Services marketing is often viewed in terms of outcomes, but services marketing is also an ongoing analytic process. In this course, you will learn how to properly analyze frameworks, tools, channels, data sets, customer behavioral data, decision-making factors, and strategies that support broader marketing decisions.

Authored by Robert Kwortnik from Cornell University’s School of Hotel Administration, this course will teach you how to review the way marketing works in your organization and how to create and apply a services marketing process.

To make services marketing work, you need to have a clear picture of the business environment and understand how your target customers behave. Knowing your market and assessing consumer demand can help inform and guide your marketing strategies. In this course, you will explore the role that micro and macro forces  play when conducting a situation analysis. You'll also take a deep dive into what drives consumer behavior.

Your services marketing efforts depend on information. Without relevant and accurate information, every decision you make will suffer from bad input. 

A well-run marketing information system captures, organizes, analyzes, and interprets data from a wide variety of sources to create a robust portrait of the ideal customers and their specific wants or needs. With the ideal buyer in mind, you can better target them with high-impact messaging that communicates a compelling brand promise and a clear reason to buy. 

In this course, you will learn when to use internal or external market data and when to conduct your own primary research. You'll also discover how segmentation, targeting, and positioning (the STP process) translates your analysis and research findings into a positioning strategy that appeals to the right target market at the right time and at the right price. 

You have marketing goals and you’re feeling ready to execute. Maybe you want to increase market share, retain more customers or generally broaden consumer awareness. 

But how do you turn your goals into action? And how will you measure success? In this course, you will explore how to turn marketing goals into action by developing a marketing strategy and creating an enduring brand promise.

You want your marketing efforts to generate demand. While increased demand naturally drives business and success, it does come with specific sets of challenges. 

Mitigating these challenges requires a keen understanding of demand management. In essence, demand management requires us to ask “How should we set our prices?” “How will we guarantee that our distribution partners ensure timely delivery?”

In this course, you’ll answer those questions and explore how pricing and distribution strategies can directly affect demand for your service.

It’s hard to overstate: A marketing strategy lives or dies in communication with the customer. And there’s a methodology to it—it is the culmination of all of the marketing research and analysis you've done. 

What you say, how you say it, how often you say it, the media channels you use to distribute your message, how you respond to complaints—all of this affects customers’ experiences with your brand. 

In this course, you'll take a deep dive into integrated marketing communications, or IMC. You'll explore a process-based approach to designing creative communications using a variety of methods and media. Finally, you'll examine ways to assess the performance of an IMC campaign.

Choosing the Right Performance Measures for Your Organization introduces managers to the basics of measuring and reporting on the performance of your organization, whether it's a for-profit business, not-for profit, or governmental organization. You will learn about the different types of reporting systems these organizations use, with a focus on performance reporting systems: the systems that lay out an organization's strategy and report on how well that strategy is being executed. You will also take a detailed look at one of the most important tools for performance reporting, the Balanced Scorecard. The ultimate goal for this course is for you to be able to implement the Balanced Scorecard in your own organization.

Performance reporting has three main aspects that managers must understand in order to implement it properly:

  • 1. Managers must represent organizational strategy the way a scientist would, by identifying causes and effects and linking each cause and effect to a measure can be reported, discussed and improved upon throughout the organization.
  • 2. Managers must understand the inherent errors in your measures of performance. You need to understand the nature of the errors and how best to address them.
  • 3. Managers must understand how the performance measures you create will influence the behavior of others.

 

This online course explores the types and sources of measurement error, the use of causal models in analyzing measures of performance, and the differences between managing measures and managing performance.

Incentive compensation is one of the most powerful tools managers have to motivate and direct their employees—but like any powerful tool, it can cause great damage if not wielded carefully! This online course will help you understand how to match forms of incentive compensation to your firm's circumstances, and identify and respond to incentive-strategy mismatches.

Measuring and making sense of profit margins on an organization's different products and services requires an accurate assessment of the true costs of delivering those products and services. This online course will teach you how to analyze the true cost of products and services that rely heavily on shared resources (often called "overhead"), how common methods of reporting these costs lead to distorted decision-making, and devise reports that link reported costs to business strategy in the most effective ways.

