IESE MBA Year 1 -- Session-by-Session Syllabi¶
Complete course syllabi for all 18 courses across 3 semesters. Session topics serve as Lesson headers for the IESE Year 1 Encyclopedia.
Note: Semester 3 courses (Corporate Finance, Competitive Strategy, Global Economics, Operations Strategy) were previously maintained in
S3_Syllabi.mdand have been consolidated here.Legend: - [REF] = Concepts covered in
IESE_Year1_Reference.md- [CASE-ONLY] = Concepts derived from case discussion, not technical notes. To build a study guide or get deeper coverage, upload the case PDF to your AI assistant. - [SIMULATION] = In-class simulation/exercise. Concepts emerge from gameplay and debrief, not readings. - [BLACKBOARD] = Session details are on Blackboard only (not in the syllabus PDF).
Table of Contents¶
Semester 1¶
- Analysis of Business Problems (ABP)
- Communication
- Decision Analysis
- Financial Accounting
- Leadership
- Marketing Management
- Fundamentals of Entrepreneurial Management 1
Semester 2¶
- Operations Management
- Business Analytics
- Business Ethics
- Operational Finance
- Managerial Accounting
- Marketing, Planning and Implementation
- Fundamentals of Entrepreneurial Management 2
Semester 3¶
SEMESTER 1¶
Analysis of Business Problems (ABP)¶
Professors: Liinus Hietaniemi & Luis Palencia | ECTS: 4 | Evaluation: Reports 50%, Class participation 50%
Course Structure: Phase 1: Introduction | Phase 2: Initial Cases (straightforward decisions) | Phase 3: Complex Situations (unclear problems, multiple criteria) | Phase 4: Action Planning (implementation focus)
Learning Outcomes: Critical thinking, structured decision-making, value chain analysis, quantitative models, financial statement analysis
Note: This course has no explicit session numbering. Sessions are organized as thematic phases with cases. The six-step process for unstructured problems is the central framework: problem diagnosis, criteria selection, alternatives identification, weighted analysis, action planning.
Phase 1: Introduction¶
Key Concepts: Structured vs. Non-structured Problems, Six-Step Decision Process
Format: Lecture introducing the framework for analyzing business problems.
Phase 2: Initial Cases (Straightforward Decisions)¶
Cases: Adamac Inc., Cipriani & Lombardi, Companyia Cervesera del Montseny, Holly G, Jutesac, Micoderm, Oakberry, Retail Display Solutions, Tennis Herrenberg
Key Concepts: Problem Diagnosis, Criteria Selection, Alternatives Identification, Weighted Analysis
Phase 3: Complex Situations (Unclear Problems, Multiple Criteria)¶
Cases: Mount Everest 1996, Fazenda Diamantina (ESG), Holaluz, RELE-Rouen, TAM, Typhoon Solar, Químicas Bages, The Club
Key Concepts: Ambiguity in Problem Definition, Multi-criteria Decision Making, ESG Considerations, Value Chain Analysis
Phase 4: Action Planning (Implementation Focus)¶
Cases: DRW Technologies, Haan, Hevo Furniture
Key Concepts: Action Planning, Implementation Strategy, Quantitative Models, Financial Statement Analysis
Communication¶
Professor: David Sagristà | ECTS: 2 | Sessions: 31
Evaluation: Oral assignment 20%, Peer feedback 20%, Other oral activities 30%, Performance in class 30%
Course Structure: Logos (Sessions 1-7) | Problem-Solution (Sessions 8-13) | Storytelling (Sessions 14-19) | Ethos (Sessions 20-25) | Pathos (Sessions 26-31)
Session 1: Briefing Session¶
Key Concepts: Course overview, speech frameworks introduction
Session 2: The Rational Speech (Logos)¶
Key Concepts: Logos, Rational Argumentation, Logical Structure
Session 3: Practical -- Logos Speeches (First Delivery)¶
Key Concepts: Logos (applied)
Format: In-class speech delivery and feedback.
Session 4: On Message¶
Key Concepts: Message Clarity, Core Message Discipline
Session 5: Practical -- Exercises on Message¶
Key Concepts: Message Discipline (applied)
Format: In-class exercises.
Session 6: Practical -- Delivery of Improved Logos Speeches¶
Key Concepts: Logos (iteration), Incorporating Feedback
Format: Revised speech delivery.
Session 7: Wrap Up and Best Logos Speeches¶
Key Concepts: Logos Synthesis
Format: Best-of showcase and debrief.
Session 8: The Problem-Solution Structure¶
Key Concepts: Problem-Solution Framework, Persuasive Structure
Session 9: Practical -- Problem-Solution Speeches (First Delivery)¶
Key Concepts: Problem-Solution Structure (applied)
Format: In-class speech delivery and feedback.
Session 10: Preparing with Confidence¶
Key Concepts: Speech Preparation Techniques, Confidence Building
Session 11: Practical -- Improved Problem-Solution Speeches¶
Key Concepts: Problem-Solution (iteration)
Format: Revised speech delivery.
Session 12: Practical -- Non-Verbal Language Exercises¶
Key Concepts: Non-Verbal Communication, Body Language, Gestures, Eye Contact
Format: In-class exercises.
Session 13: Wrap Up and Best Problem-Solution Speeches¶
Key Concepts: Problem-Solution Synthesis
Format: Best-of showcase and debrief.
Session 14: Storytelling¶
Key Concepts: Storytelling, Narrative Arc, Emotional Engagement
Session 15: Practical -- Delivery of Stories¶
Key Concepts: Storytelling (applied)
Format: In-class story delivery and feedback.
Session 16: Connecting with the Audience¶
Key Concepts: Audience Engagement, Rapport Building
Session 17: Practical -- Improved Stories¶
Key Concepts: Storytelling (iteration)
Format: Revised story delivery.
Session 18: Practical -- Non-Verbal Language Exercises¶
Key Concepts: Non-Verbal Communication (advanced)
Format: In-class exercises.
Session 19: Wrap Up and Best Stories¶
Key Concepts: Storytelling Synthesis
Format: Best-of showcase and debrief.
Session 20: The Leadership Speech (Ethos)¶
Key Concepts: Ethos, Credibility, Authority, Character-Based Persuasion
Session 21: Practical -- Ethos Speeches (First Delivery)¶
Key Concepts: Ethos (applied)
Format: In-class speech delivery and feedback.
Session 22: Embodying Your Story¶
Key Concepts: Authentic Delivery, Embodiment, Personal Presence
Session 23: Practical -- Improved Ethos Speeches¶
Key Concepts: Ethos (iteration)
Format: Revised speech delivery.
Session 24: Practical -- Non-Verbal Language Exercises¶
Key Concepts: Non-Verbal Communication (integration with Ethos)
Format: In-class exercises.
Session 25: Wrap Up and Best Ethos Speeches¶
Key Concepts: Ethos Synthesis
Format: Best-of showcase and debrief.
Session 26: The Emotional Speech (Pathos)¶
Key Concepts: Pathos, Emotional Appeal, Empathy in Communication
Session 27: Practical -- Pathos Speeches (First Delivery)¶
Key Concepts: Pathos (applied)
Format: In-class speech delivery and feedback.
Session 28: Putting It All Together¶
Key Concepts: Integration of Logos, Ethos, Pathos, Storytelling
Session 29: Practical -- Improved Pathos Speeches¶
Key Concepts: Pathos (iteration)
Format: Revised speech delivery.
Session 30: Practical -- Non-Verbal Language Exercises¶
Key Concepts: Non-Verbal Communication (final integration)
Format: In-class exercises.
Session 31: Final Wrap Up and Course's Best Speeches¶
Key Concepts: Full Course Synthesis -- Logos, Ethos, Pathos, Storytelling, Non-Verbal Language, Feedback
Format: Final best-of showcase and course debrief.
