COURSE HANDBOOK INTERNATIONAL BUSINESS AND CAREER (RIBA

Version 2012.2

COURSE HANDBOOK

INTERNATIONAL BUSINESS AND CAREER

(RIBA-PROGRAMME)

ACADEMIC YEAR 2012-2013

IBaC Course Handbook Fall 2012 version 1.docx

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CONTENTS

1 Why International Business? ............................................................................................ 4 2 IBaC Spearheads ................................................................................................................ 5 Core Modules............................................................................................................................ 5

2.1 International Business Project ....................................................................................... 5 2.1.1 Modules: IBACPRO10D4, IBACPRO11D4, IBACPRO12D4, IBACPRO13D4. 5

International Business ............................................................................................................ 5 Export Management and Policy ............................................................................................. 6 2.2 Cross-Cultural Management and International Negotiations........................................ 6

2.2.1 Module: IBACCCM10D4 ...................................................................................... 6 2.3 Research ........................................................................................................................ 7

2.3.1 Module: IBACRES10D4........................................................................................ 7 2.4 Innovation...................................................................................................................... 7

2.4.1 Module: IBACINN10D4........................................................................................ 7 Elective Modules....................................................................................................................... 8

2.5 International Logistics and Legal Aspects .................................................................... 8 2.5.1 Module: IBACLLA10D4 ....................................................................................... 8

2.6 Building Relations: Art and Philosophy........................................................................ 8 2.6.1 Module: IBACAPH10D4.......................................................................................... 8

2.7 European Business ........................................................................................................ 8 2.7.1 Module: IBACEBS10D4........................................................................................ 8

2.8 International Law .......................................................................................................... 9 2.8.1 Module: IBACLAW10D4...................................................................................... 9

2.9 The Bottom Line ........................................................................................................... 9 2.9.1 Module: IBACTBL10D4 ....................................................................................... 9

2.10 International Field Trip ............................................................................................. 10 2.10.1 Module: IBABIFT10D4..................................................................................... 10

3 IBaC Core ......................................................................................................................... 11 4 IBaC Objectives................................................................................................................ 11

4.1 Dutch Students ............................................................................................................ 11 4.2 Employers.................................................................................................................... 11 4.3 Foreign Students.......................................................................................................... 11

5 USP of IBaC Specialisation ............................................................................................. 12 5.1 International Future ..................................................................................................... 12 5.2 Active Thinking........................................................................................................... 12 5.3 Just do it! ..................................................................................................................... 12 5.4 Very Challenging ........................................................................................................ 12

6 IBaC: The Specialisation ................................................................................................. 13 6.1 That is truly European and Multicultural .................................................................... 13 6.2 That is more than just Studying................................................................................... 13 6.3 That adds more value to your International Career..................................................... 13 6.4 That is valued and validated by the Dutch export world............................................. 13

7 IBaC Competence Matrix................................................................................................ 14 8 Study Calendar IBaC....................................................................................................... 15 Planning International Business Project.............................................................................. 16

8.1 Block 1AA: Wednesday and Thursday....................................................................... 16 8.2 Block 1AB: Wednesday and Thursday ....................................................................... 17 8.3 Block 2AA: Wednesday and Thursday....................................................................... 18


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8.4 Block 2AB: Wednesday and Thursday ....................................................................... 19 9 IBaC Book list 2012-2013 ................................................................................................ 20 Contact information............................................................................................................... 21


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1 Why International Business?

According to Philip Kotler and others, “These days, the corporate environment is changing. Companies cannot afford to ignore international markets. Countries throughout the world are becoming increasingly dependent on each other’s products and services.

Companies are aware that they must adopt an international perspective in their approach to business. International markets are important because most companies are geared to growth and must therefore quickly find opportunities abroad because the domestic market is becoming saturated.

“The more that international trade becomes liberalised, the more companies in the domestic market have to face increasingly stronger foreign competition. They must develop skills for fending off their competitors or for profiting from opportunities in foreign markets.

Companies that already offer their products in global trade have almost no other choice: they have to globalise their activities” (Kotler et al, Principles of Marketing, 2000).


