2014 Hult MIB Elective Catalog

Campus
Section
Dept.
Course Description
Faculty
Schedule
Select faculty member from the drop-down menu.
Registration Rotation Campuses
Begins:
15 February, 15:00 GMT
(check local time zones)
Ends:
24 February 23:59 PST
see myHult > Rotation for full details
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Selecting Electives
Overview
Campus Expectations
Job Search
Academics v. Location
Professional Network
Boston
Dubai
London
New York
San Francisco
Shanghai
Preparation Overview
Rotation Eligibility
Short summary of the elective's subject matter
Faculty member who will teach the course
Dates and times of each class session. Check for schedule
conflicts; students may not register for electives with overlapping
schedules.
Rotating full-time students will be assigned to a mandatory
Rotation Orientation on the first day of their module. See myHult
for more details.
Faculty Biographies
Module D Electives
Location of elective
If multiple sections of an elective are offered, be certain to choose
the right section when registering: [Campus Abbreviation]1 or
[Campus Abbreviation]2.
The elective's academic discipline.
Home
Campus Section Coursename Dept.
Boston BOS1 Business Execution MGT
Boston BOS1 Change Management MGT
Boston BOS1 Corporate Finance FIN
Boston BOS1 Design Thinking 2.0 ENT
Module D 2014
Boston BOS1 Digital Marketing & Social Media MKT
Boston BOS1 Entrepreneurship: Business Building & Growth ENT
Boston BOS1 International Investments FIN
Boston BOS1 Project Management MGT
Boston BOS1 Project Quality and Risk Management OPS
Boston BOS2 Entrepreneurship: Business Building & Growth ENT
Boston BOS2 Project Management MGT
Dubai DUB1 Business Analytics for Managerial Decision
Making
QTM
Dubai DUB1 Digital Marketing & Social Media MKT
Dubai DUB1 Digital Marketing & Social Media MKT
Dubai DUB1 Family Businesses ENT
Dubai DUB1 Family Businesses ENT
Dubai DUB1 Islamic Finance FIN
Dubai DUB1 Leadership MGT
Dubai DUB1 Leadership MGT
Dubai DUB1 Luxury Marketing MKT
Dubai DUB1 Management Psychology MGT
Dubai DUB1 Mgt, Strategies, and Business Models for
Emerging Markets
STR
Dubai DUB1 Mgt, Strategies, and Business Models for
Emerging Markets
STR
Dubai DUB1 Service Operations Management OPS
Dubai DUB1 Stakeholder Engagement and Strategic
Communication
MGT
Dubai DUB1 Women in Leadership MGT
Dubai DUB1 Women in Leadership MGT
Dubai DUB2 Mgt, Strategies, and Business Models for
Emerging Markets
STR
Dubai DUB2 Mgt, Strategies, and Business Models for
Emerging Markets
STR
London LON1 Breakthrough Strategies STR
London LON1 Breakthrough Strategies STR
London LON1 Budgeting & Management Control Systems FIN
London LON1 Budgeting & Management Control Systems FIN
London LON1 Change Management MGT
London LON1 Corporate Finance FIN
London LON1 Corporate Finance FIN
London LON1 Digital Marketing & Social Media MKT
London LON1 International Negotiations MGT
London LON1 Market Research & Analytics MKT
London LON1 New Product Development MKT
London LON1 New Product Development MKT
London LON1 Project Management MGT
London LON1 Project Management MGT
London LON1 Project Quality and Risk Management OPS
London LON1 Strategic Brand Management MKT
London LON1 Strategic Brand Management MKT
New York NYC1 High Performance Innovation ENT
New York NYC1 Implementing Global Strategies STR
New York NYC1 Leadership in the Global Village MGT
New York NYC1 Managing Business Relationships MGT
New York NYC1 Mgt, Strategies, and Business Models for
Emerging Markets
STR
New York NYC1 Modern Investment Banking FIN
New York NYC1 New Product Development MKT
New York NYC1 Return Driven Strategy FIN
New York NYC1 Strategic Brand Management MKT
San Francisco FCO1 Change Management MGT
San Francisco FCO1 Corporate Finance FIN
San Francisco FCO1 Customer Acquisition through Digital Marketing MKT
San Francisco FCO1 Digital Marketing & Social Media MKT
San Francisco FCO1 Digital Marketing & Social Media MKT
San Francisco FCO1 Entrepreneurship ENT
San Francisco FCO1 Human Resources Management MGT
San Francisco FCO1 International Negotiations MGT
San Francisco FCO1 Leadership MGT
San Francisco FCO1 Leadership MGT
San Francisco FCO1 Management Communications MGT
San Francisco FCO1 Project Management MGT
San Francisco FCO1 Project Quality and Risk Management OPS
San Francisco FCO1 Sales MKT
San Francisco FCO1 Social Entrepreneurship ENT
San Francisco FCO1 Solutions Marketing MKT
San Francisco FCO1 Strategic Brand Management MKT
San Francisco FCO1 Strategic Management of New Technologies STR
San Francisco FCO1 Supply Chain & Logistics Management OPS
San Francisco FCO1 Supply Chain & Logistics Management OPS
San Francisco FCO1 Women in Leadership MGT
San Francisco FCO2 Customer Acquisition through Digital Marketing MKT
San Francisco FCO2 Entrepreneurship ENT
San Francisco FCO2 International Negotiations MGT
San Francisco FCO2 Project Management MGT
San Francisco FCO2 Project Quality and Risk Management OPS
San Francisco FCO2 Strategic Brand Management MKT
Shanghai SHA1 Forensic Accounting and Financial
Investigations
ACC
Shanghai SHA1 Forensic Accounting and Financial
Investigations
ACC
Shanghai SHA1 High Performance Innovation ENT
Shanghai SHA1 Management Communications MGT
Shanghai SHA1 Mgt, Strategies, and Business Models for
Emerging Markets
STR
Shanghai SHA1 Mgt, Strategies, and Business Models for
Emerging Markets
STR
Shanghai SHA1 Project Quality and Risk Management OPS
Shanghai SHA1 Revenue Management FIN
Shanghai SHA1 Revenue Management FIN
Shanghai SHA1 Social Entrepreneurship ENT
Shanghai SHA1 Social Entrepreneurship ENT
Shanghai SHA2 International Negotiations MGT
Course Description
This course enhances students' abilities to lead others, to work effectively in teams, and to plan, implement and
manage complex projects. The course is hands-on application oriented, calling upon stuents to demonstrate
decision-making and problem solving practices. The course is built around a global management simuation,
which immerses students in a competitive decision-making environment, and provides a motivating laboratory
where students practice the strategies and tools they have learned.
Change is now a constant in the business world and the ability to navigate its choppy waters and even encourage
change is what separates extraordinary businesses from the rest of the pack. The ability to lead and inspire
change is fast become the most important quality that a business leader possesses. The underlying purpose of
this module is to develop awareness and understanding of the particular dynamics of initiating, managing and
controlling successfully change in different business contexts and to develop skills required to examine its
personal, interpersonal and organisational impact. This is particularly critical at a time when businesses are being
forced to look towards international markets for survival and growth. Thus, it is the overall aim of the course to
acquaint students with the resources and measures to cope with the nature and complexity of change in an
international context, including a deep understanding of effects of different leadership styles, and improved ability
to involve themselves with stakeholders.
This course expands upon the work undertaken in Financial Management with an emphasis on financial decision-
making under uncertainty. The aim of the course is to understand the role of corporate finance within a
corporation and specifically that of corporate managers whose role is (should be) value maximization of the firm.
Considered are issues in capital structure, dividend policy, mergers and acquisitions, financial strategy,
application of financial practices to non-corporate entities, ethics, and international finance. Through case
discussions and text readings, this course will help students to develop the knowledge, skills, critical thinking
abilities and behaviors required of managers. Although the main focus of this course is for profit-seeking firms,
much of what is learned has applicability for organizations in the not-for- profit and governmental sectors as well.
"Students will study and learn the skills essential to directing and managing innovation initiatives for developing
new products and services. Drawing from the best practices of leading innovation consulting firms, top
corporations and successful start-ups, students will focus on the 4 core elements essential to building the
capabilities necessary for success in corporate and entrepreneurial settings. The class will be an engaging mix of
lectures, guest speakers, case studies, simulations and a real final innovation projects. 1. Anthropology
Students will study case studies revealing the latest anthropological or observational methods, tools and theories,
and do detailed, practical anthropological work on real business products and services. 2. Cross-Pollination.