Decision Analysis¶
Professor: Rafael de Santiago | ECTS: 4 | Sessions: 22 | Evaluation: Team presentations 15%, Performance in class 20%, Midterm 15%, Final exam 50%
Course Structure: Decision Trees & EMV (Sessions 1-2) | NPV & IRR (Session 3-4) | Biases & Probability (Sessions 5-6) | Bayes' Theorem & Value of Information (Sessions 7-9) | Risk Attitudes (Session 10) | Midterm (Session 11) | Simulation & Monte Carlo (Sessions 12-13) | Applied Decision Analysis (Sessions 14-19) | Integration (Sessions 20-21) | Final Exam (Session 22)
Session 1: Decision Trees -- Laree Verbindungen¶
Case: Laree Verbindungen GmbH
Key Concepts: Introduction to Decision Analysis, Decision Trees, Structuring Decisions, Decision Nodes vs. Chance Nodes
Session 2: Decision Analysis Tools -- ScriptBook¶
Case: ScriptBook
Key Concepts: Expected Monetary Value (EMV), Certainty Equivalent (CE), Risk Premium, Decision Analysis Tools
Session 3: NPV and IRR¶
Key Concepts: Net Present Value (NPV), Internal Rate of Return (IRR), Discounting Techniques, Time Value of Money
Session 4: Applied Decision Analysis -- Kahrvinger¶
Case: Kahrvinger
Key Concepts: Applied Decision Trees, NPV in Decision Contexts, Case Exercises
Session 5: Intuitive Decision Survey (1)¶
Case: UEFA Euro 2008
Key Concepts: Intuitive Decision-Making, Cognitive Biases, Anchoring, Overconfidence, Framing Effects
Session 6: Probability -- DAZN¶
Case: DAZN ("The Netflix of Sports")
Key Concepts: Basic Probability Concepts, Probability Rules, Conditional Probability
Session 7: Bayes' Theorem -- Bank Score & OilCom¶
Cases: Bank Score, OilCom
Key Concepts: Bayes' Theorem, Knowledge Updating, Expected Value of Perfect Information (EVPI), Expected Value of Imperfect Information (EVII)
Session 8: Value of Information -- Star of the Caribbean¶
Case: Star of the Caribbean
Key Concepts: Value of Information Applications, Contingent Choices, Decision Trees with Information
Session 9: Data-Driven Decisions -- Chemical Fusion A¶
Case: Chemical Fusion A
Key Concepts: Data Analysis in Decision-Making, Case Analysis, Integrating Quantitative and Qualitative Factors
Session 10: Intuitive Decision Survey (2)¶
Key Concepts: Risk Attitudes (Risk-Averse, Risk-Neutral, Risk-Seeking), Utility Functions, Behavioral Economics in Decisions
Session 11: Midterm Exam¶
Session 12: Monte Carlo Simulation -- Kahrvinger B¶
Case: Kahrvinger B
Key Concepts: Monte Carlo Simulation, Custom Probability Distributions, Scenario Analysis, Sensitivity Analysis
Session 13: Simulation Applications -- Chemical Fusion C¶
Case: Chemical Fusion C
Key Concepts: Advanced Simulation, Data-Driven Scenario Modeling
Session 14: Risk Management -- Speed Ventures¶
Case: Speed Ventures
Key Concepts: Disaster Preparedness Analysis, Risk Assessment, Contingency Planning
Session 15: NPV Applications -- SkyWest Airlines¶
Case: SkyWest Airlines
Key Concepts: NPV Analysis in Capital Decisions, Airline Industry Decision-Making
Session 16: Joint Ventures -- Genzyme-Geltex¶
Case: Genzyme-Geltex Pharmaceuticals
Key Concepts: Joint Venture Valuation, Strategic Decision Analysis, Pharmaceutical Industry
Session 17: Company Valuation -- Netscape¶
Case: Netscape
Key Concepts: Simulation Techniques for Company Valuation, Tornado Charts, Sensitivity Analysis
Session 18: Probability Models -- College Fund & Gambler's Ruin¶
Cases: College Fund, Gambler's Ruin
Key Concepts: Probability Models, Stochastic Processes, Long-Run Outcomes, Financial Planning Under Uncertainty
Session 19: Applied Decision Analysis -- OceanTrans¶
Case: OceanTrans (Shipping in the Red Sea)
Key Concepts: Geopolitical Risk in Decisions, Supply Chain Risk, Scenario Planning
Session 20: Integration -- Give and Take¶
Reading: "How Will You Measure Your Life" (Clayton Christensen)
Key Concepts: Life Decisions, Career Strategy, Personal Decision Frameworks
Session 21: Complexity & Uncertainty¶
Key Concepts: Managing Complexity, Decision-Making Under Deep Uncertainty, Portfolio Risk, Course Integration
Session 22: Final Exam¶
Financial Accounting¶
Professor: Marc Badia | ECTS: 4 | Sessions: 22
Evaluation: Performance in class 10%, Exams 90% (higher of: midterm + final average, or final alone)
Course Structure: Financial Statements (Sessions 1-5) | Asset Valuation (Sessions 6-9) | Midterm (Sessions 10-11) | Non-current Assets & ESG (Sessions 12-13) | Liabilities (Sessions 14-16) | Taxes, Investments & Fraud (Sessions 17-22)
Session 1: Course Introduction -- The Balance Sheet¶
Case: Hotel California
Key Concepts: Balance Sheet Structure, Assets, Liabilities, Equity, Accounting Equation
Technical Notes: CN-230-E, CN-231-E
Session 2: The Income Statement¶
Case: Advantis
Key Concepts: Revenue, Expenses, Net Income, Matching Principle
Technical Note: CN-232-E
Session 3: The Cash Flow Statement¶
Case: Kendal Technologies A & B
Key Concepts: Cash Flow Statement (Operating, Investing, Financing), Indirect Method, Cash vs. Accrual
Technical Note: CN-233-E
Session 4: Inventories in Manufacturing Firms¶
Case: Sarah Wilcox
Key Concepts: Inventory Valuation (FIFO, LIFO, Weighted Average), Cost of Goods Sold, Manufacturing Cost Flow
Technical Note: CN-234-E Section 3
Session 5: Financial Statements as Diagnostic/Analysis Tool¶
Case: MdL SpA
Key Concepts: Financial Ratio Analysis, Liquidity Ratios, Profitability Ratios, Diagnostic Framework
Technical Note: CN-233-E
Session 6: Receivables Valuation¶
Case: ARG Corporation
Key Concepts: Accounts Receivable, Allowance for Doubtful Accounts, Bad Debt Expense, Aging Method
Technical Note: CN-235-E
Session 7: Revenue Recognition¶
Case: iPhone at Apple Inc.
Key Concepts: Revenue Recognition Criteria, Multi-Element Arrangements, Timing of Revenue
Technical Note: CN-232-E pp. 4-5
Session 8: Review -- Inventories and Receivables¶
Case: Cawdor Company
Key Concepts: Inventory and Receivables (integration), Review and Application
Session 9: Non-Current Assets -- General Issues and Valuation¶
Case: Land Securities Group A
Key Concepts: Tangible Non-Current Assets, Depreciation Methods, Asset Revaluation, Historical Cost vs. Fair Value
Technical Note: CN-236-E (tangible assets)
Session 10: Midterm Review Session¶
Format: Review of Sessions 1-9.
Session 11: Midterm Exam¶
Format: In-class exam.
Session 12: Non-Current Assets -- Goodwill, Impairments and Analysis¶
Key Concepts: Intangible Assets, Goodwill, Impairment Testing, Amortization vs. Impairment
Technical Note: CN-236-E (intangible assets)
Session 13: ESG Reporting¶
Case: BMW Decarbonization
Key Concepts: ESG Reporting, Sustainability Accounting, Non-Financial Disclosure [CASE-ONLY]
Session 14: Liabilities -- General Issues, Warranties and Restructuring¶
Key Concepts: Current and Non-Current Liabilities, Provisions, Warranty Obligations, Restructuring Charges
Technical Note: CN-237-E
Session 15: Liabilities -- Long-Term Debt and Bonds¶
Case: Trocadero
Key Concepts: Bond Accounting, Amortized Cost, Effective Interest Method, Premium and Discount
Technical Note: CN-238-E
Session 16: Liabilities -- Leasing¶
Case: Argon Ltd.
Key Concepts: Lease Accounting (IFRS 16), Right-of-Use Assets, Lease Liabilities, Operating vs. Finance Leases
Technical Note: CN-18011
Session 17: Corporate Income Taxes -- Deferred Taxation¶
Case: TX Industries
Key Concepts: Deferred Tax Assets, Deferred Tax Liabilities, Temporary Differences, Tax Rate Changes
Technical Note: CN-241-E
Session 18: Financial Investments -- Passive and Significant-Influence¶
Case: ITL Holdings
Key Concepts: Fair Value (FVPL, FVOCI), Equity Method, Significant Influence, Associate Accounting
Technical Note: CN-243-E
Session 19: Financial Investments -- Controlling Investments and Consolidation¶
Case: P Company
Key Concepts: Consolidation, Goodwill on Acquisition, Non-Controlling Interest (NCI), Elimination Entries
Technical Note: CN-240-E
Session 20: Accounting Policies and Fraud -- Role of Auditors¶
Case: FC Barcelona
Key Concepts: Accounting Policy Choices, Creative Accounting, Fraud Detection, Auditor Independence
Technical Note: CN-242-E
Session 21: Course Review¶
Format: Comprehensive review of all topics.
Session 22: Final Exam¶
Format: Comprehensive exam.
Leadership¶
Professors: Anneloes Raes & Maya Rossignac-Milon | ECTS: 4 | Sessions: 20
Evaluation: Written assignment/team project 25%, Class participation 40%, Final exam 35%
Course Structure: Module 1: Motivation (Sessions 1-5) | Module 2: Power & Influence (Sessions 6-7) | Module 3: Conflict Management (Session 8) | Module 4: Teams (Sessions 9-10) | Module 5: Talent Development (Sessions 11-13) | Module 6: Organizational Culture (Sessions 14-16) | Integration & Conclusion (Sessions 17-20)
Required Readings: DPON-364-E Business or Enterprise, DPON-10-E Basics in Work Motivation, DPON-12-E Trust in Boss-Subordinate Relationships, DPON-53-E Managing Conflicts, R0611D Managing Multicultural Teams, FHN-345-E Coaching
Session 1: Introduction -- House of Money¶
Case: House of Money (DPO-854-E)
Key Concepts: Leadership Introduction, Organizational Dynamics [CASE-ONLY]
Session 2: Motivation -- Sybila Borjesson at Catek¶
Case: Sybila Borjesson at Catek (DPO-805-E)
Key Concepts: Intrinsic vs. Extrinsic Motivation, Employee Engagement [CASE-ONLY]
Reading: DPON-10-E Basics in Work Motivation
Session 3: Motivation -- Jose Bove¶
Case: Jose Bove (FH-368-E)
Key Concepts: Purpose-Driven Motivation, Activist Leadership [CASE-ONLY]
Session 4: Motivation -- Frank Nash¶
Case: Frank Nash (DPO-469-E)
Key Concepts: Motivation Levers, Performance Management [CASE-ONLY]
Session 5: Motivation -- Discussion on Motivation¶
Key Concepts: Motivation Synthesis, Theory Integration
Format: Discussion session integrating concepts from Sessions 2-4.
Session 6: Power and Influence -- Bob Knowlton¶
Case: Bob Knowlton (DPO-470-E)
Key Concepts: Sources of Power, Influence Tactics, Organizational Politics [CASE-ONLY]
Session 7: Power and Influence -- Norma Parker¶
Case: Norma Parker (DPO-852-E)
Key Concepts: Power Dynamics, Influence in Organizations [CASE-ONLY]
Session 8: Conflict Management -- Exercise Collaboration¶
Key Concepts: Conflict Management Styles, Negotiation, Collaboration vs. Competition
Reading: DPON-53-E Managing Conflicts
Format: In-class exercise.
Session 9: Teams -- Rudi Gassner at BMG International¶
Case: Rudi Gassner at BMG International (HBS 9-494-055)
Key Concepts: Team Leadership, Global Teams, Decision Making in Teams [CASE-ONLY]
Reading: R0611D Managing Multicultural Teams
Session 10: Teams -- Greg James at Sun Microsystems¶
Case: Greg James at Sun Microsystems (HBS 9-409-003)
Key Concepts: Virtual Teams, Global Team Coordination, Trust in Remote Teams [CASE-ONLY]
Session 11: Talent Development -- Felicity Wang¶
Case: Felicity Wang (DPO-866-E)
Key Concepts: Talent Identification, Career Development, Coaching [CASE-ONLY]
Reading: FHN-345-E Coaching
Session 12: Talent Development -- Tessile Milano SpA¶
Case: Tessile Milano SpA (DPO-432-E)
Key Concepts: Succession Planning, Performance Evaluation, Talent Pipeline [CASE-ONLY]
Session 13: Talent Development -- Workshop¶
Key Concepts: Talent Development (applied)
Format: In-class workshop.
Session 14: Organizational Culture -- Arie's AI Co-leadership Dilemma¶
Case: Arie's AI Co-leadership Dilemma
Key Concepts: Organizational Culture, AI and Leadership, Cultural Adaptation [CASE-ONLY]
Session 15: Organizational Culture -- Bridgewater Associates¶
Case: Bridgewater Associates
Key Concepts: Radical Transparency, Culture of Feedback, Strong vs. Weak Cultures [CASE-ONLY]
Session 16: Organizational Culture -- Rijk Zwaan (Remote Work)¶
Case: Rijk Zwaan (Remote Work)
Key Concepts: Remote Work Culture, Organizational Values, Culture Change [CASE-ONLY]
Session 17: Integration and Conclusion -- Workshop Leaving a Legacy¶
Key Concepts: Leadership Legacy, Personal Leadership Philosophy
Format: In-class workshop.
