Santa Clara University

Leavey School of Business

Course Descriptions


One-unit courses offer students a focused look at timely topics, an introduction to particular disciplines, flexibility in scheduling, and accelerated progress toward degree completion. There is no limit on the number of 1-unit courses that may be taken toward degree requirements. New 1-unit courses may appear in any quarter, as they are often “cutting-edge” classes, and occasionally may not be offered on a continuous basis. Please refer to the quarterly schedule for 1-unit offerings and descriptions.

Special drop policies apply to 1-unit courses and may be found in the Financial Information section of this bulletin.

Note: Students are expected to check ERes or Angel for any pre-class assignments for 1-unit classes.

Below is a partial list of previously offered 1-unit courses. A comprehensive list of current offerings is available at:

ACTG 703. Selected Topics in Financial Accounting
Provides students with the opportunity to learn more about a number of important financial reporting issues. Specifically, covers earnings quality and the income statement, revenue recognition, mergers and acquisitions, and stock-based compensation plans. (Professor Sepe’s pre-class reading may be found at: ~jsepe/actg703.htm.) This course is not open to students who have taken ACTG 303. Prerequisite: ACTG 300. Concentration: ACTG, FNCE.

ACTG 704. Financial Statement Analysis and Analysts’ Predictive Accuracy in Global Capital Markets
Explores issues in analyzing financial statements across national borders and the difficulties these pose to predicting performance. Examines the degree of confidence and reliability that can be placed in analysts’ forecasts for foreign firms. Reviews the special questions raised by financial analysis in the global context. Attention will be focused on North America, Asia, and Europe. Prerequisite: ACTG 300. Concentration: ACTG, FNCE.

ACTG 708. Activity-Based Costing (ABC)
Focuses on activities as determinants of costs, and encompasses the use of ABC information in decision-making. Considers ABC’s underlying assumptions, system design, determinants of successful implementations, evidence of success rates, and relevant costing for strategic decision making, and ABC pitfalls. Prerequisite: ACTG 300. Concentration: ACTG.

ECON 701. Economic Growth in Africa: The Next Emerging Market?
An intensive application of economics to understanding the long, sustained decline in African economics. Lessons include acquiring a thorough appreciation of the importance of political factors in economics of the developing world; investment risk applications; international trade and finance issues; effects of embargoes and sanctions; theory and empirics of economic growth. Prerequisites: ECON 401 and ECON 405. Concentration: none.

FNCE 703. Managing to IPO
Analyzes the challenges facing companies from first-round financing to initial public offering (or major liquidity event) in designing their planning and control systems. Focuses on the firm’s operation, organization structure, financial and nonfinancial systems, and reward systems. Prerequisite: FNCE 451. Concentration: FNCE, EN.

FNCE 704. Internet Finance
Explores how the Internet will impact development of financial institutions such as banks and brokerages. Covers the basic theory of financial intermediation as it applies to online financial service firms. Discusses the impact of a migration to online financial services and the competitive changes created. Prerequisite: FNCE 451. Concentration: FNCE, EN.

FNCE 705. Raising Capital in Silicon Valley
Covers the practical side of raising capital in Silicon Valley. Directly targets entrepreneurs (and other curious parties) and includes a brief history of venture capital in Silicon Valley. Focuses intently on funding sources in Silicon Valley, exit strategies and why they matter from day one, contacting investors, the “two-pager,” what investors need from a business plan, valuing your company (idea), and presenting to investors. Prerequisites: None. Concentration: FNCE, EN.

FNCE 706. Valuation of Private Companies
Familiarizes students with the techniques used to value private businesses for different purposes, including funding, mergers and acquisition, value enhancement strategies, etc. Specifically, emphasizes fundamental analysis, relative valuation techniques, and using real option techniques. Features a hands-on approach where the participants prepare a valuation report that employs these different techniques. Prerequisite: FNCE 451. Concentration: FNCE.

FNCE 708. Market-Neutral Investing
Teaches market-neutral stock market investing. Market-neutral investing strategies are designed to make money regardless of the broad market’s movements whereas most equity investment strategies involve diversifying to eliminate unsystematic risk while enjoying the stock market’s long-term upward trend. This can reduce short-term risk but introduces special challenges. Outlines each market-neutral investment strategy, explains the advantages and risks, and uses real examples. Prerequisite: FNCE 451. Concentration: FNCE.

FNCE 709. Acquisition Integration: Managing for Value
Explores several corporate acquisition strategies and focuses on the practical steps managers can take to lead effectively, and to manage for consistent growth during these periods of high stakes and high visibility. Prerequisite: FNCE 451. Concentration: FNCE.

FNCE 710. Default Risk Modeling
Introduces students to the practice of modern credit-risk modeling. Default risk is a relatively modern area of finance. In the past, it comprised fundamental analysis of firms by rating agencies. It has evolved into a highly technical and quantitative discipline that requires focused training. Prerequisite: FNCE 451. Concentration: FNCE.

FNCE 711. Mathematics of Option Valuation
Introduces students to the mathematical tools for analysis and valuation. Teaches basic options models and implements them on spreadsheets so that students are comfortable with using options in common financial applications. Prerequisite: FNCE 451. Concentration: FNCE.

