AC221: Financial Accounting
Prerequisite: SM131; FE101 previously or concurrently; CAS MA120, MA121 or MA123 previous or concurrent. Basic concepts underlying financial statements and accounting procedures used in preparing statements of financial position, income statements, and statements of cash flow. Stresses the interpretation, analysis, and evaluation of published financial statements. 4 cr.
AC222: Managerial Accounting
Prerequisite: Sophomore standing; AC221; QM221 previous/concurrent. Introduces the basic principles, methods, and challenges of modern managerial accounting. Covers traditional topics such as job-order costing, cost-volume-profit analysis, budgeting and variance analysis, profitability analysis, relevant costs for decision making, and cost-plus pricing, as well as emerging topics such as Activity-Based Cost (ABC) accounting. The material is examined from the perspective of students preparing to use management accounting information as managers, to support decision making (such as pricing, product mix, sourcing, and technology decisions) and short- and long-term planning, and to measure, evaluate, and reward performance. Emphasizes the relationships between accounting techniques and other organizational activities (such as strategy and motivation). 4 cr.
AC347: Intermediate Accounting I
Prerequisite: QST AC 221; QST AC 222 previous or concurrent. Required for Accounting concentrators. Provides foundation for solving financial reporting issues through the study of the conceptual framework of accounting, recognition and measurement of current and non-current assets, revenue recognition, and the development of the income statement and balance sheet. 4 cr.
AC348: Intermediate Accounting II
Prerequisite: QST AC 347. Required for Accounting concentrators. Continues with providing a foundation for solving financial reporting issues through the study of liabilities (including pensions, bonds, and leases), interperiod tax allocation, stockholder’s equity, and the statement of cash flows. 4 cr.
AC410: Corporate Financial Reporting & Analysis
Prereq: QST AC222 and QST FE323 *This course is designed to teach advanced financial reporting and analysis to non-accounting concentrators. Students will gain exposure to advanced financial accounting topics, thus learning to read and analyze a corporate financial report and apply this information in a number of business analysis contexts. 4 cr.
AC414: Financial Statement Analysis
Prerequisite or Corequisite: QST AC 348; Senior standing. Analysis of corporate financial statements. Includes profitability analysis, liquidity and solvency analysis, the incentives of management in corporate reporting, and the use of accounting information in efficient capital markets. 4 cr.
AC420: Introduction to Financial Analytics
Prerequisite: FE323. The world of business is deluged by data. This course will equip students with data analytics tools, skills, concepts, and techniques in accounting, finance, and economics to help them understand fundamental business issues. They will work with financial reporting and capital market datasets, and design and critique statistical analyses for financial decision-making. The course will provide students with a basic ability to code in Python and apply these skills to define, classify, and structure datasets focused on financial reporting and financial market data; and use such data to analyze and predict corporate and market outcomes, as well as identify the limitations of such analyses. 4 cr.
AC430: Accounting Research
Prerequisite or Corequisite: QST AC 348; Senior standing. Develops and practices research skills required of an accounting professional. Use accounting-related resources to research and understand accounting reporting issues and authoritative guidance for application of GAAP. 2 cr.
AC445: Advanced Managerial Accounting
Prerequisite: QST AC 347; Senior standing. Integrates knowledge from the fields of accounting, economics, and finance to investigate current issues related to management control, financial analysis and valuation, corporate governance, and strategic cost analysis. 4 cr.
AC469: Principles of Income Taxation I
Prerequisite or Corequisite: QST AC 347. Federal income tax law common to all taxpayers: individuals, partnerships, and corporations. Tax returns for individuals. Topics include tax accounting, income to be included and excluded in returns, tax deductions, ordinary and capital gains and losses, inventories, installment sales, depreciation, bad debts, and other losses. 4 cr.
AC541: Advanced Accounting I
Prerequisite or Corequisite: QST AC 348; Senior standing. Examines accounting issues relating to business combinations and foreign operations (accounting for mergers and acquisitions, constructing consolidated financial statements, recording foreign-currency transactions and hedging exchange risk, translating foreign subsidiaries’ local currency financial statements), business segments, reporting for local governments, and the impact of the SEC and international standards on financial reporting. 4 cr.
Prerequisite or Corequisite: QST AC 348. Introduces the basic concepts underlying auditing and assurance services (including materiality, audit risk, and evidence) and demonstrates how to apply those concepts to audit and assurance services through financial statement audits. 4 cr.
AC579: Principles of Income Taxation II
Prerequisite: QST AC 469. Certain common and special Federal tax laws for individuals, partnerships, corporations, estates, trusts, and miscellaneous entities. Topics include income tax returns for partnerships, business corporations, special corporations, decedents, estates, and trusts. Survey coverage of corporate liquidations, pension and profit-sharing plans, IRS audits, and estate and gift taxes. 4 cr.
Executive Skills Seminars
ES110: Explore Your Career
Questrom freshmen only. Required for all Questrom freshmen. Provides an overview of individual career management. It is the first course in a Questrom School of Business yearly progression designed to equip students with the necessary knowledge, tools, and skills needed to explore career opportunities and build a foundation of career management capabilities. Students will also develop an Questrom-approved resume. 1 cr.
ES210: Build Your Career Toolkit
Questrom sophomores only. Required for all Questrom sophomores. Prerequisite: ES110 Builds upon ES110 to provide students with fundamental tools to assist them with individual career management. It is the second course in the Questrom’s four year career management curriculum. Importantly, as sophomores, students will begin to chart their career path, work with The Feld Center, practice interviewing, develop a search strategy, and continue to build their personal “brand.” 1 cr.
ES215: Explore Your Career and Build Your Toolkit
Questrom students only. This seminar is intended for students who have not completed ES110 and ES210. Combines the content of ES110 and ES210. Provides an overview of individual career management. Equips students with the necessary knowledge, tools, and skills needed to build a foundation of career management capabilities. Students will begin to chart their career path, work with the Feld Center, practice interviewing, develop a search strategy, and continue to build their personal “brand.” 2 cr.
ES310: Implement Your Career Plan
Questrom students only. Prerequisite: ES210 or ES215; Junior (or Senior) standing. Required for all Questrom students who have completed ES210 or ES215, followed by a full semester of additional work and academic experiences. This course is the third-level comprehensive course that is part of the Questrom School of Business’s three-year progression of courses designed to equip students with the necessary knowledge, tools, and skills needed to build a foundation of career management capabilities and professional development. Workshop format helps students to develop a search process and delve into the particular type of interview processes unique to certain industries, and focus on gaining internships and/or full time offers. Explores how students may enhance their chance to convert an internship into a full time job offer. The course discusses ethics and values as it pertains to students’ career and job search. 1 cr.
SM408: Launch Your Career
Questrom students only. Prequisite: QST ES310 or SM308; Senior standing. Required for all Questrom Seniors who have completed ES310 or SM308. Capstone course of Questrom’s four year career management curriculum. This course is designed to tune up and further enhance students’ learning and experience in the key career management skill areas of resume editing, interviewing, networking, search strategy, offer negotiation and successful on-boarding as they pursue their full-time position upon graduation. 1 cr.
