Executive

LEADERSHIP
PROGRAMME

Transforming

leaders
from good to

great

Programme Outline | Limassol | 2015 - 2016

Strategic Management, 27 & 28 November
Strategic Marketing, 4 & 5 December
Corporate Finance, 15 & 16 January
Becoming a World Class Leader, 22 & 23 January
Leading and Managing People, 29 & 30 January

8 Reasons Why You Should Join this Programme

1. To learn from top training experts from Cranfield University, the University of Cambridge,
Henley Business School, the University of Glasgow and HEC Paris.
2. To transform yourself from an individual contributor to an effective team leader
3. To gain new insights that will help you determine your business priorities in the most effective manner
4. To enhance your experience and check that your ideas are vital to your learning process.
5. To help you better understand your decisions as a team leader and hone your leadership style.
6. To network and create new relationships and enhance existing ones
7. To meet up with other market leaders in Cyprus
8. To learn in a 5-star environment

DER
GREAT LEA
A
E
M
O
C
E
B
RS
IN 90 HOU

Contents
Introduction

03

Renowned Trainers
Programme overview
Strategic Management
Strategic Marketing

09

Becoming a World Class Leader

Organisers

05

07

Corporate Finance
Leading and Managing People

02

15

11

13

17

Introduction
Leadership and learning are
indispensable to each other.

John F. Kennedy

Every successful business leader knows that, in order to become an

effective mentor, a creative problem solver, a skilled negotiator and a
reliable decision-maker, it is essential first of all to have an open mind
and the ability to listen. The qualities that make a good leader do not
appear by magic; what you pass on to others has to be fully absorbed
and assimilated first.
The IN Business Executive Leadership Course will help you broaden
your business skills and develop a critical awareness of yourself, your
management style and the impact you have on others, thereby ensuring that
you have the necessary knowledge and ability to lead and motivate others
to excel and achieve maximum results for your company or organisation.
Executive leadership begins with cultivating the right mindset. When we
are seeking to become the best, we need to learn from those who are
considered the best. The acclaimed trainers who will teach this prestigious
course and, at the same time, share their own experience and knowledge,
are without any doubt among the very best in their field.
Success does not come down to one individual and the most effective
leaders are not being falsely modest when they say that they owe
everything to their teams. But being able to manage and inspire each
individual member of a team does not come naturally to everyone. You
may have reached your present level or position thanks to your unique,
special character but you can always learn more and become even more
successful. Ultimately, the best leaders define what happens next in their
companies and organisations and, in order to do this, they need to have
an all-encompassing view of the business, its vision and mission, and the
people working in it.
Corporate Governance, Strategic Marketing, Strategic Management,
Organisational Change & Human Resources Management, and Leadership:
Powering Quality Growth. These are key areas of knowledge for any
executive leader, which is precisely why they have been selected as the
five modules of the IN Business Executive Leadership Course.

02

Renowned
Trainers

Malcolm McDonald,
Emeritus Professor,
Cranfield University
Strategic Marketing
Author of 46 books including the best seller Marketing Plans; how to prepare them; how to use
them, which has sold over half a million copies worldwide. Listed in the UKs Top Ten Business
Consultants by the Times.

research at Cranfield shows that the biggest problem facing CEOs is how to
get profitable growth. This is what my master class is about. When people ask
me what I do, I tell them I show companies how to make money and if they are

Our

already making money, I show them how to make even more.

Raghavendra Rau,
Sir Evelyn de Rothschild
Professor of Finance, Cambridge
Judge Business School
Corporate Finance
Co-editor of Financial Management, Associate Editor of the Journal of Banking and Finance,
the International Review of Finance and the Quarterly Journal of Finance.
We

want you to make a difference when you return to your organisation.

Our programme is rigorous and demanding, which means we expect

participants to fully engage in discussion and debate with both the trainer and peers.
When you leave the course you will be ready to inspire others and be prepared
to drive your career and organisation forward.

