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Course Announcements


Fall 2015 Course Announcements

Business & Society

Law and Business of Social Enterprise
BSPA-GB.2140.01 (1.5 Credits)
Prof. Ana Demel
Wednesdays, 4:45-6:00pm
Specializations: Law and Business; Social Innovation and Impact
Equivalency: BSPA-GB.2340

This course introduces students to the legal, regulatory and business aspects of ‘social’ enterprises. Through lectures, student presentations, discussions and guest speakers, we will study the history and purpose of social entrepreneurship, contrasting it with other agents of social change. We will learn about legal structures that regulate social enterprises, consider the financing models available to social enterprises, consider the means available to evaluate performance against social and environmental objectives, and explore the challenges a social enterprise poses to traditional notions of corporate governance in the ordinary course of business and in the context of extraordinary events such as change of control situations.

Global Markets, Human Rights and the Press
BSPA-GB.3105 (formerly INTA-GB.3105) (1.5 Credits)
Prof. Michael H. Posner

This seminar is designed to be a provocative exploration of normative differences. Its premise is that the leader of a global enterprise must confront, understand, and reconcile the ethical and cultural complexities and tensions at work in the world. Its objective is to bring students to a heightened, more nuanced understanding of the interplay of global forces and local norms. This seminar draws upon research, trade books, press readings, etc. Students will develop an appreciation for the intricacies of operating in a global environment, recognizing the unique elements of national character, government structures, and local normative frameworks. This seminar will benefit from the insights of Maria Bartiromo and Michael Posner, who will be present in each session to share insights.

Corporate Turnarounds and Leadership
BSPA-GB.3362 (formerly INTA-GB.3362) (3.0 Credits)
Prof. Karen Brenner

This course examines the opportunity for transformational change emanating from a corporate crisis. How does senior management change an organization in response to dramatic changes in circumstances? Too often, managers and corporate boards fail to recognize factors that threaten the firm's business until its survival is in doubt. In such cases, the board of directors and management may need to implement drastic and sudden changes in several aspects of the firm. An important aspect of the course is the role of leadership in creating a transformational opportunity resulting from a crisis. The course is relevant for students who anticipate working in any operating company or in a firm advising or interacting with such a company- including consultants, venture capital and private equity professionals, activist fund managers, and bankers.


Economics

The Business of Social and Other Networks
ECON-GB.2345 (3.0 Credits)
Prof. Nicholas Economides

This course analyzes the economics of social networks, such as Facebook and Twitter as well as other networks, such as the Internet, banking networks, mobile money transfer networks, and credit card networks. It also covers related industries such as ebooks, app-based taxi cabs, and electric cars filling stations. Starting from an analysis of social networks, we develop a general theory of platform competition, where the platform may be a network such as Facebook but can also be an operating system such as the iOS, Android, or Windows. We examine how networks are formed from the perspective/incentives of users, the network (platform) operator, and the applications providers that are complementary to the network. We identify key features of networks including: (i) higher value to users from networks of larger size; (ii) very significant inequalities in market share, profits, and (often) prices; (iii) the extent of incentives for interoperability and interconnection between networks; and (iv) importance of key network nodes that are "central" or "influential" in the creation and stability of networks.


Information, Operations & Management Sciences

Introduction to Data Science for Business Analytics
INFO-GB.2336 (3.0 Credits)
Prof. Foster Provost & Prof. Brian Dalessandro
Prerequisite: INFO-GB.2335 Programming in Python and Fundamentals of Software Development
Specializations: Business Analytics
Equivalency: INFO-GB.3336 Data Mining for Business Analytics

These will be the more-technical sections of the popular Data Mining for Business Analytics course. The fundamental principles taught will be the same, but the students will get more rigorous hands-on experiences. As background, as Business Analytics sees increasing demand, a subset of our MBA students are demanding more and more hands-on, programming-oriented material. On the other hand, there still is a core of more traditionally oriented MBA students who want a more conceptual, managerial treatment.


