This course counts toward the following majors: Entrepreneurship & Innovation, Health Enterprise Management, International Business (affiliate) , MMM/MEM design track, Managerial Economics, Social Enterprise, Technology Industry Management and Biotechnology.

This course covers the broad agenda of using intellectual capital for competitive advantage. With globalization, intangible assets such as human capital, intellectual property, brands and relationships have become the dominant proportion of a firm's market capitalization. Yet most firms do a poor job of managing this intellectual capital strategically. This course adopts a "lifecycle" approach to the management of an intellectual asset, covering the creation of the intellectual asset, the codification of the asset in the form of intellectual property (IP), the valuation of intellectual assets, the protection of intellectual assets and leveraging of intellectual assets into future markets for growth. Case studies examine related management challenges in entertainment, finance, pharmaceuticals, health care, consumer electronics, agribusiness, biotechnology, consulting, venture capital, telecommunications, software and other contexts. Additionally, the social implications of intellectual property policy are discussed.

The Management of Product Development (MKTG-464-A)

This course counts toward the following majors: Entrepreneurship & Innovation, Marketing, Marketing Management

New product design drives healthy companies, allowing organizations to differentiate from their competition and stimulate growth with sensitivity to changing consumer needs, and assuring an enterprise a strategic competitive advantage. But if that basic concept and the need for successful new products is commonly understood, why do some organizations succeed while others fail? Even in organizations with some great historical successes, it is often easier to find many more failures. There is a methodology, driven by a structured process, that allows surety and greater success in the development of new products. This course teaches that process for any student who may have the role of product manager, assuming that role includes new-product development. Areas of study include an overview of design and development including distinguishing factors for successful products, organizational structure for success, organizing the project into the appropriate phases and gates with go/no-go criteria, and developing a proposal format. The format will be from a consulting point of view (whether one is working as a consultant or with a consultant solving development programs) while assuring the manager a structure when working within one's own organization. Students will learn a basic knowledge of manufacturing techniques in order to more clearly speak and understand the language when working with engineers, industrial designers and production people, critical skills for those in a manufacturing-based organization or who deal with manufacturers. This mini-course is not intended to assure the manager proficiency as a designer, but rather to help the manager understand and manage the process of design and development in an efficient and professional manner.

Product Design and Marketing (MKTG-464-B)
This minicourse explores the role of product design in marketing. Specifically, the course examines the target customers’ emotional response to the design of products and packaging. Students will be introduced to tools — including “neuromarketing” and semiotics — for evaluating product designs and corresponding emotions, and will learn about the role of product/packaging design in building brand equity. Finally, the course will review the role of product/packaging equities such as intellectual property in building and sustaining the advantages of product design.

Marketing-Led Innovation (MKTG-465-0)

This course counts toward the following majors: Entrepreneurship & Innovation, Marketing, Marketing Management

Innovating new products and services (and new product and service features) is among the most complex challenges faced by managers. How can one generate potentially breakthrough new product and service concepts? Given an infinite world of possibilities, how does one decide which products and feature concepts to pursue? How does one get customer feedback for products and features that do not yet exist? What marketing strategy & tactics should one employ to convince customers to purchase products they might not yet know they want? How does one reconcile the introduction of new products with an existing product portfolio? The goal of this course is to introduce students to marketing principles and concepts that they can use to tackle these questions and to develop their own approach to innovating new products and services.

Intellectual Capital Management (TECH-441-0)

This course counts toward the following majors: Entrepreneurship & Innovation, Health Enterprise Management, International Business (affiliate) , MMM/MEM design track, Managerial Economics, Social Enterprise, Technology Industry Management and Biotechnology.

This course covers the broad agenda of using intellectual capital for competitive advantage. With globalization, intangible assets such as human capital, intellectual property, brands and relationships have become the dominant proportion of a firm's market capitalization. Yet most firms do a poor job of managing this intellectual capital strategically. This course adopts a "lifecycle" approach to the management of an intellectual asset, covering the creation of the intellectual asset, the codification of the asset in the form of intellectual property (IP), the valuation of intellectual assets, the protection of intellectual assets and leveraging of intellectual assets into future markets for growth. Case studies examine related management challenges in entertainment, finance, pharmaceuticals, health care, consumer electronics, agribusiness, biotechnology, consulting, venture capital, telecommunications, software and other contexts. Additionally, the social implications of intellectual property policy are discussed.