03

Andrew Kakabadse,
Consultant and lecturer in the UK, Europe,
the USA, SE Asia, China, Japan, Russia,
Georgia, the Gulf States and Australia
Becoming a World Class Leader
Professor of Governance and Strategic Leadership at the UKs Henley Business School, and also
an Emeritus Professor of International Management Development at Cranfield Universitys School
of Management. Author of 40 books, over 230 articles and 18 monographs and ranked in the 2011
Thinkers50, the listing of the worlds top 50 business thinkers.

Class Value Delivery Leaders are fundamental to the success of the

enterprise but Leaders of such high quality remain elusive.

World

Stelios Zyglidopoulos,
Reader in Management,
The Adam Smith Business
School, University of Glasgow
Strategic Management
Director of Management Studies and Fellow, Homerton College, University of Cambridge.
Author of the book Charting Corporate Corruption: Agency, Structure and Escalation
This course will help you develop a successful strategy for your business and
a way of strategically thinking about your business.

Franoise Chevalier,
Associate Professor HEC Paris
Leading and Managing People
Regular visiting professor in China, Vietnam, Indonesia, Iran and Lebanon. Author of several
books, she has carried out research and organized conferences and workshops. She has also
published a variety of articles in academic and professional journals.
People

can discover new passions and will take on new roles with better customer
management. There is also a great sense of belonging, a great sense of
ownership and they will know that they have to give back and to coach others.

04

Programme, Dates
and Registration

27 & 28 November 2015

| Strategic Management

4 & 5 December 2015

| Strategic Marketing

15 & 16 January 2016

| Corporate Finance

22 & 23 January 2016

| Becoming a World Class Leader

29 & 30 January 2016

| Leading and Managing People

Location: Amathus Beach Hotel | Limassol | Cyprus

The programme will be in English
Please contact our programme consultant: Call +357 22505555 or e-mail events@imhbusiness.com
Website: www.imhbusiness.com/executive-leadership-programme
Each course has a total duration of 14 hours including registration, coffee breaks,
lunch at the hotel and all documentation. Upon completion of the programme, a special cerificate awards
ceremony will be organised. The final syllabus will be provided to you 3 weeks prior to the start of the course.

Participation Fee
650 + 19% VAT

3250 + 19% VAT

per course

for all courses

The course participation is subject to the subsidy of the Human

Resource Development Authority of Cyprus.
Organiser

05

Coorganiser

Communication Sponsor

Coordination

Executive

LEADERSHIP
PROGRAMME

Who should attend?

Executives, directors and managers seeking executive leadership training to
strengthen their skills to help them motivate and inspire others to drive results.

Attendees should have:

between 5 and 20 years of work experience
more than 5 years of management experience
decision-making responsibilities, and managing people experience.

Benefits for you

The InBusiness Executive Leadership programme will
transform you from an individual contributor to an effective
first-time team leader.
Help you apply what you learn to practical exercises
Contribute to your experience and enable you to test that your ideas are
vital to your learning process.
Assist you to better understand your decisions as a team leader
and hone your own leadership style.

Benefits for your organisation

Bring new vitality into your organisation. A tailored action plan provides you
with a clear focus, enabling you to have an immediate impact on your return
to work, while increased confidence means youre better able to develop
others and grow your teams capability to deliver.

How you will learn this

The diverse mix of your peer group offers a dynamic collective experience.
Rich with insights from a range of industries, you will develop cross-cultural
leadership insights and share experiences, building on the knowledge you
gain from our outstanding faculty. Towards the end of the course you will
be placed in small peer groups where you commit to implement your action
plans. Your peer group will pledge to remain a strong support network while
you execute plans back at work.

06

Executive Leadership Course

Strategic Management
Stelios Zyglidopoulos
27 & 28 November 2015, 09:00-16:00, Amathus Beach Hotel, Limassol
The purpose of this course is to introduce the core areas of strategic management to business executives.
Emphasis will be given to the tools for analysing the external environment of a business, the better understanding
of the firms resources and capabilities, the formulation of business strategy and sustainable competitive
advantage, including Blue Ocean Strategy and Strategic Diversification.

Strategic Management. Organizational Theory. Design Thinking. The Executive Programme in

Strategic Management focuses on all three. Through pioneering multidisciplinary research from
the trainers experience, youll learn how to think strategically for your organization, culture and
the environment in which you compete.

