Department of Design and Innovation

DESN 210. Introduction to Programming for Business Applications. 3 Units.

This course will introduce students to the basics of programming logic utilizing the Python programming language and environment. The course will help students understand how to apply programming solutions and related algorithmic thinking to solve common business and decision problems. This class is a great introduction into programming logic, it just happens to use Python. This course will teach the fundamentals of programming logic, which could be applied to any programming language available today or into the future. Learning Objectives: Upon completion of this course students should have a foundational knowledge of how to use variables, operators, manipulate strings, loops, functions, and basic array manipulation all through Python programming language. The course will culminate with a final project where students will be divided into groups with each group solving a different small business problem. The final submission will require a joint white paper submission that demonstrates the following learned objectives: problem research, scope, architect, and design a potential solution using python environment. A sample of the implemented Python code that was used to solve this problem will be required for final submission. Each student must have access to a computer that can be brought to class. No programming experience is required. Downloading and installing Python is covered at the start of the course. Basic computer skills: surfing websites, running programs, saving and opening documents, etc. Counts as a Quantitative Reasoning course.

DESN 302. Creativity in Design & Business: Sources of Perception, Imagination, & Creative Thinking. 3 Units.

The goal of this course is to develop skills and techniques for creative problem solving. The course is for anyone interested in design, the development of new products and services, and strategies for change in organizations and society. It is useful wherever we face challenging situations that require imagination, new ideas, and innovative approaches in a rapidly changing world. At its core, creativity is an issue of perception. Learning to change one's perception from what is known, comfortable, and familiar to what is unknown and potentially valuable and rewarding is the challenge of this course. We will explore a wide variety of methods, techniques, and tools for encouraging new perceptions. There will be useful readings, but also exercises and projects for individuals and teams to develop new strategies of creative thinking. Offered as DESN 302 and ENTP 302.

DESN 310. Systems Analysis and Design (SAD). 3 Units.

This course begins with business analysis and ends with information systems design. Students are introduced to tools and techniques enabling effective analysis, design and documentation of an information system application. The student learns methodologies that form the basis of systems design and engineering practices. Models that focus on the articulation of business functions, integrating process, data and behavioral abstraction form the core of formal methods in systems development using the Unified Modeling Language (UML). The course teaches students principles and skills that are essential to their function as system developers, participants and leaders of system development projects. Prereq: MIDS 301 and (ENGR 131 or CSDS 132 or DESN 210).

DESN 318. Entrepreneurship Through Acquisition II. 1.5 Unit.

Entrepreneurship through Acquisition (ETA) is the path to becoming an entrepreneur by buying and growing an established small business. Most ETA strategies incorporate the support of investors and advisors who provide capital and experience to help and mentor an ETA entrepreneur on their journey to find, acquire, and lead a small business. As part of the ETA curriculum, this course focuses on 1) defining the different types of ETA with a particular emphasis on search funds, 2) exploring the most common industries targeted by ETA entrepreneurs, including healthcare and software, and 3) the post-acquisition experience of leading a small business. The course draws on the direct experience of class guests and relatable case studies. In particular, the course will also utilize in-class role plays of real-world small business leadership scenarios. Offered as DESN 318 and DESN 420.

DESN 319. Entrepreneurship Through Acquisition III. 1.5 Unit.

This is one of three Entrepreneurship through Acquisition (ETA) courses. ETA is the path to becoming an entrepreneur by buying and growing an established small business. ETA III exposes students to the journey ETA entrepreneurs follow when going from employee to business owner, with emphasis on the "sponsored search" strategy. Course emphasis is on experiential learning components with class guests who are primarily ETA entrepreneurs and people who work closely with ETA entrepreneurs (e.g., investors, bankers, and other advisors) and case studies of over 40 Weatherhead Alumni and others who have become business owners using ETA strategies. Many ETA strategies incorporate support from investors and advisors who provide capital and experience to complement the ETA entrepreneur's efforts to find, acquire, and run a business. Becoming a business owner using ETA is challenging. However, when proven strategies are used, it can be much less risky than doing a "startup" around a less proven product or service. This course is designed to be relatable and practical, giving students direct exposure to what it takes to pursue this path and evaluate if it's right for them. Offered as DESN 319, DESN 419, and MGTE 419.

