365 Careers – MBA in a box Lessons from a CEO

Description

Unlock your potential with the Unlock your potential with the 365 Careers - MBA in a box Lessons from a CEO365 Careers - MBA in a box Lessons from a CEO course for only course for only $$200.00200.00 Original price was: $200.00.Original price was: $200.00.$$43.2043.20Current price is: $43.20.Current price is: $43.20. at at Giolib.comGiolib.com! Explore our comprehensive library of over 60,000 downloadable digital courses across various ! Explore our comprehensive library of over 60,000 downloadable digital courses across various Business & SalesBusiness & Sales. Get expert-led, self-paced learning at up to 80% savings. Elevate your skills today!. Get expert-led, self-paced learning at up to 80% savings. Elevate your skills today!

365 Careers – MBA in a box Lessons from a CEO

This is the only online course you need to acquire the business acumen to:This is the only online course you need to acquire the business acumen to:

Start up your own businessStart up your own business
Grow your existing venture Grow your existing venture
Take your career to the next level Take your career to the next level
Get promoted and apply managerial, financial, marketing, decision-making and negotiation skills in the real business world Get promoted and apply managerial, financial, marketing, decision-making and negotiation skills in the real business world
Have an all-around view of why some companies (and people) succeed when doing business and why others do not Have an all-around view of why some companies (and people) succeed when doing business and why others do not

This course is jam-packed with the same useful information and real-life case studies MBA graduates acquire throughout their training in top-tier business schools. We have even tried to make it more interactive by preparing a gamebook for you. Yeah, that’s right! Learning business and finance need not be boring!This course is jam-packed with the same useful information and real-life case studies MBA graduates acquire throughout their training in top-tier business schools. We have even tried to make it more interactive by preparing a gamebook for you. Yeah, that’s right! Learning business and finance need not be boring!

The gamebook will test what you have learned and will simulate a real-world environment in which your decisions as a business executive will have real monetary consequences for a company. Can you think of any better way to reinforce what you have learned?The gamebook will test what you have learned and will simulate a real-world environment in which your decisions as a business executive will have real monetary consequences for a company. Can you think of any better way to reinforce what you have learned?

An exciting journey from A-Z.An exciting journey from A-Z.

If you are a complete beginner and you know nothing about business or finance, don’t worry at all! In each of the five main modules of the course, we will start from the very basics and will gradually build up your knowledge. The course contains plenty of real-life examples and case studies that make it easy to understand.If you are a complete beginner and you know nothing about business or finance, don’t worry at all! In each of the five main modules of the course, we will start from the very basics and will gradually build up your knowledge. The course contains plenty of real-life examples and case studies that make it easy to understand.

Five modulesFive modules

MBA in a box is a collection of the five courses that are most frequently taught to MBA students. We have carried out extensive research and explored the curriculums of the most successful MBA programs around the world including Harvard Business School, Wharton School of the University of Pennsylvania, INSEAD, Booth School of Business, London Business School and others. This is the reason the following modules have been included in this program:MBA in a box is a collection of the five courses that are most frequently taught to MBA students. We have carried out extensive research and explored the curriculums of the most successful MBA programs around the world including Harvard Business School, Wharton School of the University of Pennsylvania, INSEAD, Booth School of Business, London Business School and others. This is the reason the following modules have been included in this program:

Business StrategyBusiness Strategy
Management and HR Management Management and HR Management
Marketing Communications and Marketing Management Marketing Communications and Marketing Management
Accounting and Financial Statement Analysis Accounting and Financial Statement Analysis
Decision Making, Persuasion, and Negotiation Decision Making, Persuasion, and Negotiation

Teaching is our passionTeaching is our passion

For over six months, we worked hard to create the best possible MBA course that will deliver the most value for you. We want you to succeed, which is why the course tries to be as engaging as possible. High-quality animations, superb course materials, a gamebook simulation, quiz questions, handouts and course notes, as well as a glossary with new terms are some of the extra perks you will get by subscribing.For over six months, we worked hard to create the best possible MBA course that will deliver the most value for you. We want you to succeed, which is why the course tries to be as engaging as possible. High-quality animations, superb course materials, a gamebook simulation, quiz questions, handouts and course notes, as well as a glossary with new terms are some of the extra perks you will get by subscribing.

