Udemy – The Complete Online Mba (2025)

Free Download Udemy – The Complete Online Mba (2025)
Published 10/2024
MP4 | Video: h264, 1280×720 | Audio: AAC, 44.1 KHz
Language: English | Size: 22.37 GB | Duration: 37h 35m
Become A Top 1% Business Leader

What you’ll learn
Master Core Management Principles
Analyze Business Problems Using Case Studies
Design and Execute Marketing Strategies
Make Informed Economic and Financial Decision
Optimize Operations and Supply Chains
Lead Organizational Change
Understand and Influence Organizational Behavior
Formulate and Execute Winning Business Strategies
The Most Comprehensive Online MBA Course Available
Based On The Latest Top-Quality Research
Covers All The Same Concepts & Frameworks As The Top Business Schools
Requirements
No Prior Business Experience Needed – Suitable For Both Novices & Business Professionals
Description
The MBA program at Nexus Business Academy provides a comprehensive foundation in essential business and management principles, designed for aspiring leaders and business professionals. This course covers key functional areas such as management, finance, marketing, and operations, while emphasizing ethical leadership and social responsibility. You will explore both theoretical frameworks and practical case studies, gaining hands-on experience in solving real-world business problems. The course begins with the foundations of management and gradually moves into more advanced topics like economics, accounting, and strategic management. With an emphasis on developing critical thinking and leadership skills, the course also addresses emerging business trends such as corporate social responsibility (CSR), digital marketing, and the challenges of managing change in a dynamic global environment. Upon completion, you will have the analytical tools and strategic insight needed to excel in any business context.The course features the latest top-level research and business trends, and covers both theoretical concepts and frameworks, as well as a wide variety of examples to illustrate the theory in practice – including case studies from the most succesfull businesses.This course is perfect for anyone seeking a well-rounded understanding of modern business practices, with the flexibility of learning at their own pace. Start your journey to become a top 1% business leader today!
Overview
Section 1: Introduction
Lecture 1 Introduction
Lecture 2 1.1.2 Functions of Management
Lecture 3 1.1.3 Key tasks and responsibilities of managers
Lecture 4 1.1.4 Key tasks and responsibilities of managers – Example
Lecture 5 1.2.1 Planning as a management function
Lecture 6 1.2.2 Strategic Planning
Lecture 7 1.2.3 Strategic Planning – Example
Lecture 8 1.2.4 The process of Strategic Planning
Lecture 9 1.2.5 Types of Plans
Lecture 10 1.2.6 Types of Plans – Example (Google)
Lecture 11 1.3.1 Organizational Structure – Key Concepts
Lecture 12 1.3.2 Organizational Structure – Types of Organizations
Lecture 13 1.3.3 Organizational Structure – Strategies for Organizational Design
Lecture 14 1.4.1 Leadership as a Management Function
Lecture 15 1.4.2 Leadership Styles
Lecture 16 1.4.3 Theories of Motivation
Lecture 17 1.4.4 Leadership – Case study: Apple
Lecture 18 1.5.1 Controlling as a management function
Lecture 19 1.5.2 Financial and Managerial Controls
Section 2: Module 2 – Ethics, CSR (Corporate Social Responsibility) & Sustainability
Lecture 20 2 – Introduction
Lecture 21 2.1.1 The relevance of business ethics
Lecture 22 2.1.2 Case study: Enron
Lecture 23 2.2.1 Main Ethical Theories
Lecture 24 2.2.2 Ethical Theories: Example I
Lecture 25 2.2.3 Ethical Theories: Example II
Lecture 26 2.2.4 Case study: Patagonia
Lecture 27 2.3.1 Corporate Social Responsibility (CSR)
Lecture 28 2.3.2 Caroll’s Pyramid
Lecture 29 2.3.3 The Shared Value Model
Lecture 30 2.4.1 Stakeholder Identification and Engagement
Lecture 31 2.4.2 Stakeholder Mapping
Lecture 32 2.4.3 Stakeholder Mapping: Exercise
Lecture 33 2.4.4 Stakeholder Engagement Plan
Lecture 34 2.4.5 Case study: Starbucks
Lecture 35 2.5.1 CSR and Environmental Responsibility
Lecture 36 2.5.2 Business Strategies for Sustainability
Lecture 37 2.5.3 Case study: Interface Inc.
