Description
Master Of International Business Program Information
hult.edu
Master of International
Business
Program information
2
Program Information
Toolbox
September
Module A
October-December
Module B
January-February
Module C
March-April
Module D
May-June
Module E
July-August
Individual Skills (1) Global
Management (3)
International
Accounting (3)
Global Strategy (3) Elective 1 (3) Action Project (4)
Team Skills (1) Global
Economics (3)
International
Marketing (3)
Financial
Management (3)
Elective 2 (3)
Managerial Skills (1) Corporate
Responsibility (2)
Digital Business
Models (3)
Consulting Methods
for Action Project (1)
The Global Context
of Business (1)
Business
Mathematics (1)
Toolbox Quants &
Accounting (0)
Master of International Business
2014/15
Degree Structure (39 credits)
Note: Courses may be offered out of sequence
3
Program Information
Toolbox
Individual Skills
The purpose of this course is to enable students to develop competencies
in the key individual behaviors that will contribute to their academic suc-
cess. The frst component introduces core study skills—how to effciently
and ethically research and write assignments. The second component
familiarizes students with the methodology of case analysis as a vehicle for
learning. The third component engages students in discussion and practice
of presentation techniques and skills, from formulation of an idea to delivery
to an audience.
Team Skills
Teamwork is central to the learning experience at Hult. As such, this course
is designed to ensure that students are adequately prepared to face the
challenges of working together in small teams towards tight deadlines. The
course covers typical patterns of team behavior, functional versus dysfunc-
tional team dynamics, how to deal with confict within teams, and strategies
for team workload management to achieve optimum outcomes. Ultimately,
students should emerge from this course better prepared to become effec-
tive ‘team players’.
Managerial Skills
Managers have to make important decisions based on information that is
often inadequate and frequently conficting. This course introduces Hult
students to the challenges of such an operating environment. Students will
come to understand that learning how to identify problems, asking the right
questions, and using the right analytical tools are the keys to fnding appro-
priate solutions. Additionally, persuading others that your answer is the best
way to proceed is another essential skill in every manager’s toolbox.
The Global Context of Business
This course serves as an essential introduction to the functional areas of
business, and the global context in which all businesses must operate within
today. Students are asked to consider the cross-border and cross-cultural
dynamics that introduce complexity to models that have traditionally been
viewed within a narrower context. This course serves as a precursor to the
Global Strategy class taken later in the program.
Toolbox Quants
The purpose of this course is to develop and expand students’ knowledge
of basic mathematics and statistics in order to prepare them for business
disciplines at graduate level. The course features a self-study element
intended to develop learner independence. The aim is to provide students
with the confdence as well as competence to operate successfully in their
future studies.
Toolbox Accounting
The purpose of this course is to expose students to accounting, which is
often referred to as the language of business. Experiencing how economic
transactions are recorded and summarized into reports will allow students
to better understand and interpret the information contained in a complete
set of fnancial statements. Further, the content of this course will provide
skills that are necessary for ensuing core and elective accounting and
fnance courses.
4
Core Courses—Modules A, B, C
Global Management
Business today is conducted with and through people from various cultural
backgrounds. Cultural differences, if not understood, can be barriers to the suc-
cess of business ventures. One goal of this course is to help students develop
the intellectual understanding and the behavioral skills that will increase their
effectiveness in dealing with people from different cultures in a variety of work
settings. Another goal of the course is to develop the knowledge, abilities,
and skills necessary to be successful members of organizations in the future,
wherever the organization might be. Students will learn to diagnose complex,
multi-dimensional situations, decide upon courses of action, and develop and
employ the perspectives of management and leadership roles as they do so.
Global Economics
This course provides an introduction to the theoretical concepts in inter-
national trade, investment, and fnance. It will enhance students’ under-
standing regarding macroeconomic analysis and policy issues in the open
economy, and the determination of exchange rates. Students will explore
the key dynamics, relationships, and processes shaping the interaction
between states, frms, and markets in the global economy. The course will
also discuss the signifcant role of international organizations such as the
World Trade Organization (WTO) and the International Monetary Fund (IMF).
Business Mathematics
The frst half of the course covers the use of basic statistical techniques that
are used to present, describe, and analyze data. The second half of the course
involves the coverage of fundamental mathematical techniques relating to
optimization and the solving of various types of equation or equation systems.
International Accounting
This course is an accelerated introduction to the concepts and practices
of international accounting. The frst part of the course will deal with the
measurement and reporting of the economic consequences of a frm’s busi-
ness activities. Students will examine the framework of generally accepted
accounting principles, both U.S. and international, emphasizing revenue and
expense recognition, valuation of assets and liabilities, fnancial statement
analysis, and management communication. During the second half of the
course, students will focus on the use of accounting to measure, analyze,
and report economic events for internal organizational purposes. Students
will explore how cost behavior and reporting, budgeting, activity-based
costing and management, and performance measurement are incorporated
in business control systems, including balanced scorecards with non-fnan-
cial measures. The purpose of the course is not to train students to become
professional accountants; rather, to prepare future managers to understand
how internal and external fnancial reports are prepared, and how the infor-
mation can be organized and presented for decision-making purposes.
International Marketing
Marketing is the interface between the company and the marketplace.
Managers in all functional areas of business need an understanding of
marketing fundamentals. While marketing managers create and imple-
ment marketing strategy, managers in accounting, fnance, and operations
also need to understand marketing plans that require their cooperation or
approval. This course covers the processes involved in the creation, com-
munication, pricing, and distribution of products. It takes a managerial per-
spective, exposing students to the tasks and decisions faced by marketing
managers, including target market selection, competitive positioning, and
the formulation of product, pricing, communications, and distribution strat-
egies. The course places emphasis on international marketing contexts.