Session 18: Integration and Conclusion -- Team Project Presentations¶
Key Concepts: Leadership (synthesis)
Format: Team project presentations.
Session 19: Integration and Conclusion -- Ricardo Semler¶
Case: Ricardo Semler (INS517)
Key Concepts: Participative Management, Radical Empowerment, Democratic Leadership [CASE-ONLY]
Session 20: Integration and Conclusion -- Wrap-Up and Conclusions¶
Key Concepts: Course Synthesis, Leadership Takeaways
Format: Final wrap-up and course debrief.
Marketing Management¶
Professors: Inigo Gallo & Daniel Mirny | ECTS: 4 | Sessions: 22
Evaluation: Simulations 20%, Performance in class 60%, Final exam 20%
Course Structure: Module 1: Market Analysis (Sessions 1-2) | Module 2: Segmentation, Targeting & Positioning (Sessions 3-5) | Module 3: Products & Services (Sessions 6-9) | Midterm Review (Session 10) | Group Presentations (Session 11) | Module 4: Pricing (Sessions 12-17) | Module 5: Market Orientation (Sessions 18-19) | Review & Exam (Sessions 20-22)
Session 1: Market Analysis I¶
Case: Casper Sleep Inc.
Key Concepts: Market Analysis, Industry Assessment, Consumer Behavior [CASE-ONLY]
Session 2: Market Analysis II¶
Case: BSH Bean-to-Cup Coffeemakers
Key Concepts: Market Sizing, Competitive Landscape, Market Dynamics [CASE-ONLY]
Session 3: Segmentation, Targeting and Positioning I¶
Case: Chase Sapphire
Key Concepts: Market Segmentation, Targeting Criteria, Positioning Strategy [CASE-ONLY]
Session 4: Segmentation, Targeting and Positioning II¶
Case: The Captor Opportunity
Key Concepts: Segment Attractiveness, Target Market Selection [CASE-ONLY]
Session 5: Segmentation, Targeting and Positioning III¶
Case: Equivalenza Repositioning
Key Concepts: Brand Repositioning, Perceptual Maps, Positioning Statement [CASE-ONLY]
Session 6: Products and Services I¶
Case: Peak Sealing Technologies
Key Concepts: Product Strategy, B2B Product Management [CASE-ONLY]
Session 7: Products and Services II¶
Case: Etnia Barcelona Retail
Key Concepts: Retail Strategy, Brand Experience, Product Assortment [CASE-ONLY]
Session 8: Products and Services III¶
Case: Dodot Basic Line
Key Concepts: Product Line Decisions, Value Proposition, Product Portfolio [CASE-ONLY]
Session 9: Growth Strategy¶
Case: Rappi Growth Dilemma
Key Concepts: Growth Strategy, Platform Business, Market Expansion [CASE-ONLY]
Session 10: Midterm Review¶
Format: Review lecture.
Session 11: Group Presentations -- Universal Rental Car Pricing Simulation¶
Key Concepts: Pricing Strategy (applied) [SIMULATION]
Format: Group presentations on simulation results.
Session 12: Pricing I¶
Case: Singapore Metals Ltd.
Key Concepts: Pricing Fundamentals, Value-Based Pricing, Cost-Plus Pricing
Reading: MN-385-E Prices
Session 13: Pricing II¶
Case: EcoMetrics
Key Concepts: Price Sensitivity, Conjoint Analysis, Willingness to Pay [CASE-ONLY]
Session 14: Pricing III¶
Case: CNS Worldwide
Key Concepts: B2B Pricing, Competitive Pricing, Price Wars [CASE-ONLY]
Session 15: Pricing IV¶
Case: Benati Suncare
Key Concepts: Price Elasticity, Promotional Pricing, Price Architecture [CASE-ONLY]
Session 16: Pricing V¶
Case: La Fageda
Key Concepts: Social Enterprise Pricing, Value Capture in Mission-Driven Organizations [CASE-ONLY]
Session 17: Pricing VI¶
Case: La Fageda (continued)
Key Concepts: Pricing Strategy Integration
Session 18: Market Orientation I¶
Case: Bank of Muntenia
Key Concepts: Market Orientation, Customer-Centric Organization [CASE-ONLY]
Session 19: Market Orientation II¶
Case: Aqualisa Quartz
Key Concepts: Innovation Adoption, Channel Strategy, Go-to-Market [CASE-ONLY]
Session 20: Course Review I¶
Case: AeroTec Systemes
Key Concepts: Marketing Strategy Integration [CASE-ONLY]
Session 21: Final Review¶
Format: Final review lecture.
Session 22: Final Exam¶
Format: Comprehensive exam.
Fundamentals of Entrepreneurial Management 1¶
Professor: Yuliya Snihur | ECTS: 2 | Sessions: 10 + Final Exam
Evaluation: Written activities 20%, Performance in class 45%, Exams 35%
Course Structure: Introduction (Session 1) | Testing Ideas (Session 2) | Getting Started (Sessions 3-4) | Business Model (Session 5) | Financing (Sessions 6-7) | Team & Leadership (Session 8) | Taking the Leap (Session 9) | Scaling (Session 10) | Final Exam
Session 1: Introduction to Entrepreneurship¶
Case: Alhoia Capital
Key Concepts: Entrepreneurial Mindset, Opportunity Recognition [CASE-ONLY]
Session 2: Testing the Idea¶
Case: Rent the Runway
Key Concepts: Idea Validation, Market Testing, Lean Startup Principles [CASE-ONLY]
Session 3: Getting Started I¶
Key Concepts: Startup Launch Decisions [SIMULATION]
Format: In-class simulation.
Session 4: Getting Started II¶
Key Concepts: Startup Launch (applied)
Format: Interactive session.
Session 5: From Idea to Business Model¶
Case: Blue River Technology A
Key Concepts: Business Model Design, Value Proposition Canvas, Revenue Models [CASE-ONLY]
Session 6: Financing the Venture I¶
Key Concepts: Venture Financing, Term Sheets, Equity Dilution
Format: Negotiation exercise.
Session 7: Financing the Venture II¶
Key Concepts: Venture Capital, Funding Stages, Investor Relations
Format: Interactive session.
Session 8: Assembling a Winning Team¶
Case: CarbonZen
Key Concepts: Founding Team Composition, Equity Splits, Roles and Responsibilities [CASE-ONLY]
Session 9: Taking the Leap¶
Case: Aparkalo A
Key Concepts: Entrepreneurial Decision-Making, Risk Assessment, Commitment [CASE-ONLY]
Session 10: Scaling the Business¶
Case: Flywire
Key Concepts: Scaling Strategy, International Expansion, Operational Scaling [CASE-ONLY]
Final Exam¶
Format: Open-book group exam.
SEMESTER 2¶
Operations Management¶
Professor: Laura Wagner | Sessions: 23 | Evaluation: Class participation 25%, Team assignments 20%, Midterm 25%, Final 30%
Course Structure: Process Analysis (Sessions 1-4) | Input/Output Analysis (Sessions 5-7) | Aggregate Planning & Productivity (Sessions 8-9) | Midterm (Session 10) | Queue Management (Sessions 11-12) | Production & Inventory (Sessions 13-16) | Supply Chain (Session 17) | Operations Day (Sessions 18-20) | Integration (Sessions 21-22) | Final (Session 23)
Session 1: Introduction to Operations Management¶
Case: Benihana of Tokyo
Key Concepts: Operations Strategy, Process Design, Capacity Utilization, Service Operations
Technical Note: PN-458-E
Session 2: Process Analysis -- Introduction¶
Case: Pizzas Dani
Key Concepts: Process Flow Diagrams, Bottleneck Identification, Throughput, Cycle Time
Technical Note: PN-464-E
Session 3: Process Analysis -- Product Mix¶
Case: Arlanzones National Park
Key Concepts: Product Mix Optimization, Contribution Margin, Constraint Management [CASE-ONLY]
Session 4: Process Analysis -- Process Improvement¶
Case: Privalia
Key Concepts: Process Improvement, Lean Thinking, Waste Elimination [CASE-ONLY]
Format: Team assignment 1.
Session 5: Input/Output Analysis -- Introduction¶
Key Concepts: Input/Output Analysis, Flow Rates, Little's Law
Technical Note: PN-424-E
Session 6: Input/Output Analysis -- Services¶
Case: Digestive Endoscopy Vall d'Hebron
Key Concepts: Service Operations, Capacity in Healthcare, Patient Flow [CASE-ONLY]
Session 7: Input/Output Analysis -- Manufacturing¶
Case: Poma de Tuixent
Key Concepts: Manufacturing Flow, Work-in-Process, Throughput Rate [CASE-ONLY]
Session 8: Aggregate Planning¶
Case: Athena Luxury Purses
Key Concepts: Aggregate Planning, Demand Forecasting, Level vs. Chase Strategy [CASE-ONLY]
Session 9: Productivity Management¶
Case: Surgikos S.A.
Key Concepts: Productivity Measurement, Labor Productivity, Total Factor Productivity [CASE-ONLY]
Session 10: Midterm Exam¶
Format: In-class exam covering Sessions 1-9.
Session 11: Queue Management -- Introduction¶
Key Concepts: Queuing Theory, Arrival Rate, Service Rate, Utilization, Waiting Time
Technical Note: PN-441-E
Session 12: Queue Management -- Pooling¶
Case: Etihad Airways HR
Key Concepts: Resource Pooling, Capacity Pooling, Queue Consolidation [CASE-ONLY]
Session 13: Production Planning¶
Case: Tejidos Especiales Edentel 4.0 A & B
Key Concepts: Production Planning, MRP, Scheduling [CASE-ONLY]
Session 14: Inventory Management -- Batching¶
Case: Motores Rivero MORSA
Key Concepts: Economic Order Quantity (EOQ), Batch Sizing, Holding Costs, Ordering Costs
Technical Note: PN-426-E
Session 15: Inventory Management -- Safety Stock¶
Case: MORSA (continued)
Key Concepts: Safety Stock, Service Level, Reorder Point, Demand Variability
Technical Note: PN-428-E
Session 16: Inventory Management -- Perishable Goods¶
Case: Fiore di Zucca
Key Concepts: Newsvendor Model, Perishable Inventory, Critical Fractile [CASE-ONLY]
Session 17: Supply Chain Coordination¶
Key Concepts: Supply Chain Coordination, Bullwhip Effect, Information Sharing [CASE-ONLY]
Format: Team assignment 2 (O'Noso Lar 2020).
Sessions 18-20: Operations Day¶
Key Concepts: Operations Integration, Real-Time Decision Making [SIMULATION]
Format: Intensive simulation day.
