Agenda. Intro to STAR Method. BEFORE the interview… WHAT is STAR? WHEN do I use it? WHY should I use it? HOW do I use it? Activity Wrap-up Questions. Fall Elective Preview & Registration Information. Marketing Professor Doug Bowman. MARKETING AREA. FTMBA Core and Electives
Intro to STAR Method
Fall Elective Preview & Registration Information
Professor Doug Bowman
FTMBA Core and Electives
(version Jun.24, 2013)
* = Experiential ‘Lab’ Course
Tools / Knowledge
& Cust. Insights
Product & Brand Management
Marketing Strategy Consultancy* (2yr pgm)
Digital Marketing & Social Media Strat.
Strategy and CRM
Sales and Business
Syndicated Data Analysis (module)
(n) denotes number of sections
Q: What should my schedule look like if I want as much Marketing depth as possible?
Q: I am on the finance or consulting tracks. What marketing electives should I consider?
Fall 2013 (day & eve)
Fall 2013 (day)
Students develops expertise in the IMC process of planning, developing executing, evaluating and controlling the use of various promotional mix elements to effectively communicate with target audiences.
Fall 2013 (day)
This course counts towards the Global depth requirement.
Fall 2013 (day)
Fall 2013 (eve)
& Operations Mgmt (ISOM)
Professor Steve Stuk
Operations & Strategy
*subject to change
The course will explore issues associated with the emerging types of applications and services changing forms of software ecosystems and commerce interactions. We will involve both design and development of real apps, gizmos, widgets. Engage in New Software Environments: With the assistance and experience of actual app developers, we will explore the design and creations of these “snack-size “applications for mobile and desktop environments. The course will consider the opportunities for new patterns of communication between organizations and their mobile stakeholders. (Visit http://www.emory.edu/BUSINESS/app/for more information)
Advanced topics and tools for analysis of decision problems, focusing on modeling the real-world complications that are simplified away when introducing decision analysis. This means learning to extend decision analysis concepts and techniques to include attitudes about risk, multiple conflicting objectives, complex uncertainties (requiring Monte Carlo simulation), complex alternatives (requiring linear programming and other optimization techniques), and dynamic interactions. In addition, we must learn the subtleties of applying quantitative modeling techniques to managerial and strategic settings in organizations. (Contact: firstname.lastname@example.org more information).
This course aims to assist students in formulating an operations strategy and in evaluating its impact on the bottom line. The course considers a variety of possible ways in which to compete on operations, including low cost, high quality, flexibility or speed of customer response, and innovation. In doing so, the course also examines the complexities associated with global operating systems, including the hidden costs of outsourcing and offshoring. (Contact: email@example.com more information)
A course on automated Decision Support tool development in Excel and associated platforms. In this course, students will learn to develop analytical tools, informational frameworks and visual interfaces for improving resource-usage and process effectiveness. We will deal with application integration, multiple approaches to analytical methods and design issue for leveraging simulation and simulation optimization. (Contact: Elliot.Bendoly@emory.edufor more information).
Process analysis is a key component of Six Sigma programs. Six Sigma is an approach for performance improvement that was made famous by GE and is currently being implemented by thousands of companies. The analytical skills you learn in this course are important to many employers and can be foundational for a career in operational performance improvement.
(Contact firstname.lastname@example.org for more information)
All offerings are open to both day and evening
Professor Grace Pownall
Professor Rodney Lacey
Society, Nation, Culture
Corporations are being held accountable to not just shareholders, but many other internal and external stakeholders. This course gives a broad perspective on the challenges and opportunities of business in society, such as maintaining legitimacy, acquiring resources, building partnerships, and solving complex global problems.
First step in Social Enterprise @ Goizueta curriculum
Health care industry operates on different rules than any other, and they are changing
First class in entrepreneurship curriculum
Second class in entrepreneurship curriculum
Human capital (i.e., what we know) is important, actual achievement is likely to be determined by our social capital (i.e., who we know). Management of networks is critical to business success.
Professor Nicholas Valerio
GBS Finance Electives
BUS 502Economic Environment of Business
BUS 524Sports Finance
BUS 620Advanced Corporate Finance
BUS 621Corporate Governance & Firm Value
BUS 622Doing Deals: Private Equity
BUS 623Security Analysis & Portfolio Management
BUS 624Derivative Asset Analysis
BUS 627International Finance
BUS 628Investment Banking
BUS 680Illiquid Alternative Investments
BUS 685Private Equity Investing
BUS 582Real Estate Law
BUS 625Real Estate Finance
621 Corporate Governance& Firm Value
628 Investment Banking
623 Security Analysis
& Portfolio Management
620 Advanced Corporate
622 Doing Deals:
624 Derivative Asset
680 Illiquid Alternative Investments
685 Private Equity Investing
627 International Finance
GBS Finance Electives
Leadership Academy (GALA)
Fall 2013 Enrollment Information
Course Schedule Notes: