Bachelor courses – fall 2012
Auditing
Business Statistics
Business process Modeling
Business-to-Business Marketing
Innovation Management
International Business Strategies
International Trade
International Operations
Managerial Communications
Quantitative Methods in Marketing
Real Options and Strategies
Supply Chain Management
Technology Innovation Management
auditing
Program / Bachelor in ManagementInstructor / Associate Professor William H. Coyle Ph.D. C.P.A.
Course status / Elective
Concentration / International Management, Marketing, Financial Management
Year / 4th year
Term / Fall – 2012
Workload / 4 ECTS, 45 hours of classes
Prerequisites / Financial accounting, Management accounting, Financial analysis, Introduction to Law
Course abstract / This will be the second year where Babson and GSOM (the Graduate School of Management of St. Petersburg State University, Russia) will simultaneously have Auditing taught to their respective students. We will be accomplishing this through the help of our respective technology professionals and the video-conferencing technologies present at both universities. This cooperation between educational institutions is illustrative of how both universities are doing all they can to enhance the educational experience of their students. This will be the first year that all Babson Auditing students will be part of this unique course format. Last year, we tested this format on a handful of Babson students and it worked well and was assessed well by both the Babson students who participated and the GSOM students.
The class will work in the following way. Professor Coyle will be in St. Petersburg for the first seven classes of the course. Undergraduate Dean Hanno of Babson will teach the eighth class and then Prof. Coyle will teach the remaining classes of the semester from Babson. The technology allows the Babson and GSOM students to see each other and speak to each other so even though the students are located 8/9 time zones away, they will be together in class.
Course aim and objectives / This is a very focused senior-level or fourth-year level course. Financial auditing is the process of rendering an opinion on a client’s financial statements. This course will teach the responsibilities associated with being in the auditing profession, what an audit opinion is, the risks associated with rendering that opinion, how an auditor plans and executes an audit engagement, including the assessment of a client’s internal control structure and the evidence gathered to support the assertions of management with respect to the account balances within the financial statements. You will become familiar with generally accepted auditing standards (GAAS), which are the guidelines by which an auditor professionally conducts a financial audit. You will see the effects that the Sarbanes-Oxley Act has had on the auditing profession. By the end of the course, you will have learned the fundamental concepts, risks, and procedures needed to audit all of the major financial statement areas within a typical audit. For the Babson students, a secondary objective is that this course will prepare you to successfully complete the Auditing and Attestation section of the CPA exam.
For the GSOM students, this course is focused on conducting an audit in the USA. This is especially true for the Arens book. The Knapp book has international cases which makes it less US-focused. However, you are not at a disadvantage learning Auditing in this way because good auditing is done the way you will learn it in this course. The Big 4 international accounting firms (PricewaterhouseCoopers, KPMG, Ernst & Young and Deloitte and Touche) all conduct their audits worldwide based on the principles and procedures you will learn in this course.
Nature of the Course:
This course is the least quantitative accounting course offered in the accounting curriculum. Auditing is more risk assessment, planning, and execution which requires analytical skills but of a more subjective type. That does not mean that you will not need the knowledge learned in other accounting courses. To audit accounts such as inventory, leases, and pensions, an auditor must know how they are constructed. However auditors do not prepare the financial statements; that is management’s task. It is the auditor’s responsibility to gather enough evidence in order to conclude that the account balances as presented by management are fairly stated in all material respects. The auditor must know the nuances in determining an account balance so that the appropriate and sufficient amount of evidence supporting the client’s balance is obtained.
Grading Policy / Grading Components are as follows:
Quizzes 250 points
Group Projects 150 points
Audit Case Write-ups 150 points
Midterm Exam 200 points
Final Exam 250 points
Total 1,000 points
Required reading /
- Auditing and Assurance Services: An Integrated Approach. Fourteenth Edition, by Alvin A. Arens, Randal J. Elder and Mark S. Beasley. Prentice Hall. 2012
- Contemporary Auditing: Real Issues and Cases. Eighth Edition. Michael C. Knapp. South-western Cengage Learning. 2011.