FE101: Introduction to Finance
Prerequisite: SM131 previous (for Questrom freshmen) or concurrent (all others). Required of all Questrom 2nd-semester freshmen. Open to non-Questrom students who have completed a semester of FT work on the CRC. This course offers an overview of fundamental financial analyses, such as time value of money, interest rates, basic valuation of cash flow streams, and basic stock and bond valuation. The content is relevant to understand a broad class of problems and decisions for businesses or individuals. It offers applications across decision domains. The teaching materials include online problem solving and case analysis. FE 101 and FE 323 offer a comprehensive overview of finance to Questrom students. Students may not take both FE101 and SM132 for credit. 2 cr. Either sem.
FE323: Financial Management
Prerequisite: SM131 and FE101; ES275 (or SM151); AC221; AC222; OB221; QM221 (formerly SM221); QM222 (formerly SM222). FE323 is a component of QST SM 323, The Cross Functional Core. Introduces students to the themes of financial decision making: valuation and risk management. The focus is on the problems of forecasting, capital budgeting, working capital management, project risk management, and financing in a cross-functional context. A semester-long business-plan project explores the interaction between marketing, operations, management information systems, and finance decisions. The course compares the financial objectives of the manager and the investor. Introduction to the time value of money, securities valuation, portfolio diversification and the cost of capital. 4 cr.
FE427: International Financial Management
Prerequisite: QST FE 323. Managing financial risk in the global environment. Introduction to foreign exchange markets, spot, forward, futures, options and swaps, and to the international bond and money markets. Discussion of market structure and participants, and main financial instruments. Analyzes and discusses tools of currency risk management. 4 cr.
FE429: Futures, Options, and Financial Risk Management
Prerequisite: Questrom FE 323. Covers the theory of futures pricing and option pricing, and applies the theory to develop a framework for analyzing hedging and investment decisions using futures and options. Attention is paid to practical considerations in the use of these instruments, especially in financial risk management. 4 cr.
FE442: Money, Financial Markets, and Economic Activity
Prerequisite: QST FE 323. Required for Finance concentrators. The financial system and its functions. The role of money and the importance of interest rates in determining economic activity; determinants of level of interest rates. Operation of central banks; the goals and instruments of monetary policy. The roles, activities, and risk management of financial institutions. Instruments traded in money and capital markets, and their valuation. Role of derivative securities; systemic risk and other contemporary issues in the financial system. 4 cr.
FE445: Investment Analysis and Portfolio Management
Prerequisite: QST FE 323. Required for Finance concentrators. Introduction to the investment management process. Defining investment objectives and constraints. Introduction to Modern Portfolio Theory, CAPM, APT, Efficient Markets, stock and bond valuation models. Introduction to forwards and swaps and their applications with investment strategies. Active vs. passive investment strategies, fundamental vs. technical analysis, trading practices, and performance evaluation. Introduction to the role of futures and options in hedging and speculation. Students are expected to become familiar with current events in the financial news. 4 cr.
FE449: Corporate Financial Management
Prerequisite: QST FE 323. Required for Finance concentrators. Covers the financial manager’s role in obtaining and allocating funds. Includes topics such as cash budgeting, working capital analysis, dividend policy, capital investment analysis and debt policy as well as their associated risks. Valuation of companies, mergers and acquisitions, and bankruptcy are covered. The course requires using financial models and spreadsheets. Applications are made to current events and everyday business finance problems. 4 cr.
FE450: Private Equity: Leveraged Buyouts
Prerequisite: QST FE449; (meets with GSM FE850). Exposes students to, and demystifies, the world of Private Equity (PE). The focus is centered on LBOs and their position in the “alternative asset” class. Students learn about the activities of a PE firm including formation, fund-raising, investing (including deal structure, terms, due diligence, and governance), and exiting. Also discussed are what other industry sectors serve or are affected by PE and who the players are. Case study and class participation will be the primary modes of learning. 4 cr.
FE454: Investment Banking
Prerequisite: QST FE323. Provides an overview of the economic functions provided by investment banks including a history of the industry, current events, and the difference between large, full service investment banks and smaller, boutique firms. Heavy emphasis on pro forma analysis and Initial Public Offering and M&A valuation techniques. Topics include: What do investment bankers do? What are the different types of analyses performed by investment bankers? What are the various types of financial securities? What is the underwriting process and how are securities priced? How are companies valued? How are potential synergies valued? The course will focus on the issuing process and pricing for equity, fixed income, and equity-linked securities. The course will also focus on the role of investment banks in mergers, acquisitions, divestitures, and other restructurings. Additional topics include equity research, capital markets industry regulations, as well as typical career paths and opportunities. 4 cr.
FE455: Financing New Ventures
Prerequisite: QST FE323. Students will be expected to have mastered key finance concepts including financial statement analysis, NPV, IRR and basic option pricing theory prior to entering the course. Introduction to financing sources for start-up firms, including angel funding, venture capital financing, boot-strapping, debt and other sources. Focus on capital structure analysis, capitalization tables, payoff diagrams, term sheets, equity incentives, cash flow projections and negotiating with investors. Students are expected to prepare case studies for class discussion and become familiar with current events in the financial news about start-up company financings. 4 cr.
FE458: Equities and Securities Analysis
Pre-requisite: FE323. Students will be taught the fundamental skills in how to analyze a company and determine its suitability for investment. This course will teach the value-based approach to company analysis, which focuses on assessing a company’s competitive advantage and its return profile. Key topics include competitive advantage, return on invested capital, financial modeling and financial statement analysis, and valuation. 4 cr.
FE456: Fixed Income Analysis
Prerequisite: QST FE442. Covers the analytic techniques used in fixed-income markets to value and measure risk on traditional fixed-rate bonds, floating-rate notes, bonds having embedded options (callable and putable bonds), structured notes, and interest rate derivatives used to manage bond portfolios (primarily interest rate swaps, caps, and floors). Extensive use is made of Excel spreadsheet analysis, including the development of a binomial term structure model to value securities. Focus is on the impact of counterparty and issuer credit risk in fixed-income valuation. 4 cr.
FE460: Equity Analysis for Strategic Decision Making
Prerequisite: QST FE323. This course is specifically designed to appeal to students who have a strong interest in both strategy and financial analysis. The focus of the class will be to bring financial analysis to the study of a company’s strategy and learn how to analyze a company’s financial statements to help evaluate the sustainability of a company’s competitive advantage. This course utilizes that case-based approach in its teaching method and encourages active class participation. 4 cr.
FE469: Real Estate Finance
Prerequisite: QST FE323. Provides an introduction to and an understanding of real estate finance. Draws together and considers major functional areas including: structuring, ownership, finance, taxation, property valuation and analysis. The course provides a framework for decision making in the real estate investment and finance fields. The course is specifically designed to offer students interested in real estate careers a foundation from which to build. 4 cr.
Foundational Management Courses
ES275: Management Communications
Pre-requisites: QST SM131 and FE101; CAS WR100; Sophomore standing; Questrom students only. Persuasive written and oral communications are essential skills that are required for success in every business discipline. In this course, students will learn how to communicate clearly and persuasively. Course objectives include learning how to inspire action through compelling, high-impact communications by taking a point of view and supporting it with logic and evidence, generating insights with meaningful conclusions and recommendations, and understanding and applying the principles of logical reasoning to organize information and lead an audience to action. Students will learn to write simply and clearly in a variety of formats. They will also master presentation delivery by connecting authentically to the audience, harnessing the power of storytelling, and using body language to positively reinforce the message. Finally, students will enhance professional skills that are integral to business success. 4 cr.
