Meaningful Marketing Insights
With marketers are poised to be the largest users of data within the organization, there is a need to make sense of the variety of consumer data that the organization collects. Surveys, transaction histories and billing records can all provide insight into consumers' future behavior, provided that they are interpreted correctly. In Introduction to Marketing Analytics, we introduce the tools that learners will need to convert raw data into marketing insights. The included exercises are conducted using Microsoft Excel, ensuring that learners will have the tools they need to extract information from the data available to them. The course provides learners with exposure to essential tools including exploratory data analysis, as well as regression methods that can be used to investigate the impact of marketing activity on aggregate data (e.g, sales) and on individual-level choice data (e.g, brand choices). To successfully complete the assignments in this course, you will require Microsoft Excel. If you do not have Excel, you can download a free 30-day trial here: https://products. office.com/en-us/try
Speaking to inform: Discussing complex ideas with clear explanations and dynamic slides
In the professional realm, most speeches and presentations we give are informative in scope. A scientist needs to explain her recent research findings. A financial officer needs to report on quarterly earnings to his company's board. A technology professional needs to educate a consumer about a new product. Any time you need to convey ideas or demonstrate a process, you're dealing with informative speaking. Informative speaking is a fun puzzle. You need to think from the perspective of your audience to identify what they need to hear in order to understand the key ideas. How much does the audience already know? What are the most important elements to convey? How should one convey these ideas with appropriate breadth and depth given the time constraints of the speech? This demands a strategic approach to speech design that we'll undertake in this class. By the end of the course, you should be able to explain complex ideas vividly and accessibly, design clear and compelling presentation slides, convey your passion for a topic while maintaining your professional credibility, and speak dynamically from notes and/or a manuscript. Learners will record speeches, providing and receiving peer feedback.
Digital Thread: Implementation
There are opportunities throughout the design process of any product to make significant changes, and ultimately impact the future of manufacturing, by embracing the digital thread. In this course, you will dig into the transformation taking place in how products are designed and manufactured throughout the world. It is the second of two courses that focuses on the "digital thread" - the stream that starts at the creation of a product concept and continues to accumulate information and data throughout the product life cycle. Hear about the realities of implementing the digital thread, directly from someone responsible for making it happen at a company. Learn how the digital thread can fit into product development processes in an office, on a shop floor, and even across an enterprise. Be prepared to talk about the benefits, and limitations, of enacting it. Main concepts of this course will be delivered through lectures, readings, discussions and various videos. This is the third course in the Digital Manufacturing & Design Technology specialization that explores the many facets of manufacturing's "Fourth Revolution," and features a culminating project involving creation of a roadmap to achieve a self-established DMD-related professional goal. To learn more about the Digital Manufacturing and Design Technology specialization, please watch the overview video by copying and pasting the following link into your web browser: https://youtu. be/r-VHiwsg t0
Organizational Leadership Capstone
The capstone project consists of a case study that must be addressed to complete the specialization. In the case study, you will be asked to assume the role of the incoming chief executive officer of a fictitious privately held medical device company. From the company's standpoint, its customers are the clinics that use and dispense its products, rather than the end-users of the company's products. The company is currently facing a range of challenges, including obstacles to access for world-wide users of the company's product, as well as internal conflict about the company's priorities and a new disruptive technology. You will be asked to help the board address key changes in the industry, by developing a strategy to meet these challenges. Specifically, you will submit artifacts responding to a series of challenges related to the case. The artifacts will be peer-assessed on how effectively you applied concepts and skills explored throughout the specialization, assessed your own skills as a leader, evaluated the data to help you make an informed decision, developed a customer-facing design process, and communicated your strategy to relevant stakeholders.
Mindware: Critical Thinking for the Information Age
Most professions these days require more than general intelligence. They require in addition the ability to collect, analyze and think about data. Personal life is enriched when these same skills are applied to problems in everyday life involving judgment and choice. This course presents basic concepts from statistics, probability, scientific methodology, cognitive psychology and cost-benefit theory and shows how they can be applied to everything from picking one product over another to critiquing media accounts of scientific research. Concepts are defined briefly and breezily and then applied to many examples drawn from business, the media and everyday life. What kinds of things will you learn? Why it's usually a mistake to interview people for a job. Why it's highly unlikely that, if your first meal in a new restaurant is excellent, you will find the next meal to be as good. Why economists regularly walk out of movies and leave restaurant food uneaten. Why getting your picture on the cover of Sports Illustrated usually means your next season is going to be a disappointment. Why you might not have a disease even though you've tested positive for it. Why you're never going to know how coffee affects you unless you conduct an experiment in which you flip a coin to determine whether you will have coffee on a given day. Why it might be a mistake to use an office in a building you own as opposed to having your office in someone else's building. Why you should never keep a stock that's going down in hopes that it will go back up and prevent you from losing any of your initial investment. Why it is that a great deal of health information presented in the media is misinformation.
Supply Chain Management: A Learning Perspective
As a human being, we all consume products and/or services all the time. This morning you got up and ate your breakfast, e.g, eggs, milk, bread, fresh fruits, and the like. After the breakfast, you drove your car to work or school. At your office, you used your computer, perhaps equipped with 27" LCD monitor. During your break, you drank a cup of coffee and played with your iPhone. So on and so forth. You probably take it for granted that you can enjoy all of these products. But if you take a closer look at how each of these products can be made and eventually delivered to you, you will realize that each one of these is no short of miracle. For example, which fruit do you like? Consider fresh strawberries. In order for the strawberries to be on your breakfast table, there must be numerous functions, activities, transactions, and people involved in planting, cultivating, delivering, and consuming strawberries. Moreover, all of these functions, activities, transactions, and people are connected as an integral chain, through which physical products like strawberries themselves and virtual elements such as information and communication flow back and forth constantly. By grouping related functions or activities, we have a supply chain, comprised of four primary functions such as supplier, manufacturer, distributor, and finally consumer. A supply chain is essentially a value chain. For the society or economy as a whole, the goal is to maximize value, i.e, to create satisfactory value without spending too much. In order to create the maximum value for the strawberry supply chain, every participant in the chain must carry out its function efficiently. In addition, all of the members must coordinate with each other effectively in order to ensure value maximization. We have to face the same issues for almost all the products and services we take for granted in our everyday life, e.g, cars, hamburgers, haircuts, surgeries, movies, banks, restaurants, and you name it! In this course, we want to understand fundamental principles of value creation for the consumers or the market. We try to answer questions like how the product or service is made, how the value-creating activities or functions are coordinated, who should play what leadership roles in realizing all these, and so on. As our course title hints, we approach all of these issues from a learning perspective, which is dynamic in nature and emphasizes long-term capability building rather than short-term symptomatic problem solving.