Lecture 38 2.6.1 Social Responsibility
Lecture 39 2.6.2 Global Ethics and CSR
Lecture 40 2.6.3 Case study: Apple and Foxconn
Lecture 41 2.7.1 Integrating Ethics and CSR
Lecture 42 2.7.2 Case study: IKEA
Section 3: Module 3 – Economics for Managers
Lecture 43 3.1.1 Basic Economic Concepts for Managers
Lecture 44 3.1.2 Marginal Analysis
Lecture 45 3.1.3 The Role of Economic Thinking for Managers
Lecture 46 3.1.4 Overview of the Decision-Making Process in Business
Lecture 47 3.1.5 Overview of the Decision-Making Process in Business – An Example
Lecture 48 3.1.6 Demand & Supply and Price Elasticity
Lecture 49 3.1.7 Case study: Uber’s Dynamic Pricing
Lecture 50 3.2.1 Consumer Choice and Utility Maximization
Lecture 51 3.2.2 Consumer Choice Theory – Budget Constraints
Lecture 52 3.3.3 Consumer Choice Theory – Indifference Curves
Lecture 53 3.3.4 Consumer Choice Theory – Case study: Starbucks
Lecture 54 3.3.5 Production Functions and the Law of Diminishing Returns
Lecture 55 3.3.6 Short and long-run costs
Lecture 56 3.3.7 Short and long-run costs – Example
Lecture 57 3.3.8 Pricing – Case study: Southwest Airlines
Lecture 58 3.4.1 Market Structures
Lecture 59 3.5.1 Demand and Supply in the Labour Markets
Lecture 60 3.5.2 Labour Markets – Wage Differentials
Lecture 61 3.6.1 Government Intervention in Business
Lecture 62 3.6.2 Monetary Policy Tools
Lecture 63 3.6.3 Monetary Policy – Case study: Quantitative Easing
Lecture 64 3.7.1 Macro-economic Indicators
Lecture 65 3.7.2 Business Cycles and Economic Indicators
Lecture 66 3.7.3 Business Cycles and Economic Indicators – Example
Lecture 67 3.7.4 Business Cycles and Economic Indicators – Case study: Automobile Manufactu
Lecture 68 3.8.1 Comparative and Absolute Advantage
Lecture 69 3.8.2 Exchange Raters, Balance of Payments, Trade Policies
Lecture 70 3.8.3 Exchange Rates – Example
Lecture 71 3.8.4 Balance of Payments – Example
Lecture 72 3.8.5 Trade Policies – Example
Lecture 73 3.9.1 Current Economic Developments
Lecture 74 3.9.2 Future Economic Trends
Section 4: Module 4 – Financial Management
Lecture 75 4.1.1 Accounting Basics
Lecture 76 4.1.2 The Accounting Equation
Lecture 77 4.1.3 The Accounting Equation – Example
Lecture 78 4.1.4 Types of Assets
Lecture 79 4.1.5 The Double-Entry Bookkeeping System
Lecture 80 4.1.6 Types of Financial Statements
Lecture 81 4.1.7 The Balance Sheet
Lecture 82 4.1.8 The Income Statement
Lecture 83 4.1.9 The Cash Flow Statement
Lecture 84 4.2.1 The Balance Sheet – Example (Apple)
Lecture 85 4.2.2 The Income Statement – Example (Apple)
Lecture 86 4.2.3 The Cash Flow Statement – Example (Apple)
Lecture 87 4.2.4 The Balance Sheet – Exercise
Lecture 88 4.2.5 The Income Statement – Exercise
Lecture 89 4.2.6 The Cash Flow Statement – Exercise
Lecture 90 4.3.1 Financial vs Managerial Accounting