- CPA Review: Auditing and Attestation. Gleim and Hillison. Gleim Publications Inc; 2011 Edition.
BUSINESS PROCESS MODELING
Program / Bachelor in ManagementInstructor: / Sofya V. Zhukova, PhD in Computer Science, Associate Professor,
Department: / Information technologies in management
Course status / Elective
Concentration / All concentrations
Workload: / 3 ECTS, 45 hours of classes.
Term / 3rd year
Year / Fall – 2012
Prerequisites: / None
Course abstract: / More and more businesses are recognizing the value of modeling their business processes. The course covers the most advanced techniques for modeling, improving and documenting business processes. During the course students learn to use a structured, disciplined approach to understanding business process models through their eliciting, analyzing, documenting and validating on the base of industry recognized standards. The course aim is to give students understanding how to change and improve business processes on the base of complex analysis of organization key activities in order to add value to business. Students gain knowledge to create horizontal process management structures through documenting, mapping, analyzing, simulating and validating business processes.
Course objective: / The course aim is to give students understanding how to change and improve business processes on the base of complex analysis of organization key activities in order to add value to business.
Knowledge and skills: / Students gain knowledge to create horizontal process management structures through documenting, mapping, analyzing, simulating and validating of business processes.
Course content: / Topic 1. System analysis and business modeling
Topic 2. Formal models of business processes
Topic 3. Business process mapping and visualization
Topic 4. Business process management synergy and performance measurement.
Topic 5. IT solutions for process modeling and simulation.
Topic 6. Business process improvement and reengineering
Topic 7. Business process automation.
Topic 8. ISO 9000 quality management systems.
Teaching methods: / The course format combines individual class assignments, case studies, computer labs and will be based on interactive debating style. A participative approach is used to enable learning by discovery.
Grading policy / Final test / 50%
Course work: / 50%
Course work includes:
Type of assignment / Number of assignments per type / Part of final grade
Tests (individual assignment) / 3 / 15%
Group exercises (in class) / 5 / 25%
Group project (final exercise) / 1 / 10%
Required reading: / Type / Title
Books 24x7
e-book collection / Arjit Singh Mahal. How Work Gets Done: Business Process Management, Basics and Beyond, Technics Publications, 2010, p.221
Business Statistics
Instructor / Senior Lecturer, Ph.D.Iya Y. ChurakovaDepartment / Operations Management
Course status / Elective
Concentration / All concentrations
Year / 3-d
Term / Fall-2012
Workload / 3 ECTS, 45 hours, 8 teaching modules
Prerequisites / Statistics-1, Statistics-2, Microeconomics
Course abstract / The course focuses on the interpretation and implication of statistical results through real business problems. Central concept of the course is to connect theoretical statistics methods and practical needs, perform statistical knowledge as a tool students will need to become effective managers in their chosen career path.
Course aim and objectives / The course aims to provide students with knowledge of the statistical methods such as probability, statistical inference, sampling, time series forecasting and regression analysis, used in describing business data. Statistical diagnostic effectiveness of the core, negotiable, human capital, as well as statistics of the quality of products is designed to provide the basis for a decision making. The objective of the course is to give the students an understanding of research process and methodology, especially in the context of the decision making process within business.
Knowledge and skills / The course provides experience and practice in understanding and interpreting statistical analysis applications with actual business data. After the course the students should be able to:
—understand the applicability of the most typical qualitative analysis methods,
—perform specific statistical analyses in practice,
—critically assess the validity of statistical data before and after decision making.
—intelligently interpret results of statistical procedures using correct English statistical terms;
—effectively communicate with data analysts.
Course content /
- Sources of data for the diagnosis of business processes.
- Advanced regression modelling.
- Time-Series Forecasting and Index Numbers.
- Analysis of covariance
- Decision making using statistics.
- The statistical basis of quality control systems.
- Business Demography. Review and Examples.
Teaching Methods / Lectures, individual class assignments, case studies, group work. A participative approach is used to enable learning by discovery.
