Course Objective

Financial Accounting in Decision Making:

The course centers around real financial statements. This year, we explore two firms in the same industry: Home Depot and Kingfisher. Each class session will provide a detailed examination of the major components of the companies’ income statements, balance sheets, and statements of cash flows. We will explore performance, liquid assets, inventories, fixed assets, intangible assets, long-term obligations, investments, equity, and cash flows. Upon completion, the students should have developed a basic understanding of what financial statements contain and how to use them to assess a company’s profitability and financial position.

Managerial Economics:

Managers regularly address microeconomic issues ranging from pricing, cost determination, compensation, entry into and exit from markets, and output decisions. At the end of the course, the students will have the basic tools that structure these problems for optimal decision-making and, more importantly, develop the intuition for analyzing economic problems from a managerial perspective in an organizational & business context. This is a problem-oriented course.

Marketing Management:

This course addresses the management challenge of designing and implementing the best combination of marketing actions to carry out a firm's strategy in its target markets. Specifically, this course seeks to develop the students' skills in applying the analytic perspectives, decision tools, and concepts of marketing to decisions involving segmentation, targeting and positioning; product offering; pricing; distribution channels and marketing communications.

Statistical Methods for Management Decisions:

The objective of this course is to frame business problems in appropriate statistical terms in order use data to make better decisions. The students will learn to make sense of data along with the basics of statistical inference and regression analysis and their hands-on implementation using software. They will develop critical and integrative thinking in order to communicate the results of the analysis clearly in the context of the problem. Finally, the students will learn to unambiguously articulate the conclusions and limitations of the analysis with a clear separation between data and judgment.

Competitive Strategy:

This course focuses on the process through which strategic decisions are formulated and implemented. The students will be placed in the role of key decision makers and asked to address questions related to the creation or reinforcement of competitive advantage. First we look at the industry analysis and competitive advantage. Then we also look at how strategy differs in global contexts. We conclude by addressing the development of firm-specific capabilities, including the role of knowledge that contributes to a firm’s competitive advantage. 

Decision Models & Optimisation:

This course introduces and applies advanced modeling techniques to managerial decision problems with the objective of enhancing the decision-making capabilities as well as the spreadsheet knowledge base. The course covers optimization, decision analysis and simulation. The emphasis is on models that are widely used in diverse industries and functional areas, including operations, finance and marketing. These insights help in developing an appreciation for the use of mathematical modeling across a wide spectrum of managerial problems.

Global Economics:

The broader learning objectives of the course are a) Awareness of Global Issues Affecting Business and b) Critical and Integrative Thinking. The outcome will be that the students will be able to identify key relevant global economic factors, and analyze the impact of these global economic factors on businesses also understanding their interactions with domestic macroeconomic policies. They will also be able to recognize key issues in macroeconomic analysis, in particular, how macroeconomic shocks affects businesses; develop a perspective that is supported with relevant information and integrative thinking; and draw and assess conclusions.

Marketing Decision Making:

Upon successful completion of this course, the students will have acquired: Content-related, Cognitive and Application-related learning. This means,  they will understand segmentation, target marketing, positioning and basic strategies in developing a marketing mix - product, promotion, pricing, and place. They will identify and analyze marketing problems; develop creative solutions to address them and articulate reasons for choosing various solutions. They will develop skills to make sound assumptions in dealing with uncertainties. They will make effective oral presentations to persuade a target audience. Finally, they will develop a coherent marketing plan for a product and provide sound rationale for chosen strategies.

Corporate Finance:

This course develops tools for deciding which investments a firm should make (capital budgeting and valuation) and how these investments should be financed (financial structure). Half of the course is devoted to evaluating investments and capital budgeting and the second half covers issues related to financing decision and its potential for value creation. We will take the students through DCF approach alongwith understanding and quantifying risks, IPOs. We will use DCF to value securities- equity and debt and examine issues related to optimal capital structure. We will also compare and contrast DCF approaches to valuation - WACC, APV and Flow to Equity.

Entrepreneurship:

Entrepreneurship is the practice of starting new organizations or revitalizing mature organizations, particularly new businesses generally in response to identified opportunities. This course uses various startup ventures both indian and international; ventures which are blossoming and ventures which have folded to evalutate the factors which contributed to success and failure and draw learnings from them which are transferable acorss industries and geographies.

Managerial Accounting and Decision Making:

This course examines managerial decision making as it relates to both the internal organization of a firm's activities and the firm's relationship with its external environment. The primary focus of the course is on how managers can use accounting data and other related information in decision making, planning and control. We will also cover the basic vocabulary and mechanics of managerial accounting through text, problems and cases. A significant portion of the class discussions will focus on the economic basis for managerial accounting techniques and the problems and limitations involved in their use.

Operations Management:

Operations management is concerned with design, planning and control of an organization’s processes with the objective of creating and delivering products & services to customers and improving process  & supply chain performance. This course will provide critical understanding of operations  management concepts that yield a competitive advantage through operational excellence.

Government, Society & Business:

The course is designed to help the students understand how societal considerations, and political, cultural and economic institutions affect business decisions. It will stimulate them to think about why institutions are necessary from a business perspective along with the evolution of institutions in a dynamic environment and its impact on businesses.

Investment Analysis:

This core course will familiarize the students with the foundations of modern finance. We will explore the dominant theoretical paradigms, as well as learn about empirical research in investments. The emphasis will be on principles and problem solving. The primary learning will be the analysis and valuation of financial securities such as bonds and stocks, basic portfolio theory, and a rudimentary understanding of the efficient markets hypothesis.

Management of Organisations:

This course is crafted to help the students develop and sharpen knowledge and skills that are essential to designing and managing organizations to elicit the best out of their human resources. In the course we will tie concrete organisational situations (cases) to essential theories and principles of effective management. The topics are organized into two broad categories: “micro” aspects of managing individuals in organisations and “macro” aspects that include topics at the organisational level of analysis. We will look at how these perspectives can be used as a “lever” to work in, lead and transform organisations.

Strategic Analysis of Information Technology:

The primary learning objectives in this course are to understand the strategic characteristics and disruptive power of IT. Students will be able to identify  structures,  processes,  and  managerial  actions  that  allow  firms  to  align  their  IT resources with business strategy to deliver superior firm performance. In the course we shall look at how corporate data and analytics are leveraged to gain insights on customers and other key stakeholders to develop new value propositions. Students will be able to understand  how strategic  IT initiatives  should be envisioned,  structured  and  evaluated  in firms, including some of the ways in which the risks and business impacts of IT investments can be balanced and governed.