DESN 320. Database Management. 3 Units.

This course is a comprehensive introduction to data management in organizations. It establishes the data management foundation in the business major and can be taken as a course for students in data analytics. Topics include conceptual and logical data modeling, entity relationship and relational data modeling, and database design and implementation using the SQL programming language. Students will also be introduced with non relational data bases and big data applications. Students will complete exercises in database modeling, design and databased programming using SQL on a given data base environment to be determined later (Oracle, Open SQL etc). Prereq: ACCT 100 and (ENGR 131 or CSDS 132 or DESN 210).

DESN 321. Introduction to Information Security for Business. 3 Units.

This course provides a foundational understanding of information security principles and their application in business environments. Students will explore critical concepts, strategies, and technologies used to protect organizational data and systems. Emphasis is placed on understanding cybersecurity risks, implementing best practices, and navigating regulatory requirements. The course prepares students to identify, assess, and manage information security challenges in real-world business contexts. Prereq: MIDS 301.

DESN 322. Designing the User Experience (UX). 3 Units.

Ever deleted an app out of frustration? Or loved a product because it just works? That's User Experience (UX) Design in action--the difference between frustration and delight. In this course, we'll dive into how design, psychology, and technology shape user experiences. You'll learn to research, prototype, and create intuitive, engaging designs that people love. We'll also explore the complex relationship between technology and society through ethical lenses, including accessible, inclusive, trauma-informed, and diversity-focused design. UX is best learned through thoughtful critique and hands-on practice. Expect to engage in personal reflections, group critiques, and real-world application of UX techniques. Sketching will be a key tool for communication, with dedicated in-class time each week. By the end, you won't just understand great UX--you'll have a portfolio-ready project to showcase your skills. Prereq: MIDS 301.

DESN 323. Data Strategy and Enterprise Architecture. 3 Units.

This course introduces students to the architectural principles required to design emerging, modern enterprise data ecosystems, which support advanced analytics and complex layers of artificial intelligence (AI) solutions. Students will learn how organizations move from fragmented legacy environments toward interoperable digital architectures through the use of enterprise architecture frameworks, data meshes, data fabrics, and enterprise data foundries. The course places particular emphasis on architectural design of scalable solutions rather than software engineering, focusing on how organizations structure systems to enable scalable analytics, regulatory transparency (e.g., FDTA, SBR), and data interoperability across emergent AI designs (e.g., Gen, RAG, Agentic). Prereq: MIDS 301.

DESN 360. Family Business Fundamentals. 1.5 Unit.

As family businesses make up a significant portion of the US economy, understanding what they are and their unique characteristics is vital to understanding the broader business arena. This course will examine what makes family businesses different from other businesses including their unique characteristics, stakeholder roles and responsibilities, and how they can differ by philosophy, ownership structure and generation. Offered as DESN 360 and DESN 460.

DESN 361. Building, Managing and Preserving Multi-Generational Wealth in the Family Business. 1.5 Unit.

This course provides family business owners, future leaders, and advisors with a comprehensive roadmap for ensuring the successful transition, stewardship, and unity of family enterprises across generations. Participants will explore the essentials of shareholder transition planning, estate and trust structures, and the impact of taxes on family wealth. The curriculum goes beyond technical knowledge, delving into the critical "family glue" factors--traditions, shared experiences, and communication--that sustain family harmony and commitment to the enterprise. Offered as DESN 361 and DESN 461.

DESN 419. Entrepreneurship Through Acquisition III. 1.5 Unit.

