustainability for the tax performance of a company. Strategic sustainability of a company’s performance. Economic and financial benchmarking. Budget analysis for the management of vendor client relations. Strategic control systems and performance monitoring (Balanced Scorecard). Simulation techniques for economic and financial performance. Performance management.
The fundamentals of IT systems for companies. Database design. Mentions on semi-structured data and XML. Lifecycle, costs and the main software development methodologies. BPM notation to describe company processes. IT investment evaluation criteria. Technological development trends. Enterprise Research Planning, Customer Relationship Management, and Supply Chain Management systems. Data analysis instruments: Data Warehousing and Data Mining. Business Intelligence and Business Analytics limitations.
CORE COURSE - The process of creating value in an operating system. The definition of the structural characteristics of an operations system. The expanded production system and company boundary setting. Vertical integration and decentralization.The management of flows of materials, stocks, and warehouses. Procurement processes for productive activities. The politics of supplying and the coordination of the supply system. Partnerships with vendors and networks of vendors. The internationalization of manufacturing.The role of the operations system within the company's strategy.
Financial mathematics fundamentals for financial evaluations; evaluation of efficiency and profitability of an investment project; company valuation and criticalities of different methodologies; understanding of the different variables that make up the optimal financial structure of a company; firm corporate governance and the problems of firms with diffuse ownership and concentrated ownership; risk capital collection through venture capital, private equity and public listing of companies.
CORE COURSE - An effective marking strategy requires in depth knowledge of the competitive arena and of mechanisms that regulate perceptions of value for the client. This entails understanding the logic that governs purchasing and development processes of the target markets. The course delves into processes linked to the drafting of strategic marketing plans and their implementation in different contexts. Market orientation; segmentation and positioning; product development; strategic pricing and management of distribution policies.
CORE COURSE - Corporate finance is one of the areas closest to the strategic management of a company. It comes into play in investment and financing decisionmaking and in extraordinary operations. The course provides the basic theoretical and methodological tools necessary to evaluate investment decisions, determine company capital costs, optimize the choice of financial structures, evaluate companies, operation of companies, how the principle tools to aquire risk capital work, the detection of the main areas for corporate governance and its implications vis-à-vis the company’s objectives, the main financial risks and the derivatives used to cover them.
The cross-sectionality of the logistics function and the value chain. Design and planning of the production system layouts. Management and forecasting of market demand. General criteria of programming and audit of production. Procurement and management of inventory and consumable materials. Evolution of just in time systems: from lean production to lean thinking. Automation of the information flow: from barcode to RFID technologies. Management of physical distribution.
CORE COURSE - The course covers the principles of human capital management aimed at achieving and maintaining high performance. Themes related to the behaviors and techniques employed by successful organizations will be explored in terms of how they deal with an array of individuals and individual motivations keeping in line with the strategy and the objectives defined by the company. The course will enable participants to understand the abilities/skills required to manage people in a company, communicate effectively, and obtain the necessary commitment to meet objectives.
Today’s competitive challenge is harsher, but is also more open to innovative solutions based on a sound methodological approach and adequate operational instruments. The goal of this didactic phase, one which represents a synthesis and linkage with preceding courses, is to delve further into select managerial knowledge tools such as business plan, benchmarking and balanced scorecard.
CORE COURSE - The power to choose, motivate and lead people is one of the key skills required to "make things happen" in business. This course aims to develop self awareness among participants about their leadership styles through experiential learning. Sessions will alternate among completion of tasks, behavioral self awareness, and interaction with professionals and managers who have guided companies and organizations to excellence.
CORE COURSE – The course provides the essential tools for managing working groups and personal development. Businesses increasingly need developing a collective, widespread leadership, able to combine the need of taking decisions with the need to listen; the need of letting individuals' potential emerge with the need of mediating among different requirements. The modern world increasingly needs people who are more able to express themselves and more able to be together. Specifically, the aim of this course is to provide the basic tools to achieve these objectives.
Some fundamental instruments needed to understand, analyze and build the network that a company establishes with its own market. The fundamental concepts of marketing: client focus, purchase behavior analysis, the role of brands, the segmentation and position processes, the development of new products and the diffusion of innovation, price decisions, distribution and communication. Client loyalty-building policies, business to business and services marketing, marketing plans.
CORE COURSE - The objective of the course is the acquisition of a basic understanding typical contracts that cover the activities of businesses, looking closely at the modalities of negotiations between parties. The course will analyze concepts in commercial law and also touch on the different backgrounds of civil and common law as well as a sampling of international contracts, in particular those concerning intellectual property rights protection.
Throughout the course particular emphasis will be placed on the development of a coherent language that allows participants to represent, understand, and tackle the main aspects of organizational life. The course contents can be traced to the following generic areas: the individual, individuals and relations, groups, relations between groups, personnel management tools, organizations and new organizational structures.
