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Stress: Effectiveness of Stress Management …...
The course is designed to sharpen students' grasp of the strategic and tactical aspects of Marketing Communications that lead to competitive advantages in the marketplace. The course will begin a focus on strategy and introduce students to frameworks that address two broad goals of any firm: (1) Establish a competitive advantage by offering a superior customer value proposition and (2) Generate sustainable organic growth. The course will then segue into marketing communication tactics that will enable the firm effectively accomplish its strategic objectives. Here, the concepts and frameworks will only be applicable to traditional approaches (such as the use of television, print, and point-of-purchase promotions) but also to emergent approaches (such as the use of the internet, mobile media, etc.). Designed from the perspective of executives who are often involved in making strategic as well as tactical marketing decisions to solve contemporary business problems, this course is intended for students whose career plans include consulting and entrepreneurial ventures, apart from those thinking of careers in marketing.
This course covers the foundations of finance with an emphasis on applications that are vital for corporate managers. We will discuss many of the major financial decisions made by corporate managers, both within the firm and in their interactions with investors. Essential in most of these decisions is the process of valuation, which will be an important emphasis of the course. Topics include criteria for making investment decisions, valuation of financial assets and liabilities, relationships between risk and return, capital structure choice, payout policy, the use and valuation of derivative securities, and risk management. This course is targeted to those students who are new to finance and for those with little quantitative background.
Stress Management thesis for a ...
This class will provide an overview of the travel and airline industry focusing on strategy, business models, institutions and innovation. Issues we will cover include competition, service delivery, distribution, pricing, promotion management and the use of analytics within verticals such as airlines, hotels, online travel agencies and cruises. We will also discuss trends such as shared consumption models and the role of user generated content in facilitating travel. We will hear from a number of C-level executives who have started or led businesses in the Travel Industry.
This course examines the fundamental issues of creating a strategy for monetization and revenue growth within an organization. Students learn about setting an organization's business model design, aligning various functional areas within the company to implement a monetization strategy, and the tradeoffs that occur when choosing amongst profitable monetization policies for the firm. They master concepts, frameworks, and tools to assess an industry and a firm's pricing strategy and business models, and to craft alternatives. They also study the interplay between marketing, salesforces, HR incentives and human capital management, advertising and data and analytics in shaping a winning monetization policy. Topics we will cover include monetizing online content and strategies in ad-driven industries, understanding freemium models and installed-base competition, monetization of consumer data, SaaS models and enterprise business, business models from the perspective of investors and venture capitalists, regulatory considerations, and linking monetization to the ability to measure and capture value. We will use a mix of cases and lectures along with extensive participation from industry leaders to bring to light the various issues in class.
GSBGEN 360. Sports Business Management. 4 Units.
This course focuses on the strategic management of technology-based innovation in the firm. The purpose is to provide students with concepts, frameworks, and experiences that are useful for taking part in the management of innovation processes in both startups and large technology-focused organizations. The course examines how leaders can manage fast-changing technological innovations effectively. Specific topics include: assessing the innovative capabilities of the firm, managing the technical function in a company, navigating the interfaces between functional groups in the development function in the firm, understanding and managing technical entrepreneurs, building technology-based distinctive competencies and competitive advantages, technological leadership versus followership in competitive strategy, institutionalizing innovation, attracting and keeping entrepreneurs.
This is a two-quarter clinical course offered in the Winter and Spring Quarters that brings together upper-level graduate students in business, law, and education from Stanford to collaborate with their peers at other universities (Columbia University, Harvard University, University of Pennsylvania, University of Michigan) and provide strategic research and consulting to public education organizations. Participants engage in a rigorous and rewarding learning experience, including:nn(i) An intensive seminar in the design, leadership and management, and transformation of public school systems, charter management organizations, start-ups, and other K-12 public- and social-sector institutions;nn(ii) Comprehensive skills training in team-based problem solving, strategic policy research, managing multidimensional (operational, policy, legal) projects to specified outcomes in complex environments, client counseling, and effective communication; andnn(iii) A high-priority consulting project for a public education sector client (e.g., school district, state education agency, charter management organization, non-profit) designing and implementing solutions to a complex problem at the core of the organization's mission to improve the educational outcomes and life chances of children. The participant's team work will allow public agencies throughout the nation to receive relevant, timely, and high-quality research and advice on institutional reforms that otherwise may not receive the attention they deserve.
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Stress Effects and Management | Crest Essays
The field of behavioral economics couples scientific research on the psychology of decision making with economic theory to better understand what motivates economic agents, including consumers, managers, public policymakers, investors, and employees. In this course, we will examine topics such as the "irrational" patterns of how people think about products, money and investments, designing strategies and offerings to change behavior, and the drivers of happiness and the role of emotions in decision-making. This highly interdisciplinary course will be particularly relevant to students with interests in general management, entrepreneurship, Marketing, Strategy, Behavioral Finance, public policy, and nonprofit. Topics covered will include: Rationality and choice, choice complexity, intertemporal choice, emotional influences on choice, the role of behavioral economics in marketing, spending and savings behavior, social welfare, choice architecture, and defaults. The goals of this course are threefold: a) to study the basic principles of behavioral economics, b) To learn the application of the principles to various aspects of business and policy, and c) to think about a framework for developing products, programs, and tactics that are behaviorally informed. The course is composed of a mixture of lectures, exercises, academic paper reviews, and in-class case discussions. The purpose of the lectures is to present and discuss theories, concepts, analytical techniques and empirical findings. In-class exercise will be used to apply the concepts and techniques covered in the class. We will discuss a few business cases. In addition, students working in teams will prepare an analysis and recommended behavioral strategy for a company/startup of their choice.
Stress Effects Management Proposal - Term Paper
The average CEO, C-suite manager, or funder, will say that a firm's success hinges on hiring and motivating the right people. Therefore, this class aims to examine the people management strategies you might choose from as you build a young firm, or as you grow a larger firm. There are three facets to this course. The first is to acknowledge that the People Management Strategy that you choose must be selected with the overall external strategy of the firm in mind. Technology-based firms will have different strategies than brick-n-mortar retail firms. The second facet is to discuss the evolution of people management strategies as the firm grows over time: a very small firm will have few formal processes; a large firm typically can't live without them and may need to change them over time. The third facet covered is an analysis of the detailed issues you should consider as you set up your HR practices surrounding hiring, compensation, and promotion. Classes will have guest speakers, and cases will draw from LinkedIn, Box, Royal Bank of Canada, Tesla, the Gap, and various startups.
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This course provides basic skills in quantitative modeling. The objective is to familiarize students with the main steps in an analytical approach to business decision making: constructing an abstract model for a relevant business problem, formulating it in a spreadsheet environment such as Microsoft Excel, and using the tools of optimization, Monte Carlo simulation and sensitivity analysis to generate and interpret recommendations. The class will be taught in a lab style, with short in-class exercises done in small teams, focusing on a variety of applications drawn from online advertising, healthcare, finance, supply chain management, revenue and yield optimization.
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