Management

Inclusive Leadership
MGMT-GB.2100 (1.5 Credits)
Prof. Linda Basch & Prof. Anne Weisberg
Mondays, 6:00-9:00pm 
Prerequisite: COR1-GB.1302 Leadership in Organizations
Specializations: Management; Leadership and Change Management

This course is a new version of the Women in Leadership course that was taught in the past. The reason for revising Women and Leadership (and changing the course title to Inclusive Leadership) is to broaden the course audience and to focus on the challenge of leading in an inclusive manner using the example of gender-inclusivity but with relevance to other forms of inclusivity (e.g., race, religion). The course draws attention to the unique capabilities of and challenges faced by women in the workplace. It also offers a model for inclusive leadership that is responsive to the high and increasing levels of diversity in the modern workplace all over the world.


Marketing

Data Driven Decision Making: Managerial
MKTG-GB.2344 (3.0 Credits)
Prof. Vishal Singh
Prerequisite: COR1-GB.1305 Statistics and Data Analysis
Specializations: Marketing; Product Management
Equivalency: MKTG-GB.2354 Data-Driven Decision Making: Technical

In every aspect of our lives, from the way we work, shop, or communicate we are consuming and creating vast amounts of information. These activities create a trail of digitized data that is being stored, mined, and analyzed by firms hoping to create valuable business intelligence. However, much of the promise of such data gathering has failed to materialize because managers find it difficult to translate data into actionable strategies. This course is designed to fill this gap by training you with tools for managerial decision making. Focus will be on applications and interpretation of results rather than the mathematical/statistical properties of techniques. Applications include various aspects of marketing decision making such as segmentation, forecasting demand, designing new products, and data mining.


Fall 2015 By-Permission Only Courses

Business and Society

Sustainable Food Business
BSPA-GB.2306.10 (3.0 Credits)
Prof. Hans Taparia
Thursdays, 6:45-9:25pm
See syllabus for application

This course sees the free market as an opportunity to drive change in the food supply chain, leading to better public health outcomes, and even to serve as a catalyst for policy. As Gary Hirshberg, the founder of Stonyfield, states, “we exercise our vote with how we shop.” This course will make the case that the market for food is still highly inefficient, often monopolistic at times, and that choice is still limited and hard to fulfill—all this against a backdrop where consumer demand for healthier food options is growing dramatically. This is not to suggest that by simply offering healthier food options, consumers will choose them. Several recent studies have shown that this does not automatically happen [8]. After all, food choices are based on a variety of factors including taste preferences, cost effectiveness, ease of availability and brand image and messaging. This is where social entrepreneurs can play a pivotal role. Through a mix of passion, persistence, vision, innovation and marketing savvy, social entrepreneurs can develop and market desirable products and services that capitalize on this need-gap. They can create new choices, serve as economic engines and drive positive public health outcomes all at the same time.


Finance

Managing Investment Funds
FINC-GB.3320.01 (3.0 Credits)
Prof. Anthony Marciano
Tuesdays & Thursdays 12:00-1:20pm
See website for application

Managing Investment Funds is a capstone course that requires students to draw on their knowledge of finance as well as macroeconomics, accounting, competitive analysis, strategy, marketing and other fields to manage a $1.5 million endowment fund held by New York University. In addition to honing their analytical skills, by organizing all activities related to institutional asset management, students gain experience in financial writing and oral presentations, advancing financial decisions in a group setting, and handling all of the governance and fiduciary responsibilities of a university endowment fund. The central mission of this course is for students to learn through having practical, hands on investment management experience. Because of the time requirements in formulating an investment strategy, screening and reviewing prospective stocks, updating the status and performance of existing positions, and all of the ancillary duties connected with the operation of a real, live portfolio, the experiential or hands-on component consumes the bulk of class time. However, a related mission is for students to acquire knowledge about institutional funds management and current industry practices and trends. This more traditional learning experience comes through readings and presentations from industry professionals. The endowment funds under management operate as the Michael Price Student Investment Fund (MPSIF). The Fund began in early 2000 thanks to a generous gift from Michael F. Price.


