marketing courses · marketing programs • focus on both developed ... • forecasting accounting...

MARKETING Courses

FT-MBA Electives2017-2018

Fall Term Marketing Electives

# Name Instructor Time

546 Integrated Marketing Communications Shah Day

547 Product & Brand Bowman Day

641 Global Marketing Seminar Sheth Day

Pricing Analytics & Strategy Vastoni Day

649 Marketing Strategy Leonard Day

543 Digital Marketing & Social Media Chae Evening*

548 Sales & Business Development Kelly Evening

3

MKT 546 – Integrated Marketing Communications

• Covers all forms of

Communication such as

– Advertising

– Direct marketing

– Digital Marketing & Social

Media

– Public Relations

• Understand the concepts

and frameworks used to

develop and sustain

effective marketing

communication campaigns

Career Relevance

• Advertising /

Communication

Agencies

• Brand Managers

• Strategists

• Consultants

MKT 547 – Product and Brand Management• Creating and managing

brand equity

• Media creative and media

planning

• Sales forecasting

• Pricing strategies and

tactics

• Develop and implement a

brand plan over a

(simulated) 10-period

horizon.

Career Relevance

• Brand Managers

• Advertising agencies

• Consultants – Marketing

• General Managers

MKT 641 – Global Marketing Seminar

• Learn frameworks and

practices to build Global

marketing programs

• Focus on both Developed

& Emerging markets

• The focus is future

oriented rather than

historical.

This course counts towards the

Global depth requirement.

Career Relevance

• Consulting - Global

• General management

• Brand managers

• Entrepreneurs

MKT 598: Pricing Analytics & Strategy

• Conceptual Frameworks for integrated data &

decision making around setting Prices

– Economic - Accounting

– Behavioral - Financial

– Legal - Customer Focused

– Competitor

• Price setting process

• Solving Pricing problems

• Best practices in the field

7

Career Relevance

• Brand Managers

• General Managers

• Entrepreneurs

• Consultants

MKT 649 – Marketing Strategy

• Practice building and executing

Marketing strategy

– STP

– Tactical Execution

• Market and Customer

opportunity & valuation

assessment

• Resource allocation across

markets

• Strategy evaluation tools

Career Relevance

• CMO’s

• Strategists

• Brand managers

• Consulting

• General managers

• Entrepreneurs

MKT 543 – Digital Marketing & Social Media

• Digital Marketing Tactics &

using Social Media to

generate customer insights

– Websites

– Search ads

– Display ads

– e-mail

– Web metrics and analytics

– Recommendation / review systems

– Online advertising, social media,

mobile

– Experimentation

Career Relevance

• Advertising & Digital

Agencies

• Marketing analytics

• Brand Managers

• Strategists

• Consultants

MKT 548 – Sales & Business Development

• B2B sales organizations

• What makes an effective

sales organization

• How management

decisions impact sales

force productivity

• Emerging trends and best

practices in B2B salesCareer Relevance

• B2B Sales

• General managers

• Consultants

Course # Course Title

542 Marketing Intelligence and Customer Insights

544 Marketing IMPACT - Consulting Analytics

545 Sports Business Analytics

549 Marketing IMPACT – Marketing Consulting

646 Consumer Behavior

648 Channel Strategy (ACE)

Fall

Spring

Course # Course Title

546 Integrated Marketing Communications

547 Product & Brand

641 Global Marketing Seminar

Pricing Analytics & Strategy

649 Marketing Strategy

543 Digital Marketing & Social Media

548 Sales & Business Development

Accounting electives

Usha RackliffeAssistant Professor in the Practice of Accounting

The Field of Accounting Includes:

Audits

Taxes

Financial accounting is important for…

USES

Credit Analysis Equity Analysis

Management &

Control

Director OversightRegulation

External Auditing

Labor Negotiations

Mergers, Acquisitions

& Divestitures

Financial

Management

Accounting electives

Fall 2017

• 516–Nonprofit accounting

and reporting

• 518–Entrepreneurial

accounting

• 612A–Financial reporting I

• 615–Federal income taxation

• 618–Auditing

• 619–Information and global

capital markets

Spring 2018

• 513-Managerial accounting

• 514-Financial statement

Analysis

• 612: Advanced financial

Accounting

• 612B–Financial reporting II

• 613–Advanced managerial

Accounting

• 616–Corporate and

Partnership Tax

Summer 2017: Required: BUS 512: Financial Reporting and Analysis

ACT 513—Managerial accounting

• Prof. Ted Rodgers

• W 6:30 - 9:15 PM

• Audience:

