Johnson School Spring 2013 Courses (All information subject to change.)

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MUST ADD/DROP WITHIN FIRST TWO WEEKS OF CLASSES. OPEN TO JUNIORS AND SENIORS ONLY. GRAD STUDENTS MAY TAKE NBA 5640. MUST ATTEND FIRST THREE CLASSES. The course provides an overview of several elements of entrepreneurial activity and private equity investment, including evaluation and planning of the start-up businesses, financing, merger and acquisition activities, leveraged buyouts and alternatives for cashing out. The course utilizes lectures and the case method. A team business plan for an entrepreneurial venture is required.

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.

This course is relevant to a general business career, but is particularly relevant to careers that involve the use of financial statements. Our objective is to enable you to become more knowledgeable, skeptical consumers of financial information by teaching you to (1) understand and be able to reconstruct the accounting that produced the numbers you see in financial statements and the financial press, and (2) anticipate circumstances where financial information is likely to be biased or imprecise, in part by understanding the alternatives that were available at the time that a choice among accounting treatments was made. This objective will be achieved by a combination of lectures and analyzing and discussing articles from the financial press and cases that are based on actual financial statements.

This course is relevant to a general business career, but is particularly relevant to careers that involve the use of financial statements. Our objective is to enable you to become more knowledgeable, skeptical consumers of financial information by teaching you to (1) understand and be able to reconstruct the accounting that produced the numbers you see in financial statements and the financial press, and (2) anticipate circumstances where financial information is likely to be biased or imprecise, in part by understanding the alternatives that were available at the time that a choice among accounting treatments was made. This objective will be achieved by a combination of lectures and analyzing and discussing articles from the financial press and cases that are based on actual financial statements.

Part of being financially savvy is having an understanding of how taxation affects business decisions; e.g., forming a corporation and raising capital, operating the firm, distributing cash to shareholders through dividends and share repurchases, expanding through acquisition, and divesting lines of business. Taxes have a direct impact on cash flow and often divert 30 to 40 percent of the firm’s pretax cash flow to the government, effectively making the government the single largest stakeholder in many firms. Having an understanding of taxation and how firms plan accordingly is important for just about any career path you choose, whether you will be an investment banker, venture capitalist, consultant, money manager, CFO, treasurer, controller, taking over a family-owned business, or an entrepreneur setting up a new business. Topics include tax planning fundamentals, corporate tax fundamentals, taxation of mergers and acquisitions, taxation of divestitures, international taxation, taxes and wealth planning.

NBA 5010 meets on 3/1 - 3/2; 3/8 - 3/9; 03/01/13 & 03/02/13 03/08/13 & 03/09/13

The course is designed both for those responsible for internal accounting information and those who use such information for decision making. Topics include budgeting, product costing, activity-based costing, activity-based management, standard costs, cost variance analysis, cost estimation and prediction, cost-volume-profit analysis, performance measurement, non-manufacturing cost analysis, cost allocation, and transfer pricing. Instruction will be a mixture of lecture and case discussion. Student evaluation will be based on three prelim exams, a final exam, and class participation.

The course is designed both for those responsible for internal accounting information and those who use such information for decision making. Topics include budgeting, product costing, activity-based costing, activity-based management, standard costs, cost variance analysis, cost estimation and prediction, cost-volume-profit analysis, performance measurement, non-manufacturing cost analysis, cost allocation, and transfer pricing. Instruction will be a mixture of lecture and case discussion. Student evaluation will be based on three prelim exams, a final exam, and class participation.

The course is designed both for those responsible for internal accounting information and those who use such information for decision making. Topics include budgeting, product costing, activity-based costing, activity-based management, standard costs, cost variance analysis, cost estimation and prediction, cost-volume-profit analysis, performance measurement, non-manufacturing cost analysis, cost allocation, and transfer pricing. Instruction will be a mixture of lecture and case discussion. Student evaluation will be based on three prelim exams, a final exam, and class participation.

This course develops a set of core skills essential to financial statement analysis. We will cover strategic ratio analysis, cash flow analysis, proforma financial statements, financial modeling, bankruptcy prediction, and firm valuation using discounted cash flow and residual income techniques. Emphasis is on practical applications. The course format is a combination of case studies and lectures. The lectures communicate subtler aspects of the material while the cases provide hands-on experience. Student evaluation will be based on a take home exam and a final project.

This course develops a set of core skills essential to financial statement analysis. We will cover strategic ratio analysis, cash flow analysis, proforma financial statements, financial modeling, bankruptcy prediction, and firm valuation using discounted cash flow and residual income techniques. Emphasis is on practical applications. The course format is a combination of case studies and lectures. The lectures communicate subtler aspects of the material while the cases provide hands-on experience. Student evaluation will be based on a take home exam and a final project.

This course develops a set of core skills essential to financial statement analysis. We will cover strategic ratio analysis, cash flow analysis, proforma financial statements, financial modeling, bankruptcy prediction, and firm valuation using discounted cash flow and residual income techniques. Emphasis is on practical applications. The course format is a combination of case studies and lectures. The lectures communicate subtler aspects of the material while the cases provide hands-on experience. Student evaluation will be based on a take home exam and a final project.

OPEN TO NON-JOHNSON STUDENTS ONLY. Specially designed for mentored independent study, this course is customized using streaming video, guest speakers, distance learning and special lectures/ tutorial sessions. Work is focused on a single project: students form a start-up team and follow a technical business idea of their own choosing through the process of developing and founding a business that can attract venture investors. Learn how high technology ideas are converted into world-class businesses in venture backed startup companies as well as in new business development in existing companies. Tutorial sessions with professors apply lessons to the team business plan. NBA 5070 is designed for MENG, MS, PhD, and undergraduate seniors.

This course will give students an overview of the field of social entrepreneurship as well as an opportunity to work with a social enterprise on a predetermined project.

NBA 5100 meets on 2/16; 2/17; 02/16/13 & 02/17/13

Financial modeling is the art and science of constructing spreadsheet models of firms' future financial statements. In this class, we build on the brief introduction to financial modeling in NBA 5060 by modeling the effect on the income statement, balance sheet, and statement of cash flows of more complicated financial transactions such as leveraged buyouts, mergers & acquisitions, and corporate reorganizations. The class meets in the state-of-the-art Parker Center computer lab, and active student participation is emphasized.

Financial modeling is the art and science of constructing spreadsheet models of firms' future financial statements. In this class, we build on the brief introduction to financial modeling in NBA 5060 by modeling the effect on the income statement, balance sheet, and statement of cash flows of more complicated financial transactions such as leveraged buyouts, mergers & acquisitions, and corporate reorganizations. The class meets in the state-of-the-art Parker Center computer lab, and active student participation is emphasized.

Financial modeling is the art and science of constructing spreadsheet models of firms' future financial statements. In this class, we build on the brief introduction to financial modeling in NBA 5060 by modeling the effect on the income statement, balance sheet, and statement of cash flows of more complicated financial transactions such as leveraged buyouts, mergers & acquisitions, and corporate reorganizations. The class meets in the state-of-the-art Parker Center computer lab, and active student participation is emphasized.

