GRA 8234 Business Analytics

GRA 8234 Business Analytics

Course code: 
GRA 8234
Department: 
Finance
Credits: 
10
Course coordinator: 
Øyvind Norli
Course name in Norwegian: 
Business Analytics
Product category: 
Executive
Portfolio: 
EMBA Business Administration - Core Courses
Semester: 
2019 Spring
Active status: 
Active
Teaching language: 
English
Course type: 
Associate course
Course codes for multi- or associated courses.
GRA 8235 - første semester
GRA 8236 - andre semester
Introduction

A number of great business decision has been made without any guidance from economic theories and without any analysis of existing data. In fact, the best decisions are typically the outcome of «gut feelings» and a significant amount of pure luck. However, the number of good decisions based on «gut feelings» is completely swamped by the number of really bad decisions made this way.

Therefore, this module shows how decisions can be guided by theory and justified by careful analysis of existing data. If, after all this, you decided to ignore the insights from theory and data—great—what matter is that your decisions are as informed as they can possibly be.

Business decision-making require identification of alternatives. What is needed to arrive at decision alternatives are varied:  Some situations allow access to useful data while others do not. As a result, preceding circumstances need to be considered that define the decision space. For example, regulatory regimes and market actors steer how decision-making information is defined and made available.

This module coherently provides conceptual frameworks, analytical instruments and procedures, and rigorous lines of argument that allow for interpretation of decision-making outcomes.

The course covers four core topics: Managerial Economics, Financial Accounting, Corporate Finance and Management Accounting.

Learning outcomes - Knowledge
  • An understanding of markets and prices. In particular, how prices of goods, services and securities are part of a market equilibrium.
  • An understanding of the fundamental principles of financial accounting.
  • An understanding of how management accounting is used to frame and direct decision-making behavior.
Learning outcomes - Skills
  • Strategic decision-making guided by game-theory
  • Separating good projects from bad projects
  • Analyzing and interpreting financial accounts
  • Selecting and using the most appropriate management accounting tools
Learning Outcome - Reflection

To not fear or get confused by theories and numbers. A decision-making situation can be described and interpreted in a number of ways (markets, resources, organizations, actors), each of which potentially harbors its own set of outcomes and suggestions for managerial interventions and actions. You are always better off being informed. How much more informed will be a balancing act between the cost/time of getting informed and the usefulness of the information.

Course content

The course covers four core topics:
Managerial Economics
Financial Accounting
Corporate Finance
Management Accounting
 

Managerial Economics

Introduction
Economics is the study of allocation of scarce resources, and how economies use markets, prices, and coordination mechanisms to do so. In this course, we emphasize market theory, a study of monopoly and oligopoly, and the implementation of strategies.

Learning outcomes - Knowledge
The purpose of this course is to study the behaviour of rational economic agents in order to understand how their interaction – under various market arrangements – determine the price –and output constellations we observe in “the real world”. Particular emphasis will be placed on the strategic considerations of profit maximizing business firms  for instance in regard to their decisions concerning advertising, product differentiation, vertical integration and entry/exit in an industry.
Most business decisions will benefit from being evaluated with a firm grasp of the equilibrium response in the market. The ambition of this course is to develop in the students an intuitive and also analytical feeling for the workings of the market mechanism.In the last 20 years attention has been directed more and more towards a business managers strategic decisions, by which we mean decisions in situations where there are interactions between rational economic actors; actors which may all be smart , clever, energetic and well informed.What is called game theory offers a scientific approach to strategic decision-making of this kind, and game theory will accordingly play a role in this course as a theoretical model to approach the solutions of real-world problems.

Course content

  • Demand, supply and the market
  • The theory of the firm
  • Costs and supply
  • Perfect competition and monopoly
  • Market structure
  • Game theory and interdependent decisions

 

Financial Accounting

Introduction
The set of financial accounts is usually the primary channel for reporting the financial affairs of any organisation. A thorough understanding of such information is absolutely vital for any senior level manager involved in the discussion of a company’s financial state of affairs. Financial accounting based information is also the starting point of the financial aspects of most decisions aimed at improving shareholder value.

Learning outcomes - Knowledge
Students are expected to obtain knowledge of the fundamental principles of financial accounting and obtain a thorough understanding of the financial accounting vocabulary. The course intends to give a rudimentary understanding of the mechanics of developing a set of external corporate accounts. This is an important prerequisite to understanding how to use accounting based information for corporate control and decision making. In this it is important that users of such financial accounting based information understand the limitations of such information, and when the financial accounts need adjustments to cater for various applications.

Learning outcomes - Skills
The course will teach students to conduct specific transactions in the financial accounts, conduct year-end adjustments, and produce a set of year-end accounts. Students will then learn how to conduct different types of adjustments before any type of analysis can be conducted. Different types of analysis will then be covered in order to provide input for a control and decision making emphasis, and finally briefly discuss the communication of such analysis.

