Course Catalogue Spring 2016

Transcription

EXCHANGE-IN STUDENTS
Course Catalogue
PARIS
SPRING 2016
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Table of contents
M1 ........................................................................................................................................................... 4
Corporate Finance ................................................................................................................................... 4
Corporate Governance ............................................................................................................................ 7
Global Business Environment .................................................................................................................. 9
Innovation and Economic Transition..................................................................................................... 10
International Negotiation ...................................................................................................................... 13
Multicultural Management ................................................................................................................... 16
Operation and Information Systems ..................................................................................................... 17
Organization & Management ................................................................................................................ 19
Sustainable Performance ...................................................................................................................... 22
Marketing and Innovation ..................................................................................................................... 24
Strategy ................................................................................................................................................. 27
M2 / MSc TRANSVERSAL COURSES ...................................................................................................... 30
Advanced Strategy................................................................................................................................. 30
Professional and Personal Development .............................................................................................. 30
French as a Foreign Language ............................................................................................................... 33
CORPORATE FINANCIAL MANAGEMENT ............................................................................................. 37
Mergers and Acquisition, Corporate Restructuring .............................................................................. 37
International Financial Decision Making ............................................................................................... 39
Corporate Banking Relations ................................................................................................................. 41
Corporate Risk Management ................................................................................................................ 44
Financial Communication ..................................................................................................................... 47
Corporate Governance and Business Ethics .......................................................................................... 49
Private Equity ........................................................................................................................................ 51
Managing with Internal Auditing........................................................................................................... 53
Intangible Assets Valuation ................................................................................................................... 55
PROJECT AND PROGRAMME MANAGEMENT & BUSINESS DEVELOPMENT ....................................... 57
Business plans and Business Models..................................................................................................... 57
Human Resources for Projects .............................................................................................................. 59
Project Management for Competitive Advantage ................................................................................ 63
Maturity Models and Performance Improvement ................................................................................ 66
Project, Programme and Portfolio Management .................................................................................. 68
Team and Social Competencies / Multicultural Management .............................................................. 71
INTERNATIONAL STRATEGY & INFLUENCE........................................................................................... 72
Strategic Consulting............................................................................................................................... 72
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Social Networking .................................................................................................................................. 74
Strategic Management Of Innovation ................................................................................................... 77
INTERNATIONAL MARKETING AND BUSINESS DEVELOPMENT .......................................................... 80
Advertising & Communication .............................................................................................................. 80
Internationalisation of Markets and Organizations .............................................................................. 82
Big Data & Analytics .............................................................................................................................. 85
Social Networking Marketing ................................................................................................................ 87
Finance for Marketing and Business Development .............................................................................. 90
Sustaineble Marketing Strategies.......................................................................................................... 93
Business Development ......................................................................................................................... 96
Communication in a Crisis ..................................................................................................................... 98
The Product Development Process ..................................................................................................... 101
CRM ..................................................................................................................................................... 103
International Buying Management .................................................................................................... 105
Sensory Marketing .............................................................................................................................. 108
Luxury goods Management ................................................................................................................. 110
Managing the service experience........................................................................................................ 113
Product Management ......................................................................................................................... 115
Sales, Negotiation and Key Account Management ............................................................................. 118
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M1
Corporate Finance
Code du cours
Course Code
PGE.FINM1.FICOR.0503
(fall) /
(spring) /
(fall US) /
(spring US)
CORPORATE FINANCE
Crédits
Credits
Période d'enseignement
Teaching period
5
Spring
Nom du cours
Course name
Charge de travail
Student workload
Programme
Program
Départements
Department
Module
Type de cours
Course type
Campus
Course open to students
in exchange
Langue d'enseignement
Teaching language
Pré-Requis
Prerequisite
Responsable du cours
Course leader
Nom des intervenants
par campus
Instructor(s) names by
campus
Descriptif du
cours
/
Course
description
Thémes
/
Topics
Face à Face
Contact hours
Distanciel
Distance
learning
Autonomous
personal
&/or team
work
Evaluation
Durée totale
Total
30
0
67
3
30
M1 ABM France
Dept. Accounting and Finance
core
Belo Horizonte, Lille, Paris, Raleigh, Sophia, Suzhou
Exchange students allowed
Anglais / English
If other
None
GROSLAMBERT Bertrand
Belo Horizonte
Lille
Paris
Sophia
Suzhou
Raleigh
Other
Patricia Girod
Bertrand GROSLAMBERT
Our objective is to bring students to develop a rigorous analytical framework of the major
investment and financing decisions. In particular, we will shed lights on the interest rates
and the investment valuation. We will focus on different ways of financing between equity,
debt. Then, we present the relationship between risk, return and the cost of financing.
Investment valuation, Financing tools (shares and bonds), Risk and return (cost of capital)
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A l’issue de la formation, vous serez capable de / As a result of this module, you will be able to:
Connaissances / Knowledge and Understanding (subject specific)
Résultats
d’apprentissage
/
Intended
Learning
Outcomes and
Skills
Contribution
aux objectifs
pédagogiques
du programme
/ Contribution
to learning
objectives
Aptitudes cognitives / Cognitive skills
Attitudes / Key transferable skills
Ethical and social understanding
Indiquer les learning objectives auxquels contribue le cours (en se basant sur le curriculum mapping
du programme) / Indicate which learning objectives the course contributes to (based on the program
curriculum mapping)
LO5.1 : To apply theories and major concepts of marketing, finance, human resource
management, information systems, organization studies, law : LG5 : Graduates should
be knowledgeable of the functional areas of business management and their
integration
Cours soumis à évaluation dans le cadre de l’Assurance of Learning pour
Oui / Yes
l’année en cours ?
Evaluation finale (DS)
60 %
Final examination
(Précisez la nature pour l'évaluation finale / Explain type for final examination)
QCM - Quizz
Evaluation des
étudiants
Student
Assessment
Méthodes
d’enseignement
Teaching
Methods
Plan de cours
Course Plan
Contrôle continu
40 %
Continuous Assessment
préciser nature / Explain type
QCM - Quizz
Etude de cas - Case study
Présentation orale - Presentation
Rapport écrit / Dissertation - Report / Dissertation
Participation - Class participation
Examen intermédiaires - Mid-term examination
Autre - Others
100 %
0%
0%
0%
0%
0%
0%
Nb midterms : 1
Format de cours / Course format
Cours magistral / Lecture - TD / Tutorials
Activités d’apprentissage / Learning activities
Devoirs / Assignments
INTRODUCTION
Introduction and refresher course
PART 1 : INVESTMENT VALUATION (3 h Lecture + 4,5 h Tutorial)
1. The time value of money and net present value
1.1. Capitalisation
1.2. Discounting
1.3. Present value and net present value of a financial security
1.4. The NPV decision rule
1.5. What does net value depend on ?
1.6. Some examples of simplification of present value calculations (without CF rise at
different rate)
2. The internal rate of return
2.1. How is internal rate of return determined ?
2.2. Some more financial mathematics : interest rate and yield to maturity
3. Incremental cash flows and an other investment criterion
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3.1. The predominance of NPV and the importance of IRR
3.2. The main lines of reasoning
3.3. Which cash flow are important ?
3.4. An other investment criterion
PART 1 reading requirements :
Corporate Finance, Vernimmen 2011 (3rd edition), Chapter 16, p. 278-294
PART 1 personal work :
Set of exercises in the ppt file
PART 1 documents :
Ppt file on SKEMA website
PART 2 : MAJOR FINANCING TOOLS : SHARES AND BONDS (3 h Lecture + 3 h Tutorial)
1. Shares
1.1. Basics concepts
1.2. Price / Earnings ratio
1.3. Key market data
2. Bonds
2.1. Basics concepts
2.2. The yield to maturity
2.3. Floating-rate bonds
2.4. Medium term notes
2.5. Default risk and the role of rating
Set of exercises in the ppt file
PART 2 documents :
PART 3 : RISK, RETURN, COST OF EQUITY AND COST OF CAPITAL (3 h Lecture + 4 h Tutorial)
1. Risk and return
1.1. Sources of risk
1.2. Risk and fluctuation in the value of a security
1.3. Tools for measuring return and risk
1.4. How diversification reduces risk
2. Cost of equity
2.1. Return required by investors : the CAPM
2.2. Properties of the CAPM
3. From the cost of equity to the cost of capital
3.1. Weighted average cost of capital
Set of exercises and a case study in the ppt file
PART 3 documents :
A set of exercises and questions is available on the book website :
http://www.vernimmen.com/.
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Bibliographie
References
Site(s) web /
Web sites
The book is also available on Scholarvox by Cyberlibris. The SKEMA’s Mediatheque gives you
the opportunity to consult the book freely at the following address :
http://mediatheque.skema.edu/index.php?id=408
1) Corporate Finance – Theory and Practice, P. Vernimmen, John Wiley & Sons, 2011, 3rd
edition Available freely on Scholarvox by Cyberlibris at
2) Corporate Finance - J. Berk and P. DeMarzo, Pearson Education, 2011.
Http://skema.lms.crossknowledge.com/data/modules/crossknowledge/interfaces/index.php
http://www.vernimmen.com/
http://knowledge.skema.edu/
Corporate Governance
Code du cours
Course Code
Nom du cours
Course name
PGE.FINM1.HRCOR.0314
CORPORATE GOVERNANCE
Crédits
Credits
Teaching period
5
Spring
Charge de travail
Student workload
Programme
Program
Départements
Department
Module
Type de cours
Course type
Campus
in exchange
Teaching language
Pré-Requis
Prerequisite
Course leader
Nom des intervenants par
campus
campus
Face à Face
Contact hours
Distanciel
Distance
learning
30
0
Autonomous
personal
&/or team
work
45
Evaluation
Durée totale
Total
0
30
M1 Suzhou
Dept. Management, Leadership & Organization
core
Paris, Sophia, Suzhou
Exchange students not allowed
Anglais / English
If other
Corporate Financial Management, International Practices
GIALDINI Laurence
Belo Horizonte
Lille
Paris
Sophia
Suzhou
Raleigh
Other
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Descriptif du
cours
/
Course
description
Thémes
/
Topics
The course defines Corporate Governance from a wide range of perspectives : economics,
strategy, international business, organizational behavior, entrepreneurship, finance and
law.
We will consider Corporate Governance issues at several levels of analysis and an
overview of international practice will be also provided.
Corporate Financial Management, International Practices
Résultats
d’apprentissage
/
Intended
Learning
Outcomes and
Skills
The student is expected to master the skills of a successful business leader.
The student is expected to developed savoir-faire and savoir-être capacities.
The student is expected to be prepared to work in groups and show leadership
skills that go beyond borders and cultural barriers
Formulate ethical business situation and analyse the best solution
Contribution aux
objectifs
pédagogiques du
programme /
Contribution to
learning
objectives
du programme) / Indicate which learning objectives the course contributes to (based on the
program curriculum mapping)
Cours soumis à évaluation dans le cadre de l’Assurance of Learning
pour l’année en cours ?
Non / No
50 %
Final examination
Cliquez ici pour entrer du texte.
Evaluation des
étudiants
Student
Assessment
Méthodes
d’enseignement
Teaching
Methods
Plan de cours
Course Plan
Bibliographie
References
Contrôle continu
50
%
QCM - Quizz
Autre - Others
100 %
0%
0%
0%
0%
0%
0%
Nb midterms : 0
Cours magistral / Lecture
Part 1/ HistoryPart 2/ TheoriesPart 3/ Corporate Governance
Mechanisms, Processes and Practices
Required readings : Johnson G. et al. (last ed.) , Exploring Corporate Strategy, Chap.