Digital Business Models
Technology is transforming the way business is conducted globally, alter-
ing the landscape of whole industries, and ushering in an era of new and
innovative business models and disruptive competition. Technology refers
not just to the ubiquitous use of computers to improve business productiv-
ity, but also the use of new tools and techniques that are changing the way
organizations manage information fows, engage with stakeholders, and
deliver their products and services. The course is aimed at teaching the
managers of the future how to harness technology as a tool to create the
winning businesses of the future. It will address the ways in which digital
trends are shaping the business landscape globally, the unique managerial
requirements of technology intensive business models, and tools for align-
ing technology strategies with business strategies.
Global Strategy
The objective of this seminar-like course is to help students develop a
vision about the challenges top management in today’s corporations face
in implementing corporate and global strategy. The emphasis is on multina-
tional corporations in developing countries. Executives face the challenge
of constant change both in the global industry environment as well as their
own backyard. The solutions that they have to defne represent a delicate
balance between adapting strategic thinking to their business realities and
implementing attitudes that are essential to motivate their teams.
Financial Management
The course is designed to develop the fnancial skills and logical thought
processes necessary to understand and discuss fnancial policy deci-
sions in a global economy. Specifc objectives include developing an
understanding of the time value of money, using fnancial statements in
decision making and understanding the nature of fnancial markets, the
cost of capital, valuation of stocks and bonds, management of short-term
assets, short-term and long-term fnancing, lease fnancing, capital mar-
kets, multinational fnancial management, and special topics in fnancial
management. The course also addresses the impact of legal, social,
technological, and ethical considerations on effcient economic outcomes.
Corporate Responsibility
In today’s complex business environment, the need for enlightened, ethical
leadership, capable of building and sustaining trust with all its constitu-
encies, is critical to the realization of strategic and organizational goals.
With their expansive geographical reach and immense resources, there are
multinational companies that generate more revenues than some countries
and, with their ability to cross borders and coordinate globally, are able
to accomplish more than some governments. Yet, at present there are no
systematically applied, universally accepted business principles that gov-
ern how companies should carry out this role. This course focuses on the
role of the manager and the corporation amidst increasing expectations of
greater social and environmental accountability.
Consulting Methods for Action Project
This course is about techniques and methodologies for realizing the goals
of an organization’s newly formulated strategy. It is neither about strategy
formulation nor about strategy execution but the link (perhaps the missing
link) between the two. This course provides students with the concepts
(and the confdence) to engage successfully with their clients during the
Action Project.
Program Information
5
Program Information
Electives & Capstone—Modules D, E
Program Capstone / Global Rotation Modules
Action Project (AP)
Students spend six weeks working on a real-time consulting project for a
client company. The Action Project allows students to put their practical
business skills to the test by working with their client on the development
of a future-growth strategy to meet the specifc needs of the company.
Five teams of fve students work with each client company, with regular
feedback during the six-week project. When the fnal presentations are
made in the company boardroom it is the client who announces which
team provided the best solution, and is therefore the winner. The Action
Project offers students an insight into real-world processes, decisions, and
responsibility, and is the cornerstone of Hult’s LEAP pedagogy.
Sample of Master of International Business
Electives
(Electives may vary by campus and year)
Corporate Finance
Finance
This course expands upon the work undertaken in Financial Management
with an emphasis on fnancial decision making under uncertainty. Issues
considered include capital structure, dividend policy, mergers and acquisi-
tions, fnancial strategy, application of fnancial practices to non-corporate
entities, ethics, and international fnance. Through case discussions and
text readings, this course will help students to develop the knowledge,
skills, critical thinking abilities, and behaviors required of managers.
Although the main focus of this course is for proft-seeking frms, much of
what is learned has applicability for organizations in the not-for-proft and
governmental sectors as well.
Project Management
Management
The rapid pace of technological innovation has led to companies and indi-
viduals having to organize themselves to face up to managing a range of
projects. But why are there so many project management methodologies,
frameworks, theories, and perspectives? Are all these just very similar
ways to say the same thing? How can project management knowledge,
skills, and insights help in developing academic credibility? Why do 80%
of projects fail when there is such a wide body of knowledge about the
subject? In this course the students will develop a critical appreciation and
understanding of project management methodologies such as ‘waterfall’
and ‘agile’ and how to apply them to different types of projects.
Entrepreneurship
Entrepreneurship
Far too often, good business ideas fail because the entrepreneurs behind
them don’t understand how to ft their ideas to the market or obtain the
resources they need. Using a combination of case analyses, class discus-
sion, outside speakers, and a fnal project, this course is a broad and real-
istic introduction to entrepreneurship to help students make career choices
while sharpening their analytical skills. The course is invaluable to anyone
who hopes to lead the development of a new product or service whether
starting a company, managing a privately-owned frm, or leading a project
within a larger, more established frm.
Digital Marketing
Marketing
Few marketing campaigns can now exist exclusively offine. Successful
ones tend to combine offine and online elements to better reach the target
market and drive customer action. This course examines the full range
of digital marketing platforms and activities, showing best practice and
exploring which channels are more appropriate for which kind of products
and services. The course will include direct marketing, eCRM, banners,
search advertising (such as Google AdWords), Search Engine Optimization,
social media (including blogs, microblogs, social networks, podcasts, and
virtual worlds), mobile, and how the offine and online worlds can be linked.
Students will also explore how the growth of technology will lead to new
opportunities and new channels.
