Elective Courses offered in MBA for Executives Programme

The academic groups of the Institute offer a wide range of elective courses for MBA for Executives Programme. This is the list of elective courses to be offered this academic year. The list is revised every year - new courses are added and some courses may not be offered in a particular year. Institute also invites Visiting Faculty from India and abroad to teach courses in their areas of expertise.

BUSINESS ETHICS AND COMMUNICATION GROUP

1
COURSE Problem Solving Techniques in Corporate Communications
INSTRUCTOR Prof. Pragyan Rath
CREDITS 1.5

Course Objective: To be able to derive, apply and conceptualize communication strategies from

  • underlying cultural grammar/s in managerial structures
  • conflicting complexities in seemingly unified propositions
  • Symbolic narratives that construct/distort managerial structures in competing markets.
  • Art History and Aesthetics
  • Fiction Theory / Possible World Theory
2 COURSE Problem Solving Techniques in Corporate Communications(2) INSTRUCTOR Prof. Pragyan Rath CREDITS 1.5

Course Objective: To be able to derive, apply and conceptualise communication strategies from

  • Art History and Aesthetics
  • Fiction Theory / Possible World Theory

ECONOMICS GROUP

3
COURSE International Economics
INSTRUCTOR Prof. Parthapratim Pal
CREDITS 1.5

Course Objective: The following topics will be addressed:

  • What international economics is all about
  • Classical Trade Theories in Brief
  • Modern Trade Theories in Brief
  • Trade Policy Instruments
  • Present Multilateral trading system
  • Regional trade agreements
  • India and International Trade
  • International economics and balance of payments
  • International Monetary System
  • Open Economy macroeconomics

4
COURSE The Modern Firm
INSTRUCTOR Prof. Arijit Sen
CREDITS 1.5

Course Objective: The value net of a firm places the firm in the centre of the net, and studies the strategic relationship between the firm and the following five sets of players: (1) Input suppliers – who supply both physical and financial inputs to the firm; (2) Customers – to whom the firm sells its products and services; (3) Existing competitors – who currently compete with the firms in terms of inputs purchases and output sales; (4) Potential competitors – who wait in the wings for suitable opportunities to enter the industry; and (5) Complementors – those other firms whose technical expertise can be used by the firm to enhance its value proposition. In the current course, we intend to explore various strategic issues that arise in the different relationships that exist between a firm and all the players that constitute its value net.

5
COURSE Strategy for Non-market environments
INSTRUCTOR Prof. Sourav Bhattacharya
CREDITS 1.5

Course Objective:

  • To be able to analyse the non-market environment and identify threats and opportunities
  • Formulate strategy for non-market stakeholders and integrate it with market strategy

6
COURSE Econometric Tools for Business Managers
INSTRUCTOR Prof. Manisha Chakrabarty
CREDITS 1.5

Course Objective: In this course, students would learn the basics of econometric methods and associated measurement issues and diagnostic testing procedures of the fitted model. Along with this students would also learn to visualize and explore regression data; to forecast based on regression models; And a statistical software called “R” which enables them to have hands-on experience with the real data.

FINANCE AND CONTROL GROUP

7
COURSE Derivatives
INSTRUCTOR Prof. B.B Chakrabarti
(Visiting Faculty)
CREDITS 1.5

Course Objective: There has been a dramatic growth in markets for financial derivatives in recent years. Modern managers can use financial derivatives such as futures, options and swaps to hedge particular kinds of risks or to change the returns on their portfolios in certain ways. The purpose of this course is to provide the student with the necessary skills to value and to employ futures, options and other related financial instruments. On completion of the course, students will be able to a) describe the operation of derivative markets covered in the course, b) calculate the price of various derivative securities c) create Strategies to meet specified goals and d) evaluate and change these strategies with changing economic conditions.