SM131: Business, Ethics, and the Creation of Value
Prerequisite: Required of all Questrom 1st-semester freshmen. Open to non-Questrom students who have completed at least one semester of full-time coursework on the CRC. Open to external transfer students admitted into the College of General Studies. Open to visiting students during summer term. This course explores local and global ethical problems that managers face in markets for goods, services, labor, or capital. Through identification and discussion of the basic business disciplines, students uncover the interdependencies in the creation, delivery and capture of value. Students explore the complex analyses necessary to make ethical decisions vis-?-vis a multiplicity of stakeholders and in service of diverse personal and institutional goals. Stresses written and oral communication skills and logical reasoning as an ingredient for sound analysis and rational business planning. Effective Fall 2018, this course fulfills a single unit in the following BU Hub area: Ethical Reasoning. 4 cr. On Demand
SM132: Measuring Financial Value
Prerequisites: SM131 previous (for Questrom freshmen) or concurrent (all others). CAS MA121/123 or equivalent. Open to non-Questrom students who have completed a semester of FT work at BU. This course offers an overview of fundamental financial analyses, such as time value of money, interest rates, basic valuation of cash flow streams, and basic stock and bond valuation. The content is relevant to understand a broad class of problems and decisions for businesses or individuals. It offers applications across decision domains. The teaching materials include online problem solving and case writing. Students may not take SM132 and FE101 for credit. 2 cr. Either sem.
IM345: Global Business Environment
Prerequisite: CAS EC 101, EC 102, junior standing. Required for International Management concentrators. Deals with international economic theories and explores the intersection between theory and practice. Determinants of international trade and payments: international trade theory and policy and balance-of-payments accounting. Explores the implications of trade-promoting and trade-inhibiting institutions and practices: WTO, NAFTA, European Union, etc. Introduces cultural, political, and demographic issues for international managers. 4 cr.
IM445: Multinational Management
Prerequisites: CAS EC101; CAS EC102; QST IM345 or QST FE427 or CAS EC392 or CAS IR292 or equivalent for non-QST students (may be taken concurrently); senior standing This is a case-based course studying the business strategies of multi-national enterprises, particularly in high-growth, developing economies. Having worldwide operations not only gives companies access to new markets and diverse resources, it also opens up new sources of information and knowledge that stimulate innovation and operational strategies. Along with opportunities, we also look at the challenges to a more complex, diverse, and uncertain business than those faced by companies who focus primarily in mature markets. Students will acquire skills and perspectives that will help them as they pursue careers with multi-national companies or other opportunities in the global business environment.
Management Information Systems
IS223: Introduction to Information Systems
Prerequisite: SM131. Provides students with an understanding of the important role that information and information technology play in supporting the effective operation and management of business. Elaborates on the themes of “place to space” and the implications for business of the digital enterprise. Focuses on learning IS concepts in the context of application to real business problems. 4 cr.
IS428: Managing Information Security
Prerequisites: CAS CS108 or CAS CS111; QST IS 223 or QST IS323. Combines technical and business approaches to the management of information. It will address technical issues such as cryptography, intrusion detection, and firewalls along with managerial ideas such as overall security policies, managing uncertainty and risk, and organization factors. We will examine different aspects of computer security such as password, virus protection, and managing computer security in dynamic environments. Topics will also include network security and how to secure wireless application and services. These technical details will be placed in a business context. The class will have a practical focus as we examine current “best practices” in area. There will be several guest speakers in the security area. This will be a project-oriented class and students will present their research projects during the last several classes. 4 cr.
IS454: Building Web Applications for Business
Pre-requisite: IS223. Designed to teach business students the strategic value gained from a competitive advantage perspective around the organizational planning, implementation strategies and on-going modification strategies regarding the process of building functioning web applications on multiple platforms. The course will utilize a number of approaches throughout the semester which will enable students who are not hard-core programmers to learn what code does, how to write and utilize existing code modules and why and how it works, doesn’t work, creates challenges and opportunities in an organizational structure . The goal at the end of the semester is for students to have a very thorough theoretical understanding, appreciation and application of the development process in surrounding Web strategies and applications for business. 4 cr.
IS465: Managing Data Resources
Prerequisites: CAS CS108 or CAS CS111; QST IS 223 or QST IS323. Required for Management Information Systems concentrators. Provides a practical and theoretical introduction to data management focusing on the use of relational database technology and SQL to manage an organization’s data and information. Introduces recent topics such as data warehouses and Web databases. Includes a project to design and implement a relational database to manage an organization’s data. 4 cr.
IS467: Agile Development Methodologies
Prerequisites: CAS CS108 or CAS CS111; QST IS 223 or QST IS323. Required for Management Information Systems concentrators. This course is designed to provide the students with an overview of Agile Development methodologies. The course introduces the various methods currently used in the industry and then focuses on the primary methodologies used today, SCRUM and Kanban. Students will learn the tools of these software development approaches that produce deliverables to end users every two to four weeks. We analyze the value each of these methodologies bring into the development process and the reasoning behind a corporation selecting one method over the other (or a combination of both). In addition, the students will be introduced to CA Project Management software, the leader in the industry for SCRUM. Students will learn to analyze requirements, create backlogs, schedule “stories” to be developed, hold Standup meetings, Reviews and Retrospectives.
IS469: Designing Information Systems
Prerequisites: CAS CS108 or CAS CS111; QST IS 223 or QST IS323. Required for Management Information Systems concentrators. Studies the process of designing and implementing management information systems. Students will learn to analyze organizational information requirements, develop specifications for information systems, manage systems development projects, and understand implementation issues. Key implementation concepts that affect management decisions will be discussed, and reinforced with programming examples. Design support tools will be used to support the design process. Includes a project to design an information system.
IS472: Electronic Commerce
Prerequisite: QST IS223 or IS323. The Internet has brought about significant change in the way business is conducted. The rules and business models, however, for the new economy are still in their infancy. This course provides a grounding in the concepts of electronic commerce, and then moves to an examination of the emergent and emerging business models. The IT/IS infrastructure that supports these various business models is addressed, particularly architecting systems including privacy and security issues. 4 cr.
IS474: Platform Strategy & Design
Pre-requisite: IS223. Today’s most valuable and powerful companies do not offer standalone products or services, but rather platforms which enable transactions between multiple customer groups – think Alibaba, Airbnb, Amazon, eBay, Facebook, Google, Microsoft, Salesforce, Uber, etc. This course explores the unique strategy challenges and economic foundations of such platform businesses. What makes platforms special relative to regular product businesses? Why are platforms so powerful, yet so hard to build? How should platforms be designed and priced? How much responsibility should platforms take for bad things they enable their participants to do (e.g. fake news and ad scams on Facebook, counterfeits on Alibaba)? When and how can regular products or services be transformed into platforms? How should other businesses deal with the rising power of platforms that they depend on? The course will use a mixture of conceptual frameworks, (light) economic models, and case studies to provide students with a thorough and in-depth understanding of what it takes to build or invest in platforms. Such an understanding is indispensable to anyone seeking a career at technology companies or aspiring to become an entrepreneur or venture capitalist.
IS479: Innovating with Information Technology
Prerequisite: QST IS223 or IS323. Surveys the organizational implementation, uses, and impacts of advanced information technology including decision support systems, management support systems, and expert systems. Includes a group project to design and develop a decision support system. 4 cr.