• Corporate finance, consulting,

marketing

• NOT:

• Financial accounting

• Undergraduate cost accounting

• Focus:

• Managers’ use of internal information

for strategic/operational decisions

• Topics:

• Strategic cost management

• Performance management

ACT 514 — Financial Statement Analysis

• Prof. Ilia Dichev

• Audience:

• Finance, consulting, marketing

• Anyone using financial statements

• Focus:

• Natural continuation of financial reporting course

• How outsiders use external info to make decisions

• Topics:• Business strategy analysis

• Earnings quality analysis

• Financial ratio and cash flow analysis

• Forecasting accounting numbers and financial statements

• Valuation: DCF, residual income, multiples like P/E and P/B

• Strategic cost management

• Performance management

Fall 2017 Accounting Electives

ACT 612A — Financial Reporting I

• Prof. Mary Sevier• MW: 11:30 – 12:45• MW: 2:30 – 3:45

• Audience:

• Accounting, Finance, consulting

• Anyone using financial statements

• Focus:

• Natural continuation of financial reporting course

• Topics:

• Current assets

• Current liabilities

• Long term assets/PPE

ACT 516—Nonprofit financial reporting &

analysis

• Prof. Jan Barton• MW 4:00 – 5:15PM

• Audience: • Social enterprise, healthcare,

• Corporate finance, management,

• Consulting

• IB, financial analysis

• Focus: • Practical analysis of financial

statements of nonprofits

• Topics:• Regulation and taxation

• Governance

• Budgeting and control

• Complex transactions

• Revenue, grants, donations, restricted/unrestricted funds investments, split interests, debt, M&A, taxable transactions

• Financial ratio analysis

MaterialsFinancial statements of real nonprofits:

Animal rights: The Humane Society

Culture: Metropolitan Museum of Art, National Public Radio

Youth: Save the Children, United States Olympic Committee

Education: Emory University, Teach for America

Environment: Greenpeace

Health care: Médecins sans Frontières, Planned Parenthood

Hospitals: Mato Clinic, St Jude’s Children’s Research Hospital

Human rights: ACLU, Human Rights Watch

Humanitarian: Red Cross, Catholic Relief Services, World Vision

Microfinance: Acumen, Kiva

Foundations: Clinton Foundation, The Coca-Cola Foundation,

Bill and Melinda Gates Foundation

Religion: Billy Graham Evangelistic Association

Welfare: AARP, AIDAtlanta, Habitat for Humanity, YMCA, Ronald McDonald House, Wounded Warrior Project

ACT 518: Entrepreneurial AccountingProf. Barton, MW 1:00 – 2:15 PM

Idea Startup IPO

Forms of business: new venture, franchising, buying an existing business

Choice of business organization, with a special emphasis on LLCs

Choice of financial reporting basis: cash basis, tax basis and accrual basis

Operational decisions such as:

accounting/tax software

budgeting and variance analysis

costing and pricing decisions

balanced scorecard

banking relationship

Revenue models and recognition, with a special look into ways of collecting money from customers

(e.g., Paypal, Amazon, Square)

Working capital management, including credit analysis and inventory costing

Basic taxation of business operations (e.g., Schedule C, corporate, pass-through, revenue,

deductibility of expenses, depreciation, home office)

Forecasting and pro forma financial statements

Valuation of small, private firms

Sources of financing, with a special emphasis on their accounting (e.g., debt including amortization

schedules, leasing, issuance of preferred and common stock, stock options)

Bankruptcy, Liquidations.

ACT 519 — Information and Global Capital

Markets

• Prof. Grace Pownall

• T, Th: 2:30 – 3:45

• T, Th: 4.00 – 5:15

• Audience:

• Accounting, Finance, consulting

• Focus:

• Develop framework for global investment decisions

• Topics:

• Develop working knowledge of the institutional structure of global capital markets, with particular attention to the home bias in investing.

• Compare US GAAP with International Financial Reporting Standards, with particular attention to quality of earnings.

• Analyze financial statements of non-US firms from various regions, with particular attention to risk and return.

• Develop familiarity of with the global oil and gas industry, with particular attention to risk assessment and financial reporting and disclosure issues.

ACT 615 — Federal Income Tax

• Prof. Rackliffe

• MW: 10:00 – 11:15 AM

• Audience:

• Accounting, Finance, real estate

• Focus:

• Understand federal tax policy and basic

concepts of various tax provisions.

• Role of taxes in decision-making and

risk management.