What makes this course different from the rest of the Business courses out there?What makes this course different from the rest of the Business courses out there?

High-quality production – HD video and animations (This isn’t a collection of boring lectures!)High-quality production – HD video and animations (This isn’t a collection of boring lectures!)
Knowledgeable instructor (CEO of an 8 digit business) Knowledgeable instructor (CEO of an 8 digit business)
Complete training – we will cover all major topics and skills you need to become an entrepreneur, a successful investor, or a business executive Complete training – we will cover all major topics and skills you need to become an entrepreneur, a successful investor, or a business executive
Extensive Case Studies that will help you reinforce everything that you’ve learned Extensive Case Studies that will help you reinforce everything that you’ve learned
Gamebook – solve our Gamebook and make this course an interactive experience to test what you’ve learned while taking the course Gamebook – solve our Gamebook and make this course an interactive experience to test what you’ve learned while taking the course
Excellent support – if you don’t understand a concept or you simply want to drop us a line, you’ll receive an answer within 1 business day Excellent support – if you don’t understand a concept or you simply want to drop us a line, you’ll receive an answer within 1 business day
Dynamic – we don’t want to waste your time! The instructor keeps up a very good pace throughout the whole course Dynamic – we don’t want to waste your time! The instructor keeps up a very good pace throughout the whole course
Bonus prizes – upon completion of 50% and 100% of the course, you will receive two bonus gifts Bonus prizes – upon completion of 50% and 100% of the course, you will receive two bonus gifts

Why do you need these skills?Why do you need these skills?

Salary/Income – it is not a coincidence that MBA graduates earn 40% more than their peers – they have the skills and knowledge that allows them to see the bigger picture. This course would allow you to do just that – see the bigger picture and have a holistic view of why certain businesses succeed and what needs to be done to improve their performanceSalary/Income – it is not a coincidence that MBA graduates earn 40% more than their peers – they have the skills and knowledge that allows them to see the bigger picture. This course would allow you to do just that – see the bigger picture and have a holistic view of why certain businesses succeed and what needs to be done to improve their performance
Promotions – MBA students acquire valuable technical skills, which makes them the leading candidates for senior roles within corporations Promotions – MBA students acquire valuable technical skills, which makes them the leading candidates for senior roles within corporations
Secure Future – there is high demand for skilled business executives on the job market, and you won’t have to be concerned about finding a job Secure Future – there is high demand for skilled business executives on the job market, and you won’t have to be concerned about finding a job
Growth – this isn’t a boring job. Every day, you will face different challenges that will challenge your existing skills Growth – this isn’t a boring job. Every day, you will face different challenges that will challenge your existing skills

Your InstructorYour Instructor

365 Careers365 Careers

All the tools you need for a successful career in finance. Acquire the skills that will get you hired and promoted. Excel, PowerPoint, Accounting, Budgeting, Financial Modeling, Valuation, Investment Banking, and Job HuntingAll the tools you need for a successful career in finance. Acquire the skills that will get you hired and promoted. Excel, PowerPoint, Accounting, Budgeting, Financial Modeling, Valuation, Investment Banking, and Job Hunting

Course CurriculumCourse Curriculum

MBA in a Box: IntroductionMBA in a Box: Introduction

What does the course cover? (4:51)What does the course cover? (4:51)

Strategy: An IntroductionStrategy: An Introduction

The role of Strategy and what makes a Strategy successful (5:19)The role of Strategy and what makes a Strategy successful (5:19)

The difference between Corporate and Business Strategy (4:13)The difference between Corporate and Business Strategy (4:13)

The importance of the Mission, Vision, Goals, and Value statements (6:15)The importance of the Mission, Vision, Goals, and Value statements (6:15)

Strategy: The Industry lifecycle modelStrategy: The Industry lifecycle model

The strategic importance of the industry lifecycle model (1:44)The strategic importance of the industry lifecycle model (1:44)

The four stages of the industry lifecycle model – An introduction (3:17)The four stages of the industry lifecycle model – An introduction (3:17)

The Introduction stage – A new industry is born (4:46)The Introduction stage – A new industry is born (4:46)

The Growth stage – An industry in its expansion phase (3:21)The Growth stage – An industry in its expansion phase (3:21)

The Maturity stage – An industry at its peak (2:52)The Maturity stage – An industry at its peak (2:52)