Grading Policy / 50% for course work and 50% for the final examination
Course work includes:
Type of assignment / Number of assignments per type / Part of final grade
Mid-term test / 1 / 9%
Mini-task portfolio / 7 / 21%
Mini-case project / 1 / 20%
Required reading / Core reading
- Kemp Steven M. Business Statistics Demystified. McGraw-Hill Professional Publishing, 2004 (Ebrary)
- Business Statistics Chikkodi, C.M. Satyaprasad, B.G.Global Media, Mumbai, IND Date Published: 2010 eISBN: 9789350432075 (Ebrary)
Business-to-Business Marketing
Program / Bachelor in ManagementInstructor: / Prof. S. Kouchtch,
Department: / Marketing
Course status / Elective
Concentration / Marketing
Year / 4th year
Term / Fall – 2012
Workload: / 4 ECTS, 45 hours of classes
Prerequisites: / Marketing
Course abstract / This course examines the nature and the role of b2b marketing while implementing marketing strategy and measuring its impact on a firm’s marketing performance.
Course aim and objectives: / The main objective of this course is to form a clear understanding of b2b marketing with its specific issues, including both conceptual and methodological levels as well as practical implementation.
General course objectives include:
-to explore the nature and dynamics of some of the principal marketing management issues associated with b2b sector as well as characteristics of b2b marketing;
-to consider the role and scope of business markets;
-to analyze trends and challenges business-to-business markets face;
-to evaluate the nature of business products;
-to give an understanding of marketing channels, supply chains and networks;
-to explore individual communication tools and media of the b2b promotional mix.
Knowledge and skills / -Understanding of the nature and the role of relationships between companies and within networks as well as trends and challenges relationship marketing faces;
-Knowledge of current issues concerning the development and implementation of segmentation processes in b2b markets;
-Understanding of the framework of developing strategy in business markets.
Course content: / Topic 1. The nature of b2b marketing
Topic 2. Relationship marketing approach in b2b marketing
Topic 3. Buying process in b2b markets
Topic 4. Business information systems and marketing research in b2b sector
Topic 5. Different approaches to segmenting b2b market
Topic 6. The product strategy of b2b company
Topic 7. Communication tools and media of the b2b promotional mix
Topic 8. Channel management in b2b markets
Teaching Methods: / Lectures, practicum, group work, exercises, presentations, case studies, home and class assignments, guest lecture
Grading Policy: / Final exam / 60%
Course work: / 40%
Course work includes:
Type of assignment / Number of assignments per type / Part of final grade
Mid-Term Test (individual assignment) / 1 / 10%
Individual project (case memo) / 1 / 10%
Test on articles (individual assignment) / 1 / 10%
Course project report defense (group) / 1 / 10%
Required reading: / Type / Title
Textbook /
- Brennan R. Business-to-Business Marketing [Text] / Ross Brennan, Louise E Canning, Raymond McDowell. – London: SAGE Publications Ltd, 2007. – 380 p.
Case /
- “OOO RusAl-Sayanskaya Folga’s Choice of Marketing Strategy”
International business strategies
Instructor: / Andrei Yu. PanibratovDepartment: / Strategic and International Management
Course status / Core, Elective
Concentration / International Management, Marketing
Year / 4th
Term / Fall – 2011
Workload: / 45 hrs, 4 ECTS
Prerequisites: / International economics, International marketing, and International trade
Course abstract / The course covers the most important issues of the international strategy formation and development by multinational enterprise. Students assist lectures, read the recommended literature, prepare assignments and individual reports, and participate in case studies discussions. Students also have in-class assignments (analysis of the situations when doing international business, definition of the factors that configure the oversea activity of the company, evaluation of strategic decisions of MNE, etc.). Besides, during the period of the course the groups of 3-4 students are required to prepare a project in the format of a case on one of the course topics using real life situations of the MNEs' business strategies. The last session of the course is devoted to presentation and discussion of the projects.
Course aim and objectives: / The aim of the course is to provide students with understanding of the following issues: how the MNC is interpreted theoretically as an economic organization; how MNCs organize their resources and capabilities to achieve competitive success in international context; what managerial approaches MNCs use when entering and organizing activities in transition economies (the Russian Federation as a core example).