4, PearsonBerk J. and DeMarzo P. (last ed.), Corporate Finance, Chap.29
PearsonRecommanded readings : Wright M et al. (2014), The Oxford Handbook of
Corporate Governance, Oxford University Press.
Site(s) web /
Web sites
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Nombre CM
Amphi /
Number of
Lectures
Modalités de délivrance du cours (par campus si différent)
Course delivery modes (per campus if different)
Durée CM
Autres
Préciser les spécificités de
Durée TD (en
Amphi (en
(Distance
programmation (TD journée,
Nombre TD /
heures) /
heures) /
learning, etc…) cadencement spécifique des
Number of
Tutorial class
Lecture
(en heures) /
séances) / Specify if full-day
Tutorial classes
duration (in
duration (in
Other (in
tutorial class, different
hours)
hours)
hours)
schedules
0
0
Campus
0
0
0
Global Business Environment
Code du cours
Course Code
Nom du cours
Course name
PGE.FINM1.STCOR.0811
GLOBAL BUSINESS ENVIRONMENT
Crédits
Credits
Teaching period
5
Spring
Charge de travail
Student workload
Programme
Program
Départements
Department
Module
Type de cours
Course type
Campus
in exchange
Teaching language
Pré-Requis
Prerequisite
Course leader
campus
campus
Face à Face
Contact hours
Distanciel
Distance
learning
Autonomous
personal
&/or team
work
Evaluation
Durée totale
Total
30
0
0
0
30
M1 Suzhou
Dept. Stratégy, Entrepreneurship and Economics
core
Suzhou, Paris
Anglais / English
If other
LI Laubie
Belo Horizonte
Lille
Paris
Sophia
Suzhou
Raleigh
Other
Descriptif du
cours
/
P a g e 9 | 121
Course
description
Thémes
/
Topics
Résultats
d’apprentissage
/
Intended
Learning
Outcomes and
Skills
Contribution aux
objectifs
pédagogiques du
programme /
Contribution to
learning
objectives
Non / No
0 %
Final examination
QCM - Quizz
Contrôle continu
Evaluation des
étudiants
Student
Assessment
QCM - Quizz
Autre - Others
0%
0%
0%
0%
0%
0%
0%
Nb midterms : 0
Méthodes
d’enseignement
Teaching
Methods
Nombre CM
Amphi /
Number of
Lectures
0 %
Cours interactifs / Interactive lectures
Durée CM
Autres
Durée TD (en
Amphi (en
(Distance
Nombre TD /
heures) /
heures) /
Number of
Tutorial class
Lecture
(en heures) /
Tutorial classes
duration (in
duration (in
Other (in
hours)
hours)
hours)
schedules
0
0
0
Campus
0
0
Innovation and Economic Transition
Code du cours
Nom du cours
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Course Code
Course name
(US) /
INNOVATION AND ECONOMIC TRANSFORMATION
Crédits
Credits
Teaching period
5
Spring
Charge de travail
Student workload
Programme
Program
Départements
Department
Module
Type de cours
Course type
Campus
in exchange
Teaching language
Pré-Requis
Prerequisite
Course leader
campus
campus
Descriptif du
cours
/
Course
description
Thémes
/
Topics
Face à Face
Contact hours
Distanciel
Distance
learning
Autonomous
personal
&/or team
work
Evaluation
Durée totale
Total
30
0
0
0
30
M1
core
If other
-Basic knowledge in microeconomics and in strategy
DIBIAGGIO Ludovic
Belo Horizonte
Lille
Paris
Sophia
Suzhou
Raleigh
Other
-The objective of the course is to understand how innovation induces structural change in
economies and industries and how companies have to adapt their strategy.
- What is innovation
- How technological innovation impacted industrial revolution and generated structural
change in economic history
- How digitization affects markets
- How digitization is changing industries
- how firms adapt and develop new strategies, new business models
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Résultats
d’apprentissage
/
Intended
Learning
Outcomes and
Skills
Have a historical view on the role of innovation in society
Understand and analyse how digitization affects society, industries and business
Design industry analyses and strategic studies in a digital era
Analytical skills
Make sythesis of several bibliographic sources
Design and develop cases
Presentation / discussion skills
Develop an open minded attitude when facing
Reading and commenting articles
Preparing and contributing to a debate
Contribution aux
objectifs
pédagogiques du
programme /
Contribution to
learning
objectives
LO2.1 : To contribute substantively to the product of a group and demonstrate
leadership skills : LG2 : Graduates should be able to work effectively in a
multicultural team
LO3.1 : To produce clear, well organized verbal presentations : LG3 : Graduates
should be able to communicate in an international environment
LO3.2 : To produce clear, well organized written communication : LG3 : Graduates
LO4.2 : To apply theories and key concepts in the field of the management of
knowledge assets, technological progress and innovation : LG4 : Graduates should
be able to manage in the global knowledge economy
LO6.1 : To analyze and apply advanced concepts in a specialized discipline : LG6 :
Graduates should be able to think critically and to assess business issues in a
specialized discipline
LO6.2 : To assess a business issue and formulate solutions in a specialized discipline :
LG6 : Graduates should be able to think critically and to assess business issues in a
Non / No
50 %
Final examination
Evaluation des
étudiants
Student
Assessment
Méthodes
d’enseignement
Contrôle continu
50 %
QCM - Quizz
Autre - Others
20 %
0%
60 %
0%
20 %
0%
0%
Nb midterms : 0
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Teaching
Methods
Plan de cours
Course Plan
- The Dynamics and Ecology of Innovation
- Innovation and economic transformation
- Digital Transformation as a structural change
- Digitization and economic transformation
- (R)evolution in the production of knowledge
- Knowledge production as a systemic phenomenon: Local systems of innovation
- Value creation vs value capture
- Digitization and value capture
- Innovation and Industry Evolution
- Digitization and Industry evolution
- Digitization and two sided markets
Bibliographie
References
Site(s) web /
Web sites
Nombre CM
Amphi /
Number of
Lectures
Durée CM
Autres
Durée TD (en
Amphi (en
(Distance
Nombre TD /
heures) /
heures) /
Number of
Tutorial class
Lecture
(en heures) /
Tutorial classes
duration (in
duration (in
Other (in
hours)
hours)
hours)
schedules
Campus Raleigh
0
30
10
3
The best is a weeklysession course. The course
cannot be given on a full
day basi
30
International Negotiation
Code du cours
Course Code
Nom du cours
Course name
PGE.FINM1.MKCOR.0406
(US) /
INTERNATIONAL NEGOTIATION
Teaching period
Crédits
Credits
5
Charge de travail
Student workload
Spring
Face à Face
Contact hours
Distanciel
Distance
learning
Autonomous
personal
&/or team
work
Evaluation
Durée totale
Total
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39
Programme
Program
Départements
Department
Module
Type de cours
Course type
Campus
Course open to students in
exchange
Teaching language
Pré-Requis
Prerequisite
Course leader
campus
campus
Descriptif du
cours
/
Course
description
Thémes
/
Topics
0
12
3
39
M1 Raleigh
Dept. Marketing
core
Belo Horizonte, Paris, Raleigh, Sophia, Suzhou
Anglais / English
If other
None
SPIER Peter
Belo Horizonte
Lille
Paris
Sophia
Suzhou
Raleigh
Other
'Par ma foi ! il y a plus de quarante ans que je dis de la prose sans que j'en susse rien' (My
faith!I have been speaking prose for forty years without knowing it), observes Molière's
'Bourgeois gentilhomme'. The same could be said of negotiation. We all do it, whether
we realize it or not, and a great deal can be gained from learning to do it better. This skill
will be paramount for careers in sales, key account management, purchasing, business
development.. but it is also key in teamwork, conflict management, relationship building
and a myriad other situations involving interaction between two or more parties. The list
of different negotiation situations we might encounter is endless and varied: buying a
souvenir, a car, an appartment; deciding on a holiday destination or a new sofa with your
partner; asking your neighbour to turn down the stereo or look after your cat; negotiating
a new deal with a supplier or a client; setting up an agreement with a new distributor or
agent... As a means of reaching agreement and navigating differences, it is an essential
tool for living and working abroad, or working with international partners or clients. Good
negotiation skills presuppose an ability to interact constructively with others; cultural
differences add one more dimension to this, and it is useful to reflect on how these
differences impact the negotiation process. This course will take up and build on
frameworks and concepts encountered in the multicultural management course and
explore how they play out in a negotiation situation. To do so, we must first develop our
knowledge and understanding of the nature and dynamics of negotiation itself. The
course will involve a balanced approach, with some theory, practical negotiation exercises
and case studies. On international campuses, there will naturally be some degree of
emphasis on learning to negotiate within the local culture.
Negotiation; frameworks and structured approaches. Types of negotiation situations and
styles. Mutual benefits approach. Understanding stakeholders and interests. Conflict
management. Impact of culture on negotiation.
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Résultats
d’apprentissage
/
Intended
Learning
Outcomes and
Skills
Grasp and apply a range of frameworks for understanding negotiation and the impact of
cultural differences on the negotiation process
Students will be better prepared to manage interactions with others and better navigate
cultural differences in the negotiation process
Ability to manage strategic and interpersonal exchanges, balancing personal interests with
those of others and respecting cultural differences
Students will develop a greater sensitivity to the dynamics of social and intercutural
exchange
Contribution aux
objectifs
pédagogiques du
programme /
Contribution to
learning
objectives
LO1.2 : To select the best course of action to follow in order to behave as
responsible managers : LG1 : Graduates should behave as responsible managers in
order to deliver sustainable performance in complex environments
multicultural team
LO2.2 : To recognize and use positively the various dimensions of diversity : LG2 :
Graduates should be able to work effectively in a multicultural team
Non / No
50 %
Final examination
QCM - Quizz, Etude de cas - Case study
Evaluation des
étudiants
Student
Assessment
Méthodes
d’enseignement
Teaching
Methods
Plan de cours
Course Plan
Contrôle continu
50 %
QCM - Quizz
Autre - Others
0%
0%
0%
60 %
40 %
0%
0%
Nb midterms : 0
Cours interactifs / Interactive lectures - Etudes de cas / Case studies
Course outline:
Introduction to negotiation
Situations, approaches, issues
Distributive and integrative negotiation situations
From hard bargaining to problem solving
Understanding points of view
Stakeholder mapping
Conflict: perceptions and resolution
The cultural dimension: Hofstede and others
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Bibliographie
References
Site(s) web /
Web sites
Nombre CM
Amphi /
Number of
Lectures
Techniques for getting better deals
Throughout the course students will be expected to take part in exercises and simulations
and to analyze case studies
Below are some suggestions of books to read on the subject of negotiation. The list is not
exclusive and you should feel free to consider other titles. You will also see suggested
titles on the PPT slides used during the course
Roger Fisher, William Ury, Bruce Patton, Getting to yes: negotiating agreement without
giving in, ISBN: 0-14-015735-2. This is an absolute classic, published in an edition that
shouldn’t break the bank. Less thorough, perhaps, than the Essentials (see below) in its
coverage of the topic, and more inclined to argue in favour of an ‘integrative’ approach to
negotiation than to present itself as an ‘academic’ text, it is certainly an influential work.
Roy Lewicki et al., Essentials of negotiation (3rd edition, McGraw Hill 2003), ISBN
0071232540. A standard text for negotiation courses that covers the theoretical topics
thoroughly and in a very readable fashion. There are two other books by the same
authors: Negotiation (ISBN 0 07 112315 6) which is the full version from which the
‘Essentials’ is taken, and Negotiation: readings, exercises and cases (ISBN 0 07 112316 4)
which contains what the titles suggests. This whole series is very good indeed and will
provide one of the fullest introductions to the subject.
Maude, B. (2014). International business negotiation: principles and practice. Palgrave
Macmillan.