MK323: Marketing Management
Prerequisite: SM131 and FE101; ES275 (or SM151); AC221; AC222; OB221; QM221 (formerly SM221); QM222 (formerly SM222). MK323 is a component of QST SM 323, The Cross Functional Core. Introduces students to the field of marketing management: analysis, planning and implementation of marketing strategies as the means for achieving an organization’s objectives. Students analyze cases and participate in workshops that focus on key marketing management tasks: marketing research, consumer behavior, segmentation and targeting, sales forecasting, product and brand management, distribution channels, pricing, and promotion and advertising strategies. A semester-long business plan project explores the interactions and the cross functional integrations between marketing, operations, information systems, and finance. 4 cr.
MK435: Introduction to the Music Business and Music Marketing
Prerequisite: QST MK 323 or equivalent. Offered in Los Angeles. Survey of the music industry with a focus on understanding of its structure and the intersection of business and music. Discusses key areas of music marketing, including opportunities for musicians, including publicity, advertising, promotion (online and traditional), digital distribution, touring, licensing/synch, and radio. 4 cr.
MK444: Business of Sports
Prerequisite: MK323. This course examines the business side of sports. The global sports industry is a multi-billion dollar business highly intertwined with our economy and society. This course will profile many aspects of the sporting landscape to highlight the diverse nature of the decisions, and their consequences, that confront managers relative to various financial, marketing, and strategic issues. It will provide students with a broad overview and challenge them to use their analytical, creative, and communication skills to synthesize background and current information from the perspective of various stakeholders. 4 cr.
MK445: Consumer Behavior
Prerequisite: QST MK 323. Provides insight into the motivations, influences, and processes underlying consumption behavior. Considers relevant behavioral science theories/frameworks and their usefulness in formulating and evaluating marketing strategies (i.e., segmentation, positioning, product development, pricing, communications). 4 cr.
MK447: Marketing Research
Prerequisite: QST MK 323. Required for Marketing concentrators. Introduces tools and techniques of marketing research as an aid to marketing decision making. Definition of research problems, selection of research methodologies, design of research projects, interpretation of research results, and translation of research results into action. 4 cr.
MK449: Business Marketing
Prerequisite: QST MK 323. Explores in-depth the unique aspects of marketing to business and institutional customers in an increasingly complex, competitive and global marketplace. The course exposes students to a wide range of industrial products and services, and the technology, demand, competition, and requirements for success that characterize each of them. Topics include marketing strategy, organizational buyer behavior, business market segmentation, market development, product development, B -to-B e-commerce, pricing, marketing channels, and business marketing communications, in the context of the U.S. as well as global markets. The course is taught through lectures, case discussions, and presentations and is designed to develop the analytical, decision-making, and communication skills of the students. 4 cr.
MK463: Services Marketing and Management
Prerequisite: QST MK 323. Covers topics relating to customer service management and focuses on the role of marketing in managing services. Also covered are human resource, information management, operational, and financial overlaps with marketing throughout the course. Focuses on services, though there will be discussion of how services support products as well. Includes an applied service marketing team project for a real organization (for an organization which has requested a student team to address its customer service issues). The final deliverable for this project is a team consulting project for the organization and a final consulting report presentation to the class and the organization’s representative(s). 4 cr.
MK465: Retailing Strategy
Prerequisite: QST MK 323. Provides insights into all phases of retail and the inter-dynamics of today’s retail organizations. It emphasizes the importance of retail strategy, careful planning, analysis and outstanding the execution in the retail environment. Focus will be on the tools that good managers use to insure success in the highly competitive retail marketplace. Students will increase their knowledge of how consumers make purchasing decisions and how retailers try to influence those decisions. 4 cr.
MK466: Selling and Partnership Development
Prerequisite: QST MK 323. This course is an introduction to personal selling and sales force management. It is divided into two parts. The first introduces students to good selling strategy, tactics, techniques, and skills. Topics addressed include leads generation and management; preparing and making sales presentations and sales calls; handling objections, networking; building relationships; closing deals; and ethics. The second part focuses on issues related to managing a salesperson or a group of salespeople: sales force sizing, recruitment, selection, and training; designing compensation and reward schemes; establishing sales objectives/quotas; supervising, mentoring, coaching, and motivating salespeople. The course employs a combination of cases, lectures, role plays, videos, and classroom exercises. 4 cr.
MK467: Global Marketing Management
Prerequisite: QST MK 323 (also offered in London in the Spring semester). Develops a critical appreciation of both the opportunities and challenges associated with the increasing globalization of markets. Students will learn about the key environmental forces shaping the needs and preferences of the global consumer and the impact of foreign, political, and economic factors on the marketing mix. 4 cr.
MK468: Advanced Marketing Strategy
Prerequisite: QST MK 323. Provides the insight and skills necessary to formulate and implement sound marketing strategies and marketing plans. The course includes case analysis, guest speakers and a marketing management simulation where students take the role of brand manager. The simulation allows students to make decisions and see results on key topics such as segmentation, positioning, managing a brand portfolio, integrated marketing communications, and marketing channels. Other key topics explored in the course include strategic planning, customer decision making, life cycle, market response, competitive behavior, new product development, and product line management. 4 cr.
MK469: Integrated Marketing Communications
Prerequisite: QST MK 323. Marketing communication strategy has moved beyond advertising to include interactive marketing, sales promotions, direct marketing, public relations, the more. This course focuses on developing marketing communication strategy that integrates these tools for more efficient and effective communication. Topics include the establishment of objectives based on a situation analysis, developing subsequent messages, creative and media strategies, effectiveness testing, and client/agency relationships. 4 cr.
MK470: Pricing Strategy and Tactics
Prerequisite: QST MK 323. Focuses on the practical needs of the marketing manager when making pricing decisions. Students learn the techniques of strategic analysis necessary to price more profitably by evaluating the price sensitivity of buyers, determining relevant costs, anticipating and influencing competitors’ pricing, and formulating an appropriate pricing strategy. 4 cr.
MK472: Measuring Impact With Causal Methods
Pre-requisite: MK323. When is making a change to a price, algorithm, or product worthwhile? Rather than relying on the gut intuition of a manager, businesses are increasingly using experiments and other forms of causal data analysis to answer these questions. In this class, we will learn about causal methods, when they work, how to implement them in R, and how to apply them to digital markets. The business topics covered include pricing, balancing digital marketplaces like Airbnb and Uber, reputation systems, measuring influence in social networks, and algorithmic design. 4 cr.
MK475: Luxury Brands
Prerequisite: MK323. Creating and leveraging luxury brand equity is a significant challenge. This course will explore luxury entrepreneurship, innovation, and disruptive business models, the role of technology, craftsmanship, and design in the creation and evolution of luxury brands. We will address brand extensions, dilutions, and stretching as well as the ability to expand the brand globally. Tied to these are issues of the critical role of distribution channels, particularly retail channels, and luxury services in delivering the luxury promise. Threats to sustaining the value of one’s brand (e.g., threats to the supply chain) will be examined. The course will rely on cases, guests speakers, and a significant project. 4 cr.
MK476: Machine Learning for Business Analytics
Pilot course: Spring 2019. Prerequisite: QST MK 323. Description TBD. 4 cr.
Prerequisite: QST MK 323. This is a course about the art and science of branding, and the strategies through which companies can create, capture, and sustain shareholder value through brands. Through a mixture of theory and real-world cases, the course examines brands from the perspectives of the cultures and consumers who help create them, and the companies who manage them over time. Basic branding disciplines including positioning and repositioning, brand equity measurement, brand leverage, integrated brand communications, brand stewardship, and brand architecture are considered, as are more contemporary topics such as brand parodies, brand community, and branded entertainment. Particular attention is paid to branding challenges associated with today’s interconnected, consumer-empowered, and transparent web-enabled world. 4 cr.