FNCE 712. Monte Carlo Simulation Techniques in Finance
Teaches simulation techniques in modern finance. This has become a well-accepted approach to valuing securities and also is used for risk management. Features hands-on examples how to undertake analyses of complex scenarios in a simple way by using simulation models on spreadsheets. Prerequisite: FNCE 451. Concentration: FNCE.

FNCE 714. Private Equity
Covers the history of the broad asset class, private equity, and the role it plays in an institutional portfolio. Pays particular attention to the structure and economics of private equity partnerships. Prerequisite: FNCE 455. Concentration: FNCE.

FNCE 715. Venture Capital
Analyzes private equity funds that invest in high-growth, generally high-tech, start-up companies. Examines the particulars of venture partnerships, the past performance of venture capital as an asset class, and how venture partnerships invest their capital. Prerequisites: FNCE 455 and FNCE 714. Concentration: FNCE.

FNCE 716. Growth Capital
Evaluates private equity funds that invest in more mature companies. Focuses on the particulars of growth capital/buyout partnerships, the past performance of growth capital as an asset class, and how growth capital partnerships invest their capital with an emphasis on the role of leverage. Prerequisite: FNCE 455. Concentration: FNCE.

FNCE 718. Venture Capital Due Diligence
Provides a broad overview of the Due Diligence process. Due diligence is the process by which potential investors identify and explore the critical aspects of a young company, and attempt to quantify both the risks and the advantages of making an investment. The state of the market, management expertise within the firm, technology risk, and legal concerns are just a few of the factors investors include in their due diligence analyses. Once an investor is educated about a company’s risk and potential rewards, the terms of the investment must be negotiated, including valuation, preferences, and control features. Requires groups of students to study particular opportunities and present their findings and thoughts to the class. Prerequisite: FNCE 480 or instructor approval. Concentration: FNCE.

FNCE 721: Dynamics in Early-Stage Start-ups and Growing Revenues from 0 to 20MM
Introduces developing, analyzing, and evaluating different financial models for a growing start-up. Teaches building the initial team to create the product, becoming knowledgeable about and comprehending team dynamics, winning the first set of customers, and generating and growing early stage revenues. Reviews analyzing tactics and strategy for achieving the first 0 to 20M of revenue in the early stages of a young company. Prerequisite: FNCE 455. Concentration: FNCE, EN.

FNCE 722: Valuation Drivers in Start-up Companies
Teaches valuations in a start-up company and the dynamics associated with the valuations at different stages of company growth. Analyzes valuation variations during Seed and Series A funding of a start-up company and achieving better valuations during later stages of funding. Explores managing exit valuations during an M&A or IPO. Prerequisite: FNCE 455. Concentration: FNCE, EN.

IDIS 704. Women in Leadership
Presents the best practices of successful women technology leaders. Features a series of in-depth discussions and case studies where experts share the principles upon which they have created their businesses. Includes topics on vision, value creation, branding, product development and testing, recruitment and team building, management, financing, communication skills, networking, exit strategy and social impact. Prerequisite: None. Concentration: LP.

IDIS 705. Leadership for Justice and Prosperity (required)
Encompasses two modules designed to integrate course materials with practical issues of today. Module 1 focuses on the ethical implications of the day-to-day decisions made by managers. Module 2 looks at technology developments in local firms, how they may impact the Third World, and also how the disruptive technologies developed for the Third World may affect First World firms. Prerequisite: None.

IDIS 711. Leadership: Vision, Deals, and Process
Explores three distinct perspectives on leadership: vision, deal making, and process. Features experts with extensive experience in their area. For each perspective, presents a solid overview of the topic, specific skills needed to succeed in the arena, examples of business leaders who have translated ideals into action, and resources for continued learning. Prerequisite: MGMT 501. Concentration: LP.

MGMT 701. Seminar in Leading Dynamic Organizations
In the Leavey Leadership Lectures series, senior executives reflect on their leadership experiences, challenges, and perspectives. Students also learn about leading through reading biographies of leaders, and have the opportunity to reflect upon their own leadership abilities. Course may be taken a maximum of three times. Prerequisites: none. Concentration: EN, MI, LP.

MGMT 702. Advanced Seminar in Organizational Behavior
Features simulation games that provide advanced understanding of core management topics such as interpersonal communication, socio-technical systems, role conflict, and group dynamics. Uses an experiential learning format to place students in various managerial roles within a dynamic and rapidly changing corporate environment. Students apply concepts, receive feedback on their managerial skills, and deepen their appreciation for organizational complexity. Prerequisite: MGMT 503. Concentration: MT.

MGMT 703. Measuring and Managing Corporate Performance
Integrates traditional financial measures of performance and managerial-based performance measures in view of a firm’s strategic objectives. Reviews work on measuring corporate performance, introduces the Balance Score Card technique, and evaluates its implementation in specific corporate settings. Prerequisite: MGMT 503. Concentration: EN, MT.