Shell, R. (1999). Bargaining for advantage. New York: Viking Books. An excellent,
comprehensive and readable book.
Thompson, L. (1998). The mind and heart of the negotiator. Upper Saddle River, NJ:
Prentice Hall. Another very good book. Unfortunately a little bit expensive.
Lax, D., & Sebenius, J (1986). The manager as negotiator: bargaining for cooperation and
competitive gain. New York: Free Press. A solid, level-headed and readable book.
Ury, W. (1991). Getting past no: negotiating with difficult people. New York: Bantam
Books. A book from the ‘Getting to yes’ team that will prove useful when the going gets
tough.
Camp, J. (2002). Start with NO. The negotiating tools that pros don’t want you to know.
New York: Crown Business. As the title suggests, the author takes a different stance to
that of most integrative approaches and has a hardball tactics approach that is interesting.
A good companion work to the ‘Getting to yes’ books.
Useful links will be provided on the Knowledge learning platform
Durée CM
Autres
Durée TD (en
Amphi (en
(Distance
Nombre TD /
heures) /
heures) /
Number of
Tutorial class
Lecture
(en heures) /
Tutorial classes
duration (in
duration (in
Other (in
hours)
hours)
hours)
schedules
Campus
0
0
13
3
0
Delivery modes may vary
considerably on different
campuses
Multicultural Management
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This course aims to provide students with the practical skills to successfully and effectively "navigate"
through a variety of multicultural situations and settings.
Thus, the course provides an in-depth understanding "culture", its historical roots, its role in shaping
mindsets and behaviours, and its impact on various forms of business organisation and management.
It also examines the kind of cultural preparation required to effectively interact with and work in
international environments. Among topics to be studied are the effects of cultural difference in
various professional and personal settings; dealing with the "culture shock" associated with
multicultural encounters, and the accompanying stereotypes and preconceptions; the benefits and
challenges of working in diverse and multicultural settings (e.g., international companies, teams).
Overall, the course aims to equip students with the necessary knwoledge, cross-cultural competence,
respect and mindfulness to enable them to function effectively and sensitively within such
environments.
Operation and Information Systems
Code du cours
Course Code
Nom du cours
Course name
PGE.FINM1.ISCOR.0703
(fall) /
PGE.FINM1.ISCOR.0701
(spring)
OPERATION & INFORMATION SYSTEMS
Crédits
Credits
Teaching period
5
Fall / Spring
Charge de travail
Student workload
Programme
Program
Départements
Department
Module
Type de cours
Course type
Campus
in exchange
Teaching language
Pré-Requis
Prerequisite
Course leader
par campus
campus
Face à Face
Contact hours
Distanciel
Distance
learning
Autonomous
personal
&/or team
work
Evaluation
Durée totale
Total
30
0
68
2
30
M1 ABM France
Dept. Management of projects, Information Systems and Supply Chains
core
Anglais / English
If other
N/A
AUGIER Marc
Belo Horizonte
Lille
Paris
Sophia
Suzhou
Raleigh
Lapo MOLA
Marc AUGIER - Lapo MOLA
Joanne LIM - Marc AUGIER
Marc AUGIER
P a g e 17 | 121
Other
Descriptif du
cours
/
Course
description
Thémes
/
Topics
This course is an introduction course to Management of Information Systems and Supply
Chain Management.
Information systems are an integral part of modern organizations. Managers increasingly
use them to provide and deliver products and services, create competitive advantage, and
manage global corporations. Professional managers, regardless of their functional
business role, must have a solid grounding in the fundamentals of IS and the
organizational implications of the use of IS to perform their jobs effectively.
Other objective is to give a comprehensive global views of the issues & techniques of
Management Information Systems and Supply Chain Management.
During the course labs, we will use MS Access in order to provide students with some
hands on experience about the basic IT fundamentals of IS, more specifically focus
towards Data Base Management Systems and their role centralizing information and
processes.
Management of Information Systems, Data Base Management and Big Data, Digital
Business, Supply Chain Management, Operations Management.
Know how to situate the information systems on the corporate management system,
Understand tactical (methodological principles, project management...) and strategic
dimensions of information systems, operations and purchase management.
Understand tactical & operational aspect of supply chain
Résultats
d’apprentissage
/
Intended
Learning
Outcomes and
Skills
Analyze the impact of the implementation of an information system in an organization in
terms of:
-strategy
-management
-organization
-security
-supply chain management
Understand how Information systems are used to support decision making
Understand why Operations is one of the most important function within management
area.
Analyze the impact of the implementation of an Enterprise system in an organization in
terms of privacy and collection of personal data, for their customers and employees.
Contribution aux
objectifs
pédagogiques du
programme /
Contribution to
learning
objectives
LO1.1 : To recognize potential ethical dilemmas : LG1 : Graduates should behave as
responsible managers in order to deliver sustainable performance in complex
environments
LO5.2 : To analyze how integration of input from various functional areas of business
act to influence the formulation of strategy at the organizational level : LG5 :
P a g e 18 | 121
Graduates should be knowledgeable of the functional areas of business
management and their integration
Oui / Yes
50 %
Final examination
QCM - Quizz
Evaluation des
étudiants
Student
Assessment
Méthodes
d’enseignement
Teaching
Methods
Plan de cours
Course Plan
Bibliographie
References
Site(s) web /
Web sites
Nombre CM
Amphi /
Number of
Lectures
0
Contrôle continu
50 %
QCM - Quizz
Autre - Others
0%
40 %
40 %
0%
20 %
0%
0%
Nb midterms : 0
Cours interactifs / Interactive lectures - Etudes de cas / Case studies - Personal guided
study - Devoirs / Assignments
Session 1 - Introduction to Management Information Systems, and the strategic role of
Information Systems
Session 2 - Data Base Management, Foundation of Business Intelligence and Big Data
Session 3 - Operations and Enterprise Application Systems
Session 4 - IT infrastructure and Security
Session 5 - Ethics and Intellectual property in a Digital world, The future of digital business
Management Information Systems: Managing the Digital Firm, Laudon and Laudon.
Chopra, S. and Meindl, P. (2013). Supply Chain Management: Strategy, planning and
operation. Pearson Prentice Hall: Pearson Education
Last up to date information about the course will be provided online at
http://knowledge.skema.edu/courses/OPESI/ (open to all registered users of the
platform).
Durée CM
Autres
Durée TD (en
Amphi (en
(Distance
Nombre TD /
heures) /
heures) /
Number of
Tutorial class
Lecture
(en heures) /
Tutorial classes
duration (in
duration (in
Other (in
hours)
hours)
hours)
schedules
0
0
Campus
0
0
Organization & Management
P a g e 19 | 121
Code du cours
Course Code
(fall) /
(spring) /
(fall US) /
(spring US)
ORGANIZATION & MANAGEMENT
Crédits
Credits
Teaching period
5
Spring
Charge de travail
Student workload
Programme
Program
Départements
Department
Module
Type de cours
Course type
Campus
in exchange
Teaching language
Pré-Requis
Prerequisite
Course leader
campus
campus
Descriptif du
cours
/
Course
description
Thémes
/
Topics
Nom du cours
Course name
Face à Face
Contact hours
Distanciel
Distance
learning
Autonomous
personal
&/or team
work
Evaluation
Durée totale
Total
30
0
0
0
30
M1 ABM France
Dept. Management, Leadership & Organization
core
Anglais / English
If other
Sociologie L3
BACHA Eliane
Belo Horizonte
Lille
Paris
Sophia
Suzhou
Raleigh
Other
Vanderlei SOELA
Amine EZZEROUALI - Eliane BACHA
Eliane BACHA
This course focuses on some principles and practices used in management and
organization. The aim of the course is to equip students with the necessary knowledge to
understand management theories, analyze organizations and help their future
organizations in becoming more efficient. Hence, this course is designed to improve your
effectiveness as a future manager and leader.
The course is built around three main topics which are Management and Managers,
Management and Organizations and, finally Integrative Managerial Issues.
P a g e 20 | 121
Résultats
d’apprentissage
/
Intended
Learning
Outcomes and
Skills
To understand how an organization fucntions- To define the role of the leader- To
understand the different organizational structure and design
To demonstrate an understanding of the theories and concepts of management and
organization
To be aware that several factors can impact the performance of the organization
To be an ethical and responsible manager
Contribution aux
objectifs
pédagogiques du
programme /
Contribution to
learning
objectives
management, information systems, organization studies, law : LG5 : Graduates
should be knowledgeable of the functional areas of business management and their
integration
Oui / Yes
60 %
Final examination
Autre - Others
Evaluation des
étudiants
Student
Assessment
Méthodes
d’enseignement
Teaching
Methods
Plan de cours
Course Plan
Contrôle continu
40 %
QCM - Quizz
Autre - Others
0%
0%
75 %
0%
25 %
0%
0%
Nb midterms : 0
Cours interactifs / Interactive lectures - Devoirs / Assignments
Chapter 1: Introduction to Management & Managers- Chapter 2: Leadership- Chapter 3:
Understanding groups- Chapter 4: Motivation- Chapter 5: Foundations of organizational
design- Chapter 6: Contemporary organizational designs- Chapter 7: Introduction to
Managing Human Resources- Chapter 8: Managing change- Chapter 9: Managing social
responsibility and ethics- Chapter 10: Managing in a global environment
Bibliographie
References
Site(s) web /
Web sites
P a g e 21 | 121
Sustainable Performance
Code du cours
Course Code
Nom du cours
Course name
(fall) /
(spring)
SUSTAINABLE PERFORMANCE
Crédits
Credits
Teaching period
3
Spring
Charge de travail
Student workload
Programme
Program
Départements
Department
Module
Type de cours
Course type
Campus
in exchange
Teaching language
Pré-Requis
Prerequisite
Course leader
campus
campus
Descriptif du
cours
/
Course
description
Thémes
Face à Face
Contact hours
Distanciel
Distance
learning
Autonomous
personal
&/or team
work
Evaluation
Durée totale
Total
18
0
0
0
18
M1 ABM France
core
Lille, Paris, Sophia
Anglais / English
If other
None
SEMPELS Christophe
Belo Horizonte
Lille
Paris
Sophia
Suzhou
Raleigh
Other
Rather than explaining sustainable develpment by using theories or classical classes and
cases, this course will ask you to design an innovative sustainable project by team, to
promote it and to be able to crowdfund it through a real entrepreneurial platform.
You will therefore need first to understand the key challenges around sustainability and
the way it relates to innovation. you will then need to imagine, design and document a
strong innovative and sustainable idea you will then promote on a real platform. The goal
is then to launch a crowdfunding campaign to allow a community of entrepreneurs maybe you - to find a solution to your idea and implement it in the real life... then getting
the money at stake. It is therefore the market that will indicate if your idea is relevant and
innovative... or not.
