Courses

  • QST MK 915: Consumer Behavior II
    Because firms that excel in developing deep insight into consumer behavior create and capture more value in the marketplace, it is critical for researchers to establish a strong foundation in consumer research. The present course serves as a companion to the MK914: Seminar in Consumer Behavior I, and considers what some have called "The Cultural Interpretivist Turn" in Marketing. This perspective calls for a broader conceptualization of the discipline, with greater attention to - phenomena and dynamics at the socio-cultural level, under-leveraged theoretical perspectives beyond psychology and economics, and grounded methodologies capable of situating consumer behavior in the context of people's lives. Topics include but are not limited to: Myth and Cultural Narratives; Semiotics; Materialism; Consumer-Brand Relationships; Consumer Socialization; Sub-Cultures of Gender, Lifestyle, Ethnicity, and Social Class; Communities and Tribes; Illicit Pleasures, Addictions, and High Risk Consumption; Politics of Consumption; and Consumer Well-Being.
  • QST MK 927: Marketing Management and the Customer-Focused Firm
    This course will familiarize doctoral students with various areas of investigation for problem-oriented academic marketing research pertinent to the research mission of the department: advancing the customer-focused firm. Discussion topics include but are not limited to the following strategies for gaining strategic advantage through the cultivation of marketing relationships: branding and brand equity, pricing, sales, customer relationship management and CRM, consumer-company identification, corporate social responsibility, consumer-to-consumer relationships and brand communities, retailing and customer service, product innovation, and product launch strategy. Through exposure to a strategic marketing perspective for the identification of research problem areas, this course will further socialize students into the process of developing research ideas and undertaking research, while stimulating the development of ideas for summer projects, qualifying papers, and dissertations.
  • QST MK 928: Mathematical Modeling in Marketing
    There are many decision problems in marketing that require mathematical modeling, using operations research/ management science approaches. This type of modeling is distinct from "statistical modeling;" this latter type of modeling is very worthy of study, and is heavily covered in various other courses you will take or have taken (e.g., QM915: Multivariate Analysis). The course consists mainly of discussing a variety of assigned journal articles in the various area of management, with the plurality illustrating marketing applications. The articles focus on optimization models. There are also lectures on the major optimization techniques (e.g., calculus, linear programming, decision analysis) emphasized in the course. The grading is based half on class participation and half on a required paper. Open to MBA students with instructor's permission. Must meet with faculty member to discuss course content and goals.
  • QST MK 998: Directed Study: Marketing
    Graduate Prerequisites: Consent of instructor and the department chairman
    PhD-level directed study in Marketing. 1, 2, or 3 cr. Application available on the Graduate Program Office website.
  • QST MS 600: Msms Launch
  • QST MS 711: Diagnosing Organizations
    This course provides an introduction to the tools and data that constitute an analytical lens on organizational challenges and opportunities. Learning vehicles include computer simulations, exercises, case studies, discussion, teamwork, and a client consulting project.
  • QST MS 712: Customers and Markets
    This course serves as a foundation for understanding how the organization must align to deliver a value proposition for customers in an increasingly competitive and fragmented marketplace. Learning vehicles include computer simulations, readings, exercises, case studies, discussion, teamwork, and a client consulting project.
  • QST MS 713: Financial Decision Making
    This course introduces the economic concepts that underlie the fundamentals of finance, risk and tradeoffs. Learning vehicles include computer simulations, exercises, case studies, discussion, teamwork, and a client consulting project.
  • QST MS 714: Career: Strategy and Skills
    This course focuses on the strategy and tactics of assessing individuals' professional fit, pursuing career opportunities, and managing the process of finding a job. Emphasis will be on understanding individual strengths and weaknesses, taking inventory of work style (MBTI), writing resumes, creating career profile, networking and interviewing.
  • QST MS 719: Client Consulting Project A
    The project uses a mentored team structure to analyze, investigate and deliver value for a company client. The focus will be on understanding multiple aspects of a company's performance relative to the competition and identifying key recommendations for improving results.
  • QST MS 721: Communicating in Teams
    This workshop takes an in-depth look at individual and group communication by establishing principles of communications and using hands-on exercises to practice effective presentation, speaking with impact, and writing to influence.
  • QST MS 722: Leadership and Persuasion
    This workshop introduces the principles and sources of leadership. The focus will be on understanding how to inspire, persuade and connect with others in the service of achieving a goal.
  • QST MS 723: Data Analysis for Business
    This workshop takes a pragmatic approach to understanding data and its potential for aiding decision-making. Emphasis will be on identifying relevant information using qualitative and quantitative approaches. Activities will include designing research, collecting and analyzing data and converting findings into actionable insight.
  • QST MS 724: Strategic Analysis
    This course surveys strategic action and response in a competitive environment. By building on an understanding of the organization's alignment of its strengths with the marketplace (customers and competitors), this course considers growth, differentiation and innovation. Learning vehicles include current events, exercises, case studies, discussion, teamwork, and a client consulting project.
  • QST MS 725: Data and Taking Action
    This course sharpens skills in analysis and data visualization for the purpose of persuasive impact. Observational, ethnographic, numerical, and statistical data are the focus. Learning vehicles include data exercises, teamwork, and a client consulting project.
  • QST MS 726: Collaboration and Innovation Design
    This course introduces the concepts and principles of strategic design. Emphasis is on creating cross-functional innovation teams. Learning vehicles include case studies, discussion, teamwork, and a client consulting project.
  • QST MS 729: Client Consulting Project B
    The project uses a mentored team structure to analyze, investigate and deliver value for a company client. The focus will be on developing ideas for innovation and identifying key recommendations for accelerating growth.
  • QST MS 731: Implementing Organizational Change
    This course delves into the challenges and opportunities of change within organizations. By drawing on case studies, collected data and theoretical frameworks, this course develops an understanding of change as an operational, financial, cultural and human phenomenon. Learning vehicles include case studies, current events, discussion, teamwork, and a client consulting project.
  • QST MS 732: Technology Strategy
    This course examines the role of technology in organizations as a force that drives innovation and facilitates the development of new business platforms, but also introduces change, stumbling blocks and disruption. Learning vehicles include case studies, current events, discussion, teamwork, and a client consulting project.
  • QST MS 733: Innovating the Customer Experience
    This course investigates how a profound understanding of the customer experience can be a source of true innovation and sustainable competitive advantage. Learning vehicles include data analytics, case studies, current events, discussion, teamwork, and a client consulting project.