• Topics:

• Tax planning for income and

deductions

• Income measurement, tax accounting

• Business expenses and losses

• Depreciation and cost recovery,

passive activity gains and losses,

taxation of property transactions

• Non-recognition transactions, tax

credits, and the alternative minimum

tax

[email protected]

Any questions?

ISOM ElectivesFall 2017

6/5/17

*Fall Offerings

• 555. Appcology: New Commerce Infrastructure Systems (NCIS)

• 651. Strategic Decision Analysis

• 653. Operations Strategy

• 656. Introduction to Business Data Analytics

• 659. Process Analysis and Six Sigma

*Spring Offerings

• 553 Supply Chain Management

• 556. Analytics for e-Markets

• 557. Management Science in Spreadsheets

• 558. Project Management

• 651. Strategic Decision Analysis

• 653. Operations Strategy (ACE)

• 654. Service Operations

• 655. Business Forecasting

All Elective Offerings are open to both day and evening MBA students.

*subject to change

Tell Me More!

• See appendix to slide deck for detailed course descriptions and instructor contact info

• Information systems and operations management covered in core

• Electives like Appcology and Operations Strategy delve deeper into topics within ISOM

• Electives like Introduction to Business Analytics, Strategic Decision Analysis and Six Sigma provide tools that can be applied in many fields

ISOM 555 Appcology: New Commerce Infrastructure Systems(evening offering)

• Ecology and design of apps in the mobile commerce infrastructure– Design and implementation of apps– Internet of things/machine to machine communication– New commerce infrastructure – e.g., e-books, 3-D printing

• Frequent outside speakers and presenters

• Project oriented involving development

• Ends with “venture voting” with angels, VCs and developers evaluating plans and products

ISOM 651: Strategic Decision Analysis(day and evening offering)

• Analysis of decision problems focusing on strategic interaction and the complexity of multiple players

• Applications:– models of competition and cooperation– product introduction and pricing– strategic moves– negotiation, auctions & bidding – fair division– coalitions, voting and group decisions

• Useful for anyone who has to make strategic decisions - Especially useful for consultants or others who have to analyze decision situations and make recommendations.

ISOM 653: Operations Strategy

• How can operations create and sustain competitive advantage?

– Value proposition

– Design of operations to support value proposition

– Global considerations

• Useful for anyone planning a career specifically in operations or those with broader interests who may in the future need to analyze and improve operations for strategic purposes.

ISOM 656. Introduction to Business Analytics (day offering)

• Virtually every aspect of Business is instrumented for datacollection while data is increasingly analyzed systematically.

• This course will change the way you think about data and its role in business.

• After taking this course, you should be able to:

– Approach business problems data-analytically

– Be able to interact competently on the topic of data mining for Business intelligence

– Have had hands-on experience mining data

• Prior experience with a programming language or with data mining is useful but not necessary.

ISOM 659: Process Analysis and Six Sigma(day and evening offering)

• Process improvement methodology

• Used by 1000s of companies in both manufacturing and services

• Course is intended for a general audience

• Useful for anyone who will end up working for a company doing Six Sigma or who works as a consultant that deals at all with operations

All offerings are open to both day and evening

MBA students

ISOM 555. Appcology: New Commerce Infrastructure Systems (evening offering)

The course will explore issues associated with the emerging types of applications and services changing forms of software ecosystems and commerce interactions. We will involve both design and development of real apps, gizmos, widgets. Engage in New Software Environments: With the assistance and experience of actual app developers, we will explore the design and creations of these “snack-size “applications for mobile and desktop environments. The course will consider the opportunities for new patterns of communication between organizations and their mobile stakeholders. Visit http://www.emory.edu/INESS/app/ for more information.

http://www.emory.edu/BUSINESS/app/

ISOM 651. Strategic Decision Analysis(day and evening offering)

Advanced topics and tools for analysis of decision problems, focusing on the complication of multiple decision makers.The course starts with the fundamentals of game theory and develops conceptual frameworks and analytical tools for strategic thinking and action. Applications include models of competition and cooperation, strategic moves, negotiation, auctions & bidding, fair division, coalitions, voting and group decisions, and large systems of decision makers. In addition, we revisit the underlying psychology of decision makers – in ourselves and in the others we interact with –and develop methods for overcoming natural weaknesses and “decision traps” in strategic interactions.Contact [email protected] for more information.

mailto:[email protected]

ISOM 653. Operations Strategy (day and evening offering*)

The goal of this course is to provide students with an understanding of how to formulate an operations strategy and evaluate its impact on the bottom line. The course considers a variety of possible ways in which to compete on operations, including low cost, high quality, flexibility or speed of customer response, and innovation. In doing so, the course examines the complexities associated with global operating systems, including the hidden costs of outsourcing and offshoring.Contact [email protected]. (*Fall Semester), [email protected] (Spring semester-ACE) for more information



ISOM 656. Intro to Business Analytics (day offering)

• Virtually every aspect of business is instrumented for datacollection while data is increasingly analyzed systematically.

