| BUSINESSWEEK ONLINE: B-SCHOOLS: EXECUTIVE EDUCATION: PROFILES
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Northwestern University Kellogg Graduate School of Management 1999 Executive Education Profile |
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Non-University Partnerships | Distance Learning | Top Corporate Customers | Facilities | Back to Top |
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| ITEM | 1998-99 | 1993-94 | % change |
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Number of executive nondegree programs (excluding multiple sessions of the same program) |
129 | 79 | 63% |
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Number of executives attending above programs (not including EMBA or part-time degree programs) |
5800 | 2992 | 93% |
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Percent of attending executives who live within 45 miles of the school |
17% | 12% | 41% |
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Percent of attending executives who live or work overseas |
27% | 30% | -10% |
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Total participant days
(total participants x total length of programs) |
38900 | 19721 | 97% |
| Percent of professors with at least 5 years full-time corporate experience | 10% | N/A | N/A |
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Total revenues generated by "nondegree" executive education programs (including open enrollment and custom programs) |
$31,000,000 | $12,000,000 | 158% |
| Total budget for nondegree executive education | N/A | N/A | N/A |
| Percent of overall executive education revenue that comes from custom programs to a single company | 52% | 27% | 92% |
| Percent of total revenues coming from custom programs to a specific group of companies or a consortium | 0% | 0% | N/A |
| Number of custom programs run | 68 | 28 | 142% |
| Total revenues generated from custom programs | $1 | $3 | -67% |
| Percent of participants from organizations with whom school has done business for three or more years | 34% | N/A | N/A |
Non-University Partnerships | Distance Learning | Top Corporate Customers | Facilities | Back to Top |
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| Full course title | Advanced Executive Program (AEP)and (EDP) | Type of course | General Management | |
| Course length | AEP is a 4-week residential program and EDP is a 3 week | Class times | AEP 2000: Feb 13 - Mar 10, Jun 5 - Jul 14; EDP 1999: Oct 3-22 |
| Description |
AEP: Provides general managers with usable knowledge that will help them enhance the performance of their businesses. Focuses on strategy formulation and implementation, sociopolitical and economic environments, finance and accounting, marketing and operations, corporate governance, leadership and CEO speakers. AEP concludes with a special case study written exclusively for the program in which participants apply course concepts in an integrative manner to the company profiles in the case and present their recommendations to a team of top executives from the case company. The target audience is general managers with profit-and-loss responsibility and senior functional managers soon to be promoted to general management; at least 15 years of management experience and company sponsorship are required for admission. EDP: Designed to give participants a broad perspective on the functions and environment of management and a fuller understanding of the concepts and analytical tools required for higher-level management responsibilities. The course develops participants' leadership capabilities by increasing their analytical ability to solve complex business problems and to plan and effectively manage major change initiatives within their organization. Explores the functional areas of management, the environment of business, E-commerce and technology, the implementation of organizational change, and personal leadership skills. Attendees are managers with 10 or more years of work experience who are perceived by their companies as having the potential for senior-level management in either line or staff positions. Entrepreneurs and owners of small companies with growth potential are encouraged to attend. |
| Full course title | Merger Week: Creating Value Through Strategic Acquisitions | Type of course | Finance | |
| Course length | 5-day residential program | Class times | Feb 21-26, 1999, May 16-21, 1999 and Nov. 14-19, 1999 |
| Description | Designed to address the challenges involved in creating shareholder value and to provide managers with the skills needed to avoid the most frequent pitfalls. Examines the industry attractiveness of a target company, identifies and determines sources of competitive advantage and tests post-merger assumptions. Covers acquisition strategies and restructuring, the search process, negotiation, tax-free vs. taxable transactions and management of negotiations. Considers global mergers and acquisitions, joint ventures, licensing agreements, strategic alliances vs. mergers and acquisitions, and valuing and preserving R&D technology capabilities. Attendees are senior line executives as well as managers in corporate development, planning and finance responsibilities, and interdisciplinary groups from the same firm. |
| Full course title | Business-to-Business Marketing Strategy | Type of course | Marketing | |
| Course length | 5-day residential program | Class times | 2000: Oct 3-8, Apr 16-21, Jul 9-14, Sept 24-29 |
| Description | Examines the latest developments in market-oriented strategy for business markets, segmentation, targeting and positioning of industrial and business products and services. Covers the dynamics of marketing strategy and requirements for creating a market-oriented company. Explores techniques for analyzing and appraising marketing strategies, methods for segmenting business markets, a framework for managing more flexible and responsive market offerings, a process of new product development, an approach for pricing strategy, and effective ways of developing and managing marketing channels based on end-customer requirements. Attendees are general managers, industrial product managers, or sales and marketing managers in medium- and large-size firms, as well as presidents and vice presidents of marketing and sales in smaller firms. This course benefits anyone who helps to plan and implement marketing-oriented business strategies. |