This course provides students with an understanding of the basic tools organizations use to identify the total costs of the resources they consume, and allocate those costs to particular managers, products and services. These tools can be used to improve the overall effectiveness of the organization by:

  • Evaluating margins performance more accurately.
  • Charging costs to discourage the use of particularly costly resources.
  • Setting prices to ensure that each individual product or service is covering its costs.
  • Adjusting the mix of products and services toward those with high margins, and away from those with low margins.

 

The key to good managerial reporting lies in deciding which system best helps managers make better decisions, with the shortcomings that cause the fewest problems.

This online course explores one of the most challenging issues in measuring the margins created by individual managers, departments, products and services: allocating the costs that are incurred simply to provide productive capacity. You will learn the pluses and minuses of investing in capacity, the creation of surplus, and the risks associated with fixed capacity costs help you assess and plan for economic downturns or increased competition. In examining the economics of your business, you will understand which costing systems best meet your needs.

Measuring and encouraging efficiencies in different parts of an organization rely on accurately identifying and isolating the areas responsible for those efficiencies. This online course introduces you to effective techniques for setting prices for the exchange of products and services between different units in a business. The goal is to improve decision-making and to isolate each unit's responsibility for the elements of business strategy under their control.

Leaders are responsible for encouraging the highest possible performance from their employees.  Most leaders recognize that motivation is a key driver of high performance. Few leaders are skilled at choosing the right combination of approaches and tools to motivate all of their people. Cornell University Professor Risa Mish provides a learning experience that builds on the important premise that not all individuals are motivated by the same things, and some might be demotivated by the same conditions or incentives that motivate others. This course prepares leaders to analyze performance problems and assess whether they actually can be attributed to a lack of motivation or to one of several other root causes.

When students determine that poor workplace performance is indeed caused by a lack of motivation, they will use the motivation techniques that will be most effective for all the people involved. Leveraging the work of two American social psychologists to address the factors that may be demotivating people, students will learn how to increase the factors that do motivate people and improve workplace performance. Students will also use the three primary drivers of human motivation to foster better performance on the job.

Leaders at every level need to be able to execute on their ideas. In virtually every case, this means that leaders need to be able to persuade others to join in this execution. In order to do so, understanding how to create and utilize power in an organization is critical.

In this course, developed by Professor Glen Dowell, Ph.D., of Cornell University’s Johnson Graduate School of Management, students will focus on their personal relationship with power as well as how power works in their organization and social network.

 

Project Management Institute (PMI®) Continuing Certification: Participants who successfully complete this course will receive 6 Professional Development Units (PDUs) from PMI®. Please contact PMI ® for details about professional project management certification or recertification.

 

Managers who are seen practicing what they preach and following through on promises enjoy dramatically enhanced credibility and loyalty. They inspire workers to perform well and even to go beyond what is asked of them. Credibility is not all it takes to be successful, but no trust or meaningful relationship with those you manage can happen without it.

This course, developed by Professor Tony Simons, Ph.D. of Cornell University’s School of Hotel Administration, focuses on this critical element of leadership, and helps students develop the awareness, skills and habits necessary for mastering it.

To be an effective leader, you must be able to articulate your thoughts and positions in a clear and concise manner.

Professor Angela Noble-Grange of Cornell University’s Johnson Graduate School of Management draws on her own extensive experience as a speaker and communicator to guide students through the preparation and delivery process. She discusses how to  identify the communication purpose and analyze your expected audience. She then shares how to formulate and rehearse your message, including how to pay attention to nonverbal communication.

To fine-tune these skills, this course includes interacting with fellow students. Students will participate in discussion forums and will record and share a video of a short presentation that serves as the course project. This provides rich opportunities for students to hone their communication and presentation skills in a practical way, and to learn from the efforts of others.

Participants in this certificate need a high-speed Internet connection, a computer or device that can shoot digital videos with reasonable quality, and access to Adobe Flash software. The eCornell course delivery system provides the ability to record and upload videos, so you won’t need special video software.

This course introduces you to the tools and frameworks used in market evaluation and assessment of the competition. As you explore MBA-level business concepts and practices, you'll learn what makes a particular business profitable and how it achieves competitive advantage in a given market. You'll dig into real-world case studies and gain a more nuanced understanding of business and organizational mechanics. Your grasp of the essentials will prepare you to think practically about developing a competitive, profit-driven business strategy.