Day 1
Introduction What is strategy?
External Analysis
Internal Analysis RBV Capabilities
Business Strategy

Day 2
Sustaining Competitive Advantage
Corporate Strategy Diversification Vertical Integrations
International Business
Recap, Conclusion

Participation Fee

412 + 19% VAT

07

(Fee: 650, HRDA Subsidy 238)

Executive Leadership Course

Trainer
Stelios Zyglidopoulos,
Reader in Management,
The Adam Smith Business
School, University of Glasgow

Stelios joined the University of Glasgow Adam Smith Business School as a Reader
in Strategy in 2014. He is a Fellow of Homerton College, University of Cambridge and
holds a PhD in Strategy and Organisation and an MBA from McGill University, a MA
(Cantab) from the University of Cambridge, an MA in Philosophy from Birkbeck College,
University of London, and an MSc from the University of Piraeus, Greece. Prior to
joining the University of Glasgow, he held academic positions at the Cambridge Judge
Business School, the Rochester Institute of Technology, USA and Erasmus University
in the Netherlands. Stelios has extensive executive education experience and has
taught in many executive education programmes, both open and custom. Stelios is
a member of the Strategy & International Business subject group and co-author of the
book Charting Corporate Corruption: Agency, Structure and Escalation.
Areas of expertise:
Strategic Management
Corporate Social Responsibility
Organization Theory
Organizational Corruption
Academic positions:
Director of Management Studies and Fellow, Homerton College, University of
Cambridge (2008 present)
Strategy Fellow, Cambridge Judge Business School, University of Cambridge (2014 - present)
Visiting Professor, IE University, Madrid, Spain (2010 - present)
Editorial boards
Business & Society
Organisation Studies
Corporate Reputation Review
Journal reviewer
Academy of Management Review
Academy of Management Conference
Strategic Management Society
Journal of Management Studies
Journal of Business Ethics
Journal of Management Inquiry
Academy of Management Learning and Education
Associate Editor for Social Issues Management Division for the Academy of Management
Conference 2014

08

Executive Leadership Course

Strategic Marketing
Malcolm McDonald
4 & 5 December 2015, 09:00-16:00, Amathus Beach Hotel, Limassol
This Masterclass is for Directors and Senior Managers in Cyprus. Its purpose is to spell out how to develop
a world-class strategy designed to grow sales and profits. Over and above this, however, its purpose is to
show how to create shareholder value. Customer-centric and competitively dominant marketing strategies
are vital to business success.
By exploring the core concepts and tools of contemporary marketing managementfrom market
segmentation and product positioning to distribution channel design and communicationsthis
programme equips you to develop your own effective customer-centric marketing strategy.
By participating in interactive problem-solving activities, discussions and case study analysis, youll gain
important insights into the process of value creation and the management tools for sustaining and securing
a share of the value created. In addition, youll strengthen your ability to analyze customer needs and buying
behaviour, understand competitor strengths and weaknesses, and identify crucial business shifts.

Day 1

Day 2

Session 1 : Introductory comments

Session 7: Plenary

The devastating impact on profits of dropping prices

The difference between strategy and tactics and
forecasting and budgeting
Short exercise to apply the learning

Strategic Marketing Planning

SWOT analyses
Short exercise on SWOT analyses

Session 2: Challenges
Market maturity
Globalisation
Customer power
How excellent companies are responding
Session 3: Strategic marketing planning
Overall purpose
Strategic marketing
Risk and return
The need for a strategic marketing plan
Session 4: Strategic marketing planning
Where to start
Short exercise to apply the learning

Session 8: Strategic Marketing Planning

Portfolio analysis
Case study feedback (IES)
Session 9: Strategic Marketing Planning
Promotion issues
Competitive marketing strategies
Ten factors for success
Applying the learning
Session 10: Final Round-up
Strategic marketing and shareholder value added
Action plans
Group discussion

Session 5: Strategic marketing planning

How to do it
Mission statements
Market definition
Market mapping
Market segmentation
Short exercise on market segmentation to apply
the learning
Session 6: Read case study
Assess your learning points from the day

09

Participation Fee

412 + 19% VAT

(Fee: 650, HRDA Subsidy 238)

Executive Leadership Course

Trainer
has only two
Business
functions - marketing
and innovation.

