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Electives
Customise your degree, the way you want it
Working towards a specific career objective?
Giá máy bắn cáExplore our portfolio of 35+ electives spanning everything from Fintech to supply chain.
Offered in flexible formats on weekdays, evenings and block weeks, electives support invaluable cross-generational learning with MBA, MiF and Executive Leadership programme students.
Our elective options are updated annually. Faculty and programme material are subject to change.
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Accounting
Giá máy bắn cá Accounting risk, regulation of standards and corporate governance.
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Digital Investing
This course will provide a framework for identifying digital companies and assessing their potential values. It will highlight why digital companies are fundamentally different both operationally as well as financially. Students will analyse opportunities for digital companies as well as discuss the significant risks facing such companies. The course will illustrate the key financial reporting considerations of digital investing, and students will learn where to find key financial reporting disclosures for digital companies and how they vary between types of digital companies. Leading executives and analysts will provide their insights into where the digital space is going. ELECTIVE CURRENTLY TAUGHT BY
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Financial Statement Analysis
The purpose of this course is to provide users with critical skills to analyse public companies' financial statements from the investor's perspective. The course is designed to be extremely practical and current in nature, and is aimed at getting you well on your way to becoming an informed and sceptical user of financial reporting information and in turn, laying the framework for you to become a competent and confident investor. The course will primarily consist of the following three components : i) pre-lecture notes that should be read prior to the class, ii) the lecture slides that will be available at the beginning of the course; and iii) current cases written, also available at the beginning of the course. Most of the cases will be in real-time so that we can simulate making investment decisions without the benefit of hindsight bias, and you can decide whether after our analyses you want to include the stock in your mock portfolio. ELECTIVE CURRENTLY TAUGHT BY
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Digital Investing
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Economics
Giá máy bắn cá Competition policy, industrial economics and economic integration.
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Emerging Markets
The aim of the course is to give a balanced evaluation of the opportunities and pitfalls for businesses in the main emerging markets of Russia, Central and Eastern Europe, Latin America, South and East Asia, Middle East, and Africa. A detailed framework will be provided within which to evaluate the risks and gains from doing business in a wide variety of emerging markets, particularly the BRIC (Brazil, Russia, India and China) economies. ELECTIVE CURRENTLY TAUGHT BY
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The Economics of a Pandemic
The Economics of a Pandemic ELECTIVE CURRENTLY TAUGHT BY
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The Power of Networks
The Power of Networks ELECTIVE CURRENTLY TAUGHT BY
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World Economy: Problems & Prospects
The aim of this course is to provide you with the knowledge of what the major issues affecting the global economy and financial markets are likely to be in the next five years and beyond. Therefore, as well as providing a deeper insight into policy and market issues, the course aims to give you greater experience in applying analytical tools developed during Understanding the International Macroeconomy (or a similar basic macroeconomics course) as well as extending your existing theoretical toolkit. We analyse developments of countries and regions of the world as examples on the basis of which we build the understanding of broad economic issues. ELECTIVE CURRENTLY TAUGHT BY
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Emerging Markets
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Banks and Financial Institutions
Financial institutions are a large part of the economy of most countries, and their behaviour has a major influence on the entire economy and all companies, individuals, and governments. On this course you examine banks, insurance companies, and investment funds. Topics include the role of intermediation, the role of banks in the real economy, regulation and management of banks, valuation of financial institutions, the role and conduct of insurance companies, behaviour and management of mutual funds and hedge funds ELECTIVE CURRENTLY TAUGHT BY
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Behavioural Finance
In the past, the field of finance developed a successful paradigm based on the assumption that investors and managers are rational and that the market is efficient. Anecdotal evidence and research means we now know that this paradigm is insufficient to describe real financial markets. This course adds institutional, social, cognitive, and emotional biases into an analysis of financial market phenomena -
Credit Risk
Develop an in-depth understanding of credit risk and credit derivatives, with a focus on modelling and valuation. Understand the balance between developing a conceptual framework and market understanding and insight. Learn about topics including: historical default experience and recovery rates, applications of structural models and default-intensity models of credit risk and credit spread options ELECTIVE CURRENTLY TAUGHT BY