How do you define the vertical market you're in? How big is your potential reach? Who are the other players and what kind of threat do they represent? Is your business structured to be profitable?

Central to your business strategy is identifying your strategic position. Strategic positioning is essentially how your firm "stacks up" to the competition and helps to define the scope and scale of your business. To survive and thrive you need accurate data-driven models for self-assessment and competition analysis.

This online course will cover product or service differentiation and help you stake your claim in a particular market segment. You'll delve into fascinating case studies from fashion icon Gucci to jewelry giant Zales and review several of the greatest do's and don'ts in the history of strategic positioning.

In this online course, you will see how mergers and acquisitions can shake up entire industries, such as the disastrous AOL/Time Warner merger or the Sirius/XM satellite radio takeover. You'll also study how niche industry maneuvers can escalate into full-blown monopoly cases, such as the Whole Foods/Wild Oats debacle. You'll learn why some businesses openly court corporate takeovers, while others resist M&A to the bitter end. Every business strategy should account for the eventual possibility of merging with another company or acquiring a competitor.

One way to grow and take market share away from the competition is through a merger or acquisition. Vertically integrating your supply chain (assuming control over previously outsourced processes, such as parts manufacturing) is another way to control costs, increase efficiency and ensure quality in order to grow business, but vertical integration is not suitable for every business.

In this online course, you will learn about supply chain challenges and compare and contrast the "manufacture in-house versus buy from outside vendor" approaches. You'll use MBA-level models for reviewing case studies. You'll explore and critique real-world business maneuvers to identify pitfalls and drawbacks and make smarter choices in your own strategy formulation.

The introduction of Game Theory to business is a natural, as it serves to answer the central question "what are my opponents thinking and what is their next move?" Chess masters know how to think a few moves ahead, and put themselves "in the shoes" of their rival.

Known as "Allocentrism", the Game Theory approach can give your business an advantage and allows you to find synergies, even with your competition, counterintuitive as it seems. Learn to get inside the motivations and strategies of your rivals, exploit their weaknesses and bring more value to your business proposition. Discover how to "change the game" and turn the odds in your favor.

In this online course, you will review the fundamental elements of pricing, including cost issues and monopoly pricing. See how nuanced approaches to price discrimination such as discounts and linear tariffs can influence pricing decisions and positively influence the bottom line.

Learn competitive techniques like targeted discounts, poaching, and the value of upgrades and trade-ins in pricing models. Understand how the role of product line choices and competitive product lines can keep other firms out of your market and positively influence your market share.

Managing a business means managing its financial resources, regardless of your job title. Your ability to make smart decisions about projects relies on your understanding of  timelines and cash-flow calculations to track cash flow and payments, the value of securities and investments, and how to determine overall cost effectiveness. To do this, you need a good working knowledge of a number of financial concepts.

This course introduces you to those concepts and shows you how to perform important calculations using financial calculators and popular spreadsheet applications. You’ll develop an intuitive understanding of the concepts and have a chance to practice applying the tools. You will come away with the tools to ensure that your company has the best possible chance of project success through managing its financial resources wisely.

* Participants in this course need one of the two financial calculators below.

  • Hewlett-Packard 12C, or
  • Texas Instruments BA II Plus

Both calculators are available at most office supply stores and from a variety of online sources. There is also a Texas Instruments BA II Plus app for iPhone and iPad , which meets the calculator requirement for this course.

The key to financial success for any business is choosing the right projects to pursue at the right time, for the right price and with the right financing structure. Your role as a manager includes participating in decisions about which projects make sense for the company and are likely to return a profit.

To do so, there are six concepts you need to understand: net present value, internal rate of return, payback period, discounted payback period, profitability index, and equivalent annual cost. Non-financial managers need to be conversant in how each of these concepts work to be able to offer valuable insight and expertise.

Working through the examples in this course using both a financial calculator and popular spreadsheet applications will help you practice applying the tools and strategies, and will set you up to make project decisions that lead to growth and profitability.

* Participants in this course need one of the two financial calculators below.