Sustainability, innovation, crowdfunding, problem solving approach
P a g e 22 | 121
/
Topics
Résultats
d’apprentissage
/
Intended
Learning
Outcomes and
Skills
Design an innovative and sustainable idea, structure it and introduce it to a community
you will then need to manage and interact with to crowdfund your project
Connect sustainability with innovation
Discover innovative funding approach
Understand the power of the crowd when solving appealing challenges
Responsible, creative, adventurer, social and/or business transformer
Just realise you can really improve the world by doing a business that may create financial
and non financial value
Contribution aux
objectifs
pédagogiques du
programme /
Contribution to
learning
objectives
environments
Non / No
0 %
Final examination
Autre - Others
Evaluation des
étudiants
Student
Assessment
Méthodes
d’enseignement
Teaching
Methods
Plan de cours
Course Plan
Contrôle continu
0 %
QCM - Quizz
Autre - Others
0%
0%
0%
0%
0%
0%
100 %
Nb midterms : 0
eLearning - TD / Tutorials
Projet / Project-based learning
No plan, just an amazing and extraordinary adventure to live
Bibliographie
References
Site(s) web /
Web sites
http://oslantis.com/
www.movilab.org
P a g e 23 | 121
Nombre CM
Amphi /
Number of
Lectures
Durée CM
Autres
Durée TD (en
Amphi (en
(Distance
Nombre TD /
heures) /
heures) /
Number of
Tutorial class
Lecture
(en heures) /
Tutorial classes
duration (in
duration (in
Other (in
hours)
hours)
hours)
schedules
0
0
Campus
0
0
0
Marketing and Innovation
Code du cours
Course Code
(fall) /
(spring) /
(fall US) /
(spring US)
MARKETING AND INNOVATION
Crédits
Credits
Teaching period
5
Spring
Charge de travail
Student workload
Programme
Program
Départements
Department
Module
Type de cours
Course type
Campus
exchange
Teaching language
Pré-Requis
Prerequisite
Course leader
campus
Nom du cours
Course name
Face à Face
Contact hours
Distanciel
Distance
learning
Autonomous
personal
&/or team
work
Evaluation
Durée totale
Total
27
36
35
2
63
M1 ABM France
Dept. Marketing
core
Anglais / English
If other
Marketing fundamentals - either the L3 marketng course or the Marketing course
on the Introductory M1 track
SPIER Peter
Belo Horizonte
Lille
Paris
P a g e 24 | 121
campus
Descriptif du
cours
/
Course
description
Thémes
/
Topics
Sophia
Suzhou
Raleigh
Other
'Because the purpose of business is to create a customer, the business enterprise has two
- and only two - basic functions: marketing and innovation. Marketing and innovation
produce results; all the rest are costs'. This quote comes from Peter Drucker, an
influential figure in management theory, and it provides an excellent justification for this
keystone course. Whether you work in marketing and sales or in other functions,
understanding and innovating for markets and customers will be vital for success. This
course explores marketing's role in innovation, but adds to that two other key concepts:
value and meaning. Both are far more complex than one might imagine. Innovation
without value creation makes no sense: value is always 'value for someone', and invariably
'value relative to other options'. This presupposes a target and an understanding of what
drives value and relevance for them. Which is why marketers spend so much time trying
to listen to, study and understand those targets. Furthermore, what if that value is not
built simply around a product, but around a service, an experience, entertainment,
desire...? What if that value is not personal, but social? We need then to understand the
perspective of individuals and of groups; to understand both the private and personal
sources of value and meaning and those of the culture or the group... This course will
provide a range of concepts and tools to do just that and provide an opportunity to apply
them though a sustained group project. This will build on the work done in the level one
marketing course and provide an opportunity to further apply notions learned there.
Marketing and innovation; strategic marketing; value proposition & target
market/segment; market and customer analysis; positioning; services marketing;
servicization; experience economy; entertainment economy
Résultats
d’apprentissage
/
Intended
Learning
Outcomes and
Skills
Students will a) better understand the issues associated with innovation as seen from a
marketing point of view, with an emphasis on concepts of value and meaning and an
exploration of servicization and customer experience b) learn to apply methods of new
business development using a range of frameworks and approaches c) acquire methods to
test new concepts d) develop a marketing plan to launch the new product/service.
Students will develop an ability to think creatively, but also to test the assumptions behind
their ideas using a range of methods. They will explore the complexities of value and
perceived value as well as the concepts associated with servicization and customer
experience management. They will be introduced to new business models.
Group work, creative thinking, project management, concept testing, pitching new
business ideas.
Students will acquire a deeper understanding of the dynamics of consumption, value,
need and desire. They will explore how personal and social meaning are generated
through consumption.
Contribution aux
objectifs
pédagogiques du
P a g e 25 | 121
programme /
Contribution to
learning
objectives
multicultural team
LO3.3 : To understand in detail extended speech and complex texts in English : LG3 :
Graduates should be able to communicate in an international environment
management, information systems, organization studies, law : LG5 : Graduates
should be knowledgeable of the functional areas of business management and their
integration
Non / No
50 %
Final examination
Evaluation des
étudiants
Student
Assessment
Méthodes
d’enseignement
Teaching
Methods
Plan de cours
Course Plan
Bibliographie
References
Contrôle continu
50 %
QCM - Quizz
Autre - Others
0%
0%
40 %
40 %
20 %
0%
0%
Nb midterms : 0
Cours interactifs / Interactive lectures - Projet / Project-based learning - Etudes de cas /
Case studies
The course will have three components: A. Lectures: 1. Understanding innovation and
value. Types and degrees of innovation; market stages & adoption cycles; service
innovation and idea generation. 2. Strategic marketing: innovation and value for whom?
Segmentation, targeting and positioning. 3. The new marketing mix and the 7 Ps. 4.
Exploring value and meaning: personal and social. B.TDs/Project groups: students will be
involved in project-based learning over 5 sessions: identifying a market opportunity;
generating and testing a new product/service idea for a specific target audience; exploring
the market and its value drivers; understanding the competition and their relative
positioning; developing a positioning and way-to-market strategy. C. Online resources:
Access to MOOC; insights into value creation; case studies: Dyson, Kinect, Disneyland, The
better burger battle, BlaBlaCar; interviews with members of faculty on their marketing
research; understanding and managing different types of value: services, experiences,
entertainment, sharing...; selected readings
Kotler P. and Armstrong G. (2009), Principles of Marketing, Prentice Hall; 13 edition.
Mooradian T. A., Matzler K., Ring L. J. (2012) Strategic marketing, Person, international
edition
Best, R. (2012), Market-Based Management: International Version, Person, international
edition
P a g e 26 | 121
Osterwalder, A., Pigneur, Y. (2010), Business model generation, John Wiley & Sons
0sterwalder, A. et al. (2014), Value proposition design, John Wiley & Sons
Additional reading suggestions will be provided on the Knowledge platform
Access to MOOC: https://sites.google.com/site/moocmodules/introduction
A selection of useful links will be provided on the Knowledge platform
Site(s) web /
Web sites
Nombre CM
Amphi /
Number of
Lectures
Durée CM
Autres
Durée TD (en
Amphi (en
(Distance
Nombre TD /
heures) /
heures) /
Number of
Tutorial class
Lecture
(en heures) /
Tutorial classes
duration (in
duration (in
Other (in
hours)
hours)
hours)
schedules
Campus
4
3
5
3
0
NB Delivery mode may
differ on international
campuses WORKLOAD:
Lectures: 4x3h; Group
sessions: 5x3h; Group
project: 35h;
Blended/online work: 36h;
Exam: 2h
Strategy
Code du cours
Course Code
(fall) /
(spring) /
(fall US) /
(spring US)
Nom du cours
Course name
STRATEGY
Crédits
Credits
Teaching period
5
Spring
Charge de travail
Student workload
Programme
Program
Départements
Department
Module
Face à Face
Contact hours
Distanciel
Distance
learning
Autonomous
personal
&/or team
work
Evaluation
Durée totale
Total
30
0
30
0
30
M1 ABM France
-
P a g e 27 | 121
Type de cours
Course type
Campus
in exchange
Teaching language
Pré-Requis
Prerequisite
Course leader
campus
campus
Descriptif du
cours
/
Course
description
core
Anglais / English
If other
None
CIRILLO Bruno
Belo Horizonte
Lille
Paris
Sophia
Suzhou
Raleigh
Other
Olivier BERTRAND - Livia BARAKAT
Olivier BERTRAND
Olivier BERTRAND - Corinne POROLI
Oussama AMMAR
This strategy course introduces the fundamental concepts, analytical tools, and strategic
options at the basis of strategic analysis and action. We will use a combination of lectures,
case studies and a team project to explore and apply theoretical frameworks and
methodologies in different industry and company situations. For instance, we will explore
methods for assessing the strength of competition and the relative bargaining power, for
anticipating competitors’ actions, for analyzing cost and value structures and their
relevance to competition, and for assessing potential changes in the scope of the firm
(diversification and vertical integration).
Thémes
/
Topics
Résultats
d’apprentissage
/
Intended
Learning
Outcomes and
Skills
Understand the key concepts and tools of external and internal strategic analysis
Properly use methods and tools of strategic analysis. Acquire the basic jargon necessary
to discuss, in a consistent and precise manner, strategic issues.
Develop analytical skills and critical reasoning.
Recognize individual, sectoral-level specificities and their consequences.
Contribution aux
objectifs
pédagogiques du
programme /
Contribution to
learning
objectives
P a g e 28 | 121
Non / No
50 %
Final examination
QCM - Quizz
Evaluation des
étudiants
Student
Assessment
Méthodes
d’enseignement
Teaching
Methods
Plan de cours
Course Plan
Bibliographie
References
Contrôle continu
50 %
QCM - Quizz
Autre - Others
0%
0%
0%
100 %
0%
0%
0%
Nb midterms : 0
Case studies
1. Introduction to strategy (Lecture - 3 hours)
2. Environmental analysis (Lecture - 3 hours)
3. Case study on environment and industry analysis (Tutorial - 3 hours)
4. Internal company analysis (Lecture - 3 hours)
5. Case study on internal company analysis (Tutorial - 3 hours)
6. Students' project: Part I finalization and submission (Tutorial - 3 hours)
7. Business strategy (Lecture - 3 hours)
8. Corporate strategy (Lecture - 3 hours)
9. Case study on strategic choices at business and corporate levels (Tutorial - 3 hours)
10. Students' project: Part II finalization and submission (Tutorial - 3 hours)
Grant, R. M. (2012). Contemporary strategy analysis and cases: text and cases, 8th Edition.
John Wiley & Sons.
Site(s) web /
Web sites
Nombre CM
Amphi /
Number of
Lectures
Durée CM
Autres
Durée TD (en
Amphi (en
(Distance
Nombre TD /
heures) /
heures) /
Number of
Tutorial class
Lecture
(en heures) /
Tutorial classes
duration (in
duration (in
Other (in
hours)
hours)
hours)
schedules
5
3
5
3
Campus Sophia Antipolis
3
Campus Paris
5
3
Campus Lille
5
0
0
P a g e 29 | 121
5
3
5
3
5
3
5
3
5
3
Campus Suzhou
5
3
Campus Raleigh
8
3
Campus Belo Horizonte
5
3
0
0
0
0
M2 / MSc TRANSVERSAL COURSES
Advanced Strategy
Course Code
MSC.TRCM2.STCOR.0001
Credits
3
Course
Responsible
CHEREAU PHILIPPE
Hours
15
Status
Core course
Themes
Department
STRATEGY, ENTREPRENEURSHIP AND ECONOMICS
Prerequisites
Plan
Advanced strategy course aims at preparing students to strategy formulation
and implementation through the use of concept, methods and tools of
strategic management focused on the following issues:
- internationalization strategy
- Innovation and entrepreneurship
- Strategic choices: formulation and evaluation
Exchange students Exchange students allowed
Campus
Lille,Paris,Sophia,Raleigh,Suzhou
Professional and Personal Development
Code du cours
Course Code
Nom du cours
Course name
MSC.TRCM2.DREOR.0002
PROFESSIONAL AND PERSONAL DEVELOPMENT
Crédits
Credits
1
Charge de travail
Student workload
Teaching period
Spring
Face à Face
Contact hours
Distanciel
Autonomous
personal
Evaluation
Durée totale
Total
P a g e 30 | 121
Distance
learning
5
Programme
Program
Départements
Department
Module
Type de cours
Course type
Campus
exchange
Teaching language
0
&/or team
work
0
0
5
Project and Programme Management and Business Development
core
Paris, Raleigh, Sophia
Anglais / English
If other
Pré-Requis
Prerequisite
No Prerequisites
Important please note! the evaluation for this course is a Professional Credit so it
is either a grade A or Fx (0/20 or 20/20). The Professional credit is based on
participation, so any absence without an official excuse an proof (Proof of
Professional interview, medical certificate etc...) will be considered as failed
(grade Fx with 0/20)
Course leader
LECLAIR Ann
campus
campus
Descriptif du
cours
/
Course
description
Belo Horizonte
Lille
Paris
Sophia
Suzhou
Raleigh
Other
The PPD Professional & Personal Development course is managed by the Career Center.
