Development of framework for strategic marketing planning based on customer behavior, market segmentation, product positioning, product life cycle, market responsiveness, and competitive reaction. Within this framework, development of key elements in annual marketing process. Study of problems in management of sales and distribution channels. Issues of personal selling, account management, determining sales force size, organization, and compensation plans.
Coverage of channel selection, conflict, power, and control. Analysis of opportunities, distinctive characteristics, and emerging trends in foreign markets, including exploration of alternative methods and strategies for entering foreign markets; organizational planning and control; impact of social, cultural, economic, and political differences; and problems of adapting American marketing concepts and methods.
Consideration of environment of pricing decision--costs, customer, channels, competition, and regulation. Analysis of when and how to apply specific pricing strategies, including two-part tariffs, quantity discounts, product differentiation, bundling, and auctions. Study of nature and determinants of consumer behavior. Emphasis on influence of sociopsychological factors such as personality, small groups, demographic variables, social class, and culture on formation of consumers' attitudes, consumption, and purchasing behavior. Designed for prospective users of research results rather than for specialists in research.
Marketing research is aid to management decision making. Development of problem-analysis skills, providing knowledge of concepts and methods of marketing research, with increased sensitivity to limitations of marketing data. How to fit predictive models and visualize multivariate data using examples and topics from marketing and finance. Topics include conditional prediction and predictive models, advanced treatment of regression, visualization and graphics, automating analysis for high dimensional data. Formerly numbered A. Introduction to considerations in development, implementation, and management of brands.
Discussion of challenges to creating and maintaining strong brands. Topics include building brand knowledge and identities, marketing mix and brands, brand architectures, and brand equity. Examination of new product development NPD process with objective of learning key tools and methods and applying them to case studies, exercises, and course project.
NPD process also investigated through five key phases: ideation, concept generation and selection, detailed design, prototyping and testing, and ramp-up and product launch. Coverage of mass customization, parallel prototyping, cost reduction, and creativity. Detailed study of decisions regarding media and forms of advertising and marketing communications to develop integrated strategies.
Review of use and effectiveness of advertising and communication tools. Evaluation of advertising and promotional policies from development through implementation. Use of notion of customer life cycle as organizing principle and application to digital marketing context. Frameworks and data-analytical tools for interacting with customers and learning about their preferences as they evolve through four stages of customer life cycle: 1 customer acquisition, 2 initial post-promotion purchasing, 3 mid-maturity purchase and transaction behavior, and 4 customer attrition or switchover to other product lines.
Study of selected areas of marketing knowledge and thought. Specific subjects vary each term depending on particular interests of instructor and students. Individual projects and reports. Doing business on Web. Web infrastructure and ecology. Web business models and strategies.
Web business development, operation, and marketing. New frontiers, such as Web services, social networking, and semantic Web. Same as Bioengineering MA. Lecture, three hours; outside study, nine hours. Designed for graduate and professional students in engineering, dentistry, design, law, management, and medicine. Focus on understanding how to identify unmet clinical needs, properly filtering through these needs using various acceptance criteria, and selecting promising needs for which potential medtech solutions are explored. Students work in groups to expedite traditional research and development processes to invent and implement new medtech devices that increase quality of clinical care and result in improved patient outcomes in hospital system.
Introduction to intellectual property basics and various medtech business models. Same as Bioengineering MB. Requisite: course MA. Development of medtech solutions for unmet clinical needs previously identified in course MA. Steps necessary to commercialize viable medtech solutions. Exploration of concept selection, business plan development, intellectual property filing, financing strategies, and device prototyping.
Methods and tools for project management in information systems IS context.
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Initiating, planning, executing, controlling, reporting, and closing projects. Project integration, scope, time, cost, quality control, and risk management. Sourcing and external procurement. Contracting and managing partner relationships. Change management. Seminar, two hours. Designed for graduate students. Examination in depth of current issues in entertainment, media, and sports. Topics vary. Examination in depth of current emerging technologies and related market developments.