MGMT 711. Managing Global Teams
Teaches how high performing teams are formed, the typical process that teams experience in executing a project, and managing through that process to successful completion. Explores concepts of leading teams across distance, time zones, and cultures as an essential skill for every manager. The quality of team interactions and the speed with which teams form and perform can determine the success or failure of a project and, in the case of small organizations, even the company. Prerequisite: MGMT 501. Concentration: IB.

MGMT 714. Strategies for Emerging Clean-Tech Sector
This course provides an overview of the developments taking place in the clean-tech sector as well as offers students tools and frameworks that will enable them to develop organization-level strategies for engaging with this emerging field. Specifically, you will gain ideas, methodologies and information about how to generate value (both economic and social) from clean technologies. In addition, students will explore the possibilities that the transition to a clean-tech economy offers for entrepreneurship, policy and sustainable development. Prerequisite: MGMT 501.

MGMT 715. Globalization& Emerging Economies: India
This course introduces students to the opportunities and challenges of doing business in a major emerging economy: India. Over the past decade, India has become one of the world’s most vibrant economies with some of its companies enjoying an international reputation. And yet, the country remains beset with contradictions--its sagging infrastructure and significant poverty exisiting side-by-side with its growth (both economic and social) spirations. Through an in-depth ex;ooration of the key business developments taking place in India, this course examines key ideas in global business strategy: the shifting topography of the world order, the role of innovation in shaping international leadership and the changing role of business in fostering sustainable development in emerging economies. In doing so, it offers students frameworks, tools and perspective appropriate for the contemporary global manager. Prerequisite: MGMT 501.

MKTG 708. Financially Effective Market Positioning Strategies
Focuses on the issues in creating financially viable and effective market positioning strategies. Examines how traditional market-based measures—such as awareness, understanding, trial, ongoing usage, customer satisfaction, distribution levels, and market share—can be linked to financial outcomes. Discusses how to connect marketing expenditures directly to short-term and long-term results by examining the investment and expense requirements of different segmentation and market entry strategies. Connects customer value propositions to competitive marketing strategies and shareholder value-creation outcomes. The success of a company depends on the extent to which the marketing and financial disciplines work together. Marketing decisions impact whether the company’s products and services get into the hands of the right customers and whether profits return to the company. But the test of marketing decisions is ultimately in their financial results. Prerequisite: MKTG 553. Concentration: MM.

MKTG 709. Developing Products and Services for the Boomer Marketplace
Presents an overview of the baby boomer marketplace. Explores major demographic and psychographic variables that characterize this market, as well as how the boomer market is becoming an ever more important economic, social, political, and cultural force influencing consumption. (Households headed by someone 40+ hold 91% of America’s net worth.) Identifies and evaluates new product/service opportunities for the boomer market, and develops an understanding of how to create customer value in this segment via exposure to several sources, including marketing officers from large consumer products firms, and venture capitalists who have successful track records in funding innovative products/ services targeted to this sector. Features hands-on experience in developing a proposal for a new product or service targeting the boomer market, together with the marketing strategy. The proposal will reflect criteria previously identified by organizations and venture capitalists as relevant to marketplace success. Prerequisite: MKTG 553. Concentration: EN.

MKTG 710. Tech Marketing: Winning Strategies for Effective Messaging
The success of a marketing campaign or overall strategy ultimately depends on how a company’s end customers perceive, accept and adopt a products value proposition / positioning / resulting messaging. Especially in high technology markets, where new purchases are capital investments measured by impact to the business and return on investment, a products value proposition has to be extremely clear, tangible and differentiated in order to achieve vendor preference, as well as maintain desired pricing and margin levels. This two credit-hour course focuses on proven, effective strategies for understanding customer requirements and translating them into clear, digestable and differentiated messaging statements. We will provide strategies and examples to achieve strong competitive positioning, as well as how and when to (re-)define an entire market vs. just differentially position your products. Specific topics will include best practices for positioning and messaging creation, competitive landscape modeling and developing differentiation, translating customer requirements into effective positioning/ messaging, and wholesale market (re-definition). Additional focus will include an overview of core media assets to effectively drive adoption of positioning/messaging in today’s increasingly Web 2.0 world. Prerequisite: MKTG 553. Concentration: MM. (2 units)

MKTG 712. Achieving Brand Leadership
Provides a framework and tools for marketers to be successful with branding. Beginning with a fundamental review of the core branding elements, we weigh the importance of both the promise and the experience aspects of branding in building and sustaining trust. An examination of brand measurements illuminates the power of metrics and highlight different aspects of branding strategies. A look at past cases of successful and unsuccessful branding bring out variations in approaches to such issues as master brands, sub-brands, and the branding of services. Finally, the impact of branding architectures and creative positioning on brand equity are considered. Uses both management readings and current articles to provide a solid foundation for analysis. A series of cases drawn from both the product and service arenas will enable students to apply this analytical framework to actual situations. Brand equity and its related metrics provide a standard basis in evaluating various strategies for establishing and growing brands. A final individual course project offers an opportunity to integrate various facets of branding for a specific product or service. Prerequisite: MKTG 553. Concentration: MM.

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