Sustainability
Management
Underlying this course is a framework of analysis that will help students
formulate successful business and social entrepreneurship strategies,
where success is measured not only in terms of proftability (in the classic
business sense) but also in terms of the ‘triple bottom line’ of economic,
social, and environmental sustainability. The course explores the intricate
relationships between resource scarcity, uneven but rapidly increasing con-
sumption, environmental degradation, continuing and widening poverty,
and the resulting global social problems. Students then learn about various
defnitions, frameworks, and models of sustainability and explore ways of
applying these in terms of change scenarios and possible future pathways
of global business and political systems.
Risk Management
Management
The concepts of chance, uncertainty, and risk are as old as civilization itself.
People have always had to cope with uncertainty about the weather, their
food supply, and other aspects of their environment. Today’s world still
depends on the same concepts but it is more complex. Take, for example,
a major corporation’s manager seeking to expand his business overseas.
As he looks abroad, he sees large markets and a world full of opportunity
for the company. But he also observes a rapidly changing and sometimes
threatening global business environment characterized by political and
economic risk, and uncertainty in addition to the risks of terrorism and
political violence.
6
Change Management
Management
This course will arm students with practical skills and hands-on tools for
planning and guiding large-scale systemic change (major strategic shifts,
business turnarounds, organizational and cultural transformations), man-
aging specifc change projects (innovations, pilot projects, new and emerg-
ing ventures), and diffusing or scaling up specifc projects for company
growth or change. Both external consultants and internal change leaders
will fnd these skills useful. Challenges of globalization, new technologies,
industry restructuring, increased public scrutiny, and other pressures on
today’s businesses require change skills throughout the organization—
for improvement and renewal as well as turnaround and transformation,
for cost-reduction and consolidation as well as innovation and growth.
Stakeholder demands for performance improvement, accountability,
and competitiveness increasingly require organizational cultures that are
change-ready and change-adept.
New Business Venturing
Entrepreneurship
This course focuses on various dimensions of entrepreneurship and related
business processes. Its aim is to prepare participants to effectively manage
the process of generating ideas and converting them into tailored customer
offerings. The course provides a comprehensive foundation for additional
learning in the context of entrepreneurship as theory and practice. The
emphasis throughout the course is on drawing and synthesizing concepts,
approaches, and techniques from the functional areas of entrepreneurship
and management. Students graduating from this class will have insights
about entrepreneurial management and process design as catalysts for
sustainable competitive advantage.
Entrepreneurial Finance
Finance
This course covers effective fnancial and business techniques necessary
for a successful business start-up. The course provides the essential tools
and know-how you need to build a sturdy foundation for a proftable busi-
ness. A practical road map is developed to guide the student from crafting
a meaningful business plan to raising their business to the next level. The
course offers potent methods for keeping frm fnancial control of their
enterprise and insightful tips for avoiding the multitude of fnancial barriers
that may block their entrepreneurial dream.
Development Economics
Economics
This course examines the problems of economic development through a
number of crucial questions. How does development happen? Why do
some countries struggle with development? Is their governance fawed,
or are they obstructed, even exploited, by more powerful players in the
world economy? Are present political and economic systems capable of
fostering development? Students will be asked to consider strategies of
development, such as micro-fnance, and the role of the free market in
fostering or hindering them.
Leading with Integrity
Management
Recent scandals show us that in business there’s a lot more at stake
than the bottom line. Some sense of ethical behavior is needed as well.
Paramount among the issues of applied ethics is the question of a leader’s
character, especially a leader’s integrity. Often business leaders are con-
fronted with diffcult ethical situations. Leadership often requires establish-
ing the values for a certain organization or organizational culture. How does
one lead ethically? This course is an investigation of ethical problems fac-
ing leaders in business organizations around the world as well as the dark
side of business ethics made famous by Gordon Gekko in the movie Wall
Street when he proclaimed that “greed is good.” The focus is on the ethical
issues that arise when humans assume a profession in the business world,
in which their livelihood depends on producing and/or selling products.
Managing People
Management
People are clearly a global organization’s most critical resource. Their
knowledge and skills coupled with their commitment, creativity, and effort
are the only basis for consistent competitive advantages. This course is an
analysis of the challenges and opportunities associated with developing,
managing, and leading people in today’s dynamic and complex global
marketplace. The focus of this course will be on the people side of busi-
ness from a general management perspective, including best practices
in recruiting, developing, and retaining talent. Development of personal,
group, organizational, and cultural skills and knowledge serve as central
goals throughout this course.
The Creative Industries
Management
Music, flm, radio, television, fne and performing arts, cultural heritage, and
design—these are some of the creative and cultural industries studied in
this survey course. Students examine the macro-structures of the creative
industries by looking at patterns of ownership, the ways they are regu-
lated both nationally and internationally, the overlap created by convergent
technologies, and their centrality in the global creative economy. Then the
class turns to microstructures and such issues as funding, sponsorship,
business planning, promotion, public policy, and even the sociology of
work—what it is like to work in the creative and cultural industries.
Financial Statement Analysis
Finance
This course aims to provide students with the conceptual background and
technical skills to be able to analyze fnancial reports prepared in accord-
ance with generally accepted accounting principles, scrutinize disclosures
made by management and by other intermediaries, become conscious of
the underlying information environment in which capital markets operate,
and make informed decisions regarding the valuation of equity securities.
It draws on several disciplines, particularly business strategy, economics,
accounting and fnancial reporting, and corporate fnance, and integrates
relevant aspects from these disciplines into a systematic framework that
can be applied in equity analysis and valuation.