Markets, Public Policy and Law
LA245: Introduction to Law
Prerequisite: SM131 or sophomore standing. Provides a broad overview of the American judicial system and fundamental legal issues. Examines dispute resolution, torts, contracts, criminal law, business organizations, employment law, intellectual property, and international law. The goal is to understand not only the basic rules of law but also the underlying social policies and ethical dilemmas. 4 cr.
LA346: Business, Justice and Responsibility
Prerequisite: QST LA 245 or consent of instructor and junior standing. Explores ideas of right and wrong, and how the law interacts with our morality. Examines contemporary social problems, such as whistle-blowing, business liability for crime, same-sex marriage, affirmative action, and capital punishment, from the perspective of the law. Also focuses on ethical issues facing businesses, such as leadership in a crisis, prosecution of corporations, and current events. Students read Supreme Court decisions, nonfiction accounts of litigation, and case studies, as well as watches films, in an effort to understand the law and analyze our ethical response to contemporary social issues. 4 cr.
LA355: Employment Law and Public Policy
Prerequisites: QST LA 245.Diversity is an essential ingredient in successful teams and successful workplaces. But, what are the legal and business issues involved in managing a diverse workforce? This course will provide an in-depth look at the legal issues involved in the employer/employee relationship. Cases and assignments are selected to highlight the management issues of diverse workforces, and focus on current case law and management trends. Topics include: discrimination, affirmative action, harassment, privacy, concerted activity, pay equity, and gender. Discussions will focus on the duties and rights of both parties and the business and management issues at stake in each case.
LA360: Real Estate Law
Prerequisite: QST LA 245. Real estate can generate spectacular wealth and contribute to unprecedented financial losses. Real estate is an essential component of every business that requires a physical location to operate. Real estate is where we sleep, where we attend school, where we work, where we play, where we go when we are sick -it quite literally is beneath everything we do. Every real estate transaction begins and ends with legal principles. Mastering the basics of property law puts one in a superior position. Knowledge of real estate law is imperative for those who plan to invest in or manage property on a larger scale. This course provides an overview of real estate law for tenants, present and future property owners, developers, investors, and public policy advocates. We examine the nature of real property and property ownership, residential and commercial real estate transactions, and selected issues of real estate development. 4 cr.
LA430: Entertainment Law
Offered in Los Angeles (Prerequisite for BU Students: QST LA 245 recommended) (Prerequisite for Non-Boston University Students: Introduction to Business Law.) Covers the basics of entertainment law, including constitutional, contracts, labor, and employment law and intellectual property rights. Students develop a clear understanding of the applicable laws and how these laws have been applied in the past, how they are applied today, and how they might be amended and applied in the future. Students learn applicable legal concepts, practical insights, and an appreciation of how to deal with lawyers and the law in their entertainment business futures. It is intended to provide a good conceptual understanding of the law and demonstrate its relevance through case study, reading, guest speakers, field trips, and intense discussion. The application of the law to the digital now, the digital future and the Internet now crucial, indeed central, to any discussion of entertainment will be included throughout and be the subject of an entire class toward the end of the course. The law to be explored will be constitutional, copyright, trademark, contracts, labor, employment, and remedies and their application to and use within the entertainment business. 4 cr.
LA450: Law and Risk Management
Prerequisite: QST LA 245. Due to the financial crisis of 2008, the industry has re-aligned its business models to a risk-based approach for products and services. In response to this paradigm shift, Advanced Business Law, now known as Law and Risk Management, will focus on the identification, assessment, and management of operational and regulatory risk in the context of the law. Topics covered will continue to include contract risk, commercial financing, the Uniform Commercial Code, agency liability, bankruptcy, products liability, and real estate. The class will emphasize legal issues as a component of effective strategic business planning with a particular emphasis on duties and liabilities for corporate accounting. Group work includes contract drafting, interpretation, and negotiation. This course in part supplements many of the legal issues central to the accounting concentration and addresses many of the topics on the Regulation section of the CPA Exam. 4 cr.
LA365: Securities Regulation
Pre-reqs: LA245 and FE323 The securities industry is highly regulated by a complex set of federal laws designed to “protect investors, maintain fair, orderly, and efficient markets, and facilitate capital formation.” (www.sec.gov/about/whatwedo.shtml) Federal law governs the issuance of securities (“going public”), regulates companies whose shares are being traded (known as “issuers”), and makes rules for everyone working in the securities industry, including bankers, brokers, dealers, and investment advisors. Those issuers and financial institutions (and their employees or directors) who violate the myriad of federal laws regulating securities face civil litigation from shareholders, enforcement actions by the Securities and Exchange Commission, and criminal charges from the Department of Justice. This course will focus upon the key federal statutes that regulate securities and participants in the securities markets: the Securities Act of 1933, the Securities Exchange Act of 1934, Sarbanes-Oxley, the Dodd-Frank Act of 2010, the Foreign Corrupt Practices Act, and several criminal statutes that are utilized for violations of securities regulation. We will read statutes and case law, and use examples and guest speakers to understand the application of the law in real life. The class is intended for students interested in careers in finance or leadership in a public company. The goal is not to create securities lawyers, but to give students an awareness of the regulation and the legal risks involved in the securities market. 4 cr.
LA484: Online Privacy & Internet Law
Pilot course: Spring 2019. Prerequisite: None. This course explores online privacy regulation and law, cybersecurity law, and Internet regulation. The goal is not to create Internet regulatory attorneys, but to give students a solid awareness of the Internet privacy regulation and the pitfalls of not being aware of those regulations. Students will also learn how to create crisis strategies for dealing with a major breach. During the course, we will read privacy regulations and privacy orders and study the significant FTC privacy and breach cases. We will have guest speakers that will explain real-life, first-hand experiences with privacy and cybersecurity breaches, how a real crisis was handled, and what could have been done to prevent the breach and improve on the response. By the end of this course, students will understand Internet regulation and its significance for businesses using the Internet. 4 cr.
PL350: The Psychology of Decision Making: Implications for Business and Public Policy
Prerequisite: Sophomore Standing. This course provides an introduction to how individuals make decisions by applying the tools of psychology and economics. We will learn to identify common mistakes and biases. Students will have the opportunity to evaluate their own decision-making ability and learn how to make improved decisions. We link each aspect of decision-making studied to current personal finance decision, business problem, and/or public policy issue. This course will improve negotiation ability and prepare students to use social science data to support decisions. The course consists of case discussions, lectures, and experiments, as well as a project applying insights from the course to students’ topic of choice. 4 cr.
PL420: Mistakes We Make: Applications to Financial Decision Making
Prerequisite: FE323, IS323, MK323 and OM323. Provides an introduction to how individuals make decisions. Students will learn to identify predictable and systematic mistakes and errors of judgment that people make, including procrastination, status quo bias, and misperception. The course will focus on understanding how these biases affect decisions of individuals and firms, such as financial /investment decisions and project management. Students will learn to improve their own decision-making, identify business opportunities, and understand how law and regulation responds to limited decision-making ability. The course will consist of case discussions and lectures, and includes a project applying insights from the course to students’ topics of choice. 4 cr.