Financial modeling is the art and science of constructing spreadsheet models of firms' future financial statements. In this class, we build on the brief introduction to financial modeling in NBA 5060 by modeling the effect on the income statement, balance sheet, and statement of cash flows of more complicated financial transactions such as leveraged buyouts, mergers & acquisitions, and corporate reorganizations. The class meets in the state-of-the-art Parker Center computer lab, and active student participation is emphasized.

Graduate Students ONLY--International finance is different because of two issues, exchange rate volatility and barriers to the flow of capital. Furthermore, political risk is heightened when money crosses borders, and governance, disclosure, law, and regulation are more varied than in a single-country context. The purpose of this course is to practice applying the ideas and methods of finance to cross-border problems. The course is centered on six cases including discussions of related research and other materials.

In the high-pressure worlds of business and law, all too often good people do bad things. In many cases, the unethical behavior is due in part to a "toxic" corporate culture. The attitudes, values, and practices that prevail in their organizations induce otherwise ethical employees to take actions that violate widely shared norms of conduct. Such behavior can be costly-even disastrous-leading to ruined careers, tarnished corporate reputations, and legal liability for the individuals and their companies. In an environment where "only results matter," it can be difficult for a new MBA or law school graduate to recognize the risks. If she does see the dangers, she may still find it hard to avoid them. This course seeks, first, to help MBA and law students understand how a firm's culture can tempt-or push-employees into unethical behavior. Second, the course aims to acquaint students with strategies for dealing with ethical challenges posed by a problematic corporate culture. Class sessions include discussion of case studies and articles reporting on relevant research in organizational behavior, as well as talks by noted guest speakers from the fields of business and law. Since managers and attorneys frequently work together, team projects require collaboration among MBAs and law students, as they bring both business and legal perspectives to bear on tough ethical issues. Course grades are based on class participation and several short writing assignments (individual and group).

OPEN TO NON-JOHNSON STUDENTS ONLY. This course will focus on the challenges of effective leadership in a complex world. The course has four significant parts: 1. Exploring historical and contemporary theories and models of leadership through the required text and selected articles; 2. Examining and applying the Johnson School’s Leadership Model; 3. Analyzing the practical challenges of leadership through case studies, executive speakers, and company visits; 4. Developing self-awareness of the student’s leadership strengths and weaknesses through the use of behavioral instruments and group exercises and creating a personal action plan for improvement. A critical element of this course will be the coaching and feedback students will receive on their own leadership styles and behaviors from their peers and instructor.

This one credit eight-session course will give the student an overview of the emerging sustainable business model. Using the teacher’s business as an example along with appearances from other business leaders, the class focuses on principles of Sustainability and how leaders are transforming their own organizations. While the U.S. version of capitalism has succeeded in providing unprecedented wealth throughout the 20th century, this class will evaluate the potential of “tweaking” capitalism to benefit not only the owners but the whole of society in a manner different than “trickle” economy. Using the Hegelian notion of thesis, antithesis, and synthesis, this class will explore capitalism as practiced today as the thesis. The antithesis will be from environmental and social movement concepts. The principles of sustainability will be synthesized as the potential “new normal” for business in the future. Students will learn that in addition to traditional financial analysis, business decisions can benefit from taking into account the impacts of social capital and ecological capital as well. Students will learn using dialogue and presentations about actual cases and the logic of how the sustainable business model is being constructed.

NBA 5190 meets on 1/28 - 1/30; 2/11 - 2/13; 2/25 - 2/27; 3/11 - 3/13; 01/28, 01/30, 02/11, 02/13, 02/25, 02/27, 03/11 & 03/13

This course will emphasize how economic analysis can help firms and individuals make the most of their opportunities. Of special interest to managers, consultants, and policy makers will be the course’s focus on examples that illustrate how faulty economic reasoning leads to inefficient outcomes. The course will also emphasize strategic thinking, and will instruct students in the art of “economic naturalism”-- the use of economic reasoning to understand and explain everyday patterns of individual and firm behavior.

This course will emphasize how economic analysis can help firms and individuals make the most of their opportunities. Of special interest to managers, consultants, and policy makers will be the course’s focus on examples that illustrate how faulty economic reasoning leads to inefficient outcomes. The course will also emphasize strategic thinking, and will instruct students in the art of “economic naturalism”-- the use of economic reasoning to understand and explain everyday patterns of individual and firm behavior.

Firms evolve, grow, and change through mergers and acquisitions, as well as through the internal creation of new divisions or subsidiaries. As promising as these pathways can sound, as most people know, the success rate of these efforts is quite poor. In fact, most mergers and acquisitions fail to recover their costs. We will explore the central and critical challenge in corporate strategy, which is to create corporate advantage through investments in a set of businesses that are better off for being commonly owned. We will focus on features of the firm that interfere with or support these efforts, including the role of the culture, the role of organizational capabilities, and the role of existing social, communication and power networks, among others. By the end of the course, you should be able to examine a firm and offer answers to three main questions: (1) What factors should inform the firm’s decision to diversify? (2) What is the right portfolio of businesses for the firm? (3) How can diverse businesses be integrated to achieve strategic advantage for a corporation? The course is relevant for students who plan to pursue a managerial career in large corporations, intend to start and sell a new business, or plan to work in the investment or consulting industries. Students interested in the managerial aspects of mergers and acquisitions, divestitures and internal development will find the course especially useful.

This is an arranged course featuring expert practitioners covering the following topics: Integrating Strategic Planning into Private Equity Due Diligence, Operational Due Diligence, Effective People and Organizational Due Diligence, Review of Non-Compete and Other Key Agreements, Legal Due Diligence, Tax Planning, and Financial and Accounting Due Diligence. Because of the large enrollment expected and at the request of the visiting faculty, only students who are prepared to attend all the required sessions will be admitted and can receive credit for the course.

NBA 5320 meets on 4/5; 4/6; 4/7; 04/05/13 - 04/07/13

The objective of the course is to prepare first-year MBA students for summer internships and careers in consulting and general management by developing their analytic skills and understanding of project-oriented business problems. Students will be expected to answer case questions and present solutions in class. In addition, a semester-long case study of a consulting project will be conducted with teams providing proposal, interim, and final presentations.

The objective of the course is to prepare first-year MBA students for summer internships and careers in consulting and general management by developing their analytic skills and understanding of project-oriented business problems. Students will be expected to answer case questions and present solutions in class. In addition, a semester-long case study of a consulting project will be conducted with teams providing proposal, interim, and final presentations.

The objective of the course is to prepare first-year MBA students for summer internships and careers in consulting and general management by developing their analytic skills and understanding of project-oriented business problems. Students will be expected to answer case questions and present solutions in class. In addition, a semester-long case study of a consulting project will be conducted with teams providing proposal, interim, and final presentations.

The objective of the course is to prepare first-year MBA students for summer internships and careers in consulting and general management by developing their analytic skills and understanding of project-oriented business problems. Students will be expected to answer case questions and present solutions in class. In addition, a semester-long case study of a consulting project will be conducted with teams providing proposal, interim, and final presentations.