Lecture 91 4.3.2 Overview of Managerial Accounting Methods
Lecture 92 4.3.3 Cost Types (Fixed, Variable and Semi-Variable Costs)
Lecture 93 4.3.4 Managerial Accounting – Cost Analysis
Lecture 94 4.3.5 Managerial Accounting – Cost Variance Analysis
Lecture 95 4.3.6 Managerial Accounting – Activity-based Costing
Lecture 96 4.3.7 Performance Metrics
Lecture 97 4.3.8 The Balanced Scorecard
Lecture 98 4.3.9 The Balanced Scorecard – Example
Lecture 99 4.3.10 Case study: Cost Management at Coca Cola
Lecture 100 4.4.1 Cost-volume Profit Analysis (Break-even and Margin of Safety)
Lecture 101 4.4.2 Break-even Point and Margin of Safety – Example
Lecture 102 4.4.3 Budgeting Techniques
Lecture 103 4.4.4 Budgeting Techniques – Example
Lecture 104 4.4.5 Forecasting Techniques
Lecture 105 4.4.6 Budget Preparation
Lecture 106 4.4.7 Budget Preparation – Example
Lecture 107 4.5.1 Capital Budgeting – Overview
Lecture 108 4.5.2 Capital Budgeting – Key Concepts
Lecture 109 4.5.3 Capital Budgeting – Example
Lecture 110 4.5.4 Case study: Tesla’s Gigafactories
Lecture 111 4.6.1 Types of Funding
Lecture 112 4.6.2 Short vs Long-term Financing
Lecture 113 4.6.3 Financing Strategies – Case study: Starbucks
Lecture 114 4.7.1 Business Valuation – Introduction
Lecture 115 4.7.2 Overview of Business Valuation Methods
Lecture 116 4.7.3 Discounted Cash Flow (DCF) Method – Example
Lecture 117 4.7.4 Capitalization of Earning Method – Example
Lecture 118 4.7.5 Comparable Company Analysis (CCA) Method – Example
Lecture 119 4.7.6 Precedent Transaction Analysis (PTA) Method – Example
Lecture 120 4.7.7 Adjusted Book Value Method – Example
Lecture 121 4.7.8 Liquidation Value Method – Example
Lecture 122 4.7.9 Factors and Challenges in Business Valuation
Section 5: Module 5 – Marketing Management
Lecture 123 5.1.1 Foundations of Marketing Management
Lecture 124 5.1.2 The Marketing Mix (4P’s)
Lecture 125 5.1.3 Marketing Basics – Definition and Scope
Lecture 126 5.1.4 The Purchase Funnel
Lecture 127 5.1.5 The Customer Journey – Overview
Lecture 128 5.1.6 The Customer Journey – Awareness Stage – Key Strategies
Lecture 129 5.1.7 The Customer Journey – Interest Stage – Key Strategies
Lecture 130 5.1.8 The Customer Journey – Consideration Stage – Key Strategies
Lecture 131 5.1.9 The Customer Journey – Purchase Stage – Key Strategies
Lecture 132 5.1.10 The Customer Journey – Post-Purchase Stage – Key Strategies
Lecture 133 5.1.11 The Customer Journey – Advocacy Stage – Key Strategies
Lecture 134 5.1.12 Developing a Customer Journey Map
Lecture 135 5.1.13 The Customer Journey – Examples (Amazon and Spotify)
Lecture 136 5.1.14 Case Study – Nike’s Marketing Success
Lecture 137 5.2.1 Developing Marketing Strategies
Lecture 138 5.2.2 Case study: Tesla’s Market Segmentation
Lecture 139 5.3.1 What Drives Consumer Decisions?