PL425: Introduction to the Health Sector: Issues and Opportunities
Prerequisite: junior or senior standing. This course provides a dynamic introduction to the health sector, beginning with the burden and distribution of disease and current patterns of expenditures. While the primary emphasis will be on the U.S. healthcare system, a global context will be developed. The basic elements of insurance and payment, service organization and delivery, and life sciences products (drugs, diagnostics, and devices) will be described, and placed in the context of the unique economic structure of the sector. The intense challenges of the sector will be explored, including ethical, social and organizational dilemmas that arise as well as business opportunities that emerge. The roles that government policy, rapid technology growth, and practice development play as drivers of system change will be addressed throughout. 4 cr.
PL430: The U.S. Healthcare System in Transition
Prerequisites: junior or senior standing. The U.S. health care system has undergone sweeping change as a result of the Patient Protection and Affordable Care Act (ACA) of 2010. Knowledge of how the reform law is affecting health care organizations, health professionals, consumers, and American businesses is essential for everyone, especially those planning careers in management or business. This rigorous seminar, which counts toward the Health & Life Sciences concentration and the Law and Public Policy concentration, provides an in-depth look at the economic, political, social and organizational challenges facing the nation as attempts to repeal-and-replace the ACA are debated by Congress. Students read and analyze articles, business cases, issue briefs, and legal opinions from diverse perspectives to learn how the U.S. health care system came to be and how it will change in the future. 4 cr.
Operations & Technology Management
OM323: Operations and Technology Management
Prerequisite: SM131 and FE101; ES275 (or SM151); AC221; AC222; OB221; QM221 (formerly SM221); QM222 (formerly SM222). OM323 is a component of QST SM 323, The Cross Functional Core. Focuses on the elements of operations management that are of particular importance in the context of new product development. These include: product and process design, process analysis, supply chain configuration, inventory management, and capacity and production planning. A semester-long business plan explores the interaction between operations management and marketing, information systems, and finance decisions. 4 cr.
OM440: Operations Strategy
Prerequisite: QST OM 323. Explores the ability of an organization’s operations to satisfy its strategic requirements by investigating the influence of decisions made about the structure capacities, facilities, technology, and vertical integration and infrastructure workforces, quality, production planning and control, and organization of an organization’s operations and its capabilities. These decisions are considered in the context of different types of performance improvement plans organizations use: quality management, lean, reengineering, supply chain management, strategic alliances, and performance management. 4 cr.
OM441: Operations Analysis
Prerequisite: QST OM 323. Presents tools and modeling frameworks that are relevant to solving today’s supply chain problems. The class is a mixture of case discussions, lectures, games, and outside speakers. Case discussions cover subjects including designing new-product supply chains, optimizing inventory levels, quick response, and capacity management. Lectures provide the theoretical foundation for the course; the major subjects are inventory theory and forecasting. Although the course is not overly focused on mathematics, enough detail will be provided so that students can apply the material in practice. Games including the distribution game, the OPT game, and the Beer Game reinforce the concepts in a constructive way. Finally, outside speakers present real-world examples of how supply chain models are being developed in practice. This course is designed for students that will be working in consulting or supply chain management after graduation. For students majoring in areas like Finance or Marketing, it is a solid exposure to an area that is integral to any product-focused company. 4 cr.
OM443: Supply Chain Modeling Practicum
Prerequisite: QST OM 441 or OM 465; and instructor’s consent. Provides hands-on exposure to modeling a real-world multi-echelon supply chain problem. Students work in teams and are assigned to solve a supply chain problem presented by a local company. The projects focus on determining the optimal solution as well as near-optimal solutions that can be more easily implemented in practice. 4 cr.
OM447: Operations Management in Service Sector
Prerequisite: QST OM 323. Introduces students to the special challenges of managing service organizations. Structured around the service quality gap model, the course demonstrates that a service manager must combine operations, marketing, and human resource skills into an integrated “service system general manager” approach. The course incorporates the following topics: service strategy, service system design, service quality, multi-site services and technology in service. 4 cr.
OM453: Project Management
Prerequisite: QST OM323. Focuses on project management from two perspectives. First, the course explores management of projects on a day-to-day basis at the functional, operational level, dealing with the management of tasks, resources, risks and timelines within an individual project. The course also covers project management on a more strategic level, program management, which identifies linkages between and among a portfolio of projects at the business unit or firm level. The course covers the tools, techniques, roles, and responsibilities that are critical in managing programs effectively and managing projects to completion. 4 cr.
OM465: Improving Quality: Six Sigma Certification
Prerequisite: QST OM 323. Six Sigma quality programs help companies deliver near-perfect products and services. People trained as Six Sigma experts are highly sought after on the job market. This course makes students proficient in Six Sigma including its underlying philosophies, tools (for example, statistical process control), and implementation. This course certifies students as Six Sigma Green Belts and is also designed to prepare students so that when they complete one or more quality improvement projects in a post-BU career, they will be ready to test for a “Black Belt.” 4 cr.
OM467: Global Supply Chain Management
Prerequisite: QST OM 323. Develops an understanding of the nature of international problems associated with the supply, distribution, and sourcing of products. Issues such as the operational support of market development in foreign countries, international sourcing, country analysis, and the management of supply and distribution activities are covered. A team project is required. 4 cr.
OB221: Dynamics of Leading Organizations
Prerequisite: Sophomore standing; SM131 and FE101. This is an experiential learning-based course that studies what people think, feel and do in organizational settings, focusing on individual, interpersonal, group and organizational processes. The primary objective is to help students understand and manage organizational dynamics as effectively as possible. This is done through: analysis of readings; reflecting on hands-on, real-time experiences in organizations and in teamwork here; practice opportunities in class sessions, creative applications and team exercises; and papers written by students and teams. The readings, discussions and lectures provide students with abstract knowledge about organizational behavior processes and structures; the semester-long “OB Team” experiences, working together as an intact team to address real-world problems, will provide skill-building opportunities to help manage one’s own and others’ behavior in teams and organizations in the future. Major topics include personality, motivation, team dynamics, leadership and organizational change. 4 cr.
OB441: Human Resource Management
Prerequisite: QST OB 221. Introduces students to the field of human resource management (HRM). Emphasizes the strategic importance of effective human resource management to the success of any organization. Specific topics covered include: job design and workforce planning, recruiting and selection, training and development, performance management and rewards, employee and labor relations, and retention. Particular attention is paid to the ways in which organizations’ strategies and practices around these issues contribute to the strategic objectives of the organization. Individual and group projects enable students to develop skills in making decisions from both the human resource manager’s and the general manager’s perspectives. 4 cr.
OB442: Leading High Performance Teams and Project Groups
Prerequisite: Junior or senior standing. Provides an opportunity for students to develop an in-depth understanding of creating, leading and maintaining high performance teams—and in particular, project groups that have clearly defined goals and deliverables. Students will learn to structure and organize high performance teams, develop and practice team interventions, and use teams effectively in organizational contexts. 4 cr.
OB444: Leading in a Global Environment
Prerequisite: QST OB 221. Examines the many dimensions of managing people in the global organization. Topics include understanding and valuing cultural differences, cross-cultural communication, managing cross-cultural teams, and career management in global organizations. 4 cr.
Prerequisite: QST OB 221. Required for Organizational Behavior concentrators. Focuses on the problems and possibilities of effective negotiations, conflict management, and power and influence at work and in other settings. Emphasizes developing both intellectual knowledge of approaches to negotiation, conflict and organizational influences and practical skills in applying that knowledge to various situations. 4 cr.
