| BUSINESSWEEK ONLINE: B-SCHOOLS: EXECUTIVE EDUCATION: PROFILES
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Pennsylvania State University Smeal College of Business Administration 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) |
55 | 41 | 34% |
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Number of executives attending above programs (not including EMBA or part-time degree programs) |
1642 | 819 | 100% |
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Percent of attending executives who live within 45 miles of the school |
1% | 1% | 0% |
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Percent of attending executives who live or work overseas |
43% | 41% | 4% |
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Total participant days
(total participants x total length of programs) |
14577 | 8499 | 71% |
| Percent of professors with at least 5 years full-time corporate experience | 90% | N/A | N/A |
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Total revenues generated by "nondegree" executive education programs (including open enrollment and custom programs) |
$5,500,000 | $3,500,000 | 57% |
| 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 | 60% | 41% | 46% |
| 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 | 63 | 22 | 186% |
| Total revenues generated from custom programs | $3,300,000 | $1,435,000 | 129% |
| Percent of participants from organizations with whom school has done business for three or more years | 90% | N/A | N/A |
Non-University Partnerships | Distance Learning | Top Corporate Customers | Facilities | Back to Top |
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| Full course title | Executive Management Program | Type of course | General Management | |
| Course length | four weeks - in summer, Aug 20-25, Sept 17-22, Oct 15-20, Nov 12-17 | Class times | full day and evenings/or late afternoons; Saturday |
| Description | The program is designed for upper-middle- and senior-level executives with experience in multiple functional areas. The program fosters a policy-level perspective that helps the executive to think strategically and globally, across the organization and with its alliance partners, to develop and implement successful competitive strategies. Through a process designed to facilitate the broadening of the executive's understanding throughout the four weeks, the opportunity to live and study in an international environment, and optional one-on-one executive coaching, participants are guided to greater levels of strategic thinking and enhanced implementation capabilities. |
| Full course title | Program for Executive Development | Type of course | General Management | |
| Course length | three weeks consecutive | Class times | full days and evenings and/or late afternoon; Saturday one half day |
| Description | This program is designed for high-potential executives with records of achievement in one or two functional areas who are entering general management. The program emphasizes the integrative cross-functional perspective required for success in today's global business environment. With many nations represented in the class, participants learn to operate in a cross-cultural environment. |
| Full course title | Leading with Impact: Linking People, Strategy, Results | Type of course | Strategic Leadership | |
| Course length | 5 days | Class times | full day and evenings |
| Description | Successful leadership requires the ability to assess new market opportunities, to focus the organization's long-term strategic development, and to link people, strategy, and results for competitive advantage. Through close interaction with the faculty, 360 degree feedback, and carefully designed sessions that enable the executive to utilize fellow participants as external consultants, each individual leaves the program having learned the process of strategic thinking and an action plan for gaining results on the job. |
| Full course title | Marketing Strategy in Business Markets | Type of course | Business-To-Business Marketing | |
| Course length | 5 days | Class times | full days and evenings |
| Description | The program is a joint venture with The Smeal College of Business Administration's Institute for the Study of Business Markets. It provides business-to-business marketing knowledge and strategy development. The focus is on value; how to recognize it, define it, and deliver it in a global environment. The program provides a blend of research on the quickly evolving area of business-to-business marketing and practical application of the concepts. |
| Full course title | Designing and Leading Competitive Supply Chains | Type of course | Supply Chain/Logistics/Purchasing | |
| Course length | 5 days | Class times | full days and evenings |
| Description | This program draws on the expertise of The Smeal College's Department of Business Logistics. The program addresses how to develop supply chain systems that support organizational strategy and that enhance the competitive differentiation of the firm. Participants explore strategies and tactics for assessing and empowering component performance, and for creating business results. |
| Full course title | ARAMARK Leadership Initiatives | Type of course | Strategic Organizational Transformation | |
| Course length | Varies by organizational level | Class times | Varies by program |