Program Information
7
Program Information
Marketing Strategy
Marketing
Competitive Marketing Strategy is a rigorous course that focuses on the
vital skills that all business managers need to know in order to create win-
ning strategies as they face competitive forces at the product and service
level. The premise of the course is that frms are successful when they
implement strategies that create and capture value. Thus, the objectives of
the course are to learn how to: (1) analyze the category, competition, com-
pany, customers, consumers, and context in specifc marketplace situa-
tions, (2) create strategies that maximize competitive advantages in gaining
economic proft, and (3) formulate plans to implement those strategies.
Working Capital Management
Finance
Managing working capital is becoming increasingly important in fnancial
management. With growing competition and rising investor concern for
an adequate return on equity, corporations are recognizing that managing
short-term assets and liabilities can signifcantly contribute to their long-
term success. This course deals with various industry practices in working
capital management. It explores the impact that such management can
have on the overall fnancial performance of the business, as well as the
effcient utilization of income-producing assets.
Islamic Finance
Finance
This course offers a comprehensive and practical exposure to the world
of Islamic Finance. Students will be exposed initially to the theoretical
underpinnings and essential postulates of Islamic Finance followed by an
overview of macroeconomic fundamentals and the role of Islamic Finance.
The course will discuss Islamic fnance contracts and instruments com-
monly used, the structure of Islamic fnance institutions and their current
issues such as regulation, as well as corporate governance and liquidity
management. Throughout the course similarities and differences between
Islamic and conventional fnance will be addressed and contextualized,
highlighting their impact on the fnancial industry, markets, and economic
development.
New Product Development
Marketing
An important part of the marketing mix is how the product is designed and
whether it fts the intended market. This course is conducted as an inten-
sive workshop, which covers the process of idea generation, screening,
concept development, testing, and commercialization of new products.
Course components include case studies, lectures, class discussions, and
presentations. The different components of the course are integrated and
provide a systematic framework for new product development and market-
ing. By the end of the course students should: (1) understand key strate-
gies and processes that impact the success of new product development
and marketing, and (2) understand key issues of global market expansion.
Solutions Marketing
Marketing
The concept of solutions marketing is a relatively new one, with very little
written about it in academia. In several leading industries, however, it is
becoming the dominant business model. Technology-based companies,
professional services frms, and fnancial services companies are leading
the way in moving to a solutions model. This course will provide the latest
thinking and techniques that are being applied inside some of the world’s
biggest and most infuential companies. Many of the insights provided to
the students are drawn from the research and consulting experiences of
ITSMA, the world’s leading services/solutions marketing and sales associ-
ation focused primarily on the technology sector.
Advertising
Marketing
Advertising is the most visible part of the ‘promotion’ element of the
marketing mix, providing the content, copy, and visuals that are aimed at
capturing the customer’s attention and driving them to complete a specifc
action. This course explores how to identify and understand the customer
and how that determines what kind of marketing message will succeed
with that segment. The course includes examining lecture-based, sto-
ry-based, and vignette advertising executions, as well as the importance
of good content through copy writing exercises and the economic use of
words and images. Furthermore, students will learn how to choose the
best ‘place’ or channel to deliver the advertising message and how to avoid
the pitfalls of ignoring cultural differences.
Strategic Brand Management
Marketing
A brand is not just a fancy logo or a catchy slogan. A brand should stand
for core values that the customer will associate with that brand, such that
they perceive added value in the brand over and above what the product or
service actually does. The question is: how? This course will teach not just
how to identify what a brand stands for, but also the tools and techniques
to create a brand. This course will be hands-on and will require active and
enthusiastic participation from all students.
E-Commerce
Marketing
Most organizations now have a presence on the Internet, but many allow
no transactions through their websites and their online presence is still little
more than a digital brochure for their products and services. The step to
e-commerce, that is, selling goods and services over the Internet, is not
always a natural one and often involves fundamentally rethinking a busi-
ness. This course takes in not just the online user-experience and how
to funnel potential customers to complete the checkout process (whether
through B2C, B2B, C2B, or C2C), but also the logistical set-up required to
meet that demand. Is a warehouse full of stock necessary when selling a
catalogue of thousands of SKUs? How can physical services use e-com-
merce to increase business? How do multi-channel sites work? What are
the issues involved in selling internationally or sourcing from other regions?
How do mobile devices increase e-commerce opportunities?
hult.edu
Learn more…
The Americas
Boston 1 Education Street
Cambridge, MA 02141, U.S.
Tel: +1 617 746 1990
San Francisco 1355 Sansome Street
San Francisco, CA 94111, U.S.
Tel: +1 415 869 2900
Miami 3390 Mary Street
Suite 250, Coconut Grove
Miami, FL 33133, U.S.
Tel: +1 305 648 9746
Asia-Pacific
Shanghai 4F, 666 Fuzhou Road
Jinling Haixin Building
Shanghai, China 200001
Tel: +852 2111 2399 (Hong Kong)
Hong Kong 2301 Tower Two
Times Square, Hong Kong
Tel: +852 2111 2399
Europe
London 37-38 John Street
London WC1N 2AT, U.K.
Tel: +44 207 341 8555
Lucerne Haldenstrasse 4
Lucerne, 6006, Switzerland
Tel: +41 41 417 45 75
Middle East, Africa, South Asia
Dubai Internet City
Injaz Building
P.O. Box 502988
Dubai, U.A.E.