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Equity Investment Management
The Equity Investment Management course covers Strategic and Tactical asset allocation, Portfolio Optimization, Risk Measurement, Factor models of returns, Active-Passive management, Long-Short investing, Behavioural Finance, Style Analysis and Performance Measurement. It highlights some recent developments and how they are having an impact on all aspects of investment management ELECTIVE CURRENTLY TAUGHT BY
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Fin Tech
Multiple new technologies are finding their way into financial services, including artificial intelligence, machine learning, distributed ledger technology, cryptography, digital identity, SaaS platforms, chatbots, robotic process automation, and augmented reality. This has triggered the opportunity to fundamentally morph the business model of practically every financial services vertical - including payments, deposits & retail banking, lending, capital raising, wealth management, insurance, financial infrastructure, and regulation. ELECTIVE CURRENTLY TAUGHT BY
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Financial Engineering & Risk Management
Gain the skills to value, hedge and manage the risk of a wide variety of derivatives and structured products. ELECTIVE CURRENTLY TAUGHT BY
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Fixed Income Securities
Undertake a rigorous study of fixed income securities on this quantitative course. ELECTIVE CURRENTLY TAUGHT BY
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Value Investing
Value Investing course is intended to teach students the principle of value investing as developed by Graham and Dodd and as practiced by prominent buy-side investment professionals. Students would be taught fundamentals of long/short equity investing. This would be done through a combination of formal lectures, speaker sessions and in-class discussion on real world ideas. The emphasis would be on real world Investing decisions with a goal to provide students theory and practice of investing and help students develop business acumen and industry experience -
Wealth Management
The objectives of this programme are to recognise and navigate with confidence a broad range of conventional wealth management concepts, tools and structures. ELECTIVE CURRENTLY TAUGHT BY
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Banks and Financial Institutions
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Management Science and Operations
Decision modelling, service operations and e-business.
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Advanced Business Analytics
The primary objective of this course is to enhance the participants’ ability to use analytics to develop insights in a wide range of business situations. We will work on five in-depth real-world case studies developed by the instructor. For each case, we will start with breaking down what seems to be a complex and ill-structured problem to simpler subproblems that are amenable to analysis. Through a mixture of lectures and workshops, we will use data analysis (visualization, regression) and modelling techniques (Monte-Carlo simulation, decision-tree analysis, optimization) to build progressively more sophisticated models that allow us to evaluate possible alternatives, make sensible recommendations, and serve as the basis for communicating findings and influencing decisions. After each session, participants will have the opportunity to further refine the models developed in class and prepare a presentation for the management of the company featured in the case study. ELECTIVE CURRENTLY TAUGHT BY
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Business Model Experiments: Ideation to Prototypin
Innovating Business Models, Products & Services is a fast-paced,hands-on, experiential and interdisciplinary class where students will identify and develop new business models, products and services, in a multi-tiered innovation tournament context. ELECTIVE CURRENTLY TAUGHT BY
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Energy: Markets, Models & Strategies
This course provides an introduction to an industrial sector of worldwide importance, and one in which there are now many business challenges through market restructuring and the development of low carbon technologies. Topics Covered: ELECTIVE CURRENTLY TAUGHT BY
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Financial Analytics
In today's information age, managers increasingly rely on quantitative models to make financial decisions that have a profound impact on the performance of their organizations. Often business analysts produce the quantitative models that top management use to support their decision making, but top management must also understand the strengths and weaknesses of the models if they are to use them effectively to support their decisions. The objective of this course is to equip you with the frameworks, tools, and methodologies necessary to build and/or be an educated user of quantitative models for financial decision making. The course is suitable for students seeking a career in finance, but also for students with broader interests who wish to strengthen their general modelling skills, and it does not require any quantitative background other than what is covered in the MBA core courses. ELECTIVE CURRENTLY TAUGHT BY
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Project Management