Same as Law M Concentrated study of law governing financing of land transactions from both national and California perspectives. Topics include California deed of trust, installment land contracts and other mortgaging substitutes, assignments of rents, receiverships, prepayment, foreclosure, priorities, California antideficiency legislation, impact of borrower bankruptcy on mortgage lenders, construction lending, future advances lending, and secondary market. Investor-oriented course in which real estate and business trends are evaluated to determine alternative real estate investment opportunities.
Use of current financial, economic, and investment theories and techniques to real estate investment opportunities in case studies and short case problems to illustrate development of investment strategies. Development of understanding of principal issues involved with real estate investment and finance. Requisites: courses A or A , , Introduction to various aspects of real estate development from perspectives of entrepreneur and investor. Coverage of all types of developments, including single family, multifamily, hotel, office, retail, and industrial.
Industry guest speakers to help reinforce principles taught. Real estate development simulation and group presentations to panel of investors included. Exploration of linkages between real estate, macroeconomy, and capital markets. New insights as to structure and practice of macroeconomic regulation, crisis policy formulation, and related capital markets and real estate outcomes. Introduction to different philosophical perspectives for understanding human behavior. Theories and concepts important for understanding human behavior in organizations, as well as managerial implications of individual, group, and social behavior.
Special attention to knowledge about satisfaction, motivation, and productivity in organizations. Enforced requisites: courses , A. Optimization of team performance by diagnosing complex team dynamics and taking appropriate action to improve team functioning to help students strengthen their teamwork skills in ways that are proven to increase effectiveness and performance of teams. Issues involved in developing and managing entrepreneurial organizations. Topics include organizational growth, managerial tools, strategic planning, organizational design, management development, control systems, leadership, and cultural management.
Examination of transitions that individuals must make as organizations grow. Theoretical and practical approaches to influencing and motivating people. Relative effectiveness of various leadership styles, different motivation theories, and power tactics from managerial point of view.
The Law of Marketing (Special Topics Collection)
Use of experience-based learning methods to aid diagnosis and understanding of one's own influence styles. Interpersonal and personality factors affecting managerial communications. Styles and modes of communication in one-to-one, group, and large-systems settings. Opportunities offered to deepen understanding of one's own communication styles and skills, considering verbal, nonverbal perceptual, and cross-cultural aspects. Presentation of theoretical principles and concepts from psychology, sociology, and economics through lectures and readings, with focus primarily on improving practical negotiating skills through experiential learning i.
Participants learn not only to enhance their individual abilities in dyadic and group situations, but also to analyze contexts for most effective application of these skills. Focus on key aspects of corporate business development transactions, including strategic deal selection, mergers and acquisitions deal integration, deal structure including accounting and tax issues , and economic analysis of transactions.
Examination of technology and digital media markets. Same as Public Policy MB. Economic growth and change. Role of advances in science and technology, and actions of maximizing innovators and factors impinging on their behavior. How technological breakthroughs or discontinuities can form new industries or transform nature of and population of firms in existing industries.
Courses - Nicolais School of Business
Evaluation of certain criticisms made by business of American political system. Designed to provide clearer understanding of principal features of American politics, especially as they influence business enterprise. Examination of a range of ethical considerations in business decisions involving the individual, corporation, society, and international business.
Analysis of cases for classroom presentation and discussion. Requisite: course or Economics A. Knowledge of empirical methods and basic calculus required. Interdisciplinary speaker series bringing together outside speakers with scholars and students from UCLA Law School and academic departments. Topics include contracts, torts, intellectual property, and business law. Students write graded reaction papers. Concurrently scheduled with Economics and Law Exploration in entrepreneurship particularly concerned with formation and operation of new business ventures. Significant and crucial aspects of exploring new business opportunities and starting a business.