Tel: +971 4 427 5800
hult.edu
Hult’s website is a great source of information on all things Hult, from insurance policies to
events on campus. You can learn more about our global locations and access a range of
videos about life at Hult and our educational offering.
hult.edu
Our Recruiting Team
Contact a member of our recruiting team to discuss any questions you might have or talk
through any aspects of your preparation for life at Hult.
youtube.com/Hult
Visit Hult’s YouTube channel to watch a range of Hult videos featuring our executive
speakers, faculty, and students. See Hult President, Dr. Stephen Hodges detail how Hult
is redefning business education or watch clips from Founder of Wikipedia Jimmy Wales’s
speech at Hult’s San Francisco campus.
hult.edu/socialmedia
Receive real-time updates and up-to-the-minute news by subscribing to Hult on Facebook,
Twitter, LinkedIn, Google+, and Instagram. Stay connected with your future classmates
by joining the offcial campus Facebook groups and offcial LinkedIn groups for programs.
Your network just went global.
doc_296147815.pdf
Master Of International Business Program Information
hult.edu
Master of International
Business
Program information
2
Program Information
Toolbox
September
Module A
October-December
Module B
January-February
Module C
March-April
Module D
May-June
Module E
July-August
Individual Skills (1) Global
Management (3)
International
Accounting (3)
Global Strategy (3) Elective 1 (3) Action Project (4)
Team Skills (1) Global
Economics (3)
International
Marketing (3)
Financial
Management (3)
Elective 2 (3)
Managerial Skills (1) Corporate
Responsibility (2)
Digital Business
Models (3)
Consulting Methods
for Action Project (1)
The Global Context
of Business (1)
Business
Mathematics (1)
Toolbox Quants &
Accounting (0)
Master of International Business
2014/15
Degree Structure (39 credits)
Note: Courses may be offered out of sequence
3
Program Information
Toolbox
Individual Skills
The purpose of this course is to enable students to develop competencies
in the key individual behaviors that will contribute to their academic suc-
cess. The frst component introduces core study skills—how to effciently
and ethically research and write assignments. The second component
familiarizes students with the methodology of case analysis as a vehicle for
learning. The third component engages students in discussion and practice
of presentation techniques and skills, from formulation of an idea to delivery
to an audience.
Team Skills
Teamwork is central to the learning experience at Hult. As such, this course
is designed to ensure that students are adequately prepared to face the
challenges of working together in small teams towards tight deadlines. The
course covers typical patterns of team behavior, functional versus dysfunc-
tional team dynamics, how to deal with confict within teams, and strategies
for team workload management to achieve optimum outcomes. Ultimately,
students should emerge from this course better prepared to become effec-
tive ‘team players’.
Managerial Skills
Managers have to make important decisions based on information that is
often inadequate and frequently conficting. This course introduces Hult
students to the challenges of such an operating environment. Students will
come to understand that learning how to identify problems, asking the right
questions, and using the right analytical tools are the keys to fnding appro-
priate solutions. Additionally, persuading others that your answer is the best
way to proceed is another essential skill in every manager’s toolbox.
The Global Context of Business
This course serves as an essential introduction to the functional areas of
business, and the global context in which all businesses must operate within
today. Students are asked to consider the cross-border and cross-cultural
dynamics that introduce complexity to models that have traditionally been
viewed within a narrower context. This course serves as a precursor to the
Global Strategy class taken later in the program.
Toolbox Quants
The purpose of this course is to develop and expand students’ knowledge
of basic mathematics and statistics in order to prepare them for business
disciplines at graduate level. The course features a self-study element
intended to develop learner independence. The aim is to provide students
with the confdence as well as competence to operate successfully in their
future studies.
Toolbox Accounting
The purpose of this course is to expose students to accounting, which is
often referred to as the language of business. Experiencing how economic
transactions are recorded and summarized into reports will allow students
to better understand and interpret the information contained in a complete
set of fnancial statements. Further, the content of this course will provide
skills that are necessary for ensuing core and elective accounting and
fnance courses.
4
Core Courses—Modules A, B, C
Global Management
Business today is conducted with and through people from various cultural
backgrounds. Cultural differences, if not understood, can be barriers to the suc-
cess of business ventures. One goal of this course is to help students develop
the intellectual understanding and the behavioral skills that will increase their
effectiveness in dealing with people from different cultures in a variety of work
settings. Another goal of the course is to develop the knowledge, abilities,
and skills necessary to be successful members of organizations in the future,
wherever the organization might be. Students will learn to diagnose complex,
multi-dimensional situations, decide upon courses of action, and develop and
employ the perspectives of management and leadership roles as they do so.
Global Economics
This course provides an introduction to the theoretical concepts in inter-
national trade, investment, and fnance. It will enhance students’ under-
standing regarding macroeconomic analysis and policy issues in the open
economy, and the determination of exchange rates. Students will explore
the key dynamics, relationships, and processes shaping the interaction
between states, frms, and markets in the global economy. The course will
also discuss the signifcant role of international organizations such as the
World Trade Organization (WTO) and the International Monetary Fund (IMF).
Business Mathematics
The frst half of the course covers the use of basic statistical techniques that
are used to present, describe, and analyze data. The second half of the course
involves the coverage of fundamental mathematical techniques relating to
optimization and the solving of various types of equation or equation systems.
International Accounting
This course is an accelerated introduction to the concepts and practices
of international accounting. The frst part of the course will deal with the
measurement and reporting of the economic consequences of a frm’s busi-
ness activities. Students will examine the framework of generally accepted
accounting principles, both U.S. and international, emphasizing revenue and
expense recognition, valuation of assets and liabilities, fnancial statement
analysis, and management communication. During the second half of the
course, students will focus on the use of accounting to measure, analyze,
and report economic events for internal organizational purposes. Students
will explore how cost behavior and reporting, budgeting, activity-based
costing and management, and performance measurement are incorporated
in business control systems, including balanced scorecards with non-fnan-
cial measures. The purpose of the course is not to train students to become
professional accountants; rather, to prepare future managers to understand
how internal and external fnancial reports are prepared, and how the infor-
mation can be organized and presented for decision-making purposes.
