At the heart of Fuqua's global outlook is a committment to provide unique academic and social preparation for the next generation of business leaders. That's why there's so much more to our MBA degree experience than classroom instruction.We offer a host of opportunities for you to engage with other students, with Duke University and Durham, and with the world. Our numerous and diverse engagements and activities create a well-rounded experience that helps to mold you into a leader of consequence—dynamic and collaborative, authentic and brilliant, analytic and strategic.

Center for the Advancement of Social Entrepreneurship (CASE) at Duke’s Fuqua School of Business Luxury Brand and Retail Club Marketing Club 25 random things:

I love reading. I've never wondered why. But as with all other things, I vividly remember the beginnings of my oldest and favorite hobby.

My dad's brother used to be an avid reader. When I was 5 and he was in high school, I tried to tear open the crisp newspaper with which he had carefully wrapped the James Hadley Chase novel he was reading. He seemed to have prepared wisely to avert the scandal that would erupt if someone at home saw the buxom babe in fishnet stockings and nothing but a rifle to cover her chest. And I, with my curiosity and loud mouth, almost ruined it. He decided it was time I read literature more suited to my own age. And that is how I got my first library membership. I still remember handing over a deposit of Rs.25 to the library owner and getting a bright yellow card with my name and address on it in return. My very own library card!

My initial days of reading were filled with Enid Blyton. I had a club of my own, just like Secret Seven- replete with cookies and pitchers of orange juice, with the kids in the neighborhood. I even had a bonfire in our garden, which my mom put out before we could burn down the house (far fetched I know, but I must admit it made me feel all powerful). Then I discovered Fairy Tales and Arabian Nights. For months I longed for a gingerbread house or a lamp I could rub on the eve of my exams. I slept dreaming of princesses and dwarfs and mermaids and witches. I sat at the back of my Carnatic music class and read Archie comics for the entire hour, which explains why I am only a bathroom singer. I spent many a night snickering at the exploits of Tom Sawyer and Huckleberry Finn, I blushed everytime Ned Nickerson kissed Nancy Drew and I read most of Sherlock Holmes on school nights with a flashlight under my blanket. I remember the name of every single Sidney Sheldon heroine. I've had my knuckles go white from gripping a Jeffery Archer novel too tight, unable to bear the suspense any longer. I spent most of my pocket money and every penny I ever got in gifts to buy books. I still read Wodehouse and the Classics. When I entered college my reading took a quantum leap. Maugham, Salinger, Rand, Shaw, Hesse, Eggers, Tolkein, Adams, Nabakov, Steinbeck, Stone, Irving, Pamuk,

Joyce, Seth, a neverending list of writers entered my life to delight me. Some left in a hurry, some faded to the background, some endured.

I sometimes wonder if I would have been a different person if I didn't have an obsession over reading. I think so. Books ensured I never missed having a sibling. I am never bored. I am never short of a way to spend my money and my friends are never at a loss for gift ideas for me. Books have made me the restless insomniac that I am. I can, and would even prefer to, learn practically anything from a good book. I connect instantly with people who read. My mother would have liked me a little better if I didn't read ( read: completely ignore her whenever I did). If I didn't read I might be more willingly social. I might have no opinions. I might be less of an idealist. I may not be able to write.*Shudder*

PS: Thanks to Gradwolf for triggering this train of thought and bringing back countless fond memories!

When I was sixteen, my relationship with my mother changed permanently. On an uneventful Monday afternoon, as I hovered around the kitchen talking to her about this and that, she taught me about choice. “Everything in life is a choice,” she began. As a girl from the average Indian middle class family, I could choose to do well at school, etch out a career of my choice, travel the world and never know what a budget meant. Or I could squander away the next few years, pursue whatever education my academic prowess afforded me, get married at 20 or 21 and, in the worst case, lean on a man for financial support for the rest of my life. Then she drew out some personal choices for me. I was at an age where I had an uncontrollable urge to rebel, she explained. If she restricted me, I would do things without her knowledge that would prove to be far more unfortunate than doing them with her consent. So she awarded me complete freedom. She would not stop me from doing anything. Instead she would offer her opinion and possibly explain the consequences as she saw them. Essentially my choice was to tell her the truth or to lie.

That is how my mother dealt with my adolescence. She did not once try to make my choices for me or to nudge me towards the right one. She just left it to me. And her method worked like a charm. By giving me the freedom to screw up my life, she ensured that I never did. That Monday afternoon, I left the kitchen a little bewildered. But my mother had become my friend. Today there is nothing I cannot discuss with her. Boyfriends, crushes, alcohol, parties, my insecurities, my aspirations, my confusions, nothing is off bounds with her. She shields me from judging relatives. She debates with me about my decisions. She indulges me and my profligate ways. She eggs me on when I'm feeling down. She brings out the idealist in me when I struggle with bouts of cynicism.That clueless sixteen-year-old has come a long way today because of her mother's attitude and unrelenting support.