This is one of three Entrepreneurship through Acquisition (ETA) courses. ETA is the path to becoming an entrepreneur by buying and growing an established small business. ETA III exposes students to the journey ETA entrepreneurs follow when going from employee to business owner, with emphasis on the "sponsored search" strategy. Course emphasis is on experiential learning components with class guests who are primarily ETA entrepreneurs and people who work closely with ETA entrepreneurs (e.g., investors, bankers, and other advisors) and case studies of over 40 Weatherhead Alumni and others who have become business owners using ETA strategies. Many ETA strategies incorporate support from investors and advisors who provide capital and experience to complement the ETA entrepreneur's efforts to find, acquire, and run a business. Becoming a business owner using ETA is challenging. However, when proven strategies are used, it can be much less risky than doing a "startup" around a less proven product or service. This course is designed to be relatable and practical, giving students direct exposure to what it takes to pursue this path and evaluate if it's right for them. Offered as DESN 319, DESN 419, and MGTE 419.

DESN 420. Entrepreneurship Through Acquisition II. 1.5 Unit.

Entrepreneurship through Acquisition (ETA) is the path to becoming an entrepreneur by buying and growing an established small business. Most ETA strategies incorporate the support of investors and advisors who provide capital and experience to help and mentor an ETA entrepreneur on their journey to find, acquire, and lead a small business. As part of the ETA curriculum, this course focuses on 1) defining the different types of ETA with a particular emphasis on search funds, 2) exploring the most common industries targeted by ETA entrepreneurs, including healthcare and software, and 3) the post-acquisition experience of leading a small business. The course draws on the direct experience of class guests and relatable case studies. In particular, the course will also utilize in-class role plays of real-world small business leadership scenarios. Offered as DESN 318 and DESN 420.

DESN 421. ETA Fundamentals: The Acquisition Entrepreneurship Lifecycle. 1.5 Unit.

Entrepreneurship Through Acquisition ("ETA") will give students frameworks and real-world solutions to use if they decide to pursue the acquisition and leadership of a company. The class will walk through the life cycle of a typical path to finding and running a business, including information on raising capital, searching for a company, buying a business, leading that business and then ultimately selling it. Approximately half of the course will go through critical points leading up to buying a business, while the other half will address some of the key issues executives face while running a company (identifying metrics, communicating with a team, interviewing, handling HR issues, etc.). Although the main focus will be on buying and running a business, the class is designed to be applicable to many other career paths including private equity, venture capital, entrepreneurship and general management. The class will utilize cases, assignments and / or readings in each lecture along with speakers who will give real life techniques that they use to excel in the particular area that the class is structured around. The class will be a mix of Zoom and recorded instruction.

DESN 425. Chief Executive Officer. 3 Units.

This course will take the perspective of the CEO in deciding the actions that lead to sustainable competitive advantage. We will study decisions that span from starting a small business to expanding beyond the core using mergers and acquisitions. We will also study how CEOs decide to exit a market. The successful CEO not only has to design the strategy for success but has to also design an execution plan. As the organization grows the importance of delegation to the right subordinates becomes increasingly critical. The course material includes case studies, decision briefs and presentations (virtual and in person) by senior executives. Decision briefs are short notes that have the same information that the CEOs had when starting the business. You will develop the strategy based on these decision briefs and will compare your suggestions to what was actually done by both successful and unsuccessful CEOs. Offered as DESN 425 and MGTE 424.

DESN 460. Family Business Fundamentals. 1.5 Unit.

As family businesses make up a significant portion of the US economy, understanding what they are and their unique characteristics is vital to understanding the broader business arena. This course will examine what makes family businesses different from other businesses including their unique characteristics, stakeholder roles and responsibilities, and how they can differ by philosophy, ownership structure and generation. Offered as DESN 360 and DESN 460.

DESN 461. Building, Managing and Preserving Multi-Generational Wealth in the Family Business. 1.5 Unit.

This course provides family business owners, future leaders, and advisors with a comprehensive roadmap for ensuring the successful transition, stewardship, and unity of family enterprises across generations. Participants will explore the essentials of shareholder transition planning, estate and trust structures, and the impact of taxes on family wealth. The curriculum goes beyond technical knowledge, delving into the critical "family glue" factors--traditions, shared experiences, and communication--that sustain family harmony and commitment to the enterprise. Offered as DESN 361 and DESN 461.