| Full course title | Winning Strategies for E-Commerce | Type of course | Marketing | |
| Course length | 3-day residential program | Class times | 1999: Oct 31-Nov 3; 2000: Mar 8-11, Jul 26-29, Nov 5-8 |
| Description | Helps marketers rethink the process by which they identify, realize, communicate, deliver, and recapture customer value. Covers the new information-based marketing model, the power and scope of interactive marketing and new competitive rules in a digital economy. The faculty will highlight the successes and best practices of organizations that have progressed from relying on traditional marketer and channel methods to maximizing the customer and information-focused opportunities within electronic commerce. Participants are individuals who are responsible for their firm's E-business strategy, are affected directly or indirectly by e-business, or are responsible for the strategic marketing agenda and for developing and promoting products and services for their organization. |
| Full course title | Consumer Marketing Strategy | Type of course | Marketing | |
| Course length | 5-day residential program | Class times | April 11-16, 1999 and Oct. 24-29, 1999 |
| Description | Presents an integrated approach to marketing strategy and decision making for consumer products and services. Helps participants analyze marketing opportunities, examine appropriate uses of marketing research and analyze, appraise and design coherent marketing strategies. Covers the relationship between marketing and corporate strategy, focusing on competitive analysis, marketing opportunities, product design, packaging, pricing, advertising, promotion and selected distribution issues. Each topic is grounded in a discussion of the relevance of marketing research and customer behavior analysis to the decision making process. Participants are product managers, upper-middle-level sales managers responsible for consumer products and services, general managers and managers who have recently assumed marketing responsibilities or who wish to develop a marketing mentality to enable them to work more effectively with marketing people. |
| Full course title | Negotiation Strategies for Managers | Type of course | Organizational Effectiveness | |
| Course length | 3-day residential program | Class times | 1999: Nov 28-Dec 1; 2000: Mar 12-15, Jun 4-7, Sept 17-20 |
| Description | Provides a background in negotiations for executives who have had no formal training in the field and uses the latest advances in negotiations to help managers plan and implement more effective negotiation strategies. Emphasizes creating opportunities for mutual gain in negotiations and capturing a fair share of that gain. Participants learn strategies for analyzing and preparing for negotiations and they practice and get feedback on their negotiation skills. Topics include intra-team negotiations, negotiating within and between organizations, the role of third parties, mediation and arbitration, alternative dispute resolution procedures, coalition formation and creating mutual benefits with multiple parties. Attendees are managers who seek to improve their negotiations performance both within their organization and with other organizations. |
| Full course title | Finance for Executives | Type of course | Finance | |
| Course length | 5-day residential program | Class times | April 18-23, 1999 and Oct. 31-Nov. 5, 1999 |
| Description | Designed to help senior functional and general managers make decisions that measurably improve the profitability and share price of their organizations, and to help them work more effectively with financial specialists. Examines traditional and new sources of capital, trends in financial markets and ways to enhance shareholder value. Covers methods for determining the cash flow and stock price implication of major strategic and operating decisions (e.g., plant and equipment additions, acquisitions, new product introductions, credit and payment policies for customers and suppliers). Also explores the role of financing and the determination of the cost of capital. Attendees are executives with little or no formal background in corporate finance who need to better understand the financial implications of their decisions (includes senior managers in such areas as marketing, operations and engineering and any executive with profit and loss responsibility). |
| Full course title | Managing New Product Development | Type of course | Marketing | |
| Course length | 3-day residential program | Class times | 1999: Sept 29-Oct 2; 2000: Feb 6-9, May 30-Jun 2, Sept 20-23 |
| Description | Emphasizes an organization's ability to integrate different aspects of the development process, from the voice of the consumer to product design, development and launch. Enables participants to identify approaches for establishing an innovation mindset in an organization, to create a new product vision and strategy, to understand the difference between market driven and market driving strategies, to develop strategies for successful market positioning, to understand the role of product and process design in mass customization, and to develop a manufacturing strategy for integrating R&D, design, manufacturing and marketing. Participants are mid- to senior-level executives who are involved in the development and management of new products, including general managers, vice presidents or presidents, and executives in R&D, design, operations, marketing/brand management. |
| Full course title | Corporate Financial Strategy | Type of course | Finance | |
| Course length | 5-day residential program | Class times | Feb. 14-19, 1999 and Jun.27-July 2, 1999 |