When I think about it now, 10 years later, I realize that she probably wanted me

to have the childhood she never had. My mother was blessed with an untimely maturity. At the tender age of 8 she used to help her slightly ill mother cook before she left for school every day. At that age she never let me enter the kitchen except to throw dishes into the sink. When she was 16 she would wake up at 4am to study for a couple of hours before she cooked for the whole family and got her little brother ready for school before she left. I, in turn, slept for 15 extra minutes while she ironed my uniform for me. When she was 18 she graduated at the top of her school and got admitted to an Engineering program. Instead she gave in to family pressures and married my father and had me when she was barely 19.

She may have given up her academic dreams. In fact for a very long time I used to complain to my grandfather about his misdeed. "Look at her family. What more should she achieve?" he would ask. I daresay he is right. She is a success in every undefined sense of the word, on numerous immeasurable counts. She has always been a success in ways I have never understood. I call her every day. For five years now, every single day I’ve found her excited and waiting with some new story to tell me. Ever the social butterfly, she is always buzzing with activity and fussing over people and flitting around with her bubbly energy. Even our extended family brims with her fans. People cannot shop for weddings without her. People called her with their problems even when she was visiting me in the US. My friends who I don't see more than once a year, visit her every time they are in Madras. She takes care of her parents and, until recently, her parents-in-law. She single-handedly manages the finances and investments of all my dad's siblings who don't even live in India. She is the omniscient, omnipresent super daughter, super wife, super mom!

To people, I am always Veena's daughter and I would not have it any other way. Some day in the distant future I hope I become my mother.

At all points in time I need a goal, a plan and measurable results. This is my OCD. At the same time, it is my crutch. It has thus far been the panacea to all my woes- personal, academic, professional, emotional, you name it. The pre-2007 posts in this blog, with their color coded excel grids and constant progress reports of my b-school applications, will attest my claim. You could say I overanalyze and that I do not know how to "go with the flow". You will be right, of course. But I have unshakable faith in my three pronged defense mechanism. For I've turned even the most uncertain phases of my life into saner, manageable times by breaking my life up into goals, plans and results.

It's been a little over three months since I graduated and I have no idea what I will be doing next. As I try to take stock of my situation I realize that I'm no novice to professional uncertainty. In fact my post-MBA days are merely a deja vu of my post-undergrad days. In my final year of college I gave up the job I got on campus because I decided I did not want to work for that firm. I voluntarily signed up for six months of being clueless about what I will be

doing next. You could say I was 20 and didn't know what I was doing. You could say I somehow found the strength to veer away from compromise. Whatever be the case, I turned out fine. Then I did not want to stay in a technical job for too long. It took me three years of focus- the first two spent simply aspiring and patiently waiting followed by one year of micro-planning and executing, before I was admitted to the MBA program of my choice. During my MBA, it took me four months of grueling effort to get the internship I dreamed of. The odds were completely against me. The world of Finance was crumbling under recessionary forces. I was a career switcher and amongst the youngest students in my class. You could say I was 25 and cocky. You could say I somehow found the strength to stick to my guns. Whatever be the case, I got what I wanted.

Beware, this is hindsight painting a rosy picture of the bygones. When I was actually going through each of these episodes it felt like the end of the world, every time. It felt like I was forever swimming upstream. But swim, I did and still do tirelessly. Maybe I have to do it the hard way every time. Maybe I have to learn the same lessons in patience and perseverance to cross every milestone of life. I simply will have to find the strength. But as long as I have a goal and a plan that I'm implementing diligently and hopefully, the results should come by sooner or later.

Such is the nature of things I think about when I run. Which brings me to the question- Why do I run? 

I run to sweat out my futile tears. I run to let out the anger I sometimes feel at the aberrant world. I run to be alone. I run to ward off inertia. I run to savor the impatience of one foot to get ahead of the other. I run for the silly pleasure of a fellow runner's wheezing smile. I run for the tiny success of beating my 9.5 minute mile with a 9 minute mile. I run for that unmistakably measurable progress. I run to overcome my fears that are, those that have been and others that are to be.If nothing else, I run to have the breeze in my hair.