OB456: Leadership and Management of Social Enterprises
Prerequisites: QST AC 222 and QST OB 221. A well-managed social enterprise can translate idealism into action. It can help create a world that is more sustainable, more compassionate, and more just. This course will explore the distinctive aspects of launching, leading, and growing an enterprise — nonprofit or for-profit — whose primary goal is social impact. We will study mission, strategy, cause marketing, social entrepreneurship, and scaling. We will learn that success for social enterprise is driven less by a compelling story or a charismatic advocate than by diligent management and insightful leadership. The course will use a variety of lively in-class learning activities and assignments, including debates, role plays, case studies, site visits, and guest experts. All students will conduct a research project on a social enterprise of their choice, culminating in a paper and presentation. 4 cr.
OB460: The Leadership Challenge
Prerequisite: Junior or senior standing. Required for Organizational Behavior concentrators. Explores the nature of leadership in theory and practice. Emphasizes the perspective that leaders are needed at all levels in organizations. In addition to studying leaders, this course uses self-assessment as an initial step in creating a plan for personal leadership development. Students practice leadership by designing and executing a team community service project. 4 cr.
QM221: Probabilistic and Statistical Decision-Making for Management
Prerequisite: SM131; FE101 previously or concurrently; CAS MA121 or MA123 previous or concurrent. Exposes students to the fundamentals of probability, decision analysis, and statistics, and their application to business. Topics include probability, decision analysis, distributions, sampling, estimation, hypothesis testing, and chi-square. Please note: Students may not receive credit for both QST QM 221 and CAS EC 305. 4 cr.
QM222: Modeling Business Decisions and Market Outcomes
Prerequisite: Sophomore standing; QM221; CAS EC101. Examines the use of economic and statistical tools for making business decisions. Topics include optimization (including linear programming), multiple regression, demand modeling, cost modeling, industry analysis (including models of perfect competition, monopoly, and oligopoly), and game theory. The course emphasizes modeling with spreadsheets. 4 cr.
Prerequisite: SM131 and FE101; ES275 (or SM151); AC221; AC222; OB221; QM221 (formerly SM221); QM222 (formerly SM222). QM323 is a component of QST SM 323, The Cross Functional Core.Teaches quantitative methods and modeling techniques that will improve the student’s ability to make informed decisions in an uncertain world. The two major modules of the course are models for optimal decision-making and decision-making under uncertainty. The first module focuses on methods and predictive models for decision-making; how optimization models are used to identify the best choice; and how choices change in response to changes in the model’s parameters (sensitivity analysis). The second module covers the measurement and management of risk and Monte Carlo simulation. Throughout the semester, we will perform hands-on analysis that will improve Excel modeling skills; discuss the ethical use of data analytics; and learn to recognize pitfalls and biases in quantitative decision-making. 4 cr.
SI250: Ideas to Impact
This course is required for the Innovation and Entrepreneurship minor. The goal of this course is to expose students to the conceptual frameworks that guide ideation and innovation. Thus it will include all five learning principles the guide design of the Innovation and Entrepreneurship minor. The course analyzes the conditions that foster innovation as well as the process by which ideas progress from conception to implementation and execution, and the creation of either economic or social impact. Students will be exposed to theories on the conditions that affect the generation and development of creativity and innovation within individuals, teams, cities, and regions. To foster experiential learning, the whole class will be structured around the process of innovation with a “live case” that focuses on creating social innovations for the City of Boston. When people think about great social challenges, they often look afar to distant countries. Yet, many social problems lie right around the corner from students’ daily lives. Students will develop a toolkit comprised of brainstorming, design thinking, human centered design, prototyping, storyboarding and field research. Students will conduct original field research within the City of Boston and identify a challenge or problem to address which they will focus on for the duration of the course, culminating in final presentations. 4 cr.
Effective Fall 2019, this course fulfills a single unit in each of the following BU Hub areas: Social Inquiry I, The Individual in Community, Creativity/Innovation.
SI352: Innovation & the Dynamics of Enterprise in America (IDEA)
Prerequisite: CAS EC101 and CAS WR120; CAS EC102, QST FE101, QST SM131 recommended. This course reviews the history of innovation in USA, focusing on ‘golden era’ of innovation from 1870—1940, as well as enabling innovations from 1776-1840 and subsequent innovations of 1940-present. For each innovation, we will explore nature of the technological advance, the historical circumstances giving rise to the innovation, and the economic, business, social, and ethical issues associated with the innovation, as well as modern-day analogs and implications of the innovation. Overall, this is designed to be a multi-disciplinary course that helps students understand the history of commercialized innovations and their impact on business and society. 4 cr.
SI422: Strategy, Innovation, and Global Competition
Prerequisite: QST FE323, QST MK323, QST OM323, QM323. Provides students with a powerful set of tools which will prepare them to analyze, formulate, and implement business firm strategy with the aim of attaining sustainable competitive advantage. Adopts the perspective of the general manager, challenging student knowledge in each functional area in the effort to create integrative strategies that serve the needs of shareholders, as well as other stakeholders inside and outside the company. The course includes conceptual readings, which elucidate the fundamental concepts and frameworks of strategic management, as well as case analyses, which enable students to apply their knowledge to real-world situations and managerial decisions. The course culminates with a final project, which requires student teams to perform a complete strategic analysis on a public company, considering its industry environment and dynamics, its strategic positioning and internal resources, and proposing a course of action for the firm to respond to its strategic challenges. 4 cr.
SI430: The Multidisciplinary Sustainable Energy Practicum
Prerequisite: QST SM131 or SM121/122 or SM299; CAS GE150; ENG EK225. Required course for the Undergraduate Minor in Sustainable Energy. Serves as the capstone project providing students with a multidisciplinary experience that applies ALL three disciplines on the Undergraduate Minor in Sustainable Energy, i.e. Business, Environmental Sciences and Engineering. The practicum is offered in conjunction with a “sponsoring company” to provide students with a hands-on experience with a real-world sustainable energy project. 4 cr.
SI432: Corporate Strategy: Formulation and Implementation
Prerequisite: SI422. This course deepens students’ understanding of why and how multi-business corporations can successfully expand their operations into new business areas. The course exposes students to the challenges associated with a range of strategies firms use to manage the vertical and horizontal scope of their activities. These strategies include vertical integration, partnering and supplier relationships, related and unrelated diversification, globalization, franchising, alliances, acquisitions and divestitures. Along with examining the formulation of these corporate strategies, the course also examines the implementation considerations in order to create successful conditions for the pursuit of these strategies. Topics addressed include questions related to the formal organization (i.e., reporting relationships, structural design, incentives, budgeting authority) as well as the informal organization (i.e. culture, dissent, networks) 4 cr.
SI435: Entertainment Management
Offered in Los Angeles (Prerequisite for BU Students: QST FE323, QST MK323, and QST OM 323.) (Prerequisite for Non-Boston University Students: Introduction to Finance, Introduction to Marketing, Introduction to Information Systems or Introduction to Operations Technology Management.) (Offered in Los Angeles) Surveys the application of management concepts and principles to the film, television, video, new media and music industry. This course examines administration and finance, development, production, and distribution, and introduces students to the organizations and people (such as studios, independent production companies, talent managers, and agents) who manage, invest, and eventually profit in this creative industry. Much of the class time is spent in discussion of current entertainment industry trends. Students gain the skills to achieve their own entertainment goals. 4 cr.