Students will study case studies of successful corporate and entrepreneurial cross-pollinations, (crossing
industries, expertise or cultures) develop an analytical framework of proven avenues for cross-pollination in key
industries, and perform targeted cross-pollinations on specific innovation challenges. 3. Ideation. Students will
study the latest ideation and brainstorming methods of IDEO, Jump, Frog Design, Ziba, and develop a 3-step
ideation process model for an innovation program. 4. Protyping. Students will study modern prototyping tools
(storyboard, simulations, 3D printing, etc.) and skills, and practice prototyping for new business models, new
services, and new physical products and technology."
Marketing has done a full circle and is now back at a stage where it was centuries ago. In the beginning,
marketing was word-of-mouth. Individuals telling friends and neighbours about their favourite market stall or
craftsman. With the growth of the printing press, leaflets, posters, magazines and other printed marketing
materials started to be seen and dominated marketing until the arrival of the radio and TV. The internet took
leaflets, posters and magazines online, into a digital format, but the principle was the same. With the growth of
social media, there has been a fundamental shift away from the marketing message coming from the
organisation in question and towards recommendations of products and services through online fora, social
networks and gamification. This course acts as an introduction to digital marketing, from banner and display
ads to search ads; from SEO and SMO to web analytics and website design; from email campaigns to mobile;
bridging offline and online; from local to social, including social networks and the full range of social media tools.
This course covers everything that exists online and how few organisations can ignore its impact.
The course focuses on growth companies and what is so special about them. The intention is that you as a
participant in this course will get an idea of what are the biggest challenges for growth companies and the
individuals who start and run such businesses. The course focuses particularly on new and smaller companies
with the aspiration to grow internationally. Such companies show a slightly different behavior than regional,
established or larger businesses. The ultimate goal is that you have an idea of what it takes to start and build a
growing company or to work in such an enterprise after graduation.
In a globalised world as we are living today can someone be a successful financial practitioner without having a
global perspective of international investments? While having the possibility of investing globally has many
clear advantages, an international investor is faced with a complex task. The financial markets throughout the
world are quite different from one another, and information on them is sometimes difficult to obtain. Trading in
different time zones and languages further complicates the task. But the most important aspect of international
investments is the use of multiple currencies. Successful international investors have to understand that their
decisions will be greatly influenced by variables such as exchange rate policies, trade policies, international
accounting standards, etc. The goal of this course is to equip the students with the tools needed for the
analysis of international investments and portfolio management. This course will focus on four main areas of
international investments: (1) asset pricing in emerging markets (2) financial instruments for risk management,
(3) exchange risk management, and (4) international financing and investment issues.
The rapid pace of technological innovation has lead to companies and individuals needing to organize
themselves to face up to managing a range of projects. But why are there so many project management
methodologies, frameworks, theories and perspectives? Are all these just very similar ways to say the same
thing? How can project management knowledge, skills and insights help in developing academic credibility? Why
do 80% of projects fail when there is such a wide body of knowledge about the subject? In this course the
students will develop a critical appreciation and understanding of project management methodologies such as
waterfall and agile and how to apply them to different types of projects.
For Project Management Specializtion students only. Required for PM specialists.
The course focuses on growth companies and what is so special about them. The intention is that you as a
participant in this course will get an idea of what are the biggest challenges for growth companies and the
individuals who start and run such businesses. The course focuses particularly on new and smaller companies
with the aspiration to grow internationally. Such companies show a slightly different behavior than regional,
established or larger businesses. The ultimate goal is that you have an idea of what it takes to start and build a
growing company or to work in such an enterprise after graduation.
The rapid pace of technological innovation has lead to companies and individuals needing to organize
themselves to face up to managing a range of projects. But why are there so many project management
methodologies, frameworks, theories and perspectives? Are all these just very similar ways to say the same
thing? How can project management knowledge, skills and insights help in developing academic credibility? Why
do 80% of projects fail when there is such a wide body of knowledge about the subject? In this course the
students will develop a critical appreciation and understanding of project management methodologies such as
waterfall and agile and how to apply them to different types of projects.
Given the ever-increasing data deluge which floods firms (big data), a competitive "edge" can be gained by
managers who appreciate the importance of statistics and analytical techniques to drive corporate strategy
through the adoption of data-driven decision-making. Effective managers will be able to bridge the current gap
between data analysts and management using their knowledge of analytical techniques, being able to formulate
and solve business problems while communicating results in plain English to managerial decision makers to take
action. Business Analytics is a hot topic. Its early adopters have already gained significant competitive
advantages.This course offers a survey of the techniques and tools applied under the umbrella of Business
Analytics by studying applications (for example, customer relationship management and e-commerce) in a range
of industries.
Marketing has done a full circle and is now back at a stage where it was centuries ago. In the beginning,
marketing was word-of-mouth. Individuals telling friends and neighbours about their favourite market stall or
craftsman. With the growth of the printing press, leaflets, posters, magazines and other printed marketing
materials started to be seen and dominated marketing until the arrival of the radio and TV. The internet took
leaflets, posters and magazines online, into a digital format, but the principle was the same. With the growth of
social media, there has been a fundamental shift away from the marketing message coming from the
organisation in question and towards recommendations of products and services through online fora, social
networks and gamification. This course acts as an introduction to digital marketing, from banner and display
ads to search ads; from SEO and SMO to web analytics and website design; from email campaigns to mobile;
bridging offline and online; from local to social, including social networks and the full range of social media tools.
This course covers everything that exists online and how few organisations can ignore its impact.
Marketing has done a full circle and is now back at a stage where it was centuries ago. In the beginning,
marketing was word-of-mouth. Individuals telling friends and neighbours about their favourite market stall or
craftsman. With the growth of the printing press, leaflets, posters, magazines and other printed marketing
materials started to be seen and dominated marketing until the arrival of the radio and TV. The internet took
leaflets, posters and magazines online, into a digital format, but the principle was the same. With the growth of
social media, there has been a fundamental shift away from the marketing message coming from the
organisation in question and towards recommendations of products and services through online fora, social
networks and gamification. This course acts as an introduction to digital marketing, from banner and display
ads to search ads; from SEO and SMO to web analytics and website design; from email campaigns to mobile;
bridging offline and online; from local to social, including social networks and the full range of social media tools.
This course covers everything that exists online and how few organisations can ignore its impact.
Family businesses (both private and publicly-traded) are the predominant form of business in the world. In many
Middle East, Asian economies and South American economies such as Brazil or even European countries such
as Germany they dominate a large part of the private sector. Knowledge of family business is surprisingly
sparse, even among people who grow up in a family that owns a business. Most people know about family
business second-hand, from relatives, friends, or from the press. Some of you may not work in the family firm
but may become involved in family firms as investors, managers, or consultants. The issues you will confront
when building, managing and sustaining family business are thus relevant to your career. To be effective when
managing or interacting with a family firm, knowledge of their evolution, internal dynamics, and guiding
philosophy, can therefore be crucial. Based on our research, and our ongoing work with family firms, the
course aims to make you aware of issues related to creation, continuity, mode and extent of growth, and the
processes that transform family businesses into non-family busineses. It aims to expand your ability to work
effectively and professionally in, and with, family businesses, balancing the imperatives of effective management
with sensitivity to family dynamics. In sum, the course will benefit participants who: are members of a
business owning family may one day work for a family owned business will serve family owned businesses
in their capacity as accountants, lawyers, bankers, or management consultants.
Family businesses (both private and publicly-traded) are the predominant form of business in the world. In many
Middle East, Asian economies and South American economies such as Brazil or even European countries such
as Germany they dominate a large part of the private sector. Knowledge of family business is surprisingly
sparse, even among people who grow up in a family that owns a business. Most people know about family
business second-hand, from relatives, friends, or from the press. Some of you may not work in the family firm
but may become involved in family firms as investors, managers, or consultants. The issues you will confront
when building, managing and sustaining family business are thus relevant to your career. To be effective when
managing or interacting with a family firm, knowledge of their evolution, internal dynamics, and guiding
philosophy, can therefore be crucial. Based on our research, and our ongoing work with family firms, the
course aims to make you aware of issues related to creation, continuity, mode and extent of growth, and the
processes that transform family businesses into non-family busineses. It aims to expand your ability to work
effectively and professionally in, and with, family businesses, balancing the imperatives of effective management
with sensitivity to family dynamics. In sum, the course will benefit participants who: are members of a
business owning family may one day work for a family owned business will serve family owned businesses
in their capacity as accountants, lawyers, bankers, or management consultants.
A comprehensive and practical exposure to the world of, growing and increasingly relevant, Islamic Finance.
