Prospective Students

Course Descriptions

For more detailed course information, view copies of prior semester syllabi.

See Elective Courses

Core Courses

6N:211 Marketing Management—3 s.h.
Concepts, principles, and models of marketing. The relationship between marketing and other functional areas of business. Emphasis on how the marketing manager can achieve desired outcomes with the target market. Includes analyzing marketing opportunities; researching and selecting target markets; developing marketing strategies; planning marketing programs; and organizing, implementing, and controlling the marketing effort.

6N:212 Management in Organizations—3 s.h.
Examines ways to explain, predict and influence behavior in organizations. Emphasizes use of decision making, leadership, communication, and group skills in management positions. Topics include motivation, leadership, teams, organizational culture, organizational design, individual differences, and organizational change.

6N:213 Managerial Economics—3 s.h.
Introduces basic economic concepts. Value creation and how alternative economic institutions accomplish this. Drivers of demand, the concept of economic cost and its relation to accounting data, and pricing decisions, macroeconomics, and the international environment of the firm.

6N:215 Corporate Financial Reporting—3 s.h.
Provides a framework for understanding contemporary financial reporting practices in the United States. Emphasis is placed on how alternative accounting treatments affect the usefulness of financial information in applied decision settings.

6N:216 Business Analytics (formerly Data & Decisions) —3 s.h.
This course introduces analytical techniques for making business decisions. Utilizing Excel, students apply descriptive and predictive analytical tools to solve practical business problems using real-world data. To deal with uncertainty in decision-making, the course first introduces formal probability concepts and statistical methods for describing variability through topics such as decision trees, random variables and hypothesis testing. Students then learn the practical application of techniques such as  linear regression, Monte Carlo simulation and linear optimization to model, explain and predict for operational, tactical and strategic decisions.

6N:223 Global Business Strategy—3 s.h.
Focuses on strategic frameworks and skills that are critical to successfully compete in the global marketplace. Topics include the content of an economic environment, and the cultural, ethical, and legal issues that arise when conducting business internationally.  Students will learn how companies enter foreign markets and grow international subsidiaries, succeed in mergers and acquisitions, and cooperate in joint ventures and strategic alliances. Note that this course is a core on the new course of study. For students following the old plan, this is counted as an elective.

6N:225 Managerial Finance—3 s.h.
Topics include time value of money and applications of present value techniques; stock and bond valuation; capital budgeting; cost of capital calculation; portfolio formation and efficient market analysis; financial statement analysis; pro-forma analysis; hedging financial risks.

6N:229 Operations Management—3 s.h.
Prerequisite: 6N:216 Business Analytics
Planning and decision-making activities associated with the management of an organization's operations. Operations management, planning, and decision-making activities, insights into the basic trade-offs associated with operations management decisions, tools and techniques for helping operations managers implement their decisions and reach their goals. Topics include production and service delivery strategy, capacity planning, product and process design, total quality management, demand management, production and service planning, scheduling, materials control, emerging production, and service technologies.

6N:240 Strategic Management and Policy—3 s.h.
Prerequisites: 6N:211 Marketing Management, 6N:215 Corporate Financial Reporting, 6N:216 Business Analytics, 6N:225 Managerial Finance, 6N:229 Operations Management
MBA program capstone course. Competitive strategy of the firm from a manager's perspective; presentation of key strategic frameworks; integration of concepts learned throughout the program as well as from previous work experience.

Core/Elective Transitions

Courses in this section can be considered core or elective for student admitted prior to Fall 2008, depending on the student’s choice of old or new plan of study. For those admitted Fall 2008 or later, this course is counted as an elective.

6N:227 Human Resource Management—3 s.h.
Develops a systematic approach to managing human resources by emphasizing practices that are consistent with validated theories and empirical research. Attention is also paid to alignment of HR practices with various types of business strategies. Specific topics include HR strategy, recruitment and selection, training and development, employment law, international HR, career management, and compensation.