To meet the challenges of the globalised and rapidly changing business environment, companies are increasingly adopting flat, flexible and matrix-oriented organisation structures in which work is structured around cross-functional business processes and projects. The success of such companies crucially depends on effective project management. The key dimensions of projects are people, time, costs, and resources. This course introduces methodologies and practical tools that facilitate and support the management of these dimensions, throughout the project design, planning and implementation phases. -
Supply Chain Management
The modern economy is characterized by reduced legal and technological obstacles to global trading. As a result, the success of modern enterprises is increasingly driven not only by their products, people and internal processes, but also by the performance of their supply chain as a whole. In this context, the goal of this course is twofold: ELECTIVE CURRENTLY TAUGHT BY
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Time Series Analysis
This is a practical course developed to extend statistical capabilities and critical understanding in the analysis of time series data. The main emphasis will be upon analysing financial and commodity data, mostly high frequency. Although various advanced regression-based methods are reviewed, the course will not be mathematically demanding and students who were comfortable with the pre-programme, or first term, statistics course will be able to move on to this material without difficulty. Students should, however, have an interest in model-based analysis. The course material will be developed intuitively, rather than theoretically, through the exploration of many examples and practical workshops. The course will start with the fundamental basics of time series analysis and lead to a look at recent techniques for algorithmic forecasting and value-at-risk. Two of the later sessions will be led by Dr Peter Bolland, who was formerly head of electronic market making at Morgan Stanley. Pete ELECTIVE CURRENTLY TAUGHT BY
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Advanced Business Analytics
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Marketing
Advertising, branding, competitive strategy, consumer behaviour, global marketing, marketing models and media.
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Advanced Marketing Strategy
Advanced Marketing Strategy is concerned with how firms target, acquire, retain, and grow customers to achieve sustainable growth and profits. With our focus on marketing at the strategic level, less attention is given to the specific tactical decisions made by marketers to implement particular strategies. Each session covers a topic that is of importance to marketers and senior management. The first part of the course focuses on a customer-centric approach to marketing strategy. We examine how to identify, create, sustain, and leverage customer value to create value for the firm. In other words, we place the organisation's capabilities at the service of customers and not the other way around. We then discuss the Marketing function within the broader context of the firm, particularly as it relates to globalisation and to the interface with Sales. Finally, we focus on marketing analytics, emphasizing the manager's role and perspective (rather than that of the analyst). ELECTIVE CURRENTLY TAUGHT BY
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Behavioural Economics & Decision Making
Behavioural economics is an emerging field that shows most decision makers are not fully rational, and that their behaviour deviates from normative standards in systematic ways. Biases in judgment can lead to decision errors by managers and consumers alike. This also presents an opportunity, however, for managers, consumers and public policy makers because it is possible to change and improve decisions through behavioural interventions. The course will cover the main behavioural theories and develop students' skills to test and implement behavioural interventions through experimentation. Students will work on projects in collaboration with an external organization. Guest speakers applying behavioural concepts in different settings will feature. Because behavioural principles are applied in diverse settings, the course is suitable to a broad audience. The emphasis on biases and how decisions depart from rationality distinguishes this course from other courses on decision making. ELECTIVE CURRENTLY TAUGHT BY
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Channel and Sales Force Management
Digital technologies have disrupted the way firms interact with consumers and their distribution strategies. Established manufacturers and retailers are threatened by firms such as Amazon that exclusively use online channels. As the number of channels explodes, the need for coordination becomes vital. At the same time, digital technologies facilitate new business models and distribution strategies. This course focuses on how firms should manage the strategic dimension of distribution channel choice and their channels and sales force. Students learn how to successfully design, manage and evaluate a company's channel and sales force strategy and tactics in B2C and B2B markets. The course discusses the fundamental strategy choices and economics of distribution channel choice, looks at challenges related to digital channels, integration of broader channel strategies and the interaction of decisions with other marketing variables such as branding, pricing or the product lifecycle. ELECTIVE CURRENTLY TAUGHT BY
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Customer Analytics Tools for Marketing Decisions
