Technology Classes

BA491: Ecommerce (Term 1, 2000)
Electronic commerce involves the transformation of key business processes through the use of Internet technologies. The goal of the course is to give students the necessary background of concepts, technologies, and applications required for participation in the rapidly growing electronic commerce industry.

Topics will include Internet technologies, online retailing, online advertising, new pricing models (e.g., auctions), customer acquisition, customer service, marketing to customers, new business models, etc. We will examine current electronic commerce practices as well as business models that will be enabled by likely future technologies.

BA463: Marketing of High Technology (Term 1, 2000; Term 3, 2001)
This course focuses on the strategic marketing and management of technology and innovation in established firms, as well as on the creation and evolution of new markets.  The conceptual framework of the course is an evolutionary process perspective of marketing and technology strategy. The fundamental ideas underlying this evolutionary perspective are: (1) that a firm's technology marketing strategy emerges from its marketing and technological competencies and capabilities; (2) that a technology marketing strategy is shaped by external (environmental) and internal (organizational) forces, and (3) that the enactment of technology marketing strategy serves to further develop the firm's competencies and capabilities. Within the evolutionary perspective, the course draws on strategic marketing, management and organization theory for analytical tools to address important challenges faced by marketers in technology-based firms.

The course is research and theory based but practice-oriented. Thus, our case discussions and class exercises will require in-depth analysis to be complemented with specific action recommendations and a willingness to commit oneself to a specific course of action. Using the cases and class exercises, we will take on the perspective of various functional groups (such as marketing, R&D, and manufacturing) and different levels of general management (business unit, project, corporate) involved in the process of technological innovation. We will examine the key activities of each functional group and management level, how these activities interlock, and how such complex systems of activities can be managed effectively.

BA464: Marketing of Services in 1:1 World (Term 2, 2000) This course is designed to supplement the basic marketing course by focusing on problems and strategies in service businesses. Problems commonly encountered in service businesses -- such as difficulty in synchronizing demand and supply and difficulty in controlling quality -- will be addressed.  The course will emphasize in services in general rather than any particular industry; although, various industries will be used as examples.

BA491: Managing E-Commerce Enterprise (Term 4, 1999) We already know that the web changes everything. Few are certain how the rules are different in this space-and chances are they are no longer right. Strong functionality-like in HP's e-service delivery platform- is a table stake. Using experience in the market-space and surprisingly basic principles of econ, organization, and strategy, we isolate the principles and strategic skills that e-commerce managers need. Prof. Lawless provides the structure, and speeds up your access to developments, models, ideas, and experience. Still, the community is the center of learning rather than the professor. Students should prefer a broader role, interaction with each other, and more involvement than normal. Everyone should come to teach and learn from each other. Classes are organized as guided discussions, break-outs, exercises, projects, and case-guest speakers. Project-driven. Each student team develops a web "presence" for a client or for their own use. The sites are instrumental to our real goals: to uncover principles that scale, work across the space, and adapt as features and functionality inevitably change.

BA490:New Ventures in Health & Technology (Term 1, 2000) No description available at this time.

BA491:Informatics/Internet/Health (Term 1, 2000) Health Sector Managers need to be able to draw on general management skills and knowledge in addition to their utilizing knowledge of the health sector. This dual emphasis on general management skills and health specific applications is at heart of the HSM concentration, and this HSM-required course is designed to build on the general management courses all Fuqua students take as part of the required MBA core, while extending the health-specific knowledge developed in the HSM-required "Introductory to the Health Sector: Healthcare into the 21st Century." It is also designed to address issues required for HSM accreditation (e.g., ethics, epidemiology) and provide a lead-in to electives appropriate for HSM concentrators (e.g., strategy, health policy, decision making, organizational design, IT, ethics).

Concepts will be illustrated using cases, examples, and exercises from a variety of industries such as banking, health care, financial planning, consulting, the rofessions, sports marketing, and communication. The course is designed for students with career interests in services industries as well as in goods industries with high service components (e.g., industrial products, high tech products, durable products).

BA491: Venture Capital Management (Term 2, 1999; Term 4, 2000)
This course is given from the perspective of a venture capital partnership specializing in early stage investments, with emphasis on high technology investments. Three broad areas will be addressed: Topics regarding venture capital companies, topics regarding the venture capital process, and topics regarding portfolio companies (that is venture capital funded companies). Little time will be spent on the history of the industry or analyses to predict its future. The teaching method will primarily be case study.

In addition to individuals who wish to pursue venture capital as a career, the course will be of benefit to those who plan to start or work for companies raising venture capital and those coinvesting with or funding venture capitalists (banks, leasing companies, casual investors, pension funds, etc.).