| source Cornell University (X) |
level |
department |
Focuses on understanding and applying the basic consulting process by covering the elements of a consulting engagement, including selling the engagement, scoping the project, contracting with the client, forming the consulting team, creating consultant/client work teams, defining deliverables, developing a work plan, conducting analysis, creating a communication and change plan, managing the project, overcoming resistance and barriers, developing recommendations, presenting the deliverables/implementation plan, and developing potential follow-on work. The course is organized around a real client engagement, examining the consulting process from the perspective of the case. Several guest speakers from the consulting engagement add both client and consulting perspectives. The course is intended for students with no or limited consulting experience who have an interest in exploring consulting as a career or who want to sharpen their analytical and organizational change skills.
Score: 4.7715745 Details | Listing | Web page
Focuses on the process of effective strategy formulation from the perspective of the general manager of a business unit. Discusses corporate strategy and its interaction with business unit strategies; tools for industry and company analysis; and situational analysis. Complements the core strategy course, with emphasis on understanding and practicing frameworks that are useful in case-based interviews. Draws heavily on the instructor’s experience developing strategy for numerous businesses at Corning Incorporated. Guest speakers from industry and strategy consulting firms and from industry present their approaches to strategy and discuss the analytical tools they find most effective in working on business strategy. Students gain experience, via assigned cases, in analyzing business problems/opportunities, using the strategic process to formulate effective business strategies, and in presenting their recommendations in written and oral form. A major case write-up and presentation in a mock board environment at the end of the course gives each student an opportunity to play the role of a strategy consultant working on a real case.
Score: 4.7715745 Details | Listing | Web page
Initially, students explore the role of government in several private-market industrialized nations—Japan, France, Germany, the United Kingdom, and Italy—for lessons the United States might learn and use. Students investigate the impact in each of those countries of government policies on the global competitiveness of the country’s firms. Special emphasis is given to differential policies appropriate to each of a range of industries, from the mature to the high tech (including computers, telecommunications, and electronics), and to stages of development in each economy. Possible lessons are then tested for less developed countries that might include Venezuela and Malaysia and newly emergent countries such as Singapore. Classes are run in a discussion format.
Score: 4.7715745 Details | Listing | Web page
This half-semester course will focus on analyzing multidisciplinary business cases from a CEO perspective. The course will develop students’ analytical and strategic thinking and their presentation skills for effective communication as executive managers or consultants to executive managers. Students will be expected to answer case questions and present solutions in class.
Score: 4.7715745 Details | Listing | Web page
Score: 4.7715745 Details | Listing | Web page
Focuses on the development of competitive strategies in the global environment—including the identification of internationally relevant strengths and weaknesses, the movement and use of resources to gain competitive advantage, and strategies to confront competitors, both domestic and multinational.
Score: 4.7715745 Details | Listing | Web page
NBA 5850 is an entirely case-base class that builds on the core valuation class. Students will apply the principles of corporate valuation (DCF, APV, and multiples) to several real-life companies in different industries. We will address how to adjust “normal” valuation method—what to do when the standard approach gives strange results. The goal is to prepare students for “real life” valuations of complex, multibusiness-unit companies. Teams of four students will prepare a case for each class. We will spend about one-third of each class on the prepared case, one-third on key technical issues, and one-third on an introduction to the next industry.
Score: 4.7715745 Details | Listing | Web page
Addresses the principal business and legal issues in cross-border mergers and acquisitions, including forms and techniques of combining two businesses, negotiation, pricing and other economic terms, due diligence, issuance of securities, antitrust, duties of managers, and the resolution of employee and other social issues. The graded work is a written proposal for an M&A transaction between two existing companies in different countries prepared by small teams. Proposals are based on publicly available financial, business, legal, and other documents and data and any other information obtained. The goal of the written work is to simulate the process in which business people, investment bankers, and lawyers work together to structure transactions across national borders. The reading covers the basic business and legal issues most frequently encountered in international mergers and acquisitions. Class discussion occasionally refers to the reading but generally covers other issues.
Score: 4.7715745 Details | Listing | Web page
This course is based on the proposition that leading well requires thinking well—that is, in order to succeed in any business leadership role, you must learn, exhibit, and model critical thinking skills to organizational stakeholders: your colleagues, supervisors/senior executives, and clients/customers. We spend the first few class sessions looking at a series of brief articles that attempt to advance arguments in favor of a particular business proposition, and we learn how to examine these arguments critically, including by evaluating the strength and limitations of the evidence presented and by identifying and articulating the best counter-arguments to the positions offered. We then spend the remainder of the course applying these critical thinking skills to a set of business cases, using a Strategic Thinking Problem-Solving framework. By the end of the course, the goal is for you to be able to approach business problems in a systematic and critically thoughtful way, and to produce and communicate a problem solution that is well-reasoned, well-received by ultimate decision makers, and likely to be implemented with success by the group/organization that you are leading.