8
COURSE Bank Management
INSTRUCTOR Prof. Praloy Majumdar
(Visiting Faculty)
CREDITS 1.5

Course Objective: The objective of the course is to acquaint students with the nuances of banking in the perspective of the recent changes in banking. The course would start with the discussion covering the importance of banking in the economy and then gradually take students to the different aspects of banking in the present day context.

9
COURSE Entrepreneurial Finance
INSTRUCTOR Prof. Ashok Banerjee
CREDITS 1.5

Course Objective: Thousands of business ventures are started every year. Most fail within a short period. Of those that survive, some achieve rates of return high enough to justify the initial investment. Sometimes, even when a venture is highly successful, early financing mistakes limit the entrepreneurs’ ability to share-in the rewards. Financing start-ups is more of an art than science and requires a good understanding of the world of start-up, their financial needs and fair valuation. This course will provide a reasonable exposure to all the financial issues relating to a start-up.

10
COURSE Investment Management
INSTRUCTOR Prof. Vivek Rajvanshi
CREDITS 1.5

Course Objective: The objective of this course is to introduce the intuition and concepts of Investment analysis and portfolio management. Two broad decisions have been taken by any investors: allocation of the total investment in available asset classes and how to select the assets within asset classes for investment. The decision of allocation and selection of investment assets is based on the trade-off between risk and return, availability of the risk mitigating tools and investment horizon with other parameters. The aim of the course is to provide the theoretical underpinning of the subject with the implications in the real world. The course will help the participants in developing skills required to conduct assessment of current issues covered by media and specialized journals.

11
COURSE Financial Statement Analysis
INSTRUCTOR Prof. Sudhir Jaiswall
CREDITS 1.5

Course Objective: Financial Statement Analysis course aims to develop competencies vital for financial analysis and valuation of business enterprises:

  1. Analyzing a firm’s financial performance;
  2. Identifying its operating and financial strengths and weaknesses;
  3. Understanding the drivers of its enterprise value;
  4. ascertaining the quality of its earnings;
  5. forecasting its growth rates, revenues, earnings, & cash flows; and
  6. preparing its forecasted financial statements.

12
COURSE Investment Analysis and Portfolio Management
INSTRUCTOR Prof. Sudhakara Reddy
CREDITS 1.5

Course Objective: The objective of this course is to introduce the intuition and concepts of investment analysis and portfolio management. The aim of the course is to provide the theoretical underpinnings of the subject with the implications to the real world. This course will help the participants in developing skills required to conduct assessment of current issues covered by media and specialized journals.

13
COURSE Behavioral Finance
INSTRUCTOR Prof. Avijit Bansal
CREDITS 1.5

Course Objective: The key objective of this course is to help students 1. Understand the decision-making process of the market participants and its impact on asset prices, risk-return tradeoffs, and broad market movements 2. Develop a nuanced understanding of limits to arbitrage and market efficiency 3. Gain insights into more nuanced aspects of decision making such as anchoring, reference-dependent models such as Prospect Theory and its applications 4. Develop an understanding of biased beliefs such as overconfidence, over-extrapolation, and their impact on financial decision-making 5. Understand stock market anomalies and expose them to both the risk-based and behavioral explanation of the same 6. Develop an understanding of the influence of investor sentiment on risk-return tradeoff 7. Gain insights into biases in managerial decision making and the subsequent impact on corporate policies

MANAGEMENT INFORMATION SYSTEMS GROUP

14
COURSE Business Data Mining
INSTRUCTOR Prof. Uttam K Sarkar
Prof. Anup Sen
CREDITS 1.5

Course Objective: The course is aimed at helping students understand and appreciate the role of Data Mining for Business decisions in the broader context of making organizations smarter and intelligent in decision making.

