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Certificate in Nonmarket Strategy

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McDonough MBA students have unparalleled opportunity to incorporate the rich resources of Georgetown’s DC location in their studies and to observe and experience up close how business success and principled leadership are shaped by regulatory, political, cultural, and social forces.   Here in DC, the halls of government, corporate and association headquarters, and other locations double as classrooms: McDonough students have the opportunity to attend events on campus and off that feature prominent global figures, to visit federal agencies and DC-based firms and organizations, and to interact directly with business leaders, government officials, policymakers, members of interest groups and industry alliances, and the media.

Throughout the MBA core curriculum students gain fundamental exposure to the nonmarket and understanding of its critical role in strategy.  In the opening term's Structure of Global Industry, students learn how to identify global markets (and related nonmarket factors);  Firm Analysis and Strategy introduces how firms navigate the policy and nonmarket environments; and Business and Policy in a Global Economy presents how internationalization of the firm is a complex decision-making process operating at multiple levels of analysis.

The Certificate coursework provides a unique, structured opportunity to reinforce, enrich, and extend the study of nonmarket strategy.  Through coursework and only-in-DC engagement and interaction, Certificate students benefit from sustained attention to the nonmarket environment from the first day of the MBA program to the last. 

  • Professor John Mayo, STRT 555 The Nonmarket Environment in DC and STRT 556 The Miracle of Markets?

    The Certificate program leverages the strengths of Georgetown in some very innovative ways.  Just outside the Healy gates, we have unparalleled access to political leaders, business leaders, and thought leaders.  What the Certificate is fundamentally about is to broaden students’ perspective and engagement with these leaders and to develop their analytical skills, communications skills, and ability to apply economic analysis and strategy to the world of business, politics, and the larger firm environment.

  • Professor Marcia Mintz, STRT 555 The Nonmarket Environment in DC

    Students’ enthusiasm for the nonmarket study is infectious.  From their applications for admission to the Certificate program to their papers in response to attending nonmarket events and other activities around D.C., students over and over repeat variations on the observation that “this is the reason I chose to attend the McDonough School of Business” and “this is why I came to D.C.”

  • Professor Andrea Hugill, STRT 557 Strategies Beyond the Market

    Politics, regulations, and social movements are all critical considerations for any business today.  Businesses that are savvy to both traditional and nonmarket forces will be best equipped to avoid potential pitfalls as well as capture exciting opportunities for growth.  The nonmarket certificate study gives students the tools to understand and engage with these important aspects of strategy.

  • Professor J. Bradford Jensen, BADM-550 Structure of Global Industry

    Because of the continuing global integration of markets, business leaders – whether their businesses operate internationally or primarily domestically – need to understand how market and nonmarket forces both at home and in other countries affect their business.

  • Professor Jeff Macher, BADM-560 Firm Analysis and Strategy

    The nonmarket strategy course sequence provides a comprehensive understanding of the political, legal, technological and social environments of business. An understanding of how these environments operate and how firms both cooperate and compete in these environments have become necessary conditions for continued firm success.

  • Professor Stephen Weymouth, BADM-600 Business and Policy in a Global Economy

    The most successful businesses are globally engaged. These firms must skillfully navigate a complex policy environment at home and abroad—one shaped by constant nonmarket interactions between business, society and government.