Cornell Lectures in Finance is a series of six lectures given by Cornell (mostly Johnson School) alumni who have achieved professional success in their business endeavors (primarily finance).  Invited by the instructors on the basis of their ability to discuss interesting and relevant issues and experiences in finance and management, each session will begin with a presentation by the invited guest (1.5 hours), followed by a break and then a 1 hour of Q/A – about the topics raised in the lecture as well as issues related to current events and other experiences of the lecturer.  The intent is not only to provide Johnson School students with exposure to the thoughts and wisdom of our guests, but to do so in a format that allows sufficient time to explore some issues in depth and engage in meaningful exchanges (which are often constrained by the conventional 1.25 hour class session). 

NBA 5390 meets on 3/12; 1/23; 2/13; 2/20; 2/6; 3/6; 4/10; 01/23/13 - 04/10/13

Pre-requisite: NCC 5060 or an equivalent course. This course emphasizes both conceptual foundations and practical implementation. The material in the course would be helpful to anyone interested in investing. However, the course should be especially useful to students interested in an investment management career (e.g., portfolio management in mutual funds and hedge funds, equity research, equity trading, risk management, investment consulting, and investment banking). After a brief review of fundamental issues (such as the risk/return tradeoff), the course contains an extensive module on strategic asset allocation with a focus on practical implementation. The course continues with an exposition of certain approaches to tactical asset allocation. The remainder of the course focuses on topics relevant to security selection and optimal portfolio construction. The course contains an extensive discussion of equity multi-factor models and screening, with applications to value and growth investing. The course highlights trends in the investment management industry and introduces terminology and tools familiar to investment professionals.

Pre-requisite: NCC 5060 or an equivalent course. This course emphasizes both conceptual foundations and practical implementation. The material in the course would be helpful to anyone interested in investing. However, the course should be especially useful to students interested in an investment management career (e.g., portfolio management in mutual funds and hedge funds, equity research, equity trading, risk management, investment consulting, and investment banking). After a brief review of fundamental issues (such as the risk/return tradeoff), the course contains an extensive module on strategic asset allocation with a focus on practical implementation. The course continues with an exposition of certain approaches to tactical asset allocation. The remainder of the course focuses on topics relevant to security selection and optimal portfolio construction. The course contains an extensive discussion of equity multi-factor models and screening, with applications to value and growth investing. The course highlights trends in the investment management industry and introduces terminology and tools familiar to investment professionals.

This course applies principles of finance to understand modern financial markets. Central themes are the structure of financial markets, their pricing function, the interaction between financial markets and macroeconomic conditions, and the processes of innovation and regulation in these markets. We look at the workings of a variety of markets and develop an understanding of the different problems which different types of markets address. We study the question of market efficiency and the interaction between government policies and financial markets. We analyze issues in innovation and regulation with basic principles of financial economics. Throughout the course, we consider the relevance of these issues for the practical corporate, portfolio, or public sector decision-maker. The course includes ideas and evidence from academic research along with historical, institutional, and international perspectives. Recent events are used to illustrate concepts and develop analytic skills. Spreadsheet assignments and a term project requiring data analysis develop research skills and illustrate academic concepts. Exams consist of computational, short answer, and short essay questions.

This course applies principles of finance to understand modern financial markets. Central themes are the structure of financial markets, their pricing function, the interaction between financial markets and macroeconomic conditions, and the processes of innovation and regulation in these markets. We look at the workings of a variety of markets and develop an understanding of the different problems which different types of markets address. We study the question of market efficiency and the interaction between government policies and financial markets. We analyze issues in innovation and regulation with basic principles of financial economics. Throughout the course, we consider the relevance of these issues for the practical corporate, portfolio, or public sector decision-maker. The course includes ideas and evidence from academic research along with historical, institutional, and international perspectives. Recent events are used to illustrate concepts and develop analytic skills. Spreadsheet assignments and a term project requiring data analysis develop research skills and illustrate academic concepts. Exams consist of computational, short answer, and short essay questions.

This course will focus on the fundamental trends underway in the pension management industry. This $3 trillion arena has, from before the creation of ERISA to the present day, been managed in a very homogenous manner with similar investment approaches and very questionable results. The convergence of accounting, regulatory, and market forces is forcing change upon the industry in a way that will impact a broad range of service providers and potential investors, and indeed the underlying company plan sponsors and the very participants they serve. These changes will produce major dislocations and opportunities for asset managers, investment bankers, insurance companies, private equity firms, hedge funds and a whole array of processing companies. Given the demographics of the aging baby boomer population and the looming crisis in global retirement funding, this may prove to be a bellwether issue in finance and social policy for the next decade. The changing regulatory and accounting rules that govern defined benefit plans will be reviewed with emphasis on the Pension Protection Act of 2006, FAS 158 (Phases I and II) and the convergence of U.S. and international accounting standards in this arena.

This course will focus on the elements of the asset management industry that most critically add to success, but that are outside the traditional realm of investment strategy. It is generally understood today that risk is comprised of many elements and includes a significant component of operational risk. There are operational elements of the investment process that clearly add or detract significant value from returns just like operational risk can add to or detract from overall risk. These operational elements that add to return can be called operational alpha and the more mature a market or investment strategy becomes, or the more difficult the return environment, the more important operational alpha becomes.

Focuses on basic financial and managerial accounting and the economic and financial concepts that have a bearing on managerial decisions. The goals are to (1) give students a working knowledge of the accounting process and the value and limitations of the data that come out of the accounting information system; (2) familiarize students with key concepts in managerial accounting and the application of cost information to pricing and operating decisions; (3) promote an understanding of the use of economic theory in the evaluation of capital investment projects. The teaching methods consist of lectures and cases. Students are evaluated on the basis of exams.

Applies principles of finance to the international setting. International finance is different in two basic respects: (1) the existence of multiple currencies adds risk to investment and financing decisions; (2) when corporations and portfolio investors cross international borders, both problems and opportunities arise. This course focuses on these issues and highlights how finance theory can be extended to address them. Students apply the basic principles of international finance to a variety of problems. The course helps students understand the ideas and research results of international finance and adapt what they learn to the practical problems in the increasingly globalized business world. The first part of the course outlines exchange rate volatility, barriers to international capital flows, and the value of international diversification. The second part presents a variety of problems, examples, and applications from the three basic themes described in part one. Spreadsheet assignments and a term project requiring data analysis develop research skills and illustrate academic concepts. Exams consist of computational, short answer, and short essay questions.

Provides an understanding of the financial decisions of corporations. Discusses the factors that affect corporate financial decisions and how they determine firms’ financing, investment, and hedging policies. These factors include taxes, transaction costs, contracting (between managers and shareholders and between shareholders and other claimholders such as bondholders), and asymmetric information. Much of the material is presented using examples and cases designed to demonstrate how financial decisions create, destroy, or modify value.

Provides an understanding of the financial decisions of corporations. Discusses the factors that affect corporate financial decisions and how they determine firms’ financing, investment, and hedging policies. These factors include taxes, transaction costs, contracting (between managers and shareholders and between shareholders and other claimholders such as bondholders), and asymmetric information. Much of the material is presented using examples and cases designed to demonstrate how financial decisions create, destroy, or modify value.

