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0.1 How to find information

How to find information

You land your first job after graduation—excited, maybe a little nervous, and armed with a great salary. Then comes the assignment: research everything you can about the company you chose today. When I started, they asked me to do it on Unilever, one of their biggest rivals. But here’s the secret: you learn more by digging deep into your own company, not just the competition. Use every resource we talked about in class. Go beyond the surface. Then, share what you discover in your comment below.

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7. Let students from other NYU schools attend this class?

As the CEO or Dean of NYU SPS, you face an issue with one Finance for Marketing class. While popular with Stern and other school students, current policy prioritizes SPS students, barring others from enrolling. Since the course fills quickly, non-SPS students miss out.

Interdisciplinary courses improve critical thinking, problem-solving, and academic performance. Mixing students from SPS, Stern, and Tisch boosts the learning experience.

Opening this class to other schools could boost SPS enrollment and reputation. Over 88% of current students join due to the instructor’s reputation. As ‘Referrals: The Secret Sauce of College Admissions‘ notes, student referrals are more cost-effective than traditional advertising. Letting more students in could enhance SPS’s perception.

Some faculty oppose change, arguing SPS students should remain the priority and Stern and Tisch already offer quality courses. However, Stern lacks finance classes tailored for Marketing Brand Managers managing a P&L. This course, taught by a CFO with 20+ years of experience, fills that gap.

A survey by the professor found SPS students support allowing others to join, citing better networking.

Though cross-enrollment poses administrative challenges, many universities have successfully managed similar programs.

What Should Be Done?
Write an argument in favor or against allowing non-SPS students to enroll in this course. Support your position with research, evidence, and logical reasoning.

 

 

 

 

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0.Headcount

Headcount

Your company asked executives like yourself to share their comments on whether to increase, decrease or keep the global headcount unchanged for the next 18 months year.

Human resources pointed out that they need at least 3 months to hire anyone.

Real Estate pointed out that there is no physical space to hire any more people, but they are looking into adding space in Hudson Yards for resources based in New York. For that reason, they need you to get back to them over the next week.

Finance sent a memo indicating that you need to budget a cost allocation of $36,000 per person per year to cover health care and rent. That is on top of all payroll expenses.

Please write your recommendation below on whether you want to increase, decrease or keep the global headcount unchanged for your department.

Read more about this session here:

 

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1. P&L

How to explain a Profit & Loss

During a Thanksgiving chat with family and friends, how would you explain the P&L of a company you are interested in? You do want to impress your uncle, who works as a banker at Goldman Sachs, but don’t want to bore the other people sitting at the table.

To explain it, try to split the P&L into the 3 main segments: sales, cost of sales, and expenses. The difference is Net Income. Use the % of sales ratios in your discussion.

See the short video on how to read a P&L here:

 

 

 

 

 

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2. Customer Prioritization (BS)

Jenny, a student, runs a high-end shoe business on the side. High quality. One thousand dollars a pair. Her customers are wealthy New Yorkers.

Jenny typically sells 10 pairs per month. For Christmas, she has more pairs—50—but there are 100 clients at her apartment who want the shoes. Yes, she lives in a spacious one. She must decide whom to sell to.

The clients include:

  • 48 new clients: This is her only chance to get their business.
  • 48 long-time clients: They will be offended if they don’t get the shoes. One attends her niece’s soccer games, where she always sees Jenny.
  • 2 understanding clients (1 new, 1 old): Both are kind and will be okay if they miss out.

Who should Jenny prioritize?

Do extensive research on how companies manage situations like this. Design a strategy that quantifies the value of saying “yes” to some and “no” to others.

 

 

 

 

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3. Pricing

Your company asked executives like yourself to comment on whether to increase, decrease, or make no changes to pricing. Please share your comments below.

Background

Cost: a reduction in production capacity and foreign exchange has resulted in an overall cost increase of 30%.

Government regulations: a regulatory change has reduced how many consumers can buy the product at any given time by 50%.

Consumer demand: sales dropped last year. They have recovered some.

Profitability: the profitability of products varies from -20% (some products are sold at a loss) to +80%.

Please share your thoughts below on what to do about pricing. 

See a short video about this session here:

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