1) Marketing Symposium – conference we host each year focused on marketing careers

Marketing on the Move, the 2012 Duke MBA Marketing Conference, offers an opportunity to explore the changing landscape of marketing and how companies are leveraging consumer insights to make critical marketing decisions: from emerging market and social/digital trends to dynamic strategies needed to reach ever changing customer needs, whether it be budget consciousness or a focus on sustainability. The Conference is orchestrated and hosted by the MBA Marketing Club and attracts current Duke Students, students from other MBA programs, faculty and top marketing industry professionals from across the country.

The daylong event includes industry and faculty speakers, panels, a networking lunch and an afternoon closing reception. To register, email selina.jain@fuqua.duke.edu.

2)       Beyond CPG conference – same conference for marketing jobs outside consumer packaged good (autos, tech, sports, entertainment, etc)

3)       Week in Cities – fall break we visit the headquarters of 10 companies in new York/new jersey or Chicago

4)       MILE – Marketing Integrated learning experience – 6 week training on how to prepare for interviews

Does the thought of systematically reasoning through the product potential of mango flavored potato chips leave you confused and caught off guard? It does for many first-year students, but luckily, the second-years, wise from rounds of internship interviews and a substantial full-time job search, came to the rescue with MILE.

MILE stands for Marketing Integrated Learning Experience, and it’s a six-week course that prepares first-years for the marketing recruiting and interview process.

MILE walks first-year students through a series of behavioral questions and hypothetical business situations that typically come up in intense MBA interviews. Classes this year focused on crafting your own personal story and preparing for questions regarding creativity and innovation, new product launches, market sizing, and branding. The small class size, about 20 students per session, with 3 sessions offered per week, allowed for a lot of participation and an interactive experience that incorporated feedback from the presenters. Meeting only an hour a week was a small price to pay for feeling prepared to face those upcoming January interviews. With classes, clubs, and leadership activities sometimes taking up all of a first-year’s time, it was only because of MILE that some students were able to stay on track and create a plan to perfect the skills they learned.

With such a successful MILE program that included a mock interview finale with top companies like Kraft and Johnson & Johnson, there’s a great chance we will have some newly seasoned second-year teachers next year for the upcoming class.

The Duke MBA Marketing Club offers many events and opportunities for students interested in pursuing marketing careers across different industries, or to those who simply have an interest in learning more about marketing concepts.

Career

Beyond CPG Night Speed Networking Night

MILE Week-in-Cities

Support

Second Year Buddy Program Diversity Conference Prep Session

Education/Experience

Marketing Symposium Corporate Education Series Brand Challenge Corporate Case Competitions

Beyond CPG Night

The Duke MBA “Beyond CPG Night” is a cornerstone Marketing Club event focused on marketing opportunities outside 0f the consumer packaged goods industry. The evening kicks off a series of non-CPG events that are held throughout the year, and it is aimed at exposing students to a diverse set of rewarding marketing careers. The Club invites alumni and other professional marketers to Fuqua to present the importance of the marketing function in their respective industries, share their perspective on non-traditional marketing careers, and discuss strategies for pursuing a marketing career outside the CPG industry.

The Night consists of an overview of marketing roles within the participating companies and a presentation of a key business issue each marketing team has solved. A networking social event is held immediately after to facilitate 1:1 interactions between students and companies.

Previous companies in attendance have included:

John Deere Wal-mart M&T Bank Nissan Dell Du Pont Nomacorc

Speed Networking Night

Speed Networking Night is co-hosted by the Marketing Club, General Management Club, Media Entertainment and Sports Club, and High-Tech Club.  The event allows First Year students to network with Second Years to learn about their summer internships and experiences at various companies.  First Years have the opportunity to rotate to six different companies and network with each for about 10 minutes.

Previous companies in attendance have included:

BD Campbell’s Coca-Cola Dupont Ford Hasbro Johnson &

Johnson Kraft Foods Merck Microsoft Mondelez

International Nestle Nike PepsiCo P&G Unilever

MILE

What is MILE?  The Marketing Integrated Learning Experience (MILE) is an intensive interview preparation curriculum throughout the fall terms taught by second year students. There are weekly sessions from September until November, each session covering a different aspect of preparation for interviews.

Students learn preparation for both CPG and Non-CPG careers. Sessions occur on Tuesdays or Thursdays, but students only need to attend one class per week.

Interview Prep Topics:

Crafting Your Story Behavioral Interviews Creativity & Innovation New Product Launch Business Situation Brand Examples & Market Sizing

Week-in-Cities Trips

During Fall Break each year, the Marketing Club hosts company visits as part of “Week in Cities” trips. These visits provide first year students with a chance to learn about the individual companies, a brand manager’s role, and the office environment. Typical visits consist of office tours, executive speakers, and alumni panels and last for about three hours. In past years, students have chosen between a Midwest or Northeast company trip.