| Description | Beginning with the CEO and working throughout all levels of the organization, Penn State has designed educational processes closely tied to the strategy of the company to aid in its efforts to be more market oriented. Line of business presidents and vice presidents participate in a six-month process consisting of classroom, 360 degree feedback, and action learning projects assigned by the CEO. The next reporting level participates in a time-phased, two-week classroom and application projects process that addresses the same concepts as the senior program but in terms of how they apply to this level. The school also has consulted with the company to insure alignment of the content of the internal programs for front line and middle managers. |
| Full course title | Teleflex Corporation Strategic Marketing | Type of course | Business-To-Business Marketing | |
| Course length | 4 days | Class times | full days and evenings |
| Description | This program is designed to enhance the strategic marketing capabilities of the senior leadership of the holding company and the subsidiaries to contribute to continued growth. The enormity of the challenge is the result of over 20% annual growth for many years. Participants work on market assessment projects, identifying market opportunities, and creating marketing and financial implementation plans for immediate action after the program. |
| Full course title | Deloitte & Touche Consulting Group/ICS Strategic Business Management | Type of course | General Management | |
| Course length | 4 days | Class times | full days and some evenings |
| Description | The program is designed for partners and senior managing directors responsible for sectors or regions of the business. Given the technical background of the participants, the program focuses on how organizations compete, their strategy development and implementation, and the financial ramifications of business decisions. The executives work in teams throughout the program to apply the concepts to issues of common interest (region, new product development, etc.). |
| Full course title | Financial Analysis for Strategic Management: Balancing Profitability, Growth, and Risk | Type of course | Finance | |
| Course length | 5 days | Class times | full days and evenings |
| Description | The program is designed for general and functional managers who need to make business decisions better aligned with the company strategy and financial policy. It focuses on understanding the demands of the capital markets, the drivers of creating shareholder value, and the financial implications of daily business decisions. |
| Full course title | Mercantile Logistics Inc. Competitive Planning Program | Type of course | Global Strategy/Logistics | |
| Course length | 4 days | Class times | full days and evenings |
| Description | The program brought together the top 26 people of the company to develop a global strategic declarative, identify core competencies, and determine how it would compete globally. The process worked the group through a strategic planning template supported by appropriate classroom segments. Through application of the concepts, challenging by the faculty, and group work, the company left the program with the desired output and a clear communication and worldwide implementation plan. |
Non-University Partnerships | Distance Learning | Top Corporate Customers | Facilities | Back to Top |
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| New courses launched within past 2 years |
Leading w/Impact: Linking People, Strategy, Results Agribusiness Executive Program Designing and Leading Competitive Supply Chains Financial Analysis for Strategic Management: Balancing Profit, Growth, and Risk |
Non-University Partnerships | Distance Learning | Top Corporate Customers | Facilities | Back to Top |
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| Program | Logistics Management Program | Country | Singapore | |
| Partner | National University of Singapore | Year established | 1996 |
| Program | Strategic Business Management Program | Country | Europe (last session held in Belgium) | |
| Partner | Deloitte & Touche Consulting Group/ICS | Year established | 1996 |
| Program | Strategic Marketing Education Program | Country | Europe (last session in France) | |
| Partner | PPG Industries, Inc. | Year established | 1998 |
| Program | Logistics Executive Program | Country | Venezuela | |
| Partner | Petroleos de Venezuela - CIED | Year established | 1997 |
Non-University Partnerships | Distance Learning | Top Corporate Customers | Facilities | Back to Top |
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| Program | None | Partner | None | 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 | Penn State uses the Internet to supplement existing programs, during or after the program. The school has found the face-to-face component of executive education to still be important in developing the working relationships and degree of interchange desired to address critical issues. In its current stage of development, school officials cannot see the technology used as a stand alone medium for the softer skills. |
Non-University Partnerships | Distance Learning | Top Corporate Customers | Facilities | Back to Top |
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Nondegree functional programs |
The Goodyear Tire & Rubber Co.