Students will be exposed initially to theoretical underpinnings and essential postulates of Islamic Finance followed
by the overview of macroeconomic fundamentals and role of Islamic Finance. The course will discuss, where
appropriate using case study approach, Islamic finance contracts and instruments commonly used. Structure of
Islamic finance institutions and their current issues such as regulation, corporate governance and liquidity
management will be discussed. Islamic capital markets and sukuk (Islamic bonds) structuring and issuance will
be elaborated with practical examples. Throughout the course similarities and differences between Islamic and
conventional finance will be addressed and contextualized highlighting their impact on the financial industry,
markets and economic development.
How is leadership differentiated from management? What is the impact of effective leadership on organizational
behavior? How do successful leaders deal with issues of gender, personality, cultural differences, motivation and
power? This course explores definitions, models, and individual styles of leadership, set in the context of
contemporary global business practices and intercultural interactions.
How is leadership differentiated from management? What is the impact of effective leadership on organizational
behavior? How do successful leaders deal with issues of gender, personality, cultural differences, motivation and
power? This course explores definitions, models, and individual styles of leadership, set in the context of
contemporary global business practices and intercultural interactions.
Luxury goods occupy a distinct position in the global economy and fascinates consumers. Indeed despite the
threat of recession, the luxury sector has consistently been growing in the past few years. This course
investigates the main drivers drivers behind this growth and what characterises the luxury industry. We begin by
asking what defines luxury and offer an overview of luxury sector. We then take a look at geographic trends with
the rise not only of Asia, but also Africa as regions of growth for luxury. We also investigate consumer behaviour,
positioning, the different categories in the luxury sector, (from small-luxuries to hotels, art, watches and clothing),
how luxury is marketed and distributed, the impact of social media, as well as key brands in the sector. Finally
this course will consider how a new luxury product or services can be created and positioned successfully.
Your success in business relies on your skills in leading and influencing others. Even the most technically-skilled
managers must be able to persuade, motivate, and engage others including direct reports, peers, customers, and
executive teams. The sciences of cognitive and social psychology have produced many reliable findings about
the factors that influence attitudes, beliefs, behavior and motivation. On this course, you will gain an
understanding of these findings, and develop your ability to apply them to advance your career success, make
change and manage others effectively. Based on a strong scientific foundation, you will gain new skills in
persuading others, portraying confidence, gaining trust, changing group behavior, influencing organisational
culture, and manipulating attitudes, motivation and even performance levels in your people. If you want to
influence organisations and communities, then Management Psychology will improve your chances of success.
This course has four aims: (i) to provide the participants with a broad understanding of the conceptual and
empirical basis for the particularities of emerging markets; (ii) a survey of the different kinds of emerging markets
(BRICS, Next-11, transition economies); (iii) Developing business strategies and new business formation in
emerging markets from the perspective of developed country firms (both MNEs and SMEs) - also including a
discussion and debate on "Bottom of the Pyramid" businesses and (iv) Developing the international
competitiveness of firms from emerging markets. Specific sub-topics would include - reverse and disruptive
innovations; institutional voids and market entry and escalation.
This course has four aims: (i) to provide the participants with a broad understanding of the conceptual and
empirical basis for the particularities of emerging markets; (ii) a survey of the different kinds of emerging markets
(BRICS, Next-11, transition economies); (iii) Developing business strategies and new business formation in
emerging markets from the perspective of developed country firms (both MNEs and SMEs) - also including a
discussion and debate on "Bottom of the Pyramid" businesses and (iv) Developing the international
competitiveness of firms from emerging markets. Specific sub-topics would include - reverse and disruptive
innovations; institutional voids and market entry and escalation.
Every organization has customers, who are referred to in a variety of ways including clients, patients, guests,
passengers, students, and even customers. In todays highly competitive environment, how firms interact with
their customers is a major factor in determining their long term success. The core offering of most companies, be
it an automobile or a hotel room, a personal computer or an airplane seat, is usually viewed as a commodity,
generating little or nor profits. Firms therefore need to differentiate themselves in the marketplace, and the
service they provide to their customers in terms of how they interact with them appears to provide that
competitive advantage. This course focuses on the design and execution of the service delivery process that
involves both the service provider and its customers in the co-creation of value. This requires a transdisciplinary
approach to be not only effective in satisfying customer requirements but also efficient in eliminating waste and
managing costs. Included in this transdisciplinary approach are the operations, marketing, human resource
management and information technology functions of an organization (although emphasis is placed on the
operations function). In addition, the course presents some of the supporting processes that are also part of the
service delivery process that when taken together comprise the overall service system or service organization.
With increasing societal demands, greater communication technology, and multiple, sometimes conflicting needs
and motivations, the ability to engage stakeholders and communicate with them effectively is shaping up to be
one of the core management competencies of the 21st century. This is becoming particularly evident in emerging
markets, where the inability to create effective dialogue often results in failed strategies, damaged reputations,
and lost economic value. Whether a corporation, institution, or entrepreneur, it has become a management
imperative to understand who matters and why, and how to then engage them constructively in pursuit of shared
goals. We will cover both internal and external communications, from employee engagement to investor relations,
to addressing activists to changing behaviors of consumers in the developing world. Based on current best
practices and using a team teaching approach (?), we will look at how to align aspirations, needs and
motivations, consider effective ways at inspiring, involving and informing, and understand some of the channels
available to reach those critical to organizational goals. This course will help students develop both the mindset
and the skills to address this very fundamental and strategic management issue.
Today there is an explosion of research, forums, white papers, book and discussions around Womens
Leadership. All over the world in every sector and community we find women leaders. Many are hidden and
would never describe themselves as such but they are leading and inspiring, raising the next generation and
changing the world. More and more women are achieving higher education and selecting business as their
professional career path. And though women in business continue to climb the corporate ladder and pierce glass
ceilings they are doing so at a much reduced rate than their peers from generations before. Many are lagging
behind when it comes to receiving promotions, serving on boards and moving into key decision making roles and
as such are opting out when they reach the leadership phase of their careers. This course will take students out
of their comfort zone and engage them in new approaches and frameworks for understanding and appreciating
women in leadership. Highly interactive and engaging, well lay the foundation for participants to further develop
their own notions of what their personal leadership style is as well as inspire new levels of success.
Today there is an explosion of research, forums, white papers, book and discussions around Womens
Leadership. All over the world in every sector and community we find women leaders. Many are hidden and
would never describe themselves as such but they are leading and inspiring, raising the next generation and
changing the world. More and more women are achieving higher education and selecting business as their
professional career path. And though women in business continue to climb the corporate ladder and pierce glass
ceilings they are doing so at a much reduced rate than their peers from generations before. Many are lagging
behind when it comes to receiving promotions, serving on boards and moving into key decision making roles and
as such are opting out when they reach the leadership phase of their careers. This course will take students out
of their comfort zone and engage them in new approaches and frameworks for understanding and appreciating
women in leadership. Highly interactive and engaging, well lay the foundation for participants to further develop
their own notions of what their personal leadership style is as well as inspire new levels of success.
This course has four aims: (i) to provide the participants with a broad understanding of the conceptual and
empirical basis for the particularities of emerging markets; (ii) a survey of the different kinds of emerging markets
(BRICS, Next-11, transition economies); (iii) Developing business strategies and new business formation in
emerging markets from the perspective of developed country firms (both MNEs and SMEs) - also including a
discussion and debate on "Bottom of the Pyramid" businesses and (iv) Developing the international
competitiveness of firms from emerging markets. Specific sub-topics would include - reverse and disruptive
innovations; institutional voids and market entry and escalation.
This course has four aims: (i) to provide the participants with a broad understanding of the conceptual and
empirical basis for the particularities of emerging markets; (ii) a survey of the different kinds of emerging markets
(BRICS, Next-11, transition economies); (iii) Developing business strategies and new business formation in
emerging markets from the perspective of developed country firms (both MNEs and SMEs) - also including a
discussion and debate on "Bottom of the Pyramid" businesses and (iv) Developing the international
competitiveness of firms from emerging markets. Specific sub-topics would include - reverse and disruptive
innovations; institutional voids and market entry and escalation.
Breakthrough Strategies is concerned with the key analytical frameworks and concepts used by chief strategy
officers and strategy consultants. This elective involves determining the purpose of the organization from a
strategy consultants point of view, establishing objectives and formulating strategies for clients to achieve their
objectives. It predominantly explores how a strategist can position an organization with regard to its changing
environment and in particular its competitors, in order to gain and sustain competitive advantages. This means
that a strategy consultant or strategist must consider using a hypothesis-led approach or inductive-led approach
to meet the changing demands of their customers, in such a way as to achieve the objectives of their
stakeholders. That said, this elective will draw on lectures, cases, readings and real business situations to
develop the students familiarity and comprehension with strategy tools and methods used by leading strategy
consultants.