6N:228 International Economic Environment of the Firm—3 s.h.
Note: 6N:213 recommended but not required.
Basic determinants of aggregate output, employment, wages, unemployment, consumption, investment, international trade flows, interest rates, exchange rates, prices and inflation in open economies; sources and nature of economic growth; effects of domestic and foreign monetary and fiscal policies; effects of trade and exchange rate policies.

See Core Courses

Elective Courses

Students may select from an array of elective courses that develop depth in a broad choice of business disciplines.Students may choose to take elective courses in one business discipline or in several different areas of interest. Examples of recent elective course offerings are:

Up

Accounting

6A:235 Strategic Cost Analysis—3 s.h.
Prerequisite: 6N:215 Corporate Financial Reporting
Introduction to cost accumulation, reporting, cost management systems; managerial and divisional performance evaluation; appropriate use of cost data for short- and long-run decisions; product costing in manufacturing and service industries.

6A:245 Financial Information and Capital Markets—3 s.h.
Prerequisite: 6N:215 Corporate Financial Reporting and 6N:225 Managerial Finance
Use of corporate financial statements for investment and lending decisions; emphasis on financial analysis techniques, valuation, business analysis, cash flow projections, credit scoring, related research evidence.

6A:246 Corporate Governance—3 s.h.
Prerequisite: 6N:215 Corporate Financial Reporting, 6N:225 Managerial Finance, and 6N:216 Business Analytics
How firms organize to ensure that investors get a return on their investment and firms can access needed capital at reasonable rates. Enron and WorldCom in the United States and Ahold and Parmalat in Europe have focused attention on the importance of corporate governance. From an international and U.S. perspective, the course addresses how to evaluate, value, and manage corporate governance from the vantage point of the investor, firm (board of directors, management), and regulator. These are necessary skills for managing and valuing companies.

Economics

6E:228 International Economic Environment of the Firm—3 s.h.
Note: 6N:213 recommended but not required.
Basic determinants of aggregate output, employment, wages, unemployment, consumption, investment, international trade flows, interest rates, exchange rates, prices and inflation in open economies; sources and nature of economic growth; effects of domestic and foreign monetary and fiscal policies; effects of trade and exchange rate policies.

6E:234 EXA International Business: Globalization, the U.S., and Europe (prior to Spring 2006)—3 s.h.
Provides a close look at the challenges and potentials of globalization and how it affects business in America. Topics include the European Union and the Euro, trend toward financial integration in Europe, World Trade Organization and trade wars, and recent developments in Europe.

Up

Entrepreneurship

6T:210 Developing Professional Service Business—3 s.h.
Professional service businesses have as their primary product intellectual capacity. Consultants, architects, physicians, dentists, consulting engineers, and financial planners, to name a few, all provide services that are based in their specialized intelligence coupled with problem-solving skills. This course will help students begin, grow, and prosper as the owner or manager of a professional service business.

6T:220 Entrepreneurship and Innovation (New Business Formation-prior to Summer 2010)—3 s.h.
The entrepreneurial process from conception to birth of a new venture; attributes of successful entrepreneurs, innovation and creativity, opportunity recognition, venture screening, identification of resources, feasibility analysis.

6T:246 Strategic Management of Technology and Innovation (Prior to Spring 2012)—3 s.h.
Role of technology in creation, growth, and survival of industries; process, risks, and rewards of technological innovation, commercialization; successful approaches to developing technological strategy and products.

6T:246 Evaluating Innovation Opportunities—3 s.h.
Integrated, cross-functional perspective of how organizations identify and evaluate opportunities and develop strategies to compete in a global marketplace; innovation and creativity, opportunity recognition, venture screening, identification of resources, and strategic business planning.

6T:250 Managing the Growth Business—3 s.h.
Addresses management issues facing entrepreneurs in today's rapidly growing businesses. Topics include adapting organizational structure as business expands, managing strategic growth, growing through acquisition, evaluating financial and operational processes and performance, managing the firms assets, and taking the company public. This course is sponsored by the John Pappajohn Entrepreneurial Center.