  • Hewlett-Packard 12C, or
  • Texas Instruments BA II Plus

Both calculators are available at most office supply stores and from a variety of online sources. There is also a Texas Instruments BA II Plus app for iPhone and iPad , which meets the calculator requirement for this course.

Every financial decision a firm makes is a balancing act between risk and return. Funded projects can return significant revenue to the company. The risk is that the cost of the project may exceed the return, especially when the need to compensate capital providers is factored in. Being able to accurately assess both the risk and potential return of capital budgeting projects is an important part of your role as a manager.

Your work in this course will include learning how to calculate the hurdle rate, which is the minimum value a project must return, and then how to forecast the expected return. You will get to know the different asset classes and how to think about them in terms of the associated risks.

The tools from this course will help you measure risk and calculate the weighted average of the required returns as a way to ensure that your company chooses the right capital projects.
Your new project not only needs funding—it needs the right type of funding. You need to know how to choose between debt and equity funding, and when to consider acquiring funds from capital markets. These outside funding sources will have their own expectations for rates of return, and the cost of this funding is driven by a number of external factors such as the state of the economy and the industry.

Making sound capital budgeting and funding decisions is a vital part of your role as a manager, and this course shows you how characteristics of capital markets impact the process and prospects of raising capital. Learn how to observe external economic data, tips for developing strategies to balance debt and equity at your firm, and how decisions regarding corporate restructuring, mergers, acquisitions and bankruptcy are made.

These concepts, when put into action, will help ensure that you are maximizing the value of your firm using the correct balance of debt and equity.

Every property’s finance function keeps detailed records of the daily transactions involved in the running the organization. Periodically, they create reports that allow management, stakeholders and regulating authorities to have insight into the financial health of the organization. As a manager, you need to understand both the metrics that are reported in income statement, balance sheets, and cash flow statements, and how they relate to each other. You also need to understand how comparing numbers across your company, the industry, and from year to year, can help you assess the overall financial performance of the firm.

The in-depth review of sample case studies in this course will provide you with the tools you need to examine your own property’s reports. As you make budgeting and investment decisions, your knowledge of how vital financial markers indicate relative health in the organization will help drive initiatives to meet your company’s financial goals.

A company’s financial performance, and its ability to grow and thrive over time, can be assessed through ratio analysis, the basic evaluation tool for asset management, solvency and profitability. Whether you are managing the financial performance of a department, unit, or the organization as a whole, working with these ratios can help identify opportunities and allow you to make adjustments to improve performance.

As you become familiar with asset management ratios such as days sales outstanding and days to turnover, you will be able to apply these techniques in comparing your company’s performance against others in the industry and against its own financial history. The ratio analysis tools you learn will help your organization to design and implement initiatives for increased productivity and profitability.

Presented by five legal experts with deep knowledge and experience in both academia and the corporate space, this course introduces you to a range of topics that serve as a foundation for dealing with legal matters in business.

You begin with a look at the sources of law, the formation of legal arguments and the growing role of regulatory agencies. The course proceeds with a tour of online legal resources, then moves to various kinds of business structures, along with the circumstances under which you might use each. The course ends with a close look at the legal responsibilities that apply to people holding certain positions in business. 

Contracts are often written by legal professionals, but the best business deals are ones worked out collaboratively by people who know their business operations intimately. 

This course will help you gain a seat at the negotiating table, familiarizing you with legal terms and concepts involved in business deals. You’ll learn how to collaborate with legal counsel and help negotiating parties address information gaps to reach agreement. 

With content provided by two Cornell Law School professors and two practicing corporate attorneys, this course is rich with practical video content and a course project that’s designed to help you apply what you’ve learned to your own work situation. 

Running a business is, in many ways, a legal undertaking in itself. With so many moving parts and ongoing concerns, several areas of law are touched upon while doing business: employment laws and regulations, real property, litigation, business tax planning, and startup financial structuring. 

While it’s important to draw on expert legal counsel when required, it’s equally as important to be informed yourself. The more working knowledge you have of these specialty areas of law, the better you’ll be able to identify and discuss them and be prepared to face your pressing issues head on.

This course is co-authored by by six legal experts, including Cornell Law School professors and practicing attorneys. Through a rich set of animated videos and a course project that ensures application of the concepts to your own work situation, you’ll be ready face legal issues that are of particular relevance to your business. 