Breakthrough Strategies is concerned with the key analytical frameworks and concepts used by chief strategy
officers and strategy consultants. This elective involves determining the purpose of the organization from a
strategy consultants point of view, establishing objectives and formulating strategies for clients to achieve their
objectives. It predominantly explores how a strategist can position an organization with regard to its changing
environment and in particular its competitors, in order to gain and sustain competitive advantages. This means
that a strategy consultant or strategist must consider using a hypothesis-led approach or inductive-led approach
to meet the changing demands of their customers, in such a way as to achieve the objectives of their
stakeholders. That said, this elective will draw on lectures, cases, readings and real business situations to
develop the students familiarity and comprehension with strategy tools and methods used by leading strategy
consultants.
This course provides exposure to budgeting and management control systems. A budget is a financial plan
based on future expectations. Students will learn how preparing a budget requires substantial coordination and
integration efforts across all units of an organization and how the resulting budget serves as both a planning and
monitoring tool that is linked with the organizations strategy and business plan. Students will learn how to
prepare a master budget that reflects organizational expectations, management goals and appropriate macro-
economic factors. It will then be shown how the budget can be used as a monitoring tool to assess performance
and adjust expectations. Throughout the course, students will be exposed to the importance and necessity of
establishing sound, reliable and workable systems of internal control that, in addition to protecting firm resources,
yields an efficient and reliable financial reporting and monitoring system. In addition to readings, lectures and
class discussions, simulations will be used to expose students to the dynamic nature of the budgeting and
monitoring functions.
This course provides exposure to budgeting and management control systems. A budget is a financial plan
based on future expectations. Students will learn how preparing a budget requires substantial coordination and
integration efforts across all units of an organization and how the resulting budget serves as both a planning and
monitoring tool that is linked with the organizations strategy and business plan. Students will learn how to
prepare a master budget that reflects organizational expectations, management goals and appropriate macro-
economic factors. It will then be shown how the budget can be used as a monitoring tool to assess performance
and adjust expectations. Throughout the course, students will be exposed to the importance and necessity of
establishing sound, reliable and workable systems of internal control that, in addition to protecting firm resources,
yields an efficient and reliable financial reporting and monitoring system. In addition to readings, lectures and
class discussions, simulations will be used to expose students to the dynamic nature of the budgeting and
monitoring functions.
Change is now a constant in the business world and the ability to navigate its choppy waters and even encourage
change is what separates extraordinary businesses from the rest of the pack. The ability to lead and inspire
change is fast become the most important quality that a business leader possesses. The underlying purpose of
this module is to develop awareness and understanding of the particular dynamics of initiating, managing and
controlling successfully change in different business contexts and to develop skills required to examine its
personal, interpersonal and organisational impact. This is particularly critical at a time when businesses are being
forced to look towards international markets for survival and growth. Thus, it is the overall aim of the course to
acquaint students with the resources and measures to cope with the nature and complexity of change in an
international context, including a deep understanding of effects of different leadership styles, and improved ability
to involve themselves with stakeholders.
This course expands upon the work undertaken in Financial Management with an emphasis on financial decision-
making under uncertainty. The aim of the course is to understand the role of corporate finance within a
corporation and specifically that of corporate managers whose role is (should be) value maximization of the firm.
Considered are issues in capital structure, dividend policy, mergers and acquisitions, financial strategy,
application of financial practices to non-corporate entities, ethics, and international finance. Through case
discussions and text readings, this course will help students to develop the knowledge, skills, critical thinking
abilities and behaviors required of managers. Although the main focus of this course is for profit-seeking firms,
much of what is learned has applicability for organizations in the not-for- profit and governmental sectors as well.
This course expands upon the work undertaken in Financial Management with an emphasis on financial decision-
making under uncertainty. The aim of the course is to understand the role of corporate finance within a
corporation and specifically that of corporate managers whose role is (should be) value maximization of the firm.
Considered are issues in capital structure, dividend policy, mergers and acquisitions, financial strategy,
application of financial practices to non-corporate entities, ethics, and international finance. Through case
discussions and text readings, this course will help students to develop the knowledge, skills, critical thinking
abilities and behaviors required of managers. Although the main focus of this course is for profit-seeking firms,
much of what is learned has applicability for organizations in the not-for- profit and governmental sectors as well.
Marketing has done a full circle and is now back at a stage where it was centuries ago. In the beginning,
marketing was word-of-mouth. Individuals telling friends and neighbours about their favourite market stall or
craftsman. With the growth of the printing press, leaflets, posters, magazines and other printed marketing
materials started to be seen and dominated marketing until the arrival of the radio and TV. The internet took
leaflets, posters and magazines online, into a digital format, but the principle was the same. With the growth of
social media, there has been a fundamental shift away from the marketing message coming from the
organisation in question and towards recommendations of products and services through online fora, social
networks and gamification. This course acts as an introduction to digital marketing, from banner and display
ads to search ads; from SEO and SMO to web analytics and website design; from email campaigns to mobile;
bridging offline and online; from local to social, including social networks and the full range of social media tools.
This course covers everything that exists online and how few organisations can ignore its impact.
We negotiate almost daily in both our job and our personal life. Indeed we are all instinctive and intuitive
negotiators, but are we as effective as we can be? Based on individual, one on one and group exercises, this
course will deepen our understanding of the negotiation concepts and process, and will enhance our ability to
plan and conduct negotiations with special focus on the particular aspects of the international business context.
Class activities will include class discussions and readings on negotiation concepts, methods and techniques.
Students will be negotiating with classmates under the supervision of the professor, variously on one-on-one, two
on two and team role-play exercises.
All good marketing campaigns begin and end with research. At the beginning is the market research aimed at
understanding the customer and the market through focus groups, surveys and interviews. At the end is
research on how successful the marketing strategy has been. Has it reached the target market? Have they
responded as hoped for? What lessons can be learned for the next iteration of the campaign? This course
covers both offline and online marketing analytics which involve both quantitative research (including how to find
actionable insights from the avalanche of data available through online analytics tools) as well as qualitative
research which is essential to achieve real insight into customer behaviors and marketing success. The course
will cover how to undertake market research and how to use the information gathered to help improve managerial
decision-making not just for marketing but also to support strategy, product development, innovation of all kinds,
customer experience refinement, and even organizational design.
An important part of the marketing mix is how the Product (or service) is designed and whether or not it fits the
intended market. According to academic research, however, only 8% of pioneers of new products become and
stay a leader New Product Development is about iterations of existing products and diversification into blue
oceans creating brand new markets. This course covers the process of opportunity identification, idea
generation, screening, concept development, mapping customer perceptions, segmentation, product positioning,
forecasting market demand, market entry strategies, product design, advertising and product testing. The
different components of the course are integrated and provide a systematic framework for new product
development and marketing.
An important part of the marketing mix is how the Product (or service) is designed and whether or not it fits the
intended market. According to academic research, however, only 8% of pioneers of new products become and
stay a leader New Product Development is about iterations of existing products and diversification into blue
oceans creating brand new markets. This course covers the process of opportunity identification, idea
generation, screening, concept development, mapping customer perceptions, segmentation, product positioning,
forecasting market demand, market entry strategies, product design, advertising and product testing. The
different components of the course are integrated and provide a systematic framework for new product
development and marketing.
The rapid pace of technological innovation has lead to companies and individuals needing to organize
themselves to face up to managing a range of projects. But why are there so many project management
methodologies, frameworks, theories and perspectives? Are all these just very similar ways to say the same
thing? How can project management knowledge, skills and insights help in developing academic credibility? Why
do 80% of projects fail when there is such a wide body of knowledge about the subject? In this course the
students will develop a critical appreciation and understanding of project management methodologies such as
waterfall and agile and how to apply them to different types of projects.
The rapid pace of technological innovation has lead to companies and individuals needing to organize
themselves to face up to managing a range of projects. But why are there so many project management
methodologies, frameworks, theories and perspectives? Are all these just very similar ways to say the same
thing? How can project management knowledge, skills and insights help in developing academic credibility? Why
do 80% of projects fail when there is such a wide body of knowledge about the subject? In this course the
students will develop a critical appreciation and understanding of project management methodologies such as
waterfall and agile and how to apply them to different types of projects.
For Project Management Specializtion students only. Required for PM specialists.