Milan Kundera

Malcolm McDonald,
Emeritus Professor,
Cranfield University.
Until 2003, Malcolm was Professor of Marketing and Deputy
Director of Cranfield University School of Management,
with special responsibility for E-Business. He is a graduate
in English Language and Literature from Oxford University,
in Business Studies from Bradford University Management
Centre, and has a PhD from Cranfield University. He also
has a Doctorate from Bradford University and from the
Plekhanov University of Economics in Moscow. He has
extensive industrial experience, including a number of
years as Marketing and Sales Director of Canada Dry.
Until the end of 2012, he spent seven years as Chairman of
Brand Finance plc.
He spends much of his time working with the operating
boards of the worlds biggest multinational companies,
such as IBM, Xerox, BP and the like, in most countries in
the world, including Japan, USA, Europe, South America,
ASEAN and Australasia. He has written 46 books, including
the best seller Marketing Plans; how to prepare them;
how to use them, which has sold over half a million copies
worldwide. Hundreds of his papers have been published.
Apart from market segmentation, his current interests
centre around the measurement of the financial impact of
marketing expenditure and global best practice key account
management. He is an Emeritus Professor at Cranfield and
a Visiting Professor at Henley, Warwick, Aston and Bradford
Business Schools.
In 2006 he was listed in the UKs Top Ten Business
Consultants by The Times.

10

Executive Leadership Course

Corporate Finance
Raghavendra Rau
15 & 16 January 2016, 09:00-16:00, Amathus Beach Hotel, Limassol
In the last few years, an increasing number of scandals (options backdating, insider trading, LIBOR rate
setting, and excessive pay for no apparent performance) have dominated the financial press. This has led
to an increase in demand for stringent rules to bind executives, including caps on pay, clawbacks and fines,
and an increased emphasis on ethical standards, including requesting bankers to sign an oath.
The purpose of this course is to provide an analytical framework based on contracting theory
and asymmetric information to think about corporate governance and business ethics. This
approach differs from defining ethical behaviour as complying with a number of subjective
definitions of what is good or bad.
The contractual approach argues that a firm should be considered as a nexus of contracts between various
stakeholders. Conflicts between stakeholders can be controlled to some extent by explicit contracts, e.g.
incentive pay to reduce conflicts between managers and shareholders. However, explicit contracts cannot
be written for each potential conflict of interest. This creates a need for respecting implicit contracts, which
we will define as business ethics. So corporate governance, in a broad sense involves specifying the balance
between explicit as well as implicit contracts in a firm. We will illustrate this novel way of thinking about
ethics with case studies where board members, bankers and other financial service providers have to think
about what implicit and explicit contracts govern the relations with the various stakeholders.

Day 1
Session 1: A theoretical basis for corporate governance and ethics
Introduction and review
A value-free concept of corporate governance
Contracting theory
Explicit vs. implicit contracts
Symmetric vs. asymmetric information
Session 2: A theoretical basis for corporate governance and ethics II
Agency problems and their solutions
Costly and costless signals: Capital structure, private equity, dividend
Policy, stock splits
Session 3: Agency conflicts: Shareholders vs stakeholders
Session 4: Family Firms

Day 2
Session 5: Agency conflicts: Shareholders vs. bondholders
Session 6: Board effectiveness
Session 7: Agency conflicts in a non-public firm
Session 8: Ethics

11

Executive Leadership Course

Trainer
Raghavendra Rau,
Sir Evelyn de Rothschild
Professor of Finance,
Cambridge Judge Business
School.

believe that through

Iknowledge
and discipline, financial peace
is possible for all of us.
Dave Ramsey