Four lectures (two on Friday afternoon, two on Saturday morning) will be given by Jesse Reyes, a leading expert on private equity research who was the former head of research for Venture Economics, Thomson/Reuters private equity research and financial information subsidiary. The lectures will focus on the venture capital and private equity industries from the practitioners’ perspective. Topics include (1) an introduction to the private equity market focusing on the transactions that define the industry, its structure, participants, history, and trends; (2) institutional private equity investing— examining how private equity investment fits into the institutional investors asset allocation mix. ; (3) an examination of private equity performance measurement and trends and how structural differences in private equity investments make optimized allocation decisions challenging (4) emerging issues facing the private equity industry such as new regulatory initiatives and fundraising and investment opportunity challenges . There will be a final paper.

NBA 5590 meets on 2/22; 2/23; 02/22/13 & 02/23/13

The first portion of this course examines legal issues in the formation and operation of business enterprises, particularly partnerships, corporations, and limited- liability companies. The second portion covers selected topics in business law, such as employment discrimination, secured transactions, product liability, unfair competition, and international business law.

Gives students an in-depth look at initial public offerings and deal structures from a practitioner’s point of view. With respect to initial public offerings, the course covers the applicable statutory framework, pre-offering corporate preparations, the due diligence process, the implementation of corporate governance policies appropriate for a public company, the offering registration process, liability under federal securities laws, the Securities and Exchange Commission review process, underwriting arrangements, and selection of a trading forum. Regarding deal structures, the course explores choosing an appropriate transaction structure, deal financing alternatives, due diligence, public company transaction issues, and crucial legal aspects of the acquisition, such as caps/collars, letters of intent, successor liability, continuity of employees, and noncompetition agreements. The course will also cover certain non-traditional methods of going public, including reverse mergers.

Prof. BenDaniel will supervise the lectures and cases of this course in the first half of the semester. They will focus on the following topics: Management and organization of high-growth businesses, venture capital, alternatives for financing, valuation of closely-held businesses, buying and selling of private businesses, introduction to leverage buyouts, introduction to mergers and acquisitions of private businesses, and distressed business valuation. In this course, a business plan will be prepared by teams throughout the semester. A preliminary proposal by these teams will be reviewed by Prof. BenDaniel, Prof. Weiss and outside consultants at the midterm. In the second half of the semester, Professor Weiss will give a series of lectures on business planning including such topics as definition of the market, sales and distribution, competition, hiring of people, making pitches and the writing of the plan. He will also advise student teams throughout the semester, as requested. The final version of the business plan will be due at the end of the semester and be reviewed by both professors and the outside consultants.

Deals with the ways in which different investors assure themselves of getting a return on their investments. How do investors get managers to return some of the profits to them? How do they make sure that managers do not invest their money in bad projects? These questions are extremely relevant for almost any organization, from start-ups to Forbes 500 companies. This course explores these issues through a series of case studies and examples. Topics depend on time availability. Career focus: M.B.A. students aspiring to top corporate offices, regardless of functional area, or envisioning a career in M&A/investment banking, financial management, or consulting firms.

Deals with the ways in which different investors assure themselves of getting a return on their investments. How do investors get managers to return some of the profits to them? How do they make sure that managers do not invest their money in bad projects? These questions are extremely relevant for almost any organization, from start-ups to Forbes 500 companies. This course explores these issues through a series of case studies and examples. Topics depend on time availability. Career focus: M.B.A. students aspiring to top corporate offices, regardless of functional area, or envisioning a career in M&A/investment banking, financial management, or consulting firms.

Students cannot take NBA 5670 or NBA 5680 if enrolled in NBA 5660. NBA 5660 integrates oral and written communication for a holistic approach to successful managerial communication. I will focus on several broad topics, including persuasion, organization, plain language, and audience analysis, with case studies and examples. The course requires weekly deliverables, either a writing assignment or business presentation.

Students cannot take NBA 5670 or NBA 5680 if enrolled in NBA 5660. NBA 5660 integrates oral and written communication for a holistic approach to successful managerial communication. I will focus on several broad topics, including persuasion, organization, plain language, and audience analysis, with case studies and examples. The course requires weekly deliverables, either a writing assignment or business presentation.

Students cannot take NBA 5670 or NBA 5680 if enrolled in NBA 5660. Students learn to write clearly and effectively by focusing on the writing process as well as the finished product. Course topics include audience perspective, style, organization, strategy and persuasion. There is a writing assignment every week. Students receive instructor and peer feedback.

Students cannot take NBA 5670 or NBA 5680 if enrolled in NBA 5660. Students learn to write clearly and effectively by focusing on the writing process as well as the finished product. Course topics include audience perspective, style, organization, strategy and persuasion. There is a writing assignment every week. Students receive instructor and peer feedback.

Students cannot take NBA 5670 or NBA 5680 if enrolled in NBA 5660. Students learn to write clearly and effectively by focusing on the writing process as well as the finished product. Course topics include audience perspective, style, organization, strategy and persuasion. There is a writing assignment every week. Students receive instructor and peer feedback.

Students cannot take NBA 5670 or NBA 5680 if enrolled in NBA 5660. NBA5680 focuses on improving the presentation skills of management students. The course covers the areas of speaking formats, delivery, organization, visual aids, and question/answer. Student speeches constitute the bulk of class time, with each student presenting seven or eight speeches in the seven-week session. The small class size allows for significant individual attention. Students receive feedback from classmates and the instructor, and have the opportunity to review in tutorials the videotapes of most of their presentations.

Students cannot take NBA 5670 or NBA 5680 if enrolled in NBA 5660. NBA5680 focuses on improving the presentation skills of management students. The course covers the areas of speaking formats, delivery, organization, visual aids, and question/answer. Student speeches constitute the bulk of class time, with each student presenting seven or eight speeches in the seven-week session. The small class size allows for significant individual attention. Students receive feedback from classmates and the instructor, and have the opportunity to review in tutorials the videotapes of most of their presentations.

Students cannot take NBA 5670 or NBA 5680 if enrolled in NBA 5660. NBA5680 focuses on improving the presentation skills of management students. The course covers the areas of speaking formats, delivery, organization, visual aids, and question/answer. Student speeches constitute the bulk of class time, with each student presenting seven or eight speeches in the seven-week session. The small class size allows for significant individual attention. Students receive feedback from classmates and the instructor, and have the opportunity to review in tutorials the videotapes of most of their presentations.

Students cannot take NBA 5670 or NBA 5680 if enrolled in NBA 5660. NBA5680 focuses on improving the presentation skills of management students. The course covers the areas of speaking formats, delivery, organization, visual aids, and question/answer. Student speeches constitute the bulk of class time, with each student presenting seven or eight speeches in the seven-week session. The small class size allows for significant individual attention. Students receive feedback from classmates and the instructor, and have the opportunity to review in tutorials the videotapes of most of their presentations.

Students cannot take NBA 5670 or NBA 5680 if enrolled in NBA 5660. NBA5680 focuses on improving the presentation skills of management students. The course covers the areas of speaking formats, delivery, organization, visual aids, and question/answer. Student speeches constitute the bulk of class time, with each student presenting seven or eight speeches in the seven-week session. The small class size allows for significant individual attention. Students receive feedback from classmates and the instructor, and have the opportunity to review in tutorials the videotapes of most of their presentations.

Students cannot take NBA 5670 or NBA 5680 if enrolled in NBA 5660. NBA5680 focuses on improving the presentation skills of management students. The course covers the areas of speaking formats, delivery, organization, visual aids, and question/answer. Student speeches constitute the bulk of class time, with each student presenting seven or eight speeches in the seven-week session. The small class size allows for significant individual attention. Students receive feedback from classmates and the instructor, and have the opportunity to review in tutorials the videotapes of most of their presentations.