This course focusses upon the use of cutting-edge data analytic techniques to understand and inform managerial decision making with a primary focus on the formulation of dynamic marketing policies by using consumer and transaction level data. Students will be introduced to techniques, such as multivariate regression, discrete choice modelling, probability models for customer management, and introductory machine learning. The aim is to produce individuals capable of bridging the gap between those proficient in data analysis techniques and those proficient in understanding marketing problems, developing professionals who can interact with both data scientists and traditional marketing managers, acquiring the capability to run a marketing analytics team. Students will learn to: Understand the "voice of consumers"; Estimate the impact of the marketing mix on consumer preferences and demand; Optimise for organizational decision making; Create informed digital marketing strategy. -
Customer and Marketing Analytics
Marketing professionals and consultants are charged with a wide variety of responsibilities that require them to have a good understanding of the workings of the market (at both the micro- and macro-level), evaluate the impact of (and therefore demonstrate the value of) past marketing activities, and use these insights in the development of new marketing programmes. The objective of this course is to familiarize you with some of the main descriptive, predictive, and prescriptive analytics methods that have now become fundamental to marketing decision making as well as to high-level marketing and strategy consulting engagements. The course guides you through the development and use of these tools without getting "bogged down" in the technical details. Fundamental to this course is the view that the way to truly appreciate the strengths and weaknesses of the various tools - so that you can be an "intelligent consumer" of them - is to gain first-hand experience as an end-user modeller. ELECTIVE CURRENTLY TAUGHT BY
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Managing & Marketing Innovation
This course addresses the management and marketing of innovation. Design themes underlying the course are: cutting-edge research, decision focus, process-orientation, strategic emphasis, adaptive and dynamic. -
Measuring Impact in the Digital Economy
When is making a change to a webpage, an algorithm, prices or products worthwhile? Is my advertising effective? Businesses increasingly use experiments to answer these questions. However, implementing experiments is not always straightforward. This class teaches causal methods with a special focus on field experiments, when they work and how to apply them. We will discuss how to measure impact in business situations and how to evaluate claims of impact made by others. Topics include field experiments (also: randomized controlled trials) and other methods that can be used when experiments are not feasible. The methods can be used in a variety of business contexts, but they have become especially important for digital businesses that are able to easily implement experiments. Methods are illustrated with examples from businesses such as Ebay and Uber and in areas such as advertising, pricing, product design or distribution channel decisions. ELECTIVE CURRENTLY TAUGHT BY
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Pricing Strategy and Tactics
Pricing presents managers with one of their most powerful levers for maximizing profits and shareholder value. This value often lies untapped within many organizations, because managers lack a clear understanding of how to improve on historical pricing practices within their companies and industries. ELECTIVE CURRENTLY TAUGHT BY
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Product Management
In most modern companies, the Product Manager (PM) plays a central role in bringing products successfully to market and also to manage their on-going life-cycle. S/he is the glue that binds the various functions within the company - including Engineering, Sales, Design, Marketing and more. The overall goal for this course, Product Management, is to help students understand all the various skillsets that are needed for the PM role, and to develop a good sense for what it takes to be a successful product manager - typically in a high tech company. By course end students will have learned various product management and product development frameworks. Also, they will have built some hands-on skills in product design based on customer requirements and product prototyping. Plus they will have a deeper understanding of product roadmaps, product-mix planning, overall product lifecycle and product portfolio management, go-to-market strategies, and product-related eco-system development. ELECTIVE CURRENTLY TAUGHT BY
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Social Media and Internet Marketing
Companies - both B2C and B2B - are continuing to shift their marketing budgets to internet and social media marketing programs so that they can engage their customers on the digital medium. This has created several challenges to the marketer, the most strategic one being how to decide which types of internet marketing programs to use - where & when. The goals of Social Media and Internet Marketing (SMIM) are to understand: (i) what are the most effective ways to engage digitally with customers, (ii) how to create SMIM strategies and programs, (iii) what frameworks and metrics to apply, and (iv) how to seamlessly combine digital with off-line marketing programs. By course end students will have learned how to use various internet and social media marketing strategies, including: content marketing, search, apps, social advertising, social listening, influencer marketing & advocacy, personalization & digital loyalty programs, location-based marketing, and omni-channel marketing. ELECTIVE CURRENTLY TAUGHT BY
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Advanced Marketing Strategy
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Organisational Behaviour
Leadership, groups, negotiations, creativity, culture and identity and business ethics.