Raghavendra Rau is the Sir Evelyn de Rothschild Professor

of Finance at the Cambridge Judge Business School. He is
a director of the Cambridge Centre for Alternative Finance,
Head of the Schools Finance & Accounting subject group,
past president of the European Finance Association, and a
member of the Cambridge Corporate Governance Network
(CCGN). In addition to the University of Cambridge, Professor
Rau has taught at a number of universities around the
world, including the Institut dEtudes Politiques de Paris
(Sciences PO), Purdue University, the University of California
at Los Angeles and most recently, the University of California
at Berkeley. He was also Principal at Barclays Global Investors,
then the largest asset manager in the world, in San Francisco
from 2008-2009.
His research interests include empirical corporate finance,
information economics, behavioural finance, and game
theory. His papers focus on behavioural finance and corporate
governance. He has investigated for example, behavioural
biases that make investors value companies higher when
the companies change their names, the effect of earlylife natural disasters on CEO risk taking behaviour, and
why investors chase stale returns in mutual fund reported
performance numbers. He has also investigated why majority
shareholders expropriate minorities, and why companies pay
bribes to politicians. Professor Rau is a co-editor of Financial
Management, and an Associate Editor of the Journal of
Banking and Finance, the International Review of Finance
and the Quarterly Journal of Finance. His research has
frequently been covered by the popular press including
the New York Times, the Financial Times, the Wall Street
Journal, and The Economist, among others.

12

Executive Leadership Course

Becoming a World Class Leader

Andrew Kakabadse
22 & 23 January 2016, 09:00-16:00, Amathus Beach Hotel, Limassol
High performing, world class leaders are fundamental to the success of any enterprise. Yet, my research
shows that leaders of such high quality remain elusive. Too many senior managers have not developed the
necessary capabilities to ensure for their own and their organisations sustained success.
This workshop examines the capabilities necessary for realising high performance leadership.
Attention is given to the critical capabilities that make for outstanding leaders. Designing the
organisation for value delivery overseen by effective governance through vigilant Boards is given
distinct attention. In effect, how to engage and win credibility with contrasting stakeholders
is a central theme of this workshop. The workshop will conclude by providing each individual
feedback on their capabilities and the steps to take to develop further as a high performer.
Workshop Purpose
To better understand the challenges and pitfalls facing senior leaders.
To better understand the nature of strategy execution.
To facilitate the development of capabilities necessary for high performance leadership.
To facilitate how to effectively engage with critical stakeholders pursuing contrasting agendas.
To be able to align the interests of the Board and the Top Team.
To better understand how to develop as a high performing leader.

Day 1
Strategic Leadership
Introduction to the Workshop - Emphasising its interactive nature and the sharing of experiences in order to fully
explore the challenges leaders face and how such challenges should be addressed. Chatham house rules strictly apply.
Re-designing the organisation - The Ziton Case Study is used to examine how to effectively lead through Restructuring
and Strategic Change. The programme participants will be placed in teams tasked with finding ways through the
challenges identified in the case. Each team will present their findings. Each team will be offered feedback on the
quality of their thinking and capacity to engage under stretching circumstances.
Ziton case continued
Executive Capability Profiling - The Executive Profiling instrument (completed prior to attendance of the Workshop)
will provide each participant with a clear view on the capabilities they have developed and their further development
requirements. Feedback will be provided on an individual and team basis. Learning will be drawn from the Ziton Case.

Day 2
Governance Leadership
Capturing learning from Day One.
Introduction to Day Two - The importance of Governance and Boards is emphasized, highlighting the criticality for
high performing Boards as the means to attain high performing organisations.
Boards and Governance - The Highland Plc Case is used to explore the nature of Governance, the shape and
nature of high performing Boards and the challenges Board Directors face in ensuring for effective governance.
The programme participants will be placed in teams. Each team will present their findings and receive feedback on
their presentation and quality of thinking.
Engaging with Stakeholders - Integrating conflicting agendas. The Kilmann Questionnaire will highlight each programme
participants capacity to effectively handle key and sensitive relationships, especially on how to surface challenging
conversations whilst engaging with critical stakeholders. Feedback will be offered to individuals and teams. Learning
will be drawn from the Executive Profiling instrument.
Managing burnout - Research shows that burnout is becoming an increasingly debilitating experience for many
executives. The Kerry Schwartz Case examines the nature of burnout and how to address this condition. The
programme participants will be placed in teams and will present their findings for plenary discussion.
Executive Development Clinic - Each programme participant will have the opportunity to briefly and confidentially
explore their learning from this Workshop and what steps to take to develop further.