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2 IBaC Spearheads

Core Modules

2.1 International Business Project

2.1.1 Modules: IBACPRO10D4, IBACPRO11D4, IBACPRO12D4, IBACPRO13D4

Free to Philip Kotler and others, “… the corporate environment is always changing. Companies cannot afford to ignore international markets. Countries throughout the world are increasingly dependent on each other’s products and services”. Companies are aware that they must adopt an international perspective in their approach to business. International markets are important because most companies are geared to growth and must therefore quickly find opportunities abroad because the domestic market is becoming saturated. The undoubted increase in world trade, an increasing integration of world’s major economics, and the onward march on globalization has enabled international business practitioners to live up to the claim of the ancient Greek philosopher Socrates, who stated: ‘I am a citizen, not of Athens of Greece, but of the world’. In a tough and intense 16 weeks project, divided in four periods, student groups will form independent consulting firms. The main purpose of these consultancies is to provide a multinational customer with :

1. Research & Analysis (IBACPRO10D4 - 4 ects) Selection of the most attractive country that matches best with the customer’s core capabilities,

2. Strategic Advice (IBACPRO11D4 - 4 etcs) Selection of the right entry strategy for the selected new market,

3. Planning (IBACPRO12D4 - 4 etcs) Provision of a concise strategic marketing plan that guides activities for implementing the strategy,

4. Project Management (IBACPRO13D4 - 3 ects) Addressing the right project activities according to the marketing plan and add a financial plan to those activities.

Introductory lectures on International Marketing and International Finance will advice and help students to the various phases of the project to be completed. Furthermore, coaches will assist various student groups. This project challenges undergraduate students in an international business environment and has definite masters level aspirations.

International Business

• Core Text: International Marketing and Export Management (Albaum e.a.) • Competences: SM, T1M, T2M, T3M, O1M, O2M, O3M, T3O and T1C • Export Management: H1, H2, H3, H4, H5, H6, H7, H9, H11 (Dutch Students Only) • Lecturers: Mr. Adrie Spruijt and Mr. Gerard van der Star • Contact Hours: 72 hrs • Test Method: Two Written Exams 90 minutes


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Export Management and Policy

• Core Text: International Marketing Strategy (Doole and Lowe, 2004) • Competences: All IBaC competences, including SS, SO and SC • International Marketing and Export Management: All Chapters • Export Management: All Chapters (Dutch Students Only) • Coaches: Mr. Godfried Bakker, Mrs. Annemieke van Dillen, Mr. Ron du

Chatinier, Ms. Leena Potila and Mr. Johan Reijenga • Contact Hours: 72 hrs • Test Method: Four Group Assignments

* Naturally, only the best can cope with this. Moreover, FENEDEX will have to approve the IBaC programme followed before proceeding to exemption.

2.2 Cross-Cultural Management and International Negotiations

2.2.1 Module: IBACCCM10D4 Tough negotiating has to take place in the supply chain, resulting in a positive win-win situation. Not only commercial calculations and financial management are the major aspects in which a business manager must excel, the right negotiation techniques are key factors for success too. However, there is more to be aware of. Internationalization and globalization require expertise with regard to intercultural aspects. One enormous market without frontiers does seem fantastic, but one tends to forget that these frontiers are there for historical and cultural reasons that cannot be eliminated so easily. Insight to cultural differences are key conditions for successful international negotiations. The sense of time and time scheduling, hierarchy, clothing, gestures, meetings and greetings…there are differences worldwide. If you fail to recognize these differences, your Belgian business partner may not answer anymore, the friendly people from Italy could become quite detached, and the Chinese ‘yes’ will suddenly turn into an ice cold ‘no’.

• Competences: O2C + O1S • International Marketing and Export Management: Ch3, Ch7 and Ch8 • International Marketing Strategy: Chapter 3 • Export Management: H1, H6 and H8 • Lecturers: Mrs. Karin Satter, Mr. Gerard van der Star and Mr. Hans van Oudheusden • Contact Hours: 45 hrs • Test Method: Two Assessments • ECTS: 3


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2.3 Research

2.3.1 Module: IBACRES10D4 Ever since the internet went public people filled it with enormous amounts of information. Nowadays we can find information about almost anything on the internet. But how reliable is this information? Is that what Google finds, the truth?

This module will give insight into (international) business research. We will discuss subjects that go from “Creating a Problem Statement” to “Research Question” and from “Research Strategy” to “Creative Assumption Generation”. Discussed will be how to find reliable and trustworthy information. This module will help to create an advice for a company based on the information found. Of course, this module will help to present information correctly.