SI438: Talent Representation and Management
(Offered in Los Angeles) Using case studies and business models, students examine the manner in which critical players interact and attempt to work together in behalf of clients in an effort to make their “professional dreams” come to fruition. Participants will gain an understanding of the different areas of talent representation, how each one functions in the scope of a talent’s career and what the responsibilities are for each position in each area of representation. Participants will also gain a clear view of what the business of Entertainment Representation has to offer as a chosen career. 4 cr.
SI443: The Art of the Start
Prerequisite: QST FE323, QST MK323, QST OM 323 and QST SI444 or permission of the instructor. Focuses on sales strategy and execution, critical factors in building a successful business. The entrepreneur, having successfully created a novel offering, must create and keep a customer. This course provides students with effective sales skills to create traction with customers and maximize revenue growth. In addition, students learn new frameworks to evaluate the various market channels, trade-offs in strategic partnerships, and approaches to managing a field sales force. The course also addresses identifying early adopters, pricing strategies, and the selling process. Students engage in a field project assisting an entrepreneur with the go-to-market strategy. 4 cr.
SI444: Entrepreneurship: Solving Problems in a Dynamic World
Prerequisite: QST FE323, QST MK323, and QST OM323; or QST SI480 and senior standing. This course addresses the principles, processes, and frameworks that are the underpinnings of entrepreneurship and the entrepreneurial spirit. This is a hands-on, experiential learning course that integrates previous coursework into a coherent picture and gives the student an understanding of the way that entrepreneurship can drive change, achievement, and value creation in commercial, societal, and philanthropic domains. Students will also be able to understand how the entrepreneurial mindset can spur achievement and strengthen performance in a wide variety of careers and pursuits. Students have the opportunity to form an idea and drive it through the entrepreneurial process, gaining both practical and theoretical experience in the art and science of entrepreneurship. 4 cr.
SI445: Managing the Growing Enterprise
Prerequisite: QST FE323, QST MK323, and QST OM323; or QST SI480. Designed to help students understand the intricacies of running a small company. The course addresses the major challenges in small companies, including valuation, negotiation, deal structure, personnel and compensation, and marketing and financing. Exposes students to a wide range of business activities, emphasizing significant differences between large and small enterprises. The course uses a competitive computer simulation to provide students with the opportunity to “run” their own business. 4 cr.
SI448: Dilemmas in Scaling New Ventures
No pre-reqs. The purpose of this class is to increase students’ chances of success in their early stage ventures by helping them avoid common team-related mistakes. We explore specific dilemmas that founders face–decisions that arrive early on, can be uncomfortable, and that need to be made with minimal information–but that can have far-reaching consequences. Whether the founding team stays together, whether the venture achieves an attractive exit, and the extent to which the founder(s) share in those rewards can all be largely determined by early-stage choices. 4 cr.
SI451: Organizing for Design and Innovation
Prerequisite: QST FE323, QST MK323, and QST OM323; or QST SI480. This course examines how managers and leaders can create the conditions for innovation at the individual, team and organizational levels – and how those conditions differ for startup and mature organizations. Managing innovation includes the generation of ideas; the integration of those ideas into new product concepts; and the commercialization of those ideas. While core strategy courses address the questions of what innovations to pursue and whether and when those innovations will bring value, this course addresses the question of how managers can create organizations to deliver sustainable innovations of value. 4 cr.
SI453: Strategies for Environmental Sustainability
Prerequisite: QST FE323, QST MK323, and QST OM323; or QST SI480. This course focuses on understanding the impact of regulations, customer preferences, and changing industry dynamics that increase the pressure for environmental sustainability in order to evaluate and craft recommendations for firm strategy. This course also helps prepare managers to better understand how to engage these issues with stakeholders, including investors, regulators, and nongovernmental organizations, as well as customers and suppliers. 4 cr.
SI456: Social Entrepreneurship and Sustainable Impact
Pre-requisite: QST FE323, MK323, OM323, and QM323; or SI480. This course is designed to expose students to the business tools and key foundational learnings (social, environmental and cultural) around social enterprise, scaling and innovation in today’s conscious business environment. Students will learn how to operate in a shared economy through the principles of social enterprise, conscious capitalism, and cultural and societal shifts that have led to the rise in social consciousness, corporate social responsibility and the modern enterprise; models of impact that are supporting the Sustainable Development Goals (SDGs), how Shared Value systems are engaging business leaders today; hybrid models that are occurring in today’s business landscape that are blurring the lines between nonprofit and for-profit organizations; social scalers that are changing the dynamic in business today; risk models that are being developed to manage towards the triple bottom line; the rise of benefit corps, BCorps and flexible purpose corporations that are redefining the landscape of organizations; and impact investing as a catalyst for supporting social enterprise efforts and leading towards heightened social consciousness in our society both from the individual investor and institutional markets. 4 cr.
SI464: Intellectual Property Strategies
Pre-requisites: FE323, MK323, OM323, QM323. This course looks at how companies can best use intellectual property (patents, trademarks, copyrights, trade secrets) to protect their proprietary ideas and investments in knowledge assets, shape competition, and realize value from innovation. 4 cr.
SI469: Real Estate Development
Prerequisite: QST FE323, QST MK323, and QST OM323; Real estate development is a process rather than a product. Too often, assumptions about occupancy, market absorption, rental income growth, valuation and competition are based on guesswork and interest in specific product types. The course reviews the underlying demographic market data that drives demand; utilizing data such as population and job growth, market and marketability analysis. The focus then shifts to site selection and feasibility analysis, the available methods of gaining site control and the process of assembling the professional team. Later, the course reviews the regulatory control process, along with budgeting and contract award and review of the construction control processes. The course is introductory in nature and assumes students have little or no knowledge about the development process. 4 cr.
SI471: International Entrepreneurship
Prerequisite: QST FE323, QST MK323, and QST OM 323. Designed for students who may at some point be interested in pursuing managerial careers in the international entrepreneurial sector, and covers the development of skills to identify, evaluate, start, and manage ventures that are international in scope. Over the course of the semester, the class “travels” to more than fifteen countries on five continents, and analyze operations at each stage of the entrepreneurial process. The course covers market entry, forming alliances, negotiations, managing growth, and cross-border financing. Support from local governments, and the cultural, ethical, legal, and human resource issues facing the entrepreneur is also covered. 4 cr.
SI480: The Business of Technology Innovation
Open only to seniors and juniors in the College of Engineering. QST students cannot take this course for degree credit. Provides an introduction to entrepreneurship and business for the engineer. Topics include finding business ideas; recognizing good from bad businesses; understanding the importance of business model; how to turn technology into a business, including what to sell and how to sell it; the role of engineering within a business; business financial statements; venture capital, and criteria for starting a company or joining a startup. 4 cr.
SI482: Strategy for Technology-Based Firms
Prerequisite: QST FE323, QST MK323, and QST OM 323, or QST SI 480. Serves Questrom students concentrating in entrepreneurship or who are interested in high-technology sectors, and ENG students who have taken QST SI480. This interdisciplinary course covers technology life-cycles, the co-evolution of industries and technologies, strategies for commercialization of new technologies (appropriability, acquiring complementary assets and capabilities, managing technical teams, and impact of regulatory and other environmental factors on commercialization). Special emphasis is placed on joint learning and interdisciplinary teamwork by students across Engineering and Questrom. 4 cr.