International Marketing
Marketing is the interface between the company and the marketplace.
Managers in all functional areas of business need an understanding of
marketing fundamentals. While marketing managers create and imple-
ment marketing strategy, managers in accounting, fnance, and operations
also need to understand marketing plans that require their cooperation or
approval. This course covers the processes involved in the creation, com-
munication, pricing, and distribution of products. It takes a managerial per-
spective, exposing students to the tasks and decisions faced by marketing
managers, including target market selection, competitive positioning, and
the formulation of product, pricing, communications, and distribution strat-
egies. The course places emphasis on international marketing contexts.
Digital Business Models
Technology is transforming the way business is conducted globally, alter-
ing the landscape of whole industries, and ushering in an era of new and
innovative business models and disruptive competition. Technology refers
not just to the ubiquitous use of computers to improve business productiv-
ity, but also the use of new tools and techniques that are changing the way
organizations manage information fows, engage with stakeholders, and
deliver their products and services. The course is aimed at teaching the
managers of the future how to harness technology as a tool to create the
winning businesses of the future. It will address the ways in which digital
trends are shaping the business landscape globally, the unique managerial
requirements of technology intensive business models, and tools for align-
ing technology strategies with business strategies.
Global Strategy
The objective of this seminar-like course is to help students develop a
vision about the challenges top management in today’s corporations face
in implementing corporate and global strategy. The emphasis is on multina-
tional corporations in developing countries. Executives face the challenge
of constant change both in the global industry environment as well as their
own backyard. The solutions that they have to defne represent a delicate
balance between adapting strategic thinking to their business realities and
implementing attitudes that are essential to motivate their teams.
Financial Management
The course is designed to develop the fnancial skills and logical thought
processes necessary to understand and discuss fnancial policy deci-
sions in a global economy. Specifc objectives include developing an
understanding of the time value of money, using fnancial statements in
decision making and understanding the nature of fnancial markets, the
cost of capital, valuation of stocks and bonds, management of short-term
assets, short-term and long-term fnancing, lease fnancing, capital mar-
kets, multinational fnancial management, and special topics in fnancial
management. The course also addresses the impact of legal, social,
technological, and ethical considerations on effcient economic outcomes.
Corporate Responsibility
In today’s complex business environment, the need for enlightened, ethical
leadership, capable of building and sustaining trust with all its constitu-
encies, is critical to the realization of strategic and organizational goals.
With their expansive geographical reach and immense resources, there are
multinational companies that generate more revenues than some countries
and, with their ability to cross borders and coordinate globally, are able
to accomplish more than some governments. Yet, at present there are no
systematically applied, universally accepted business principles that gov-
ern how companies should carry out this role. This course focuses on the
role of the manager and the corporation amidst increasing expectations of
greater social and environmental accountability.
Consulting Methods for Action Project
This course is about techniques and methodologies for realizing the goals
of an organization’s newly formulated strategy. It is neither about strategy
formulation nor about strategy execution but the link (perhaps the missing
link) between the two. This course provides students with the concepts
(and the confdence) to engage successfully with their clients during the
Action Project.
Program Information
5
Program Information
Electives & Capstone—Modules D, E
Program Capstone / Global Rotation Modules
Action Project (AP)
Students spend six weeks working on a real-time consulting project for a
client company. The Action Project allows students to put their practical
business skills to the test by working with their client on the development
of a future-growth strategy to meet the specifc needs of the company.
Five teams of fve students work with each client company, with regular
feedback during the six-week project. When the fnal presentations are
made in the company boardroom it is the client who announces which
team provided the best solution, and is therefore the winner. The Action
Project offers students an insight into real-world processes, decisions, and
responsibility, and is the cornerstone of Hult’s LEAP pedagogy.
Sample of Master of International Business
Electives
(Electives may vary by campus and year)
Corporate Finance
Finance
This course expands upon the work undertaken in Financial Management
with an emphasis on fnancial decision making under uncertainty. Issues
considered include capital structure, dividend policy, mergers and acquisi-
tions, fnancial strategy, application of fnancial practices to non-corporate
entities, ethics, and international fnance. Through case discussions and
text readings, this course will help students to develop the knowledge,
skills, critical thinking abilities, and behaviors required of managers.
Although the main focus of this course is for proft-seeking frms, much of
what is learned has applicability for organizations in the not-for-proft and
governmental sectors as well.
Project Management
Management
The rapid pace of technological innovation has led to companies and indi-
viduals having to organize themselves to face up to managing a range of
projects. But why are there so many project management methodologies,
frameworks, theories, and perspectives? Are all these just very similar
ways to say the same thing? How can project management knowledge,
skills, and insights help in developing academic credibility? Why do 80%
of projects fail when there is such a wide body of knowledge about the
subject? In this course the students will develop a critical appreciation and
understanding of project management methodologies such as ‘waterfall’
and ‘agile’ and how to apply them to different types of projects.
Entrepreneurship
Entrepreneurship
Far too often, good business ideas fail because the entrepreneurs behind
them don’t understand how to ft their ideas to the market or obtain the
resources they need. Using a combination of case analyses, class discus-
sion, outside speakers, and a fnal project, this course is a broad and real-
istic introduction to entrepreneurship to help students make career choices
while sharpening their analytical skills. The course is invaluable to anyone
who hopes to lead the development of a new product or service whether
starting a company, managing a privately-owned frm, or leading a project
within a larger, more established frm.