15
COURSE Systems Thinking and Business Dynamics
INSTRUCTOR Prof. Rahul Roy
CREDITS 1.5

Course Objective: The concepts and frameworks covered in this System Thinking course will enable participants to:

  • Discover why dysfunctional dynamics persist in organizations
  • Understand why success in one area often means trouble for other areas, and how to avoid this problem
  • Identify and understand complex situations and the dynamics they produce
  • Assess in advance the likely impact of different policies and decisions on the growth, stability, and behavior of organizations
  • Design integrated growth strategies
  • Reduce critical delays in new product development and introduction
  • Make strategic decisions that result in outcomes consistent with overall objectives
  • Develop the ability to think systemically and dynamically
  • Implement successful change initiatives

16
COURSE Blockchain and Its Implications
INSTRUCTOR Prof. Subir Bhattacharya
CREDITS 1.5

Course Objective: At the end of the course, a participant will be able to:

- understand the features of the technology

- identify the application areas where the technology can make a difference

- appreciate the variations in the technology to suit specific genre of applications

- track the refinements and changes in the technology in future

17
COURSE Network Analytics
INSTRUCTOR Prof. Uttam K Sarkar
CREDITS 1.5

Course Objective:

  • To understand structural aspect of networks
  • To understand behavioural aspects of the structure in a network
  • To explore network-centric analysis of selected phenomena in organizations and society at large

18
COURSE Managing Information Business
INSTRUCTOR Prof. Soumyakanti Chakraborty
CREDITS 1.5

Course Objective: The objective of this course is to explore the economics of information industries and to equip students with an understanding of how it affects the business strategy of companies operating in these industries. Managers of tomorrow who understand the economics of these technology intensive industries would be better prepared to face the competition and be more successful than others. Probing into the rich literature on price discrimination, bundling, licensing, lock in, and network economics, students would get a rich perspective on the problems of setting prices of information and network goods and on designing product lines for such goods.

MARKETING GROUP

19
COURSE Strategic Brand Management
INSTRUCTOR Prof. Chandradeep Mitra
(Visiting Faculty)
CREDITS 1.5

Course Objective: To familiarize students with the key principles and practices of managing a brand or a set of brands, and also expose them to recent developments in terms of opportunities and challenges that today’s brand managers face. Given its strategic role, Marketing students must develop a critical understanding of the processes involved in building and managing brands. This elective course would create such a learning opportunity.

20
COURSE Consumer Behaviour
INSTRUCTOR Prof. Krishanu Rakshit
CREDITS 1.5

Course Objective: Consumer Behaviour (CB) is the study of the processes involved when individuals or groups select, purchase, use or dispose products, services, ideas or experiences to satisfy needs and desires. Given the centrality of consumption for any marketing activity, understanding CB is at the very heart of marketing research and practice. Since consumption is a part of a larger array of human activities, it is necessary to situate CB in the wider domain of human behaviour. Like most of the behavioural disciplines, CB is a complex area of inquiry with inter-disciplinary influences from Economics, Psychology, Sociology and Anthropology.

21
COURSE Marketing Research
INSTRUCTOR Prof. Suren Sista
CREDITS 1.5

Course Objective: The course introduces students to the research process in the Marketing context, but with possible extension to managerial problems across several allied domains of management. It enables students to conceptualize business problems into researchable problems, introduces them to efficient approaches to data collection – both qualitative and quantitative, and offers hands-on expertise to analyse data and offer precise solutions to the decision problem.

22
COURSE B2B Marketing
INSTRUCTOR Prof. Koushiki Choudhury
CREDITS 1.5

Course Objective: This course aims to give students an understanding of business marketing management. It presumes a familiarity with marketing concepts and frameworks gained through the core Marketing courses. The focus of class sessions delves into the practical application of theoretical frameworks and concepts. The class sessions will follow a participant-centered leaning model, with focus on exploring the unique, challenging issues in each area of business marketing. Students are expected to explore how business markets are different from consumer markets, and will be expected to delve into new emerging areas in business marketing and come up with how the frontiers of business marketing can be expanded in new, relevant dimensions.