• This course will change the way you think about data and its role in business.

• After taking this course, you should be able to:

– Approach business problems data-analytically

– Be able to interact competently on the topic of data mining for business intelligence

– Have had hands-on experience mining data

• Prior experience with a programming language or with data mining is useful but not necessary.

Instructor: [email protected]


ISOM 659. Process Analysis and Six Sigma(day and evening offering)

Process analysis is a key component of Six Sigma programs. Six Sigma is an approach for performance improvement that was made famous by GE and is currently being implemented by thousands of companies. The analytical skills you learn in this course are important to many employers and can be foundational for a career in operational performance improvement. Contact [email protected] for more information.


FinanceProfessor Nicholas Valerio

MBA Finance Electives

Fall 2017

Finance Electives• FIN 502 Economic Environment of Business (Hill)

• FIN 589 Mergers & Acquisitions (Ganduri)

• FIN 620 Advanced Corporate Finance (Rosenfeld)

• FIN 622 Doing Deals: Private Equity (Crowley & Furman)

• FIN 623 Security Analysis & Portfolio Mgmt. (Barillas)

• FIN 624 Derivative Asset Analysis (Valerio)

• FIN 627 International Finance (Busse)

• FIN 628 Investment Banking (Crowley)

• FIN 629 Fixed Income Securities (TBD)

• FIN 680 Illiquid Alternative Investments (Baks)

• FIN 685 Entrepreneurial Private Equity (Baks)

• FIN 625 Real Estate Finance (Black)

• FIN 682 Real Estate Market Analysis (Black)

• FIN 688 Real Estate Development (McNally)

Finance Electives

FIN 502:The first half of FIN 502 (The Economic Environment of Business) deals with

macroeconomics (central bank policies, labor markets, fiscal policy, long-term growth,

exchange rates). The second half covers topics in applied microeconomics (regulation,

energy, environmental policy, product pricing). The course attempts to present a

range of political perspectives on economic policy. The only prerequisite is FIN

501. No math beyond high school algebra.

Finance Electives

FIN 622:The course is designed as a workshop in which law students

and business students will work together to structure and

negotiate varying aspects of a private equity deal, from the initial

term sheet stages, through execution of the purchase

agreement, to completion of the financing and closing. Private

equity deals that are economically justified sometimes fail in the

transaction negotiation and documentation phase. This course

will seek to provide students with the tools necessary to tackle

and resolve difficult deal issues and complete successful deals.

Students will be divided into teams of lawyers and business

people to review, consider and negotiate actual transaction

documents. Issues presented will include often-contested key

economic and legal deal terms, as well as common ethical

dilemmas.

Finance Electives

FIN 624:This is a course dealing with the valuation and use of derivative financial assets. Our

focus will almost exclusively be on exchange-traded products. Initially --- and for a

large portion of the semester --- we will study call and put option contracts having

common stocks as their underlying assets. We will consider relative pricing

requirements for these contracts which are enforced by arbitrage trading strategies.

Extension of this analytic technique will lead to the derivation of exact valuation

models. We will conclude our study of options by examining options with other

underlying assets.

Continued…

Finance Electives

FIN 624 (cont.):During the second portion of the course we will study futures contracts. The focus

again will be on relative pricing requirements enforced by arbitrage trading strategies.

The overall objective of the class is to give students the skills to assess the values and

risks of derivative financial assets and to develop trading and hedging strategies based

on their analyses.

Finance Electives

FIN 628:This course is intended to give students an idea of the work

conducted by investment banks. Areas reviewed will include

debt financing, equity underwriting, merger & acquisition

advisory assignments, and trading activity. Special emphasis

will be placed on the methods commonly applied when

conducting valuation, debt capacity, and transaction analysis.

In addition, to provide context, there will be a brief summary of

investment banking history and of the peripheral players

(private equity and hedge funds) which increasingly interact

with banks. At the conclusion of the course, the student should

have developed stronger corporate finance analytic skills, an

improved understanding of the execution process associated

with certain investment banking product areas, and a broader

awareness of the complex issues that often emerge during

investment banking assignments.