Score: 4.7715745 Details | Listing | Web page
International management is a survey of international business from a cultural and managerial perspective. The course uses culture as a foundation to examine a variety of considerations related to business in an international context. The first part of the course briefly examines the context and environment of cross-cultural management. We will look at globalization, why firms get involved in international business, and how they analyze their investment environment and opportunities. The second part of the course concerns analyzing international business, including macro issues such as organizational structure, control, and culture, and micro concerns such as motivation, leadership, negotiation, teams, decision making, and human resource management.
Score: 4.7715745 Details | Listing | Web page
This course focuses on the opportunities and market potential, as well as the risk factors in emerging economies. It offers an in-depth comparative perspective on business development and strategy across the most important regions with emerging markets in the world—Eastern Europe, Asia, and Latin America, with a special emphasis on the BRIC countries (Brazil, Russia, India, and China). The course looks at the emerging economies from four major perspectives: market potential; trading opportunities; sourcing; and global competition. It examines in greater detail foreign investment trends, entry strategies and investment decisions, determinants of enterprise behavior, modes of establishing and managing relationships, impact of local cultures, and strategic responses to potential risks and opportunities in emerging markets.
Score: 4.7715745 Details | Listing | Web page
Combines classroom sessions and international experience with an increased awareness of business environments outside the United States. On trips, students visit local businesses, subsidiaries of foreign multinationals, government officials, local business school students, and others. Students also must attend two pre-trip meetings during spring semester (2-1/2 hours each). Those meetings are used to present information on international business conditions, industrial structures, management styles, and also to develop cross-cultural skills. A final paper, integrating the material learned in the classroom with their experiences, is required.
Score: 4.7715745 Details | Listing | Web page
Entrepreneurial start-ups and their financing across the globe (outside of the United States) are the focus of the course. Sessions will examine the constraints to entrepreneurs and the ways in which they obtain financing with a particular focus on venture capital and emerging markets. The course will use cases of successful entrepreneurs under the most difficult circumstances and will address entrepreneurship in a serious downturn and networking across borders. In addition to common issues related to starting a business and investing in it, the class will address issues not normally on the radar screen of U.S. entrepreneurs and venture capitalists. The course will draw on the experience of investors and entrepreneurs, cases prepared especially for this course, as well as findings reported in the research literature. This course is meant to be in part a practical guide to students who wish to be entrepreneurs outside the United States or to create cross border businesses. It may be of interest to people working in entrepreneurial environments in other organizations or students who want to get involved in various forms of financing entrepreneurial ventures. Students may use the course to explore development of a business concept or plan outside (at least in part) the United States. There will be a particular concentration on Asia, the role of government in stimulating entrepreneurship and venture capital and the nitty-gritty issues of valuing young and private firms sharing profits, raising resources, and organizing and managing human resources.
Score: 4.7715745 Details | Listing | Web page
This course takes a managerial perspective to introduce students to those differences, whether working in Asia or managing operations and personnel in Asia. The course will cover major issues in strategy, organizational behavior, and human resource management in the Asian context. The strategy part of the course will look at issues including particular Asian forms of organization and larger strategic issues such as the role of government, corruption, intellectual property, and the Asian Diaspora. The organizational behavior part of the class will look at issues such as national culture, communication, leadership, motivation, decision making, and group dynamics in an Asian context. The human resource part of the course will examine recruiting, developing, and retaining your local personnel, managing expatriates in Asia, and localization of Asian businesses.
Score: 4.7715745 Details | Listing | Web page
Familiarizes students with the analysis of the causes, nature, and consequences of financial crises, and equips them with tools of analyses to better understand the economics of financial instability and alternative strategies for dealing with them. The first part of the course concentrates on financial instability/crisis by way of explaining the empirical episodes of the crisis in various emerging market countries, and elucidating the relevant theoretical concepts in each of the cases. The second part is devoted to discussions of post-crisis episodes, emphasizing the different paths of recovery and major policy responses to the crisis. The latter includes financial and monetary policies and the unsettled relationship between interest rates and exchange rates.
Score: 4.7715745 Details | Listing | Web page
Traditional finance theories assume that financial market participants are rational, and argue that the financial market is always efficient. Behavioral finance, on the other hand, argues that some financial market phenomena can plausibly be understood only under the assumption that some market participants are not fully rational. This course gives an introduction to behavioral finance. Introduced to the conceptual framework of behavioral finance, and then apply the framework to study a wide range of issues in asset pricing, investment, and corporate finance. Topics covered in the course include investor psychology and behavior, limits of arbitrage, aggregate market timing, anomalies in stock portfolio returns (including value, momentum, size, and many other effects), professional money management, corporate issuance, mergers and acquisitions, investment banking, and earnings management. As a summary of the course, we will apply the conceptual framework of behavioral finance to understanding China’s financial market.
Score: 4.7715745 Details | Listing | Web page
Explores the impact of the process of European integration on business organization and strategy. The foundations, institutions, and common policies of the European Union are discussed first. The course further examines how the establishment of the Economic and Monetary Union and the 2004 enlargement to the east are shaping the strategies of multinational corporations with operations in Europe. To understand better the pressures for change in a “deepening” and “widening” European Union in their complexity and entirety, students become personally involved in problem solving through issue and case discussions, such as determinants and policy of entrepreneurship in a European–U.S. comparison; corporate networks in a European–U.S. comparison; trade policy and the European Union’s trade disputes with the United States; competition policy and Microsoft’s antitrust battles in European courts; environmental policies and corporate sustainability issues in Europe; the common agricultural policy of the European Union and the impact of global trade talks on European farm subsidies; work conditions in Europe and the Wal-Mart experience with doing retail business in Europe; and a variety of other mini-cases.
