Posts by Niomie
At London Business School, we are committed to ensuring our students are motivated, better prepared and of an incredibly high standard.
GMAT (or GRE) are entry requirements for a number of our programmes, which you can opt to take prior to selecting your School or programme or as part of the application process.
If you haven’t yet taken your test, then we’d like to offer you some help with your preparation.
Let’s start with a couple of sample questions so you can get a feel of what to expect. ‘Show Answer’ will show you the best way to work out the answer.
At a restaurant, you must choose an appetizer, a main course, and a dessert. If there are 2 possible appetizers, 3 possible main courses, and 5 possible desserts, how many different meals could you order?
a) 60 b) 30 c) 10 d) 6 e) 3
Many people believe that gold and platinum are the most valuable commodities. To the entrepreneur, however, gold and platinum are less valuable than opportunities that can enable him to further enrich himself. Therefore, in the world of high finance, information is the most valuable commodity.
The author of the passage above passage makes which of the following assumptions?
a) Gold and platinum are not the most valuable commodities
b) Entrepreneurs are not like most people
c) The value of information is incalculably high
d) Information about business opportunities is accurate and will lead to increased wealth
e) Only entrepreneurs feel that information is the most valuable commodity
Like anything in life, if you practice enough, you’ll get it right. If you didn’t choose answer (b) and (d) to the questions above, it may well be that you need more practice before sitting your GMAT. We hope the below features will help you to score GMAT success.
Good luck and best wishes!!
London Business School’s second MOOC will start tomorrow 7 October, with the title Brand Management: Aligning Business, Brand and Behaviour. This new Massive Open Online Course (MOOC). A certificate of completion can also be acquired for a nominal fee.
Led by brand expert Nader Tavassoli, Professor of Marketing, discover how a brand sustains itself in this hyper-connected, global, digital world with the alignment of business, brand and behaviour – the three Bs.
Challenge your perception of traditional brand thinking and gain insights in five key areas:
- Learn how to build brands from a broad organisational perspective – do you have the right structure and processes in place to deliver the brand promise?
- Manage a brand-led culture change with human resource practices at the core
- Build brands within multi-brand companies, across cultures and geographies
- Measure brand health in new ways, both internally and externally – how smart are your metrics?
- Value and capture returns on brands across the organisation. Introduce the new concept of employee-based brand equity.
Read more about the course and sign up here.
We recently held a Q&A session on LinkedIn with Nader Tavassoli, who answered questions in relation to the upcoming course and around the theme of branding. Some of the highlights were.
Ian: Nader – some say “a brand is a promise” but promises get broken (trust me I know this is a fact), should we use another word to describe a brand – other than brand obviously?!
Mike: Nader – one of my favourite descriptions of what a brand REALLY is (as opposed to what’s ‘promised’) is ‘It’s like what people say about you after you’ve left the room’. How could this thought apply to any of your MOOC content? Is there a way that those perceptions of a brand can, for instance, be instilled by employees?
Nader: “From the firm’s perspective, a brand is an identity or trademark. From the customer’s perspective it is an image, or a set of associations that are linked to this trademark in the mind. A strong brand is one where the relevant audience has high awareness of the identity and a set of positive associations linked to this.
In relation to this, Ian mentions the word “brand promise”. This comes both from the firm – in terms of the customer value proposition communicated, sometimes even by the name itself (e.g., “Mr. Clean” or “Shop ‘n Save”) but what really matters is what customers expect, and this is probably more based on past experiences – including with other brands and categories – and word-of-mouth.”
Doug:What are some innovative things that companies can do to make sure that their external brand promise authentically reflects their internal core values?
Nader:Doug also mentions the “brand promise” and how this relates to internal core values. Whether you are in services or packaged goods, B2B or B2C, the values and internal eventually shine through. You will see that the sub-culture of the Dove and Axe team at Unilever are very different and they need to be.
I use the term brand integrity in my MOOC to describe this. A hypocrite is someone whose espoused beliefs are belied by their actions. Integrity is when the actions reflect beliefs. As such, I think strong brands are not just “authentic” (where the internal culture is consistent) but have “integrity” such that brand behaviours reflect internal values.