The Decline stage – An obsolete industry (3:02)The Decline stage – An obsolete industry (3:02)

Strategy: Porter’s Five Forces model – The competitive dynamics in an industryStrategy: Porter’s Five Forces model – The competitive dynamics in an industry

Michael Porter’s Five Forces model (1:54)Michael Porter’s Five Forces model (1:54)

The threat of new entrants (4:34)The threat of new entrants (4:34)

The threat of substitute products (3:00)The threat of substitute products (3:00)

The intensity of current competition (1:45)The intensity of current competition (1:45)

The bargaining power of suppliers (2:43)The bargaining power of suppliers (2:43)

The bargaining power of clients (3:36)The bargaining power of clients (3:36)

Porter’s Five Forces framework applied in practice (7:47)Porter’s Five Forces framework applied in practice (7:47)

Strategy: Game Theory – Studying the interaction between multiple partiesStrategy: Game Theory – Studying the interaction between multiple parties

An introduction to Game Theory (1:36)An introduction to Game Theory (1:36)

Zero-sum games – approaching situations with a win-lose perspective (1:32)Zero-sum games – approaching situations with a win-lose perspective (1:32)

Non-zero-sum games – considering both cooperation and confrontation (2:46)Non-zero-sum games – considering both cooperation and confrontation (2:46)

Tobacco companies – a real-life example of Game Theory application (2:20)Tobacco companies – a real-life example of Game Theory application (2:20)

Strategy: Focusing on the inside of a businessStrategy: Focusing on the inside of a business

Focusing on the inside of a business – An Introduction (0:45)Focusing on the inside of a business – An Introduction (0:45)

A company’s lifecycle model – what should be done at different stages (5:57)A company’s lifecycle model – what should be done at different stages (5:57)

Strategy: Acquiring a competitive advantageStrategy: Acquiring a competitive advantage

The quest for a competitive advantage – An Introduction (2:58)The quest for a competitive advantage – An Introduction (2:58)

The importance of building a sustainable competitive advantage (2:59)The importance of building a sustainable competitive advantage (2:59)

The role of resources and capabilities (2:57)The role of resources and capabilities (2:57)

Acquiring an actual competitive advantage (2:23)Acquiring an actual competitive advantage (2:23)

Strategy: The three main competitive strategiesStrategy: The three main competitive strategies

The three main competitive strategies (1:44)The three main competitive strategies (1:44)

Cost leadership – sell cheap (6:37)Cost leadership – sell cheap (6:37)

Differentiation – be different (2:57)Differentiation – be different (2:57)

Niche (Focus) strategy – find your niche market (3:29)Niche (Focus) strategy – find your niche market (3:29)

The danger of hybrid strategies (2:44)The danger of hybrid strategies (2:44)

Strategy: Corporate growth strategiesStrategy: Corporate growth strategies

The types of growth opportunities companies pursue (1:58)The types of growth opportunities companies pursue (1:58)

Organic growth – building a solid foundation (4:58)Organic growth – building a solid foundation (4:58)

Inorganic growth – leveraging M&A transactions (1:56)Inorganic growth – leveraging M&A transactions (1:56)

Horizontal integration (2:35)Horizontal integration (2:35)

Vertical integration (4:22)Vertical integration (4:22)

Strategy: The SWOT analysis frameworkStrategy: The SWOT analysis framework

An introduction to SWOT analysis (3:08)An introduction to SWOT analysis (3:08)

SWOT analysis in practice – Starbucks (3:36)SWOT analysis in practice – Starbucks (3:36)

Management: An IntroductionManagement: An Introduction

What are we going to see next (1:00)What are we going to see next (1:00)

Why are managers needed in an organisation (3:20)Why are managers needed in an organisation (3:20)

What makes for a good manager (4:15)What makes for a good manager (4:15)

The different types of managerial roles (3:29)The different types of managerial roles (3:29)

A manager’s main functions (4:08)A manager’s main functions (4:08)

Management: The Planning functionManagement: The Planning function

An introduction to planning (1:05)An introduction to planning (1:05)

The objectives pyramid (2:12)The objectives pyramid (2:12)

Creating smart objectives – the SMART framework (2:46)Creating smart objectives – the SMART framework (2:46)