• Competences: O1M + O2M • Lecturer: Mr. Diepenhorst • Contact Hours: 27 hrs • Test Method: Assignment • ECTS: 3

2.4 Innovation

2.4.1 Module: IBACINN10D4 Focus on Continuous Improvement is one of the main five factors explaining why High Performance Organizations (HPOs) outperform non-HPOs [Andre de Waal, Management Online Review, 2008]. And not surprisingly, Kaplan and Norton include the innovation dimension in their Business Balanced Scorecard as a fundamental condition for achieving sustained customer satisfaction and profits. Innovation is probably one of the oldest processes ever started. And it will never stop. Why? Because the environment in which organizations do business is continuously changing. In many ways, and at a constantly increasing pace! Therefore, the innovation of processes, products and services is crucial to the survival of organizations. Some 80 percent of the products we are expected to buy in about 10 years are not available yet… The classes on innovation will teach you how to stimulate, manage and implement innovation processes. It is about how to generate ideas and how to develop them into successful business propositions. The classes cover the innovation concept and the reason why organizations should innovate at all. Subsequently, the management of innovation and innovation strategies will be dealt with. Furthermore, students learn how organizations can increase their innovation capacity (culture). Finally, metrics concerning the innovation process will be discussed.

• Competences: SM+SO • Lecturer: Mr. Van der Star • Contact Hours: 27 hrs • Test Method: Assignment • ECTS: 3


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Elective Modules

2.5 International Logistics and Legal Aspects

2.5.1 Module: IBACLLA10D4 In the current corporate environment, typified by hyper-competition, distribution and logistics are becoming an increasingly more important field for companies wishing to achieve competitive edge. For this reason, Distribution Management is an increasingly important instrument in the hands of an International Marketing Manager. In addition to this, in view of the amount of investment, it is important to make distribution choices that are legally sound.

• Core Text: European Distribution and Supply Chain Logistics (Van Goor e.a.) A Basic Guide to International Business Law (Keizer e.a.)

• Competences: SM, T1O and T2O • International Marketing and Export Management: Ch4, Ch6, Ch7, Ch8 and Ch13. • International Marketing Strategy: Chapter 10 • Export Management: H6, H10, H11, H12 and H13 (Dutch) • Lecturers: Mr. Rene Broos • Contact Hours: 36 hrs • Test Method: One assignment • ECTS: 2

2.6 Building Relations: Art and Philosophy

2.6.1 Module: IBACAPH10D4 In a Business-to-Business context, a lot has to be communicated. Although maximising profits will be central in a lot of discussions, in many cases a good relationship will have to be built up. Other cultures in particular, expect their business relations to know at least something about their country and have a broad general knowledge. The subjects of art and philosophy enable the student to carry out these discussions in practice.

• Core Texts: Story of Art (Gombrich) and Does the Center Hold (Donald Palmer) • Competences: T1S and O1C • Lecturers: Mrs. Langebeek and Mrs. Karin Satter • Contact Hours: 32 hrs • Test Method: An essay, presentation, and discussion. Attendence is compulsory. • ECTS: 2

2.7 European Business

2.7.1 Module: IBACEBS10D4 The creation of the European Union has meant that Dutch business is faced with new challenges. A lot of what will happen in Europe in the future is unclear and yet it is essential for the student following IBaC Specialisation to be well informed about the latest developments in Europe. Political and cultural consequences are dealt with in particular.


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• Core Text: • Competences: SM, O1M, O2M and O3M • International Marketing and Export Management: Ch1, Ch2, Ch3 , and Ch5 • International Marketing Strategy: Ch1, Ch2, Ch3 and Ch4 • Export Management: H1, H2, H6, H11, H12 and H13 • Lecturers: Mr. Godfried Bakker • Contact Hours: 32 hrs • Test Method: exam • ECTS: 2

2.8 International Law

2.8.1 Module: IBACLAW10D4 The creation of the European Union has meant that Dutch business is faced with new challenges. A lot of what will happen in Europe in the future is unclear and yet it is essential for the student following IBaC Specialisation to be well informed about the latest developments in Europe. Legal consequences are dealt with in particular. In this particular elective you will focus on a specific company and will apply business law in this global marketplace.

• Core Text: Business Law in the Global Marketplace (P. Nayler) • Competences: SM, O1M, O2M and O3M • International Marketing and Export Management: Ch1, Ch2, Ch3 , and Ch5 • International Marketing Strategy: Ch1, Ch2, Ch3 and Ch4 • Export Management: H1, H2, H6, H11, H12 and H13 • Lecturers: Mr. Randhawa • Contact Hours: 32 hrs • Test Method: Assignments • ECTS: 2

2.9 The Bottom Line

2.9.1 Module: IBACTBL10D4

Often you will need to write and present a company analysis. This may be an individual or a group report. Whatever the situation, there are certain guidelines to follow in writing and presenting a company analysis. Insight into the business model is crucial and essential for every International Business Manager. Therefore, this course will provide you with a framework, working methods and processes as to how to analyse, present and write a company study (Cengage Learning Website: http://college.cengage.com , 2010).