Knowledge and skills / Students gain knowledge on the development of the strategic options for international business situation through analyzing and discussing the most illustrative cases of the international companies’ challenges and decisions when doing business abroad
Course content: / Topic 1. The theory of internationalization and foreign market entry
Topic 2. The multinational enterprise and its strategy
Topic 3. MNE’s foreign operation methods
Topic 4. FDI as a vehicle of the internationalization
Topic 5. Building strategic capabilities for emerging markets
Topic 6. Organization of the MNE activities in Russia
Topic 7. Emerging MNEs from emerging markets
Topic 8. Evolution of Russian multinationals
Teaching Methods: / Lectures, individual assignments, case studies, group projects
Grading Policy: / Final exam / 40%
Course work: / 60%
Course work includes:
Type of assignment / Number of assignments per type / Part of final grade
Individual assignment: preparation of reports on the selected topics / 1 / 10%
Group work: case study discussion and reporting / 5 / 25%
Course project report defense (group) / 1 / 25%
Required reading: /
- Panibratov, A. Russian Multinationals: From Regional Supremacy to Global Lead, London, New York: Routledge, 2012.
- Welch L., Benito G., Petersen, B. Foreign Operation Methods: Theory, Analysis, Strategy, Edward Elgar, MPG books Ltd, Cornwall, 2007.
Innovation Management
Instructor / Professor Olli-Pekka HilmolaDepartment / Operations Management
Concentration / International Management
Course status / Elective
Concentration / International Management
Year / 4-th
Term / Fall-2012
Workload / 4ECTS, 45 hours
Prerequisites / Management, Marketing, Operations Management
Course abstract / The course focuses on the theory of innovation management, modern trends in innovation activity, innovation strategy and decision making process. The course concept is to provide general understanding of innovation management nature and develop skills in applying managerial tools for innovations both at micro and macro levels.
Course aim and objectives / The course aims to provide students with knowledge of the innovation theory, modern trends of development national economics, regions and firms, as well as skills of innovation management methods on microeconomic level.
The objective of the course is to provide students with theoretical background and practical methods of innovation management.
Knowledge and skills / The course an understanding of modern concepts of innovation management and skills to analyze a strategic firm’s development. After the course the students should be able to:
—understand categories of innovation management,
—analyze level of innovation development of the firm and national economy,
—make decisions dealing with planning and developing of innovation projects,
—moderate the creation process of the small innovation company
Course content / Part 1. General characteristic of innovation
Module 1. Basic concepts of innovation management
Module 2. Innovation process: conception, models, structure
Module 3. Innovation environment of the firm
Part 2. Innovation management of the firm
Module 4. Technological planning
Module 5. Innovation strategies of the company
Module 6. Innovation planning on the company level
Module 7. Innovation activity financing
Module 8. Intellectual capital and intellectual property management
Teaching Methods / Lectures, individual class assignments, case studies, group work.
INTERNATIONAL OPERATIONS
Program / Bachelor in ManagementInstructor: / Vitally I. Cherenkov, PhD in Economics, Grand PhD in International Business & Marketing, Chartered Professor,
Department: / Marketing
Course status / Core, Elective
Concentration / International Management, Marketing
Year / 4-th year
Term / Fall – 2012
Workload: / 4 ECTS, 45 hours of classes
Prerequisites: / International Economics, International Business, Financial Management
Course abstract / International Operations course is designed as an introductory course in international business techniques. There are following prerequisites for this course: International Economics, International Business, Strategic Marketing Management, Financial Management, and International Marketing.
At first, we have to discuss international operations in general and then we could shift to more specific items concerning, especially, to middlemen involvement and currency-saving countertrade arrangements. After traditional ExIm operations the full canvas of international operations is discovered as four international operation clusters: 1) PRODUCT (exporting and importing plus countertrading); 2) KNOW-HOW (licensing, franchising, and engineering); 3) FDI (from overseas assembling/manufacturing and some forms of international strategic alliancing to wholly own branches); and 4) RENT (operative and financial leasing plus management contract). An additional attention is to be paid to middlemen in international trade. However, main focus of the course is targeted to reaching skills in techniques of ExIm operations and agreements with foreign trade middlemen.