6T:292 Entrepreneurship Business Consulting—3 s.h.
This course will provide students the opportunity to participate in a hands-on marketing consulting project with a selected company. Teams will be created to work with different clients to develop a proposal, prepare weekly update reports, conduct a final project presentation, and present a final report to the client. When at all possible, teams will be formed based upon geographic location of students.

Up

Finance

6F:205 Contemporary Topics in Finance: Case Studies in Finance—3 s.h.
Prerequisite: 6N:225 Managerial Finance
Key concepts in corporate finance, investments, and international finance. The distinguishing feature of this course is that it is built around case studies. Case analysis usually requires understanding of multiple areas, and it draws upon the collective work experience and judgment of a group of students. Cost of capital and the discounted cash flow techniques, which are applied to the valuation of firms, the risk-return tradeoff, diversification and asset allocation, fund management, currency trading, and currency risk management. For students interested in general/application finance as practiced in corporations and in everyday investment situations. Key requirements include understanding of concepts taught in the core finance course (6N:225), knowledge of basic algebra and Excel, writing and presentation skills, ability to form and work in groups, and the willingness to tackle problems that are not precisely defined and for which only broad guidelines exist. Creative thinking is a strong plus.

6F:205 Contemporary Topics: Management of Financial Institutions—3 s.h.
Prerequisite: 6N:225 Managerial Finance
Structure, evolution, and challenges facing financial institutions, with an emphasis on the commercial and investment banking industries. Lending and underwriting. Management of liquidity, credit risk, and interest rate risk. Regulation and capital adequacy requirements.

6F:205 Contemporary Topics: Introduction to Sustainable Business—3 s.h.
Prerequisite: 6N:225 Managerial Finance
In today's world, sustainability has become a new imperative. Driven by changes in consumer consciousness and regulations, and a pragmatic awareness that sustainable strategies can help improve profits, companies are searching for ways to incorporate sustainability into their business practices. This course will prepare students to make capable decisions in the challenging world of sustainability and to communicate those decisions to bosses, employees, investors, and consumers. Case studies and readings will be used to teach students how to adapt problem-solving techniques to sustainable business topics. The course will broaden students' understanding of the sustainable issues that businesses confront and build students' abilities to create practical improvement plans and integrate sustainability efforts into business strategy.

6F:205 Contemporary Topics: Corporate and Financial Risk Management—3 s.h.
Prerequisite: 6N:225 Managerial Finance
Analysis and treatment of pure and financial risks faced by business organizations; development and implementation of the risk management process, application of varied risk management techniques to identified exposures; how businesses manage risk and how insurance is used to manage the cost of risk; case studies.

6F:207 Wealth Management—3 s.h.
Prerequisite: 6N:225 Managerial Finance
Rapid growth of the field of wealth management over several decades, driven by general increase in personal wealth and increased responsibility for individuals to manage their own wealth; knowledge and tools to enter the financial services industry; financial planning industry, client characteristics, tax shield structures, insurance, asset allocation plans, estate planning, behavioral finance.

6F:208 Structured Finance: Securitization—3 s.h.
Prerequisite: 6N:225 Managerial Finance
Provides an understanding and motivation for asset securitization in the context of securitized assets such as mortgages, asset backed securities (credit cards, auto loans, trade receivables, etc.), collateralized debt obligations, collateralized bond obligations, and international future cash flows. Explores institutional structures, credit risk, valuation, cost of capital, corporate finance, accounting, legal, tax, and regulatory issues associated with securitization. Students learn how to design, value, and implement structured-financed products that create value from the different stakeholder perspectives.