Learning outcomes - Reflection
The candidates will obtain the competence to reflect on the quality of financial accounting based information for various uses, and be able to evaluate the general quality of a set of financial accounts, especially in relation to the many financial scandals that have occurred over recent years that have not been directly identifiable through financial accounting based reporting.

Course content

  • Topic 1:
  • The main principles of financial accounting
  • Posting financial accounting transactions
  • Completing year-end accounts
  • Topic 2:
  • Regrouping and adjusting the financial accounts in preparation for analysis
  • Topic 3:
  • Using financial accounting information for corporate control purposes
  • Earnings related issues
  • Capital structure issues
  • Liquidity issues
  • Other performance measures
  • Topic 4:
  • Using financial accounting information for corporate decision making
  • Strategic decision making
  • Investment decisions
  • Mergers and acquisitions
  • Valuation
  • Operational decision making
  • Budgeting
  • Pricing decisions

 

 

Corporate Finance

Introduction
This course will introduce you to Corporate Finance. The main objective of the course is to provide you with insights and practical tools that will help you make sound financial decisions.The course covers two broad topics:

Part I: Financial Policy and the risk-return trade-off. 

In Part I, we will examine the factors that determine a companys need for external financing, be it debt or equity. We will then consider the optimal mix of debt and equity financing. We will also introduce you to the trade-off between risk and return in capital markets.

Part II: Valuation. 

In Part II, we will develop the tools needed for valuing investment projects, including the estimation of relevant project cash flows, estimating the cost of capital (discount rate), and dealing with risk. We will then use these tools as a basis for selecting investment projects and valuing companies.

Learning outcomes - Knowledge

  • Methods for evaluating investment projects
  • Handling risk in project analysis
  • Determining a company and project cost of capital
  • Determination of the appropriate firm capital structure
  • Understanding options
  • Understand key challenges of Mergers and acquisitions

Learning outcomes - Skills

  • Choosing between good and bad investment projects
  • Adjusting project returns for risk
  • Estimating the economics consequences of mergers and acquisitions

 

Learning outcomes - Reflection
The participants should be able to evaluate the trade-off between risk and return in making financial decisions.

Course content

  1. Introduction to corporate finance
  2. Financial planning
  3. Capital budgeting
  4. Risk and return. CAPM.
  5. Capital structure
  6. Free Cash Flow
  7. Cost of capital
  8. Options. real options.
  9. Mergers and acquisitions

 

Management Accounting

Introduction
Management Accounting (‘økonomistyring’) develops structures, conceptual templates, and computational approaches that allow for the quantitative interpretation and comparison of business decisions. The EMBA course does not purport to turn participants into mini-accountants but aims to link the management accounting outcomes to other functional areas and decisions, thus “connecting the dots” in terms of management.
This course interprets the management accounting toolkit against a background of flexible, decentralized organizations with a clear strategy and a service orientation. The accounting toolkit itself has evolved rapidly and now includes instruments and approaches that explicitly incorporate strategic, organizational, and market arguments while adopting multiple levels of analysis. This course addresses these new characteristics of management accounting. Notably, the course assumes a management accounting context of a knowledge-based firm, delivering its services and operating in a global environment, competing on the basis of its intangible resources and assets.

Learning outcomes - Knowledge

  • To understand Management Accounting as a social science, using numerical approaches and quantitative tools to frame and direct behavior.
  • To understand how management accounting is embedded in a context of multidisciplinary decision-making and is not a neutral, stand-alone toolbox.

Learning outcomes - Skills

  • To have the ability to use management accounting concepts and tools.
  • To interpret decision-making situations as to which management accounting tool and approach to use and which are the various limitations and biases of the selected tools and approaches.

Learning outcomes - Reflection
To not fear or get confused by numbers but instead know what message is carried within them and be able to translate and communicate that message to other disciplinary fields.

Course content
Topics covered include:

  • Cost concepts and product/service costing systems;
  • cost estimation and cost behaviour;
  • cost allocation systems and activity-based costing;
  • customer profitability analysis.
Learning process and requirements to students

The following applies to the Management accounting part of the course:
Starting out from the instruments and metrics in the management accounting toolbox, the link with a firm’s competitive strategy, organization design, and organisational behavior will be exemplified in case studies, illustrative videos and lectures.  

The course is designed as a continuous flow of interaction and exchange that is not limited to the days of face-to-face classroom encounters. The course starts online in advance of the classroom sessions and will terminate online after the classroom sessions. Participants can expect an intensive exchange of information and frequent online communication, before, during and after the course. The teacher is an active participant in these learning dialogues and will not limit himself to a classroom lecturing presence.  

The course revolves around casework and the discussion of case-related topics. Every case is assigned a set of questions that need to be answered by the case group. Case answers are not goals in themselves but act as a vehicle for starting the case discussion. The cases focus on the relationship between the outcome of an (accounting) computation and its wider, managerial interpretation and decision-making consequences. Cases are purposely selected to reflect the context of managerial interpretation and meaning, and are not to be considered as enriched computational exercises. Cases will change and be updated for every single edition of the course. There is a course outline that acts as the “manual”, specifying in detail what is expected in terms of casework, hand-in procedures, presentation specifics, and the various criteria for selection of presenting group as well as the grading itself.
 