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Employee Engagement and Positive Psychology
Poll after poll has confirmed that an astonishing number of workers are disengaged from their work. But more than ever before, organizations need employee engagement and creativity to win. Why is this happening? And how can we fix the problem? ELECTIVE CURRENTLY TAUGHT BY
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Managing Change
This is a class on helping you change things. How can you stop procrastinating on important tasks? How can you convince your technical salespeople to sell business solutions not hardware? How do you get people to start buying their meat from local and humane farms? On the one hand, these are very different changes on different levels of analysis: individual, organizational, and societal. On the other hand, all change efforts boil down to the same mission: Can you get people to start behaving in a new way? ELECTIVE CURRENTLY TAUGHT BY
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Negotiation & Bargaining
In order to be a successful manager, you must regularly reach agreements with others. When interests and values are aligned, such agreements are easy to reach. But as we have all experienced, conflicts arise all too often, making agreements seem difficult if not impossible. One key reason for this difficulty is that although people often face conflict, most know very little about the strategy and psychology behind effectively resolving it and coming to an agreement. ELECTIVE CURRENTLY TAUGHT BY
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The Future of Work
We stand in the midst of one of the greatest revolutions in organisations and work the world has ever seen. The forces that are shaping our work, our organisations and institutions are becoming ever more apparent as their velocity increases. The trajectory of these forces is unknowable - with future scenarios ranging from the most optimistic to the downright bleak. In this elective we explore these key themes. First, how the context of work and organisations will be shaped by the forces of globalisation, technology, demography, societal changes and resource constraints over the coming decades and the opportunities and challenges this creates. Then we consider the impact this will have on organisations and ecosystems of knowledge and talent, and the role of the company in the community and in society. Finally, we take a closer look at what this means for leadership and for you as you develop your own ideas about how best to prepare for the future. ELECTIVE CURRENTLY TAUGHT BY
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Employee Engagement and Positive Psychology
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Strategy and Entrepreneurship
Creating value through superior competitive performance.
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Digital strategy
While traditional strategy tools (five forces framework, generic strategies, who/what/how, etc.) can still provide valuable insight, they are not sufficient to understand the complexities of some of the most popular business models around us today. In this course, we introduce new frameworks and techniques to better understand these business models. In particular, we look at four related topics: 1) the emergence of new platform-based business models and the key decisions for designing a successful platform, 2) the change in the competitive positioning of firms as they adopt platform-based business models; 3) the emergence of ecosystems where new platform-based business models interact with traditional models; 4) and the shifts in the fundamental institutions that shape businesses due to new technological trends such as blockchain and artificial intelligence. ELECTIVE CURRENTLY TAUGHT BY
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Entrepreneurship in Emerging Markets
Equip yourself to deal effectively with the issues you are likely to face in entrepreneurial ventures in emerging markets. Subjects covered include managing in times of rapid demographic and socio-economic change, innovating in emerging markets, managing in ethically corrupt environments, dealing with multinationals, building winning businesses in resource constrained environments, understanding consumers in emerging markets and what to do when the family calls and asks you to come home and save the family business. ELECTIVE CURRENTLY TAUGHT BY
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Entrepreneurship Summer School
The Entrepreneurship Summer School gives you the chance to assess and shape your business opportunity in a robust and practical way. ELECTIVE CURRENTLY TAUGHT BY
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Family Business: A Guide for Owners, Managers and Advisors
Family firms make up around 70% of businesses worldwide and account for a substantial proportion of GDP. Many of the world's leading corporations originated as family firms, and retain cultural distinctiveness as a result. In some parts of the world, such as South Asia and the Far East, family firms occupy the commanding heights of the economy. Yet they are neglected in the management literature, and often treated as if they were a relic of the past. However, as the current financial crisis is illustrating, with their long time scales, adaptive cultures, and vision-led leadership many are much better fitted to survive the downturn in good shape than many PLCs. ELECTIVE CURRENTLY TAUGHT BY
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Luxury Strategy
Focusing on some of the most compelling strategy questions facing the luxury sector, and yet highly applicable in other competitive and increasingly commoditised sectors. ELECTIVE CURRENTLY TAUGHT BY
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Managing a Digital Organisation
Giá máy bắn cá Seven of the top ten companies in the world by market capitalisation, and the vast majority of unlisted ‘unicorn’ companies, are players in the digital economy: they sell primarily digital products (or hardware for accessing digital products), they operate with platform-based business models that give them increasing returns to scale, they have few tangible assets and they employ relatively small numbers of people.
