Methods and techniques commonly used to analyze financial statements of US and multinational companies: business strategy analysis, transaction analysis, assessment of earnings quality, financial ratio and cash flow analysis, credit analysis and bankruptcy prediction, forecasting accounting numbers and pro forma statements, and valuation using discounted cash flows, residual income, and market multiples.

Advanced topics and tools for analysis of decision problems, focusing on modeling the real-world complications.  We address the issues of: too many alternatives (leading us to resource pricing, linear programming using optimization techniques);  aversion to risk (utility); multiple, conflicting objectives (multi-attribute decision making and value-focused thinking); and too many, complex outcomes (Monte Carlo simulation). The primary course objective is to improve managerial effectiveness through clearer thinking about complex decision issues, and through the application of powerful analytical tools to a wide variety of common management problems.

Advanced topics and tools for analysis of decision problems, focusing on the complication of multiple decision makers. The course starts with the fundamentals of game theory and develops conceptual frameworks and analytical tools for strategic thinking and action. Applications include models of competition and cooperation, strategic moves, negotiation, auctions & bidding, fair division, coalitions, voting and group decisions, and large systems of decision makers.

The course reviews how to configure an appropriate and effective operating system: one that aligns with, supports, and delivers the chosen value proposition. We also examine the complexities associated with global operating systems, including the hidden costs of outsourcing and offshoring. An important goal of this course is to frame key strategic operations issues and to provide tools to resolve them.

This course expands on the basic statistical tools of ISOM 350 in two major ways: [1] New methods of Modeling/Analyzing data and [2] Development of automated structures to support decisions tied to data. This course is a very "hands on" working-with-data, either data sets provided or those you are specifically interested in.

This course will help you make better business decisions by giving you the tools to analyze marketplace data and to understand how data analysis tools can be used to guide and inform corporate direction. While the course provides insight into how to actually conduct research, its focus is on providing the needed background for future managers who will be the ultimate users of the data, and who will determine the scope and direction of research conducted.

Students will conduct analysis using Microsoft Excel to support marketing decisions. Topics addressed include segmentation and targeting, pricing, customer retention, marketing ROI, and demand forecasting. Students receive hands-on faculty guidance in creating marketing models, analyzing data, and extracting insights. A focus of the course will be on the development of decision support tools.

In this course we will consider the topics of marketing strategy and customer relationship management.  Classic Marketing Strategy emphasizes the selection of customer segments and the determination of the appropriate positioning of the product or brand.  Customer Relationship Management has grown in popularity over the past decade as firms have gained the ability to implement marketing strategies at the level of micro segments or individual customers.  In addition, in this course we will emphasize how firms can develop and use information to support brand and customer strategies.

This course will address the forces that drive organizations to change; examines impediments to organizational change as well as those strategies for making organizational change more effective. The emphasis will be on planning, managing, evaluating, and surviving organizational change, with application to emerging business issues, including: knowledge management, "learning organizations," network management and organizational implications of new technologies and the internet.

Multinational Firms examines strategy and organization of business in the global economy. The course considers international competitive forces and national/regional contexts as determinants of strategic challenges and options for managers. We employ a cross-functional approach, drawing from strategic management, microeconomics, political science, and regional studies.

In the last few decades, the business world has been engulfed in what Shumpeter aptly called the "gales of creative destruction." Rates of new product development - where innovation has historically resided - have accelerated and changed with the advent of new approaches like Open Innovation. And Open Innovation itself has been enabled by new technology platforms. But technology has played an even more disruptive role in undergirding the development of radical new business models that are reshaping entire industries, such as Uber in Automotive and AirBnB in hospitality.
Incumbent companies are right to wonder what they can do to prevent their becoming "Amazoned." In this course, we will learn and apply a comprehensive framework that large corporations can use to effectively manage innovation. This framework can be critical to companies' resilience and continued success within a rapidly changing and often threatening market environment of profound technological and business model innovation.

This course focuses on building corporate advantage -- the problem of how multi-business firms can create value. Accordingly, we first explore sources of complementarities or synergy among businesses and how to manage them. We then examine how firms acquire new capabilities with a special emphasis on M&A, alliances, and internal development. Finally, we examine strategy analysis and formulation in uncertain and turbulent environments. This course may be useful for those who seek careers in consulting, general management, and investment banking where multi-business firms play an especially critical role.

A key source of value is through the use of strategic partnering agreements, innovative distribution design, and understanding how customers want to buy. This course is about how to leverage value through the firm's distributor, supplier, and retailer networks to make products and services available at the right place and time. Topics include but are not limited to the following: how to manage multiple online and offline channels, how to structure and manage business partnerships for maximum returns, how to select and incentivize partners and how to design and redesign routes to market. We will also discuss conflict management, channels in emerging economies, and other generalizable frameworks applicable to a wide variety of B2B issues.  Ideal for individuals targeting opportunities in consulting and strategy, organizational customer sales and procurement, marketing management, entrepreneurship and business development.