We will analyze pricing strategies including versioning and bundling; product standardization decisions; the management of complementarities between products; the role of network effects and platform competition; and how firms can take advantage of the regulatory environment they operate in when making such decisions. Format: The class consists of lectures, in-class discussions of cases, assigned readings, homework problems, case studies, and a group or individual project. Cross-listed with MGMT 691/OIDD 691/LGST 806. All Wharton single-degree undergraduate students must complete a minimum of 37 course units (CUs). Priority for admission in these circumstances will go to students who have attended the class from the beginning. 1529 reviews, Rated 4.7 out of five stars. This course investigates the private equity industry in emerging markets. Prerequisites: STAT 102 OR STAT 112 OR STAT 431 OR ECON 104. Learn a job-relevant skill that you can use today in under 2 hours through an interactive experience guided by a subject matter expert. 9505 reviews, Rated 4.6 out of five stars. The goal of this course is to give students a broad overview of the economic, organizational, and strategic concerns facing the non-profit sector. The objective of OIDD/MGMT 418 and the Wharton India Fellows program is to introduce Penn juniors to the entrepreneurship and innovation ecosystem in India through a course covering topics in entrepreneurship, innovation, venture capital and technology in India and then matching students to a specific short-term project with a Bangalore-based early-stage startup or rapidly scaling company. Often, organizations will seek to go further, analyzing their own data to identify problems and learn what is working and what is not in their own context. The PDF will include all information unique to this page. are currently at the center of the policy debate in many other industrialized countries as well. The second portion analyzes the economic rationale for legislation and regulation in the presence of market failures. Throughout, students will learn and practice applying the concepts we learn to decision-making in examples based on innovative real-world technologies and businesses. This course focuses on specific concepts, theories and tools that can guide executives entrusted with the task of leading organizational change to successful execution. Strategic interaction is explored both in product markets and auctions. Topics that will be explored include: market failures and profitability, competitive bidding, signaling, entry deterrence, agenda setting, regulations, and price wars. We will focus on the following objectives: identifying the talent needed to initiate and sustain an entrepreneurial endeavor; structuring human resource policies and corporate culture to prepare for and facilitate firm growth; assessing the human aspects of valuing entrepreneurial companies; and responding to conflict and organizational threats within nascent firms. The topics include: financial market booms and busts; business cycles; monetary and fiscal policies; inequality; the social welfare state; technological change and economic growth; and international trade and financial arrangements. The goal is to constantly challenge you to deal with entrepreneurial or innovative experiences, as you learn to navigate complex and changing environments on the fly, applying what you learned to a variety of scenarios. The emphasis will not be on proofs and derivations but rather on understanding the underlying concepts, the practical use, implications and limitations of techniques. Decision making in the leadership chair is a complex task and one that is difficult to teach in a business school setting. These materials require thoughtful preparation. Some electives will count toward your major, but you’ll have room to take some chances and explore new topics. Today's alliances drive corporate growth and change, and vary greatly in terms of partner type, commitment, equity investment, degree of control, between scale, and scope. The course is designed with several key components, these are: conceptual and practical readings relevant to the topic; case studies illustratng key concepts and issues; lecture on practical application and examples; and lastly every class will also feature a presentation by and conversation with an outside expert whose work is relevant to guiding or advising start-ups and fast-growing small firms. While MGMT804 is not a prerequisite, the two courses are complementary. At the national level, potential questions include the implementation of a national electric grid for automobile charging, reforms to disaster preparedness systems, and immigration reform.
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