Global Leadership

Building and Managing a Global Enterprise – Key Considerations | 2019-20

This course addresses branding and financial concerns on a global stage. Beginning with an investigation of how product branding is managed in today’s internet age, the course provides several authentic examples to illustrate key concepts. It then turns to the topics of competing for the global customer and managing the twin challenges of managing liquidity and risk.

Faculty

Prof. Sanjay Sood

Prof. Sanjay Sood

Professor

Sanjay Sood’s research and teaching expertise lies in the area of brand equity and consumer decision making. Using psychological principles, Sanjay examines how firms can best build, manage, and leverage strong brand names. This includes investigating what brand names mean to consumers, how to manage brand portfolios, how to use brand naming strategies to launch new products, and how to protect brand names from becoming diluted over time and across geographical boundaries. His research has been published in leading marketing and psychology journals including the Journal of Consumer ResearchJournal of Marketing, and Cognitive Psychology.

Dr. Sood is an associate editor at the Journal of Marketing, and he is on the editorial review boards of the Journal of Consumer ResearchJournal of Consumer Psychology and the Journal of Marketing Research.

Dr. Sood obtained his PhD in marketing from the Graduate School of Business, Stanford University. His MBA degree is from the Kellogg Graduate School of Management, Northwestern University, in marketing and strategy. He gained industry experience in product marketing at Centel Corporation, now a division of Sprint. Before joining Centel, he completed a BS degree in electrical engineering from the University of Illinois, Urbana-Champaign.

Dr. Sood has won several awards for excellence in teaching and student mentoring, including the Neidorf Decade Teaching Award at UCLA. Actively involved with industry, Sanjay has worked with several leading marketing companies, including Intel, Starbucks, Disney, Levi-Strauss, Microsoft, and Kaiser Permanente.

Education

Ph.D. in marketing, Graduate School of Business, 1999, Stanford University
M.B.A. in marketing and strategy, Kellogg Graduate School of Management, 1992, Northwestern University
B.S. in electrical engineering with honors, 1987, University of Illinois

Interests

Marketing management, brand management, advertising, consumer behavior

Prof. Filipe Caro

Prof. Filipe Caro

Professor

Dr. Filipe Caro joined the UCLA Anderson School of Management in 2005. His main research interests are related to decisions made under uncertainty with a strong emphasis on practical applications. In his PhD dissertation at MIT, he developed analytical models with demand learning for the dynamic assortment problem faced by fast-fashion retailers. This led to an ongoing collaboration with the Spanish apparel retailer Zara that made him a Franz Edelman Laureate in 2009. On the theoretical side, his work on product and price competition with satiation effects won the first prize in the 2010 INFORMS Junior Faculty Paper competition.

Some of his current research projects include carbon allocation in supply chains; coordination of pricing and inventory decisions; forecasting; and exploration versus exploitation problems.

Prior to receiving his PhD, Professor Caro worked as an instructor in the Industrial Engineering Department of the University of Chile. He taught courses in optimization, dynamic programming and stochastic processes and also worked on research projects involving natural resources, mostly in the forestry and copper industries. He continues to collaborate on a permanent basis with his colleagues in Chile.

At UCLA Anderson, Professor Caro teaches the MBA core course on operations and technology management and doctoral level courses on stochastic models in operations management. In 2007, he was awarded the George Robbins Assistant Professor Award that distinguishes excellence in teaching at the UCLA Anderson School.

Recognitions

2014 ENRE Best Publication Award in Natural Resources.

2013 Eric and “E” Juline Faculty Excellence in Research Award.

2013 ecch Production & Operations Management Award and New Case Writer Award.

2012 EURO Excellence in Practice Award, Finalist

2012 MSOM Meritorious Service Award

2010 MSOM Meritorious Service Award

2010 INFORMS Junior Faculty Interest Group Paper Competition, First Prize

2010 Revenue Management and Pricing Practice Award, Finalist

2009 Franz Edelman Laureate

2008 Deloitte Consulting Award for Management Field Study Achievement

2007 Robbins Assistant Professor Teaching Award

Education

Ph.D. in operations management, 2005, Massachusetts Institute of Technology
Ind. Eng. In industrial engineering, (Profesional Title) 1999, University of Chile
B.Sc. in industrial engineering, 1998, University of Chile

Interests

Retailing, supply chain management, bandit problems, approximate dynamic programming, natural resources

Prof. Mark Garmaise

Prof. Mark Garmaise

Professor

Dr. Mark Garmaise’s primary research interests are in the areas of corporate finance, real estate, entrepreneurship and banking. With his co-author Tobias Moskowitz, he received the 2004 BGI Brennan Award for the best paper published in the Review of Financial Studies and the 2005 BGI Brennan Runner-up Award for the best paper published in the Review of Financial Studies.