DESN 490. Business Model Innovation. 3 Units.

We will take the perspective of the business unit or an entrepreneur starting a business. The course will be built around defining the following as problems. Where to play, how to win and what to do. We will deconstruct many innovative business models. However, the learning objective for you is to understand a process by which you can design (reconstruct) similar innovative business models. The process of identifying a creative outcome is essentially a search task, equivalent to find valuable treasures in an unexplored space. One can find treasure by walking around randomly or following a well thought out search algorithm. The latter, however, is much more efficient, guarantees much higher payoff in the long term, and can be learned and replicated by any willing explorers. Example in Fossil Hunting.

DESN 491. Expansion and Diversification Strategy. 3 Units.

This course will help you to internalize a few core principles required to compete successfully, as well as to successfully expand a business. These core principles can be applied in any business -- past and present. What will change is the MEANS of applying these principles as technologies change. So the smartphone is gradually eliminating the need for a dispatcher to connect a passenger to a taxi. However, the business that can match supply and demand better than competition will win irrespective of the means.

DESN 494. Managerial Consultancy. 3 Units.

Students will learn to match consulting methodologies with client needs and employ a step by step strategy development process applied to actual companies which are semester-long clients of the class. Accelerated career strategies in the consultancy business are featured as well as tactics for getting hired in the first place. The course views consultancy as a role rather than career and conceptualizes consultancy as a process of optimizing an organization's value creation potential and competitive advantage. Students should be able to apply the concepts regardless of career choice. Exposure to senior practicing consultants is featured.

DESN 501. Special Problems and Topics. 1 - 18 Units.

This course is offered, with permission, to students undertaking reading in a field of special interest.

DESN 527. Seminar in DESN. 3 Units.

This seminar addresses topics of current interest with a strong emphasis on research. It is intended primarily for the faculty and doctoral students of the DESN Department.

DESN 601. Special Topics in MIS. 1 - 18 Units.

This course is offered, with permission, to Ph.D. candidates undertaking reading in a field of special interest.

DESN 701. Dissertation Ph.D.. 1 - 9 Units.

(Credit as arranged.) Prereq: Predoctoral research consent or advanced to Ph.D. candidacy milestone.

ENTP 223. Value Proposition Design and Communication. 3 Units.

Launching a startup is daunting. Creating a new business within an existing company can be just as difficult. In either case, succeeding takes vision, grit, and luck. However, innovators who can clearly describe how their business model is meant to create value can significantly improve their chances of success -- or more quickly move on to their next great idea. This course arms students with the tools to identify how a business idea is meant to create value, to see the risks and assumptions lurking underneath any new venture, and to effectively communicate it to others. Using a simple yet powerful framework, students will find, organize, and examine the universal building blocks within successful business models, and apply these techniques with innovators who are trying to bring their own innovations. This course also dives into the ethical dilemmas that are impacting innovators every single day and that are growing with importance every year, and introduces tools such as competitive intelligence, business case development, and creative problem solving. At the end of this course students should be able to quickly assess any innovation and the key assumptions upon which it is built. Whether students plan to join an existing organization or start their own, these tools will provide a foundation for creating and identifying sound, value-focused businesses. Counts as a Communication Intensive course.

ENTP 301. Entrepreneurial Strategy. 3 Units.

This course is designed to show students how to identify potential business opportunities, determine what constitutes a good business model, and to strategically implement a business proposal. Topics of focus include an overview of the entrepreneurial process, determinants of venture success in high tech and other business environments, and strategies for industry entry and venture growth. Prereq: At least Sophomore standing.

ENTP 302. Creativity in Design & Business: Sources of Perception, Imagination, & Creative Thinking. 3 Units.

The goal of this course is to develop skills and techniques for creative problem solving. The course is for anyone interested in design, the development of new products and services, and strategies for change in organizations and society. It is useful wherever we face challenging situations that require imagination, new ideas, and innovative approaches in a rapidly changing world. At its core, creativity is an issue of perception. Learning to change one's perception from what is known, comfortable, and familiar to what is unknown and potentially valuable and rewarding is the challenge of this course. We will explore a wide variety of methods, techniques, and tools for encouraging new perceptions. There will be useful readings, but also exercises and projects for individuals and teams to develop new strategies of creative thinking. Offered as DESN 302 and ENTP 302.