6F:211 Risk Management in Business—3 s.h.
Prerequisite: 6N:225 Managerial Finance
Nonspeculative risks in business and selected management devices for dealing with them; managing risk in the new economy; assumption, avoidance, transfer, and reduction of risk; risk management decisions; control of risk and reduction of losses; case studies in risk management.

6F:212 Portfolio Management (formerly Investment Management)—3 s.h.
Prerequisite: 6N:225 Managerial Finance
Investing in marketable securities in domestic and global markets; market efficiency, risk-return relationships, asset pricing models, security valuation, options and futures valuation, portfolio strategies, and management.

6F:213 Futures and Options—3 s.h.
Prerequisite: 6N:225 Managerial Finance
Use of options, futures, and other derivative securities in financial management; types of derivative securities, markets, trading technology; applications of risk management and speculation; pricing relations with underlying securities.

6F:214 Real Estate Finance and Investments—3 s.h.
Prerequisite: 6N:225 Managerial Finance
Structuring real estate finance and investment; mortgage markets and pricing, mortgage-backed securities, development process, real estate valuation, tax effects, securitized real estate, real estate cycles, application of derivative instruments, strategic asset allocation.

6F:215 Corporate Investment and Financing Decisions—3 s.h.
Prerequisite: 6N:225 Managerial Finance
This course examines the underpinnings and optimization of corporations investment decisions and how these investments are financed. The class begins with estimation of both a firm-wide and a project-specific cost of capital, then examines the determinants and trade-offs in optimal capital structure decisions. Building on capital budgeting knowledge from 6N:225, advanced perspectives of corporate investment behavior are analyzed. Real options that are built into most investment opportunities are considered, as well as their value. The corporate investment module of the class relies heavily on simulation analysis using Crystal Ball. The topics covered in this class include cost of capital estimation, valuation techniques, advanced capital budgeting, capital structure and dividend policy, and option pricing models applied to corporate finance. Time permitting, the course ends with the study of how investment and financing decisions may interact.

6F:216 Fixed Income Securities—3 s.h.
Prerequisite: 6N:225 Managerial Finance
Theories of fixed income securities, term structure of interest rates; asset pricing models, valuation of fixed income securities, valuation of contingent claims, fixed income portfolio management.

6F:218 Corporate Financial Strategy—3 s.h.
Prerequisite: 6N:225 Managerial Finance
Students will explore the major strategic decisions within the corporate form. The first topic is the study of risk management: why firms engage in it, their methods for doing so, and exercises in the simulation of uncertainty. Under the payout policy decision, the course studies both dividends and repurchases. Corporate governance topics include executive compensation, board structure, and institutional monitoring. Merger and acquisitions analysis focuses on regulation, valuation, anti-takeover devices, payment method, and LBOs. Divestitures and other restructuring topics include corporate diversification, spin-offs, carve-outs, private workouts, and Chapter 11.

6F:220 Management of Financial Institutions—3 s.h.
Prerequisite: 6N:225 Managerial Finance
Operations and management; regulation, bank structure, technological changes, liquidity planning, innovation and financial products, asset/liability management, capital adequacy, management structure, global banking risk-hedging strategies.

6F:223 International Finance—3 s.h.
Prerequisite: 6N:225 Managerial Finance
Impact of international financial markets on business and financial decisions in foreign environments; global finance, foreign exchange, Eurocurrency markets, currency derivatives, risk hedging, international bond and equity markets, privatization, joint ventures.

6F:224 Security Analysis—3 s.h.
Prerequisite: 6N:225 Managerial Finance
Valuation of financial securities (primarily equities) using discounted cash flow model; industry, regulatory analysis; financial statement analysis; active portfolio management; value-based management techniques; valuation of firms outside the United States.

Up

Management and Organizations

6J:205 Contemporary Topics: Designing Successful Organizations (Fall 2007)—3 s.h.
Changing competitive markets and competing organizational goals require different organizational structures to succeed. This course provides students with industry-proven concepts and practical, user-friendly tools to align work streams to support both strategic and functional goals. As part of the course requirements, students may apply these tools to solve problems in their current occupation.