Exploration of crucial aspects in managing small business enterprises. Emphasis on identification and analysis of characteristic operating problems of small firms and application of appropriate methods or techniques for their solution. Inquiry into nature of entrepreneurship and effective implementation of entrepreneurial strategies in large industrial enterprises. Emphasis primarily on managerial effects aimed at identification, development, and exploitation of technical and organizational innovations, management of new product or process developments, and effective new venture management in a corporate context.
Fundamentals of developing effective written business plans. Basic principles of developing plans for sales, marketing, product or service, operations, financials, and management and staffing functions of new startup businesses. Identification, analysis, and resolution of managerial issues of policy and action within context of a multinational corporation, with emphasis on problems of adaptation to different sociological, cultural, legal, political, and economic environmental characteristics on planning, structuring of organizational relationships, and coordination and control in multinational firms.
Analysis of key strategic problems encountered by multinational corporations entering foreign markets. Application of concepts and theories acquired in other courses to series of complex cases on international business or by use of a complex simulation of competition in global markets. Prerequisites: courses A, A. Legal environments in which international business operates; overseas business relationships and organizations; antitrust, taxation, transfer of capital, and technology regulations; patent, trademark, and copyright safeguards; arbitration of international business disputes; expropriation of foreign investments; international business and government relations.
Prerequisite: course A. Requisite: course A or Analysis of changing economic, political, demographic, and sociocultural conditions in developing countries as they affect the business environment. Process of economic growth, market-oriented reforms, and creation of domestic capital markets. Inflation and stabilization programs, identification of business risks and opportunities, as well as tools needed to manage firms under these conditions. In-depth examination of problems or issues of current concern in management, with numerous topics offered each year. Lecture, 90 minutes.
Lecture, one hour.
Seminar, to be arranged. Preparation: apprentice personnel employment as teaching assistant, associate, or fellow. Teaching apprenticeship under active guidance and supervision of regular faculty member responsible for curriculum and instruction at UCLA. Limited to graduate students. General mathematics review for MBA students. Fundamental mathematics, including topics from algebra, differential calculus in single and multiple variables, logarithmic and exponential functions, probability, and statistics; applications, including economic theory, finance, time value of money, inventory management, linear programming, and mathematical models.
Topics include probabilities, random variables expectation, variance, covariance, normal random variables , decision trees, estimation, hypothesis testing, and multiple regression models. Emphasis on actual business problems and data. Introduction to fundamental financial accounting methods and procedures, with emphasis on financial statements. Provides basis for firm understanding of language of business--accounting. Analysis of consumer, producer, and market behavior. Market structure, pricing, and resource allocation. Applications to managerial strategy and public policy, with emphasis on competition, market power, and externalities.
Requisites: courses , , Provides analytical framework required for understanding way changing macroeconomic conditions in world economy affect economic growth, inflation, interest rates behavior, exchange rate determination, global competitiveness, unemployment, and trade account. Provides skills to enable students to assess critically how developments in world economy affect particular industry environments.
Introduction to uses of analytical methods for making strategic, tactical, and operational decisions arising from accounting, finance, marketing, and production, with focus on three key areas in problem solving: formal problem definition, spreadsheet model formulation, alternatives evaluation. Introduction to managerial finance. Topics include time value of money, discounting and present values, valuation of bonds and stocks, risk and return, construction of optimal portfolios, capital budgeting, and weighted average cost of capital. Introduction to human resource management function and management of human behavior in organizations.
Emphasis on relationships among individuals, groups, and organizational units as they influence managerial process and development of prospective general managers. Principles and decision analysis related to effective utilization of factors of production in manufacturing and nonmanufacturing activities for both intermittent and continuous systems. Production organizations, analytical models and methods, facilities design, and design of control systems for production operations.
Principles of market-driven managerial decision making: consumer, competitor, and company analysis, market segmentation, definition of target markets, and product positioning. Management of marketing function: product and pricing decisions, channels of distribution, marketing communications. Individual computing in support of strategic analysis, decision making, and management communication.