ENTP 310. Entrepreneurial Finance. 3 Units.

This course explores the financing and financial management of entrepreneurial new ventures. The course will focus on issues of financial management of new ventures (forecasting cash flows, cash flow management, valuation, capital structure) and the various financial methods and mechanisms available to entrepreneurs (bootstrapping, angel investors, venture capitalists, IPOs). Offered as ENTP 310 and ECON 312.

ENTP 311. New Venture Creation. 3 Units.

This course explores all aspects of the creation of a new venture from idea through startup, growth, and beyond. Students will learn how to evaluate opportunities, develop strategies, create a business plan and acquire financing for a new venture. In this course students will develop a business plan for a new venture.

ENTP 322. Social Entrepreneurship: Igniting Social Change. 3 Units.

Social entrepreneurs aspire to achieve systemic impact by launching new ventures and organizations to address problems such as poverty, inequity, and climate change. They are dedicated to deeply understanding the problem, then applying entrepreneurial thinking to create innovative solutions and services that create lasting change in an impactful, scalable, and sustainable way. Through case studies, invited speakers, and classroom discussions, students will progressively develop an understanding of the broader systems in which social or environmental challenges exist in order to investigate and identify solutions that benefit both communities and society as a whole. Topics explored in this course include the various social enterprise models (for-profit, non-profit, and hybrid), social impact theory, mindsets and motivations of social entrepreneurs, Human Centered Design methodology, obtaining and managing resources, and evaluating success. Counts as a Communication Intensive course. Prereq: Academic Inquiry Seminar (AIQS) or SAGES First Seminar.

ENTP 323. Beyond Silicon Valley: Growing Entrepreneurship in Transitioning Economies. 3 Units.

The path for entrepreneurs to grow their companies outside of well-developed entrepreneurial ecosystems like Silicon Valley is challenging. Most markets around the world do not look like Silicon Valley and they never will. But there are other models to support new businesses. In transitioning markets (where entrepreneurs do not have much access to private sector financing), government officials, donors, and business leaders are experimenting with creative approaches to support the growth of entrepreneurs. Cleveland is one such place exploring innovative approaches to support new businesses. For over ten years, there has been a massive intervention of government and donor resources to cultivate this entrepreneurial ecosystem. Has this intervention worked in Cleveland? How should success be measured? How does Cleveland's approach differ from approaches elsewhere around the world? Counts as a Communication Intensive course. Prereq: Academic Inquiry Seminar (AIQS) or SAGES First Year Seminar.

ENTP 326. Power Talks: Emerging Energy, Startup, and Entrepreneurial Strategy. 3 Units.

From the nascent clean energy technology space to the established grid-scale energy utilities, there are dozens of technologies competing for our attention. Hydrogen or batteries? Battery electric vehicles, fuel cell, or internal combustion engines? Solar, wind, nuclear, natural gas, or geothermal? Which one will win, and what does the every-shifting energy space look like now? Often, it's not the best technology, but the one that has the most compelling story behind it. This course is a cutting-edge class on entrepreneurship in the energy sector, with a focus on building a strong foundational understanding of the energy sector while cultivating an expertise in communicating and selling the advantages and disadvantages of various energy technologies. The energy market is a dynamic, complex system of sub-systems with multiple paths to market. Energy is constantly changing, but it's also still true that if Thomas Edison were alive today, he would continue to recognize the major elements of our electric grid. There is tremendous opportunity for new and disruptive technologies and businesses to further transform our energy systems. In energy, researchers and inventors are rarely the users of their technology. To successfully embed or adopt advanced energy technology you have to be able to effectively navigate the market and reduce the risks associated with adopting a new technology. In this course students learn about market, political, and financial forces driving demand, better understand new and emerging energy technologies, identify the value creation opportunity and possible markets, and make the case for their selected solutions. Counts as a Communication Intensive course.