Students cannot take NBA 5670 or NBA 5680 if enrolled in NBA 5660. NBA5680 focuses on improving the presentation skills of management students. The course covers the areas of speaking formats, delivery, organization, visual aids, and question/answer. Student speeches constitute the bulk of class time, with each student presenting seven or eight speeches in the seven-week session. The small class size allows for significant individual attention. Students receive feedback from classmates and the instructor, and have the opportunity to review in tutorials the videotapes of most of their presentations.

You've learned finance, marketing, operations, accounting, economics, management, leadership, statistics, and strategy. You've done a deep dive into at least one of these subject areas. But how do they fit together? How are they used to actually run a company? The Cornell Management Simulation elective course will give you the chance to form a team and run a company that will compete against your classmates in a simulated industry. At the beginning of the simulation, each team develops a strategy, and before the results of the last decision have been determined, presents an analysis of its performance, lessons learned, and its strategy for the future in a “board of directors” meeting. The first course meeting is 4 hours to introduce the simulation and its mechanics as well as a discussion of company strategy. Future meetings are weekly for 2 hours which includes time for teams to review their performance and work on their company decisions. Grades are based on the value created for the company’s shareholders (relative to other firms in the same industry), the team’s strategy, and the instructor’s evaluation of team’s performance at the board meeting. The course may be taken for a grade or pass/fail at the student's option.

This pilot course is an extension of the Management Practicum, intended to provide students interested in a career in management consulting with additional project experience in and international context. Teams staffed by a mix of Johnson School and ESCP students will work on real international business problems for sponsoring multinational companies. An exchange component is planned with Johnson School students joining their ESCP counterparts in Paris to plan their projects, and ESCP students visiting the Johnson School at the end of the course to develop recommendations and prepare for client presentations. The course instructors, project advisers and other faculty will guide the students as needed.

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.

NBA 5850 meets on 2/11; 2/25; 3/11; 3/25; 4/15; 4/8;

Management careers are becoming increasingly global. Global careers are different today than they were a decade or so ago. International assignments are often shorter in duration and rotations more frequent. Managers in both multinational and local firms have become more internationally diverse. Even if you never leave your home country, you are likely to need global management skills. This course is designed based upon the assumption that cross-cultural management skills cannot be learned from a textbook alone. There are no simple recipes for success as a global manager. This course takes a multi-faceted approach to help students develop their global management skills. The following are a list of characteristics I believe an effective global manager should have. (1) An effective global manager, first and foremost, has an accurate understanding of his or her own strengths and weaknesses as a manager. For this reason, this course includes a set of personal assessments, designed to help the student better understand his or her own management style, as well as discussions on one’s own assumptions and beliefs. (2) An effective global manager has a good sense of cultural differences, and where they are likely to emerge. An effective global manager, however, uses presumed cultural differences as a starting point for understanding—and avoids stereotypes. This course will examine current theories and research on cultural differences. Just as importantly, we will examine how problems in cross-cultural management often emerge less from cultural differences themselves, than from our own inability to perceive differences accurately, or even worse, our insistence on finding differences where they do not even exist. (3) An effective global manager has a set of interpersonal and group management tools. These include skills in communication, conflict management, team-work, power and influence, and negotiation. These skills, of course, cannot be learned in one course. This course offers a general introduction and practice in using these skills in a global context. Many of you may have taken courses in these areas in the past. What you will learn here is the cultural elaboration of these skills. (4) An effective global manager is also savvy about important issues in cross-cultural management. This course covers some of the most prominent: dealing with cross-border merger and alliance, balancing dual identities in cross-cultural settings, understanding obstacles of transferring practices from one culture to another, and managing one's own international career.

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.

NBA 5870 meets on 2/1; 2/8; 3/1; 3/29; 2/2; 3/2; 3/30;

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.

NBA 5920 meets on 1/2 - 5/4; Enrollment by permission only - must contact instructor for approval. Trip Dates: 1/2/13 through 1/11/13

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.

NBA 5920 meets on 1/21 - 5/4; Trip Dates 3/15/13 thru 3/24/13

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.

NBA 5920 meets on 12/13 - 5/4; Trip Dates: December 13th - 22nd, 2012 Trip includes Paris, Brussels, Frankfurt, Prague

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.

NBA 5920 meets on 1/2 - 5/4; Trip Dates: 1/2/13 thru 1/10/13

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.

NBA 5920 meets on 1/3 - 5/4; Trip Dates: January 3rd thru January 13th

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.

NBA 5920 meets on 3/16 - 3/22; Trip Dates: 3/16/13 thru 3/22/13

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.

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.

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.

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.

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.

The objective of the Digital Marketing course is to provide students with both 1) a framework for digital marketing and the value it offers (relative to traditional marketing channels), and 2) a practical, hands on experience underscoring the importance of data and measurement with the actual tools students may experience in their summer internships at a variety of companies, across different verticals and primarily within marketing (product/GM) roles. The course will include a performance learning exercise that will engage the students in a real-life project marketing the Johnson school to prospective students.

Introduces students to empirical research in marketing. Although there is a strong focus on the historical development of econometric specifications of consumer choice models (with an emphasis on heterogeneity and issues of dynamic consumption patterns) and Bayesian methods in marketing, the content is to some extent driven by the students. Teaching is interactive, and each student is expected to present one of the papers studied to the rest of the class and to replicate the results of one of the papers, requiring him or her to write the necessary code and briefly discuss their findings. Students are welcome to sit in on parts of the class (e.g., the section on Bayesian Methods is broad enough that students from other areas may find the presentation useful).

An overview of how successful companies combine a deep understanding of unmet customer needs with a key emerging & enabling technology to create significant new market and shareholder value.  A proactive and repeatable 10-step Market Development Planning process will be described with special emphasis on tools and techniques which link industry and competitor technology trends with unmet customer needs.  This course will give prospective Brand Managers, Product Managers, Business & Engineering Managers the conceptual and operating tools to proactively identify, and successfully bring from the R&D lab to the marketplace, new differentiated Value Propositions.

This course examines the opportunities and challenges associated with technology commercialization. We will discuss issues central to commercializing new technology in today’s dynamic global markets. The class will examine (1) Opportunity formation and protection, (2) creating a “plan of attack,” (3) execution and growth, and (4) exit.

NBA 6180 meets on 4/19; 4/5; 4/20; 4/6; 04/05/13 & 04/06/13 04/19/13 & 04/20/13

Deals with marketing research as a critical support function in corporations. The broad objective is to provide a fundamental understanding of marketing research methods employed by better-managed firms or proposed by leading academicians. The course is aimed at the manager, the ultimate user of marketing information, who is responsible for the scope and direction of research activities involved in obtaining, analyzing, and interpreting results of research. Covers the use of secondary sources of marketing information for designing studies and collecting primary data. Students are exposed to up-to-date methods in research design, qualitative research, measurement, data collection, and analysis. The emphasis is on evaluating research methods and on interpretation and use of results rather than on mathematical derivations. Students are also exposed to the practical side of marketing research through case studies, problem sets, and projects.