Previous company visits have included:

American Express Dannon Diageo Groupon Johnson & Johnson Kraft Mars MillerCoors Mondelez PepsiCo Proctor & Gamble Quaker-Tropicana-Gatorade Sears Unilever Vosges Chocolates

Second Year Buddy Program

The Marketing Club Buddy Program matches second year marketing club members with first year marketing club members prior to the internship search based on aspects like top employers, preferred industries, and desired location.  The pairings allow first years to seek advice from second

years who have recently gone through the recruiting process and have just recently returned from marketing internships.

Diversity Conference Prep Session

In preparation for NSHMBA and NBMBAA, we will have volunteers walking you through a condensed version of the MILE curriculum so that you are familiar with the types of questions you may receive during your interviews at the conference. 

Marketing Club Symposium

The Duke MBA Marketing Symposium is the first large-scale Marketing Club event of the year. It provides Fuqua students a unique opportunity to learn about a diverse set of companies and careers in the marketing field. The Marketing Club invites alumni and other professional marketers from a variety of companies to Fuqua to discuss typical career paths within a company, to describe the roles and responsibilities of someone immediately after business school, and to present perspectives on business challenges they have faced over the years.

The event consists of a keynote, panels, “hot topic” presentations with deep dives on specific topics, and cases studies as well as a networking session to provide interaction with company representatives.

Previous companies in attendance have included:

Johnson & Johnson Coca-Cola Heinz Kraft Foods Procter & Gamble Unilever Walmart Microsoft American Express General Electric Cisco

American Express Dell John Deere Merck

Corporate Education Series

Designated club cabinet members work with alumni and sponsors to create educational experiences for club members and the overall Fuqua community.  The event types have included the following in the past:

CPG and non-CPG corporate education events throughout the fall. Examples of past events include: 

o J&J’s Advertising and Retail Walk-Through Workshops o Frito-Lay’s Mock Interview Workshopo Unilever’s “What is Brand?” Workshopo American Express & Customer Relationship Marketingo Coca-Cola: Digital & Social Media

Company and partner events throughout the spring to help prepare students for summer internships.  Examples include: 

o Working with an advertising agency o P&L 101o An overview of Nielsen and IRI resources

Brand Challenge

The Duke MBA Brand Challenge is a Fuqua tradition that, while hosted by the Duke MBA Marketing Club, is enjoyed by the entire school. Teams of students design creative brand challenges that pit branded products head-to-head against corresponding private label brands in creative, fun taste and functional tests.

The event reinforces classroom learning by encouraging students to think about the differentiating attributes of products. It also provides students a slightly more unique perspective into the world of marketing.... and did we forget to mention? The evening is also just plain fun!

Here are some of the most recent brand challenge moments!

Students, partners, families, faculty, and staff attend the event, which takes place during a Fuqua Friday in Term 2. Prizes are awarded by a panel of faculty judges on the basis of creativity and marketing prowess. A popularity award is also presented to the crowd favorite.

Corporate Case Competitions

Members of the club form teams to compete in case competitions across the country, building their marketing skills and professional networks. Such competitions include the Elite 8 at the University of Minnesota, IIPM International Case Competition in New Delhi, India, and the UNC Marketing Case Competition. 

5)       Brand Challenge

Marketing courses:

While clubs, company presentations, and Fuqua Fridays are important to the Duke MBA experience, the marketing classes offered at Fuqua are also very valuable for our development as world-class leaders in the field of marketing.   Fuqua is ranked No.4 in Marketing by US News and No.1 in the US for intellectual capital in Bloomberg Businessweek magazine.

As a snapshot, the Duke MBA typically offers the following marketing courses:

Consumer Behavior

Understanding our consumers—or ourselves, as consumers—is no easy task. Perhaps its difficulty is best reflected in the number of new product introductions that fail each year. Yet, a solid understanding of cognitive and social psychology can offer insight beyond business acumen and help guide a plethora of business decisions. In the domain of consumer behavior (CB), marketers investigate how psychological phenomena structure purchase and consumption. In this course, students will be exposed to a selected range of CB topics.

Marketing Intelligence

Marketing Intelligence is a course about gathering, analyzing, and interpreting data about markets and customers. The course is for managers who will be using market research information rather than doing "marketing research." It is intended for people wanting to go into marketing management, consulting, and entrepreneurship. The last decade has witnessed an explosion in the quantity and quality of data available for market analysis, accompanied by the development of useful analytical frameworks for transforming this surfeit of data into information used for specific classes of marketing decisions. Participants will learn about the sorts of marketing decision problems in which research information might prove useful -- problems of selection of target market, new product or service introduction, customer retention, pricing, etc.