ENTP 330. Building and Measuring Sustainable Business Models. 3 Units.

This course examines how social enterprises create, measure, and sustain meaningful impact through sustainable business models and innovative funding strategies. The course examines how successful social ventures maintain financial health while maximizing impact, with particular focus on funding strategies and performance measurement. Through case studies, invited speakers, and applied learning, students develop the skills to create financially sustainable social ventures while measuring their community impact. Counts as a Communication Intensive course. Prereq: Academic Inquiry Seminar (AIQS) or SAGES First Seminar.

ENTP 444. Entrepreneurial Finance. 3 Units.

The objective of this course is to introduce students to the issues of financial management and capital formation in new ventures. The course will address issues of estimation of cash requirements, development of pro forma financial plans, firm valuation and the process and tools used in raising debt and equity financing. Bootstrapping, angel investing, venture capital, strategic alliances and initial public offerings will be covered. The emphasis is on the entrepreneur and how he/she can assess financial needs and develop a sensible plan for acquiring financial resources in a manner that is consistent with their financial needs and other strategic goals. Offered as BAFI 444 and FNCE 444.

ENTP 445. Innovation in Action: Models, Strategy, and Impact. 1.5 Unit.

This course introduces students to the principles, practices, and possibilities of innovation. Through exposure to innovative companies, business models, and leaders, students will develop the skills to analyze opportunities, design strategies, and translate ideas into actionable plans. The course culminates in an immersive trip to San Francisco, where students engage directly with innovation-driven organizations. Learning Objectives: 1. Analyze examples of innovation across at least three industries or organizational types, articulating similarities and differences. 2. Evaluate innovation models, processes, and leaders by applying established frameworks (e.g., design thinking, lean startup, open innovation). 3. Develop a business plan that integrates problem identification, market opportunity, and innovation strategy. 4. Apply forecasting, strategy development, and operational planning to support an innovation initiative. 5. Examine potential career pathways in innovation through written assignments and discussions that connect course learnings with professional goals.

ENTP 501. Special Problems and Topics. 1 - 18 Units.

MIDS 301. Introduction to Information: A Systems and Design Approach. 3 Units.

This course is an introduction to the concept of information and the uses of information in organizations and social life. The course is for anyone who is interested in the evolution of digital culture and the influence of design, systems, and management in contemporary life. This will involve readings from a variety of disciplines, including mathematics, the social sciences, management and the humanities. We live in an "information ecology": a system of human activities served by a variety of technologies that are often grounded in local environments and with deep ethical implications. The goal of our course is to understand this system and how information has become a medium of human experience in our lives. There will be useful readings, but also exercises and projects that enable students to test and develop their understanding.

PLCY 399. Business Policy. 3 Units.

This course uses case analysis to develop perspective and judgment on business problems through the integration of functional areas. Formulation, development, and implementation of organization goals and policies, the development of strategy in relation to the competitive environment, and applications of quantitative and behavioral decision-making techniques are examined. Prereq: Senior standing.

PLCY 501. Special Problems and Topics. 1 - 18 Units.

This course is offered, with permission, to students undertaking reading in a field of special interest.

MKMR 201. Marketing Management. 3 Units.

This is an introductory marketing course designed to provide students with the concepts and theories necessary for understanding the fundamental principles of marketing and its role in any organization. Students will learn concepts such as marketing orientation, marketing-mix, relationship marketing and service logic, as well as behavioral theories of customer response and strategic frameworks of customer brand management. Students develop capabilities for understanding marketing issues in real world situations and to create and implement basic marketing plans. Prereq: At least Sophomore standing.

MKMR 304. Brand Management. 3 Units.

Successful innovation and management of brands and products creates customer, firm, and societal value. This course is designed to help students understand the principles of product and brand development and management such as understanding evolving customer needs; creating and delivering the right products, services, and experiences; and managing the process to enhance brand equity and customer satisfaction. Through text, cases, and simulation this engaging class will cover the branding process from new brand and product development; brand communication and promotion, and brand equity measurement. The course will also discuss specific topics such as global brands, brand extensions, brand revitalization, and social responsibility. Prereq: MKMR 201.