For MSc students: Step 1 is mandatory to validate this course:
STEP 1: Attend the ""CAREER Day"" 26th Jan. 2016 in SOPHIA ,28th Jan. PARIS, 4th Feb.
LILLE (except for AMAIS students: date to be defined) AMAIS
STEP 2: It is optional to get a ""CV Screening"" from a recruiter (via Knowledge
Platform)Feb.2016
ForPGE/M2:Two steps mandatory to validate this course:
STEP 1 Attend the "Career Day":26th January SOPHIA, 28th January PARIS, 4th February
LILLE
STEP 2: Take part in an individual interview simulation (called"Go-No/Go interview")
Thémes
/
Topics
P a g e 31 | 121
Résultats
d’apprentissage
/
Intended
Learning
Outcomes and
Skills
- Be able to highlight your skills and knowledge you have acquired in a writing
""Summary"" - Convincingly talk about yourself as well as your professional objective to
relevant individuals or recruiters. - Get prepared for job interviews / recruitment process Meet companies and apply for job/internship during 'Career Center Events"" (Career
Tuesdays, Job Fair, Career Center Day..) who recruit Skema's students
Contribution aux
objectifs
pédagogiques du
programme /
Contribution to
learning
objectives
Non / No
0 %
Final examination
QCM - Quizz
Evaluation des
étudiants
Student
Assessment
Méthodes
d’enseignement
Teaching
Methods
Plan de cours
Course Plan
Contrôle continu
100
%
QCM - Quizz
Autre - Others
0%
0%
0%
0%
100 %
0%
0%
Nb midterms : 0
For all PGEM2 & MSc students: CAREER DAY Events:
SOPHIA ANTIPOLIS campus: 26th January 2016
PARIS campus: 28th January 2016
LILLE campus: 4th February 2016
For MSc students only: ""CV Screening"" . Feb.2016 For PGEM2 students only: ""Go-No/Go
interview"": SOPHIA ANTIPOLIS and PARIS: between 1st and 12th February 2016 LILLE
campus: between 8th and 12th Februay 2016
P a g e 32 | 121
Bibliographie
References
Site(s) web /
Web sites
YEP Career Center Knowledge Platform
French as a Foreign Language
Code du cours
Course Code
PGE.FINM1.LGCOR.
4265
Nom du cours
Course name
LV2 FRENCH REAL BEGINNER - BASICS - INTERMEDIATE - ADVANCED
Teaching period
Crédit(s)
Credit(s)
1
Charge de travail
Student workload
Face à Face
Contact hours
Distanciel
Distance
learning
Autonomous
personal &/or
team work
Evaluation
Evaluation
Durée
totale
Total
12
0
12
2
26
Programme
Program
PGE M1
Départements
Department
LANGUAGES
Module
Module
LANGUES
Type de cours
Course type
Core course
Campus
Campus
in exchange
Teaching language
If other
Pré-Requis
Prerequisite
Course leader
par campus
POMMIER JEAN-PAUL
LILLE
N/A
PARIS
Oanh Chieuto
SOPHIA
Christine Develey
P a g e 33 | 121
Name of instructor(s) by
campus
SUZHOU
N/A
RALEIGH
N/A
Beginner: Learners will be able to understand and use familiar everyday
expressions and very basic phrases for concrete situations (introduce
themselves and others and ask and answer questions about personal
details such as where they live, people they know and things they have).
Will be able to interact in a simple way provided the other person talks
slowly and clearly and is prepared to help.
Basics: Learners will be able to understand sentences and frequently used
expressions related to areas of most immediate relevance (e.g. very basic
personal and family information, shopping, local geography,
employment). Will be able to communicate in simple and routine tasks
requiring a simple and direct exchange of information on familiar and
routine matters. Will be able to describe in simple terms aspects of their
background, immediate environment and matters in areas of immediate
need.
Descriptif du cours
/
Course description
Intermediate: Learners will be able to understand the main points of
familiar matters regularly encountered in work, school, leisure, etc. Will
be able to deal with most situations likely to arise while travelling in an
area where the language is spoken. Will be capable of producing simple
connected text on topics which are familiar or of personal interest. Will be
able to describe experiences and events, dreams, hopes & ambitions and
briefly give reasons and explanations for opinions and plans.
Advanced: Learners will be able to understand the main ideas of complex
text on both concrete and abstract topics, including technical discussions
in their field of specialisation. They will interact with a degree of fluency
and spontaneity that makes regular interaction with native speakers quite
possible effortlessly both ways. Will be able to explain a viewpoint on a
topical issue giving the advantages and disadvatages of various options.
Résultats
d’apprentissage
/
Intended Learning
Outcomes and Skills
A l’issue de la formation, vous serez capable de / As a result of this module, you
will be able to:
See above in course description in relation to level
P a g e 34 | 121
Contribution aux
objectifs pédagogiques
du programme /
Contribution to learning
objectives
Indiquer les learning objectives auxquels contribue le cours (en se basant sur le
curriculum mapping du programme) / Indicate which learning objectives the course
contributes to (based on the program curriculum mapping)
LG3 : Graduates should be able to communicate in an international environment
LO3.1 : To produce clear, well organized verbal
presentations
Not
evaluated
LO3.2 : To produce clear, well organized written
communication
Not
evaluated
LO3.3 : To understand in detail extended speech
and complex texts in English
Not
evaluated
Non / No
Final examination
30 %
Evaluation des étudiants
Student Assessment
Si autre précisez / If other Specify:
Contrôle continu
In relation to level
70 %
the sum of the coefficients below must be equal to 100%
Présentation orale (oral presentation)
30 %
P a g e 35 | 121
QCM (quizz)
0 %
Dossier (file/report)
0 %
Etude de cas (case study)
0 %
Mid-term examination
0
% - Nb of
midterms
Class participation
20 %
Autre (other)
50 %
0
Grammar tests, summaries,
presentations, reports, dictations, etc
Précisez / Specify:
(According to the appropriate course
level)
Si autre, précisez
If other please specify
Méthodes
d’enseignement
Teaching Methods
Si autre, précisez / If other please specify:
Plan de cours
Course Plan
Specific to each level
Lectures obligatoires / Required readings
Bibliographie
References
Lectures Recommandées / Recommended readings
Site(s) web / Web sites
P a g e 36 | 121
Nombre CM Amphi
/ Number of Lectures
Durée CM Amphi
(en heures) /
Lecture
duration (in
hours)
Préciser les
spécificités de
programmatio
n (TD journée,
Durée TD (en
Autres (Distance
cadencement
heures) / Tutorial
learning, etc…)
spécifique des
class duration (in
(en heures)
séances) /
hours)
/ Other (in hours)
Specify if fullday tutorial
class, different
schedules
Nombre TD /
Number of
Tutorial classes
Campus Lille
Campus Paris
8
1,5
Campus Raleigh
Campus Sophia
8
1,5
CORPORATE FINANCIAL MANAGEMENT
Mergers and Acquisition, Corporate Restructuring
Nom du cours
Course name
Code du cours
Course Code
MERGERS AND ACQUISITION, CORPORATE RESTRUCTURING
Crédits
Credits
Teaching period
2
Spring
Charge de travail
Student workload
Programme
Program
Départements
Department
Module
Type de cours
Course type
Campus
Course open to
students in exchange
Teaching language
Pré-Requis
Prerequisite
Face à Face
Contact hours
Distanciel
Distance
learning
Autonomous
personal
&/or team
work
Evaluation
Durée totale
Total
15
0
20
0
15
Corporate Financial Management
AUDIT & INTERNATIONAL ACCOUNTING
optional
Sophia, Paris
Anglais / English
If other
International financial markets and economics
P a g e 37 | 121
Course leader
par campus
campus
Descriptif du
cours
/
Course
description
GIALDINI Laurence
Belo Horizonte
Lille
Paris
Sophia
Suzhou
Raleigh
Other
This course is dedicated to the valuation, structuring, financing and negotiation of
controlling-equity transactions. It will present some aggregate and historical evidence,
before it delves into the core issue of valuation, and then structuring (and restructuring). It
provides the students with a background for understanding mergers and acquisitions and
corporate restructuring. Most importantly, it provides the building blocks to understand
the activity of evaluating a business firm.
Thémes
/
Topics
Résultats
d’apprentissage
/
Intended
Learning
Outcomes and
Skills
understands what M&As are about, their stake, their consequences.
Contribution aux
objectifs
pédagogiques du
programme /
Contribution to
learning
objectives
understand the stake in acquiring a business
be able to assess a value of a firm and that of a M&A deal (synergies…)
Non / No
100 %
Final examination
Evaluation des
étudiants
Student
Assessment
Méthodes
d’enseignement
Contrôle continu
0 %
QCM - Quizz
Autre - Others
0%
0%
0%
0%
0%
0%
0%
Nb midterms : 0
P a g e 38 | 121
Teaching
Methods
Plan de cours
Course Plan
Bibliographie
References
Agenda. The technical and conceptual aspects of the class will be carried out in concert.
Technical Skills (valuing mergers)
1. Measuring stock value
2. CApital structure with or without tax
3. Free CAsh Flows to the firm and free cash flow to the equity
4. Computing a WACC
5.Comparable valuation
6. Modeling value
Conceptual skills and general understanding of M&As and restructuring
1. Why do merger happen
2. Merger process
3. Merger waves
4. Do merger create value?
5. Merger analysis
6. Corporate restructuring
Lectures obligatoires / Required readings :
Lectures Recommandées / Recommanded readings :
Site(s) web /
Web sites
Nombre CM
Amphi /
Number of
Lectures
Durée CM
Autres
Durée TD (en
Amphi (en
(Distance
Nombre TD /
heures) /
heures) /
Number of
Tutorial class
Lecture
(en heures) /
Tutorial classes
duration (in
duration (in
Other (in
hours)
hours)
hours)
schedules
0
0
Campus
0
0
0
International Financial Decision Making
Nom du cours
Course name
Code du cours
Course Code
INTERNATIONAL FINANCIAL DECISION MAKING
Crédits
Credits
Teaching period
2
Spring
Charge de travail
Student workload
Programme
Program
Départements
Department
Face à Face
Contact hours
Distanciel
Distance
learning
Autonomous
personal
&/or team
work
Evaluation
Durée totale
Total
15
0
20
0
15
P a g e 39 | 121
Module
Type de cours
Course type
Campus
Course open to
Teaching language
Pré-Requis
Prerequisite
Course leader
par campus
campus
Descriptif du
cours
/
Course
description
Thémes
/
Topics
optional
Paris, Sophia
Anglais / English
If other
Strategic management and international Financial economics
GIALDINI Laurence
Belo Horizonte
Lille
Paris
Sophia
Suzhou
Raleigh
Other
How to develop your company in an international area
Résultats
d’apprentissage
/
Intended
Learning
Outcomes and
Skills
Contribution aux
objectifs
pédagogiques du
programme /
Contribution to
learning
objectives
Evaluation des
étudiants
Student
Assessment
Non / No
100 %
Final examination
Contrôle continu
0 %
P a g e 40 | 121
QCM - Quizz
Autre - Others
Méthodes
d’enseignement
Teaching
Methods
Plan de cours
Course Plan
0%
0%
0%
0%
0%
0%
0%
Nb midterms : 0
Bibliographie
References
Site(s) web /
Web sites
Nombre CM
Amphi /
Number of
Lectures
Durée CM
Autres
Durée TD (en
Amphi (en
(Distance
Nombre TD /
heures) /
heures) /
Number of
Tutorial class
Lecture
(en heures) /
Tutorial classes
duration (in
duration (in
Other (in
hours)
hours)
hours)
schedules
0
0
0
Campus
0
0
Corporate Banking Relations
Code du cours
Course Code
Nom du cours
Course name
Cliquez ici pour entrer
du texte.
