Est. 1986

Earn an MBA in just 3 days? Well, almost.
But it’s the next best thing.
This program really does pretty much mirror and offer the distilled essence of the MBA course of study in just a few days, rather than the typical two-year course of study at most accredited graduate business schools.

This program is ideal for those who simply cannot attend or choose not to pursue an MBA program,
even on a part-time basis, due to the demands of time away from the office and loved ones.
And, the training policies of companies vary widely. Some spend generously to develop their employees,
while others spend virtually nothing, relegating employees to learn without proper guidance "on the job."
However, in order to be effective (and in order to help make their firms more competitive),
these managers need to learn the concepts, formulas, skills and vocabulary that are associated with ....
the MBA.

An unexpected and important opportunity confronts participants of the MBA IN A NUTSHELL® program somewhere along the line: After having participated for only 3 days or less, they may realize that they have already learned what they need to know and that they really don’t need to pursue the MBA degree after all. And for those individuals who experience MBA IN A NUTSHELL® and nonetheless choose to attend graduate school in their quest for the MBA credential, many have reported that they were already familiar with the bulk of the material presented to them in their B-school classes, because it had been introduced to them during the MBA IN A NUTSHELL® experience. They shared that Dr. Sobel had covered valuable "off the record" material that had application in the "real world," while their university professors tended not to stray much from their textbook curriculum.

MBA IN A NUTSHELL® was created in 1986, and has since been presented to thousands of professional and business people in North America, South America, the Caribbean, Europe, Asia, Africa, and Australasia.
The program was inspired by a couple of seemingly unrelated influences: the anecdotal reports of business school graduates that only about 10 percent of the MBA curriculum was perceived as useful and practical on a day-to-day basis, and the accelerated learning method employed by the U.S. military’s Officer Candidate School.

This program includes the same formulas, concepts, theories, and jargon including "buzzwords" as found in an actual MBA program (minus the painfully dull and useless stuff that students typically must suffer through to get past final exams, and then, having passed, forget the stuff and never use it again). This unique, valuable and enjoyable experience incorporates an easy-to-read 298-page text and after-class desk reference, an actual case study from an Ivy League business school, a CD-ROM so that the learner can "experiment" after class by plugging raw numbers into formulas and getting familiar and "hands on" with the various problem solving methods, and a certificate suitable for framing.

By the end of the MBA IN A NUTSHELL® experience, one gets
"the big picture," in addition to having learned various useful formulas, concepts, theories, and jargon. In other words, one gains
capabilities and some "polish" along the way, as well in just 3 days. Nonetheless, the individual gets
to understand how it all comes together.

Oh, the cost? The typical reaction, when informed of the program’s actual price tag, usually involves the following five steps:

1. "Excuse me, but I must have misheard you.
    Would you mind repeating that figure?"
2. The $ figure is repeated.
3. The questioner raises his/her eyebrows, then .... smiles
4. pauses
5. and asks, "Really?"

You will learn key concepts and skills associated with a first-rate, Ivy League MBA program.
This will help you to function more effectively in an organizational environment,
improve important managerial skills and increase your contribution to your company.

You will leave MBA IN A NUTSHELL^® with a solid grounding in the various business disciplines, including:

Marketing & Product Management

• Customer Service and Customer Focus
• Dimensions of Buyer Perception
• Cognitive Dissonance
• Post-purchase Dissonance
• 4 Ps: The Marketing Mix
• Dimensions of Market Segmentation
• Marketing Strategies
• Product Positioning
• Direct Response Marketing
• Cyber-marketing
• Sales & Sales Management

• Risk Management
• Financial Statements
• Activity-Based Costing (ABC)
• Tax Reduction Considerations
• Depreciation
• Depletion & Amortization
• Internal Control
• Budgets
• Improving Cash Flow
• Discounting Cash Flow
• Investment Appraisal Methods
• Key Financial Ratios
• Economic Profit (e.g. EVA®)
• Funding
• Some Equity Terms

• Motivation & Compensation
• Communication
• Economies of Scale (including Roll-ups and Build-ups)
• Crossover Analysis
• Linear Programming
• Network Analysis
• The Pareto Principle
• Queuing Theory
• Economic Order Quantity (EOQ) and Reorder Point (ROP)
• Management Style
• Personality Type
• Total Quality Management (TQM)
• Six Sigma®
• Re-engineering
• Yield Management
• Crisis Management
• Diversity & Discrimination

• Practical and "Political" Applications
• Key Statistical Measures
• Regression Analysis
• Time Series Analysis
• Parametric/Non-Parametric Statistical Methods

• Macroeconomics
• Employment
• Money Supply and Its Velocity
• Fiscal Policy Versus Monetary Policy
• Microeconomics
• Supply and Demand
• Diminishing Marginal Utility
• Diminishing Returns
• Comparative Advantage
• Zero Sum Game
• Satisficing
• Creative Destruction
• Globalization

• Artificial Intelligence
• Electronic Data Interchange (EDI)
• Telephony and Satellite/Wireless
• Smart Card
• Virtual Reality
• Management Information Systems
• The High-Tech Challenge to Management
• Progress Through Technology
• The “Politics” of IT

• Formulation of Ethical Standards
• Corporate Guidelines & Models
• Normative vis-á-vis Meta-ethical Perspectives
• Cross-cultural Considerations
• Application to Specific Issues
• Contracts
• Alternative Dispute Resolution (ADR)

• Objectives, Strategies and Tactics
• Establishing Corporate Objectives
• Creating the Strategic Plan
• Evaluating the Strategic Plan
• Game Theory
• Forecasting Methods
• Balanced Scorecard
• Variance Analysis

• Criteria & Self-analysis regarding job mobility (e.g., Should you get a new job or career?)
• Criteria & Self-analysis regarding professional development (e.g., Do you really need an MBA?)
• Little-known, yet powerful educational alternatives to the MBA Degree, special skills in great demand, and other important tips.

To register or for more information please contact Marion Marx at marionmarx@MiloSobel.com,
telephone (203) 226-2205, facsimile (203) 226-2204.

Thank you.