MKMR 308. Measuring Marketing Performance. 3 Units.

Evaluation and control are important strategic marketing processes and without effective and consistent measurement, these processes cannot be performed adequately. In recent years, marketing budgets have been challenged by top managers as the value of these expenditures to an organization's financial well-being is not often clear. Marketing activities such as branding, advertising, customer management, new product development, and digital marketing all involve upfront investments and making these investments now require increasing scrutiny. Part of this course will build a toolkit consisting of statistical and visual analytics methods that help communicate marketing information in an effective way. Focus of the class will be on understanding what to measure, how to measure, and how to report it so the link between marketing tactics and financial outcomes is clearer. The course will include lectures by the instructor, readings, cases, computer-based data exercises, including use of Generative AI and visual analytics software like Tableau. Prereq: MKMR 201 and (OPRE 207 or STAT 201 or STAT 312 or ANTH 319 or SOCI 307 or PSCL 282).

MKMR 310. Marketing Analytics. 3 Units.

To appreciate, design, and implement data-based marketing studies for extracting valid and useful insights for managerial action that yield attractive ROI, five essential processes are emphasized: (a) making observations about customers, competitors, and markets, (b) recognizing, formulating, and refining meaningful problems as opportunities for managerial action, (c) developing and specifying testable models of marketing phenomenon, (d) designing and implementing research designs for valid data, and (e) rigorous analysis for uncovering and testing patterns and mechanisms from marketing data. Prereq: MKMR 201 and OPRE 207.

MKMR 311. Customer Relationship Management. 3 Units.

Customer Relationship Management (CRM) is the strategic process of building and maintaining profitable, sustainable customer relationships through co-creation of value with customers in both business-to-business (B2B) and business-to-consumer (B2C) markets. This course starts with understanding the relationship between an organization's strategic goals and the structure and dynamics of organization-customer relationships. Topics include assessing CRM system design, implementation and management; the fundamentals of customer profitability analysis; customer portfolio management; B2B relationship management; sales force management and automation; and designing services programs to optimize customer experiences; and expanding customer relationships through services. Additionally, students will explore how one-to-one marketing and social networks enhance customer relationships. Learning will be accomplished through lecture and discussion, critical discussion of case studies and contemporary marketing issues, and interaction with experienced CRM marketing professionals. Prereq: MKMR 201.

MKMR 312. Selling and Sales Management. 3 Units.

Selling and sales management are keys to implementing an organization's marketing program and customer relationships. This course emphasizes developing an understanding of basic marketing concepts, selling principles, interrelationships among sales force management and other business functions, appropriate strategy for managing a sales force and measurement of sales force productivity. We will use theories of work motivation and explore how individual difference variables influence the choices of sales managers. This course uses a synthesis of sales research and leading practices to focuses on both a strategic and a tactical perspective. Strategic issues include: entrepreneurial strategy, the sales force's role in company strategy, customer relationship and strategic account management, sales force size and organization and career paths to sales management. Tactical issues include: effective approaches to selling, finding and retaining top sales talent, motivating and compensating the field force, evaluating performance, and aligning sales territories. Prereq: MKMR 201.

MKMR 348. Strategic Internet Marketing. 3 Units.

This course aims to prepare business students to think strategically and make effective marketing decisions in networked business environments. Given the increasing strategic significance of the internet across a broad spectrum of industries, it is imperative that business students develop a deep understanding of the emerging digital marketplace. The course will focus on the following topics: The emerging digital world; individuals and firms online; network technologies; business models on the internet; online branding; customer relationship management and loyalty in electronic markets; internet's impact on innovation and product management; online retailing; business-to-business e-commerce; multi-channel management; sustainable competitive advantage in the digital marketplace; legal, ethical, and public policy issues related to digital technologies; organizing for online marketing. Prereq: MKMR 201.

