Focuses on the "strategic" and "organizational" questions that a company must address as it globalizes its footprint. Among the questions that will be addressed are: What are the potential benefits, costs, and risks associated with going abroad? What differentiates a "global" from a "multidomestic" industry? What are the sources of competitive advantage in a global context?
Games of Strategy and Incentives
The main learning objective of this course is to develop your skill in strategic thinking in business management. The field of game theory provides a useful framework for studying decision-making in strategic (or __interactive_) situations __ i.e., in situations where your payoff depends not only on your own actions but also on the actions of other players. If Economics is one of the main languages of business management, then, Game Theory is one of the two major dialects of Economics (the other being Statistics). Indeed, it is hard to understand the major economic issues of our times without some knowledge of game theory. In this course, we first introduce the basic framework of game theory and then apply it various situations arising in business strategy and in business organization. Specifically, we consider the following issues in business strategy: price and capacity competition; strategic product differentiation; tacit collusion; market entry, strategic deterrence and accommodation; and signaling product quality via warranties. In business organization, we consider: incentives and risk-sharing in various organizational forms (partnerships, hierarchies, teams, franchises); incentives in vertically related markets and supply chains; incentives in capital structure and in corporate governance. The technical concepts covered include: equilibrium of static and dynamic games, strategic commitment and credibility, repeated games and reputation, asymmetric information (adverse selection and moral hazard), signaling and screening, and the principal-agent framework.
Increase negotiating self-confidence and improve capacity to achieve win-win solutions to organizational problems. Improve effectiveness at finding creative solutions to conflict.
Develops the advanced knowledge and skills of MBA students who plan to work with organizations as change agents. Concrete and useful strategies, tools, and interventions for diagnosing organizational change situations, analyzing problems, and designing and implementing organizational change. Draws on literature from organizational behavior, human resource management and strategic management to identify models as prescriptions of change.
Analysis of customer decision-making and how marketing strategy can be used to influence those decisions. The framework is a buyer behavior model, in which concepts from psychology, sociology, and economics are applied to individual and organizational purchase decisions. Marketing strategies of leading firms in consumer products, technology, and services (including internet services) are analyzed using a variety of case study formats. Focus is consumer behavior; however, principles can also be applied to the decision-making of business.
The process of acquiring, classifying and interpreting primary and secondary marketing data needed for intelligent, profitable marketing decisions. Evaluation of the appropriateness of alternative methodologies, such as the inductive, deductive, survey, observational, and experimental. Recent developments in the systematic recording and use of internal and external data needed for marketing decisions.
In this course, students will learn a number of market forecasting methods, each appropriate for different contexts. The majority of this course focuses on quantitative modeling techniques based on established statistical methods. We also cover non-statistical methods that are often used when empirical data is scarce. This is a very hands-on class where students will apply the forecasting methods learned to real data.
Marketing communications are a complex but critical component of marketing strategy. Topics include communication tools: advertising, sales promotions, corporation communications, one-on-one or direct marketing, public relations, internet communications, sponsorship/events marketing, and marketing communication plans: defining objectives, implementing the plan, and measuring communications effectiveness. Achieving integration in the content, look, and feel of all marketing communications is stressed.
An advanced topics course in Corporate Finance dealing with valuation. Main topics will be, building pro forma statements, cost of capital, using ratios and comparables to value projects and firms, discounted cash flow valuations, WACC and APV methods of valuation and Real Option Valuations.
An advanced course in corporate finance, focusing on the issues that firms face when they plan to raise external capital from financial markets. The focus is on the financing problems faced by mid-market to large firms and on capital raised from public markets. The forms of external finance vary from simple debt or equity to more complex securities that bundle with an element of risk management.
Applied Equity Analysis
Students will learn to analyze equity securities using the basic EIC (Economy/Industry/Company) framework used in the financial industry, paying special attention to financial statement analysis. Students also will learn the primary valuation techniques used to estimate market values for equity securities.
The course will expose you to real-life activities covering the entire seed stage deal process from recruiting, screening and conducting due diligence to negotiation and investment.
New Markets Fund
The New Markets Venture Fund course allows you to understand how to buy and sell companies, think like an owner and gain professional experience commensurate with that of an Analyst or Associate in a Venture Capital Firm. Students participating on the New Markets Venture Fund course earn four credits: 2-credits in both Fall and Spring semesters of their second year.
The Mayer Fund is a $4.0+ million student managed investment fund, run by a select group of second-year MBA students. The team is comprised of two portfolio managers and eight to ten equity analysts. Students participating on the Mayer Fund earn 3-credits in each the fall and spring semesters of their second year. The objective of this course is to provide second-year MBA students with real-world investment and portfolio management experience by making real investment decisions with real money. The Mayer Fund's goal is to achieve capital appreciation with the long-term performance goal of outpacing the appreciation of the S&P 500 on a risk-adjusted basis. The course not only serves as an opportunity to put classroom material to practice, but also as an enhanced forum for learning as each member learns the processes by which investment decisions are made in a professional asset management setting.
Operations & Supply Chain
Global Trade Logistics
Acquaints students with managerial issues in international logistics and transportation, and provides students with an understanding of issues related to import/export management and the global marketplace.
Analytical modeling for managerial decisions using a spreadsheet environment. Includes linear and nonlinear optimization models, decision making under uncertainty and simulation models.
This is intended to be the first supply chain management course for students interested in the subject. This course introduces key concepts and analytical models in supply chain management. Topics covered include location, supply chain network design, aggregate planning, inventory management, risk pooling strategies, distribution strategies, bullwhip effect, and supply chain partnership and alliances. Analytical tools, including optimization, probability and statistics, are used to analyze and solve a variety of supply chain decision problems. This course approaches supply chain management from a "how to" perspective, as opposed to a "what" perspective.
Global Business Experience
While traveling abroad with a professor, students visit companies to enhance their business acumen and apply their knowledge and skills to solve a cross-border, cross-cultural business challenge. Students choose courses based on opportunities to develop expertise in their career track of interest and based on the opportunity to network with colleagues, faculty and international company executives in their field.
Design Thinking is an iterative customer focused method of problem solving. It begins with empathizing with future customers and discovers their problems. Their problems are narrowed down to a defined observable issue and through intense brain storming sessions solutions to that problem are discovered. Quantity is the focus as we believe that idea quality has a normal distribution thus more ideas creates more truly great possible solutions. Those solutions are then narrowed down to the few best options and then a prototype is produced for each. Those are tested with future customers repeatedly. After observing and talking to customers who've used the prototypes refined versions are made and the cycle repeats with only the best of the prototypes. This testing and prototyping continues until the best possible product to solve the initial problem is designed.
International Economics for Managers
Focuses on understanding critical aspects of the global business environment that influence firm decisions and behavior. Globalization is present in market competition, capital markets, and managerial talent as evidenced by free trade areas and economic unions forming, the volatility in global financial markets, and the continued rise of transnational firms. With globalization, the challenge for firms is to acknowledge, understand and act when appropriate - to act by sourcing, lobbying, and relocating value chain activities internationally.