Programme Overview

Course Description:

This course focuses on the nature and scope of using accounting information for economic decision making. The first half of the course focuses on financial reporting. The emphases are on the nature of accounting information and its uses and limitations. While the focus of the course is on the users' perspective, it is essential that the user understands the building blocks of accounting, the process by which the information is generated and the incentives underlying the preparation of the accounting information. A proper understanding of the accounting process would enable the user to understand the limitations of the accounting information, and to ask the appropriate questions when using the information. 

In the second half of the course, we seek to understand how accounting information is used in planning, costing, decision making, and management control. The organizational architecture will be used as the organizing framework. The major topics covered include activity-based costing and management, tools for decision making such as cost-volume-profit (CVP) analysis, and performance evaluation and measurement including a discussion on sustainability issues and measurement of these objectives. 

Quantitative skills are important to measure and quantify the financial effects of business strategies. 

Thus, good financial analysis of business issues is critical to improve business decisions. 

Course Description:

This course introduces to the participants the key concepts of analytics, which are of growing importance within the modern organization. Participants will be introduced to the process and tools relating to business analytics. Using real-life case studies, participants will be given the opportunity to have hands-on experience on building analytical models that will guide decision marking for common business problems such as profit and revenue forecast, customer segmentation, and consumer trend analysis.

This course systematically introduces the process of developing a strong business analytic case starting from the exploration of the data context to finally obtaining the explanatory or predictive results. The participants will learn how to ask the right questions and how to draw inferences from the data by using the appropriate statical and data mining tools.

Overall, the course will enable participants to approach business problems data-analytically, envision business analytics opportunities in organizations, and follow up on ideas or opportunities that present themselves.

Course Description: 

This course is an intensive introduction to the principles and practice of financial management that managers should understand. The course orientation will be from practitioners’ point of view to make the content applicable to daily business decisions. The course will be taught through lectures, class discussion and case studies. Topics to cover include: 

1. Time value of money and its business applications 
2. The importance of cashflows and how to calculate cashflows 
3. Capital budgeting decision 
4. Cost of capital usage in financial strategy and how to estimate it 
5. Financial planning 
6. Management of short-term assets and liabilities 

Course Description:

If I had my way, this course would be re-titled “Revolutionary Marketing in the Age of Turbulence, Hyper-competition, and Disruption”, because the environment in which businesses operate today is businesses (and even entire industries) face. In such an environment, marketing practices need to be nothing short of revolutionary. And in these extraordinary times, marketing can (and should) no longer be taught in a traditional manner. Gone are the days when companies could simply rely on efficient manufacturing operations to mass-produce products and on predictable processes to mass-advertise and distribute those products. Gone are the days when marketing was the job of a department whose executives could simply examine broad customer segments within well-defined product markets using structured survey reports. And gone are the days when the only “customers ”; brand owners needed to deal with and worry about were the distributors and resellers who did most of the nitty-gritty work of serving the end consumers and/or end users. Marketing today is much less predictable, much more cross-functional (and, indeed, much more a direct responsibility of the CEO), and much more fundamentally about, interacting and connecting with the end consumers and users.

But at the same time, marketing today is more important, exciting, and fun!

This course will approach the study of marketing from highly contemporary perspectives. Course activities will include discussions of marketing issues that have emerged “just yesterday” and marketing events that have occurred “this morning”. We will discuss the latest marketing challenges that companies face, and many examples of successful and unsuccessful marketing strategies, particularly of companies/brands in Asia. There will also be a “live” project sponsored by a company that will offer a unique opportunity for participants to work on solving a live marketing problem. In addition, as part of the “Marketing 2022 Case Study” series, we will examine companies’ marketing strategies from a future-oriented perspective. Participants, whether they are already experienced marketing professionals or are complete novices at marketing, can look forward to gaining profound insight into the role of marketing in today’s business organizations as well as practical knowledge of how to successfully lead the marketing function of a progressive, thriving, and growth-oriented business.