CORPORATE BANKING RELATIONS
Crédits
Credits
Teaching period
2
Spring
Charge de travail
Student workload
Programme
Program
Départements
Department
Module
Face à Face
Contact hours
Distanciel
Distance
learning
Autonomous
personal
&/or team
work
Evaluation
Durée totale
Total
18
0
24
0
18
-
P a g e 41 | 121
Type de cours
Course type
Campus
Course open to
Teaching language
Pré-Requis
Prerequisite
Course leader
par campus
campus
Descriptif du
cours
/
Course
description
Thémes
/
Topics
core
Paris, Sophia
Anglais / English
If other
Microeconomics
LOBEZ Frédéric
Belo Horizonte
Lille
Paris
Sophia
Suzhou
Raleigh
Other
Frederic Lobez
Abdelhafid BENAMRAOUI
After presenting the context of banking relations today, this course will examine the
organisation, Governance and risk management in the banking sector. It will also explain
the different operations of banks and financial institutions.
Résultats
d’apprentissage
/
Intended
Learning
Outcomes and
Skills
Understand the context of Banking relations.
Contribution aux
objectifs
pédagogiques du
programme /
Contribution to
learning
objectives
Evaluation des
étudiants
Student
Assessment
Be able to analyse the banking organisation, governance and risk management.
Non / No
50 %
Final examination
Contrôle continu
50 %
P a g e 42 | 121
QCM - Quizz
Autre - Others
Méthodes
d’enseignement
Teaching
Methods
Plan de cours
Course Plan
Bibliographie
References
100 %
0%
0%
0%
0%
0%
0%
Nb midterms : 0
Topic 1 Setting the Context of Bank Relations Today
•Crisis Contagion Late 20th Century
•Origins of 2008 - Financial Volatility and Global Credit Crisis
•Global Financial Crisis 2008
•Moral Hazards - Bail Outs and Conditionality
•Mergers and Acquisitions
Topic 2 Banking Organisation, Governance and Risk Management
•The World of International Banking
•Organisation of Banks
•Governance and Risk Management (Identification, Management and Transfer)
Topic 3 Operations of Banks and Financial Institutions - Payment and Receipting /
Investments
•Money Transfers
•Principles of Foreign Exchange
•Foreign Exchange Markets
•The Business of Foreign Trade
•Collection
•Basic Letter of Credit
•Letter of Credit Variations
•Bankers Acceptance
•Latest Payment and Receipting Techniques and Managing the Projects
•Overview of the Statement of Investment Principles
•Investment return & risk characteristics, benchmarks & guidelines
•Investment styles & techniques
•Manager selection
Site(s) web /
Web sites
Nombre CM
Amphi /
Number of
Lectures
Durée CM
Autres
Nombre TD /
Durée TD (en
Amphi (en
(Distance
Number of
heures) /
heures) /
Tutorial classes
Tutorial class
Lecture
(en heures) /
P a g e 43 | 121
duration (in
hours)
0
duration (in
hours)
0
Other (in
hours)
Campus
0
0
schedules
0
Corporate Risk Management
Code du cours
Course Code
Nom du cours
Course name
du texte.
CORPORATE RISK MANAGEMENT
Crédits
Credits
Teaching period
2
Spring
Charge de travail
Student workload
Programme
Program
Départements
Department
Module
Type de cours
Course type
Campus
Course open to
Teaching language
Pré-Requis
Prerequisite
Course leader
par campus
campus
Descriptif du
cours
/
Course
description
Face à Face
Contact hours
Distanciel
Distance
learning
Autonomous
personal
&/or team
work
Evaluation
Durée totale
Total
18
0
24
0
18
core
Paris, Sophia
Anglais / English
If other
International financial economics, Financial mathematics
GIALDINI Laurence
Belo Horizonte
Lille
Paris
Sophia
Suzhou
Raleigh
Other
Ameeta Jaiswal
Ameeta Jaiswal
The most frequent users of risk management techniques are trading operations and the
treasury office. But many other areas of the firm are also involved in risk management;
e.g., the marketing department designs types of contracts for customers that share risk;
business unit managers evaluate projects with different risk characteristics, and decide on
ways to alter projects so as to minimize risk without sacrificing return, etc. The tax, legal,
and accounting departments are also concerned with risk, with hedging, and with
corporate governance. At the highest level of the company key questions about the firm's
strategy and its ability to fund its operations must be answered with an eye on the risks of
P a g e 44 | 121
each alternative and strategic decisions that can secure the greatest value for
shareholders
Thémes
/
Topics
Résultats
d’apprentissage
/
Intended
Learning
Outcomes and
Skills
Understand the nature of a company's exposure to different risk drivers, as well as the
principles that underlie the important decision of whether to hedge those risks or not
Understand why risk cannot be totally eliminated, but that it can be appropriately
managed
Get a clear awareness of the importance to manage the exposure to different types of risk.
Contribution aux
objectifs
pédagogiques du
programme /
Contribution to
learning
objectives
Non / No
50 %
Final examination
Evaluation des
étudiants
Student
Assessment
Méthodes
d’enseignement
Teaching
Methods
Plan de cours
Course Plan
Contrôle continu
50 %
QCM - Quizz
Autre - Others
100 %
0%
0%
0%
0%
0%
0%
Nb midterms : 0
I. Introductory ideas on Financial Risk Management in the Corporation
a.Brief antecedents of the Risk Management discipline.
b.What is Risk Management in the Corporation?
c.When should managers consider using risk management strategies?
d.What are the Corporate Governance implications of risk management and how can they
be sorted out?
II. Different types of Risk Management
1.Market Risk Management
a.Introduction to Financial Market Risk
b.VAR as downside risk
P a g e 45 | 121
Bibliographie
References
c.VAR and CAR definitions
d.Other measures of risk (betas, spreads, agency ratings)
e.Portfolio positions and the identification of risk factors
2.Credit Risk Management
a.Measurement of Credit Risk
b.Settlement Risk
c.Joint Events
d.Risk diversification in credit portfolios
3.Operating Risk Management
a.Detection of risk sources
b.Measurement of risk exposures
c.Protection against different types of risks
d.A comprehensive view of operating risk management
III. Risk Management in Practice
4.Derivatives and Risk Management
a.Overview of Derivatives
b.Forwards
c.Futures
d.Swaps
e.Options
5.Futures, Forwards and Swaps markets, uses and limitations
a.Marking to market
b.Trading in futures
c.Fine tuning of positions: the hedge ratio
d.Similarities and differences between Futures and Forwards contracts.
e.Swaps as a “bundle of forwards”, their operation, uses, limitations and conventions.
6.Options Contracts and utilization
a.Basic Options: calls and puts
b.Put-Call parity
c.Combinations of Options (options strategies)
d.Valuation of Options: analytical solution and numerical methods
7.Currencies and Commodities markets
a.Currency markets: the present international monetary system
b.Exchange rate determination: is it possible to “predict” the exchange rate?
c.Transaction exposure to exchange rates
d.Economic exposure to exchange rates
e.Commodities markets
f.Pricing of futures in commodities markets
Site(s) web /
Web sites
Nombre CM
Amphi /
Durée CM
Nombre TD /
Durée TD (en
Autres
Amphi (en
Number of
heures) /
(Distance
heures) /
Tutorial classes
Tutorial class
P a g e 46 | 121
Number of
Lectures
Lecture
duration (in
hours)
0
duration (in
hours)
0
(en heures) /
Other (in
hours)
Campus
0
0
schedules
0
Financial Communication
Code du cours
Course Code
Nom du cours
Course name
du texte.
FINANCIAL COMMUNICATION
Crédits
Credits
Teaching period
2
Spring
Charge de travail
Student workload
Programme
Program
Départements
Department
Module
Type de cours
Course type
Campus
Course open to
Teaching language
Pré-Requis
Prerequisite
Course leader
par campus
campus
Descriptif du
cours
/
Course
description
Face à Face
Contact hours
Distanciel
Distance
learning
Autonomous
personal
&/or team
work
Evaluation
Durée totale
Total
15
0
20
0
15
optional
Paris, Sophia
Anglais / English
If other
Background in finance
GIALDINI Laurence
Belo Horizonte
Lille
Paris
Sophia
Suzhou
Raleigh
Other
Céline BOUQUEREL
Céline BOUQUEREL
This module will review the process of financial communication inside corporations, from
operational reporting to investors and analysts relations. Based on real cases, the course
will review the regulatory framework, the main topics of financial communication and and
the key events in the life of publicly traded companies.
Thémes
/
Topics
P a g e 47 | 121
Résultats
d’apprentissage
/
Intended
Learning
Outcomes and
Skills
The main aim of this module is to raise students’ awareness of how going public not only
impacts day-to-day activity of corporate financial teams, but also raises specific strategic
issues
Understand the main topics of financial communication (accounting, financial forecasts,
corporate governance, strategy and business model, corporate responsibility…)
Be able to communicate technical issues involving both accounting and finance to the
general shareholding public
Contribution aux
objectifs
pédagogiques du
programme /
Contribution to
learning
objectives
Non / No
100 %
Final examination
Evaluation des
étudiants
Student
Assessment
Méthodes
d’enseignement
Teaching
Methods
Plan de cours
Course Plan
Bibliographie
References
Contrôle continu
0 %
QCM - Quizz
Autre - Others
0%
0%
0%
0%
0%
0%
0%
Nb midterms : 0
This module will review the process of financial communication inside corporations, from
operational reporting to investors and analysts relations. Based on real cases, the course
will review the regulatory framework, the main topics of financial communication and and
the key events in the life of publicly traded companies.
Site(s) web /
Web sites
P a g e 48 | 121
Nombre CM
Amphi /
Number of
Lectures
Durée CM
Amphi (en
heures) /
Lecture
duration (in
hours)
0
Durée TD (en
heures) /
Tutorial class
duration (in
hours)
Nombre TD /
Number of
Tutorial classes
0
Autres
(Distance
learning, etc…)
(en heures) /
Other (in
hours)
Campus
0
0
cadencement spécifique des
schedules
0
Corporate Governance and Business Ethics
Nom du cours
Course name
Code du cours
Course Code
CORPORATE GOVERNANCE & BUSINESS ETHICS
Teaching period
Crédits
Credits
4
Spring
Charge de travail
Student workload
Programme
Program
Départements
Department
Module
Type de cours
Course type
Campus
Course open to
Teaching language
Pré-Requis
Prerequisite
Course leader
par campus
campus
Descriptif du
cours
/
Course
description
Thémes
/
Face à Face
Contact hours
Distanciel
Distance
learning
24
0
Autonomous
personal
&/or team
work
36
Evaluation
Durée totale
Total
0
24
core
Paris, Sophia
Anglais / English
If other
GIALDINI Laurence
Belo Horizonte
Lille
Paris
Sophia
Suzhou
Raleigh
Other
Henrik LUTZEN
The course describes the organization of a modern corporation and ethics matter in
Business. Corporate governance is discussed from different perspectives. An overview of
international practice is also provided.