Integrated Marketing Communications expands on the use of advertising and promotions to create a optimal package of communication that will support an array of elements of a marketing program. The notion that customers and companies evolve in their forms of communication and that technology impacts the options available for such, create the need for an area of study that optimizes communications costs, expand its reach, and takes advantages of opportunities in the environment that will allow for more efficient and effective communications. With all that in mind, this course explores the capabilities of integrated communications and how it expands the possibilities of traditional advertising and promotions. In this course, the students will have opportunities to evaluate a series of communication campaigns and to learn through real life examples, in class activities, and case studies in and build the skills necessary for them to develop their own integrated marketing communication campaigns.

The course is aimed at managers who are interested in pursuing activities in CRM built around the notion of customer centricity.  The principal objectives of the course are to emphasize how CRM can help accomplish strategic initiatives and improve firm profitability, to develop essential skills using the statistics program, and to implement strategic initiatives in CRM.  Students will be exposed to the practical side of CRM through case studies and hands-on exercises.

Deals with the use of data to make marketing decisions. Introduces concepts, methods, and applications of decision modeling to address marketing issues such as segmentation, targeting, positioning, promotions, advertising, and sales force decisions. Unlike marketing courses that focus on conceptual material, this course provides skills to translate conceptual understanding into specific operational plans­a skill in increasing demand in organizations today. The course is particularly valuable to students planning careers in management consulting, marketing, and market research. It is designed for students who have some background in quantitative methods and have a willingness to deal with mathematical concepts.

NBA 6390 meets on 3/29; 4/19; 4/26; 4/5; 03/29/13, 04/05/13, 04/19/13 & 04/26/13

This course examines major challenges in managing efficient supply chains. It illustrates various strategic and tactical supply chain issues such as product design, virtual integration, information sharing strategy, outsourcing, procurement, distribution strategy, and risk management. Additionally, it offers an opportunity for students to explore emerging supply chain issues. The course will utilize case discussions to examine issues related to supply chain management.

This course examines major challenges in managing efficient supply chains. It illustrates various strategic and tactical supply chain issues such as product design, virtual integration, information sharing strategy, outsourcing, procurement, distribution strategy, and risk management. Additionally, it offers an opportunity for students to explore emerging supply chain issues. The course will utilize case discussions to examine issues related to supply chain management.

The goal of this course is to develop proficiency in quantitative modeling in the support of effective managerial decision-making. In this "hands-on" lab-style course, taught in the Parker Center, we will develop and use Excel spreadsheets to analyze a variety of business problems. The two major components of this course are (1) Building effective models for analyzing complex problems, and (2) Constructing "slick" spreadsheets that will be viewed and used by others. Modeling topics include the art of finding the appropriate level of modeling detail, practice in dealing with vague and unstructured problems, sensitivity analysis, and working with incomplete and unreliable data. Spreadsheet topics include principles of good spreadsheet design, the effective presentation of information through spreadsheets (including graphical controls like scroll bars), and advanced Excel features (e.g., data validation, conditional formatting, exotic functions, etc.) In this demanding course, we will apply these modeling and spreadsheet concepts to weekly case studies that build on quantitative material from the first-year core. Students who will need to construct or use powerful spreadsheets will get the most out of this course.

The goal of this course is to develop proficiency in quantitative modeling in the support of effective managerial decision-making. In this "hands-on" lab-style course, taught in the Parker Center, we will develop and use Excel spreadsheets to analyze a variety of business problems. The two major components of this course are (1) Building effective models for analyzing complex problems, and (2) Constructing "slick" spreadsheets that will be viewed and used by others. Modeling topics include the art of finding the appropriate level of modeling detail, practice in dealing with vague and unstructured problems, sensitivity analysis, and working with incomplete and unreliable data. Spreadsheet topics include principles of good spreadsheet design, the effective presentation of information through spreadsheets (including graphical controls like scroll bars), and advanced Excel features (e.g., data validation, conditional formatting, exotic functions, etc.) In this demanding course, we will apply these modeling and spreadsheet concepts to weekly case studies that build on quantitative material from the first-year core. Students who will need to construct or use powerful spreadsheets will get the most out of this course.

The goal of this course is to develop proficiency in quantitative modeling in the support of effective managerial decision-making. In this "hands-on" lab-style course, taught in the Parker Center, we will develop and use Excel spreadsheets to analyze a variety of business problems. The two major components of this course are (1) Building effective models for analyzing complex problems, and (2) Constructing "slick" spreadsheets that will be viewed and used by others. Modeling topics include the art of finding the appropriate level of modeling detail, practice in dealing with vague and unstructured problems, sensitivity analysis, and working with incomplete and unreliable data. Spreadsheet topics include principles of good spreadsheet design, the effective presentation of information through spreadsheets (including graphical controls like scroll bars), and advanced Excel features (e.g., data validation, conditional formatting, exotic functions, etc.) In this demanding course, we will apply these modeling and spreadsheet concepts to weekly case studies that build on quantitative material from the first-year core. Students who will need to construct or use powerful spreadsheets will get the most out of this course.

The goal of this course is to develop proficiency in quantitative modeling in the support of effective managerial decision-making. In this "hands-on" lab-style course, taught in the Parker Center, we will develop and use Excel spreadsheets to analyze a variety of business problems. The two major components of this course are (1) Building effective models for analyzing complex problems, and (2) Constructing "slick" spreadsheets that will be viewed and used by others. Modeling topics include the art of finding the appropriate level of modeling detail, practice in dealing with vague and unstructured problems, sensitivity analysis, and working with incomplete and unreliable data. Spreadsheet topics include principles of good spreadsheet design, the effective presentation of information through spreadsheets (including graphical controls like scroll bars), and advanced Excel features (e.g., data validation, conditional formatting, exotic functions, etc.) In this demanding course, we will apply these modeling and spreadsheet concepts to weekly case studies that build on quantitative material from the first-year core. Students who will need to construct or use powerful spreadsheets will get the most out of this course.

Over the last decade, emerging multinationals have expanded aggressively on a global scale. How these new comers have been able to succeed internationally? How are they changing the competitive environment for multinationals from the western world? What can we expect from them over the next years? These are some of the questions that will be addressed in this course. This course is aimed to students who wish to learn more about emerging multinationals and develop their knowledge of the characteristics of doing business in emerging markets. The overall goal is to understand all this within the framework of the general shift to a multipolar world.

The goal of this hands-on lab course, taught in the Parker Center, is to develop proficiency with Excel’s quantitative tools of Solver (for optimization) and @Risk (for simulation). Building on their brief introduction in the Managing Operations core course, students use these advanced tools to analyze problems and cases in finance, marketing, and operations. Although the bulk of this course is devoted to case analysis, occasional lectures introduce some advanced features of these two powerful modeling tools, including integer and nonlinear programming and sensitivity analysis within optimization, and correlated random variables, scenario analysis, and valid statistical analysis within simulation.