Session 21: Integration -- Organizational Issues¶
Case: Bioco
Key Concepts: Operations and Organization, Change Management in Operations [CASE-ONLY]
Session 22: Integration -- Service Excellence¶
Case: Additive Manufacturing at Etnia Barcelona
Key Concepts: Additive Manufacturing, Service Excellence, Operations Innovation [CASE-ONLY]
Session 23: Final Exam¶
Format: Comprehensive exam.
Business Analytics¶
Professor: Veronica Cappelli | ECTS: 2 | Sessions: 11
Evaluation: Performance in class 50%, Final exam 50%
Textbook: "Quantitative Methods for Management" by Canela, Alegre, Ibarra
Course Structure: Regression (Sessions 1-5) | Classification (Sessions 6-7) | HR Analytics (Session 8) | A/B Testing (Session 9) | Review & Exam (Sessions 10-11)
Session 1: The Regression Line¶
Case: Greenchips
Key Concepts: Simple Linear Regression, R-squared, Residuals, Correlation vs. Causation
Session 2: Multiple Linear Regression¶
Case: Barcelona Real Estate Valuation
Key Concepts: Multiple Regression, Adjusted R-squared, Multicollinearity
Session 3: Testing Regression Coefficients¶
Case: Orange Juice Market Share
Key Concepts: Hypothesis Testing, t-tests, p-values, Statistical Significance, Confidence Intervals
Session 4: Dummy Variables¶
Case: Scandia Gender Pay Gap
Key Concepts: Dummy Variables, Categorical Predictors, Interaction Terms
Session 5: Sales Trend at Guarini¶
Case: Sales Trend at Guarini (AD-370-E)
Key Concepts: Time Series Regression, Trend Analysis, Seasonality
Session 6: Classification Models I¶
Case: UW Health Hospital
Key Concepts: Logistic Regression, Classification, Confusion Matrix, Accuracy
Session 7: Classification Models II¶
Case: Customer Churn Prediction
Key Concepts: Classification (advanced), Precision, Recall, ROC Curve, Model Selection
Session 8: HR Analytics at Barney¶
Case: HR Analytics at Barney
Key Concepts: HR Analytics, People Analytics, Predictive Modeling for HR [CASE-ONLY]
Session 9: A/B Testing¶
Case: A/B Testing at Vungle
Key Concepts: A/B Testing, Experimental Design, Statistical Significance, Treatment and Control Groups
Session 10: Final Session / Course Review¶
Key Concepts: Course Synthesis, AI Bias, Ethical Considerations in Analytics
Reading: ProPublica AI Bias article
Session 11: Final Exam¶
Format: Comprehensive exam.
Business Ethics¶
Professor: Ricardo Calleja | ECTS: 2 | Sessions: 10
Evaluation: Performance in class 40%, Exams 60%
Course Structure: Part 1: Personal Ethics (Sessions 1-4) | Part 2: Organizational Ethics (Sessions 5-7) | Part 3: Societal Ethics (Sessions 8-10)
Session 1: Introduction to Business Ethics / Insider Trading¶
Case: Rajat Gupta
Key Concepts: Ethical Frameworks Introduction, Insider Trading, Fiduciary Duty [CASE-ONLY]
Session 2: Psychological Makeup / Fraud¶
Case: BOP Drilling the Dirt A
Key Concepts: Moral Psychology, Rationalization, Ethical Blind Spots, Fraud [CASE-ONLY]
Session 3: Ethical Philosophies / Corruption¶
Case: Voltium
Key Concepts: Utilitarianism, Deontology, Virtue Ethics, Corruption [CASE-ONLY]
Session 4: Exercise on Ethical Decision Making¶
Case: Uber -- Steering the Wheel
Key Concepts: Ethical Decision-Making Frameworks, Stakeholder Analysis [CASE-ONLY]
Session 5: Responsibilities toward Employees / Gender and Free Speech¶
Case: Google / Damore
Key Concepts: Employee Rights, Diversity and Inclusion, Free Speech in Organizations [CASE-ONLY]
Session 6: Responsibilities toward Investors / Fraud and Governance¶
Case: Theranos -- The Unicorn that Wasn't
Key Concepts: Corporate Governance, Investor Protection, Board Oversight, Fraud Detection [CASE-ONLY]
Session 7: Responsibilities toward Customers / Organizational Virtue¶
Case: Terror at the Taj Bombay (video case)
Key Concepts: Customer Duty of Care, Organizational Virtue, Employee Empowerment in Crisis [CASE-ONLY]
Session 8: Societal Role / Ethical Perspectives¶
Case: Purdue Pharma / Opioid Crisis
Key Concepts: Corporate Social Responsibility, Industry Ethics, Public Health Impact [CASE-ONLY]
Session 9: Societal Role / ESG¶
Case: New Belgium Brewing & B Corp
Key Concepts: ESG Integration, B Corp Certification, Stakeholder Capitalism [CASE-ONLY]
Session 10: Technology and Societal Impact / AI¶
Case: AI Pyramid -- Pollos Pujante
Key Concepts: AI Ethics, Technology and Society, Algorithmic Decision-Making [CASE-ONLY]
Operational Finance¶
Professor: Tammaro Terracciano | ECTS: 2 | Sessions: 11
Evaluation: Performance in class 30%, Exams 70%
Textbook: Finance for Managers (FFM) by E. Martinez Abascal, 3rd Edition
Course Structure: Financial Analysis & Forecasting (Sessions 1-3) | Working Capital Management (Sessions 4-6) | Financing & Structure (Session 7) | Integration (Sessions 8-9) | Review & Exam (Sessions 10-11)
Session 1: Financial Analysis¶
Case: Polypanel -- Financing Growth
Key Concepts: Financial Ratio Analysis, ROE Decomposition, Profitability vs. Liquidity
Reading: FFM Chapter 1
Session 2: P&L and Balance Sheet Forecast¶
Case: Polypanel (continued)
Key Concepts: Pro Forma Financial Statements, Revenue Forecasting, Balance Sheet Projections
Reading: FFM Chapter 2
Session 3: Growth and Financial Needs¶
Case: Polypanel (continued)
Key Concepts: Sustainable Growth Rate, External Financing Needs, Growth-Funding Gap
Reading: FFM Chapters 3-4 (optional)
Session 4: Seasonal Need of Funds¶
Case: Baby Dolls -- Move to China
Key Concepts: Seasonal Cash Flow Patterns, Working Capital Seasonality, Peak Financing Needs [CASE-ONLY]
Session 5: Management of Cash Cycle¶
Case: Amazon 2018
Key Concepts: Cash Conversion Cycle, Days Sales Outstanding, Days Payable Outstanding, Negative Working Capital [CASE-ONLY]
Session 6: Credit Management¶
Case: Pirelli -- Investing in Reifen Ritter
Key Concepts: Trade Credit, Credit Policy, Credit Risk Assessment, Payment Terms [CASE-ONLY]
Session 7: Short-Term Financing and Financial Structure¶
Case: Novocabos 2016
Key Concepts: Short-Term Financing Instruments, Lines of Credit, Factoring, Financial Structure [CASE-ONLY]
Session 8: Wrap-Up -- Analysis, Diagnosis and Action Plan¶
Case: WestWood Foods A
Key Concepts: Financial Diagnosis Framework, Identifying Root Causes, Action Plan Design [CASE-ONLY]
Session 9: Wrap-Up -- Action Plan¶
Case: WestWood Foods B
Key Concepts: Action Plan Implementation, Financial Turnaround [CASE-ONLY]
Session 10: Review and Q&A¶
Key Concepts: Course Synthesis
Technical Note: FN-629-E Summary of Operational Finance
Session 11: Exam¶
Format: Comprehensive exam.
Managerial Accounting¶
Professor: Robert Raney | ECTS: 4 | Sessions: 22
Evaluation: Performance in class 40%, Final exam 40%, Midterm 20%
Course Structure: Part 1: Business Decisions (Sessions 1-11) | Part 2: Management Control (Sessions 12-22)
Session 1: Course Overview and Foundations¶
Case: La Liga's RCD Espanyol
Key Concepts: Cost Classification, Fixed vs. Variable Costs, Contribution Margin, Break-Even Analysis
Technical Notes: CN-223-E, CN-224-E
Session 2: Product Line Decisions¶
Case: Le Grand Hotel de Leysin
Key Concepts: Product Line Profitability, Relevant Costs, Dropping a Product Line [CASE-ONLY]
Session 3: Discount Decisions¶
Case: Becker Textilwerk
Key Concepts: Incremental Analysis, Volume Discounts, Margin Impact
Technical Note: CN-224-E
Session 4: Decisions on Technological Changes¶
Case: EnGuang Solar
Key Concepts: Make vs. Buy (technology), Capital Investment Analysis, Operating Leverage [CASE-ONLY]
Technical Note: CN-224-E
Session 5: Outsourcing¶
Case: 3P S.A.
Key Concepts: Outsourcing Decision Framework, Relevant Costs, Opportunity Costs
Technical Note: CN-224-E
Session 6: Special Orders¶
Case: Orbea
Key Concepts: Special Order Analysis, Incremental Revenue vs. Cost, Capacity Constraints
Technical Note: CN-224-E
Session 7: Cost Systems Lecture¶
Key Concepts: Cost Allocation, Direct vs. Indirect Costs, Activity-Based Costing (ABC), Traditional Costing
Technical Note: CN-225-E
Format: Lecture.
Session 8: Cost Systems and Product Profitability¶
Case: Tidal Cloud
Key Concepts: ABC Application, Product Profitability Analysis, Cost Driver Selection
Technical Note: CN-225-E
Session 9: Cost Systems and Competitive Strategy¶
Case: Bruxelles Services
Key Concepts: Cost Systems for Strategy, Pricing Decisions Based on Cost, Competitive Cost Analysis
Technical Note: CN-225-E
Session 10: Review Session¶
Format: Review of Part 1 (Business Decisions).
Session 11: Mid-Term Exam¶
Format: In-class exam covering Sessions 1-9.
Session 12: Internal Accounting and Control Systems Lecture¶
Key Concepts: Management Control Systems, Responsibility Centers, Performance Measurement
Format: Lecture introducing Part 2.