Preparing/correcting offers/contracts in two languages and working in international teams (Russian and foreign students together) will give additional skills could be useful for future practices.
Course aim and objectives: / This course aim is to teach students in operative techniques of international business getting to following objectives:
- Understanding place and role of foreign operations in international business.
- An appreciation of the key contributions for successful management of global operations.
- Using strategic marketing analysis tools to select international operations with an acceptable risk/profit trade-off.
- Understanding reasons for the often-observed lack of integration of a firm's marketing strategies and operations chosen and learning approaches for combating this problem.
- Showing how well-chosen international operations can lower risks, increase flexibility, improve responsiveness to foreign counteragent requirements, and provide a firm with an international competitive advantage.
- Developing students' analytical and communication skills to be used in business negotiations.
- Developing knowledge to formalize international business operations in form of contracts/agreements underpinned with relevant documentary package.
- Searching for relevant articles extracted from business publications, Internet resources, and anonymous insider information (delivered by instructor as usual) to bridge the gap between theory and practice of international business.
- Preparing bilingual (Russian/English) texts of international sale and others contracts.
Knowledge and skills / Students gain knowledge on the analyzing global marketing environment from points of view of existing/developing products and market risk/profit, arranging pre-contracting work with counteragents, choosing acceptable international operations, designing and presenting main bilingual documents formalizing international operations.
Course content: /
- Topic 1. International Operations: An Introduction
- Topic 2. Main Techniques of Exporting/Importing (Countertrading Arrangements included)
- Topic 3. Middlemen in International Trading
- Topic 4.International Commercial Transfer of Intellectual Property
- Topic 5. International Rent Arrangements
- Topic 6. Best Practices in International Operations
Teaching Methods: / Lectures, individual in-class/out-class assignments, case studies, small group work, in-class discussions.
Grading Policy: / ASSIGNMENT/CONTRIBUTION / SCORE
Final exam / 50
Course work: / 50
Course work includes:
Type of assignment / Number of
assignments per type / Part of final grade
Intellectual Presence (individual assignment) / Permanently
To be calculated / Max = 10
Real = 10*(N-A[1])/N
Mid-Term Test (individual assignment) / 1 / 10
Offering / 5 / 5
International Sale Contract / 1 / 5
Scientific Research / 1 / 5
Case: Creativity in Selecting Operation / 1 / 5
Final Project In-Class Presentation (team work) / 1 / 5
Final Project Report in Writing (team work) / 1 / 5
Required reading: / Type / Title
Textbook / Welch, L.S., Benito, G.R.G., Petersen, B.: Foreign Operation Methods: Analysis, Strategy, and Dynamics: Edward Elgar, London.
Textbook / Albaum, G., Duerr, E., Strandskov, J. International Marketing and Export Management. – Financial Times–Prentice-Hall, Harlow, England, etc.,
Textbook / Luostarinen R., Welsh, L. International Business Operation. – Helsinki School of Economics, Helsinki.
Guidelines / Vitally I. Cherenkov. International Logistics, Part 1 (Topic Three, Workshop B, Topic Four, Topic Five), SPb, GSOM, 2010[2].
Guidelines / Vitally I. Cherenkov. International Logistics, Part 2 (Topic Six, Workshop C, Topic Eight, Workshop E), SPb, GSOM, 2010[3].
Case set / Cases from GSOM Collection (3 items by V.Cherenkov & I.Gladkikh and 3 items by V.Cherenkov)
Articles / See References presented herein.
Additional relevant articles are announced to students on ongoing basis[4].
Internet resources / See web-sites presented herein.
Additional relevant web-sites are announced to students on ongoing basis[5].
Usage of online resource databases at GSOM /
International trade regulation data :
Computer Software / Business-in-the-Box
International Trade