6J:205 Contemporary Topics: Effective Managerial Communication—3 s.h.
Effective managers communicate effectively. Successful communicators know the importance of selecting the best channel, tone, and venue for their exchanges. Learn why repetition is critical. Students will practice and apply listening, questioning, writing, public speaking and conversational skills. Those skills will be applied to organizational communications, managerial communications, stakeholder communications and crisis communications.

6J:205 Contemporary Topics: Ethics and the Law—3 s.h.
This course will have two overlapping foci: ethics and law. Consideration of ethical issues that arise in business and in the lives of individuals who participate in business activities. The law readings will offer not only some substantive legal rules but will encourage students to think about the rationale behind certain laws and the often competing priorities that are reflected by the choice of a specific legal outcome. A primary goal for the course is to encourage students to broadly consider the various interests which are at stake in most ethical and legal dilemmas. Specific legal issues will include contract, tort, remedies, sexual harassment, and codes of conduct.

6J:205 Contemporary Topics: International Human Resource Management (Summer 2010)—3 s.h.
As more and more firms operate "off-shore," the impact on various business functions becomes more apparent and important. This is particularly true of the human resource management (HRM) function. Core HRM activities in the domestic arena include staffing, performance management, training and development, compensation and labor relations. The primary objective of this course is to increase students' understanding of the impact of global conditions and internationalization on the management of human resources at home and abroad. As part of this, we will explore the impact of differences in factors such as culture, sociopolitics, legal regulations, education, and business customs/practices.

6J:205 Contemporary Topics: Introduction to Sustainable Business (Spring 2009 - Present)—3 s.h.
In today’s world sustainability has become a new imperative. Driven by changes in consumer consciousness and regulations, and a pragmatic awareness that sustainable strategies can help improve profits, companies are searching for ways to incorporate sustainability into their business practices. Facing intertwined environmental, social and economic problems, along with increased expectations of the public and regulators, contemporary business leaders are expected to understand the concepts of sustainability and be able to address sustainable issues for their companies. This course will prepare students to make capable decisions in the challenging world of sustainability and to communicate those decisions to bosses, employees, investors, and consumers. Through discussions, readings, videos and lectures, we will examine decisions companies have made to deliver on their commitment to sustainable practices and how the communicated those decisions to their stakeholders. Case studies will be used to teach students how to adapt problem-solving techniques to sustainable business topics. This course has two major goals: first to broaden students’ understanding of sustainable issues that contemporary businesses confront; and second, to build the ability to create practical improvement plans and integrate sustainability efforts into business strategy.

6J:205 Contemporary Topics: Organizational Development—3 s.h.
Overview of the fundamental components of organizational development. Practical skills and approaches are studied, such as change techniques and strategies, influence methods in dealing with leaders and consulting / learning models. Students learn to implement successful OD interventions and change programs in their organization. Topics of discussion include developing sponsorship, research methodology, survey development and feedback approaches, and dealing with conflict.

6J:227 Human Resource Management—3 s.h.
Develops a systematic approach to managing human resources by emphasizing practices that are consistent with validated theories and empirical research. Attention paid to alignment of HR practices with various types of business strategies. Specific topics include HR strategy, recruitment and selection, training and development, employment law, international HR, career management, and compensation.

6J:232 Legal Environment of Business—3 s.h.
Legal issues surrounding start-up and day-to-day management of a business; contract law, standard business formations, tort law, employment law, business ethics, alternative dispute resolution.

6J:235 Maximizing Team Performance—3 s.h.
This seminar integrates the latest approaches to the art and science of implementing effective teams within an organization. Emphasis on practical application, using case studies, interactive and experiential exercises, self-assessment, and real-world problems to develop the skills necessary to lead high-performing teams. Optimizing the performance of the manager, as both a team player and team leader, team selection and formation, group dynamics, facilitation skills, and performance and obstacle management.