Digital Marketing
Marketing
Few marketing campaigns can now exist exclusively offine. Successful
ones tend to combine offine and online elements to better reach the target
market and drive customer action. This course examines the full range
of digital marketing platforms and activities, showing best practice and
exploring which channels are more appropriate for which kind of products
and services. The course will include direct marketing, eCRM, banners,
search advertising (such as Google AdWords), Search Engine Optimization,
social media (including blogs, microblogs, social networks, podcasts, and
virtual worlds), mobile, and how the offine and online worlds can be linked.
Students will also explore how the growth of technology will lead to new
opportunities and new channels.
Sustainability
Management
Underlying this course is a framework of analysis that will help students
formulate successful business and social entrepreneurship strategies,
where success is measured not only in terms of proftability (in the classic
business sense) but also in terms of the ‘triple bottom line’ of economic,
social, and environmental sustainability. The course explores the intricate
relationships between resource scarcity, uneven but rapidly increasing con-
sumption, environmental degradation, continuing and widening poverty,
and the resulting global social problems. Students then learn about various
defnitions, frameworks, and models of sustainability and explore ways of
applying these in terms of change scenarios and possible future pathways
of global business and political systems.
Risk Management
Management
The concepts of chance, uncertainty, and risk are as old as civilization itself.
People have always had to cope with uncertainty about the weather, their
food supply, and other aspects of their environment. Today’s world still
depends on the same concepts but it is more complex. Take, for example,
a major corporation’s manager seeking to expand his business overseas.
As he looks abroad, he sees large markets and a world full of opportunity
for the company. But he also observes a rapidly changing and sometimes
threatening global business environment characterized by political and
economic risk, and uncertainty in addition to the risks of terrorism and
political violence.
6
Change Management
Management
This course will arm students with practical skills and hands-on tools for
planning and guiding large-scale systemic change (major strategic shifts,
business turnarounds, organizational and cultural transformations), man-
aging specifc change projects (innovations, pilot projects, new and emerg-
ing ventures), and diffusing or scaling up specifc projects for company
growth or change. Both external consultants and internal change leaders
will fnd these skills useful. Challenges of globalization, new technologies,
industry restructuring, increased public scrutiny, and other pressures on
today’s businesses require change skills throughout the organization—
for improvement and renewal as well as turnaround and transformation,
for cost-reduction and consolidation as well as innovation and growth.
Stakeholder demands for performance improvement, accountability,
and competitiveness increasingly require organizational cultures that are
change-ready and change-adept.
New Business Venturing
Entrepreneurship
This course focuses on various dimensions of entrepreneurship and related
business processes. Its aim is to prepare participants to effectively manage
the process of generating ideas and converting them into tailored customer
offerings. The course provides a comprehensive foundation for additional
learning in the context of entrepreneurship as theory and practice. The
emphasis throughout the course is on drawing and synthesizing concepts,
approaches, and techniques from the functional areas of entrepreneurship
and management. Students graduating from this class will have insights
about entrepreneurial management and process design as catalysts for
sustainable competitive advantage.
Entrepreneurial Finance
Finance
This course covers effective fnancial and business techniques necessary
for a successful business start-up. The course provides the essential tools
and know-how you need to build a sturdy foundation for a proftable busi-
ness. A practical road map is developed to guide the student from crafting
a meaningful business plan to raising their business to the next level. The
course offers potent methods for keeping frm fnancial control of their
enterprise and insightful tips for avoiding the multitude of fnancial barriers
that may block their entrepreneurial dream.
Development Economics
Economics
This course examines the problems of economic development through a
number of crucial questions. How does development happen? Why do
some countries struggle with development? Is their governance fawed,
or are they obstructed, even exploited, by more powerful players in the
world economy? Are present political and economic systems capable of
fostering development? Students will be asked to consider strategies of
development, such as micro-fnance, and the role of the free market in
fostering or hindering them.
Leading with Integrity
Management
Recent scandals show us that in business there’s a lot more at stake
than the bottom line. Some sense of ethical behavior is needed as well.
Paramount among the issues of applied ethics is the question of a leader’s
character, especially a leader’s integrity. Often business leaders are con-
fronted with diffcult ethical situations. Leadership often requires establish-
ing the values for a certain organization or organizational culture. How does
one lead ethically? This course is an investigation of ethical problems fac-
ing leaders in business organizations around the world as well as the dark
side of business ethics made famous by Gordon Gekko in the movie Wall
Street when he proclaimed that “greed is good.” The focus is on the ethical
issues that arise when humans assume a profession in the business world,
in which their livelihood depends on producing and/or selling products.
Managing People
Management
People are clearly a global organization’s most critical resource. Their
knowledge and skills coupled with their commitment, creativity, and effort
are the only basis for consistent competitive advantages. This course is an
analysis of the challenges and opportunities associated with developing,
managing, and leading people in today’s dynamic and complex global
marketplace. The focus of this course will be on the people side of busi-
ness from a general management perspective, including best practices
in recruiting, developing, and retaining talent. Development of personal,
group, organizational, and cultural skills and knowledge serve as central
goals throughout this course.
The Creative Industries
Management
Music, flm, radio, television, fne and performing arts, cultural heritage, and
design—these are some of the creative and cultural industries studied in
this survey course. Students examine the macro-structures of the creative
industries by looking at patterns of ownership, the ways they are regu-
lated both nationally and internationally, the overlap created by convergent
technologies, and their centrality in the global creative economy. Then the
class turns to microstructures and such issues as funding, sponsorship,
business planning, promotion, public policy, and even the sociology of
work—what it is like to work in the creative and cultural industries.
Financial Statement Analysis
Finance
This course aims to provide students with the conceptual background and
technical skills to be able to analyze fnancial reports prepared in accord-
ance with generally accepted accounting principles, scrutinize disclosures
made by management and by other intermediaries, become conscious of
the underlying information environment in which capital markets operate,
and make informed decisions regarding the valuation of equity securities.