Information, Operations & Management Sciences

OPS in ENT: Las Vegas
OPMG-GB.2313.0A (3.0 Credits)
Prof. Harry Chernoff
NYC dates: 1/5, 1/7 & 1/27; Las Vegas dates: 1/10-1/15
See syllabus for application

When we think of entertainment, perhaps the most popular location that comes to mind is Las Vegas. Behind the glitter and excitement in Las Vegas are industries dedicated to supplying entertainment to customers. Operations address the supply side of business, including how products are produced and how services are supplied. This course goes behind the scenes in Las Vegas to observe and analyze the operations involved in performing this supply function. This course presents an opportunity to observe and study the entertainment industry including strategy formation and decision-making that are quite unique. The entertainment comes in various forms. The underlying driver is certainly gaming, but the industries surrounding the various forms of gambling have become major profit centers separate from the millions made on the casino floors. During a one-week visit to Las Vegas, students will observe and study some of the major operating industries that comprise the broad scope of entertainment in this city. Although the Operations Management models, techniques and strategies in this field are applicable anywhere, Las Vegas is the epicenter of the industry.


Management

Global Social Impact Strategy
MGMT-GB.2366.10 (1.5 Credits)
Prof. Jill Kickul
NYC pre-trip sessions TBD; Field work in Guatemala Jan 3-15, 2016
See syllabus for application

The International Social Impact Strategies course is designed to help students gain actionable insights into the nexus between economic and social value creation in an international context. Specifically, the purpose of ISIS is to provide students with hands-on exposure to the entrepreneurial pursuit of social impact in a developing economy. As a result of this course, students will gain: Increased ability to recognize and critically assess various forms of social enterprise and base-of-the-pyramid strategies as tools of poverty alleviation, economic development, and social transformation. Greater understanding of the challenges of growing and sustaining a social enterprise, as well as special insights into enterprise development in a developing economy. Improved consulting skills, including project planning, issue analysis, formulation of strategic and tactical recommendations, and client relationship management. While exploring these developing countries first hand, students will learn about local history, culture, economy, politics, social change, sustainable development, and entrepreneurship. By participating in the course, students will be better able to adapt and apply business skills and academic disciplines in the social sector, and will have increased skills for effective and thoughtful leadership in business and society throughout their careers.

Consulting Practice
MGMT-GB.3105.10 (1.5 Credits)
Prof. Sonia Marciano
Tuesday 6:00-9:00pm
See website for application

The objective of the Consulting Approach Class will be to learn how to solve a complex problem/case from problem definition to final client presentation. Emphasis will be on tools as well as real life situations / war stories. Students will work in groups, but will use blogs and other tools to interact with each other and professor. Students should walk out confident of their problem solving abilities, whether they work as consultants or use the techniques in other careers.


Spring 2016 Course Announcements

Accounting

Modeling Corporate Transactions
ACCT-GB.3344.01 (3.0 Credits)
Prof. Dhananjay Gode
Tuesdays, 6:00-9:00pm
Prerequisites: ACCT-GB.3304 Modeling Financial Statements
Specializations: Accounting

This course will help you build models of salient corporate events such as acquisitions, buyouts, public offerings, restructurings, bankruptcies, projects, and securitizations. This course requires Modeling Financial Statements course as a prerequisite even if you have prior work experience in this area. The three statement models of these corporate events will incorporate related accounting and tax issues.


Business & Society

Cuba: Sanctions, Reforms, Opportunities
BSPA-GB.2113.30 (1.5 Credits)
Prof. Mark Brennan
Tuesdays, 6:00-9:00pm
Course will have no trip. See syllabus.