Session 13: Cost-Based Transfer Pricing¶
Case: Al Jakani Computers
Key Concepts: Transfer Pricing, Cost-Based Methods, Goal Congruence, Divisional Autonomy
Technical Note: CN-227-E
Session 14: Market-Based Transfer Pricing¶
Case: Salers Dairy
Key Concepts: Market-Based Transfer Pricing, Arm's Length Principle, Internal Markets
Technical Note: CN-227-E
Session 15: Variance Analysis and Budgeting¶
Case: Agrismart
Key Concepts: Flexible Budgets, Variance Analysis (Price, Volume, Mix), Budget vs. Actual
Technical Note: CN-226-E
Session 16: Variance Analysis and Divisional Performance¶
Case: PriceClub Spain
Key Concepts: Divisional Performance Evaluation, Revenue and Cost Variances, Accountability
Technical Note: CN-226-E
Session 17: Financial Performance Measures¶
Case: Schneider Electric
Key Concepts: ROI, Residual Income, EVA, Financial Performance Metrics
Technical Note: CN-228-E
Session 18: Non-Financial Performance Measures¶
Case: TBD
Key Concepts: Balanced Scorecard, KPIs, Non-Financial Metrics, Leading vs. Lagging Indicators
Technical Note: CN-228-E
Session 19: Employee and Managerial Incentives¶
Case: ATH Technologies A
Key Concepts: Incentive Design, Compensation Systems, Agency Theory, Moral Hazard
Technical Note: CN-229-E
Session 20: Top Management Incentives and Corporate Governance¶
Case: Say on Pay at Citigroup
Key Concepts: Executive Compensation, Say on Pay, Corporate Governance, Shareholder Activism
Technical Note: CN-229-E
Session 21: Conclusion and Wrap-Up¶
Key Concepts: Course Synthesis -- Business Decisions and Management Control Integration
Format: Lecture.
Session 22: Final Exam¶
Format: Comprehensive exam.
Marketing, Planning and Implementation¶
Professor: Chadwick Miller | ECTS: 4 | Sessions: 21
Evaluation: Team presentations 40%, Performance in class 60%
Course Structure: Module 1: Communications (Sessions 1-5) | Module 2: Channel Management (Sessions 6-10) | Module 3: Sales Force Management (Sessions 11-16) | Module 4: Sustaining Value (Sessions 17-19) | Closing & Presentations (Sessions 20-21)
Session 1: Communications I -- The Communication Plan¶
Case: Barbie at Mattel
Key Concepts: Communication Strategy, Media Planning, Integrated Marketing Communications [CASE-ONLY]
Session 2: Communications II -- Media Allocation¶
Case: Magellan Boatworks
Key Concepts: Media Allocation, Budget Optimization, Reach vs. Frequency [CASE-ONLY]
Session 3: Communications III -- Online/Offline Metrics¶
Case: Anytime Fitness
Key Concepts: Marketing Metrics, Online vs. Offline Measurement, Attribution, ROI [CASE-ONLY]
Session 4: Communications IV -- Writing a TV Ad Brief¶
Case: GoQuickly.com & Super Bowl
Key Concepts: Creative Brief, Advertising Strategy, Super Bowl Advertising Economics [CASE-ONLY]
Session 5: Communications IV (continued)¶
Key Concepts: Creative Brief (applied)
Format: Team assignment.
Session 6: Channel Management I -- Integrated Channels¶
Case: MiCajaFresca
Key Concepts: Omnichannel Strategy, Channel Integration, Last-Mile Delivery [CASE-ONLY]
Session 7: Channel Management II -- Designing Distribution¶
Case: Soren Chemical
Key Concepts: Distribution Design, Channel Conflict, Push vs. Pull Strategy [CASE-ONLY]
Session 8: Channel Management III -- Direct-to-Consumer (DTC)¶
Case: Hubble Contact Lenses
Key Concepts: DTC Model, Subscription Business, Disintermediation [CASE-ONLY]
Session 9: Channel Management IV -- Platforms¶
Case: Roblox -- Virtual Commerce
Key Concepts: Platform Economics, Virtual Commerce, User-Generated Content, Marketplace Dynamics [CASE-ONLY]
Session 10: Channel Management V -- International¶
Case: Voltatech
Key Concepts: International Distribution, Market Entry, Channel Strategy Abroad [CASE-ONLY]
Session 11: Sales Force I -- Key Decisions¶
Case: The Veteran Tree
Key Concepts: Sales Force Sizing, Territory Design, Compensation Design [CASE-ONLY]
Session 12: Sales Force II -- Selling Process¶
Case: Insite -- Simplified Big Data
Key Concepts: B2B Selling Process, Solution Selling, Customer Relationship Management [CASE-ONLY]
Session 13: Sales Force III -- Evaluation and Management¶
Case: Stepsmart Fitness
Key Concepts: Sales Force Evaluation, Performance Metrics, Sales Quota Setting [CASE-ONLY]
Session 14: Sales Force IV -- Evaluation (continued)¶
Key Concepts: Sales Force Management (advanced)
Session 15: How to Write a Marketing Plan¶
Key Concepts: Marketing Plan Structure, Situation Analysis, Marketing Mix Decisions
Format: Lecture.
Session 16: Sales Force -- Selling Professional Services¶
Cases: McLaren Selby; Clifford Chance
Key Concepts: Professional Services Sales, Relationship Selling, Trust-Based Selling [CASE-ONLY]
Session 17: Sustaining Value I -- The Brand¶
Key Concepts: Brand Equity, Brand Management, Brand Architecture
Session 18: Sustaining Value II -- Product Innovation / Design Thinking¶
Case: IDEO
Key Concepts: Design Thinking, Innovation Process, User-Centered Design [CASE-ONLY]
Session 19: Sustaining Value III -- Big Data, AI and Customer Equity¶
Case: Caesar's Entertainment
Key Concepts: Customer Lifetime Value, Big Data in Marketing, AI-Driven Personalization, Customer Equity [CASE-ONLY]
Session 20: Closing Lecture¶
Key Concepts: Course Synthesis
Format: Final lecture.
Session 21: Presentations¶
Key Concepts: Marketing Strategy (synthesis)
Format: Team presentations.
Fundamentals of Entrepreneurial Management 2¶
Professor: Jeroen Neckebrouck | ECTS: 2 | Sessions: 11
Evaluation: Other written 30%, Team presentations 30%, Written assignment (MVP) 30%, Class participation 10%
Course Structure: Hackathon-based experiential format. Teams develop ventures from ideation through pitch.
Session 1: Welcome to the Hackathon -- Process, Playbooks, Possibilities¶
Key Concepts: Hackathon Format, Entrepreneurial Process Overview
Session 2: Spotting Big Trends and Opportunity Windows¶
Key Concepts: Trend Analysis, Opportunity Recognition, Market Timing
Session 3: From Empathy to Opportunity -- Crafting Early Value Propositions¶
Key Concepts: Customer Empathy, Value Proposition Design, Jobs to Be Done
Session 4: From Empathy to Opportunity (continued)¶
Key Concepts: Value Proposition Refinement
Session 5: From Field to Form -- Prototyping to Learn¶
Key Concepts: Rapid Prototyping, MVP Design, Build-Measure-Learn
Session 6: From Field to Form (continued)¶
Key Concepts: Prototyping (iteration)
Session 7: Observing Real Feedback in Action¶
Key Concepts: Customer Discovery, User Testing, Feedback Analysis
Session 8: Adapt or Persevere -- Pivoting and Iteration¶
Key Concepts: Pivot Decisions, Iteration Strategy, Perseverance vs. Change
Session 9: From Economics to Story -- Business Model and Pitch Foundations¶
Key Concepts: Business Model Canvas, Unit Economics, Pitch Deck Structure, Storytelling for Entrepreneurs
Session 10: Section Finals -- Venture Pitch Presentations¶
Key Concepts: Pitch Delivery, Investor Communication [SIMULATION]
Format: Section-level pitch presentations.
Session 11: Final Pitch Presentations¶
Key Concepts: Pitch (final) [SIMULATION]
Format: School-wide final pitch presentations.
SEMESTER 3¶
Corporate Finance¶
Professors: Ahmad Rahnema Alavi & Valentina Raponi | ECTS: 4 | Sessions: 22
Evaluation: Valuation project 20%, Performance in class 20%, Final exam 30%, Midterm 30%
Textbooks: FFM Ch.5-10 by Martinez Abascal; Corporate Finance by Ross, Westerfield & Jaffe
Course Structure: Module 1: Project Evaluation (Sessions 1-3) | Module 2: Business Valuation Methods (Sessions 4-9) | Review & Midterm (Sessions 10-11) | Module 3: Financing & Cost of Capital (Sessions 12-14) | Module 4: Advanced Topics (Sessions 15-18) | Final Review & Exam (Sessions 19-22)
Note: Prep questions are provided via individual Preparation Sheets for each case (not in the syllabus). Follow each case's Preparation Sheet and complete the Excel "Supplement TO DO" before class; check against "Supplement DONE" to identify errors.
Session 1-2: Project Evaluation (I & II)¶
Case: HIFU TAOC: Investing in Tech Projects: Introduction to Project Valuation (IESE F-996-E)
Key Concepts: NPV, IRR, Payback Period, FCF, ECF, Project Evaluation Methodology
Preparation Sheet: FP-381-E | Supplements: FS-194 TO DO and DONE
Technical Note: IESE FN-650-E Project Evaluation | Optional: FFM Chapters 5-8
Session 3: Project Evaluation: Methodology¶
Case: AZA Group: Investment in a Hotel (IESE F-957-E)
Key Concepts: Project Evaluation 9-Step Methodology, Sunk Costs, Cannibalization, Opportunity Costs
Preparation Sheet: FP-383-E | Supplements: FS-178 TO DO and DONE
Session 4-5: Introduction to Business Valuation (I & II)¶
Case: Valuation of NVIDIA Corporation (IESE F-955-E)
Key Concepts: DCF Valuation, Terminal Value, WACC, Multiples (EV/EBITDA, P/E)
Preparation Sheet: FP-362-E | Supplements: TO DO and DONE
Technical Note: IESE FN-628-E Multiples in Firm Valuation | Optional: FFM Chapter 10
Session 6: Valuation with Multiples¶
Case: Volkswagen AG: Valuation in 2009 (A) (IESE F-845-E)
Key Concepts: Valuation Multiples, Comparable Company Analysis, Transaction Multiples
Preparation Sheet: Volkswagen Preparation Sheet | Supplements: TO DO and DONE
Session 7: Mergers and Acquisitions: Deal Valuation¶
Case: Warehouse Industries 2017: A Listed Company Acquires a Competitor (IESE F-987-E)
Key Concepts: M&A Deal Valuation, Synergies, Acquisition Premium, RPP Framework
Preparation Sheet: FP-382-E | Supplements: FS-212 TO DO and DONE
Session 8: Decision Debt versus Equity¶
Case: LogisTech: In Search of Financing: Debt or Equity? (IESE F-986-E)
Key Concepts: Capital Structure, Tax Shield, Financial Distress, Debt vs. Equity Decision
Preparation Sheet: FP-373-E | Supplements: FS-206 TO DO and DONE | Optional: FFM Chapter 9
Session 9: Private Equity¶
Case: Riverside: The Acquisition of Euromed (IESE F-962-E)
Key Concepts: Private Equity, LBO Mechanics, GP/LP Structure
Preparation Sheet: FP-368-E | Supplements: FS-211 TO DO and DONE
Session 10: Review Session¶
Format: Review of Modules 1 & 2. Past midterm exams available on Virtual Campus.