Use of personal productivity tools, such as Excel and VBA, and network resources for data access. Emphasis on hands-on exercises. Three-day residential format. Managing and working with people, with emphasis on motivation and development of individuals, leadership and interpersonal relationships, and group dynamics in complex organizational settings. Evaluation and formulation of organization's overall policies and strategies. Economic, heuristic, and social process approaches to policy formulation, environmental analysis, and organizational appraisal.
Senior management's role in managing policy process. Course A is requisite to B. Focus on communication basics and tailored to students' needs--entrepreneurship, interpersonal communications, or public speaking. Students learn skills required to become successful presenter; how to present differing types of materials, apply communication theory and strategy to organize informative and persuasive content, and effectively deliver presentations to varied audiences; how to apply visual and verbal messaging research and theory while analyzing audiences, organize and target messages for maximum persuasive impact, and communicate these messages in persuasive manner.
Focus on providing tools and skills that allow students to excel in communicating their vision, inspiring and gaining commitment from stakeholders, and impressing interviewers and investors. Course materials are grounded in empirical research. Skills and techniques learned are broadly generalizable. Experiential exercises to enhance students' abilities in oral and written communications. Study builds on managerial communication skills from Communication Development for Leaders course A. Prerequisite: graduate standing. Study and practice of oral and written management communications, including audience analysis, persuasion, revising and editing, presentation of technical information, and uses of computer technology.
Organized around writing and speaking exercises. Personal attention to students' written communications and oral presentations. Improvement of strategic business presenting skills such as presentation delivery techniques, visual and verbal persuasion principles, building arguments with supporting evidence, art of business storytelling, and other related topics, with focus on individual student presentations. Advanced course on business presenting and management communication. Presentation of differing types of materials. Individual and team presentations to varied audiences.
Examination of special topics in communication. Formerly numbered B. Fieldwork, 60 hours. Requisites: courses , , , , , , , A, Must be taken in third year. Faculty-guided consulting project with international company or U. Establishment of client relationships, identification of problems or strategic questions, design of study, collection and analysis of secondary and primary research data, development of comprehensive business plan, and formal presentation of findings and recommendations.
Consideration of broad range of issues faced by corporate financial managers. Analysis of firm's investment and financing decisions. Impact on firm of agency costs and asymmetric information.
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Study of mergers and acquisitions through use of empirical studies. Security design also covered. Limited to international students in MBA program. Intensive communication workshop that meets six times Saturdays included per week for three weeks. Introduction to research and career resources. May not be applied toward MBA degree. Lecture, two hours. Limited to full-time MBA program students. Must be taken after completion of first year in program. Methods of organizational and strategic analysis to determine relationship of organization with its environment.
In Progress grading credit to be given only on completion of courses B and C. Fieldwork, four hours. Projects include: 1 faculty-guided consulting project with private companies, nonprofit organizations, or government agencies; establishment of client relationships, identification of problems or strategic questions, design of study, collection and analysis of secondary and primary research data, development of comprehensive business plan, and formal presentation of findings and recommendations or 2 faculty-guided implementation of one new business or 3 pursuit of one faculty-led special research project worthy of publication in recognized academic research journal.
In Progress grading credit to be given only on completion of course C. Fieldwork, eight hours. Must be taken in second year or its equivalent for part-time students. Fieldwork, to be arranged. Preparation: completion of at least two terms of MBA program. Required of all full-time MBA students. Under direction of MBA program senior associate dean or other supervising faculty adviser, students perform supervised practical experience or fieldwork in organization as intern or fellow.
Execution of predetermined assignment s pursuant to defined program of study that includes reporting and assessment of fieldwork experience through combination of written or oral presentations and may include preparation of evaluations or consulting report correlating to defined program of study. Lecture, 30 hours; discussion, 10 hours. Students attend up to four MBA-level courses at institutions with exchange agreements with Anderson School.