13

Executive Leadership Course

Trainer
Andrew Kakabadse,
Consultant and lecturer in the UK,
Europe, the USA, SE Asia, China,
Japan, Russia, Georgia, the Gulf
States and Australia.

Andrew enjoys working across the globe in a variety of capacities. He has

consulted and lectured in the UK, Europe, the USA, SE Asia, China, Japan,
Russia, Georgia, the Gulf States and Australia. He is currently embarked on
a major 2 million global study of boardroom effectiveness and governance
practice, with the participation of a number of governments including British
Ministers of State.
His top team database covers 17 nations and many thousands of private and
public sector organisations. The study of the strategic skills of top teams has now
extended into Japan, China, Hong Kong and the USA. He has held positions on
the boards of a number of companies and has also been adviser to a Channel 4
business series in the UK.
Andrews current areas of interest focus on:
leadership,
governance,
boardroom performance,
change management,
performance improvement for top executives and top executive teams,
excellence in consultancy practice,
social and public administration,
organisational behaviour, and
international relations and Government.
In addition to his consulting services, Andrew is Professor of Governance and
Strategic Leadership at the UKs Henley Business School, and also an Emeritus
Professor of International Management Development at Cranfield Universitys
School of Management. He is former co-editor of the Journal of Management
Development and Corporate Governance: The International Journal of Business in
Society, and a past editorial board member of the Journal of Managerial Psychology
and the Leadership and Organisation Development Journal. He holds a number
of international Visiting Professorships and Fellowships and has published 40
books, over 230 articles and 18 monographs Andrew has been ranked in the
2011 Thinkers50, the listing of the worlds top 50 business thinkers.

14

Executive Leadership Course

Leading and Managing People

Franoise Chevalier
29 & 30 January 2016, 09:00-16:00, Amathus Beach Hotel, Limassol
Accelerating technological change and an increased global economy demand companies that are fast
moving and responsive. This means that people are increasingly viewed as central to developing new levels
of flexibility and creativity in response to this complex business environment. Human capital is viewed as
a key asset. But how to motivate people? How to increase performance? How to develop your company
and your people?
This seminar is aimed at improving your leadership skills, both hard and soft skills, for managing
people in the very context of your business strategy and company culture. Included are key and
socially responsible management practices in planning, organizing, and controlling for achieving
organizational goals and objectives, as well as in creating a high quality work environment for
attracting, developing, and retaining human talent.
The training approach adopted in this seminar is based on the strong involvement of the participants. This
active learning experience requires a lot of participation.
Seminars objectives
To identify the links between People Management, Culture, Strategy and Performance
To clarify the different Roles and Responsibilities in People Management between Executives, HR
Specialists and Line Managers
To have an overview of tools to develop talents (planning, recruitment and selection, performance
appraisal, training, mobility, compensation and benefits, mobility and career management) and
increase performance
To develop attitudes and behaviours to mobilize and motivate people and to enhance ones leadership style.
To share and exchange experiences and tips on leading and managing people

Day 1
Todays challenges
People management, Culture, Strategy and Value Creation
The Managers Tool Box
Developing a vision and implementing managerial practices

Day 2
Managing oneself, others and teams
The situational leadership in practice
Developing emotional and social intelligence to motivate people
For tomorrow: The ambidextrous leaders

15

Executive Leadership Course

Trainer
are hired to
Resources
give results, not reasons.

Amit Kalantri

Franoise Chevalier,
Associate Professor
HEC Paris

Professor Chevalier, Phd and HDR, is a permanent professor

at HEC Paris. Coordinator of the HRM Department and of HRM
PhD for several years, she is now a member of the Academic
Board for HEC Executive Education. She graduated from
La Sorbonne (Ms in Litterature), Institut dEtudes Politiques
Paris (Ms in Sociology), Paris XII (Ms in Management Control)
and HEC (Doctorate).
Her research interests concern Organizational Change, Human
Resources Management, Creativity and Pedagogy. She is
specialized in qualitative and longitudinal research methods.
Franoise Chevalier is a member of the research committee
at HEC and research expert for ANRT (Agence Nationale
de la Recherch et de la Technologie/Technology and
Research National Agency). She is Vice-President in charge
of Pedagogy for AGRH (Human Resource Management
Academic Association).
She was a visiting scholar at Berkeley University. She is a
regular visiting professor in China, Vietnam, Indonesia,
Tunisia, Algeria, Iran, New Caledonia and Lebanon.
Franoise Chevalier has published several books, carried
out research and organized conferences and workshops.
She has also published a variety of articles in academic and
professional journals.