Dr. Garmaise teaches the core corporate finance course and an elective on venture capital and private equity. He was awarded the 2006 Eric and “E” Juline Excellence

in Research Award, the 2007 Citibank Teaching Award for most outstanding MBA teacher, the 2009 Fully Employed MBA Teaching Excellence Award, the 2011 Full-time MBA Teaching Excellence Award and the 2012 Neidorf Decade Teaching Award. He has published in the Review of Financial Studies, the Journal of Finance and the Quarterly Journal of Economics. Dr. Garmaise taught at the University of Chicago, Graduate School of Business, before joining the faculty at UCLA Anderson.

Education

Ph.D. in finance, 1998, Stanford University
A.B. in mathematics and philosophy, magna cum laude, 1994, Harvard College

Interests

Corporate finance, real estate, financial contracting, banking, entrepreneurship

 

Course Learning Objectives:

By the end of this course, you will be able to:

  • Analyze a developing brand to provide input into its brand promise, meaning, mantra, and brand extensions.
  • Make decisions that align with a company’s strategy in the areas of management, design, sourcing/manufacturing, distribution, merchandising, and store operations.
  • Calculate a company’s liquidity needs and risk management strategy to ensure that it can avoid liquidity constraint.
  • Analyze an existing brand to identify its brand promise; its products, as distinct from the attributes of its brand; and the responses that allow its customers to make an emotional connection with the brand.
  • For a new brand, create a statement of brand meaning, a statement of brand positioning, and a brand mantra.
  • Analyze a statement of brand meaning, brand positioning, and brand mantra to determine its brand ideal and associated fundamental human value. Apply lessons about branding drawn from Apple to a developing brand.
  • Propose choices for each element of the marketing mix — product, place, price, and promotion – that reflect a brand’s stated message, or mantra.
  • Create and rank-order a list of five potential brand extensions, based on a core product, providing a rationale for the ranking.
  • Describe how a particular company achieves both “fit” and “focus” as it pursues its business activities.
  • Analyze a particular company to determine how its choices with regard to management, design, sourcing/manufacturing, distribution, merchandising, and store operations align with the company’s strategy.
  • Calculate the Net Working Capital needs of an expanding company.

Syllabus

Developing a Global Branding Strategy

Learning Objectives:

As a result of participating in this module, you will be able to:

  • Analyze an existing brand to identify its brand promise; its products, as distinct from the attributes of its brand; and the responses that allow its customers to make an emotional connection with the brand.
  • For a new brand, create a statement of brand meaning, a statement of brand positioning, and a brand mantra.
  • Analyze a statement of brand meaning, brand positioning, and brand mantra to determine its brand ideal and associated fundamental human value.

Module Components:

Video Lectures:

  • Building a Global Brand
  • Conducting thorough Brand Analysis
  • Creating Lasting Brand Ideals

Readings:

  • Three Steps to Creating Your Branding Message
  • Impactful Branding Strategies
  • Defining a Brand

Case Study:

  • Simpler Shoes

Quiz:

  • Developing a Global Branding Strategy

Implementing a Global Branding Strategy

Learning Objectives:

As a result of participating in this module, you will be able to:

  • Apply lessons about branding drawn from Apple to a developing brand.
  • Propose choices for each element of the marketing mix — product, place, price, and promotion – that reflect a brand’s stated message, or mantra.
  • Create and rank-order a list of five potential brand extensions, based on a core product, providing a rationale for the ranking.

Module Components:

Video Lectures:

  • Building a Strong Brand – an Example
  • Brand Building through the Marketing Mix
  • Developing Successful Brand Extensions

Readings:

  • Developing Brands and Brand Lines
  • Creating a loved brand by telling a story: Tether
  • The Role of Market Related Variables

Case Study:

  • Simpler Shoes (Continued Part 1)

Quiz:

  • Implementing a Global Branding Strategy

Managing Global Operations

Learning Objectives:

As a result of participating in this module, you will be able to:

  • Describe how a particular company achieves both “fit” and “focus” as it pursues its business activities.
  • Analyze a particular company to determine how its choices with regard to management, design, sourcing/manufacturing, distribution, merchandising, and store operations align with the company’s strategy.

Module Components:

Video Lectures:

  • Key Concepts of Global Strategy and its Execution
  • Zara Case Study – A lesson in Execution

Readings:

  • Strategic Thinking & Strategy Structure towards Implementation
  • Ensuring Growth through Focus
  • Mixing Business Strategy with “Social Responsibility”

Case Study:

  • Simpler Shoes (Continued Part 2)

Quiz:

  • Managing Global Operations

Financial Management in a Global Enterprise

Learning Objectives: As a result of participating in this module, you will be able to:

  • Calculate the Net Working Capital needs of an expanding company.
  • Using a given set of facts, determine if purchasing insurance at a quoted rate would be an effective risk-management strategy.

Module Components:

Video Lectures:

  • The Importance of Liquidity Management
  • Understanding and Ensuring Risk Management

Readings:

  • Liquidity Constraints and Entrepreneurship
  • Managing Risks of Venture Entrepreneurship

Case Study:

  • Simpler Shoes (Continued Part 3)

Quiz:

  • Financial Management in a Global Enterprise

Support

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