Some courses may be taught in local language. In addition to learning subject matter of courses, provides opportunity for students to enhance their knowledge of region while exchanging ideas and views with their peers at that institution. Seminar, two hours; fieldwork, one hour. Four-term course. Introduction to academic theories of portfolio management and management structure. Review of literature to identify investment strategies.
Knowledge transfer and training before outgoing and incoming class leadership transition. In Progress grading credit to be given only on completion of courses B, C, and D.
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Faculty-guided portfolio-management implementation. Back testing of investment strategy. Visits to portfolio management firms to gain expert guidance. In Progress grading credit to be given only on completion of courses C and D. Monitoring of implemented strategy. Documentation and analysis of portfolio performance. Development of new strategy for incoming class. In Progress grading credit to be given only on completion of course D. Seminar, two hours; activity, one hour.
Culmination and transition of portfolio management project. Formal presentation of new strategy to incoming class and delivery of annual report. Training of incoming class with knowledge transfer and dissemination of tools for back testing. Lecture, three hours; presentations, site visits, and discussion, 20 hours. Taught in English. Four on-campus academic sessions and one intensive week in another country for blend of lectures, guest speakers, panel discussions, and company site visits, with focus on doing business in other countries.
Exposure to economy, legal and political environment, major industries and businesses, local culture, key historical events, and many aspects of conducting business outside U. Taught by school faculty members in conjunction with lectures by faculty members from top institutional partners, as well as local and regional government officials and ministers, local business executives, and influential leaders from country of focus.
May be repeated for credit based on program requirements. Fieldwork, three hours; presentations, site visits, and discussion, 20 hours. Courses taught by school faculty members in conjunction with faculty members from partner institutions in that country. Attendance at presentations by government officials and business executives in destination country. Exposure to business practices and operations in destination country through site visits, study of economy and political environment by comparing and contrasting it with U.
May be repeated once for credit. Lecture, 15 hours; discussion and assignments, up to 30 hours 2-unit course. Preparation: completion of first-year core courses. Intensive one-week study at international university. Courses taught by faculty members from partner institution in destination country. Topics vary but are tailored to MBA curriculum. Consideration and selection of financing vehicles that may be appropriate to securing money requirements of organizations. Modern financial management deals with decision making under uncertainty for corporate financial management, portfolio investment decisions, financial institutions, and international financial management.
Focus on learning sound theoretical tools and applying them in casework. Macroeconomic theory and its application to business forecasting. Major economic indicators and their historical description of the U. Exploration of innovation and marketing of products and services to customers. Use of creativity tools, customer research, and marketing science to create value and allocate resources so as to maximize revenues and profits that result.
Lecture, three hours; discussion and site visits, 20 hours. Intensive one-week program in one foreign country, with courses taught by faculty members from partner institutions in destination country. Topics vary but are tailored to MBA curriculum, including but not limited to finance, marketing, global economics, strategy, human resources, operations, and technology management. Exposure to local business practices, company site visits, and exploration of local cultural and historical sites.
Participants learn to enhance their individual abilities in dyadic and group situations and to analyze contexts for most effective application of these skills. Problems of managing technological innovation in Asia. Topics include incorporation of technological consideration into strategy, adoption of technological innovation, promoting innovation through organizational design and leadership, e-business, and m-business. In Progress A and letter B grading.
Managerial efforts aimed at identification, development, and exploitation of technical and organizational innovations, management of new product or process developments, and effective new venture management in context of large corporations in manufacturing and service industries. Development of awareness and understanding of range, scope, and complexity of issues related to creation of organizational environment that is supportive of entrepreneurial endeavors, and insight concerning effective implementation of technological and organizational innovations in corporate setting.
Enforced requisites: courses A, B. How to develop business plans, understanding of analytical processes required to produce plans, improvement of student writing and oral presentation skills, and review of business plans of other entities.