16

Organiser
IN BUSINESS
usiness magazine has a monthly readership of more than 50,000. It is the only Greek language
business magazine in the Cyprus market that provides an overall approach to all segments of
the economy, ranging from retail to services, as well as reporting on new deals, presenting new
faces and, generally, all that is going on in the domestic business realm. IN Business has been a
pioneer in local business journalism, thanks to its in-depth analysis and its research backed by
never-before published facts and figures.

Coorganiser
The Cyprus Institute of Marketing (CIM)
The Cyprus Institute of Marketing (CIM) was founded in September 1978 and operates in Nicosia
and Limassol. As the first Business School in Cyprus, its main purpose has always been to fill
the gap that exists in Cyprus tertiary education by offering high-quality education to in-career
individuals. When, in 1978, CIM pioneered by offering Management and Marketing Degrees in
Cyprus, most companies had not yet recognised the importance of marketing and management
in business activity; that corporations have now acknowledged the prominence of the sciences
of marketing and of management is a testament to the immense impact CIM has had on business
activity in Cyprus. Since then, CIM has expanded into areas beyond Management and Marketing,
offering Diplomas and Degrees in Banking, Insurance, Finance, Shipping, European Studies,
Financial & Computer Studies and an MBA. Running evening-only classes, CIM combines theory
and practice. CIM has won the respect of the Cyprus business world and, with more than 5,000
alumni in Cyprus and abroad, it is the leading Business School in the country.

Coordination
IMH
IMH is the leading business knowledge and information transfer organisation in the Eastern
Mediterranean region. Its services include conferences and commercial exhibition organisation,
business media publishing and human resources consulting and training. Every year, IMH organises
over 60 conferences on a variety of business issues in Cyprus, Greece, the UK, the Czech Republic
and Russia. IMH also organises six commercial exhibitions, dozens of educational seminars
and workshops and three business awards ceremonies. The IMH Business Media department
publishes two monthly magazines: IN Business, the leading business magazine in Cyprus, is
read by thousands of executives, managers and entrepreneurs. Gold is a monthly Englishlanguage business magazine that provides a comprehensive view of the local business scene,
the economy and the market. IMH operates the INBusinessNews portal (www.inbusinessnews.
com), and the English-language GoldNews portal (www. goldnews.com.cy) and distributes the IN
Business Daily Newsletter and the GoldNews Daily Newsletter. MH has a dedicated department
that responds to Calls for Tender from the local public sector, the European Union and other
international organisations. IMH services are addressed to a specific audience: Entrepreneurs,
managers and executives working in all sectors of economic and business activity. This premium
audience of white collar decision makers participates in our conferences, exhibitions and awards
and consumes our media. Through its activities, IMH gives businesses the opportunity to grow,
network and discover new opportunities. www.imhbusiness.com

Communication Sponsor
Vestnik Kipra

VESTNIK KIPRA is the group of companies which includes one of the largest Russian-language
publishing houses in the Mediterranean. Its services include publications, educational and translation
centres, travel and event organization and management services. It also handles Idealand, the
association of the Russian-speaking residents of Cyprus Horizon and many other successful
projects. VESTNIK KIPRA newspaper is constantly changing, gradually moving to the web-space
and every year Vestnik Kipra develops new projects, activities and publications. Vestnik Kipra is
proud of its past and looks with confidence and optimism the future.

17

Management is doing things right;

leadership is
doing the right things.
Peter Drucker

For further information contact: IMH, 5 Aigaleo Str., 2057 Strovolos, P.O.Box 21185, 1503, Nicosia, Cyprus
Tel.+357 22505555 Fax. + 357 22679820, E-mail: events@imhbusiness.com, website: www.imhbusiness.com