Lecture 140 5.3.2 The Consumer’s Buying Process
Lecture 141 5.3.2 Case study: Apple’s Marketing Strategies
Lecture 142 5.4.1 Market Research
Lecture 143 5.4.2 Primary Research Tools – Advantages & Disadvantages
Lecture 144 5.4.3 Primary Research Tools – Key considerations
Lecture 145 5.4.4 Market Research – Example & Exercise
Lecture 146 5.5.1 Digital Marketing – Key Elements
Lecture 147 5.5.2 Developing a Digital Marketing Plan – Exercise
Lecture 148 5.5.3 Analyzing and Leveraging Consumer Data
Lecture 149 5.6.1 Product Lifecycle Management
Lecture 150 5.6.2 Product Lifecycle Management – Example I: Blackberry
Lecture 151 5.6.3 Product Lifecycle Management – Example II: Apple
Lecture 152 5.6.4 Brand Management
Lecture 153 5.6.5 Brand Management – Case study: Coca Cola
Lecture 154 5.7.1 Pricing Models
Lecture 155 5.8.1 Additional Topics in Marketing
Lecture 156 5.8.2 Integrated Marketing Communications
Lecture 157 5.8.3 International Marketing
Lecture 158 5.8.4 Ethical Marketing Practices
Section 6: Module 6 – Operational & Supply Chain Management
Lecture 159 6.1.1 Operational Management – Basic Elements
Lecture 160 6.1.2 Operational Management – Scope
Lecture 161 6.1.3 Operational Excellence
Lecture 162 6.1.4 Operational Excellence – Case study: Walmart
Lecture 163 6.2.1 Production Planning & Control
Lecture 164 6.2.2 Production Methods – Job Production
Lecture 165 6.2.3 Production Methods – Batch Production
Lecture 166 6.2.4 Production Methods – Flow Production
Lecture 167 6.2.5 Production Methods – Project Production
Lecture 168 6.2.6 Capacity Planning
Lecture 169 6.2.7 Capacity Planning – Example (and Relevant Software)
Lecture 170 6.2.8 Facility Layout & Design
Lecture 171 6.2.9 Case study: Toyota’s Production Process
Lecture 172 6.3.1 Inventory Management – Types of Inventory
Lecture 173 6.3.2 Inventory Management – Functions
Lecture 174 6.3.3 Inventory Control Techniques
Lecture 175 6.3.4 Inventory Control Techniques – Economic Order Quantity
Lecture 176 6.3.5 Inventory Control Techniques – Just-in-time (JIT) management
Lecture 177 6.3.6 Inventory Control Techniques – Safety Stock
Lecture 178 6.3.7 Inventory Management – Example Case
Lecture 179 6.4.1 Quality Management
Lecture 180 6.4.2 Performing Quality Management
Lecture 181 6.4.3 ISO Standards
Lecture 182 6.4.4 ISO Standards – Example: Internal ISO 90001 Audit
Lecture 183 6.4.5 Six Sigma – Core Principles
Lecture 184 6.4.6 Six Sigma – DMAIC Process
Lecture 185 6.4.7 Six Sigma in Practice
Lecture 186 6.4.8 TQM (Total Quality Management) – Core Principles
Lecture 187 6.4.9 TQM In Practice
Lecture 188 6.4.10 Six Sigma vs TQM – A Comparison
Lecture 189 6.5.1 Supply Chain Management – Foundations
Lecture 190 6.5.2 Suppy Chain Management – Key Components
Lecture 191 6.5.3 Supply Chain Management – Key Strategies
Lecture 192 6.5.4 Supply Chain Management – Case study: Li & Fung
Lecture 193 6.5.5 Supply Chain Management – Technological Developments
Lecture 194 6.5.6 Supply Chain Management – Case study: Walmart’s Blockchain Technology
Lecture 195 6.6.1 Risk Identification in Supply Chain Management
Lecture 196 6.6.2 Risk Assessment
Lecture 197 6.6.3 Rumsfeld Risk Matrix