Corporate Structure; Corporate Management; International Practices; Ethics
P a g e 49 | 121
Topics
Résultats
d’apprentissage
/
Intended
Learning
Outcomes and
Skills
The student is expected to master the skills of a successful business leader. Analyze the
competitive environment and successfully argue how to succeed in an aggressive global
environment within boundaries of the law.
The student is expected to developed savoir-faire and savoir-être capacities, highly
valuable for any business situation.
The student is expected to be prepared to work in small groups and show leadership skills
that go beyond borders and cultural barriers.
Formulate ethical business situation and analyse the best solution
Contribution aux
objectifs
pédagogiques du
programme /
Contribution to
learning
objectives
Non / No
50 %
Final examination
Evaluation des
étudiants
Student
Assessment
Méthodes
d’enseignement
Teaching
Methods
Contrôle continu
50
%
QCM - Quizz
Autre - Others
100 %
0%
0%
0%
0%
0%
0%
Nb midterms : 0
Plan de cours
Course Plan
Bibliographie
References
Site(s) web /
Web sites
P a g e 50 | 121
Nombre CM
Amphi /
Number of
Lectures
Durée CM
Amphi (en
heures) /
Lecture
duration (in
hours)
0
Nombre TD /
Number of
Tutorial classes
0
Autres
(Distance
learning, etc…)
(en heures) /
Other (in
hours)
Durée TD (en
heures) /
Tutorial class
duration (in
hours)
Campus
0
0
schedules
0
Private Equity
Code du cours
Course Code
Nom du cours
Course name
Crédits
Credits
2
Teaching period
PRIVATE EQUITY
Spring
Charge de travail
Student workload
Programme
Program
Départements
Department
Module
Type de cours
Course type
Campus
Course open to
Teaching language
Pré-Requis
Prerequisite
Course leader
par campus
campus
Descriptif du
cours
/
Course
description
Thémes
Face à Face
Contact hours
Distanciel
Distance
learning
15
0
Autonomous
personal
&/or team
work
20
Evaluation
Durée totale
Total
0
15
elective
Paris, Sophia
Anglais / English
If other
GIALDINI Laurence
Belo Horizonte
Lille
Paris
Sophia
Suzhou
Raleigh
Other
Vincent Bazi
This course will give the students the necessary skills and knowledge in understanding the
private equity market. It will explore how the private equity investments are originated
and structured. It will also discuss the uderlying approaches to valuation in a private
equity setting.
P a g e 51 | 121
/
Topics
Résultats
d’apprentissage
/
Intended
Learning
Outcomes and
Skills
Understand the structure of the private equity market and the funds activity.
understand the differences between the context of private equity finance and that of
traditionnal corporate finance, in terms of strategy, capital structure, debt management
and valuation.
Be able to apply the above knowledge to real case studies.
Contribution aux
objectifs
pédagogiques du
programme /
Contribution to
learning
objectives
Non / No
100 %
Final examination
Evaluation des
étudiants
Student
Assessment
Méthodes
d’enseignement
Teaching
Methods
Contrôle continu
0
%
QCM - Quizz
Autre - Others
0%
0%
0%
0%
0%
0%
0%
Nb midterms : 0
Plan de cours
Course Plan
Bibliographie
References
Site(s) web /
Web sites
Nombre CM
Amphi /
Durée CM
Nombre TD /
Durée TD (en
Autres
Amphi (en
Number of
heures) /
(Distance
heures) /
Tutorial classes
Tutorial class
P a g e 52 | 121
Number of
Lectures
Lecture
duration (in
hours)
0
duration (in
hours)
0
(en heures) /
Other (in
hours)
Campus
0
0
schedules
0
Managing with Internal Auditing
Nom du cours
Course name
Code du cours
Course Code
MANAGING WITH INTERNAL AUDITING
Teaching period
Crédits
Credits
2
Spring
Charge de travail
Student workload
Programme
Program
Départements
Department
Module
Type de cours
Course type
Campus
Course open to
Teaching language
Pré-Requis
Prerequisite
Course leader
par campus
campus
Descriptif du
cours
/
Course
description
Thémes
/
Topics
Face à Face
Contact hours
Distanciel
Distance
learning
15
0
Autonomous
personal
&/or team
work
20
Evaluation
Durée totale
Total
0
15
optional
Paris, Sophia
Anglais / English
If other
GIALDINI Laurence
Belo Horizonte
Lille
Paris
Sophia
Suzhou
Raleigh
Other
How to manage several kinds of organizations using auditing tools and management
control.
P a g e 53 | 121
Résultats
d’apprentissage
/
Intended
Learning
Outcomes and
Skills
Understand the different corporate valuation methods and techniques
Contribution aux
objectifs
pédagogiques du
programme /
Contribution to
learning
objectives
be able to use and apply those techniques in different contexts
Perform valuation of companies and projects in different situations: IPO, Merger and
acquisitions, LBOs, etc.
Non / No
100 %
Final examination
Evaluation des
étudiants
Student
Assessment
Méthodes
d’enseignement
Teaching
Methods
Contrôle continu
0
%
QCM - Quizz
Autre - Others
0%
0%
0%
0%
0%
0%
0%
Nb midterms : 0
Plan de cours
Course Plan
Bibliographie
References
Site(s) web /
Web sites
Nombre CM
Amphi /
Number of
Lectures
Durée TD (en
Durée CM
Autres
Nombre TD /
heures) /
Amphi (en
(Distance
Number of
Tutorial class
heures) /
Tutorial classes
duration (in
Lecture
(en heures) /
hours)
P a g e 54 | 121
duration (in
hours)
0
Other (in
hours)
0
Campus
0
0
schedules
0
Intangible Assets Valuation
Nom du cours
Course name
Code du cours
Course Code
INTANGIBLE ASSETS VALUATION
Teaching period
Crédits
Credits
2
Spring
Charge de travail
Student workload
Programme
Program
Départements
Department
Module
Type de cours
Course type
Campus
Course open to
Teaching language
Pré-Requis
Prerequisite
Course leader
par campus
campus
Descriptif du
cours
/
Course
description
Thémes
/
Topics
Face à Face
Contact hours
Distanciel
Distance
learning
15
0
Autonomous
personal
&/or team
work
30
Evaluation
Durée totale
Total
0
15
elective
Paris, Sophia
Anglais / English
If other
CHIKH Sabrina
Belo Horizonte
Lille
Paris
Sophia
Suzhou
Raleigh
Other
Isabelle LHOSTE
This course examines the meaning of intangible assets, when and how they arise and are
accounted for in published company financial statements, their implications for the
analysis of the performance of company financial statements.
P a g e 55 | 121
Résultats
d’apprentissage
/
Intended
Learning
Outcomes and
Skills
Have worked through examples of how to value intangible assets
Understand how to evaluate Brands, Intellectual Capital, Information on databases,
Efficient processes, Product innovation, Customer loyalty and Societal and political
approval.
Understand accounting and other issues underlying intangible asset valuation
Contribution aux
objectifs
pédagogiques du
programme /
Contribution to
learning
objectives
Non / No
100 %
Final examination
Evaluation des
étudiants
Student
Assessment
Méthodes
d’enseignement
Teaching
Methods
Plan de cours
Course Plan
Contrôle continu
0
%
QCM - Quizz
Autre - Others
0%
0%
0%
0%
0%
0%
0%
Nb midterms : 0
study
Sessions 1 and 2: •Revision of the two main financial statements : the statement of
financial position The income statement •The purpose and production of group accounts
Sessions 3 and 4 : •Accounting for intangible assets, including goodwill, brands, research
and development costs, impairment of intangible assets
Bibliographie
References
Site(s) web /
Web sites
P a g e 56 | 121
Nombre CM
Amphi /
Number of
Lectures
0
Durée CM
Amphi (en
heures) /
Lecture
duration (in
hours)
0
Nombre TD /
Number of
Tutorial classes
Durée TD (en
heures) /
Tutorial class
duration (in
hours)
Autres
(Distance
learning, etc…)
(en heures) /
Other (in
hours)
Campus
0
0
schedules
0
PROJECT AND PROGRAMME MANAGEMENT & BUSINESS
DEVELOPMENT
Business plans and Business Models
Course name
Course Code
<Insert here>
Credits
<e.g. 3>
Student
workload
[Should add up
to 25hrs/credit]
Programme
Department
Module
Course type
Campus
Course open to
students in
exchange
Teaching
language
Prerequisite
Course leader
Instructor(s)
names by
campus
Course
description
Topics
Intended
Learning
BUSINESS PLANS AND BUSINESS MODELS
Teaching period
Fall Lille / Spring Paris
Distance
Autonomous
learning
personal
Face to face contact hours
Evaluation
Total
[with/without
&/or team
tutor]
work
15
0
35
0
50
MANAGEMENT OF PROJECTS, INFORMATION SYSTEMS AND SUPPLY CHAINS
MODULE 3 - STRATEGY & BUSINESS DEVELOPMENT
Core course
Lille, Paris
English
If other
None
Lille
Paris
Sophia
Suzhou
Raleigh
Other
Eric DANIEL
Eric DANIEL
Eric DANIEL
The course objectives for students are to know and master concepts that are used for
making business plans, and for developing and tuning business models. Tools and
techniques used to issue these plans and models are explained. Business cases and
examples allow a full capability. Lessons learned are exhibited.
Making business plans
Developing and tuning business models
Tools and techniques for business modelling
As a result of this module, you will be able to:
Knowledge and Understanding (subject specific)
P a g e 57 | 121
Outcomes and
Skills
Learn what is a business plan, a business model; understand what type of information is
needed to create a business plan, including information such as intellectual property.
Cognitive skills
Be able to set-up and present a business plan, and to create and tune a business model.
Gather and process information needed to create a business plan, implement a business
plan and a business model during the initial phase of a project.
Contribution to
learning
objectives
Indicate which learning objectives the course contributes to (based on the program curriculum
mapping) [Make bold those that most apply.]
LO1.1 : To recognize potential ethical dilemmas
LO1.2 : To select the best course of action to follow in order to behave as responsible managers
LO2.1 : To contribute substantively to the product of a group and demonstrate leadership skills
LO2.2 : To recognize and use positively the various dimensions of diversity
LO3.1 : To produce clear, well organized verbal presentations
LO3.2 : To produce clear, well organized written communication
LO4.1 : To analyze globalization and evaluate its effects on business
LO4.2 : To apply theories and key concepts in the field of the management of knowledge assets,
technological progress and innovation
LO5.1 : To analyze and apply advanced concepts in a specialized discipline
LO5.2 : To assess a business issue and formulate solutions in a specialized discipline
Final examination
%
Explain type for final examination : (E.g. quizz, case study, presentation, report, essay, mid-term
examination, other)
Student
Assessment
Teaching
Methods
Course Plan
100 %
Explain type
0 %
100 %
0 %
0 %
0 % - Nb midterms
0 %
0 %
Oral presentation
MCQ quizz
Essay/report
Case study
0
Class participation
Other
Specify:
Course format (E.g. Lecture, eLearning, Tutorials)
Lecture
Learning activities (E.g. Interactive lectures, business game, project-based learning, case studies,
personal guided study, assignments)
Interactive lectures ; project-based learning
Day 1 (Morning)
• 1. Business Development Concepts: for what purpose? What are they?