Session 11: Mid-Term Exam¶
Format: Exam covering Modules 1 & 2.
Session 12: Cost of Equity and Cost of Debt¶
Case: Novartis: Cost of Capital and Value Creation -- The Spin-off of Sandoz (IESE F-1008-E)
Key Concepts: CAPM, Cost of Equity, Cost of Debt, Beta, Market Risk Premium
Preparation Sheet: FP-393-E (Session 1) | Supplements: TO DO and DONE
Technical Note: IESE FN-604-E Formulas Needed for WACC Calculations | Optional: CF Chapter 10 (10.1-10.4, 10.9) and Chapter 12
Session 13: Estimate the WACC¶
Case: Novartis (continued)
Key Concepts: WACC Estimation, Weighted Average Cost of Capital
Preparation Sheet: FP-390-E (Sessions 2 & 3)
Session 14: Unlevering and Relevering Returns¶
Case: Novartis (continued)
Key Concepts: Unlevering, Relevering, Asset Beta vs. Equity Beta, Capital Structure Adjustment
Session 15: Dividend Policy¶
Case: Payout Policy at eBay Inc. (IESE F-960-E)
Key Concepts: Dividend Policy, Share Buybacks, Payout Decision Framework
Preparation Sheet: eBay Preparation Sheet | Exhibits: eBay Exhibits
Session 16: Analysis of Initial Public Offerings (IPOs)¶
Case: Jose Cuervo: Going Public (IESE F-975-E)
Key Concepts: IPO 5-Phase Process, Underpricing, Winner's Curse, Green Shoe Provision
Preparation Sheet: Jose Cuervo Preparation Sheet | Exhibits: Jose Cuervo Exhibits | Optional: CF Chapter 19
Session 17: Green Finance¶
Case: Shell: Green Finance and Sustainability Challenges (IESE F-991-E)
Key Concepts: Green Finance, Green Bonds, ESG Integration in Valuation, Climate Action
Preparation Sheet: Shell Preparation Sheet | Exhibits: Shell Exhibits
Session 18: Valuation of a Leveraged Buyout (LBO)¶
Case: The MBO of Hoffmann Saveurs (IESE F-927-E)
Key Concepts: LBO Valuation, Management Buyout, Debt Tranches, Equity Return
Preparation Sheet: FP-343-E | Supplements: FS-208 TO DO and DONE
Session 19: Final Review Session¶
Format: Review of all modules. Past final exams available on Virtual Campus.
Session 20: Valuation Project¶
Key Concepts: Comprehensive valuation synthesis.
Format: Deliverable (valuation report, individual or team-based, uploaded to Virtual Campus).
Session 21: What Every Manager Should Know About Corporate Finance¶
Key Concepts: High-level takeaways mapping financial insights to management strategy.
Session 22: Final Exam¶
Format: Comprehensive exam.
Competitive Strategy¶
Professors: Ricard Gil | ECTS: 4 | Sessions: 22
Evaluation: Simulations 20%, Team presentations 5%, Performance in class 25%, Final exam 25%, Midterm 25%
Course Structure: Module 1: Introduction (Sessions 1-2) | Module 2: Building Competitive Advantage (Sessions 3-8) | Team Exercise (Session 9) | Synthesis & Midterm (Sessions 10-11) | Module 3: Competitive Dynamics (Sessions 12-15) | Module 4: Changing Strategy (Sessions 16-17) | Module 5: Global Challenge Simulation (Sessions 13-15, 18, 20) | AI & Strategy (Session 19) | Final (Sessions 21-22)
Session 1-2: What is Strategy?¶
Case: Dogfight over Europe: Ryanair (A) (HBS 9-700-115)
Key Concepts: Value Creation and Capture, WTP minus Cost, Operational Effectiveness vs. Strategic Positioning
Prep Questions: 1. What is your assessment of Ryanair's launch strategy? 2. How do you expect Aer Lingus and British Airways to respond? Why? 3. How costly would it be for Aer Lingus and British Airways to retaliate against Ryanair's launch rather than accommodate it?
Readings: Porter, "What is Strategy?" HBR 1996; Ly & Vroom, "Value Creation and Capture," IESE SMN-678-E.
Format: Individual assignment (complete Ryanair survey on Virtual Campus by 10pm day before class).
Session 3: Industry Attractiveness¶
Case: Cola Wars Continue: Coke and Pepsi in 2010 (HBS 9-711-462)
Key Concepts: Porter's Five Forces, Industry Structure, Industry Profitability
Prep Questions: 1. Why is the soft drink industry so profitable? 2. Compare the economics of the concentrate business to the bottling business: Why are they so different? 3. How has the competition between Coke and Pepsi affected the industry's profits? 4. Can Coke and Pepsi sustain their profits in the wake of flattening demand and the growing popularity of non-carbonated drinks?
Reading: Porter, "The Five Competitive Forces That Shape Strategy," HBR 2008.
Session 4: Industry Structure and Value Capture¶
Case: Uber: The Future of Mobility (SM-1721-E)
Key Concepts: Platform Economics, Why Some Platforms Thrive, Network Effects, Industry Structure
Prep Questions: 1. How attractive is the ride-hailing business? 2. How would new regulations that turn drivers into employees with hourly wages affect the attractiveness of the ride-hailing business? 3. How would the large-scale introduction of fully automated cars affect the attractiveness of the ride-hailing business? 4. How could Uber improve its position in the ride-hailing business?
Reading: Feng & Iansiti, "Why Some Platforms Thrive and Others Don't," HBR 2019.
Session 5: Cost Advantage¶
Case: Less is More: Will Aldi's Expansion Plans Pay Off in a Crowded U.S. Grocery Market? (HBS 9-725-416)
Key Concepts: Seven Drivers of Cost Advantage (Grant Ch. 7), Cost Analysis via Value Chain, Hard Discount Model
Prep Questions: 1. What are Aldi's sources of competitive advantage? 2. How sustainable is Aldi's competitive advantage? 3. How transferable is Aldi's competitive advantage as Aldi moves into new formats (e.g., e-commerce) and new international locations?
Reading: Grant, "The Sources and Dimensions of Competitive Advantage," Contemporary Strategy Analysis Ch. 7.
Session 6: Differentiation Advantage¶
Case: Patagonia (HBS 9-711-020)
Key Concepts: Differentiation Drivers, Creating Shared Value, WTP Analysis, Value Chain for Differentiation
Prep Questions: 1. How important to Patagonia's advantage is its environmental position? 2. How fast can Patagonia grow? How fast should it grow?
Reading: Porter & Kramer, "Creating Shared Value," HBR 2011.
Session 7: Understanding Resources and Capabilities¶
Case: HUGE and Digital Strategy (HBS 9-712-442)
Key Concepts: RPP Framework (Resources/Processes/Priorities), Assessing Organizational Capabilities
Prep Questions: 1. How would you assess the attractiveness of the digital marketing industry? 2. What is HUGE's competitive advantage? 3. Which growth options should HUGE pursue? Why?
Reading: Christensen & Kaufman, "Assessing Your Organization's Capabilities: Resources, Processes and Priorities," HBS 9-607-014.
Session 8: Sustaining Competitive Advantage¶
Case: Mobileye: The Future of Driverless Cars (HBS 9-715-421)
Key Concepts: VRIS Framework, Strategic Fit, Activity-System Maps, Sustainability of Advantage
Prep Questions: 1. What are Mobileye's competitive advantages? Competitive vulnerabilities? 2. How should Shashua and Aviram handle the OEM demands for lower prices? Should they maintain a "full" price strategy or discount for the low-end bundle? 3. How should Shashua and Aviram handle Google? Should they cooperate with Google or keep them at arm's length?
Reading: Ly & Vroom, "Sustaining Competitive Advantage," IESE Technical Note.
Session 9: Team Exercise¶
Case: OpenAI and the Large Language Model Market (SM-1742-E)
Key Concepts: Industry Analysis (applied), Strategy Formulation, Finding Information for Industry Analysis
Reading: Rivkin & Cullen, "Finding Information for Industry Analysis," HBS 9-708-481.
Format: Group work. 10-minute presentation (max 5 slides) on OpenAI's future business strategy. Post on Virtual Campus by 10pm day before class.
Session 10: Synthesis and Discussion¶
Key Concepts: Pre-midterm synthesis of all frameworks.
Format: Interactive wrap-up lecture.
Session 11: Midterm Exam¶
Format: In-class exam on concepts from first half of course.
Session 12: Introduction to Competitive Dynamics¶
Key Concepts: Competitor Analysis, Strategic Interactions, Game Theory (Nash Equilibrium, Dominant Strategy, Commitment, Deterrence, Coopetition)
Reading: Ly & Vroom, "Competitive Dynamics," IESE Technical Note SMN-680-E.
Format: Interactive lecture.
Session 13-14: Global Challenge -- Introduction and Practice Rounds¶
Case: Bull Automotive Inc. (Global Challenge Simulation)
Key Concepts: Dynamic Strategy Formulation, Competitive Interactions, Forecasting [SIMULATION] -- Decision-making guide frameworks are in the reference; dynamic strategy skills emerge from gameplay.
Reading: Decision-making guide [REF]; "Can You Say What Your Strategy Is?" HBR 2008 [REF].
Format: [SIMULATION] Practice rounds, no effect on real scores.
Session 15: Global Challenge -- First Official Round¶
Case: Global Challenge Simulation
Key Concepts: Strategy Implementation, Competitive Dynamics (applied) [SIMULATION]
Format: [SIMULATION] First official round, results immediately available.
Session 16: Crafting Strategy¶
Key Concepts: Strategy Crafting [CASE-ONLY] -- Guest lecture content; no assigned reading. Upload class notes for study guide.
Format: Interactive guest lecture.
Session 17: Addressing a Crisis¶
Case: LEGO (A): The Crisis (HBS 9-713-478)
Key Concepts: Turnaround Strategy [REF], Crisis Management [REF], Strategy Change [CASE-ONLY] -- Upload LEGO case for non-crisis strategy change frameworks.
Prep Questions: 1. What has led the LEGO Group to the edge of bankruptcy? 2. What is your assessment of management moves during "the growth period that wasn't" (1993-98) and "the fix that wasn't" (1999-2004)? 3. As Jorgen Knudstorp, what would you do throughout the LEGO Group in order to turn the company around?
Session 18: Global Challenge -- Third Official Round¶
Format: [SIMULATION] Entirely in-class gameplay.
Session 19: AI and Competitive Advantage¶
Case: Amazon.com, Inc: The AI Transformation (SM-1724-E)
Key Concepts: AI and Value Creation/Capture, AI and Sustained Competitive Advantage [CASE-ONLY] -- Apply VRIS framework (in reference) to AI capabilities. Upload Amazon case for specific AI application examples.