A brand is a uniquely identified, promise of value which can develop into a relationship that consistently and
competitively satisfies the desires of the stakeholders. Kotler and Keller state it could include a name, phrase,
symbol, design or a combination of them. Lindstrom explains how a brand should be recognisable even from
small pieces of it. A brand, therefore, is not just a fancy logo or a catchy slogan. A brand should stand for core
values that the customer will associate with that brand, such that they perceive added value in the brand over and
above what the product or service actually does. The question is how to do that? This course builds on the
introductory marketing courses already taken by the student and uses a variety of analytical tools and techniques
that will help improve the decision-making of brand managers and other marketers to create strategic growth
worldwide, build customer loyalty and differentiate their brands in B2B, B2C and non-profit sectors. The course
will examine, amongst others, the concepts of brand asset management, brand equity, brand value and, of
course, managing brands strategically to optimise long-term value for the organisation.
A brand is a uniquely identified, promise of value which can develop into a relationship that consistently and
competitively satisfies the desires of the stakeholders. Kotler and Keller state it could include a name, phrase,
symbol, design or a combination of them. Lindstrom explains how a brand should be recognisable even from
small pieces of it. A brand, therefore, is not just a fancy logo or a catchy slogan. A brand should stand for core
values that the customer will associate with that brand, such that they perceive added value in the brand over and
above what the product or service actually does. The question is how to do that? This course builds on the
introductory marketing courses already taken by the student and uses a variety of analytical tools and techniques
that will help improve the decision-making of brand managers and other marketers to create strategic growth
worldwide, build customer loyalty and differentiate their brands in B2B, B2C and non-profit sectors. The course
will examine, amongst others, the concepts of brand asset management, brand equity, brand value and, of
course, managing brands strategically to optimise long-term value for the organisation.
This course will cover the definition of innovation, the barriers and enablers for making innovation real in
companies, the core principles for innovation management (platforms, portfolios, partners, pipelines, concepts
and culture), and how innovation management is being applied by fast-followers and companies in commodity
industries.
This course provides a practical perspective on globalization as it examines strategies for gaining sustainable
global competitive advantage. The course provides tool, frameworks and experience to prepare students to
succeed in an increasingly global environment. Through research and analysis of dynamic current cases and
articles about leading American, European and Asian companies, students learn to analyze competitive
situations, apply strategic frameworks, develop and successfully implement global strategies. The course
integrates international business, cultural management and ethical lessons as it explores geographic expansion
and strategies to win in developed as well as emerging markets. Among the critical questions addressed in the
course are: Why do firms globalize; How to turn global presence into global competitive advantage; How do
companies compete ethically in countries where corruption is commonplace?
MBA students are likely to be both building and managing relationships in complex stakeholder environments
where no issue or disagreement can endanger or end the relationship. These are iterated relationships. Many
managers do unnecessary damage to them by treating them as if they were one-off relationships. Iterated
relationships can be with internal or external individuals or teams. Key areas will be: Transactional Analysis - a
model which helps us understand how we communicate with others in our default position and how we can better
manage that default ; Game Theory - a model which explains the differences between iterated relationships and
zero sum games; Conflict Management: how to understand our default approach to managing conflict and then
go beyond that to understand that conflict resolution approaches are situational,; Influencing and Building
Empathy explores how to be compelling and persuasive when trying to influence within iterated relationships ;
Managing inter and intra organisational politics establishes that as all iterated relationships require
interdependent action, then all such relationships have an organisational politics dimension which needs to be
understood and managed; Difficult and Critical Conversations: all iterated relationships will from time to time find
themselves in difficulty and sometimes critical conversations have to take place.
This course has four aims: (i) to provide the participants with a broad understanding of the conceptual and
empirical basis for the particularities of emerging markets; (ii) a survey of the different kinds of emerging markets
(BRICS, Next-11, transition economies); (iii) Developing business strategies and new business formation in
emerging markets from the perspective of developed country firms (both MNEs and SMEs) - also including a
discussion and debate on "Bottom of the Pyramid" businesses and (iv) Developing the international
competitiveness of firms from emerging markets. Specific sub-topics would include - reverse and disruptive
innovations; institutional voids and market entry and escalation.
The Investment Banking course examines the functions of modern international investment banking firms and
helps to prepare students to be investment bankers and to know how to deal with them. Financial skills needed
to ascertain organizations' financing needs will be enhanced. Financial instruments and practices for meeting
these needs in an ethical manner will be appriaised. Other functions of investment banks--asset management,
market-making, proprietary trading, and provision of financial services--will be described and evaluated.
An important part of the marketing mix is how the Product (or service) is designed and whether or not it fits the
intended market. According to academic research, however, only 8% of pioneers of new products become and
stay a leader New Product Development is about iterations of existing products and diversification into blue
oceans creating brand new markets. This course covers the process of opportunity identification, idea
generation, screening, concept development, mapping customer perceptions, segmentation, product positioning,
forecasting market demand, market entry strategies, product design, advertising and product testing. The
different components of the course are integrated and provide a systematic framework for new product
development and marketing.
The course in Return Driven Strategy is designed for business leaders, investment professionals, management
consultants, and entrepreneurs. The course targets a seemingly wide range of professionals because they all
share one discipline in common: What are the business strategies and activities that will maximize the creation of
wealth, and how does one evaluate a businesss ability to do so? The course is taught in a comprehensive
seminar format broken into modules of lectures, intensive in-group discussions and study, and class discussions.
Educators have called for the necessity of having this course content as standard in Business Schools: The
principles and concepts in Return Driven Strategy capture what we as educators and thought leaders should
embed in our curricula and teachings in business schools throughout our undergraduate, graduate and executive
education programs. Business schools must focus on the importance of a firm commitment to ethically create
shareholder value. -- Arthur Kraft, Ph.D., Chairman of the Board of Directors of The Association to Advance
Collegiate Schools of Business (AACSB).
A brand is a uniquely identified, promise of value which can develop into a relationship that consistently and
competitively satisfies the desires of the stakeholders. Kotler and Keller state it could include a name, phrase,
symbol, design or a combination of them. Lindstrom explains how a brand should be recognisable even from
small pieces of it. A brand, therefore, is not just a fancy logo or a catchy slogan. A brand should stand for core
values that the customer will associate with that brand, such that they perceive added value in the brand over and
above what the product or service actually does. The question is how to do that? This course builds on the
introductory marketing courses already taken by the student and uses a variety of analytical tools and techniques
that will help improve the decision-making of brand managers and other marketers to create strategic growth
worldwide, build customer loyalty and differentiate their brands in B2B, B2C and non-profit sectors. The course
will examine, amongst others, the concepts of brand asset management, brand equity, brand value and, of
course, managing brands strategically to optimise long-term value for the organisation.
Change is now a constant in the business world and the ability to navigate its choppy waters and even encourage
change is what separates extraordinary businesses from the rest of the pack. The ability to lead and inspire
change is fast become the most important quality that a business leader possesses. The underlying purpose of
this module is to develop awareness and understanding of the particular dynamics of initiating, managing and
controlling successfully change in different business contexts and to develop skills required to examine its
personal, interpersonal and organisational impact. This is particularly critical at a time when businesses are being
forced to look towards international markets for survival and growth. Thus, it is the overall aim of the course to
acquaint students with the resources and measures to cope with the nature and complexity of change in an
international context, including a deep understanding of effects of different leadership styles, and improved ability
to involve themselves with stakeholders.
This course expands upon the work undertaken in Financial Management with an emphasis on financial decision-
making under uncertainty. The aim of the course is to understand the role of corporate finance within a
corporation and specifically that of corporate managers whose role is (should be) value maximization of the firm.
Considered are issues in capital structure, dividend policy, mergers and acquisitions, financial strategy,
application of financial practices to non-corporate entities, ethics, and international finance. Through case
discussions and text readings, this course will help students to develop the knowledge, skills, critical thinking
abilities and behaviors required of managers. Although the main focus of this course is for profit-seeking firms,
much of what is learned has applicability for organizations in the not-for- profit and governmental sectors as well.
In this experiential learning class, students will create a digital marketing strategy and fully functional website
from the ground up, and optimize it for multi-channel traffic acquisition. This will include setting up a new domain
and getting it hosted, choosing a content management system, performing keyword research and analyzing
searcher intent, executing extensive competitive analysis, targeted content development, and driving search
traffic to execute a call-to-action (lead generation sign-up, email sign-up, or eCommerce checkout among many
other options). By the end of the class, students will have a better understanding of how to plan for, create and
launch a website from scratch, and will walk away with a fully-functional, fully optimized online presence of their
choosing. Topics will include (but are not limited to) search engine optimization (SEO), search engine marketing
(SEM), display advertising, mobile advertising, content marketing and web analytics. In this class, students will be
evaluated on their (or their teams) ability to optimize performance and results. This is a unique opportunity for
HULT students to interact with two digital marketing professionals that will be teaching from real-world experience
within a structured academic setting. Customer Acquisition through Digital Marketing will be highly relevant to
students with career interests in Internet marketing, online commerce, start-ups, and online user acquisition.
