In this culminating course, it’s time to use the business tools you have learned throughout the specialization to solve this real business problem.
To help you as you develop a solution to the GAS GAS dilemma, in the Capstone you will also learn a six-step analysis of business problems methodology.
When you understand which aspect of a situation needs to be untangled and addressed, you position yourself to get to the heart of the issue rather than wasting time addressing irrelevant concerns.
Say you hear through the grapevine that an indispensable employee is dissatisfied and looking for work elsewhere.
By the end of the course, you will understand how to weave together considerations from accounting, finance, marketing and organizational behavior in order to arrive at a sound decision that will positively impact the firm’s future. Before you start today's videos, please have a look at the syllabus.
In this first session, I’ll introduce you to IESE’s six-step Analysis of Business Problems (ABP) methodology.
Following a clearly delineated set of problem-solving strategies can stop you from acting rashly and making decisions that aren't in your best interests or the best interests of your customers or investors.
Taking a systematic approach to business management problems and solutions won't keep you from having problems in the future, but it gives you important tools to keep future situations from turning into crises.
When does an opportunity to increase the bottom line become a liability for long-term brand sustainability and profitability?
That is the question that GAS GAS, an off-road motorcycle manufacturer, is confronting.