This course is about valuation – the valuation of stocks, companies, parts of companies and real assets. I will introduce three methods of valuation – intrinsic valuation, relative valuation by multiples using comparables and contingent claims valuation, based on a real options approach. The rest of the course will be dedicated to understanding each of these methods in greater detail and more importantly, applying them to the valuation of actual companies. This will involve understanding in detail discounted cash flow models and the many inputs required to build them; dividend discount models; the determination and use of relative value multiples such as price/earnings and price/book value; and finally, how to apply option theory to specific problems in valuation. I will also conduct a special session on valuation approaches and challenges specific to venture capital and private equity investing. This will include a discussion of topics such as required internal rates of return (IRRs), the effects of leverage on valuation, and issues relating to the valuation of high-growth start-ups.

This course is about valuation – the valuation of stocks, companies, parts of companies and real assets. I will introduce three methods of valuation – intrinsic valuation, relative valuation by multiples using comparables and contingent claims valuation, based on a real options approach. The rest of the course will be dedicated to understanding each of these methods in greater detail and more importantly, applying them to the valuation of actual companies. This will involve understanding in detail discounted cash flow models and the many inputs required to build them; dividend discount models; the determination and use of relative value multiples such as price/earnings and price/book value; and finally, how to apply option theory to specific problems in valuation. I will also conduct a special session on valuation approaches and challenges specific to venture capital and private equity investing. This will include a discussion of topics such as required internal rates of return (IRRs), the effects of leverage on valuation, and issues relating to the valuation of high-growth start-ups.

Entrepreneurial Marketing is a seven week 1 1/2 credit focused practicum on how entrepreneurial companies think about and execute core marketing at the earliest stages of development. Lectures will leverage marketing theory but will focus on direct on the ground application and execution. This newly designed course is built around a product launch case which we will touch on branding, pricing, strategy, launch and channels in the startup context.

This half semester course examines contemporary management issues facing management of financial institutions such as banks, insurance companies, investment managers, etc. Through lectures, case studies and guest presenters, current issues in consumer financial services, corporate financial services, risk management in financial institutions, M&A in financial institutions, etc. are addressed from a business manager, CEO and consultant/adviser perspective.

The primary objective in this course is to build on the Marketing Core principals and apply them to the realm of product and branding decisions. To provide deeper insights, we will also discuss recent research findings by marketing academics that are relevant to (i) Product policy, and (ii) Brand management. This course is for students in the AMBA and MBA programs. In the past, some students from the engineering programs, the Hotel School and ILR have also attended this course. Most business leaders, irrespective of their functional expertise, at some point in their careers, have to make decisions about brand building, launching new products, managing portfolios of products, and managing product managers. This course is designed to equip potential business leaders with the conceptual and operational tools to make such decisions. Students who expect to assume leadership positions in general management, management consulting, corporate finance, production, marketing, and those who plan to start their own businesses might find this course useful. Please note that there is a significant overlap between the material taught in this course and the Strategic Brand Management course (NBA 624) taught in the Marketing Immersion program. The Strategic Brand Management course covers similar material but is tailored for students who are specializing in marketing, and aspire to be product or brand managers. Therefore students, who are presently enrolled in the Marketing Immersion and those who have already attended the Marketing Immersion in the past year, will not be allowed to enroll for this course.

This is an introductory management course covering the strategic management of technology and innovation in established firms as well as start-up organizations. This course is designed for students who may someday work in, consult for, and/or create firms whose primary product is fundamentally related to technology or innovation. The course typically includes both M.B.A. students and graduate students in science. We will start by examining how industries are transformed by new technologies and how these patterns of industrial change generate both opportunity and high rates of firm failure. We will then explore the questions: Why do some technology leaders fail; and how do technology innovators successfully take on and replace incumbent firms? This will lead us to an examination of internal management issues, focusing on the design of innovative organizations: designing reward systems, managing growth, overcoming resistance to change, and using organizational culture to promote innovation.

This is an introductory management course covering the strategic management of technology and innovation in established firms as well as start-up organizations. This course is designed for students who may someday work in, consult for, and/or create firms whose primary product is fundamentally related to technology or innovation. The course typically includes both M.B.A. students and graduate students in science. We will start by examining how industries are transformed by new technologies and how these patterns of industrial change generate both opportunity and high rates of firm failure. We will then explore the questions: Why do some technology leaders fail; and how do technology innovators successfully take on and replace incumbent firms? This will lead us to an examination of internal management issues, focusing on the design of innovative organizations: designing reward systems, managing growth, overcoming resistance to change, and using organizational culture to promote innovation.

This course explores the complex process of "becoming a leader" by systematically uncovering beliefs and myths about leadership and rigorously examining how they hold up to the scrutiny of critical thinking, analysis, and research. Each class will address a number of important questions about leadership. We will generally use case studies and videos to first illustrate a topic by focusing on a specific leader and decision or dilemma faced by that leader. We will then abstract from the specific to the general by discussing the principles and research findings pertaining to that aspect of leadership. Students should also develop a significantly enhanced understanding of their own leadership strengths and objectives because the course requires personalization of concepts via a number of self-reflections and exercises.

Poor moral judgment can ruin a manager's career. It can even sink an entire company. In general, an organization cannot survive, let alone prosper, without the trust of numerous stakeholders, and ethical lapses destroy trust and thus threaten vital stakeholder relationships. Accordingly, in today's volatile and fiercely competitive business environment, a manager must possess not only technical and communication skills. He or she must also be able to identify and effectively resolve ethical issues that inevitably arise in the pursuit of business (and career) objectives. That is, a manager must be able to make business decisions that are defensible ethically as well as economically. This course is designed to enhance students' skills in moral reasoning as it applies to managerial decision-making. After examining normative concepts and principles that typically enter into moral reasoning, we will focus on using those concepts and principles in analyzing cases. In our discussions, we will seek to understand the moral issues confronting the decision-makers in the cases and explore how those issues might be addressed in ethically responsible ways.

This is an introductory course on derivative products. My goal is to help you to develop a framework for analyzing and using financial instruments. By the end of the course, you should have a good understanding of the features of the commonly used derivative products and the analytical tools you need to make good managerial decisions. I will cover forward, futures, and options. For every derivative product, I will introduce the market mechanism, develop pricing equations using simple algebra, and discuss how to use it to manage risk. This course is especially appropriate for those students who are interested in understanding the economic intuition behind derivative securities, but do not want to bother with complicated mathematics.

This course focuses on hand-on aspects of private equity deals. Topics covered include: Private equity funds and their formation, industries and business models, investment and exit types, management, good investment selection, due diligence, governance and best practices, contracts, tax and legal issues, and going private. There will be a mock negotiation and a final project.

A series of speakers to be arranged by instructor, all of whom are experienced in private equity, venture capital deals, start-up acquisition, and new initiatives within large organizations.

NBA 6800 meets on 4/12; 4/19; 4/13; 4/20;

Negotiation is the art and science of securing agreements between two or more interdependent parties. The purpose of this course is to understand the theory and processes of negotiation as it is practiced in a variety of settings. This course is designed to complement the technical and diagnostic skills you have learned in other courses at the Johnson School. A basic premise of the course is that while a manager needs analytical skills in order to develop optimal solutions, a broad array of negotiation skills is needed for these solutions to be accepted and implemented. The course is designed to help you approach negotiations with confidence. You have the opportunity to develop your negotiating skills experientially and to gain insight into what works, what does not, and why.