Cuba is one of the United States’ closest foreign neighbors, but for many in the U.S. Cuba remains shrouded in mystery because of long standing U.S. economic sanctions and travel restrictions. The purpose of this course is to provide Stern MBA students with a realistic and personal appreciation of the challenges of doing business in Cuba as well as potential opportunities arising from ongoing Cuban economic and political reform and changing U.S. – Cuban relations.

Corporate Political Engagement
BSPA-GB.2356.30 (3.0 Credits)
Prof. Bruce Buchanan & Prof. Maria Patterson
Tuesdays, 6:00-9:00pm
Specializations: Law and Business

This course is designed to address an empirical reality: that in addition to being the property of shareholders, the modern American corporation is, of necessity, a political entity, and that consequently senior corporate executives are political actors whose decisions in the service of their shareholders have far reaching effects for society. The purpose of this course is to explore the political tools that the American legal system has put in the hands of the executive, with serious consideration given to their appropriate use. The goal of the course is to build on these tools to sketch out a model of executive statemanship, designed to guide corporations to more effective political engagement in balancing the unavoidable tensions between shareholder returns and stakeholder outcomes.

Ethical and Legal Challenges of the Modern Corporation
BSPA-GB.3301.10 (3.0 Credits)
Prof. Karen Brenner & Prof. Helen Scott
Wednesdays, 6:00-9:00pm

This is a new course addressing the ethical and legal challenges of the modern corporation. The course will be divided into two complementary sections. The emphasis in the first section is on the individual’s legal and ethical responsibilities in interacting with the corporation- navigating real world market pressures considering moral and social psychology, ethical norms, and legal imperatives. The second section addresses these challenges from an institutional perspective, including organizational and cultural norms, and societal implications. Students will also be asked to consider the role, design, and institutionalization of ethics and compliance cultures and programs in global business.


Economics

Sports Analytics in Practice
ECON-GB.2162.30 (3.0 Credits)
Prof. Daniel Altman & Prof. Philip Maymi
Tuesdays, 6:00-9:00pm
Prerequisite: COR1-GB.1303 Firms & Markets
Specializations: Economics; Entertainment, Media & Technology

Sports analytics is a fast-growing field that is moving far beyond the innovations in recruiting and tactics chronicled in Michael Lewis’s Moneyball. Teams in basketball, football, ice hockey, and soccer have followed baseball in building analytics departments to support myriad aspects of decision-making on and off the field. This course aims to explore recent trends in sports analytics from a practical point of view, offering students the skills and ideas to create analytics of potential value to professional sports enterprises.

Data Bootcamp
ECON-GB.2313.30 (3.0 Credits)
Prof. David Backus & Prof. Chase Coleman
Wednesdays, 6:00-9:00pm
Specializations: Economics

Data Bootcamp is about nuts and bolts data analysis. You will learn about economic, financial, and business data, and enough about computer programming to make sense of it. We will use Python, a popular high-level computer language that’s widely used in finance, consulting, and other parts of the business world. “High-level” means that it’s less painful than most, but it’s a serious language with extensive capabilities. “Analysis” means primarily graphical descriptions that summarize the properties of data in ways that are helpful to managers. Why take this course? It’s an investment in your future. Where will this lead? You will come out of the course somewhere between Brad Pitt and Jonah Hill in Moneyball, with a solid foundation for dealing with whatever data comes up in your business or life.


Marketing

Advertising
MKTG-GB.2109.00 (1.5 Credits)
Prof. Daniel Cohen
Prerequisite: COR1-GB.2310 Marketing
Specializations: Marketing; Product Management; Digital Marketing

This course covers the basic management principles of the advertising business. Students will learn how to develop, analyze, and invest in integrated communications programs. Classes will be a combination of textbook curriculum and real world examples presented by advertising industry veterans from different disciplines. There will be particular emphasis on the role of advertising in a marketing plan, the promotional mix, strategy and positioning development, creative development, the evolving media landscape, the client agency relationship, and the overall future of the business.