Score: 4.7715745 Details | Listing | Web page
Beyond the hype surrounding the rise and fall of the dot-com era, information technology has had a wide-ranging impact on business activities. For instance, search costs and transaction costs have plummeted, while concurrently new ways of pricing and of organizing commercial transactions have emerged. Such changes are affecting how firms are managed as well as how they interact with their customers, employees, and business partners. This course explores how firms can use information technology to create business value and looks at strategies that can help ensure they capture part of that value. Examines small and large companies in a variety of industries, including financial services, travel, retail, software, and manufacturing. Prior knowledge of information technology is not presumed; relevant technologies are covered in class or in assigned readings. The course format is a combination of lectures and cases.
Score: 4.7715745 Details | Listing | Web page
Electronic commerce, the use of information technology in conducting economic transactions and managing businesses over computer networks, has captured public attention because of its wide-ranging implications for businesses, markets, public institutions, and the general public. Electronic commerce involves a wide variety of cooperating technologies (e.g., communications, networks, databases, expert systems, and multimedia) and affects a wide variety of managerial issues. It created a new emphasis on information technologies and systems in management; led to the development of new technologies and new combinations of existing technologies to support management; and occasionally radically altered business practices and the role of management. Students in this course learn to conduct economic transactions and manage businesses on the Internet. All major technical and managerial issues are covered through computer exercises on the Internet and case studies and examples of businesses on the Internet.
Score: 4.7715745 Details | Listing | Web page
Students explore in-depth projects based on a particular fundamental technology. Students are expected to investigate the science and technology and the strategic value of the technology via cross-disciplinary student teams; student teams will explore potential applications for fundamental advances and determine intellectual property related to the technology and applications. Students map progress with presentations, and are expected to create an end-of-term document enveloping technology, intellectual property, applications, and potential commercialization.
Score: 4.7715745 Details | Listing | Web page
Explores the connections between “global sustainability” and business strategy—the unlimited business opportunities in solving the world’s most difficult problems. Through a combination of cases, readings, lectures, videos, and simulations, class sessions will engage students in discussions aimed at developing strategy models and applying new strategy tools that incorporate principles of environmental management and social performance.
Score: 4.7715745 Details | Listing | Web page
This course focuses on the financial-economic analysis of corporate investment decisions. One of the most important decisions a firm makes is how to best allocate its capital resources. Both financial and nonfinancial managers alike need to be able to analyze and communicate the value impact of proposed capital expenditures and strategic decisions. Using both financial theory and case examples, we will explore such topics as discounted cash flow analysis, alternative decision criteria, mutually exclusive investments, lease vs. buy decisions, monte-carlo simulation and real options. This course is especially useful to anyone preparing for a career role with input to business investment decisions, including marketing, operational and corporate financial managers.
Score: 4.7715745 Details | Listing | Web page
NBA 6080 will introduce JGSM students to the scientific and business principles underlying the modern pharmaceutical and biotechnology industries. The course will examine organizational models in this corporate sector and help students more effectively perform financial and business evaluations of current and emerging technologies. The course will be organized into therapeutic modules, with guest speakers presenting unique perspectives on therapeutic developments in these areas. Each student will participate in a team project whose goal is to identify a therapeutic product or licensing/acquisition opportunity that would be of interest to a specific major pharma company. Course grades will be based upon the consistency and persuasiveness of both business and technical arguments.
Score: 4.7715745 Details | Listing | Web page
This course will introduce students to some of the current trends in modern biotechnology, information technology, and nanotechnology, and consider cross-cutting issues such as new technology adoption, business models for new technologies, and bridging the gap between scientific invention and business innovation. This course will be a “capstone” course that spends two weeks on bio/tech/pharma, two weeks on materials/nanotech, and two weeks on info tech. Scientific and technological discoveries will continue to drive advances in a broad range of industries. The wide array of technologies in the biological sciences, information technology, and advanced materials present numerous challenges to managers attempting to map future growth in industries that are driven technological advances.
Score: 4.7715745 Details | Listing | Web page
The idea of Creative Design for Affordability is to use product design to help students become more aware of their own creativity and to give them the background necessary to lead or facilitate creative teams in their future careers as managers. Most important, students will be required to actively participate in their teams’ creative processes and engage in designing, building, and iterating working prototypes of simple products. Another objective of the course is to give students the tools to understand the product design process as it typically occurs within some of today’s organizations. Students will become well versed in real case studies from companies like Kodak and IDEO, and they will come to understand the basics of how to design products that at once appeal to the target customer, meet the customer’s needs, and meet the highest quality specifications, while achieving a level of sustainability through the use of reusable or eco-friendly materials. While achieving all of these goals, students must—above all—design products that are affordable to the consumer.
Score: 4.7715745 Details | Listing | Web page
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