23
COURSE Sales And Distribution Management
INSTRUCTOR Prof. Ramendra Singh (CC)
CREDITS 1.5

Course Objective: To familiarize the student with key decision making variables in managing distribution channels, sales force and logistics in the Indian context.

24
COURSE Product Management
INSTRUCTOR Prof. Prashant Mishra
CREDITS 1.5

Course Objective: The objective of this course is to inculcate amongst students the importance of products and product management to a company. It also aims at exploring both analytical as well as strategic dimensions of product related issues. In other words the course aims to introduce students to a range of issues that are of immediate and practical importance to a product manager. The purpose is to prepare students to perform well as junior / entry level marketing managers by identifying tasks that such professionals perform and by imparting necessary training to develop congruent skills and knowledge necessary to perform such tasks.

25
COURSE Digital Marketing
INSTRUCTOR Prof. Krishanu Rakshit
CREDITS 1.5

Course Objective: Digital marketing is an emerging discipline in the area of marketing; and we are currently witnessing an evolution in the area owing to the importance of this form of media. This course aims to provide students an overall understanding and working knowledge of digital marketing. A good grasp of fundamental frameworks alongside analytical thinking and creative ideas will be the perfect recipe for an effective digital marketer. While not as independent sessions, today’s all-pervasive themes of mobility and data analytics are integrated, and are part of the course. The final assignment will give the student a canvas to apply his or her learning from the course. This will involve building a comprehensive and compelling digital marketing plan – a challenge all marketers in the industry face.

26
COURSE International Marketing
INSTRUCTOR Prof. P.Y Agnihotri
CREDITS 1.5

Course Objective:

  1. To focus on emerging business environment in the world.
  2. To bring out the importance of international marketing; and
  3. To analyze global business principles and practices with reference to various global / international firms in general and Indian firms in particular.

27
COURSE Marketing to the bottom of the pyramid
INSTRUCTOR Prof. Ramendra Singh
CREDITS 1.5

Course Objective: This course will focus on understanding the commercially and socially innovative practices at subsistence marketplaces. It is expected that the course would help to enhance the understanding about innovative marketing approaches to be used for the BOP consumers, and/or producers. The pedagogy for this course would comprise of case studies (including video cases), research articles, presentations, class discussion, and lectures from experts (subject to their availability).

28
COURSE Sports, Entertainment and Media Marketing
INSTRUCTOR Prof. C D Mitra
CREDITS 1.5

Course Objective: This course will equip interested students with a conceptual framework of Sports, Entertainment & Media Marketing, and a here-and-now feel of what is happening in these domains on the ground in India today. While this course will have the basic theoretical underpinning of understanding the psychology of sports, media & entertainment audiences, it will also leverage the practical knowledge and experience of current examples & practices in these fast growing industries.

29
COURSE Integrated Marketing Communications
INSTRUCTOR Prof. Saravana Jaikumar (CC), Prof. D P Ghosh (VF)
CREDITS 1.5

Course Objective: This course is aimed at the Brand Manager of tomorrow. It endeavours to prepare students for their roles to apply techniques of marketing communications to launch, build and nurture brands. The course focuses on the strategic aspects of marketing communications. Whereas creative aspects (such as development of copy, visuals or storyboards) are touched upon the course, this is done to provide a basic understanding of such processes in the overall brand strategy.

30
COURSE Pricing Decisions
INSTRUCTOR Prof. Ritu Mehta
CREDITS 1.5

Course Objective: Pricing is one of the most important marketing decision, yet underutilized. The direct link between pricing and firm’s profit makes pricing as one of the most powerful business strategies. This course aims to introduce participants to basic concepts and principles of pricing. It will equip participants with tools and frameworks for formulating pricing strategies in different settings. It will expose them to the advantages and disadvantages of different pricing mechanisms. The course develops the economic and behavioral foundations of pricing, and discusses several innovative pricing models. The course will leverage the background of the participants to develop pricing framework based on the familiar context and generate insights from it.