Marketing has done a full circle and is now back at a stage where it was centuries ago. In the beginning,
marketing was word-of-mouth. Individuals telling friends and neighbours about their favourite market stall or
craftsman. With the growth of the printing press, leaflets, posters, magazines and other printed marketing
materials started to be seen and dominated marketing until the arrival of the radio and TV. The internet took
leaflets, posters and magazines online, into a digital format, but the principle was the same. With the growth of
social media, there has been a fundamental shift away from the marketing message coming from the
organisation in question and towards recommendations of products and services through online fora, social
networks and gamification. This course acts as an introduction to digital marketing, from banner and display
ads to search ads; from SEO and SMO to web analytics and website design; from email campaigns to mobile;
bridging offline and online; from local to social, including social networks and the full range of social media tools.
This course covers everything that exists online and how few organisations can ignore its impact.
Marketing has done a full circle and is now back at a stage where it was centuries ago. In the beginning,
marketing was word-of-mouth. Individuals telling friends and neighbours about their favourite market stall or
craftsman. With the growth of the printing press, leaflets, posters, magazines and other printed marketing
materials started to be seen and dominated marketing until the arrival of the radio and TV. The internet took
leaflets, posters and magazines online, into a digital format, but the principle was the same. With the growth of
social media, there has been a fundamental shift away from the marketing message coming from the
organisation in question and towards recommendations of products and services through online fora, social
networks and gamification. This course acts as an introduction to digital marketing, from banner and display
ads to search ads; from SEO and SMO to web analytics and website design; from email campaigns to mobile;
bridging offline and online; from local to social, including social networks and the full range of social media tools.
This course covers everything that exists online and how few organisations can ignore its impact.
Over the past decade, media coverage has glorified entrepreneurship, giving a false impression of the lifestyle
entrepreneurs experience and the requirements for success. For some, entrepreneurship may be a viable career
alternative. However, if one is to assess entrepreneurship as a career realistically, it is important that the process,
risks, and rewards all be understood. This course is designed to provide that understanding and to take a look at
people who have entered the world of entrepreneurship. The course covers a variety of topics. It begins by
examining the ways individuals typically enter entrepreneurial ventures and examines the potential consequences
of pursuing an entrepreneurial career unprepared. It addresses the decision to become an entrepreneur and
covers in depth ways to screen and categorize market opportunities. In addition, the course spends some time
showing students how to determine the correct amount of capital they will require to begin their venture and how
to search and negotiate for their initial capital needs. The course also teaches students how to write a formal
business plan which would be of sufficient quality to attract professional financing. The course relies on case
analyses and a variety of other resources which may include outside speakers, videos, and a final course project
to present its material.
Human Resource Management will place students at the forefront in understanding how organizations gain a
sustainable competitive advantage through people. Through an examination of the major functions and
strategies of human resource management, students learn the importance of (1) human resource management in
today's competitive environment, (2) meeting human resource requirements, (3) developing effectiveness in
human resources, (4) implementing compensation and security, (5) expanding human resources by creating high-
performance work teams.
We negotiate almost daily in both our job and our personal life. Indeed we are all instinctive and intuitive
negotiators, but are we as effective as we can be? Based on individual, one on one and group exercises, this
course will deepen our understanding of the negotiation concepts and process, and will enhance our ability to
plan and conduct negotiations with special focus on the particular aspects of the international business context.
Class activities will include class discussions and readings on negotiation concepts, methods and techniques.
Students will be negotiating with classmates under the supervision of the professor, variously on one-on-one, two
on two and team role-play exercises.
How is leadership differentiated from management? What is the impact of effective leadership on organizational
behavior? How do successful leaders deal with issues of gender, personality, cultural differences, motivation and
power? This course explores definitions, models, and individual styles of leadership, set in the context of
contemporary global business practices and intercultural interactions.
How is leadership differentiated from management? What is the impact of effective leadership on organizational
behavior? How do successful leaders deal with issues of gender, personality, cultural differences, motivation and
power? This course explores definitions, models, and individual styles of leadership, set in the context of
contemporary global business practices and intercultural interactions.
This course introduces the principles of effective communication and encourages students to explore all aspects
of this essential skill. Through case studies, videos and class discussions, various in-class exercises and both
individual and group assignments, students will get the tools necessary to become better communicators. Some
of the topics covered are: effective business writing, persuasion, presentation skills.
The rapid pace of technological innovation has lead to companies and individuals needing to organize
themselves to face up to managing a range of projects. But why are there so many project management
methodologies, frameworks, theories and perspectives? Are all these just very similar ways to say the same
thing? How can project management knowledge, skills and insights help in developing academic credibility? Why
do 80% of projects fail when there is such a wide body of knowledge about the subject? In this course the
students will develop a critical appreciation and understanding of project management methodologies such as
waterfall and agile and how to apply them to different types of projects.
For Project Management Specializtion students only. Required for PM specialists.
Sales are all about converting potential customers to real ones. This course focuses on the formulation,
implementation and evaluation of sales management for both offline and online products and services. Students
learn how to develop an initial market strategy and sales methodology, and how best to establish a successful
sales culture. Students are then asked to consider the variety of rewards systems and other processes to support
the sales force. Finally, students learn how to use metrics to evaluate success. In an age of vast consumer
choice, computerized information systems, telemarketing, and global competition, an understanding of sales
force management rests upon knowledge of marketing functions and relationships with other disciplines.
Social Entrepreneurship is where traditional business meets charity; it is doing good while making a profit.
Worldwide there is much attention for SE, and for good reason. Could it be the answer to failing development aid
for developing countries? Could it be a solution to the vast budget cuts in Europe? Social Entrepreneurs look at
the world differently; they see opportunities for business where most people see social exclusion, poverty and
environmental issues. Social innovation is at the heart of their organizations. This course gives an overview of
how Social Entrepreneurship developed over the past 30 years. You study the different definitions applied by the
major players in the field and their respective business models. We dive into the discussion about the importance
of scalability, leadership and other challenges that Social Entrepreneurs are faced with. We touch on the growing
importance of crowd funding for SE's and discuss about Social Return on Investment (SROI) and the role of
investors. You do a case study of a globally active Social Entrepreneur, distilling its criteria for success. Guest
speakers share their experiences with SE both in a global and regional setting and we visit a local initiative. The
course ends with a hands-on consultancy project for a social initiative of your choice.
A wide range of industries and companies, led by technology and professional services firms, have moved
aggressively over the last few years to improve their ability to be more customer-centric and provide true
solutions to their customer base. Marketers are leading the charge to shift at least a portion of their portfolios
from discrete products and services to more integrated, business-oriented solutions. Solutions Marketing:
Transforming the Business provides a hands-on immersion in the models, tools, and best practice examples that
companies need to market and sell solutions. Based on a number of new business and marketing models,
including ITSMAs Solutions Roadmap, this course will help students understand and identify what marketers can
do to change their companies business model. The concept of solutions marketing is a new one in fact, there
is very little written about it in academia. The course content will be comprised largely of articles, blog posts, and
case studies written by Prof. Hurley. The material will provide the students with the latest thinking and techniques
that are being applied inside some of the worlds biggest and most influential companies. Companies that will be
discussed in detail include GE, DuPont, IBM, Cisco, HP, Infosys, Cognizant. Avaya, and a number of other well-
known global companies.
A brand is a uniquely identified, promise of value which can develop into a relationship that consistently and
competitively satisfies the desires of the stakeholders. Kotler and Keller state it could include a name, phrase,
symbol, design or a combination of them. Lindstrom explains how a brand should be recognisable even from
small pieces of it. A brand, therefore, is not just a fancy logo or a catchy slogan. A brand should stand for core
values that the customer will associate with that brand, such that they perceive added value in the brand over and
above what the product or service actually does. The question is how to do that? This course builds on the
introductory marketing courses already taken by the student and uses a variety of analytical tools and techniques
that will help improve the decision-making of brand managers and other marketers to create strategic growth
worldwide, build customer loyalty and differentiate their brands in B2B, B2C and non-profit sectors. The course
will examine, amongst others, the concepts of brand asset management, brand equity, brand value and, of
course, managing brands strategically to optimise long-term value for the organisation.