Prep Questions: 1. How is Amazon.com adopting AI and how does AI affect the way Amazon.com creates and captures value? 2. How is AI changing Amazon.com's competitive advantage? 3. Is AI providing Amazon.com with a sustainable competitive advantage?
Session 20: Global Challenge -- Final Official Rounds¶
Format: [SIMULATION] Double session. Three sets of decisions in a row for final simulation rounds.
Session 21: Final Lecture and Simulation Debrief¶
Key Concepts: Strategy Stress-Testing ("Have You Tested Your Strategy Lately?" -- 10 Tests), Course Takeaways
Reading: Bradley, Hirt & Smit, "Have You Tested Your Strategy Lately?" McKinsey Quarterly 2011.
Format: Simulation debrief + final lecture.
Session 22: Final Project Presentations¶
Key Concepts: Industry Analysis, Competitor Analysis, Strategy Proposal (synthesis)
Format: Group work. Exactly 15-minute consulting-style presentations. Max 20-slide deck uploaded to Virtual Campus at end of term.
Global Economics¶
Professor: Enrique Ide | ECTS: 4 | Sessions: 22
Evaluation: Performance in class 40%, Exams 60%
Course Structure: Module I: Microeconomics (Sessions 1-4) | Module II: Macroeconomics in a Closed Economy (Sessions 5-8) | Module III: International Finance (Sessions 9-12) | Module IV: Cases from Around the World (Sessions 13-22)
Note: Prep questions are provided as "case preparation questions" distributed with each case (not listed verbatim in the syllabus).
Session 1: Competitive Markets I¶
Case: N/A (theory session)
Key Concepts: Supply and Demand, Competitive Equilibrium, Price Elasticity
Reading: Competitive Equilibrium
Session 2: Competitive Markets II¶
Case: Automation and Job Polarization
Key Concepts: Labor Markets, Automation Effects, Job Polarization [CASE-ONLY] -- Upload the Automation and Job Polarization case for labor market frameworks.
Prep: Automation and Job Polarization case preparation questions
Session 3: Price Ceilings and Price Floors¶
Case: Hurricane Sandy
Key Concepts: Price Ceilings, Price Floors, Shortages, Surpluses, Deadweight Loss
Reading: Price Ceilings and Price Floors
Prep: Hurricane Sandy case preparation questions
Session 4: Taxes¶
Case: N/A (theory session)
Key Concepts: Tax Incidence, Deadweight Loss from Taxation, Elasticity and Tax Burden
Reading: Taxes
Session 5: Macroeconomic Equilibrium I¶
Case: N/A (theory session)
Key Concepts: GDP (Nominal vs. Real), Inflation, Unemployment, AD-AS Model
Readings: Introduction to Macroeconomics; Macroeconomic Equilibrium
Session 6: Macroeconomic Equilibrium II¶
Case: How Did the U.S. Economy Defy Expectations in 2025?
Key Concepts: AD-AS Model (applied), SRAS, LRAS, Neutral Rate
Prep: Case preparation questions
Session 7: Interest Rates and Monetary Policy¶
Case: The Federal Reserve and the Neutral Rate Dilemma
Key Concepts: Monetary Policy, Interest Rates (Real vs. Nominal), Neutral Rate, Central Bank Credibility
Reading: Monetary Policy and Inflation
Prep: Case preparation questions
Session 8: The Government and Fiscal Policy¶
Case: France Fiscal Dilemma
Key Concepts: Fiscal Policy, Government Budget Constraint, Primary Deficit, Crowding Out
Reading: The Government and Fiscal Policy
Prep: Case preparation questions
Session 9: Nominal and Real Exchange Rates¶
Case: The Chilean Peso and the Estallido Social (Mini Case)
Key Concepts: Nominal Exchange Rate, Real Exchange Rate, Purchasing Power
Reading: Nominal and Real Exchange Rates
Session 10: Capital Flows and the Balance of Payments¶
Case: Norway Discovers Oil (Mini Case)
Key Concepts: Balance of Payments, Current Account, Financial Account, Capital Flows
Reading: Capital Flows and the Balance of Payments
Session 11: Midterm Exam¶
Format: Exam covering Modules I and II.
Session 12: Macroeconomic Policies in Open Economies¶
Case: BBC -- How Argentina Learned to Love the US Dollar (Mini Case)
Key Concepts: Impossible Trinity, Policy Effectiveness (Flexible vs. Fixed Exchange Rates), Open Economy AD
Reading: Macroeconomic Policy in Open Economies
Prep: Case preparation questions
Session 13: Hong Kong¶
Case: Hong Kong's Monetary System
Key Concepts: Currency Board, Fixed Exchange Rate Mechanics, Impossible Trinity (applied) [CASE-ONLY] -- Apply Impossible Trinity framework (in reference) to currency board mechanics. Upload case for specifics.
Prep: Case preparation questions
Session 14: Sri Lanka¶
Case: Sri Lanka's Catch 22
Key Concepts: Debt Crisis, Import Collapse, Balance of Payments Crisis, Fiscal Sustainability [CASE-ONLY] -- Apply BOP and fiscal policy frameworks (in reference). Upload case for sovereign debt sustainability analysis.
Prep: Case preparation questions
Session 15: USA¶
Case: Trump, Powell and the US Current Account
Key Concepts: Current Account Deficits, Fed Independence, Trade Policy [CASE-ONLY] -- Apply BOP and monetary policy frameworks (in reference). Upload case for Fed independence and trade policy content.
Prep: Case preparation questions
Session 16: Japan¶
Case: Restoring Japan: Abenomics
Key Concepts: Abenomics (Three Arrows), Fiscal Stimulus, Monetary Easing, Structural Reforms [CASE-ONLY] -- Apply AD-AS and monetary/fiscal frameworks (in reference). Upload case for Three Arrows detail.
Prep: Case preparation questions
Session 17: Mexico¶
Case: Mexico's Tequila Crisis
Key Concepts: Currency Crisis, Capital Flight, Fixed Exchange Rate Collapse [CASE-ONLY] -- Apply Impossible Trinity and BOP frameworks (in reference). Upload case for currency crisis mechanics (speculative attacks, reserve depletion, forced devaluation).
Prep: Case preparation questions
Session 18: Chile¶
Case: The Chilean Fiscal Rule
Key Concepts: Structural Balance Fiscal Rule, Countercyclical Fiscal Policy [CASE-ONLY] -- Apply fiscal policy frameworks (in reference). Upload case for structural balance rule mechanics and copper price adjustment methodology.
Prep: Case preparation questions
Session 19: Eurozone¶
Case: The Euro -- Spain and Germany's Contrasting Macroeconomic Experiences
Key Concepts: Monetary Union, Impossible Trinity under Euro, Divergent Macro Paths [CASE-ONLY] -- Apply Impossible Trinity and open economy frameworks (in reference). Upload case for monetary union mechanics and internal devaluation analysis.
Prep: Case preparation questions
Session 20-21: In-Class Cases¶
Case: Surprise!
Key Concepts: Applied macro frameworks (comprehensive) [CASE-ONLY] -- Surprise cases distributed in class. All Module I-III frameworks apply.
Format: In-class case analysis.
Session 22: Final Exam¶
Format: Comprehensive exam covering all modules.
Operations Strategy¶
Professor: Mihalis G. Markakis | ECTS: 4 | Sessions: 21
Evaluation: (per course syllabus)
Course Structure: Capacity Strategy (Sessions 1-4) | Process Strategy (Sessions 5-7) | Supply Chain Management (Sessions 8-11) | Developing Capabilities (Sessions 12-17) | Transforming Operations and Business Models (Sessions 18-21)
Session 1: Introduction to Operations Strategy¶
Case: TSMC: Chips Manufacturing in the Era of AI (IESE OIT-60-E)
Key Concepts: Operations-Based Strategy, Three Capability Types (Process/Systems/Organization-based), Capability Pairing, Learning is Local
Prep Questions: 1. What are the main pillars/objectives of TSMC's operations? 2. What has been the source of TSMC's sustained competitive advantage? Its business model? Its operations? Something else? 3. Is TSMC's massive capacity expansion overseas a "very expensive exercise in futility," as Morris Chang declared? 4. Several Asian automotive manufacturers successfully established footprint in the U.S. in the 1980s and 1990s. Why did TSMC struggle in WaferTech and is struggling in Arizona? 5. How do you think the company should address organizational and cultural challenges?
Optional Reading: Hayes & Upton, "Operations-Based Strategy," California Management Review, 40(4), 1998.
Session 2: Capacity Strategy -- Capacity Sizing and Location: Industrial Footprint¶
Case: Capacity Planning for Growth at Pirelli (IESE P-1200-E)
Key Concepts: Capacity Sizing, Industrial Footprint, Six Strategic Roles of Foreign Factories (Ferdows)
Prep Questions: 1. Currently, the demand of which regions should Pirelli prioritize? Why? The Excel sheet "Pirelli Case Analysis" provides some hints.
Optional Reading: Ferdows, "Making the Most of Foreign Factories," Harvard Business Review, Apr 1997.
Format: Uses accompanying Excel sheet.
Session 3: Capacity Strategy -- Capacity Type: Offshoring and Responsiveness¶
Case: Pompeii Brand (IESE P-1194-E)
Key Concepts: Supply Chain Strategy (Fisher's Framework), Functional vs. Innovative Products, Offshoring vs. Responsiveness Trade-off, Critical Fractile
Prep Questions: 1. The company's growth plan forces to rethink Pompeii's manufacturing strategy. What operational implications does it have for the company? 2. How should orders to factories in Spain and China be managed? Which models should be sent to Spain vs. China? On what dates and with what quantities should the two types of suppliers be used? 3. Currently, Pompeii keeps stock that exceeds expected sales by 10%. Should this policy be modified? 4. The accompanying Excel sheet provides the sales of variants of the same model (different colors, without differentiating by size) during the Spring-Summer 2019 selling season. What production plan would you use for this model?
Optional Reading: Fisher, "What is the right supply chain for your product?" Harvard Business Review, Apr-Mar 1997.
Format: Uses accompanying Excel sheet.
Session 4: Capacity Strategy -- Capacity Centralization: Distribution Network¶
Case: NIKE Supply Chain in the Digital Age (IESE P-1199-E)
Key Concepts: Distribution Network Design, Demand Pooling, Omnichannel Retailing, Centralization vs. Decentralization
Prep Questions: 1. Assess the different fulfilment and delivery options for Nike in omnichannel and justify your recommendations. 2. Should the multi-node network leverage between digital direct business and direct Nike stores? 3. Should the flagship stores be the extension of the new network strategy to offer same-day delivery to customers? 4. How should Nike manage excess inventory liquidation and product returns? 5. How should Nike improve environmental sustainability while remaining in line with cost targets and customer expectations? 6. Build the P&L for Nike Digital under the Regional Network strategy, by using Exhibit 5 as primary source of data (Wholesale, Nike Store, Nike Digital) and by making any additional assumptions that seem reasonable to you.