OPERATIONS MANAGEMENT GROUP

31
COURSE Business Forecasting
INSTRUCTOR Prof. Sahadeb Sarkar
CREDITS 1.5

Course Objective: There are broadly three models of business forecasting schemes. The first type is the cause-and-effect model. In this model, one assumes a cause that influences an outcome. The second type is the time-series model, by which data is projected forward based on a method such as moving average, the simple average, exponential smoothing, decomposition, and Box-Jenkins. The third type of forecasting model is the judgmental model. In this case, one is required to produce a forecast where there is no useful historical data, for example, for a brand new product, or when the changed market conditions render previous data obsolete This course will attempt to cover all or most of the above techniques.

32
COURSE Revenue Management & Dynamic Pricing
INSTRUCTOR Prof. Preetam Basu
CREDITS 1.5

Course Objective: Revenue management is a process for capacity-constrained industries to maximize profitability by allocating the right inventory to the right customers at the right price. A familiar example comes from the airline industry, where tickets for the same flight may be sold at many different fares. One of the distinguishing characteristics of revenue optimization is the use of analytical techniques derived from management science to compete in complex and dynamic environments. It enables organizations to address three basic categories of demand management decisions: structural, price and quantity decisions. Revenue Management and is becoming increasingly important in retail, telecommunications, entertainment, financial services, health-care and manufacturing. The emphasis of this course will be on understanding the modeling aspects and the related issues of revenue optimization and dynamic pricing strategies. Through a combination of case studies, lectures, and problem-solving techniques, we will review the main methodologies and explore the application areas of revenue management in different industrial contexts.

33
COURSE Supply Chain Management
INSTRUCTOR Prof. Peeyush Mehta
CREDITS 1.5

Course Objective: This course on logistics and Supply Chain Management is designed as one that is application based and also attempts to integrate concepts covered in various courses. The learning goals are specifically:

  • Understand the fundamentals of Supply Chain Management (SCM) including its role in an organization and in integrating firms in a supply chain.
  • Understand the various concepts of SCM like coordination , planning for uncertainty, supply contracts, logistics managements, outsourcing and procurement management
  • Apply various analytical methods and tools so that the students are able to measure and evaluate various facts of supply chain performance.

34
COURSE Project Management
INSTRUCTOR Prof. Bodhibrata Nag
CREDITS 1.5

Course Objective: This course provides theories, concepts, and proven tools to equip managers to tackle these challenges effectively. Topics covered include: concepts of project phases; project planning; stakeholder management; project organizations etc.

Organizational Behavior GROUP

35
COURSE Leading People
INSTRUCTOR Prof. Chetan Joshi
CREDITS 1.5

Course Objective: To understand what leadership is and highlight the components of charismatic and transformational leadership. Also, to help participants understand the challenges in leading face to face and virtual teams, leading change in another culture, and leading a diverse workforce and to develop insights about crisis leadership.

36
COURSE Building Leadership Potential
INSTRUCTOR Prof. Leena Chatterjee
Prof. Abhishek Goel
CREDITS 1.5

Course Objective: This course presents an opportunity to the participants to assess their readiness and get feedback on their preparedness to take up leadership roles in near future. The participants will also be provided with opportunities to build their potential through participation in role plays and leadership dilemmas and scenarios, wherein they will be required to manage people, critique situations and take appropriate decisions. In summary, the course objectives are:

  1. Understanding of leadership competencies/capabilities
  2. Assessment of own leadership capabilities
  3. Test of those capabilities (Analysis, Reflection and Action)
  4. Reflection and action plan (including feedback)

Specifically this course caters to MBA for Executives Programme objectives numbers 3, 4 and 5.