Lecture 198 6.6.4 Risk Management in Supply Chains – The Kraljic Matrix
Lecture 199 6.6.5 Risk Mitigation Strategies in Supply Chain Management
Lecture 200 6.6.6 Dealing with Uncertainty in the Supply Chain
Lecture 201 6.6.7 Case study: COVID-19 the Global Supply Chain
Lecture 202 6.7.8 Developing a Risk Mitigation Strategy for Supply Chains – Exercise (Pt 1)
Lecture 203 6.6.8 Developing a Risk Mitigation Strategy for Supply Chains – Exercise (Pt 2)
Lecture 204 6.7.1 Developing Supply Chain Management Plan – Exercise (Part 1)
Lecture 205 6.7.2 Developing Supply Chain Management Plan – Exercise (Part 2)
Section 7: Module 7 – Leadership, Teamwork & Change Management
Lecture 206 7.1.1 Leadership Foundations
Lecture 207 7.1.2 Reflections on Leadership
Lecture 208 7.1.3 Core Theories on Leadership
Lecture 209 7.1.4 The Leader as a Coach
Lecture 210 7.1.6 The Leader as a Coach – The GROW Model
Lecture 211 7.1.7 The Leader as a Coach – The GROW Model (Example)
Lecture 212 7.1.8 Leadership Case Study: Ernest Shackleton’s Survival on Antartica
Lecture 213 7.1.9 Leadership – Example Scenario I
Lecture 214 7.1.10 Leadership – Example Scenario II
Lecture 215 7.1.11 Leadership – Example Scenario III
Lecture 216 7.2.1 Understanding Diversity
Lecture 217 7.2.2 Leading Diverse Teams – Best Practices
Lecture 218 7.2.3 Leading Diverse Teams – Common Pitfalls
Lecture 219 7.2.4 Geert Hofstede’s Cultural Dimensions Theory
Lecture 220 7.3.1 Conflict Resolution Techniques
Lecture 221 7.3.2 Thomas Killman Model for Conflict Resolution
Lecture 222 7.3.3 Conflict Resolution – Scenario I
Lecture 223 7.3.4 Conflict Resolution – Scenario II
Lecture 224 7.4.1 Teamwork – Basics
Lecture 225 7.4.2 High Performance Teams – Key Ingredients
Lecture 226 7.4.3 Tuckman’s Stages of Group Development
Lecture 227 7.4.4 Belbin’s Team Roles
Lecture 228 7.4.5 Social Identity Theory and Team Identities
Lecture 229 7.5.1 Change Management – Basics
Lecture 230 7.5.2 Kubler-Ross Change Curve
Lecture 231 7.5.3 Lewin’s 3-stage Change Model
Lecture 232 7.5.4 McKinsey’s 7-S Change Framework
Lecture 233 7.5.5 McKinsey’s 7-S Change Framework – Application
Lecture 234 7.5.6 Kotter’s 8-stage Change Model
Lecture 235 7.5.7 Kotter’s 8-stage Change Model – Application
Lecture 236 7.5.8 Comparison of Change Models
Lecture 237 7.5.9 Case study: Change at Microsoft
Lecture 238 7.5.10 Case study: Change at Tata Motors
Lecture 239 7.5.11 Change Management Scenario I (Lewin’s 3-stage Model)
Lecture 240 7.5.12 Change Management – Scenario II (McKinsey’s 7-S Model)
Lecture 241 7.5.13 Change Management – Scenario III (Kotter’s 8-stage Model)
Section 8: Module 8 – Organizational Behavior
Lecture 242 8.1.1 Organizational Behavior – Definition and Scope
Lecture 243 8.1.2 The IPO (Input – Process – Output) Model for Organizational Behavior
Lecture 244 8.1.3 Models of Organizational Behavior
Lecture 245 8.2.1 Personality Traits and the Workplace
Lecture 246 8.2.2 Personality and Its Broader Impact on the Workplace
Lecture 247 8.2.3 Attitudes and Job Performance
Lecture 248 8.2.4 Understanding Individual Perception
Lecture 249 8.2.5 Perception and Its Impact on the Workplace