Finance Electives

Finance Electives

Industry

Finance

Financial

Institutions

Financial

Markets

620 Advanced Corporate

622 Doing Deals:

Private Equity

589 Mergers &

Acquisitions

623 Security Analysis

& Portfolio Management

624 Derivative Asset

Analysis

629 Fixed Income Securities

680 Illiquid Alternative Investments

685 Entrepreneurial Private Equity

627 International Finance

628 Investment Banking

Finance Electives

Questions?

Finance Electives

Elective Preview

Organizations &

Management (O&M)

Fall 2017

What O&M classes are about

Teams

People

Leadership

Design

Networks

ChangeEntrepreneurship

Conflict

Organizing Strategy

OAM 532: Business and SocietyWesley Longhofer, PhD

History of the corporation

Corporate social responsibility

Ethical consumerism

Fair trade and certifications

Sustainability and climate change

Business and politics

Human rights and labor

Global health

International development

Social movements and protest

“Audacious ideas” pitch contest

Photo credit: Samuel James.

This course gives a broad perspective on the challenges and opportunities of business

in society, such as maintaining legitimacy, acquiring resources, building partnerships,

and solving complex global problems.

First step in Social Enterprise @ Goizueta curriculum

OAM 536: Nonprofit Management TopicsInstructors: Brian Goebel and Randy Martin

This course surveys the evolving role that nonprofit organizations and their leaders (both management and board of directors) play in delivering social impact. The course will be delivered through a blend of academic content including traditional case examples, emerging business model frameworks, and guest lecturers from nonprofit leaders to provide context on the broader sector and its actors – foundations / grant makers, charities, service providers, government entities and social enterprises.

Topics covered in the course include (but are not limited to) the following: historic roots of the sector, governance models (traditional and hybrid), resource development / investment strategy, operational excellence, organization and management practices, and impact measurement principles. The course is part of the broader Nonprofit Concentration curriculum and designed for both graduate business students working in the nonprofit sector along with those students serving on / planning to serve on nonprofit boards.

• Experiential learning (live negotiation

training)

• Manage negotiations constructively• Build skills to craft highest value agreements

• Enhance leadership

• Theoretical understanding of interpersonal

and group negotiations• Rare skill; most people only learn by personal

limited experience

• Immediately practical and life-long value

OAM 632: Negotiations (Erika Hall/Michael Sacks)

OAM 633: Leading and Managing Change (TBD)

Change is hard and risky, but a challenge almost every firm faces with arrival of problems and opportunities.

• Trigger points of change

• Design and plan systemic large

scale organizational change

• Making change happen

• Group assignment focused on

industries in structural decline

OAM 635: Multinational Firms and Strategy (L.G. Thomas)

• Advanced strategy course

• integrates strategy w/ accounting, finance, and economics

• choice of competing models

• matching specific models to firm/industry/country

• Firms & countries in global economy

– Link country context and firm performance

– evidence based strategy

• financial performance vs. cost of capital

• measure differences across firms and markets

• empirical differences among countries/within industries

OAM 636: Entrepreneurship (Charlie Goetz)

• Focus on all the elements leading up to the launch of a

new business

• Study real life examples of both successful and failed

business ventures

• Development of an idea into a business plan

First class in entrepreneurship

Method and apparatus for automatically

determining the approval status of a potential

borrower – U.S. Patent Pub. WO 1993017391 A1

(Charles F. Goetz, Robert M. Jones, Larry L. Steele)

OAM 661: Applied Entrepreneurship (Charlie Goetz)

• Focus on “how to” build, launch, manage, grow and sell a new venture

• Provides a set of analytical and solution building methodologies that apply across industries and organizational settings

• Provides experience in running a fictional business from the perspective of the CEO and top management team

OAM 660: Strategic Networks (Demetrius Lewis)

• New course addressing emerging area of practice

• The role and power of social networks

• Organizational and personal impacts

• Networks as distinct from networking

• Analytic techniques and application of principles

BUS 506: Strategy and Organization in Healthcare

Adjunct Professor Margaret Thomas

Course addresses critical strategy issues in

the healthcare sector

• Regulation and strategic opportunities

and constraints

• Strategic challenges in healthcare

delivery

• Industry focus on pharma and medical

products

• Executing strategy amidst changing

regulatory and funding settings

marketing courses · marketing programs • focus on both developed ... • forecasting accounting...

Documents