• Lecturer: Mr. Van der Gevel • Contact Hours: 18 hrs • Test Method: Assignments • ECTS: 2


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2.10 International Field Trip

2.10.1 Module: IBABIFT10D4 The field trip will bring students to one of the main trading partners of the Netherlands, either Germany or England. Students will visit several international companies and will get - if possible - guest lectures at one of the partner universities of the Schools of Financial and Commercial Management. Furthermore, there will be visits to cultural highlights. Team building is also an essential element of the trip. During the field trip students can develop and improve their intercultural and international business skills.

• Lecturer: Mr. Hans van Oudheusden • Contact Hours: 40 hrs • Test Method: Assignments • ECTS: 2


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3 IBaC Core

A student who has taken the IBaC Specialisation course should then be able to do the following in practice:

• Use International Relationship Management, • in a European, International Multicultural Context, • by developing International Business Plans, • to meet the Needs and Wants of the International Customer and Partner, • thereby achieving Profitable International Win-Win Situations, • that are Logistically feasible and Legally and Financially sound, • and can be implemented Operationally.

4 IBaC Objectives

4.1 Dutch Students

• To produce students with a thorough practical knowledge of Exporting • To produce students who can apply the marketing philosophy in an international

environment • To produce students that can function in a multicultural and a European business

environment • To provide students with a springboard to an international business career

4.2 Employers

• Have qualified export middle-management personnel • Personnel that can react flexibly to multicultural business problems • That can translate these problems into profitable solutions

4.3 Foreign Students • As for Dutch Students, to produce students with a thorough practical knowledge of

Exporting • To produce students who can apply the marketing philosophy in an international

environment • To produce students that can function in a multicultural environment • To provide students with a springboard to an international business career • To provide a Specialisation curriculum that fits the curriculum of the institute (in the

country of origin) where they are studying


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5 USP of IBaC Specialisation

5.1 International Future

• The composition of the student groups is multicultural with English as the common language.

• Because of this, IBaC provides possibilities for future European networking and thus a better chance of a Euro marketing job.

5.2 Active Thinking

• Via projects and assignments, you will be obliged to find strategic, creative solutions for real, practical (Rotterdam-based) international business and marketing problems.

• The solution-focus of this training provides a head start compared with fellow students when looking for a job.

5.3 Just do it!

• Via role-plays and training, you acquire the skills to actually carry out international business (negotiations) on your own.

• The Rotterdam mentality is action and not words! Only when you actually do the work do you start to understand what happens in International and European business.

5.4 Very Challenging

• IBaC is like a very high mountain: only when you reach the top do you see how beautiful it is…

• Climbing a high mountain requires a lot of effort and training. However, once you have reached the objective, it gives you a wonderfully satisfying feeling.


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6 IBaC: The Specialisation

6.1 That is truly European and Multicultural

• Through your contacts with other students, you learn to experience what culture means

• So you then have a better awareness of how you can judge the needs of foreign consumers

6.2 That is more than just Studying

• It’s the experience you acquire in projects and role-plays that teaches you what European business and marketing means

• This experience helps you to a quick start to your International career: this is good for yourself but also valuable for the company where you want to start your career in the future.

6.3 That adds more value to your International Career

• In International business in particular, the importance of a well-maintained network cannot be over-emphasised. By taking the IBaC Specialisation course, you’ll be able to work on this straight away.

• Contacts via the foreign students or contacts that you make yourself abroad are a valuable start to this future network.

6.4 That is valued and validated by the Dutch export world

• Graduating by writing an export policy plan after the IBaC Specialisation course means an extra Diploma: the FENEDEX board awards this diploma, thereby indicating that the performance achieved by the student will be valued by the Dutch export world.

• This validation by FENEDEX keeps the organisation on its toes and up to date when it comes to following the latest developments in the field of International and European exporting.