Course Description:

Companies, investors, and governments are under increasing pressure to change the way they interact with people and planet--to adopt more sustainable practices.  These changes do not come for free, however, but rather they may involve considerable monetary and non-monetary costs.  This course introduces students to the three pillars of sustainable  nance:  companies that have to do the work to become more sustainable, investors that provide the  nancing while accommodating a wide range of attitudes towards sustainability, and governments that set regulations to incentivize good--and discourage bad--behaviors.  Throughout the course we will review current developments around the world, re ecting the fact that companies and countries may be moving in different directions and at a different pace.  For example, case studies will draw from cutting-edge legislation in Europe and follow-on efforts in ASEAN that re ect the vastly different starting point of less-developed economies.  Interactive lectures will provide opportunity for class participation as well as short individual and group exercises.

Course Description:

The aim of this course is to determine and understand forces impacting the global financial market. It treats central banking policy as a major force in shaping capital movements and market dynamics. Some of the questions the course will attempt to answer are: How do central banking policies impact the global financial market? What are key economic and market indicators that can help us determine the direction of the financial market. Participants interested in a career in of asset and wealth management, capital markets and trading should take this course.

Course Description:

Operations is the core of the business that is concerned with the design, operation and improvement of systems concerned with the production of goods and services. Operations account for a significant percentage of the value added and cost in any business. Therefore, even a small advantage in operations can make the difference between winners and losers in a competitive marketplace.

Content Description:

This course focuses on the strategic thinking process that helps companies achieve sustained high performance. It includes a continual and integrative process of "making sense" of internal and external situations, "making choices" to capture value at the corporate and business levels, "making it happen" to achieve the desired future status of the company, and "making revisions" to adapt to unexpected situations. It thus deals with the essential issues for short and long-term competitive positions and the primary responsibility of senior decision-makers in a company.

The course begins with a fundamental strategic question of what it takes to build a sustained high-performance organization. A review of classic studies on the subject leads to the first task of "sensing strategic situations", which introduces tools to analyse external and internal situations facing a company. While the external analysis helps managers to understand the trends in macro environments, competitive situations and competitors' behaviours, the internal analysis tries to identify and develop the source of core competences and sustained advantages. The course then moves to the task of "making strategic choices" at the business and corporate levels that are to secure competitive advantages in a specific market and to expand the boundary of the firm for sustained long-term growth, respectively. The next topic addresses strategy implementation, involving the tasks of "making it happen" and "making revisions". This subject discusses the content of strategy execution, organizational structure, and strategic transformation. The course concludes by discussing how to manage sustained firm growth in emerging markets that are much different from the developed markets in institutional settings, market dynamics, and consumer behaviours.

• Corporate purpose and high-performance organizations
• Industry and competitive analysis

Course Description:

The course is organised and presented from the perspective of managerial end users of IT. It is designed to prepare future business executives for proactive leadership roles and responsibilities in a world which is being constantly challenged and shaped by IT and other digital technologies. 

The course focuses on concepts and applications rather than on specific technologies, techniques, or methodologies. The emphasis is on the development of enabling frameworks and conceptual models for better understanding of the deployment of IT and the Internet. The course makes liberal use of examples, case studies and other illustrations to provide examples of best practices and success stories. In this regard, the participants, who come from diverse backgrounds and disciplines, are encouraged to share their own experiences and views. 

1. Understanding geopolitics and the impact on business operations
2. Understanding the different kinds of geopolitical risks and how to manage them
3. Developing effective business policies via insightful geopolitical world
4. Assessing the changing trends and landscape in the geopolitical world
5. Analysis and implications of the China-US conflict and their impact on the rest of the world and business operations
6. Understanding the tools/vehicles that can be used for geopolitics
7. Develop a holistic and long-term perspective of the symbiotic relationship between business and geopolitics

As part of the learning process, each group of participants will be given the opportunity to "deep-dive" into specific geopolitical issues/topics that affect business operations and will present their findings in allocated class discussions/presentations during the course. This will form a very rich and insightful learning experience for all participants.