AT&T Ferro Corporation BP Amoco Corporation Xerox |
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Nondegree general programs |
ARAMARK Corporation
Carpenter Technology Corporation Penske Logistics PPG Industries, Inc. General Public Utilities |
| Custom programs to a single company or consortium |
Petroleos de Venezuela S.A.
AT&T Lucent Technologies Inc. NASA General Motors Corporation |
| Organizations school has done business with for three or more years |
Aeroquip-Vickers, Inc. Air Products and Chemicals, Inc. Alfa Laval Separation Inc. Allentown Cement Company Amoco Chemical Company ARAMARK Business Services AT&T BASF Corporation Bausch & Lomb, Inc. Bayer Corporation Bell & Howell BellSouth Telecommunications, Inc. bioMerieux Vitek, Inc. Bonney Forge Corporation Breeze Industrial Products CAPS Logistics, Inc. Caterpillar Inc. S.C. Johnson Wax Chemical Leaman Tank Lines, Inc. Chevron Services Company China External Trade Development Council China National Offshore Oil Corporation Chrysler Corporation Ciba-Geigy Limited Colgate-Palmolive Company Columbia Gas Transmission Corporation Compaq Computer Corporation Conoco Inc. Deere & Company Du Pont Eastman Kodak Company ESSROC Materials Inc. Exxon Chemical Company Federal Highway Administration Ferro Corporation Florida Power & Light Company Fritz Companies, Inc. General Motors Acceptance Corporation Gerdau Group The Goodyear Tire & Rubber Company GPU Generation, Inc. Hewlett-Packard Company Hong Kong Government IBM Corporation INTRAL Corporation JLG Industries, Inc. Johnson & Johnson Kimberly-Clark Corporation KPMG Peat Marwick Landis & Gyr Powers, Inc. Loctite Corporation Lucent Technologies Inc. M.S. Carriers, Inc. A.P. Moller Manugistics, Inc. McCormick & Company, Inc. Medtronic, Inc. Mercantile Logistics Inc. Mercer Management Consulting Inc. Merck & Co., Inc. Met-Mex Penoles, S.A. de C.V. Mobil Oil Corporation Nabisco, Inc. NASA US National Park Service US Navy NEC America, Inc. Neotropica Foundation New Holland North America, Inc. Nigerian National Petroleum Corporation Nortel Northern Telecom Novartis OCCL, Ltd. Outokumpu American Brass Petroleos de Venezuela S.A. Pennsylvania Department of Transportation Petroleum Company of Trinidad and Tobago Limited Petronas Pfizer, Inc. Philippine National Oil Company Polaroid Corporation PPG Industries, Inc. Sandoz Pharmaceuticals Corporation Sears, Roebuck and Company Strategic Technologies Inc. Texaco Inc. The Kelly-Springfield Tire Company Trinidad & Tobago Unit Trust Corporation Unisys Corporation US Air Force US Fish and Wildlife Service US General Accounting Office US Postal Service US West, Inc. USDA Forest Service Wal-Mart Stores, Inc. Warner-Lambert Company Xerox Corporation |
Non-University Partnerships | Distance Learning | Top Corporate Customers | Facilities | Back to Top |
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Date of construction |
1987 | Number of classrooms | 8 | Cost | N/A |
| Comments | Penn State Executive Programs has dedicated executive classroom facilities adjacent to The Nittany Lion Inn, the public hotel on campus. The school finds this set-up to be optimal and does not foresee any changes. Separately, Penn State Executive Programs has adopted a client relationship management process. Each organization that works with the school is assigned a staff member responsible for developing a close relationship and knowing the competitive issues facing the company. This enables the school to better meet the developmental needs of the participants from that organization. As a result of this process, Penn State is continuously developing new custom offerings or creating new open enrollment programs as the market need arises. |
Non-University Partnerships | Distance Learning | Top Corporate Customers | Facilities | Back to Top |