Performing environmental scanning – competitor research at its best (5:06)Performing environmental scanning – competitor research at its best (5:06)

Financial planning – break-even calculations (3:20)Financial planning – break-even calculations (3:20)

Budgeting (4:43)Budgeting (4:43)

Project management (3:41)Project management (3:41)

Management: The Organization functionManagement: The Organization function

An Introduction to the principles of organization (0:51)An Introduction to the principles of organization (0:51)

The role of Human Resources (3:11)The role of Human Resources (3:11)

Planning HR needs (2:23)Planning HR needs (2:23)

Management: The Staffing function – Pre-Hire activitiesManagement: The Staffing function – Pre-Hire activities

Recruitment of personnel – finding the right people who will help you succeed (3:24)Recruitment of personnel – finding the right people who will help you succeed (3:24)

The selection process (2:05)The selection process (2:05)

Meeting the candidate (3:59)Meeting the candidate (3:59)

Management: The Staffing function – Post-Hire activitiesManagement: The Staffing function – Post-Hire activities

Onboarding of selected candidates (1:23)Onboarding of selected candidates (1:23)

The importance of Learning and Development opportunities (2:36)The importance of Learning and Development opportunities (2:36)

Giving productive feedback to employees (4:31)Giving productive feedback to employees (4:31)

Organizing the performance appraisal meeting (1:22)Organizing the performance appraisal meeting (1:22)

Introducing fair compensation mechanisms (3:01)Introducing fair compensation mechanisms (3:01)

Management: The leading functionManagement: The leading function

Motivating employees – the core principles (2:35)Motivating employees – the core principles (2:35)

Proven employee motivation tactics (2:57)Proven employee motivation tactics (2:57)

Stress relief tactics (3:32)Stress relief tactics (3:32)

Terminating employee contracts (3:42)Terminating employee contracts (3:42)

Marketing: An IntroductionMarketing: An Introduction

Introduction to Marketing (3:07)Introduction to Marketing (3:07)

What is Marketing’s role (1:57)What is Marketing’s role (1:57)

Who works in Marketing (3:12)Who works in Marketing (3:12)

Marketing’s key processes (4:06)Marketing’s key processes (4:06)

Marketing: Building a Marketing StrategyMarketing: Building a Marketing Strategy

What is a marketing plan (2:13)What is a marketing plan (2:13)

The psychology of customers – needs, wants, and demands (3:37)The psychology of customers – needs, wants, and demands (3:37)

Conducting Marketing Research (2:42)Conducting Marketing Research (2:42)

The different stages of marketing research (5:13)The different stages of marketing research (5:13)

Collecting Primary Data for Marketing Research (4:42)Collecting Primary Data for Marketing Research (4:42)

Performing client segmentation (3:54)Performing client segmentation (3:54)

Choosing a target customer group (6:28)Choosing a target customer group (6:28)

Marketing: How to set up an effective Marketing MixMarketing: How to set up an effective Marketing Mix

The four Ps of Marketing and their importance (2:23)The four Ps of Marketing and their importance (2:23)

Marketing: How to set up an effective Marketing Mix – Product decisionsMarketing: How to set up an effective Marketing Mix – Product decisions

The product concept (2:19)The product concept (2:19)

Classifying a firm’s products (1:41)Classifying a firm’s products (1:41)

The typical product lifecycle (4:55)The typical product lifecycle (4:55)

Product branding (3:46)Product branding (3:46)

Product packaging (1:58)Product packaging (1:58)

Marketing: How to set up an effective Marketing Mix – Pricing decisionsMarketing: How to set up an effective Marketing Mix – Pricing decisions

The variables influencing product pricing (2:16)The variables influencing product pricing (2:16)

The demand curve (2:24)The demand curve (2:24)

Performing break-even calculations (3:36)Performing break-even calculations (3:36)

Marketing: How to set up an effective Marketing Mix – Place decisionsMarketing: How to set up an effective Marketing Mix – Place decisions

Setting up product distribution (2:45)Setting up product distribution (2:45)

Types of distribution channels (4:19)Types of distribution channels (4:19)

The advent of e-commerce (2:20)The advent of e-commerce (2:20)

Marketing: How to set up an effective Marketing Mix – Promotion decisionsMarketing: How to set up an effective Marketing Mix – Promotion decisions

The essence of marketing promotion (2:27)The essence of marketing promotion (2:27)