It draws on several disciplines, particularly business strategy, economics,
accounting and fnancial reporting, and corporate fnance, and integrates
relevant aspects from these disciplines into a systematic framework that
can be applied in equity analysis and valuation.
Program Information
7
Program Information
Marketing Strategy
Marketing
Competitive Marketing Strategy is a rigorous course that focuses on the
vital skills that all business managers need to know in order to create win-
ning strategies as they face competitive forces at the product and service
level. The premise of the course is that frms are successful when they
implement strategies that create and capture value. Thus, the objectives of
the course are to learn how to: (1) analyze the category, competition, com-
pany, customers, consumers, and context in specifc marketplace situa-
tions, (2) create strategies that maximize competitive advantages in gaining
economic proft, and (3) formulate plans to implement those strategies.
Working Capital Management
Finance
Managing working capital is becoming increasingly important in fnancial
management. With growing competition and rising investor concern for
an adequate return on equity, corporations are recognizing that managing
short-term assets and liabilities can signifcantly contribute to their long-
term success. This course deals with various industry practices in working
capital management. It explores the impact that such management can
have on the overall fnancial performance of the business, as well as the
effcient utilization of income-producing assets.
Islamic Finance
Finance
This course offers a comprehensive and practical exposure to the world
of Islamic Finance. Students will be exposed initially to the theoretical
underpinnings and essential postulates of Islamic Finance followed by an
overview of macroeconomic fundamentals and the role of Islamic Finance.
The course will discuss Islamic fnance contracts and instruments com-
monly used, the structure of Islamic fnance institutions and their current
issues such as regulation, as well as corporate governance and liquidity
management. Throughout the course similarities and differences between
Islamic and conventional fnance will be addressed and contextualized,
highlighting their impact on the fnancial industry, markets, and economic
development.
New Product Development
Marketing
An important part of the marketing mix is how the product is designed and
whether it fts the intended market. This course is conducted as an inten-
sive workshop, which covers the process of idea generation, screening,
concept development, testing, and commercialization of new products.
Course components include case studies, lectures, class discussions, and
presentations. The different components of the course are integrated and
provide a systematic framework for new product development and market-
ing. By the end of the course students should: (1) understand key strate-
gies and processes that impact the success of new product development
and marketing, and (2) understand key issues of global market expansion.
Solutions Marketing
Marketing
The concept of solutions marketing is a relatively new one, with very little
written about it in academia. In several leading industries, however, it is
becoming the dominant business model. Technology-based companies,
professional services frms, and fnancial services companies are leading
the way in moving to a solutions model. This course will provide the latest
thinking and techniques that are being applied inside some of the world’s
biggest and most infuential companies. Many of the insights provided to
the students are drawn from the research and consulting experiences of
ITSMA, the world’s leading services/solutions marketing and sales associ-
ation focused primarily on the technology sector.
Advertising
Marketing
Advertising is the most visible part of the ‘promotion’ element of the
marketing mix, providing the content, copy, and visuals that are aimed at
capturing the customer’s attention and driving them to complete a specifc
action. This course explores how to identify and understand the customer
and how that determines what kind of marketing message will succeed
with that segment. The course includes examining lecture-based, sto-
ry-based, and vignette advertising executions, as well as the importance
of good content through copy writing exercises and the economic use of
words and images. Furthermore, students will learn how to choose the
best ‘place’ or channel to deliver the advertising message and how to avoid
the pitfalls of ignoring cultural differences.
Strategic Brand Management
Marketing
A brand is not just a fancy logo or a catchy slogan. A brand should stand
for core values that the customer will associate with that brand, such that
they perceive added value in the brand over and above what the product or
service actually does. The question is: how? This course will teach not just
how to identify what a brand stands for, but also the tools and techniques
to create a brand. This course will be hands-on and will require active and
enthusiastic participation from all students.
E-Commerce
Marketing
Most organizations now have a presence on the Internet, but many allow
no transactions through their websites and their online presence is still little
more than a digital brochure for their products and services. The step to
e-commerce, that is, selling goods and services over the Internet, is not
always a natural one and often involves fundamentally rethinking a busi-
ness. This course takes in not just the online user-experience and how
to funnel potential customers to complete the checkout process (whether
through B2C, B2B, C2B, or C2C), but also the logistical set-up required to
meet that demand. Is a warehouse full of stock necessary when selling a
catalogue of thousands of SKUs? How can physical services use e-com-
merce to increase business? How do multi-channel sites work? What are
the issues involved in selling internationally or sourcing from other regions?
How do mobile devices increase e-commerce opportunities?
hult.edu
Learn more…
The Americas
Boston 1 Education Street
Cambridge, MA 02141, U.S.
Tel: +1 617 746 1990
San Francisco 1355 Sansome Street
San Francisco, CA 94111, U.S.
Tel: +1 415 869 2900
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Suite 250, Coconut Grove
Miami, FL 33133, U.S.
Tel: +1 305 648 9746
Asia-Pacific
Shanghai 4F, 666 Fuzhou Road
Jinling Haixin Building
Shanghai, China 200001
Tel: +852 2111 2399 (Hong Kong)
Hong Kong 2301 Tower Two
Times Square, Hong Kong
Tel: +852 2111 2399
Europe
London 37-38 John Street
London WC1N 2AT, U.K.
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Lucerne, 6006, Switzerland
Tel: +41 41 417 45 75
Middle East, Africa, South Asia
Dubai Internet City
Injaz Building
P.O. Box 502988
Dubai, U.A.E.
Tel: +971 4 427 5800
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youtube.com/Hult
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