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7 IBaC Competence Matrix

Competence Matrix

Specialisation International Business and Career

M-Marketing S-Sales O-Organisation C-Communication

SM SS SO SC

S-Strategic develop export policy or export strategy

T1M T1S T1O T1C

derive international marketing plan

apply customer/partner

relationship management

translate international marketing plan to

export organisation plan

translate international marketing plan to

international communication plan

T2M T2S T2O T2C

draw up international marketing plan

translate international marketing plan to distribution plan

T3M T3S T3O T3C

T-Tactical

decide on international market

activities

draw up international business plan or export policy plan

O1M O1S O1O O1C

conduct international market survey

apply international negotiating strategy

build and maintain customer and partner

relationships

O2M O2S O2O O2C

evaluate international market survey apply cross-cultural

communication

O3M O3S O3O O3C

O-Operational

identify and evaluate market opportunities


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8 Study Calendar IBaC Calendar IBAC Fall 2012 Period 1

week 1 03 Sep - 04 Sep intro / project week 2 10 Sep - 14 Sep project / lectures week 3 17 Sep - 21 Sep project / lectures week 4 24 sep - 28 Sep project / lectures week 5 1 Oct - 5 Oct project / lectures week 6 8 Oct - 12 Oct project / lectures week 7 15 Oct - 19 Oct project / lectures Holiday 22 Oct - 26 Oct week 8 29 Oct - 2 Nov project / lectures week 9 5 Nov - 9 Nov exams Period 2 week 1 12 Nov - 16 Nov project / lectures week 2 19 Nov - 23 Nov project / lectures Field Trip 26 Nov -30 Nov

week 3 3 Dec - 7 Dec project / lectures week 4 10 Dec - 14 Dec project / lectures week 5 17 Dec - 21 Dec project / lectures Holiday 24 Dec - 29 Dec Holiday 31 Dec - 4 Jan week 6 7 Jan - 11 Jan project / lectures week 7 14 Jan - 18 Jan project / lectures week 8 21 Jan - 25 Jan exams

week 9 28 Jan - 31 jan outro / events / resits

Farewell dinner


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Planning International Business Project

8.1 Block 1AA: Thursday and Friday

Block 1AA: Situation Analysis & Int. Mkt. Research - THEORY

Date Internal External

Value Proposition and Business Models

An introduction to international marketing (D1)

Capabilities & Competences International marketing research (D4)

Financial Status Performance & Benchmarking

Social and Cultural considerations (D3)

08.00-12.00 hrs: Presentation & Discussion (12,5%) plus end of the week: “Which Markets are Most Attractive and Compatible” –

2500 words Report (37,5%)

1. Executive Summary 2. Problem Description and Analysis 3. Methodology and Research Questions 4. Results:

- Attractiveness Sheet - Compatibility Sheet

5. Analysis: - Matrix - Conclusions

6. Recommended EU and non EU Market and Consequences 7. Literature and Sources

SA&IMR-PROJECT 1A -

Date Internal (Slide 5,6) External (Slide 7,8)

Research Internal Environment using Slide 5 & 6

Develop an Int. Mkt Research Plan (p104 - 124) in order to identify opportunities per country – using

Slide 7 & 8)

Research and Develop Company’s

Compatibility for selected countries (p106)

Research and Develop criteria for Country Attractiveness for each

Country (p106)

Create a business portfolio matrix using country and company analysis results (p111) and select one EU and one non EU country


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8.2 Block 1AB: Thursday and Friday

Block 1AB: Market Analysis & Entry Strategy - THEORY

Date Finance Strategic Marketing

Sales Forecasting International Niche etc (D5) & Global Strategies (D6)

Cost Analysis various Strategies Market Entry Strategies (D7)

Budgeting Int. Product & Service Mngt (D8)

08.00-12.00 hrs: Semi- Final Presentation & Discussion (12,5%) plus end of the week: “Which Entry Strategy is Most Suitable” - Report

2500 words (37,5%) 1. Executive Summary 2. Problem Description and Analysis 3. Methodology and Research Questions 4. Results:

- Entry Strategies – Options – Long Term and Short Term - Key Issues – Decision and Selection Criteria

5. Analysis: - Decision Matrix - Conclusions

6. Recommended Entry Strategy for Selected Market 7. Literature and Sources

MA&ES-PROJECT 1B

Week Decision Criteria & Consequences Strategic Options

Use elements from the 12C framework (p118) and prepare a market profile analysis (p118), (see also Slide 7 and 8) for the selected

market and Develop four possible Entry Strategies best for the Short and Long Term (p232, 233)

Using Key Issues and Critical Success Factors develop a series of Decision Criteria that help to select the best Entry Strategy

Create a Entry Strategy Decision Matrix showing the recommended entry strategy on Long and Short Term for chosen market


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8.3 Block 2AA: Thursday and Friday

Block 2AA: MA - Marketing Approach - THEORY

Date Finance and Organisation Marketing Planning

Change Management 21 Sheets and /or Int.