6J:242 Managing and Preventing Conflict—3 s.h.
Skills needed to manage high-conflict situations in the workplace, critical for long-term business success and job satisfaction. Using lectures, videos, and case studies, students will develop mediation-based skills and communication techniques to prevent and resolve workplace conflicts.

6J:244 Managing Organizational Performance—3 s.h.
Prerequisite: 6N:212 Management in Organizations or previous course work in organizational behavior.
Concepts and practices to effectively manage, measure, and improve organizational performance. Sample topics include establishing and communicating organizational expectations, the manager as coach and motivator, measurement methodologies, and performance improvement methods.

6J:245 Strategic Employee Development—3 s.h.
Concepts, practices in training and development; strategic issues affecting the design, implementation, and evaluation of training programs and of career management and organizational development activities.

6J:246 International Management—3 s.h.
 Management issues encountered in international business settings; assessing international politicoeconomic and sociocultural environments; managing a multicultural workforce; forming international structures and alliances; developing international business strategy.

6J:256 Dynamics of Negotiations—3 s.h.
Predictable aspects and dynamics of bargaining experiences; simulations, experiential exercises to foster skills needed for effective negotiation in almost any situation.

6J:257 Legal Issues in Human Resource Management—3 s.h.
 Prerequisite: 6N:212 Management in Organizations
Laws, regulations governing human resource management policies, practices; employee discipline, termination, layoffs, privacy, involvement programs; occupational safety and health; workers' compensation; discrimination.

6J:261 Motivating Employees in Changing Environment—3 s.h.
Today’s employees are increasingly likely to work for many more companies now than in the past (or to start one of their own), to do more different types of work, to become independent contractors, to work remotely rather than face-to-face, and to communicate with co-workers or customers all over the world, 24/7. These changes have serious implications both for how companies motivate and retain talent. Course examines these trends from the dual perspective of managers seeking to motivate and develop employees, and professionals or would-be entrepreneurs seeking to maintain and build their marketability.

6J:262 Leadership and Personal Development—3 s.h.
 Major theories; determinants of leader effectiveness, personal and career success; practical development of leadership, managerial skills to enhance individual, organizational effectiveness.

6J:263 Strategic Management of Change—3 s.h.
(previously titled Organizational Design and Transformation)
Prerequisite: 6N:212 Management in Organizations
How congruence in organizational strategy, structure and culture, job design, and employee characteristics produces effective organizations; emphasis on managing organizational change, implementing and working in teams, project management.

6J:268 Seminar in Management (Management Through Constructive Persuasion)
Today in team-based knowledge-centric enterprises, management is a function of consensus building, motivating employees, and convincing others. Selling concepts and services often requires effective persuasion. Effective persuasion is the ability to present a message in a way that leads others to support it. Real persuasion creates a sense of freedom—listeners and readers freely choose your perspective and support it. There is no commanding, just solid evidence coupled with emotional appeal, presented in a compelling fashion. This course explores many of the methods of persuasion evident since the golden age of Greece. We will examine these methods and apply them in a contemporary business setting.

6N:235 Seminar in International Business: Going & Growing Global in Latin America (Fall 2009)—3 s.h.
Issues and challenges facing organizations doing business in international markets; social, economic, political factors, business policies and customs in the global environment.

Up

Management Sciences

6K:217 Advanced Analytics (formerly Data & Decisions II)—3 s.h.
This course develops data-driven problem-solving skills for the prediction of uncertain outcomes and the prescription of business solutions.Assuming a basic knowledge of probability and descriptive statistics, the course covers advanced topics in linear and nonlinear regression, Monte Carlo simulation, forecasting, data mining and optimization utilizing spreadsheets and dedicated software packages.