The sessions are aimed at proposing critical reflections around the concept of "computational thinking". Computational thinking, that makes use of IT technologies at the same time being independent from them, the use of typical concepts and intellectual tools now well identified for the definition, the analysis and the solution of general problems. Thinking computationally doesn't mean limiting the creativity and imaginative power of human thinking but rather extending its properties and potentials through the understanding of some fundamental criteria with which problems are solved and systems are created, using computer science.
The management of production processes that go beyond the boundaries of traditional business, company strategy and the sectorial life-cycle. Managerial methods and tools that allow companies to tackle the increased complexity coming from the management of acquisitions and diversified activities. The choices of external growth: joint ventures and global expansion processes.
CORE COURSE – Each year our society uses the resources that the planet Earth takes around a year and a half to regenerate. This and other global scope empirical evidence mean that the topic of sustainability lies at the very core of the economic, political and social debate. Recent studies show that a sustainability-oriented managerial approach adopted by some companies creates a medium-long term competitive advantage versus competitors. This success is also achieved thanks to the ability to innovate the business model and to introduce measurement tools to monitor and manage the value creation process in the best possible way. The course aims at beginning a debate on the methods to start companies on sustainability policies and practices.
More and more people maintain that it is society’s needs, not just economic ones, which drive markets. The goal of this course is to transfer the concept that a company managed in a sustainable manner, i.e. that integrates elements of a social and environmental nature in the management of the business, will be more effective in the long run in creating value for itself and its surrounding context.
PRE-COURSE – Introduction to the main principles of accounting, concepts related to accounting and accounting terminology. Financial analysis. Base costs concepts and cost accounting. Introduction to the principles and techniques of management control.
The course provides a foundation in financial and management accounting. It is specifically designed for a non-specialist, with differing prior knowledge and background. It provides useful tools for interpreting and using financial information for managerial purposes, with a special focus on commercial decisions. At the end of the course the students will be able to analyze financial statements and to make simple financial analysis for evaluating the profitability of goods, services or specific jobs.
PRECORSO - Introduzione ai principi fondamentali di contabilità, ai concetti legati alla contabilità e alla terminologia contabile. Analisi di bilancio. Costi di base concetti e contabilità dei costi. Introduzione ai principi e alle tecniche di controllo di gestione.
This course focuses on the main components of accounting, budgeting and cost analysis. In addition the course will train students on how to analyze economic-financial forecasts and budgets as well as understand the measurement and interpretation of the economic-financial performance of the company. Calculation and analysis in decision-making, management supervision, strategic control and strategic cost management will also be explored.
Financial and management accounting. The role of CFO in the company. Measuring and interpreting the company's financial performance. Analysis of indices and flows. Cost calculation and analysis for management control. Strategic control and strategic cost management systems. Preliminary economic and financial analysis and budget. Evaluation of managerial performance. Multi-dimensional performance management systems.
Techniques of cost management and cost modeling: from cutting costs to cost management. Strategic analysis of the costs: activities, costs and cost drivers. Strategic and operational activity-based Cost Management. The value of assets and profit potential: Cost and Value Alignment. Cost management in the Value System and the network. Target Costing and Process Cost Mapping. Analysis of the costs of unused capacity.
The use of economic, financial and cost information for the management of a competitive advantage. Models for financial-economic performance analysis. The parameters for evaluating the company's profitability. The financial sustainability of the revenue performance of the company. The strategic sustainability of the business performance. Economic and financial benchmarking. Analysis of the budget and managing relations with suppliers and clients. Strategic analysis of costs: activities, costs and cost-drivers. The value of assets and potential profit. Systems for strategic control.
Il paradigma processo-analisi-azione
Strutturazione di un processo analitico
GEO-DW & GEO-Marketing
The course deals with the processes linked to anticipation and futures sciences in the project and business. In particular, the processes and tools used in advanced design as innovation method will be investigated: perfect futures, shelf innovation, extreme design, problem finding.
This course, taught by a native speaking English teacher with the aid of language laboratories, is dedicated to achieving a more in depth practical English language skills, with particular emphasis on the language as it is used in business and commerce nationally and internationally. The course requires a good level of English at the start.
Alternative funds: Hedge and Hedge Funds. Real Estate Funds. Management, assessment, commission regime and internal liquidity and how to allocate them to a capital. Funds linked to alternative investments, such as art and other types.
WORKSHOP - Il corso fornisce metodi e strumenti per analizzare e gestire il portafoglio clienti e prodotti con la finalità di massimizzare la redditività aziendale. Si tratterà: la valutazione delle leve commerciali che impattano sulla profittabilità portafoglio (prodotti, prezzi, promozioni, ecc.). I temi verranno sviluppati alternando teoria, casi pratici e testimonianze esterne.
WORKSHOP – The value drivers for customers in emerging markets.
The research techniques to identify the value for customers in BRICIS.
The profile of the enterprise that takes into account customers' needs in emerging markets.