Negotiation is the art and science of securing agreements between two or more interdependent parties. The purpose of this course is to understand the theory and processes of negotiation as it is practiced in a variety of settings. This course is designed to complement the technical and diagnostic skills you have learned in other courses at the Johnson School. A basic premise of the course is that while a manager needs analytical skills in order to develop optimal solutions, a broad array of negotiation skills is needed for these solutions to be accepted and implemented. The course is designed to help you approach negotiations with confidence. You have the opportunity to develop your negotiating skills experientially and to gain insight into what works, what does not, and why.

Negotiation is the art and science of securing agreements between two or more interdependent parties. The purpose of this course is to understand the theory and processes of negotiation as it is practiced in a variety of settings. This course is designed to complement the technical and diagnostic skills you have learned in other courses at the Johnson School. A basic premise of the course is that while a manager needs analytical skills in order to develop optimal solutions, a broad array of negotiation skills is needed for these solutions to be accepted and implemented. The course is designed to help you approach negotiations with confidence. You have the opportunity to develop your negotiating skills experientially and to gain insight into what works, what does not, and why.

Prerequisite: NBA 6820. The purpose of this course is to further the skills and knowledge you have acquired from Negotiation 1: Negotiation Essentials. The course is designed to provide an understanding and appreciation of complex and dynamic negotiations in today’s globally diverse business environment. In particular, you will be introduced to theories and processes of negotiation between people with very different assumptions and mindsets, such as negotiation between heads of offices in different national locations in the same organization, business executives working with their legal counsels to get a deal done, or managers working with their cross-border alliance partners. The course is designed to enhance the awareness of your assumptions and beliefs, and their impact on your dealing with different others. In addition, the course is designed to help students approach complex and often emotionally charged negotiations with confidence and resilience. Students will have the opportunity to develop skills and mindsets important to such negotiations experientially and gain insight into what works, what does not, and why.

An introduction of core concepts encountered in entrepreneurial businesses. The class is designed to broadly prepare students for working in start-up entrepreneurial environments and assist in fostering a like mindset. The course consists of lectures, guest speakers and a short written paper. By the end of the course, students will be able to discuss topics and issues related to beginning and running start-up companies. Participants will understand terminology and general concept categories including idea validation and market assessment, product and marketing strategy, networking, team selection culture and team building, legalities formation issues, business partnerships, marketing tactics, patents trademarks copyrights and financing business.

Game theory is the science of strategic decision making in situations where players’ actions are interdependent. It provides a method for identifying optimal strategies and predicting the outcomes of strategic interactions. Using lectures, in-class games, and assignments, this course develops the basic tools of game theory as they relate to business situations, and then applies them real-world cases. Topics include strategic cooperation and punishment between firms, strategic commitments, predatory and limit pricing, entry deterrence, and auctions. The final deliverable is a take-home essay in which you apply the course material to a game theoretic setting of your choice. This course requires only basic mathematics skills, but a familiarity with microeconomics and strategy is recommended.

An introductory accounting course that examines the subject from the viewpoint of users external to the organization. Topics include transactions analysis; the accounting cycle; financial-statement preparation, use, and analysis; revenue recognition and cost measurement; present value; and problems in financial-accounting disclosure. This course is similar in content to the MBA core course: NCC 5000.

This course introduces students to the basic principles of marketing. The course is designed to familiarize students with the key concepts of marketing management, including marketing strategy and marketing analysis (i.e., customer analysis, competitor analysis, and company analysis), and to introduce students to the basic elements of a marketing mix (product/ pricing/ advertising and promotion, and distribution). The course will be based on a mix of lectures/ class discussions that introduce these key principles of marketing, and on case discussions that provide an opportunity to apply those principles to critically analyze various marketing scenarios. This course is similar in content to the MBA core course NCC 5030.

This course provides an introduction to business finance through lectures and assignments. Topics include basic financial accounting, time value of money, stock and bond valuation, capital budgeting, portfolio theory, asset-pricing models, cost of capital, dealing with risk, capital structure, acquisitions, and options. Application of theory to practical applications will be stressed in the lectures. Letter grade only, based on a examinations, problem sets, and group case reports. This course is similar in content to the MBA core course, NCC 5060. For Non-Johnson School graduate students and seniors only. Graduate students have first priority in the event the course is oversubscribed.

Operations Management is the design and management of the processes that transform inputs into finished goods or services. This course provides a foundation for understanding the operations of a firm. The course provides students with the basic skills necessary to critically analyze a firm’s operating performance and practices. It focuses on how the “physics” of material, work and information flows, and the design and management of a firm’s processes interact to determine a firm’s cost structure and its ability to compete effectively in terms of noncost measures such as quality, variety, and speed.

This course is a hands-on introduction to understanding process excellence with a focus on Six Sigma from the perspective of Johnson and Johnson. This one-week course is condensed from the two-week Johnson & Johnson six sigma Green Belt certification training that their employees take. The course teaches the DMAIIC roadmap, which is a methodology to solve business problems. The students will learn and practice the tools associated with six sigma and the roadmap. The course will be facilitated by Johnson and Johnson certified six sigma belts but the course does not result in a Green Belt certification for the students. Students will learn: 1)How to define, focus and charter a problem 2)How to understand what the customer wants 3)How to map a process 4)Tools to measure the magnitude of the problem 5)Statistical tools to uncover root cause of the problem 6)Tools to develop innovative solutions for the problem 7)Tools to maintain and control the innovative improvements Students will be introduced to Minitab as a software tool to accomplish the above objectives. Students will do an interactive case study to apply the tools. Required Course Materials: Notebook and CD Laptop with current version of Minitab installed

NMI 5030 meets on 1/18; 1/14; 1/15 - 1/17; 01/14/13 - 01/18/13

Social network analysis is the science of modeling and understanding the pattern of ties that connect actors (individuals and firms) within networks. In this course we will study the structure and evolution of social networks and learn how to statistically model such networks. In the first part of the course we will study how a social network can be described in terms of a number of structural characteristics and explore concepts relating to network density, degree distributions, clustering within networks and network centrality of actors. We will briefly explore different mechanisms of network formation and growth, including random-graph models and models of preferential attachment. In the second part, we will study statistical models of relationships within networks. In particular, we will explore the specification and estimation of exponential random graph models as well as latent space models for network connections. We will also study issues of endogeneity and identification when modeling contagion and social influence in networks. In the final part we will focus on the applications of social networks within marketing. Here, we will study how social networks impact the diffusion of innovations, how one can identify influential users within social networks and how social can be used for marketing purposes. Students will study classic and recently published papers in the marketing literature to understand how concepts and methods can be applied in their own research.

NRE 5080 meets on 5/10; 5/9; 5/11;

This seminar will discuss in-depth various quantitative/analytical models in marketing. Topics will include: bundle choice and conjoint models, models of competition, online auction models, pricing models, brand equity/customer equity models, and promotion models. Although not much emphasized, the seminar will briefly discuss a few traditional topics such as market structure, MDS and product positioning, marketing mix and diffusion modeling, Internet marketing and retailing. Students are assumed have some background in econometric methods and data analysis. The material will be primarily drawn from recently published articles and selected working papers. Directions for future research will be identified in the topics of marketing science covered in the course. The readings will be primarily drawn from such journals as Marketing Science, Management Science, and Journal of Marketing Research.