Marketing of Innovations

This course is about marketing products and services that are seen by consumers as being highly innovative.  Most new technology products fit into this category, although keep in mind that a highly innovative product one day can be quite blasé after it has been adopted.  The focus of this course will be on the strategies that tech firms should adopt in technology intensive environments and not on the technology, per se; thus, you do not need to be an expert on technology in order to take this class. You only need to have an interest in the manner in which innovations affect our lives. For example, you will learn not only how to forecast hockey-stick trajectories but also learn why tomatoes in the U.S. are so hard and why we drive around in cars with gasoline and not steam engines.

Marketing Management

By creating and fulfilling wants and needs, marketing creates value for an organization's customers. The value it creates translates to substantial dividends for the firm and its stakeholders. The goal of this course, accordingly, is to delineate the means of creating and fulfilling these wants and needs.

Creating this value requires that managers must effectively:

1. Assess marketing opportunities by analyzing customers, competitors, and their own company (the 3 C's), and

2. Design effective marketing programs via selecting appropriate strategies for pricing, promotion, place, and product (the 4 P's)

Marketing Strategy

Marketing strategy is concerned with how to manage customers to maximize firm profits. This includes strategies to manage the selection, acquisition, and retention of customers and actions to manage the firm’s value proposition, business model, cross-functional activities, and structure/culture to profit from customers.

The course builds on the core marketing class and the core strategy class. However, it differs from both in key ways. First, given the strategic focus of the course, relatively less attention will be given to the tactical-level activities of the marketing department using the 4Ps. Second, the customer focus of the course means that capabilities are evaluated relative to their contribution to customer value and not as inherently valuable.

Pricing Strategy  

Profitable pricing is the harvest of firm's efforts to create value for its customers. Indeed, it is the only element of the marketing mix that

produces revenue; all other elements represent costs. Consequently, setting prices is a critical managerial decision. For both strategic and tactical reasons, managers change prices more often than any other element of the marketing mix. It is reported that managers also often make mistakes in their pricing decisions: Pricing is too cost-oriented, pricing decision did not consider likely consumer response, pricing decision failed to anticipate competitive reaction, new price encourages cannibalization of existing product line, pricing is not consistent with product position, and pricing is not responsive to market changes. Knowledge of pricing is useful for those pursuing careers in marketing, and financial management.

This course covers fundamental analytic tools, theories, and conceptual tools for formulating pricing strategy. The course also covers pricing tactics, and some new economy pricing models.

Product Management

Product and brand management are at the heart of many organizations' survival. Brand and product managers "run" a small business and, as such, have profit and loss responsibility for brands. Yet few courses in the curriculum are intended to walk students through the steps necessary to achieve this objective. Accordingly, the goal of this course is to prepare such managers to build brand assets and create an enduring advantage for their brands in the marketplace. The focus of the course will be highly applied with many cases and guest speakers that emphasize the actual management of products and brands.

Learn more about the Marketing Concentrations available at Fuqua.

The Concentration in Marketing is designed for students who plan a career in which marketing plays a central role and therefore seek an in-depth understanding of the concepts, tools, and practice of modern marketing. A career in marketing may be developed in different settings, such as consumer goods, services, high-technology, business-to-business, health care and consulting, leading to distinct career paths. The 6 courses in the concentration are intended to prepare students with the knowledge and skills for these career paths.

The fundamental role of marketing is stewardship of the customer asset and managing the firm's brand equity, requiring the mastery of 3 key skills:

1. Identify where value can be created by capturing and understanding the voice of the customer.

2. Deliver value to customers and thus manage the firm's brand equity via the tools available to a marketing manager (e.g., the traditional 4 P’s of product, price, place, and promotion.)

3. Manage the customer and brand asset by choosing and managing the firm's relationships with its customers, channel members, suppliers, and competitors.

Capturing and Understanding the Voice of the Customer: The marketing faculty recommends that first-year students begin with skill 1 above, taking 1 or both of the 300-level electives aimed at capturing and understanding the voice of the customer: Market Intelligence (MARKETNG 796), a required course for the marketing concentration, considers how to plan, collect, and interpret market research. Consumer Behavior (MARKETNG 797) will provide the tools and frameworks for capturing the current and future needs of current and potential customers.