37
COURSE Innovation by Design
INSTRUCTOR Prof. Debabrata Chatterjee
CREDITS 1.5

Course Objective: At the end of this course, participants shall be able to:

  1. explain the imperatives, antecedents and types of innovation
  2. explain and demonstrate basic skills in applying design thinking in innovation situations
  3. explain how to organize innovation teams and design organizations for innovations;
  4. explain the ethical and social dimensions of the impact of firm innovations.

PUBLIC POLICY AND MANAGEMENT GROUP

38
COURSE Assessing Business Environment
INSTRUCTOR Prof. Raghabendra Chattopadhyay
(Visiting Faculty)
CREDITS 1.5

Course Objective: The course aims to help participants to critically analyse the role of business in its environment with particular reference to the interrelationship of political, social and economic trends and its impact on public policy and regulation. The course will help participants to assess the broad environment for investment by analyzing and forecasting public policy trends.

39
COURSE Managing International Legal Environment
INSTRUCTOR Dr. R. Rajesh Babu
CREDITS 1.5

Course Objective: Managing International Legal Environment (MILE) course shall attempt to provide the students with an understanding on:

  • The nature of the international legal system, including the functioning of international organizations which regulate and influence international business relations
  • Identify and understand the legal concepts and framework related to the protection of International investment
  • Fundamental legal norms and principles governing international trade in goods and Services, trade remedies and barriers to trade;
  • Prohibited activities in the international environment; and
  • Pacific settlement of international disputes

40
COURSE Environmental Governance: Concepts and Tools
INSTRUCTOR Bhaskar Chakrabarti & Rajesh Bhattacharya
CREDITS 1.5

Course Objective: The course is multi-disciplinary in nature, drawing on a wide range of underlying theory and cases to show how the institutional aspects of decision-making, technology, and sustainable development are inextricably interwoven. The lectures and discussions focus on the emerging concerns for corporate environmental sustainability, environment management strategies, management of urban environments, governance of natural resources, and environmental conflicts.

STRATEGIC MANAGEMENT GROUP

41
COURSE Strategic Leadership
INSTRUCTOR Prof. Anirvan Pant
CREDITS 1.5

Course Objective: The principal learning objectives of the course are:

  1. To develop a conceptual and contextual understanding of the dimensions on which the top management teams of firms exercise agency in the pursuit of organizational objectives
  2. To cultivate skills in analogical reasoning in the course of a vicarious engagement with the practice of strategic leadership in a global context
  3. To develop a capacity for judgment, or strategic choice making under uncertainty, that builds upon the capacity for analytical problem solving honed in strategy compulsory courses.

42
COURSE Competing on Innovation
INSTRUCTOR Prof Ranjan Das
(Visiting Faculty)
CREDITS 1.5

Course Objective: To make the students understand how capabilities to innovate in product process and business models has become the principle source of competitive advantage, particularly against the backdrop of fast changing environment. It will also define different types of innovations and their applicability in the various competitive contexts that will eventually help the students to understand the organizational and leadership challenges of competing on innovation.

43
COURSE Strategy-as-practice: The social and political in strategy work
INSTRUCTOR Prof Biswatosh Saha
CREDITS 1.5

Course Objective: Strategy as Practice is a research stream with its roots in the broader ‘practice turn’ in social sciences. Over the last decade, it has emerged as a distinctive research approach for studying strategic management, organizational decision-making and managerial or strategy work. Strategy as Practice can be regarded as an alternative to the mainstream strategy research via its attempt to shift attention away from merely a focus on the effects of ‘strategies (as decisions or policies) on performance’ alone to a more comprehensive, in-depth analysis of what actually takes place in strategic planning, strategy implementation and other activities that deal with strategy or are known as involving strategy. In other words, Strategy as Practice research is interested in the ‘black box’ of strategy work.

This course seeks to help students to a) locate strategy work in mundane activities, b) reflect on questions of who is a strategy practitioner, c) why the world of strategy work is political.