| Description | Covers financial strategy and policy and is designed to enhance the ability of participants to develop, evaluate and implement financial strategies using modern approaches and techniques. Provides a framework for financial decisions including such areas as evaluation of investment programs, financial reporting and resource allocation, financing strategies and the cost of capital, innovative financial instruments, investment and financing interactions, mergers and acquisitions, leveraged buyouts and international investments. Stresses the integrative role of a "cost team" of managers from manufacturing, engineering, finance and cost management, in correcting profitability problems. Participants will learn to develop a cost system that will be more effective in helping to set prices, control a variety of processes and support strategic objectives. Participants are manufacturing and service industry managers whose decisions have a direct impact on profitability, including those responsible for strategy, operations, pricing, product design and other marketing decisions, purchasing and outsourcing. |
| Full course title | Creating & Managing Strategic Alliances | Type of course | Strategy & Organizational Effectiveness | |
| Course length | 3-day residential program | Class times | April 25-28, 1999 and Oct. 17-20, 1999 |
| Description | Enables participants to better understand the costs and benefits strategic alliances (and why such alliances may be preferred over other strategies such as internal development or mergers and acquisitions). Participants learn to design alliances, to avoid the problems and complications in managing these relationships, to negotiate before, during and after alliance agreements have been signed, and to anticipate critical legal and financial issues. Provides a framework for managing the complex and increasingly common situation in which organizations are involved in multiple alliances. Examples of current domestic and international strategic alliances are used to ensure an up-to-date perspective. Participants are middle- and upper-level managers who are involved in the creation and/or implementation of strategic alliances. |
Non-University Partnerships | Distance Learning | Top Corporate Customers | Facilities | Back to Top |
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| New courses launched within past 2 years |
Managing the Entrepreneurial Firm: Tools for the Small High-Growth Co. Securitization Strategies for Managing Yield, Liquidity, Risk Winning Strategies for E-Commerce (1998) Managed Care Strategy (1998) Managing New Product Development for Strategic Competitive Advantage Value-Based Management: Linking Strategic Planning Factory Physics and Management of Business Flows Global Supply Chain Management (1998) Sizing and Structuring a Sales Force for Strategic Advantage Growing the Top Line Profitably (1998) |
Non-University Partnerships | Distance Learning | Top Corporate Customers | Facilities | Back to Top |
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| Program | Skills, Tools & Competencies for Executives | Country | Brazil | |
| Partner | Fundacao Dom Cabral, Brazil | Year established | 1995 |
| Program | Marketing program | Country | Belgium | |
| Partner | None | Year established | 1999 |
| Program | General Management | Country | Canada | |
| Partner | University of Western Ontario, Ivey School | Year established | 1996 |
| Program | General Management | Country | USA, England, Hong Kong, and Germany | |
| Partner | London Business School, HKUST, WHU/Koble | Year established | 1999 |
| Program | General Management | Country | Hong Kong | |
| Partner | The Hong Kong University of Science & Technology | Year established | 1999 |
Non-University Partnerships | Distance Learning | Top Corporate Customers | Facilities | Back to Top |
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| Program | CEO's Management Program at Kellogg | Partner | Seminarium, Chile | Year established | N/A |
| Program | Technology Manager's Development Program | Partner | Industrial Research Institute | Year established | N/A |
| Program | Dynamic of The Global Marketplace | Partner | Fundacao Dom Cabral, Brazil | Year established | N/A |
| Program | Skills, Tools & Competencies for Executives | Partner | Fundacao Dom Cabral. Brazil | Year established | N/A |
| Program | Value-Based Management: Linking Strategic Planning | Partner | Hewitt Associates, LLC and The LEK/Al | Year established | N/A |
Non-University Partnerships | Distance Learning | Top Corporate Customers | Facilities | Back to Top |
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| Distance courses offered or planned |
Kellogg is not using teleconferencing or the Internet for synchronistic teaching at the present time. The school doesn't see it as a substitute for live instruction because it feels there are student benefits to student-faculty interaction face-to-face, and student-student interaction (i.e. peer learning). Kellogg uses Internet/teleconferencing/technology as a way to increase efficiency before, during, and after a program, as follows: Before: The Internet and CD-Rom are used to send tutorials and other advance materials to prepare participants for their live experience and/or to upgrade their skill set before going into the program. During: The school satellites guest speakers via PictureTel video-conferencing from remote locations to talk to and interact with classes. After: Chat rooms and an alumni network are available on Kellogg's Web site and via the Internet. |
Non-University Partnerships | Distance Learning | Top Corporate Customers | Facilities | Back to Top |
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Nondegree functional programs |
Abbot
Mobil Oil Hewlett Packard Ameritech General Motors |
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Nondegree general programs |
Zurich Insurance
Deloitte & Touche Moore Corporation Ernst & Young Societe Generale |
| Custom programs to a single company or consortium |
AT&T Co.
