"The strategy concentration is appropriate not just for those seeking careers in strategy consulting or in corporate strategic planning but for anyone seeking a deeper understanding of institutional purpose and the competitive landscape in which such purpose must be achieved, the concepts and tools available for analysis, and the challenges of bringing all functions of the organization together to achieve its purpose."

Prof. Vijay Sathe,
Strategy Concentration Advisor
Faculty Advisors
Vijay Sathe
Jay Prag
Hideki Yamawaki

Student Clubs/Associations of Interest
Management Consulting Association


The strategy concentration is designed to equip you with the core concepts, frameworks, and techniques of strategic management. Strategic management is about managing the enterprise to achieve superior performance. Thus, you will learn how to identify the sources of profit available to the business enterprise, and to formulate and implement strategies that exploit these sources of profit. Courses in the concentration will be analytical and will focus on senior management decisions that enhance profit maximization while taking into account the competitive response to those decisions. Students with a strategy concentration frequently go on to careers as consultants, entrepreneurs, and strategy analysts.


MGT 330 Sustainable Business (2 units) What has come to be known as “sustainable business” is a set of principles and practices that reduce the environmental footprint of business activity. However, the issue of sustainable business goes beyond this core of principles and practices. As environmental impact issues evolve, and as individuals and societies become increasingly engaged in seeking to moderate and even reverse environmental harming, managers must also develop an understanding of the social, political, and regulatory forces at work in the business environment. In addition, the development of sustainable business practices and products is changing the structure and processes of competition across a wide variety of industries. It is also providing numerous opportunities for the development of new products and new business processes. (Spring)


MGT 343 Drucker on Management & Society (4 units) Using materials prepared by Professor Drucker, we will survey and apply his seminal insights into a number of key themes pertaining to the: (1) development of oneself, (2) practice of management, and (3) ingredients of a functioning society. These topics reflect a representative sample of the totality of Professor Drucker's work. Each of these topics has current and future application to your life, and role in society. (Spring)

* Students who have previously taken MGT 343 or MGT 344 should not enroll due to content overlap.


MGT 383 Economics Of Strategy (4 units) This class uses the business-related tenets of economics (old and new) to generate a modern, consistent, formal framework for strategic decision-making. Using economic intuition we will be able to address issues ranging from outsourcing to new product lines. We will be able to explain why some firms actively compete through price changes while others, in apparently similar competitive industries, do not. Economic theories seem very abstract to many students because these theories usually assume many unrealistic things about people and society. Students must be mindful of the fact that these assumptions are what allow economists to answer many otherwise intractable questions. The results that we attain usually hold even without these simplifying assumptions. This class will show how some of these economic models can provide a powerful, formal framework for answering managerial questions ranging from dealing with competition to setting proper incentives for managers. (Fall)


MGT 356 Asian Markets (2 units) The objective of this course is to develop the ability to formulate effective strategy to operate in the key markets in Asia. It is becoming increasingly important for U.S. firms to understand the changing economic and business environments in Asian markets in order to remain competitive in the global market. In particular, the emerging importance of China and India is quickly changing the scope and structure of global competition in the past several years. This course examines the economic and structural environments, including institutional settings, regulations, and business practices, which foreign companies face when they compete in the Asian markets such as China, India, Japan, and Singapore. The focuses of the course are the elements that make entry into the Asian markets successful and viable, and the elements that make entry unsuccessful and vulnerable. (Fall)


MGT 307 Game Theory (2 units) Decision-making is literally an art and a science. The formal, analytical tools (from economics and mathematics) that largely fall under the heading of game theory allow us to take a rational approach to the decisions that have discrete choices and clear paths. Strategy, brinksmanship, coercion and cooperation are some of the ways of describing the human elements of decision-making. This class will combine many real-world examples of game theory and strategic decision-making with in-class, participatory renditions of games, decisions and interpersonal strategies. (Spring)


MGT 336 Corporate Governance (4 units) How can we explain the turmoil that confronts shareholder capitalism today? What happened at Enron, Global Crossing, Tyco and numerous other corporations in the last few years? Are these “isolated’ incidences or is there a broader pattern of ethical lapses we need to be concerned with? What are the underlying issues? To answer such questions, this 2-credit course looks at the fast changing field of corporate governance. It is designed to survey the system, the process, the participants, the legal/regulatory environment, and the most important developments in the field over the last few years. (Fall)
Prerequisites: This course is open only to second year MBA students.


MGT 352 Marketing Strategy (4 units) The purpose of the course is to provide participants with the insights and skills necessary to formulate and implement sound marketing strategies. This objective will be accomplished through the learning of basic marketing paradigms, the completion of case analyses, and the completion of a culminating project that applies the course material to the participant's firm and industry. The text, readings, lectures, and case discussions will provide a detailed perspective on important paradigms that serve as the basis for marketing decision-making. These paradigms include marketing phenomena (e.g. customer decision making; how customers decide they need a product or service as well as how they select a particular product or service to meet their need, the product life cycle; how sales history for a product can be used to model expected sales for related products, the market's response to a firm's marketing tactics; the same-period, dynamic (multi-period) and interaction effects of marketing activities), analytical approaches (e.g. simple predictive models of market size and market share, models predicting the rate at which new products "diffuse" across a market), and managerial decisions (e.g. the selection of a particular product positioning within a segment). Upon completion of the course, participants should be able to recognize the factors that influence the likelihood of success of their marketing decisions and thereby improve their marketing decision-making. Participants will also be able to create a comprehensive marketing plan that appropriately plots a suitable course of action (and attendant anticipated consequences). This Marketing Strategy course is appropriate for persons who have successfully completed an introductory marketing course and who are responsible for marketing decision making in their organization. (Spring)
Prerequisites: MGT 321 Marketing Management can be taken concurrently.


MGT 362 Revitalization (4 units) This course develops the concepts, techniques, skills and attitudes required to revitalize both the organization’s performance and morale, and one’s personal effectiveness and satisfaction on the job. The course is divided into four parts: (1) Managing yourself, (2) Becoming a manager and a leader, (3) Becoming an entrepreneur, and (4) Putting it all together. (Spring)
Prerequisites: To enroll, students must have completed all required first-year courses.
Concurrent enrollment in the required Strategy course (Mgt. 340) is permitted


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