Session 5: Process Strategy -- Process Architecture: Industrialization¶
Case: Kitopi: The Brave New World of Cloud Kitchens (HBS 9-621-102)
Key Concepts: Process Architecture, Industrialization of Services, Value Creation in Platform Ecosystems [CASE-ONLY]
Prep Questions: 1. What has enabled the emergence of dark kitchens like Kitopi? 2. What are the main operational differences between meal preparation in a traditional restaurant and a Kitopi kitchen? 3. How does Kitopi create value for restaurants, customers, and food delivery platforms? 4. Should Kitopi increase its B2C activities? Why? 5. How should Kitopi think about building a safe growth trajectory vis-a-vis other stakeholders? 6. What other growth opportunities should Kitopi pursue?
Session 6: Process Strategy -- Process Type: Focused Factory¶
Case: Metro Bank (IESE P-1112-E)
Key Concepts: Focused Factory, Service Provision Models, Decentralization for Service Excellence
Prep Questions: 1. What is Metro Bank's value proposition? 2. What are the keys to the success of its business model? 3. What are the key operational elements for Metro Bank? 4. If you were a traditional bank, would you feel threatened by Metro Bank?
Optional Reading: Lago & Moscoso, "Developing a Breakthrough Service Model for Profitable Growth," IESE OP-197-E, 2011.
Session 7: Process Strategy -- Process Technology: AI in Operations¶
Case: Artificial Intelligence at Arriaga Asociados: Paralegal or Partner (IESE OIT-23-E)
Key Concepts: AI in Operations, Technology Adoption Trade-offs, Business Model Disruption from AI
Prep Questions: 1. What are the key success factors of Arriaga Asociados' business model? 2. How could the AI tool affect the firm's operations? 3. How could it influence its business model and strategy?
Session 8: Supply Chain Management -- Supply Chain Coordination¶
Case: The Beer Game (IESE PE-80-E)
Key Concepts: Bullwhip Effect, Supply Chain Coordination, Information Sharing, Demand Amplification [REF]
Prep Questions: 1. Read carefully the case and prepare strategies for the different roles you may play (retailer, wholesaler, distributor, manufacturer).
Format: [SIMULATION] Played in teams. Session may be held in a different room. Deeper insights emerge from gameplay debrief.
Session 9: Supply Chain Management -- Supply Chain Coordination (Debrief)¶
Case: The Beer Game (Debrief)
Key Concepts: Bullwhip Effect (root causes and mitigation), Supply Chain Coordination [REF + SIMULATION]
Prep Questions: 1. Be prepared to explain your strategy in the game and the results.
Format: [SIMULATION] Debrief. Class discussion surfaces root causes and mitigation strategies from gameplay experience.
Session 10: Supply Chain Management -- Coherence and Supplier Management¶
Case: Costco Wholesale Corporation (IESE OIT-61-E)
Key Concepts: Hard Discount Model, Supply Chain Efficiency, Vertical Integration, Supplier Management
Prep Questions: 1. What are the pillars of Costco's discounter-wholesaler business model? 2. How are Costco's mission and code of ethics manifested in the company's business model? 3. How is Costco positioned, operationally and financially, relative to Walmart, Amazon, and other competitors in the retail space? 4. What is the operations strategy that has allowed Costco to execute its business model so well? 5. Why would Apple and Nike, two of the most brand-conscious companies in the world, decide to merchandise their products through a wholesaler like Costco? 6. Why would Costco, whose core competence is logistics and supply chain management, decide to in-source poultry processing and eyewear manufacturing?
Optional Reading: Sachon, "The Hard Discount Model in Retailing," IESE PN-465-E, 2010.
Session 11: Supply Chain Management -- Outsourcing¶
Case: Holaluz and the EU Green Deal (IESE OIT-1-E)
Key Concepts: Vertical Integration, Outsourcing, Make vs. Buy, Hybrid Service Models
Prep Questions: 1. Do you think offering photovoltaic installation services is a good idea? What advantages and risks do you see? 2. How will the company's profit and loss statement and balance sheet change under the new business model? 3. What service model should the company adopt: in-house, outsourced, or a hybrid model? Should the company handle the direct purchase of materials?
Required Reading: Addendum to Holaluz and the EU Green Deal (Working Document).
Session 12: Developing Capabilities -- Developing Agile Supply Chains¶
Case: Supplying ZARA: Improving Efficiency and Quality at Happy Punt (IESE P-1197-E)
Key Concepts: Agile Supply Chains, Fast Fashion, Quick Response (QR) [REF], Stakeholder Management, Ethical Supply Chain Issues [CASE-ONLY]
Prep Questions: 1. What are the interest groups (stakeholders) in this case? What objectives does each of these groups have? 2. Who should bear the salary increase of 20% of the employees in Cambodia? 3. Are there alternatives to having to raise prices for the customer, reduce margins, or automate work using machines?
Optional Reading: Caro & Martinez de Albeniz, "How fast fashion works: can it work for you, too?" IESE Insight, 21, 2014.
Session 13: Developing Capabilities -- Developing Resilient Supply Chains¶
Case: Required preparation: "The Great Supply Chain Disruption" (NYT, Oct 2021) and "What's Caused America's Supply Chain Crunch" (60 Minutes, Nov 2021)
Key Concepts: Triple-A Supply Chain (Agility/Adaptability/Alignment), Supply Chain Resilience, Lean vs. Resilience Trade-off
Prep Questions: 1. During the COVID-induced supply chain disruption, how could we have packed ports and ships waiting on the one side, and empty shelves on the other side? 2. Who were the big winners and losers from that global supply chain disruption? 3. Was Lean responsible for these problems? 4. By becoming globalized and extremely interconnected, have supply chains become more resilient or fragile? 5. How do you recover from such a supply chain disruption and compete again?
Required Reading: "The Triple-A Supply Chain," Harvard Business Review, Oct 2004.
Session 14: Developing Capabilities -- Developing Sustainable Supply Chains (Flipped Class)¶
Case: N/A (Team presentations on firm sustainability initiatives)
Key Concepts: Sustainability in Operations, Process vs. Business Model Impact, Cost/Quality/Speed/Flexibility Trade-offs [CASE-ONLY] -- Concepts emerge from student team presentations; no assigned reading.
Prep Questions (presentation topics): 1. Problem addressed and description of the example / application / solution. 2. What is the value brought by the solution? 3. What is the anticipated impact of the solution on process and on the business model?
Format: Flipped class. Team presentations (strict 6-minute limit). Deliverable: PPT uploaded to Virtual Campus the night before.
Session 15: Developing Capabilities -- Developing Fulfilment Capabilities¶
Case: Improving Last-Mile Productivity at Paack (IESE OIT-17-E)
Key Concepts: Last-Mile Delivery, Driver Productivity, Logistics Supplier Mix, Customer Service vs. Cost vs. Risk
Prep Questions: 1. Why is productivity such a crucial metric for Paack's business model? How well is the company doing in that regard? 2. What means does Paack have to incentivize driver productivity? 3. What is the mix of "supplier" logistics companies that Paack should work with, in order to balance customer service, cost, and risk?
Session 16: Developing Capabilities -- Agile Development in Complex Projects¶
Case: HealSwach Exercise (distributed individually)
Key Concepts: Agile Development, Complex Project Management [SIMULATION] -- All concepts emerge from in-class exercise and debrief. No technical reading assigned. To build a study guide, upload class notes or the HealSwach exercise materials.
Prep Questions: 1. You will be asked to accomplish a small project in teams of four students. Job descriptions will be shared right before the session.
Format: [SIMULATION] In-class exercise. Teams of four.
Session 17: Developing Capabilities -- Agile Development in Complex Projects (Debrief)¶
Case: HealSwach Exercise (Debrief)
Key Concepts: Agile Development (tangible and intangible requirements) [SIMULATION]
Format: [SIMULATION] Debrief of Session 16.
Session 18: Transforming Operations and Business Models -- Change Management¶
Case: Imperia SCM (Working Document)
Key Concepts: Change Management, SaaS vs. Consulting Business Models, Technology Adoption, Onboarding
Prep Questions: 1. Do you see Imperia's more likely future path as that of a SaaS company, or of a niche consulting firm that bundles software with other services? On what will this depend? 2. What can the founders, whose vision is clearly that of a SaaS, do to make this happen? 3. If Colortex was an actual client of Imperia, what onboarding process and, perhaps, change management program would you design so that the company can leverage the most out of Imperia's software? 4. How should the COO of Colortex be involved in the company-wide adoption of Imperia's software? What should his main objectives and responsibilities be, more broadly?
Session 19: Transforming Operations and Business Models -- Business Process Reengineering¶
Case: Porsche: The Crisis of 1992 (IESE P-1198-E)
Key Concepts: Business Process Reengineering (BPR), Turnaround Strategy, Lean Production, TQM
Prep Questions: 1. Develop a clear understanding of Porsche's situation in September of 1992: market positioning, sales, cost structure, ownership, product pipeline, operations, supply chain, competitors etc. 2. What would your verdict be for Porsche's future, seen from September 1992? 3. Imagine that on October 1st, 1992, you are put into CEO's office at Porsche -- what would you do: short, medium and long term?
Session 20: Transforming Operations and Business Models -- Business Model Innovation¶
Case: Netflix: The Reed Hastings Era (IESE OIT-45-E)
Key Concepts: Business Model Innovation, Process-Business Model Co-evolution, Disruptive Technology Transitions
Prep Questions: 1. A series of technological innovations disrupted the home entertainment industry sector the last 40 years: The VHS gave rise to a traditional retail business model (video clubs), championed by Blockbuster. The DVD and the early Internet gave rise to a bricks-and-clicks business model (DVD-by-Mail), championed by Netflix. Broadband Internet and data centers gave rise to the streaming business model, championed by Netflix but also Amazon, Disney, and HBO. 2. What processes and capabilities were necessary to thrive in each business model? How did the respective champions manage to develop these capabilities? 3. How did Netflix manage to transform itself, time and again? 4. If the future of home entertainment is dominated by gaming, user-generated and AI-generated content, how does Netflix continue to thrive?
Session 21: Course Project Presentations¶
Key Concepts: Synthesis of course material.
Format: Team presentations. Deliverable uploaded to Virtual Campus the night before.
Generated from IESE MBA Year 1 syllabi and NotebookLM sources. S3 content consolidated from S3_Syllabi.md. Last updated 2026-04-08. Sessions annotated with [REF], [CASE-ONLY], [SIMULATION], and [BLACKBOARD] tags to indicate concept source availability.