Creating a marketing campaign (3:46)Creating a marketing campaign (3:46)

The importance of social media (0:54)The importance of social media (0:54)

Marketing: How to set up an effective Marketing Mix – A dynamic conceptMarketing: How to set up an effective Marketing Mix – A dynamic concept

The four Ps of Marketing – A dynamic concept (3:19)The four Ps of Marketing – A dynamic concept (3:19)

Marketing: Marketing strategy in the long runMarketing: Marketing strategy in the long run

Allocating the funds available for Marketing – The budgeting exercise (1:24)Allocating the funds available for Marketing – The budgeting exercise (1:24)

Using KPIs to improve decision-making (2:03)Using KPIs to improve decision-making (2:03)

Short-term vs. Long-term marketing goals (3:23)Short-term vs. Long-term marketing goals (3:23)

Interpreting and calculating the Customer-Lifetime-Value formula (3:18)Interpreting and calculating the Customer-Lifetime-Value formula (3:18)

Negotiation: An IntroductionNegotiation: An Introduction

Intro to Negotiation (1:37)Intro to Negotiation (1:37)

Why is negotiation a core managerial skill (3:20)Why is negotiation a core managerial skill (3:20)

Why are people bad negotiators (3:53)Why are people bad negotiators (3:53)

Negotiation: The negotiation toolboxNegotiation: The negotiation toolbox

Understanding the BATNA (4:13)Understanding the BATNA (4:13)

Reservation point and Bargaining range (2:50)Reservation point and Bargaining range (2:50)

Negotiation: The importance of preparationNegotiation: The importance of preparation

Assessing yourself (4:24)Assessing yourself (4:24)

Аssessing your opponent (3:24)Аssessing your opponent (3:24)

Assessing the situation (4:48)Assessing the situation (4:48)

Negotiation: Types of negotiationNegotiation: Types of negotiation

Distributive negotiations (Slicing the pie) (3:24)Distributive negotiations (Slicing the pie) (3:24)

Distributive strategies (Pie-slicing strategies) (6:38)Distributive strategies (Pie-slicing strategies) (6:38)

Interest-based bargaining (3:38)Interest-based bargaining (3:38)

Interest-based negotiation strategies (5:16)Interest-based negotiation strategies (5:16)

Claiming (1:39)Claiming (1:39)

Choosing the correct negotiation strategy (3:57)Choosing the correct negotiation strategy (3:57)

Negotiation: Subtleties that will help you in the long runNegotiation: Subtleties that will help you in the long run

Adverse tactics and protecting yourself from them (4:39)Adverse tactics and protecting yourself from them (4:39)

Conflict resolution (3:30)Conflict resolution (3:30)

Establishing trust (6:23)Establishing trust (6:23)

Broken trust and how to repair it (3:09)Broken trust and how to repair it (3:09)

Mediums of negotiation (4:12)Mediums of negotiation (4:12)

Negotiation: A Complete Negotiation Case StudyNegotiation: A Complete Negotiation Case Study

The negotiations between Disney and Lucasfilm (13:59)The negotiations between Disney and Lucasfilm (13:59)

Accounting: An IntroductionAccounting: An Introduction

Why do we need to learn Accounting? (5:11)Why do we need to learn Accounting? (5:11)

How important is Bookkeeping? (2:34)How important is Bookkeeping? (2:34)

The essence of Financial Accounting – Why is it helpful to investors? (2:49)The essence of Financial Accounting – Why is it helpful to investors? (2:49)

Accounting: P&L, Balance Sheet and Cash Flow – The three main financial statementsAccounting: P&L, Balance Sheet and Cash Flow – The three main financial statements

The three main statements – An overview (2:15)The three main statements – An overview (2:15)

The ingredients of the P&L statement (6:08)The ingredients of the P&L statement (6:08)

The building blocks of the Balance Sheet (4:42)The building blocks of the Balance Sheet (4:42)

Revenue and cost recognition principles – This is how we register financialsRevenue and cost recognition principles – This is how we register financials

Revenue recognition principles (2:20)Revenue recognition principles (2:20)

Expense recognition principles (2:02)Expense recognition principles (2:02)

Historical cost and Fair Value Accounting (2:15)Historical cost and Fair Value Accounting (2:15)