Anne Gro: Hi Nader, how do you teach young marketeers how to create a brand in a world where the brand is no longer controllable? What are the main brand elements that needs to be created and watched over?
Richard:Picking up on Anne Gro Gulla’s interesting idea – what are best recovery strategies for a brand “in trouble” or “out of control” ?
Nader: “Richard asked a related question to Anne Gro’s, namely on recovery strategies. I mentioned the idea of “brand integrity” earlier. I believe strong brands have a strong underlying purpose – this is different from positioning – and that acting with this purpose and the internal values that Doug mentioned in mind is an essential starting point. Around this – on the business side – you then require the right structural support to react with speed. But however you react, the response has to have integrity and be authentic”
Broaden your knowledge of diverse business environments by visiting contrasting organisations to understand their sectors, cultures and structures.
Business Immersion Week - just one of the many exciting elements of our Masters in Management programmes. Immerse yourself in the culture and business operations of top global companies. Discuss key issues with senior staff in interactive sessions, get a feel for different business environments, and network with key members of the organisation.
You’ll visit global businesses spanning consultancies, brand management firms, investment banks, media empires, retail giants and more. Participants include AT Kearney, Google, Bloomberg, KPMG, Net-A-Porter, BBC Worldwide, Citadel, Universal Music and Bow & Arrow.
At the end of Business Immersion Week you’ll take part in a group cross-sector project, which will allow you to draw upon your newly acquired knowledge about different companies, their challenges and how they operate. You will be allocated a working group of 8 – 9 students and a challenging question to grapple with.
You can choose to be mentored by a Sloan Fellow, who will be tasked with challenging you to take your thinking, discussions and final presentations to the highest possible level. Our Sloan Fellows are senior professionals, often CEOs and board members with considerable experience in their field. See further information.
To find out more about Business Immersion Week, why not get in touch with our Student Ambassadors?
Want to start an application?
We are in the last stages of accepting applications for the September 2015 (MiM2016) class and this could be your opportunity to earn a place in the class. We are opening up fast track applications by offering a flexible GMAT/GRE test date option for strong candidates who meet the minimum programme requirements. Fast track means all you have to do is apply online by the deadline with all the required documents as usual except the GMAT/GRE test score and we will accept a GMAT/GRE test date in place of a score till mid-late June by when you will have had to sit the test.
If you are interested in completing an application towards the 2015 intake and wish to take a GMAT/GRE test by late-June (for candidates not requiring a visa) and mid-June (for candidates requiring a visa), please get in touch on firstname.lastname@example.org and we can further discuss this. We are assessing each candidate on a case by case basis and may only review your application, once we receive your GMAT /GRE score. We may be able to process you faster if you do need to apply for a visa fairly quickly.
Meet Imran Changezi, EMBA 2009. Hotel Manager at Jumeirah Emirates Towers. Read his fascinating story, in which he explains how hard work and determination allowed him to transform his career from front desk clerk to becoming a leading member of one of the world’s most luxurious hotel brands.
“Believe me, I tried applying almost everything I found interesting in the class at least once at work, perhaps because I was overly keen. These included decision-trees, process optimization modules, debating ‘price elasticity & inelasticity of demand’ in our revenue management workshops at work, taking a critical look at our marketing plans in line with the frameworks being debated in the classroom and questioning our productivity frontiers etc. Don’t get me wrong; it’s not like I was taking to work something that we, as an organisation, had not necessarily done before, but rather an ‘outside-in’ perspective, freshness of a neutral third party eye, evaluating best practices from other industries and a structured thought process.”
With over 240 students joining our Executive MBA programme every year – there’s guaranteed to be someone with a similar story to you. Whether you share the same background, professional experience or career ambitions – what really resonates with all of our students is the passion to excel in their future career.
Start the new year with brighter prospects
We’re accepting applications for the Executive MBA class starting in January 2015. Don’t miss the next deadline – Thursday 6 October 2014.