Delivering Value: Most of our marketing electives are aimed at skill 2 — delivering value to the customers by managing the "4 P’s" of product, price, place, and promotion. There are 2 ways we offer this material. First, we have courses that develop all 4 of these skills in specific contexts: Product Management (MARKETNG 799) and Marketing of Innovations (MARKETNG 802) and Health Care Marketing (HLTHMGMT 715). We advise taking at least 1 of these courses early in your program. Second, we offer courses that concentrate on 1 of the 4 P's. For example, The Strategy and Tactics of Pricing (MARKETNG 808) focuses on "price," and Marketing Communications Management (MARKETNG 800) focuses specifically on "promotion."

Choosing and Managing Relationships of the Firm with Customers, Channel Members, Suppliers, and Competitors: Second year students should learn skill 3 above — choosing and managing relationships of the firm with its customers, channel members, suppliers, and competitors — via courses in Customer Relationship Management (MARKETNG 803) and Marketing Strategy (MARKETNG 807). Both courses are integrative in their orientation. Hence, students should come to these courses with at least 1 course in skills 1 and 2.

Coursework RequirementsConcentration Option 1: Product ManagementThis concentration is designed for students pursuing careers in product management in packaged goods, consumer durables, business-to-business settings, high tech markets, pharmaceuticals, and services.

Required Courses:MARKETNG 796 — Market IntelligenceMARKETNG 799 — Product Management

Select 2 of the following marketing electives:HLTHMGMT 715 — Health Care MarketingMARKETNG 797 — Consumer BehaviorMARKETNG 802 — Marketing of InnovationsMARKETNG 807 — Marketing StrategyMARKETNG 808 — Strategy and Tactics of PricingMARKETNG 895 — Fuqua Client Consulting Practicum or MARKETNG 896 — Marketing Practicum

Select 2 of the following non-marketing electives:ACCOUNTG 591 — Managerial AccountingDECISION 611 — Decision ModelsDECISION 614 — ForecastingFINANCE 646 — Corporate FinanceMANAGEMT 745 — NegotiationMANAGEMT 746 — Power and PoliticsMANAGEMT 747 — LeadershipMANAGEMT 898 — Corporate Social Impact ManagementMGRECON 788 — Competitive AnalysisOPERATNS 823 — Operations StrategyOPERATNS 828 — Distribution/Supply Chain Management

Concentration Option 2: Market Analysis and StrategyThis concentration is designed for students pursuing careers in marketing strategy, consulting, corporate strategy, general management, and sales.

Required Courses:MARKETNG 796 — Market IntelligenceMARKETNG 807 — Marketing Strategy

Select 2 of the following marketing electives:HLTHMGMT 715 — Health Care MarketingMARKETNG 797 — Consumer BehaviorMARKETNG 799 — Product ManagementMARKETNG 802 — Marketing of InnovationsMARKETNG 808 — Strategy and Tactics of PricingMARKETNG 895 — Fuqua Client Consulting Practicum or MARKETNG 896 — Marketing Practicum

Select 2 of the following non-marketing electives:ACCOUNTG 591 — Managerial AccountingACCOUNTG 598 — Valuation and Fundamental AnalysisDECISION 611 — Decision ModelsDECISION 613 — Strategic Modeling and Business DynamicsDECISION 614 — ForecastingFINANCE 646 — Corporate FinanceFINANCE 658 — Corporate RestructuringMANAGEMT 898 — Corporate Social Impact ManagementMGRECON 788 — Competitive AnalysisMGRECON 898 — Data MiningOPERATNS 823 — Operations StrategyOPERATNS 824 — Service Operations ManagementOPERATNS 828 — Supply Chain Management

NOTE: Courses from the required list (Marketing 796, 799, 807) cannot be counted towards 4 marketing electives in second bullet.

The concentration in Strategy is designed for students looking for careers with leading strategy consulting firms and for students who are interested in strategic planning or general management positions requiring similar skills in established firms. Building on the broad foundation of the core curriculum, the concentration requires 6 additional electives that provide a deeper understanding of strategy and competitive environments. In addition, strategic consultants and strategic planners rely on a broad range of analytical skills and increasingly on 1 or more areas of specialized knowledge. The course requirements are built around these themes.