To handle legal matters appropriately, business people need to know how to get good legal advice. This may require finding and retaining a lawyer, or it may involve working with existing in-house counsel. Business people must understand how lawyers approach legal issues and what lawyers need from clients in order to represent them effectively.

With content provided by four legal experts, including Cornell Law School professors and practicing attorneys, this course explains how lawyers work, how to establish an effective relationship with both in-house and external counsel, and how to work with legal professionals on business transactions and litigation. A course project guides you in applying these principles of attorney-client collaboration to your own work situation. 

This capstone course provides you with the opportunity to bring together the skills you have developed throughout your program to solve a complex problem that requires integrated solutions. In this capstone project, you will bring this vision and expertise in line with the concepts you have learned throughout this program. The final capstone project you submit and present will help you to translate your new skills directly into your workplace.

Regardless of your specific area of work, as a manager, it will be imperative for you to understand the incentives that people face and how they are likely to respond when constraints change. A solid foundation of microeconomics will give you a competitive advantage. It will help you answer critical management questions such as: Should we expand our capacity? Should we add more staff? How can you figure those things out?

In this course, you will begin with a cornerstone of microeconomics: opportunity cost. You will examine its definition as well as applications, and explore the hidden cost fallacy, the fixed cost fallacy, and the cost-benefit principle. A good understanding of opportunity cost will help you understand how these principles relate to changes in human behavior and drive decisions. You will examine key concepts of supply and demand and the ways in which they affect business decisions. You will also complete a project in which you apply these concepts to practical questions facing your workplace. You will examine the profit maximizing output rule for producers, define the first law of supply, examine the price elasticity of supply, and define the supply ceteris paribus conditions. You will define the consumer surplus maximizing rule for demanders, the first law of demand, the price elasticity of demand, and the demand ceteris paribus conditions. This course will set the foundation for your microeconomics studies.

While a thorough understanding of supply and demand is essential in microeconomics, you also need to delve into the factors that determine price and how the markets reach levels of equilibrium.

In this course, you will examine what determines equilibrium price and quantity, gains from trade, and how changes in the supply and demand ceteris paribus conditions affect equilibrium price and quantity. You will explore critical questions related to government intervention in markets, and finally, tie these concepts into an overarching graded course project in which you will apply the lessons to relevant concerns facing your industry or organization. This course prepares you to not only understand the relationship between the factors affecting equilibrium price and quantity, but also apply these factors to your decision making for your organization.

To effectively lead the decision making of an organization, you will need to understand how we can use models of the labor market, the loan market, and currency market to predict changes in prices and quantities.

In this course, you will familiarize yourself with an extension of the model to the labor market, loan market, and currency market. You will investigate relevant concepts that can allow you to make predictions about how prices and quantities will change when market conditions fluctuate, exploring some circumstances in which the market equilibrium is not efficient. You will then develop a model of production using a single variable input. From this model, you will determine how to derive the average and marginal costs curves. Finally, you will complete a graded course project in three parts in which you will apply these relevant course concepts to practical concerns in your firm or industry. This course will leave you prepared to analyze a imperfect market and apply those concepts to the decisions made at your organization.

In this course you will examine the model of perfect competition and how it can be used to make business decisions. You will utilize this model of perfect competition to analyze both the short-run and long-run equilibriums and the impacts they can have on your organization. You will explore how firms have access to a multitude of specialized input that are limited and how those can be exploited for the benefit of your organization. Lastly, you will analyze two significant questions: Who in particular will reap the rewards when there are profits? And how large will the profits be? Finally, you will complete a graded project in which you draw relevant conclusions related to perfect competition and your firm.
Imagine that a firm is the sole producer in a market, i.e., a monopolist. How does the monopolist behave? How does that behavior differ from the case of a firm in perfect competition? In this course, you will examine how the monopolist behaves. You will examine the cost structure that results in a natural monopoly and the choices that firms put into making pricing decisions in these contexts. Finally, you will analyze a model of monopolistic competition between firms and consider how they fight to reduce new firms from entering their industry. Throughout exploring these new definitions and models, you will work on a course project that will help contextualize these concepts into your life and work.

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