6K:218 Statistical Methods for Process Improvement—3 s.h.
Prerequisite: 6N:216 Business Analytics
Strategies to improve quality of products, effectiveness of processes; managerial issues, statistical methods, quality, customer needs, customer satisfaction, quality measures and standards; understanding and reducing variability; builds on 6N:216 Business Analytics; data-based management, statistical process control, control charts, capability indexes, design of experiments.

6K:220 Introduction to Information Systems—3 s.h.
Effective ways for business firms to harness the power of information technology for strategic purposes conventional and emerging architectures of information systems; integrated perspective on structural relationships among IT components; emphasis on case studies.

6K:221 Managing Information Technology—3 s.h.
Effective management of information systems; focus on managerial

6K:223 Management of E-Commerce Systems—3 s.h.
 Familiarize individuals with current and emerging electronic commerce technologies using the Internet. Topics include Internet technology for business advantage; managing electronic commerce funds transfer; reinventing the future of business through electronic commerce; business opportunities in electronic commerce; electronic commerce website design; business plans for technology ventures; and social, political, and ethical issues associated with electronic commerce. The purpose of this course is to educate a new generation of managers, planners, analysts, and programmers of the realities and potential for electronic commerce. Text and cases will be integrated to help managers better direct the e-commerce process by integrating business models, marketing, and Internet technology. Technologies that underlie an e-commerce venture will be discussed. This includes using databases, providing web access to databases, and designing webpages that effectively reach your customers. An online store front will be built for your business. This course is delivered almost completely via the web.

6K:227 Introduction to Modeling with VBA—3 s.h.
Students learn to use Visual Basic for Applications (VBA) in Microsoft Excel. Exploration of basic programming concepts in VBA, macros, and models for decision making in finance, marketing, operations, and accounting. No prior programming experience required.

6K:230 Database Systems—3 s.h.
Theories and methodologies for semantic, logical, and physical database design; entity/relationship diagrams and their mapping to database schemas; normalization; languages for relational database systems, including relational algebra, Structured Query Language, query by example; query optimization and index selection; database and view creation, query and update processing; form and report design; practice with commercial DBMS products; integrity, security, concurrency control, transaction recovery.

6K:234 Information and Knowledge Management—3 s.h.
 Methods to determine where the ability to capture and reuse organizational knowledge will prove most profitable to companies; how to design processes and technologies to use this information.

6K:237 E-Commerce Tools I—3 s.h.
 Technical tools necessary for e-commerce; active server pages, VBScript, and Javascript; construction of a prototype e-commerce site.

6K:285 Project Management—3 s.h.
Prepares students to effectively manage projects and project portfolios. Includes coverage of project selection, project planning and budgeting, scheduling, resource allocation, and project control. Includes integration of project planning tools including project management software.

6K:292 Supply Chain Management—3 s.h.
Prerequisite: 6N:229 Operations Management
Design, operation, and management of a logistics system; design of production/service and warehousing systems, including distribution channel selection, inventory, transportation, customer partnering.

6K:293 Seminar in Lean Practices—3 s.h.
Prerequisite: 6N:229 Operations Management
Taught in conjunction with LAI Lean Academy (TM), this interactive course covers lean principles across the enterprise with real-world applications in both manufacturing and service sectors.

Up

Marketing

6M:205 Web Business Strategy—3 s.h.
Prerequisite: 6N:211 Marketing Management
Learning and then applying principles from digital and service marketing; recent developments in both areas, with an emphasis on strategic application (not technical). A combination of face-to-face interaction and additional online case study and class work.

6M:223 Brand Management—3 s.h.
Prerequisite: 6N:211 Marketing Management or previous marketing course work or significant work experience in marketing
Strategies for building, leveraging, and defending brands; principles of consumer behavior, how they relate to building brand identity and equity; branding of consumer goods and services.

6M:225 Direct Marketing Strategies—3 s.h.
 Prerequisite: 6N:211 Marketing Management or previous marketing course work or significant work experience in marketing
Principles and processes of direct and database marketing; insight into requirements for building a customer-based marketing strategy.