Deal Making and Business Development in Media
MKTG-GB.2123.30 (3.0 Credits)
Prof. Josh Walker
Tuesdays, 6:00-9:00pm
Prerequisites: COR1-GB.2310 Marketing
Specializations: Marketing; Entertainment, Media & Technology

This course is designed to provide students with an understanding of the business development and deal-making process in the media space, using television content as the primary example for what goes into cutting a deal. The course explores the deal process from the perspective of different players in media, focusing on how each player looks to maximize value. Students will learn the process of striking a deal, from business development, to the term sheet phase, to the negotiation process and the contractual agreements. Students will learn about negotiations strategies for maximizing value in media, identifying common issues in the deal process and effective paths to resolution.

Consulting Lab: Branding
MKTG-GB.2368.30 (3.0 Credits)
Prof. Michele Farley & Prof. Terri Albert
Thursdays, 6:00-9:00pm
Prerequisites: COR1-GB.2103 Strategy I, COR1-GB.2104 Strategy II (PT); COR1-GB.2301 Strategy (FT); COR1-GB.2310 Marketing
Specializations: Marketing

This course is designed for advanced MBA students seeking real world brand consulting experience. Students will work in teams of six to solve critical global branding challenges facing partner organizations, such as IBM and MasterCard. Client organizations have been carefully recruited and branding projects vetted to ensure students get a meaningful experience developing branding strategies and creative ideas that will catapult a business forward. Students will learn global branding frameworks and concepts as well as valuable consulting skills, including managing complex projects, enhancing team dynamics, building client relationships, and optimizing presentation skills.


Spring 2016 By-Permission Only Courses

Business & Society

Social Problem-Based Entrepreneurship
BSPA-GB.3337.30 (3.0 Credits)
Prof. Hans Taparia
Mondays, 6:00-9:00pm, and Trip in January (see syllabus)
See syllabus for application

This course is designed to put the idea of teaching social entrepreneurship to its ultimate test—with the objective of incubating a series of social ventures through the course of a semester. Early in the class, teams of three to four students each will be formed. Each team will consist of students of multi-disciplinary backgrounds, as the class will be open to students from a variety of schools (e.g. School of Medicine, Tisch School of Arts, School of Law, School of Business, Wagner, Steinhardt etc.) This way, the start-up teams will be able to work through problems from a creative, technical as well as business point of view more effectively than if they were all from the same background.


Finance

Managing Investment Funds
FINC-GB.3320.20 (3.0 Credits)
Prof. Anthony Marciano
Tuesdays and Thursdays, 12:00-1:20pm
For application, visit stern.nyu.edu/mpsif

Managing Investment Funds is a capstone course that requires students to draw on their knowledge of finance as well as macroeconomics, accounting, competitive analysis, strategy, marketing and other fields to manage a $1.5 million endowment fund held by New York University. In addition to honing their analytical skills, by organizing all activities related to institutional asset management, students gain experience in financial writing and oral presentations, advancing financial decisions in a group setting, and handling all of the governance and fiduciary responsibilities of a university endowment fund. The central mission of this course is for students to learn through having practical, hands on investment management experience. Because of the time requirements in formulating an investment strategy, screening and reviewing prospective stocks, updating the status and performance of existing positions, and all of the ancillary duties connected with the operation of a real, live portfolio, the experiential or hands-on component consumes the bulk of class time. However, a related mission is for students to acquire knowledge about institutional funds management and current industry practices and trends. This more traditional learning experience comes through readings and presentations from industry professionals. The endowment funds under management operate as the Michael Price Student Investment Fund (MPSIF). The Fund began in early 2000 thanks to a generous gift from Michael F. Price.