MKMR 350. Social Media Strategy. 3 Units.

This course provides students with a broad overview of the current strategies and issues facing social media marketing today. The purpose of this class is to acquaint you with the application, analysis, synthesis, and evaluation of the theories and practice of social media strategy. We will examine the dynamic strategies and tactics that leading companies are using to supplement their traditional marketing. The emphasis of this course is on understanding consumers' social interactions, examining the various social media channels available to marketers, learning how to build social marketing strategies, and practicing how to track their effectiveness. Offered as MKMR 350 and MKMR 450. Prereq: MKMR 201.

MKMR 360. Independent Study. 1 - 3 Units.

This course is offered, with permission, to students undertaking reading and research in an area of their special interest.

MKMR 405. Business Marketing. 3 Units.

This course focuses on concepts and practices of business-to-business marketing of products and services. It also examines how rapid technological change impacts industrial markets. Topics covered include: buyer-seller relationship building, competitive bidding, developing markets for new materials and value-based pricing strategies. Marketing to the government, marketing of intellectual property and marketing-R&D-manufacturing interface issues will also be explored. Prereq: MBAP 407 or MBAC 506 or HSMC 407.

MKMR 410. Marketing Insight Management. 3 Units.

To appreciate, design, and implement data-based marketing studies for extracting valid and useful insights for managerial action that yield attractive ROI. Five essential processes are emphasized: (a) making observations about customers, competitors, and markets, (b) recognizing, formulating, and refining meaningful problems as opportunities for managerial action, (c) developing and specifying testable models of marketing phenomenon, (d) designing and implementing research designs for valid data, and (e) rigorous analysis for uncovering and testing patterns and mechanisms from marketing data. Prereq: MBAC 506 or MBAC 511 or MBAP 403 or MBAP 407.

MKMR 411. Customer Relationship Management. 3 Units.

Customer Relationship Management (CRM) is the strategic process of building and maintaining profitable customer relationships through co-creation of value with customers. This course starts with understanding the relationship between an organization's strategic goals and customer relationships, including assessing CRM systems, management and implementation, in both B2B and B2C markets. Students will learn the fundamentals of customer profitability analysis, customer portfolio management, B2B relationship/sales force management and automation, designing services to optimize customer experiences, as well as expanding customer relationships through services. Additionally, students will explore how one-to-one marketing and social networks enhance customer relationships. Learning will be accomplished through critical discussion of case studies and contemporary marketing issues, and hands-on group project and presentation, and interaction with experienced CRM marketing professionals. Prereq: MBAP 407 or MBAC 506 or HSMC 407.

MKMR 412. E-Marketing. 3 Units.

Using a combination of lectures, cases, and hands-on projects, the course examines how the Internet influences all the key aspects of marketing, including marketing strategy, pricing, advertising, segmentation, marketing research, retailing, distribution channels, and international marketing. Additionally, the course will cover more Internet specific topics such as privacy, wireless web, sales force automation, and emarketplace models. The course incorporates both business-to-business and business-to-consumer outlooks. Prereq: MBAC 506 or MBAP 407.

MKMR 450. Social Media Strategy. 3 Units.

This course provides students with a broad overview of the current strategies and issues facing social media marketing today. The purpose of this class is to acquaint you with the application, analysis, synthesis, and evaluation of the theories and practice of social media strategy. We will examine the dynamic strategies and tactics that leading companies are using to supplement their traditional marketing. The emphasis of this course is on understanding consumers' social interactions, examining the various social media channels available to marketers, learning how to build social marketing strategies, and practicing how to track their effectiveness. Offered as MKMR 350 and MKMR 450. Prereq: MBAC 506 or MBAP 407 or (MBAP 481 and MBAP 487).

MKMR 501. Special Problems and Topics. 1 - 18 Units.

This course is offered, with permission, to students undertaking reading or a project in a field of special interest.

MKMR 601. Special Problems and Topics. 1 - 18 Units.

This course is offered, with permission, to Ph.D. candidates undertaking reading or a project in a field of special interest.