Cover image for The ten-day MBA
The ten-day MBA
Silbiger, Steven.
Personal Author:
First edition.
Publication Information:
New York : W. Morrow, [1993]

Physical Description:
378 pages : illustrations ; 24 cm
Format :


Call Number
Material Type
Home Location
Item Holds
HF5351 .S577 1993 Adult Non-Fiction Central Closed Stacks

On Order

Reviews 2

Publisher's Weekly Review

Can MBA programs be compressed, allowing a reader to ``get at least $20,000 of MBA education at 99 percent of the list price,'' as the author promises? Silbiger, a Philadelphia marketing manager, claims that ``one can grasp the fundamentals of an MBA without losing two years of wages.'' Unfortunately, the constraints of his questionable methodology of ``if this is Wednesday, it must be organizational behavior'' result in some topics being scanted. While Silbiger's coverage of marketing, economics and strategy is cogent, his treatments of accounting, quantitative analysis and finance are pallid. Business law and labor relations are ignored altogether; Silbiger's thoughts on ethics, negotiating and international business are superficial. (Nov.) (c) Copyright PWxyz, LLC. All rights reserved

Library Journal Review

Silbiger, who is both an MBA and a CPA, aims to give the reader 40 percent of a two-year MBA program in ten days--a chapter per day. Whether or not one agrees with his premise, this book will prove to be a handy desk reference for potential and current MBAs, along with business people in general. Written in a clear and lively style, the ten chapters provide a basic framework for the essential business courses: marketing, ethics, accounting, organizational behavior, quantitative analysis, finance, operations, economics, and strategy. Each chapter outlines the topics to be covered and ends with ``key takeaways''--the buzzwords and theories the text has described--defined in a line or two. A useful lexicon of abbreviations leads the reader back to the explanation of each concept. Recommended for public and academic libraries with business collections.-- Mary Chatfield, Angelo State Univ. Lib., San Angelo, Tex. (c) Copyright 2010. Library Journals LLC, a wholly owned subsidiary of Media Source, Inc. No redistribution permitted.



The Ten-Day Mba A Step-by-Step Guide to Mastering the Sk Chapter One Marketing Marketing Topics: The 7 Steps of Marketing Strategy Development The Buying Process Segmentation Product Life Cycle Perceptual Mapping Margins The Marketing Mix and the 4 P's Positioning Distribution Channels Advertising Promotions Pricing Marketing Economics A scene from the boardroom of Acme Corporation: Director: Every time we do our annual review of our execu-tives' salaries, I cringe when I think that we are paying more to Jim Mooney, our vice-president of marketing fromOhio State, than to our company's president, Hank Bufford from Harvard. I just don't understand it. Chairman of the board: What don't you understand? With-out Jim's sales we wouldn't need a president-or anyone else for that matter! Marketers see the world like the chairman of Acme. As renowned Professor Philip Kotler of the Kellogg School at Northwestern teaches, marketing comes first. Marketing integratesall the functions of a business and speaks directly to the customer through advertising, salespeople, and other marketing activities. Marketing is a special blend of art and science. There is a great deal to be learned in marketing classes, but no amount of schooling can teach you the experience, the intuition, and thecreativity to be a truly gifted marketer. That's why those with the gift are so highly paid. Formal education can only provide MBAs with a framework and a vocabulary to tacklemarketing challenges. And that is the goal of this chapter and of the numerous expensive executive seminars conducted by the leading business schools. The top schools prepare their students for executive marketing positions-in spite of the fact that their first jobs will likely be as lowly brand assistants at large food or soap companies.Therefore, the core curriculum stresses the development of full-fledged marketing strategies instead of the technical expertise needed on an entry-level job out of MBA school. Numbers-oriented students tend to view marketing as one of the "soft" MBA disciplines. In fact, marketers use many quantitative or "scientific" techniques to develop and evaluatestrategies. The "art" of marketing is trying to create and implement a winning marketing plan. There are literally an infinite number of possibilities that may work. McDonald's, BurgerKing, Wendy's, Hardee's, and White Castle successfully sell burgers, but they all do it in different ways. Because there are no "right" answers, marketing classes can provide studentswith either an opportunity to show their individual flair, or many hours of frustration as they try to come up with creative ideas. Marketing was my favorite subject. It was fun cookingup ideas for discussion. My B-school buddies still kid me about the time I proposed to the class that Frank Perdue introduce a gourmet chicken hot dog. The Marketing Strategys Process The marketing process is a circular function. Marketing plans undergo many changes until all the parts are internally consistent and mutually supportive of the objectives. All aspectsof a proposal need to work together to make sense. It is very easy to get one part right, but an internally consistent and mutually supportive marketing plan is a great accomplishment.It's a seven-part process. 1. Consumer Analysis 2. Market Analysis 3. Review of the Competition and Self 4. Review of the Distribution Channels 5. Development of a "Preliminary" Marketing Mix 6. Evaluation of the Economics 7. Revision and Extension of Steps 1-6 until a consistent plan emerges... The Ten-Day Mba A Step-by-Step Guide to Mastering the Sk . Copyright © by Steven Silbiger. Reprinted by permission of HarperCollins Publishers, Inc. All rights reserved. Available now wherever books are sold. Excerpted from The Ten-Day MBA: A Step-by-Step Guide to Mastering the Skills Taught in America's Top Business Schools by Steven Silbiger All rights reserved by the original copyright owners. Excerpts are provided for display purposes only and may not be reproduced, reprinted or distributed without the written permission of the publisher.