Coursework Requirements:

Advanced strategy courses (choose at least 2 of the following courses):MGRECON 788 — Competitive AnalysisMGRECON 784 — Game Theory for Strategic AdvantageSTRATEGY 837 — International StrategySTRATEGY 838 — Entrepreneurial StrategySTRATEGY 839 — Strategic Alliances STRATEGY 840 — Emerging Markets StrategySTRATEGY 841 — Strategy ImplementationSTRATEGY 843 — Intellectual Capital and Competitive Strategy

Advanced analytic skills (choose at least 2 of the following courses):ACCOUNTG 591 — Managerial AccountingACCOUNTG 597 — Financial Statement AnalysisFINANCE 646 — Corporate FinanceDECISION 611 — Decision ModelsDECISION 613 — Strategic Modeling and Business DynamicsDECISION 614 — Forecasting

Additional strategy-oriented courses (choose at least 2 courses from the following list or additional courses from the advanced strategy courses list above):ACCOUNTG 598 — Valuation & Fundamental AnalysisACCOUNTG 898 — Management Control and Financial ReportingENRGYENV 626 — Modeling and Analysis for Environmental Sustainability (Formerly DECISION 491 — Decision Tools for Environmental Sustainability)FINANCE 651 — Entrepreneurial FinanceFINANCE 654 — Advanced Corporate FinanceFINANCE 658 — Corporate RestructuringFINANCE 661 — Raising Capital: Financial Instruments, Institutions and StrategyHLTHMGMT 711 — Health Care Markets (Formerly Economics and Strategy of Health Sector Management)HLTHMGMT 712 — Medical Device Strategy (Formerly Medical Device Commercialization)

HLTHMGMT 713 — Biotechnology: Management of Drug DiscoveryHLTHMGMT 714 — Health Care Provider StrategyHLTHMGMT 715 — Health Care MarketingHLTHMGMT 716 — Health Care Systems and PolicyHLTHMGMT 717 — Biotechnology and Pharmaceutical Strategy (Formerly Economics and Management of the Pharmaceutical Industry)MANAGEMT 738 — Managing Innovation in a Global OrganizationMANAGEMT 743 — The Legal Environment of BusinessMANAGEMT 748 — Managing Human Assets and Organizational ChangeMARKETNG 796 — Market IntelligenceMARKETNG 799 — Product ManagementMARKETNG 802 — Marketing of InnovationsMARKETNG 807 — Marketing StrategyMARKETNG 808 — Strategy and Tactics of PricingMGRECON 781 — Global Economic Environment of the FirmMGRECON 782 — Environmental EconomicsOPERATNS 822 — Information Systems for Production ManagementOPERATNS 823 — Operations StrategyOPERATNS 824 — Service Operations ManagementOPERATNS 827 — Global OperationsOPERATNS 828 — Supply Chain ManagementSTRATEGY 895 — Fuqua Client Consulting Practicum or STRATEGY 896 — Strategic Planning Practicum

Since obtaining global knowledge is a foundational element of the Duke Fuqua mission, the two-year program kicks off with a four-week Global Institute featuring three core courses:

1. Leadership, Ethics, and Organizations

2. Global Institutions and Environments

3. Consequential Leadership

To continue their global business training, student will receive opportunities to experience international business and cultural practices head-on in other countries with the Global Academic Travel Experience (GATE) and various exchange programs.

Mini-Terms with Lots of Classes

To receive as much knowledge as possible, terms at Fuqua are broken up into six-week periods – that means that each “traditional” semester (Fall and Spring) is actually broken down into two sessions for a total of four terms of classes per year.

First Year Classes

Fall 1

• Probability and Statistics

• Managerial Economics

• Financial Accounting

• Management Communication I

• Business Computer Applications

• Core course in finance for those with exemptions

Fall 2

• Global Financial Management

• Marketing Management

• Foundations of Strategy

• Management Communication II

• Potential elective if core is exempted or taken in Fall 1

Winter Term

• Optional elective: Workshop in Managerial Improvisation

Spring 1

• Operations Management

• Elective

• Elective

Spring 2

• Elective

• Elective

• Elective

Second Year: Students generally take three elective courses per term.

Choosing a Concentration and Elective Courses

Students will choose to focus on a specialized concentration (see list of concentrations here) and then choose six elective courses in that area. Specializing in a concentration is optional; students may concentrate in up to two areas.

There are two concentrations geared towards marketing students: Product Management and Market Analysis and Strategy. Below are the lists of required courses and electives.