ISBN 13: 9781439079249
Writing of one complete business plan and presentation of it to experienced investors. Introduction to basic tools and jargon required for entrepreneurship that requires financing or management of intellectual property. Terminology used by lawyers, accountants, venture capitalists, and other investors when forming and financing new companies. Management MGMT. Principles of Accounting Units: 4 Lecture, three hours; discussion, one hour. Honors Seminars Units: 1 Seminar, three hours.
Honors Contracts Units: 1 Tutorial, three hours. Student Research Program Units: 1 to 2 Tutorial supervised research or other scholarly work , three hours per week per unit. Business Law Units: 4 Lecture, three hours. International Business Law Units: 4 Lecture, three hours. Ethical Leadership in Accounting Units: 4 Lecture, seven and one half hours. Management Accounting Units: 4 Lecture, three hours. Auditing Units: 4 Lecture, three hours. Advanced Accounting Units: 4 Lecture, three hours. Financial Statement Analysis Units: 4 Lecture, four hours.
Tax Principles and Policy Units: 4 Lecture, three hours. Corporate and Partnership Taxation Units: 4 Lecture, three hours. International Taxation Units: 4 Lecture, three hours. Special Topics in Accounting Units: 4 Lecture, three hours. Basic Managerial Finance Units: 4 Lecture, three hours. Information Technology in Accounting Units: 4 Formerly numbered Entrepreneurship and Venture Initiation Units: 4 Lecture, three hours; discussion, one hour.
Business Plan Development Units: 4 Lecture, three hours. Entrepreneurship and Technology Commercialization Units: 4 Lecture, three hours. Entrepreneurial Finance and Accounting Units: 4 Lecture, three hours. Marketing Principles for Entrepreneurs Units: 4 Lecture, three hours. Social Entrepreneurship Units: 4 Lecture, three hours.
Special Topics in Management Units: 4 Lecture, four hours. Leadership Principles and Practice Units: 4 Lecture, six hours. Advanced Honors Seminars Units: 1 Seminar, three hours. Directed Research in Management Units: 2 to 8 Tutorial, to be arranged. Econometrics and Business Forecasting Units: 4 Lecture, three hours. International Business Economics Units: 4 Requisite: course Managerial Decision Making Units: 4 Lecture, three hours.
Negotiations Analysis Units: 4 Lecture, three hours. Market Entry Strategy Units: 4 Lecture, three hours. Decision Analysis Units: 4 Lecture, three hours. Corporate Financial Reporting Units: 4 Lecture, three hours. Choice Architecture in Practice Units: 4 Lecture, three hours. Taxation and Management Decisions Units: 4 Lecture, three hours. Financial Statement Analysis Units: 4 Lecture and cases, three hours.
Corporate Valuation Units: 4 Lecture, three hours. Investment Management Units: 4 Lecture, three hours. Fixed-Income Markets Units: 4 Lecture, three hours. Option Markets Units: 4 Lecture, three hours. Behavioral Finance Units: 4 Lecture, three hours. International Financial Markets Units: 4 Lecture, three hours. Special Topics in Finance Units: 4 Lecture, three hours.
Managing Entrepreneurial Operations Units: 4 Lecture, three hours. Global Operations Strategy Units: 4 Lecture, three hours. Technology Management Units: 4 Lecture, three hours. Business and Environment Units: 4 Lecture, three hours. Patterns of Problem Solving Units: 4 Lecture, three hours. Persuasion and Influence Units: 4 Lecture, three hours.
Incentives and Motivation in Organizations Units: 4 Lecture, three hours. Leadership and Ethics Units: 4 Lecture, three hours. Customer Assessment and Analytics Units: 4 Lecture, three hours. Marketing Strategy and Planning Units: 4 Lecture, three hours. Sales and Channel Management Units: 4 Lecture, three hours. Global Marketing Management Units: 4 Lecture, three hours. Customer satisfaction our priority. More information about this seller Contact this seller. Book Description Condition: Brand New.
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