6M:229 Customer Relationship Management—3 s.h.
 Prerequisite: 6N:211 Marketing Management
Analytical approaches to customer relationship management; identifying good prospects and customer acquisition. Issues, techniques, and terminology associated with database marketing and data mining. Analysis of customer databases; assessing lifetime valuation (LTV) of customers, identifying "high potential" customers, estimating return on marketing investment, and building predictive models to estimate the probability of response to a marketing campaign.

6M:230 Marketing Research Methods—3 s.h.
 Prerequisites: 6N:211 Marketing Management and 6N:216 Business Analytics
Managerial applications of marketing research techniques, including methods of design, analysis, interpretation of marketing research studies; assessing value of information, sampling, sources of bias, instrument construction, interpretation of scanner data, geodemographic data, applications of integrated research systems.

6M:231 Business to Business Marketing—3 s.h.
Prerequisite: 6N:211 Marketing Management
Industrial buyer behavior, buyer-seller relationships, interactive product policy and market segmentation, distribution and selling systems; skill development in formulating marketing strategies for industrial products and services, industrial marketing problem solving and decision making.

6M:232 Buyer Behavior—3 s.h.
Prerequisite: 6N:211 Marketing Management
Behavior of consumers and industrial buyers; research methods and findings from behavioral sciences applied to production, consumption, and marketing of products, services; application of consumer behavior concepts to managerial decision making.

6M:233 Service Marketing—3 s.h.
Prerequisite: 6N:211 Marketing Management
Production, consumption, and marketing of services; solutions to problems faced by service managers; development of an organizational marketing system for delivery of quality service.

6M:234 Product Management—3 s.h.
Prerequisite: 6N:211 Marketing Management or previous course work or significant work experience in marketing
Techniques of new product development; idea generation, concept screening, product design, market testing, forecasting, brand management strategies within the firm.

6M:235 International Marketing—3 s.h.
 Prerequisite: 6N:211 Marketing Management or previous marketing course work or significant work experience in marketing
Domestic versus international perspective; identification and evaluation of opportunities and risks in non-U.S. markets; research problems in global markets; effects of international organizations, foreign exchange, macroeconomic policies, local law, and cultural differences on consumer behavior and marketing decisions; multinational versus global marketing strategies (entry, product adaptation, channel logistics, pricing, promotion); emphasis on practical applications.

6M:236 Advertising and Promotion Strategy—3 s.h.
 Prerequisite: 6N:211 Marketing Management or previous marketing course work or significant work experience in marketing
Marketing communications as dialogue between producers and consumers, how promotional mix evolves; emphasis on advertising, sales promotion, branding.

6M:238 Contemporary Topics in Marketing (Fundamentals of Online Marketing)—3 s.h.
 Prerequisite: 6N:211 Marketing Management or previous marketing course work or significant work experience in marketing
Basics for building online strategies and scalable online marketing tactics for all businesses. Topics will include online market research, basic technical infrastructure, search engine marketing, social media, mobile marketing, display advertising, email, and emerging media.

6M:253 Product and Pricing Decisions—3 s.h.
Prerequisite: 6N:211 Marketing Management or previous marketing course work or significant work experience in marketing
Create and capture value through product and service design, including stage-gate evaluation models; implement pricing strategy for new products and existing product lines.

6M:254 Customer Analysis—3 s.h.
Prerequisite: 6N:211 Marketing Management or previous marketing course work or significant work experience in marketing
Use customer insights to support successful marketing programs; organizational, individual, and joint decision making; post sale satisfaction behaviors.

6M:255 Marketing Communication and Promotions—3 s.h.
 Prerequisite: 6N:211 Marketing Management or previous marketing course work or significant work experience in marketing
Develop effective communication programs for business and consumer markets; manage agency relationships; integrate media/vehicle platforms; track and evaluate investments in communications and promotions. Students who have completed 6M:236 Advertising & Promotion Strategy cannot enroll in 6M:255.