Private Equity Deal Analysis and Simulation
FINC-GB.3368.20 (3.0 Credits)
Prof. Gustavo Schwed
Tuesdays and Thursdays, 3:00-4:20pm
See syllabus for application

This course will cover a single leveraged buyout transaction. Students will have access to the primary material from a real LBO transaction, including management presentations, due diligence reports, process letters, and drafts of purchase contracts. The course will be structured to follow the steps of a typical private equity auction process. Therefore, the students will have the opportunity to learn about deal process, due diligence, valuation and deal tactics. Towards the end of the course, each group will bid for the business. The winning bidder will be the highest bidder but no group will initially be informed of who won the auction. Instead, the bidding groups will be presented with several value creation options which they must analyze. These options will potentially have a material effect on the performance of the business post acquisition. The performance of the business will also be affected by the specific value creation initiatives identified by each bidding group in their bid material.


Information, Operations & Management Sciences

Tech and the City
INFO-GB.2345.20 (3.0 Credits)
Prof. Arun Sundararajan
Tuesdays and Thursdays, 1:030-2:50pm
See syllabus for application

Have you ever wondered what it's like to run a high-tech startup? This course provides students with immersive experiential learning about digital entrepreneurship through the lens of successful early-stage technology companies. Student teams are each embedded for a semester into different New York City-based startups from the investment portfolios of Union Square Ventures and other leading tech-focused venture capital firms. Over the course of this immersion, students work with founders and investors to understand business models, assess metrics and their connection to growth and funding, and lead a customer-centric assessment of the company's products. Weekly critical reflection activities that include structured discussions, journal writing and in-class peer presentations coupled with guest sessions from industry experts allow students to deepen their understanding of both their own company as well as the other participating startups. They emerge from the course with an experience-based appreciation of the transformative potential of digital technologies, of the vibrant tech entrepreneurship environment of New York City, and of the risks faced by high-tech startups that underinvest in understanding their customers.


Management

Consulting Practice (in conjunction with the Stern Consulting Corps)
MGMT-GB.3306.30 (3.0 Credits)
Prof. Sonia Marciano
Wednesdays, 6:00-9:00pm
See website for application

Graduate management students and the organizations that hire them are increasingly demanding that management education be directly applicable to real-world needs. The 'Consulting Practice' course in conjunction with the Stern Consulting Corps (SCC) is a hands-on experiential learning opportunity that will allow students to work in teams to tackle a business issue or opportunity for a prominent for-profit or non-profit firm while applying in real time the key steps of the consulting process they are learning in the classroom. Because the projects are interdisciplinary, this course enables students to fuse theory with practice and allows them to gain hands on experience.


Marketing

Commerce & Craft of Cinema
MKTG-GB.2313.0A (3.0 Credits)
Prof. Alvin Lieberman
Trip and Pre-/Post-trip meetings (see syllabus)
See syllabus for application

The Stern School of Business, EMT Program, is offering a master class in Global Cinema to be taught at the Cannes Film Festival. This will take place primarily in Cannes, France from May 16 to May 23, 2009 (dates to be determined each year) with three lectures at Stern before the Festival. These lectures will provide preparation for the intensity of the Festival, framework and analysis of the global market, the goals of the producers and attendees at the festivals, the understanding needed to maximize the learning during the intensive week in Cannes, and the development of teams for four important academic assignments which will further prepare the students. There will be at least one set of team presentations in NYC.


Operations

Operations in Panama
OPMG-GB.2312.0A (3.0 Credits)
Prof. Harry Chernoff & Prof. Kristen Sosulski
Spring Break Trip and Pre-/Post-trip meetings (see syllabus)
See syllabus for application

This advanced elective from the IOMS department will be a three (3) credit course studying the major businesses operating in Panama. During a one-week visit, students will observe and study the intricacies of the Panama Canal from an operations management point of view. Process techniques and strategies abound within this fascinating operation. Although the canal is certainly the country's major attraction, financial revenues from the canal have allowed Panama to emphasize other developments including extensive real estate projects and major tourism improvements.