U.S. Navy & General Motors (Tie) Hewlett Packard Defense Reutililzation & Mrkting. Svcs. Eastman Kodak Co. |
| Organizations school has done business with for three or more years |
360 Communications 3M BN AMRO Bank AT&T Abbott Aetna International Inc. AgriBank Air Products & Chemicals Inc. Alcatel Allied Signal Inc. Allstate American Express Ameritech Amgen Inc. Andersen Consulting Anheuser Busch Arthur Andersen Ashland Chemical Associates Commercial Corp B P Amoco Banco Nacional de Mexico S A Bank of Montreal Baxter Bayer Corp Bellcore Bellsouth Blackmer Blue Cross Blue Shield Booz Allen & Hamilton Briggs & Stratton Corp Bristol-Myers Squibb Brunswick Corp Cargill Inc. Carrier Corp Castrol Industrial N A Caterpillar Inc. Cerveceria & Malteria Quilmes Cerveceria Cuahtemoc Moctezum Chicago Title & Trust Chicago Tribune Co/Tribune Co. & subsidiaries Chiquita Banana Ciba Vision Corp Citibank Clorox Co. Coca Cola ComEd Commonwealth Aluminium Corp. Conoco Consolidated Papers Inc. Corning Inc. Credit Agricole Credit Union Executives Society Danaher Tool Group Deere & Co/John Deere Defense Reutilization & Marketing Services Deloitte & Touche Densply Caulk Diamler Chrysler Corp Levi Strauss Dow Chemical DuPont Pharmaceutical Co. Duke Energy Power Services Eastman Chemical Co. Eastman Kodak Eli Lilly & Co Ernst & Young Ethicon Inc. FMC Corp Federal Reserve Bank Federated Investors Fidelity Investments Services Co. Financial Executives Institute First Chicago Bank (First National Bank of Chicago) Fletcher Challenge Freddie Mac Fundacao Dom Cabral G D Searle & Co General Electric & subsidiaries GATX de Mexico SA de CV Gas Research Institute Inc. General Motors Glaxo Wellcome Inc. Gold Eagle Co. Inc. Goodyear Tire & Rubber Co. Harley Davidson Harris Semiconductor Harris Trust & Savings Bank Hewlett Packard Hitachi Ltd Hoechst Marion Roussel Hu Friedy Manufacturing Hussman Corp IBM Industrial Research Institute Inland Steel International Paper J M Huber Corp James Hardie Building Products John Crane Inc. Kellogg Co. Kimberly Clark Corp Kraft LaSalle National Bank Leo Burnett Co. USA Levi Strauss & Co. Locheed Martin Lucent Technologies M&I Data Services Inc. Medtronic Inc. Merck & Co. Inc. Milliken & Co. Inc. Mobil Oil & subsidiaries Monsanto Moodys Investors Service Inc. Moore Corp. Motorola Inc. Nalco Chemical Inc. National Association of Chain Drug Stores National Starch & Chemical Nortel Northern Telecom Northern Trust Corp. Northwestern University PEMEX Gas y Petroquimica Basic PMI Comercio Internacional Pacific Bell Parke Davis & Co. PepsiCo International Phelps Dodge Corp/Phelps Dodge Mining Co. Polaroid Corp. Praxair Inc. Price Waterhouse Coopers Proctor & Gamble Co. Public Service Co. of New Mexico Ralston Purina o. Rhone-Poulenc Agro/Ag Co/Rorer Robert Bosch Corp Roche Laboratories S.C. Johnson Wax/S.C. Johnson & Son Inc. & Subsidiaries SBC Communications Inc. Sears Roebuck & Co. Seminarium Shell Oil & subsidiaries Siemens Corp. SmithKline Beecham Corp. Societe Generale Southern California Gas Co. Southwestern Bell Corp. Sprint Sram Corp State of Wisconsin (Investments) Steelcase Inc. Swiss Bank Corp. TGI Fridays Tektronix Inc. Tennant Co. Teneneco Tetra Pak Inc. U S Cellular Corporation U S Navy U S Postal Service U S West USG Corp Union Carbide Corp Unocal Corp. Van Leer Walt Disney Co. Warner-Lambert Co. Warsaw Institute of Banking Westinghouse Electric Corp. World Presidents Organization Xerox Corp. Zurich Insurance |
Non-University Partnerships | Distance Learning | Top Corporate Customers | Facilities | Back to Top |
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Date of construction |
1979 | Number of classrooms | 8 | Cost | $40,000,000 |
| Comments | On average Kellogg adds approximately 10-20 new open-enrollment programs and custom programs a year. The school recently added to its building. It completed the addition in 1998, adding net one additional classroom (seating 75 students) , 8 study group rooms (including 3 that double as private dining rooms), 1 large dining room (seating 127 people), a staff lounge, offices, and exercise room & kitchen enlargements. Kellogg is futher expanding in the future by adding programs in other parts of the country/world. For example, it has recently conducted or will be conducting non-degree executive programs and custom programs on the West Coast of the U.S. and in Europe and Asia. |
Non-University Partnerships | Distance Learning | Top Corporate Customers | Facilities | Back to Top |