Next week, 20 students from the Asset Management Practicum and the Kellogg Center for Family Enterprises will travel to Omaha to meet Warren Buffett. Hamed Alam (2Y 2018) anticipates the questions he will ask the Oracle.
Last month, Kellogg had the honor of hosting Christine Lagarde, managing director of the International Monetary Fund (IMF). After a school-wide lecture, 30 students, including myself, had the unique opportunity to attend an intimate roundtable discussion with Madame Lagarde. The conversation primarily focused on women in leadership and the IMF’s international finance policies. Both topics… Continue reading
Tim Bossidy’s passion for finance is what brought him to Kellogg, where he is a second-year student. He felt the school’s curriculum, personalized career support and collaborative community would set him apart as he pursued a career in investment banking. This past summer, Tim was one of four Kellogg students who interned at Goldman Sachs. All… Continue reading
Paul Christensen is a clinical professor of finance at Kellogg, where he teaches courses in microfinance and international business. In addition, he serves as Academic Director for Kellogg’s Global Study Programs, enabling MBA students to explore international business and markets through global immersion experiences. Prior to Kellogg, Christensen was the founder and President of ShoreCap International Ltd., a $28 million private equity company, based in London, which invests in financial institutions in developing countries throughout Africa, Asia and Eastern Europe.
Christensen took time to talk about what he teaches, why he teaches and what he hopes students take away from his courses.
Shannon Holly knew she wanted an MBA to advance her professional development, but she didn’t want to commit the time to a two-year program. That’s when she discovered Kellogg’s Full-Time One-Year MBA Program.
Instantly, she was hooked.
If there’s one thing I’ve learned about markets, they’re rife with conflicts of interest.”
Let’s now take a look at the life of John Doe. John is an executive at a leading Fortune 500 company headquartered in the US. He gets paid $1 million in cash, $4 million in stock, and $20 million in various incentive related bonuses that are tied to “EPS,” or earnings per share.
Now, let’s think about the many decisions he needs to make as a CEO that impact other constituents:
Going back to school in my 30s wasn’t something I originally planned.
I studied business as an undergraduate and switched into an enjoyable consulting career after earning my master’s degree in industrial and labor relations. Yet my dad always told me that “your education is something that can never be taken away from you.” After some reflection on his advice and some prodding from a partner at my firm, I decided an MBA would be a great addition to my resume.
Given my education and experience, I only considered accelerated one-year programs. Kellogg’s 1Y program clearly emerged as the program for me thanks to my interactions with students and alums and my experience at Day at Kellogg (DAK).
As a 1Y, I recognized that time would be precious, and I wanted to ensure I maximized my time in Evanston. After giving some thought to how I would use my time in school, I landed upon a few guidelines to help shape my experience:
There’s been a lot of news over the years around companies who book their revenues in foreign entities and avoid taxes. Amazon, Starbucks, Google and a few others have been tried in courts because of an inordinate amount of revenue booked in Luxembourg. Let’s take a few moments to deconstruct this:
Associate Professor Dimitris Papanikolaou had a question. He wondered why investors are so willing to invest in growth firms – like Uber or Facebook – that have historically produced low average returns, when they could be investing in value stocks – like General Electric – that seem to provide a more guaranteed return.
Papanikolaou, who teaches finance at Kellogg, investigated that question in new research that recently won the Amundi Smith Breeden Award for best paper in the top-ranked Journal of Finance. He earned the same award last year for his paper on the value of investing in people.
Kellogg graduates enter the workforce educated and equipped to lead with confidence in virtually every industry and a wide array of functional roles. This is no accident. We have designed our curriculum precisely for that purpose.
A case study on “The sandwich strategy:”
Federal Express (FedEx) created an overnight delivery service toto compete with the United States Postal Service (USPS). Responding to FedEx’s entry and early success, USPS created a product called Express Mail priced at $8.95, as compared to FedEx’s $12.
FedEx, had it been like most companies, would have reduced price and gone to war with the USPS. But, price is not just a number. It is a way of signaling value and FedEx understood that. So, they responded by redefining their market.
Returning to Kellogg in 2013 after two years as assistant secretary for economic policy and chief economist of the U.S. Department of the Treasury, Eberly brings her experience to the Kellogg community as both the James R. and Helen D. Russell Professor of Finance and the faculty director of the Kellogg Public-Private Initiative.
Here, she talks about her research, her teaching and how these issues can help organizations grow.