Lecture 250 8.3 Workshop – Performance Management
Lecture 251 8.4 Workshop – Employee Engagement
Lecture 252 8.5 Workshop – Burnout in the Workplace (and How to Manage & Prevent It)
Lecture 253 8.6.1 Sources and Types of Power in Organizations
Lecture 254 8.6.2 Understanding Organizational Politics
Lecture 255 8.6.3 Navigating Organizational Politics – Best Practices
Lecture 256 8.6.4 Ethical Dilemmas in Business
Lecture 257 8.6.5 Main Ethical Theories (Recap)
Lecture 258 8.6.6 Developing Moral Leadership
Lecture 259 8.6.7 Establishing and Implementing a Code of Conduct
Lecture 260 8.7.1 Understanding Organizational Culture
Lecture 261 8.7.2 Organizational Socialization
Lecture 262 8.7.3 The Stages of Organizational Socialization
Lecture 263 8.7.4 The Role of Leaders in Shaping Organizational Culture
Lecture 264 8.7.5 Types of Organizational Culture
Lecture 265 8.7.6 Building a Positive Work Environment
Lecture 266 8.7.7 Changing an Organizational Culture
Lecture 267 8.7.8 Case study: Google’s Organizational Culture
Section 9: Module 9 – Strategic Management
Lecture 268 9.1.1 What is strategy?
Lecture 269 9.1.2 Strategy as a Dynamic Process
Lecture 270 9.1.3 The Strategic Management Process
Lecture 271 9.2.1 Analyzing the External Environment – The Value Stick
Lecture 272 9.2.2 Analyzing the External Environment – PESTEL analysis
Lecture 273 9.2.3 Analyzing the External Environment – Porter’s Five Forces
Lecture 274 9.2.4 Porter’s Five Forces – Strategic Implications
Lecture 275 9.2.5 Assessing Competition – The Four Corners Model
Lecture 276 9.2.6 Blue Ocean Strategy
Lecture 277 9.2.7 Blue Ocean Strategy – Value Innovation
Lecture 278 9.2.8 Blue Ocean Strategy – Strategy Canvas
Lecture 279 9.3.1 Analyzing the Internal Environment
Lecture 280 9.3.2 The VRIO framework
Lecture 281 9.3.3 The Value Chain
Lecture 282 9.3.3 The Value Chain – Using the Value Chain
Lecture 283 9.3.4 Product Portfolio Analysis
Lecture 284 9.2.5 Product Portfolio Analysis – the BCG Matrix
Lecture 285 9.3.6 Product Portfolio Analysis – The ADL Matrix
Lecture 286 9.3.7 Product Portfolio Analysis – The GE-McKinsey Matrix
Lecture 287 9.3.8 Product Portfolio Analysis – Ansoff Matrix
Lecture 288 9.3.9 Comparison of Product Portfolio Analysis Tools
Lecture 289 9.3.10 Core Competencies
Lecture 290 9.3.11 Core Competencies – Leveraging Competitive Advantage
Lecture 291 9.3.12 Core Competencies – (Un)related Diversification
Lecture 292 9.3.13 The SWOT framework
Lecture 293 9.3.14 The SWOT framework – Example (Netflix)
Lecture 294 9.4.1 Strategic Planning
Lecture 295 9.4.2 Forecasting & Backcasting
Lecture 296 9.4.3 Forecasting & Backcasting – Example
Lecture 297 9.4.4 Scenario Planning
Lecture 298 9.4.5 Establshing a Vision and Mission
Lecture 299 9.4.6 Strategic Planning – The OGSM framework
Lecture 300 9.5.1 Strategy Formulation
Lecture 301 9.5.2 Corporate-level Strategy
Lecture 302 9.5.3 Business-level Strategies
Lecture 303 9.5.4 Functional-level Strategies
Lecture 304 9.5.5 International Strategies
Everyone with an interest in business: from aspiring Business Leaders to Business Professionals
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