Accounting: The fundamental Accounting principles you will need in businessAccounting: The fundamental Accounting principles you will need in business

The Accounting equation – A must for anyone who wants to understand financials (2:06)The Accounting equation – A must for anyone who wants to understand financials (2:06)

General and subsidiary ledgers – How bookkeeping is organized (1:47)General and subsidiary ledgers – How bookkeeping is organized (1:47)

Debits and credits – much easier than it sounds (4:27)Debits and credits – much easier than it sounds (4:27)

The P&L T-accounts (3:02)The P&L T-accounts (3:02)

D&A – How is it calculated (4:29)D&A – How is it calculated (4:29)

The double entry bookkeeping principle – You need to understand it well! (5:19)The double entry bookkeeping principle – You need to understand it well! (5:19)

A complete Case Study from scratch – Bookkeeping, P&L, and Balance SheetA complete Case Study from scratch – Bookkeeping, P&L, and Balance Sheet

Accounting Case Study Part 1 (10:26)Accounting Case Study Part 1 (10:26)

Accounting Case Study Part 2 (7:41)Accounting Case Study Part 2 (7:41)

Accounting Case Study Part 3 (7:32)Accounting Case Study Part 3 (7:32)

Accounting Case Study Part 4 (8:16)Accounting Case Study Part 4 (8:16)

Course Challenge – Build a P&L and Balance Sheet from scratch (1:19)Course Challenge – Build a P&L and Balance Sheet from scratch (1:19)

Accounting: Understanding how to calculate cash flow 5 LecturesAccounting: Understanding how to calculate cash flow 5 Lectures

Calculating cash flow and seeing if a business makes money (2:37)Calculating cash flow and seeing if a business makes money (2:37)

Dissecting a cash flow statement (2:09)Dissecting a cash flow statement (2:09)

Cash flow computation techniques – The direct method (2:00)Cash flow computation techniques – The direct method (2:00)

Cash flow computation techniques – The indirect method (3:34)Cash flow computation techniques – The indirect method (3:34)

Here’s how we can calculate cash flow (6:20)Here’s how we can calculate cash flow (6:20)

Accounting: The importance of timing when registering financialsAccounting: The importance of timing when registering financials

Revenue and expense recognition (1:18)Revenue and expense recognition (1:18)

Profit is different than cash – please remember that (6:18)Profit is different than cash – please remember that (6:18)

The timing of payments – this is how business owners can improve their cash flow (3:51)The timing of payments – this is how business owners can improve their cash flow (3:51)

The different types of accruals that may arise in an accounting transaction (4:17)The different types of accruals that may arise in an accounting transaction (4:17)

Accounting: An introduction to Financial ReportingAccounting: An introduction to Financial Reporting

Get Get 365 Careers – MBA in a box Lessons from a CEO download

Working with financial statements (2:34)Working with financial statements (2:34)

Let’s take a look at P&G’s financial statement (6:53)Let’s take a look at P&G’s financial statement (6:53)

Who ensures the numbers in financial statements have been prepared correctly? (2:27)Who ensures the numbers in financial statements have been prepared correctly? (2:27)

Accounting: Financial statement analysis in practiceAccounting: Financial statement analysis in practice

The four dimensions of financial statement analysis (1:58)The four dimensions of financial statement analysis (1:58)

Calculating subtotals, totals and year-on-year growth (1:41)Calculating subtotals, totals and year-on-year growth (1:41)

The mechanics of financial statement analysis (3:03)The mechanics of financial statement analysis (3:03)

Using Different P&L and Balance Sheet Formats + Horizontal and Vertical Analysis (3:37)Using Different P&L and Balance Sheet Formats + Horizontal and Vertical Analysis (3:37)

Understanding how to calculate “Days”: DSO, DPO, and DIO (1:23)Understanding how to calculate “Days”: DSO, DPO, and DIO (1:23)

Financial ratios that are helpful to investors (7:38)Financial ratios that are helpful to investors (7:38)

Financial statement analysis in practice: Analyzing P&G’s financials (part 1) (6:57)Financial statement analysis in practice: Analyzing P&G’s financials (part 1) (6:57)

Financial statement analysis in practice: Analyzing P&G’s financials (part 2) (4:46)Financial statement analysis in practice: Analyzing P&G’s financials (part 2) (4:46)

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