Communications (D9) & Mngt Distr & Logistics (D10)

Cash Flow and P&L 21 Sheets and/ or Pricing for International markets (D11)

NPV & IRR 21 Sheets and / or Int. Mkt & Implementation (D12)

08.00-23.59hrs: Presentation per Email (25%) Product: 21 Power Point Slides Int. Mkt Plan (75%)

MA-PROJECT 2A

Week Finance: Marketing (Use Doole!):

Discuss all unclear items and parts of the Structure of a Marketing Plan

Brainwrite about the Big Idea Research in previous reports and Fill in Sheet 2-8

Determine the most important slides

Fill them in Discuss with Coach Slide 10 & 11

Finish all 21 slides and present to Coach


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8.4 Block 2AB: Thursday and Friday

Block 2AB: PLAN&C - Planning & Control - THEORY

Date Finance Marketing

Hedging Currency Risks Project planning (Roel Grit)

Documents & Payment Project planning and Int. Marketing Planning

No Lecture: Prepare for MsProject Plan and Financial Paragraph

11.00 o’clock: Closing & Evaluation

Product: MsProject Plan (50%) and Final Financial Paragraph (50%)

PLAN&C-PROJECT 2B

Date Finance Marketing (Use MsProject):

Financial Paragraph Draft

Prepare an outline of the project plan – Use MindMeister &

MsProject- Brainstorm about the details to be filled in

Final Financial Paragraph Finalisation of details to be filled in, Prepare MsProject Gant Chart

Prepare for MsProject Plan and Financial Paragraph


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9 IBaC Book list 2012-2013

Code Title ISBN Remarks

Thursday and Friday Program

IBACPRO10D3

IBACPRO11D3

IBACPRO12D4

IBACPRO13D4

Export Management

5e druk 978 9020732900 Dutch Students

Only

IBACPRO10D3

IBACPRO11D3

IBACPRO12D4

IBACPRO13D4

Int. Mkt. Strategy: Analysis, Development and Implementation

5th Edition 978 1844807635 Obligatory

IBACPRO10D3

IBACPRO11D3

IBACPRO12D4

IBACPRO13D4

International Marketing and Export Management

6th Edition 978 0273713876 Recommended

IBACPRO10D3

IBACPRO11D3

IBACPRO12D4

IBACPRO13D4

Project Management

2nd Edition 9789001605063 Recommended

Monday and Tuesday Program

IBACLLA10D3 Business Law in the Global Marketplace 978 0750660058 Obligatory

IBACLLA10D3 European Distribution and Supply Chain Logistics 978 9020732535 Obligatory

IBACLAW10D4 A basic guide to international

business law

1st ed. 978 9001701000 Obligatory

IBACAPH10D4 Does the center hold? 9780073535715 Obligatory

IBACAPH10D4 Story of Art 978 0714832470 Obligatory

Field Trip Brussels 25 euro Obligatory

In & Outro week Outro event 40 euro Obligatory

(Literature can be purchased in Rotterdam. Also some former students might offer their books)


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Contact information Faculty Mr. Godfried Bakker [email protected] +31 (0) 10 794 6052 K.N1.116 Kralingse Zoom Mr. Ron du Chatinier r.j.du.chatinier@hro. +31 (0) 10 794 6205 K.O3.426 Kralingse Zoom Mrs. Renske Langebeek [email protected] +31 (0) 10 794 6254 K.W2.103 Kralingse Zoom Mrs. Karin Satter [email protected] +31 (0) 10 794 6424 K.N3.314 Kralingse Zoom Mr. Adrie Spruijt [email protected] +31 (0) 10 794 6424 Kamer: K.N3.314 Kralingse Zoom Mr. Gerard van der Star [email protected] K.N3.115 Kralingse Zoom

Co-‐ordinators Mr. Johan Reijenga [email protected] +31 (0) 10 794 6025 (T) +31 (0) 6 31 950 726 (M) K.N3.117 Kralingse Zoom Mr. Hans van Oudheusden [email protected] +31 (0) 10 794 6313 K.O3.423 Kralingse Zoom Mrs. Leena Potila [email protected] +31 (0) 10 794 6494 K.N3.318 Kralingse Zoom

International Office Mrs. Els Jacobs [email protected] +31 (0) 10 794 6295 K.O2.224 Kralingse Zoom

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