Giá máy bắn cáThese features make digital organisations fundamentally different to “industrial” organisations such as food manufacturers, oil & gas companies or automobile companies, who make physical products and operate in the world of decreasing returns to scale on which traditional economic theories were built.
The purpose of this course is to help students understand the differences between industrial and digital organisations, and to provide them with frameworks and practical advice for how to manage and work in digital organisations.
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Managing and Investing in Responsible Businesses
MIRB explores whether and how the adoption of Responsible Business practices by companies, in association with the integration of ESG factors by investors, can be an effective way to address these global challenges. MIRB thus aims to fundamentally transform the way students think about the role of business and finance in society by empowering them to understand, develop and implement a model of broader stakeholder value maximisation in conjunction with positive societal impact. Despite highlighting the importance of creating value for society, the course also stresses the criticality of companies generating profits. Indeed, one of the punchlines is that an approach to business based on responsibility can be more profitable than one focused on shareholder value. ELECTIVE CURRENTLY TAUGHT BY
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New Venture Development
Get an overview of the process and challenges associated with starting an entirely new business, the skills required to prepare a persuasive business plan, approach prospective investors and launch your venture. Gain a clear understanding of how to assess an entrepreneurial opportunity, the resources needed to start a new business and the costs and challenges involved. Give an entrepreneurial bias to your career using this course as a springboard. A number of graduates who have taken the New Venture Development course and gone on to set up their own business or pursued careers in venture capital. ELECTIVE CURRENTLY TAUGHT BY
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Pathways to Start-up success
If you have fancied yourself as an entrepreneur or intend to work in the venture capital industry or in professional businesses supporting entrepreneurial firms this is the perfect entry level entrepreneurship course for you. You explore the many dimensions of entrepreneurship and new venture creation and growth, including: conceptualising, developing and managing successful new ventures. The emphasis in this course is on applying and synthesising concepts and techniques from the functional areas of accounting, finance, managerial economics, marketing, operations management, and organisation behaviour in the context of new venture development. ELECTIVE CURRENTLY TAUGHT BY
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Strategic Innovation
Develop an understanding of how a company can discover a new business model and how it can successfully migrate from its current position to the new. ELECTIVE CURRENTLY TAUGHT BY
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Strategies for Growth
Get answers to the question that keeps most top executives awake at night: "where should tomorrow's growth come from?" Learn how to create the growing firm, and how growth strategies are not always 'designed' by managers but emerge from within an organisation. Analyse how effective managers organise their companies to achieve continuous, organic growth. Examine the firm's formal strategic choices, its internal organisational environment, the process of growth, and the role of historical accident and the background and personality of the managers involved. You will learn how, as a manager, you can shape your organisation to deliberately manage and control the growth process of the firm. ELECTIVE CURRENTLY TAUGHT BY
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Strategy Analytics
Strategy Analytics ELECTIVE CURRENTLY TAUGHT BY
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Digital strategy
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Find out about MAM career impactElectives FAQs
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How many electives can I take in the fourth term?
Giá máy bắn cáYou must successfully complete an additional three electives if you undertake the additional term. They run in a range of formats, and as with electives during the programme- are taken with students from all programmes.
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Can I choose more than three electives?
You can take a maximum of three electives during the programme, however if you undertake the additional term, you complete an additional three electives.