The course focuses on strategic dynamics of technology innovation and how executives, entrepreneurs and
financiers interact to generate and scale innovation. Technology industries often have distinctive features which
challenge conventional wisdom regarding economic, market, and organizational dynamics. Success in
commercializing new technologies often requires these inter-related mindset shifts: from "diminishing returns" to
"increasing returns" logics; from market environments which seek "equilibrium" to those which promote constant
"disruption"; from tactics to achieve "market share" to "winner take all" tactics; from understanding consumer
"purchase behavior" to understanding the "dynamics of diffusion"; from gaining a dominant "market position" to
gaining a dominant "design standard"; from a focus on working with "suppliers" to a focus on attracting "strategic
partners" and networks of "application developers"; from "sub-contracting" to "co-creation," from linear "value
chains" to "multi-dimensional value webs," from "inside versus outside" thinking by corporate executives to
"permeable corporate boundaries" and "outside-in" thinking, from "vertically integrated" organizational designs to
"virtually integrated", and from "spin-outs" to "spin-outs." The course will be highly interactive, involving
movies/video clips, case studies, lectures, and student projects. Case studies will be drawn from technologies
and industries such as electric vehicles, video games, telecommunications, wind turbines, medical equipment,
software, industrial technologies, and television. Case discussions may occur both in a traditional format as well
as in a student led seminar format where different teams present different cases, in order to expose students to
as many new technologies and issues as possible. Typical features of this course are executive speakers and
student team design projects in which frameworks from the course will be applied to sketch approaches to the
development and positioning of a cutting edge technology of the teams choice (a list of alternatives will be
provided).
"Supply chain management is an extension of traditional operations management to include multiple stages of
suppliers and customers. Many of the methodologies for managing the firm work well with supply chains, but
others have had trouble when extended beyond the firm, especially into the global arena. Logistics has always
been an important part of supply chain management, but assumes an even greater importance when the firm
uses global sourcing or services customers around the world. The course content will consist of roughly four
parts: The basics of operations and supply chain management o The role of operations in the firm including
operations strategy o Delivery of a quality product or service at the right time, in the right place, at a cost that
allows the right price o An overview and history of operations methodologies The basics of logistics o Moving
goods to from suppliers and to customers o Contrasting modes in logistics The operations/logistics interface o
Scheduling of inbound and outbound movements o Integration of the management of production with the
management of logistics Special topics (e.g.) o Security of the logistics system o The operation and logistics
of NGO programs such as famine relief"
"Supply chain management is an extension of traditional operations management to include multiple stages of
suppliers and customers. Many of the methodologies for managing the firm work well with supply chains, but
others have had trouble when extended beyond the firm, especially into the global arena. Logistics has always
been an important part of supply chain management, but assumes an even greater importance when the firm
uses global sourcing or services customers around the world. The course content will consist of roughly four
parts: The basics of operations and supply chain management o The role of operations in the firm including
operations strategy o Delivery of a quality product or service at the right time, in the right place, at a cost that
allows the right price o An overview and history of operations methodologies The basics of logistics o Moving
goods to from suppliers and to customers o Contrasting modes in logistics The operations/logistics interface o
Scheduling of inbound and outbound movements o Integration of the management of production with the
management of logistics Special topics (e.g.) o Security of the logistics system o The operation and logistics
of NGO programs such as famine relief"
Today there is an explosion of research, forums, white papers, book and discussions around Womens
Leadership. All over the world in every sector and community we find women leaders. Many are hidden and
would never describe themselves as such but they are leading and inspiring, raising the next generation and
changing the world. More and more women are achieving higher education and selecting business as their
professional career path. And though women in business continue to climb the corporate ladder and pierce glass
ceilings they are doing so at a much reduced rate than their peers from generations before. Many are lagging
behind when it comes to receiving promotions, serving on boards and moving into key decision making roles and
as such are opting out when they reach the leadership phase of their careers. This course will take students out
of their comfort zone and engage them in new approaches and frameworks for understanding and appreciating
women in leadership. Highly interactive and engaging, well lay the foundation for participants to further develop
their own notions of what their personal leadership style is as well as inspire new levels of success.
In this experiential learning class, students will create a digital marketing strategy and fully functional website
from the ground up, and optimize it for multi-channel traffic acquisition. This will include setting up a new domain
and getting it hosted, choosing a content management system, performing keyword research and analyzing
searcher intent, executing extensive competitive analysis, targeted content development, and driving search
traffic to execute a call-to-action (lead generation sign-up, email sign-up, or eCommerce checkout among many
other options). By the end of the class, students will have a better understanding of how to plan for, create and
launch a website from scratch, and will walk away with a fully-functional, fully optimized online presence of their
choosing. Topics will include (but are not limited to) search engine optimization (SEO), search engine marketing
(SEM), display advertising, mobile advertising, content marketing and web analytics. In this class, students will be
evaluated on their (or their teams) ability to optimize performance and results. This is a unique opportunity for
HULT students to interact with two digital marketing professionals that will be teaching from real-world experience
within a structured academic setting. Customer Acquisition through Digital Marketing will be highly relevant to
students with career interests in Internet marketing, online commerce, start-ups, and online user acquisition.
Over the past decade, media coverage has glorified entrepreneurship, giving a false impression of the lifestyle
entrepreneurs experience and the requirements for success. For some, entrepreneurship may be a viable career
alternative. However, if one is to assess entrepreneurship as a career realistically, it is important that the process,
risks, and rewards all be understood. This course is designed to provide that understanding and to take a look at
people who have entered the world of entrepreneurship. The course covers a variety of topics. It begins by
examining the ways individuals typically enter entrepreneurial ventures and examines the potential consequences
of pursuing an entrepreneurial career unprepared. It addresses the decision to become an entrepreneur and
covers in depth ways to screen and categorize market opportunities. In addition, the course spends some time
showing students how to determine the correct amount of capital they will require to begin their venture and how
to search and negotiate for their initial capital needs. The course also teaches students how to write a formal
business plan which would be of sufficient quality to attract professional financing. The course relies on case
analyses and a variety of other resources which may include outside speakers, videos, and a final course project
to present its material.
We negotiate almost daily in both our job and our personal life. Indeed we are all instinctive and intuitive
negotiators, but are we as effective as we can be? Based on individual, one on one and group exercises, this
course will deepen our understanding of the negotiation concepts and process, and will enhance our ability to
plan and conduct negotiations with special focus on the particular aspects of the international business context.
Class activities will include class discussions and readings on negotiation concepts, methods and techniques.
Students will be negotiating with classmates under the supervision of the professor, variously on one-on-one, two
on two and team role-play exercises.
The rapid pace of technological innovation has lead to companies and individuals needing to organize
themselves to face up to managing a range of projects. But why are there so many project management
methodologies, frameworks, theories and perspectives? Are all these just very similar ways to say the same
thing? How can project management knowledge, skills and insights help in developing academic credibility? Why
do 80% of projects fail when there is such a wide body of knowledge about the subject? In this course the
students will develop a critical appreciation and understanding of project management methodologies such as
waterfall and agile and how to apply them to different types of projects.
For Project Management Specializtion students only. Required for PM specialists.
A brand is a uniquely identified, promise of value which can develop into a relationship that consistently and
competitively satisfies the desires of the stakeholders. Kotler and Keller state it could include a name, phrase,
symbol, design or a combination of them. Lindstrom explains how a brand should be recognisable even from
small pieces of it. A brand, therefore, is not just a fancy logo or a catchy slogan. A brand should stand for core
values that the customer will associate with that brand, such that they perceive added value in the brand over and
above what the product or service actually does. The question is how to do that? This course builds on the
introductory marketing courses already taken by the student and uses a variety of analytical tools and techniques
that will help improve the decision-making of brand managers and other marketers to create strategic growth
worldwide, build customer loyalty and differentiate their brands in B2B, B2C and non-profit sectors. The course
will examine, amongst others, the concepts of brand asset management, brand equity, brand value and, of
course, managing brands strategically to optimise long-term value for the organisation.
This course covers topics associated with modern forensic and investigative accounting. Topics include fraud
detection and investigation, valuation of closely held businesses, lost profits analyses, and damage estimation.
There will be exposure to fundamental legal concepts with regard to expert witness services, including the rules
of civil procedure, documentation requirements and exhibit preparation.
This course covers topics associated with modern forensic and investigative accounting. Topics include fraud
detection and investigation, valuation of closely held businesses, lost profits analyses, and damage estimation.
There will be exposure to fundamental legal concepts with regard to expert witness services, including the rules
of civil procedure, documentation requirements and exhibit preparation.
This course will cover the definition of innovation, the barriers and enablers for making innovation real in
companies, the core principles for innovation management (platforms, portfolios, partners, pipelines, concepts
and culture), and how innovation management is being applied by fast-followers and companies in commodity
industries.