There is no final examination or final paper. An anonymized example from the preceding EMBA cohort of both casework and case feedback & grading will be provided as benchmark for expected quality.

Casework gets graded on the basis of the submitted content. It is a correct assumption to interpret the casework as cues & triggers for subsequent classroom discussion. The latter is assessed on the basis of participation. The assessment criteria for both casework and participation are fully specified in the course outline (“manual”).

The course uses a series of computer-based tools such as the e-learning platform It’s Learning as “electronic bookshelf”, and existing collaboration and communication tools for student-to-student interaction at case group and at classroom levels. These communication tools are selected by the students and will necessarily change with the speedy evolution of portable ICT devices and applications; hence, being “IT savvy” helps. Conversely, it is not necessary to be fully Excel savvy; a basic understanding of Excel will do.
All readings, slides (also of guest speakers), cases and other material will only be provided as downloadable PDF-files and not as hard copy. It is explicitly allowed to use your laptop/tablet in the classroom.

The following applies to the entire course:
Attendance to all sessions in the four core topics of the course is compulsory. If you have to miss part(s) of any of the four core topics of the course you must ask in advance for leave of absence. More than 25% absence in one of the core topics of the course will require retaking the entire topic. It's the student's own responsibility to obtain any information provided in class that is not included on the course homepage/ It's learning or other course materials.

Candidates may be called in for an oral hearing as a verification/control of written assignments.

All the exams of the course must be passed in order to obtain a grade for the course.

The course is a part of a full Executive MBA programme and examination in all courses must be passed in order to obtain a certificate.

Software tools
No specified computer-based tools are required.
Qualifications

Granted admission to the EMBA programme. Please consult our student regulations.

Assessments
Assessments
Exam category: 
Submission
Form of assessment: 
Written submission
Weight: 
15
Grouping: 
Group (2 - 6)
Duration: 
4 Week(s)
Comment: 
Management Accounting; Group casework, counts 15% of the final grade.
Exam code: 
GRA 82341
Grading scale: 
ECTS
Resit: 
Examination when next scheduled course
Exam category: 
Activity
Form of assessment: 
Class participation
Weight: 
10
Grouping: 
Individual
Comment: 
Management Accounting; Class participation, counts 10% of the final grade.
Exam code: 
GRA 82342
Grading scale: 
ECTS
Resit: 
Examination when next scheduled course
Exam category: 
Submission
Form of assessment: 
Written submission
Weight: 
25
Grouping: 
Individual
Duration: 
4 Week(s)
Comment: 
Financial Accounting; Individual assignment, counts 25% of the final grade.
Exam code: 
GRA 82343
Grading scale: 
ECTS
Resit: 
Examination when next scheduled course
Exam category: 
Submission
Form of assessment: 
Written submission
Weight: 
10
Grouping: 
Individual
Duration: 
4 Week(s)
Comment: 
Corporate Finance; Individual assignment, counts 10% of the final grade.
Exam code: 
GRA 82344
Grading scale: 
ECTS
Resit: 
Examination when next scheduled course
Exam category: 
Submission
Form of assessment: 
Written submission
Weight: 
10
Grouping: 
Group (2 - 6)
Duration: 
4 Week(s)
Comment: 
Managerial Economics; Group assignment, counts 10% of the final grade.
Exam code: 
GRA 82345
Grading scale: 
ECTS
Resit: 
Examination when next scheduled course
Exam category: 
Submission
Form of assessment: 
Written submission
Weight: 
15
Grouping: 
Individual
Duration: 
4 Week(s)
Comment: 
Managerial Economics; Individual assignment, counts 15% of the final grade
Exam code: 
GRA 82346
Grading scale: 
ECTS
Resit: 
Examination when next scheduled course
Exam category: 
Activity
Form of assessment: 
Class participation
Weight: 
5
Grouping: 
Individual
Comment: 
Corporate Finance; Class participation, counts 5% of the final grade.
Exam code: 
GRA 82347
Grading scale: 
ECTS
Resit: 
Examination when next scheduled course
Exam category: 
Submission
Form of assessment: 
Written submission
Weight: 
10
Grouping: 
Group (2 - 6)
Duration: 
4 Week(s)
Comment: 
Corporate Finance; Group assignment, counts 10% of the final grade.
Exam code: 
GRA 82348
Grading scale: 
ECTS
Resit: 
Examination when next scheduled course
Exam organisation: 
Ordinary examination
All exams must be passed to get a grade in this course.
Total weight: 
100
Student workload
ActivityDurationComment
Teaching
80 Hour(s)
Sum workload: 
80

A course of 1 ECTS credit corresponds to a workload of 26-30 hours. Therefore a course of 10 ECTS credit corresponds to a workload of at least 270 hours.