Concentration in Product Management

Required Courses:

MARKETNG 796 – Market Intelligence

MARKETNG 799 – Product Management

Students must select 2 of the following marketing electives for the Product Management Concentration:

HLTHMGMT 715 – Health Care Marketing

MARKETNG 797 – Consumer Behavior

MARKETNG 800 – Marketing Communications Management

MARKETNG 802 – Marketing of Innovations

MARKETNG 803 – Customer Relationship Management

MARKETNG 807 – Marketing Strategy

MARKETNG 808 – Strategy and Tactics of Pricing

MARKETNG 895 – Fuqua Client Consulting Practicum

or

MARKETNG 896 – Marketing Practicum

And students must select 2 of the following non-marketing electives for the Product Management Concentration:

ACCOUNTG 591 – Managerial Accounting

DECISION 611 – Decision Models

DECISION 614 – Forecasting

FINANCE 646 – Corporate Finance

MANAGEMT 745 – Negotiation

MANAGEMT 746 – Power and Politics

MANAGEMT 747 – Leadership

MANAGEMT 898 – Corporate Social Impact Management

MGRECON 788 – Competitive Analysis

OPERATNS 823 – Operations Strategy

OPERATNS 828 – Distribution/Supply Chain Management

Concentration in Market Analysis and Strategy

Required Courses:

MARKETNG 796 – Market Intelligence

MARKETNG 807 – Marketing Strategy

Students must select 2 of the following marketing electives for the Market Analysis and Strategy Concentration:

HLTHMGMT 715 – Health Care Marketing

MARKETNG 797 – Consumer Behavior

MARKETNG 799 – Product Management

MARKETNG 800 – Marketing Communications Management

MARKETNG 802 – Marketing of Innovations

MARKETNG 803 – Customer Relationship Management

MARKETNG 808 – Strategy and Tactics of Pricing

MARKETNG 895 – Fuqua Client Consulting Practicum

or MARKETNG 896 – Marketing Practicum

Students must select 2 of the following non-marketing electives for the Market Analysis and Strategy Concentration:

ACCOUNTG 591 – Managerial Accounting

ACCOUNTG 598 – Valuation and Fundamental Analysis

DECISION 611 – Decision Models

DECISION 613 – Strategic Modeling and Business Dynamics

DECISION 614 – Forecasting

FINANCE 646 – Corporate Finance

FINANCE 658 – Corporate Restructuring

MANAGEMT 898 – Corporate Social Impact Management

MGRECON 788 – Competitive Analysis

MGRECON 898 – Data Mining

OPERATNS 823 – Operations Strategy

OPERATNS 824 – Service Operations Management

OPERATNS 828 – Supply Chain Management

You can read more about Fuqua’s marketing concentrations here.

Fuqua Marketing-Related Clubs, Competitions, and Conferences

• Marketing Club

• Fuqua Marketing

• Fashion/Luxury Goods Club

• Center for Technology, Entertainment, and Media

• Media, Entertainment and Sports Club

• Hospitality, Travel, & Leisure Club

• Duke MBA Brand Challenge

• Duke MBA Marketing Symposium

2012 Marketing Hiring Stats at Duke Fuqua

The chart below shows the class of 2012 full-time employment stats:

Function Percent of Grads Mean Salary ($) Median Signing Bonus ($)

Marketing 13% 104,942 25,000

Brand/ Product Management 4% 99,923 20,000

Sales 1% 110,667 15,000

Market Research <1% N/A N/A

-

Industry Percent of Grads Mean Salary ($) Median Signing Bonus ($)

Consumer Products . 6% . 99,071 . 25,000 .

Retail 3% 111,200 17,500

The class of 2013 pursued the following marketing related internships during the summer of 2012:

Function Percent of Interns Mean Monthly Salary ($) Mean Signing Bonus ($)

Marketing 14% 5,870 4,500

Brand/Product Management 5% 5,967 N/A

Market Research 1% 7,040 N/A

Sales <1% N/A N/A

Marketing- Social Impact <1% N/A N/A

-

Industry Percent of Interns Mean Monthly Salary ($) Median Signing Bonus ($)

Consumer Products 9% 6,374 5,000

Retail 7% 6,596 N/A

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Top consumer product hirers at Fuqua include:

Company NameClass of 2012 (full time) Class of 2013 (interns)

Apple, Inc. 18 9

Johnson & Johnson 12 5

John Deere 5 7

Microsoft Corporation 8 3

Google, Inc. 6 5

Medtronic 7 3

Samsung 10 0

Amazon.com 4 4

Procter & Gamble 3 4

Kraft Foods 1 6

Pepsico 3 3

Wal-Mart Stores, Inc. 3 3

Nike 1 4

Bayer 3 2

Eli Lilly and Company 1 4

AT&T Company 1 3

Target Corporation 1 3

eBay Inc. 0 4

Coca-Cola Company 1 3

(See the complete list here.)

Are you applying to Duke’s Fuqua School of Business? Please see our Duke Fuqua B-School Zone and Fuqua Application Packages for more information on how Accepted.com can help you get accepted.

- See more at: http://blog.accepted.com/2013/07/18/mba-admissions-duke-fuqua-marketing/#sthash.gLm7mp2S.dpuf