44
COURSE Industry Analysis, Strategy and Performance
INSTRUCTOR Prof. Ranjan Das
CREDITS 1.5

Course Objective:

  • To learn analytical frameworks and tools for analyzing industry and competition and understand how competitive forces shape industry attractiveness
  • To discuss how these tools can be applied for understanding industry attractiveness in different types of industry settings
  • To understand how does an industry evolve over time and strategic choices available to a firm for exploiting industry context prevailing during different stages of evolution
  • 45
    COURSE Mergers, Acquisitions And Divestments
    INSTRUCTOR Prof. Sris Chatterjee
    CREDITS 1.5

    Course Objective:In this course, the term M&A is applied quite broadly and includes several specialized forms of Corporate Restructuring such as LBO’s and spin offs. It also includes a brief discussion of relevant issues of Corporate Governance, Securities law and Corporate Law.

    It includes the discussion of recent cases related to cross- border deals. Aside from accounting, tax and market effects, the choice of modes of payment is also important in unlocking and realizing the synergistic gains that a strategic merger is often premised upon. This will be examined in this course through a number of cases and readings.

    46
    COURSE Platform Business Models & Strategy
    INSTRUCTOR Prof. Ranjan Das (Visiting Faculty)
    CREDITS 1.5

    Course Objective:

    • The platform model explains the success of companies such as Google, Amazon, and Microsoft to Uber, Airbnb, and eBay. Seven of the 10 most valuable companies globally are now based on a platform. Digital connectivity is facilitating emergence of the platform model which is producing enormous benefits for society as a whole and for the businesses and other organizations that create wealth.
    • Application of platform thinking can now be seen not only in business but also in areas such as health care, education, energy etc. Platforms are changing our lives, societies and communities and government. Thus, understanding what a platform is, how does a platform work and how it has potential to disrupt any traditional business and help startups challenge industry leaders is a must for ensuring success at both business and individual level.
      However, it is also now well known that while some Internet-based businesses become hugely successful, many of them failed.

    HUMAN RESOURCE MANAGEMENT GROUP

    47
    COURSE Strategic Planning & Human Resource Management
    INSTRUCTOR Prof Randhir Kumar
    CREDITS 1.5

    Course Objective:

    • Understand the role and implication of HR in creating value proposition for investors, customers, line managers and employees.
    • Learn the applications of different tools and techniques for HR planning to achieve business goals (e.g. business expansion, downsizing and retaining employees).
    • Understand the criticality of key HRM sub-systems, the inter-linkages between them and the influence of HR decisions on performance (HPWS).

    CROSS FUNCTIONAL GROUPS
    From STRATEGY MANAGEMENT & PUBLIC POLICY AND MANAGEMENT GROUP

    48
    COURSE Deciphering and Developing Successful Strategies for Emerging Markets
    INSTRUCTOR Prof. Saptarshi Purkayastha & Prof. Biju Paul Abraham
    CREDITS 1.5

    Course Objective:

    The balance of power in the global economy is shifting rapidly. The newest economic behemoth, China, is snatching market power from the US, Japan, Europe at an alarming rate. But China isn’t alone. Many of the most attractive opportunities internationally are to be found in “emerging markets” in Asia, Latin America, Africa, and elsewhere. At the same time, the business environment in these economies presents special risks and challenges. These factors include poorly developed infrastructure, dominance of local firms including State Owned Enterprises (SOEs), risks posed by weak legal systems that limit the enforceability of contracts and property rights (including intellectual property rights), and corruption.
    The objective of this course is to help students understand the unique characteristics of emerging markets and equip them with toolkits and frameworks that will them to successfully confront the challenges they will face across emerging markets. The specific challenges in emerging markets arise from significant market, information and contracting failures. We will discuss these issues by integrating numerous business cases with insights gained from diverse academic streams, such as economics, strategic management, and political science to provide the global manager with a set of prospective strategic solutions to manage the challenges in emerging markets