This course introduces the principles of effective communication and encourages students to explore all aspects
of this essential skill. Through case studies, videos and class discussions, various in-class exercises and both
individual and group assignments, students will get the tools necessary to become better communicators. Some
of the topics covered are: effective business writing, persuasion, presentation skills.
This course has four aims: (i) to provide the participants with a broad understanding of the conceptual and
empirical basis for the particularities of emerging markets; (ii) a survey of the different kinds of emerging markets
(BRICS, Next-11, transition economies); (iii) Developing business strategies and new business formation in
emerging markets from the perspective of developed country firms (both MNEs and SMEs) - also including a
discussion and debate on "Bottom of the Pyramid" businesses and (iv) Developing the international
competitiveness of firms from emerging markets. Specific sub-topics would include - reverse and disruptive
innovations; institutional voids and market entry and escalation.
This course has four aims: (i) to provide the participants with a broad understanding of the conceptual and
empirical basis for the particularities of emerging markets; (ii) a survey of the different kinds of emerging markets
(BRICS, Next-11, transition economies); (iii) Developing business strategies and new business formation in
emerging markets from the perspective of developed country firms (both MNEs and SMEs) - also including a
discussion and debate on "Bottom of the Pyramid" businesses and (iv) Developing the international
competitiveness of firms from emerging markets. Specific sub-topics would include - reverse and disruptive
innovations; institutional voids and market entry and escalation.
For Project Management Specializtion students only. Required for PM specialists.
Many industries, especially those related to tourism, are highly leveraged. The industries operating with relatively
fixed capacities and small variable costs in a competitive environment featuring fluctuating demand and
segmented customers can engage revenue management strategies to significantly improve profit margin. The
process of revenue management involves forecasting customer behaviors, implementing various techniques in
inventory controls and pricing, and monitoring the booking pace and other impacts using various analysis. Pricing
is a core control element and a key goal in revenue management is to sell the right product to the right customer
at the right time for the right price.
Many industries, especially those related to tourism, are highly leveraged. The industries operating with relatively
fixed capacities and small variable costs in a competitive environment featuring fluctuating demand and
segmented customers can engage revenue management strategies to significantly improve profit margin. The
process of revenue management involves forecasting customer behaviors, implementing various techniques in
inventory controls and pricing, and monitoring the booking pace and other impacts using various analysis. Pricing
is a core control element and a key goal in revenue management is to sell the right product to the right customer
at the right time for the right price.
Social Entrepreneurship is where traditional business meets charity; it is doing good while making a profit.
Worldwide there is much attention for SE, and for good reason. Could it be the answer to failing development aid
for developing countries? Could it be a solution to the vast budget cuts in Europe? Social Entrepreneurs look at
the world differently; they see opportunities for business where most people see social exclusion, poverty and
environmental issues. Social innovation is at the heart of their organizations. This course gives an overview of
how Social Entrepreneurship developed over the past 30 years. You study the different definitions applied by the
major players in the field and their respective business models. We dive into the discussion about the importance
of scalability, leadership and other challenges that Social Entrepreneurs are faced with. We touch on the growing
importance of crowd funding for SE's and discuss about Social Return on Investment (SROI) and the role of
investors. You do a case study of a globally active Social Entrepreneur, distilling its criteria for success. Guest
speakers share their experiences with SE both in a global and regional setting and we visit a local initiative. The
course ends with a hands-on consultancy project for a social initiative of your choice.
Social Entrepreneurship is where traditional business meets charity; it is doing good while making a profit.
Worldwide there is much attention for SE, and for good reason. Could it be the answer to failing development aid
for developing countries? Could it be a solution to the vast budget cuts in Europe? Social Entrepreneurs look at
the world differently; they see opportunities for business where most people see social exclusion, poverty and
environmental issues. Social innovation is at the heart of their organizations. This course gives an overview of
how Social Entrepreneurship developed over the past 30 years. You study the different definitions applied by the
major players in the field and their respective business models. We dive into the discussion about the importance
of scalability, leadership and other challenges that Social Entrepreneurs are faced with. We touch on the growing
importance of crowd funding for SE's and discuss about Social Return on Investment (SROI) and the role of
investors. You do a case study of a globally active Social Entrepreneur, distilling its criteria for success. Guest
speakers share their experiences with SE both in a global and regional setting and we visit a local initiative. The
course ends with a hands-on consultancy project for a social initiative of your choice.
We negotiate almost daily in both our job and our personal life. Indeed we are all instinctive and intuitive
negotiators, but are we as effective as we can be? Based on individual, one on one and group exercises, this
course will deepen our understanding of the negotiation concepts and process, and will enhance our ability to
plan and conduct negotiations with special focus on the particular aspects of the international business context.
Class activities will include class discussions and readings on negotiation concepts, methods and techniques.
Students will be negotiating with classmates under the supervision of the professor, variously on one-on-one, two
on two and team role-play exercises.
Faculty 18-May-2014 19-May-2014 20-May-2014
John Kerrick - - -
Sheen Levine - - -
Gonzalo Chavez - 04:30 PM - 07:30 PM 08:30 AM - 11:30 AM
Mike Grandinetti - - -
Dan Weingrod - - -
Jan Sten - 04:30 PM - 07:30 PM -
Gonzalo Chavez - - 04:30 PM - 07:30 PM
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Jan Sten - - -
Jim Slusser - - -
Mouwafac Sidaoui - - -
Dan Weingrod - - -
Dan Weingrod - - -
Dennis Jaffe - - -
Dennis Jaffe - - -
Omar Fisher 04:00 PM - 07:00 PM - 04:00 PM - 07:00 PM
Yasar Jarrar - - -
Yasar Jarrar - - -
Donelda McKechnie - - 09:00 AM - 12:00 PM
Ali Fenwick - - -
Yusaf Akbar - - -
Yusaf Akbar - - -
Merwyn Strate - - 01:00 PM - 04:00 PM
Joanne Lawrence - - -
Cari Guittard - - -
Cari Guittard - - -
Yusaf Akbar - - -
Yusaf Akbar - - -
Tazeeb Razwani - - 01:00 PM - 04:00 PM
Tazeeb Razwani - - -
Tom Porter - - -
Tom Porter - - -
Michael Wagemans - - -
Terence Tse - - 05:00 PM - 08:00 PM
Terence Tse - - -
Ben Hart - - -
Chris Kinsville-Hein - - 09:00 AM - 12:00 PM
Pushkar Jha - - 01:00 PM - 04:00 PM
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Tony Kilbourn - - 09:00 AM - 12:00 PM
Juan Zuliani - 01:00 PM - 04:00 PM -
Juan Zuliani - - -
Juan Zuliani - - -
Stephen Humphrey - - -
Stephen Humphrey - - -
Hitendra Patel - - -
Paul Sullivan - - -
Yael Zif - - -
Roger Delves - - -
Prakash Sethi - - -
Frederic Chartier - - -
Jehiel (Jay) Zif - - -
Joel Litman - - -
Marco Protano - - -
Adam Carstens - - -
Herb Meiberger - - 08:30 AM - 11:30 AM
Tommy Griffith - - 06:00 PM - 09:00 PM
Philippa Gamse - - -
Philippa Gamse - - -
A.C. Ross - - 01:00 PM - 04:00 PM
Colette Frayne - - -
Terry Hird - - -
Charlie Sheppard - - 04:20 PM - 07:20 PM
Charlie Sheppard - - -
Elisabetta Ghisini - - 08:30 AM - 11:30 AM
Jim Park - - -
Jim Park - - -
Jim Prost - 04:20 PM - 07:20 PM -
Patrick Guerra - - 04:20 PM - 07:20 PM
Stephen Hurley - - -
Peter Boland - 04:20 PM - 07:20 PM -
Olaf Groth - - -
Omar Hernandez - 01:00 PM - 04:00 PM -
Omar Hernandez - - -
Cari Guittard - - -
Tommy Griffith - - -
A.C. Ross - - 04:20 PM - 07:20 PM
Marc Martin - - -
Jim Park - - -
Jim Park - - -
John Durham - 04:20 PM - 07:20 PM 01:00 PM - 04:00 PM
Tom Porter - - -
Tom Porter - - -
Julius Bautista - - -
Max Hejazi - 04:00 PM - 07:00 PM -
John Fargis - - -
John Fargis - - -
Juan Zuliani - - -
Jun Lai - - -
Jun Lai - - -
Selma Steenhuisen - - -
Selma Steenhuisen - - -
Andrew Hupert - - -
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