– 1.1 The Business Plan
– 1.2 The Business Model
– 1.3 Business Development
• 2. Getting Your Business Plan Started
Day 1 (Afternoon) (= Zooms on certain BP Chapters)
• 3. Business Plan writing issues
P a g e 58 | 121
• 4. Focusing on Strategic Position & Risk Assessment
• 5. Focusing on Marketing Plan and Sales Strategy
Day 2 (Morning)
• 6. Focusing on Intellectual Property Issues
• 7. Focus on Development, Milestones and Exit Plan
Day 2 (Afternoon)
• 8. Working on your Business Model
– Building Your Model
– Evaluating Your Model
• 9. Reconciliating With Your Business Plan
• 10 Debrief and Homework
Required readings
1. Business Plan
Successful Business Plan, Secrets & Strategies (Rhonda Abrams, thePlanningshop,
2010)
Business Model
Business Models made easy (Entrepreneur Press & Don Debelak,, Entrepreneur Press,
2006)
Business Model Generation (Alexander Osterwalder & Yves Pigneur, Wiley, 2010)
Intellectual property
Strategies for Investing in Intellectual Property, Intengible Valuations, Real Returns
(David S. Ruder, BeardBooks, 2008)
Mémentos LMD: Management stratégique des droits de la propriété intellectuelle MASTER (Pascal Corbel, Gualino éditeur, 2007)
References
Recommended readings
1. Intellectual Property
Les marchés de brevets dans l’économie de la connaissance (Dominique Guellec,
Thierry Madiès, Jean-Claude Prager, Conseil d’Analyse Economique, La documentation
française, 2010)
Business model
Seizing the White Space, Business Model Innovation for Growth & Renewal (Mark W.
Johnson, Harvard Business Press, 2010)
Business Development
BDM Business Development Methodology, Core Processes (Adriaan A. Uijttenbroek,
Lansa Publishing/ Grannit Books, 2011)
Web sites
Number of
Lectures
Lecture
duration (in
hours)
2
7.5
Other
Tutorial class
Number of
(Distance
duration (in
Tutorial classes
learning, etc…)
hours)
(in hours)
Specify if full-day tutorial
class, different schedules
Human Resources for Projects
Course Code
Course name
P a g e 59 | 121
MSC.PPMM2.PMCOR.0076
Credits
2
Student workload
[Should add up to
25hrs/credit]
Programme
Department
Module
Course type
Campus
exchange
Teaching language
Prerequisite
Course leader
campus
Course
description
HRM FOR PROJECTS
Teaching period
Distance
Autonomous
learning
personal
Evaluation
Total
[with/without
&/or team
tutor]
work
15
0
35
0
50
MODULE 5 – PROJECT MNAGEMENT – HUMAN DIMENSIONS
Core course
Lille, Paris
Face to face contact
hours
English
None
If other
Lille
Paris
Sophia
Suzhou
Raleigh
Other
Prof Rodney TURNER
Prof Rodney TURNER
Prof Rodney TURNER
The Project-based Organization (PBO) makes the strategic choice to use temporary work
processes in the form of projects and programs to deliver products and/or services to its
customers. Human Resource Management (HRM) theory suggests organizations should
adopt HRM practices which support such strategic choices. Thus not only should HRM
practices be designed to support the operational processes adopted by an organization,
but the HRM practices for different types of process should be mutually supportive. In
only functional organization the HRM practices need only be supportive of working in the
line organization, but in the PBO they need to be supportive of working both in the line
and on projects, and the practices adopted in the line and on projects need to be mutually
supportive and consistent. This requires the PBO to adopt novel forms of HRM practice
for working on projects; we call these on-project HRM practices. Further the practices in
the line, the in-line HRM practices, need to be changed from those used in a purely
functional organization to be supportive of project-based working.
In this course we describe the new and different HRM practices that need to be adopted
by the project-based organization. We identify features of the PBO that create the need
for these new and different HRM practices, what impact they have on project-based
working, and how they influence the nature of HRM practices that need to be adopted.
We describe traditional HRM practices for the functional organization, and show how they
need to be adapted for the PBO. We consider the need for new on-project HRM practices
and different in-line HRM practices, and their nature. The modern HRM style is to devolve
the implementation of HRM practices to managers at the work interface. Thus in the PBO,
HRM managers, line managers and project managers must all share responsibility for the
implementation of these HRM practices. We explain their different responsibilities. One
of the features of project-based working is the intense pressure associated with working
on projects. This can create issues associated with the well-being of employees and
achieving a balance between home and work life. It can also create issues with the ethical
P a g e 60 | 121
treatment of employees. We consider these issues. Finally we describe steps an
employee should take to manage their own career.
Topics
The nature of the project-based company
Human resource management in the project-based company
Well-being and ethical treatment of employees
Careers in the project-oriented society


Intended
Learning
Outcomes and
Skills

identify the features of working in the project-based organization that create the
need for new and different HRM practices
formulate the new-on project practices that need to be adopted, and how
traditional in-line HRM practices need to be adapted to be supportive of projectbased working
describe the roles of HRM managers, functional line managers and project
managers in the management of human resources in the PBO


Contribution to
learning
objectives
Student
Assessment
Teaching
Methods
explain the issues of employee well-being and ethical treatment of employees in
the PBO and explain processes for achieving that
develop models for the management of your own career
Final examination
%
examination, other)
There will be a quiz on the pre-reading
Students will be asked to make a final presentation in groups, summarizing their learning from the
course.
%
Explain type
Oral presentation
70 %
MCQ quizz
30 %
Essay/report
0 %
Case study
%
0 % - Nb midterms 0
Class participation
0 %
Other
0 %
Specify:
P a g e 61 | 121
Course Plan
The method of delivery is through lecture and discussion in plenary session, and through
exercises which provide the participants with the opportunity to practice the techniques,
and to share experiences with other course participants.
Session 1.
The nature of the project-based organization
Session 2.
Human resource management in the project-based organization
Session 3.
The well-being and ethical treatment of employees
Session 4.
Careers in the project-oriented society
Required readings
2. Keegan, A.E., Huemann, M. and Turner, J.R., 2012, “Beyond the Line: exploring the HR
responsibilities of line managers, project managers and the HR department in four
project-oriented companies”, International Journal of Human Resource Management,
23(15-16), 3085-3104.
3. Turner, J.R., Huemann, M. and Keegan, A.E., 2008, “Human Resource Management in
the Project Oriented Company: employee well-being and ethical treatment”,
International Journal of Project Management, Special Issue: IRNOP X, Innovation in
Projects, ed Brady, T and Söderlund, J., 26(5), 577-585.
4. Huemann, M., Keegan, A.E. and Turner, J.R., 2007, “Human Resource Management in
the Project Oriented Company: a critical review”, International Journal of Project
Management, 25(3), 312-320.
5. Huemann, M. and Turner, J.R., 2010, “Human Resource Management in the ProjectOriented Company: Aligning HRM in the line and on the project”, in Advanced Project
Management: Leadership, Organization and Social Processes, ed. Gleich, R., Mayer, TL., Waqgner R, and Wald, A., Verlag, pp 187-208.
References
Books
2. Lundin, R.A., Arvidsson, N., Brady, T., Ekstedt, E., Midler, C, and Sydow, J., 2015,
Managing and Working in the Project Society, Cambridge University Press, Cambridge.
3. Turner, J.R., Huemann, M., and Keegan, A.E., 2008, Human Resource Management in
the Project-oriented Organization, Project Management Institute, Newtown Square.
Book Chapters
4. Huemann, M., Turner, J.R. and Keegan, A.E., 2004, “Human resource management in
project oriented organizations”, in Innovations: Project Management Research 2004,
ed D.P. Slevin, D.I. Cleland and J.K. Pinto, Project Management Institute, Newtown
Square, PA, pp 369-384.
5. Huemann, M., Turner, J.R. and Keegan, A.E., 2004, “Human resource management in
the project oriented company”, in The Wiley Guide to Managing Projects, ed P.W.G.
Morris and J.K. Pinto, Wiley, New York, pp 1061-108.
6. Keegan, A.E., Turner, J.R., and Huemann, M., Managing Human Resources in the
project-based organization, in The Gower Handbook of Project Management, 4th
edition, ed J.R Turner, pp649-676.
Web sites
Number of
Lectures
1.
Lecture
duration (in
hours)
Other
Tutorial class
Number of
(Distance
duration (in
Tutorial classes
learning, etc…)
hours)
(in hours)
P a g e 62 | 121
2
7.5
Project Management for Competitive Advantage
Course name
Course Code
Credits
3
PROJECT MANAGEMENT FOR COMPETITIVE ADVANTAGE
Teaching period
Face to face contact hours
Student workload
Programme
Department
Module
Course type
Campus
exchange
Teaching language
Prerequisite
Course leader
Topics
Intended
Learning
Outcomes and
Skills
Autonomous
personal
&/or team
work
Evaluation
Total
22.5
0
75
Core course
Lille, Paris
English
None
If other
Lille
Paris
Sophia
Suzhou
Raleigh
Other
campus
Course
description
Distance
learning
Paul GARDINER
Paul GARDINER
Paul GARDINER
This course aims to provide advanced knowledge on the creation of project management
capabilities that can deliver competitive advantage in organisations. This includes moving
beyond standardization and recognized good practice and using strategically selected
dynamic capabilities to maximise portfolio value contribution to organisations.
Competitive advantage
Project standards and good practices
Project management as a strategic resource
Dynamic capabilities
Strategy-project system
Evolutionary learning




Systematic understanding of evolutionary learning mechanisms in organisations
Critical understanding of resource trade-offs between competing projects
Critical understanding of decision processes in prioritisation and selection
Understanding of sub-optimal management for individual projects in a portfolio
Cognitive skills

Recognise and identify relevant dynamic capabilities
P a g e 63 | 121


Show aptitude at finding opportunities to apply evolutionary learning techniques
Distinguish between good project management and project management for
competitive advantage



Manage investments that maximise benefits across a complex set of variables.
Work in ways which are reflective, self-critical and based on research/evidence.
Demonstrate leadership and/or originality in tackling and addressing project
portfolio management issues.

Contribution to
learning
objectives
Develop awareness of ethical issues related to competitive advantage.
mapping)
Final examination
%
Explain type for final examination : (Quizz, case study, presentation, report, essay, mid-term
examination, other)
Evaluation des
étudiants
Student
Assessment
Teaching
Methods
Course Plan
100 %
Explain type
0 %
20 %
0 %
80 %
0 % - Nb midterms
0 %
0 %
Oral presentation
MCQ quizz
Essay/report
Case study
0
Class participation
Other
Specify:
Course format (Lecture, eLearning, Tutorials)
Tutorials
Learning activities (Interactive lectures, business game, project-based learning, case studies,
Case studies
Session 5.
Session 6.
Session 7.
Session 8.
Session 9.
Session 10.
Session 11.
Session 12.
Session 13.
Session 14.
Project management as a strategic resource
Dancing with uncertainty and complexity
Project management for competitive advantage - the art of the possible
Dynamic capabilities and activity configurations
Evolutionary learning in project management
Optimising a portfolio for competitive advantage
Resource selection and optimisation - smart resourcing
Stakeholder management - smart relationships
Change management - smart restructuring
Entrepreneurship and innovation
P a g e 64 | 121
Required readings
6. Gardiner, P. D. (2005). Project management – a strategic planning approach.
Basingstoke: Palgrave Macmillan.
7. Gardiner, P.D. and Eltigani, A. (2014). ‘Toward a theory and practice of learning in
project management systems’, PMI Research and Education Conference, Portland,
Oregon, USA, July 2014.
8. ElTigani, A., Gardiner, P.D. and Lawlor-Wright, T. (2011). ‘Building capabilities through
the implementation of business excellence models: a practice turn view’, British
Academy of Management, 3-15 September 2011 Aston University, Birmingham.
References
7. Levine, H. A. (2005). Project portfolio management. San Francisco, CA: Jossey-Bass.
8. Heising, W. (2012). The integration of ideation and project portfolio management – a
key factor for sustainable success. International Journal of Project Management, vol.
30 (5), pp. 582–595.
9. Jonas, D. (2010). ‘Empowering project portfolio managers: how management
involvement impacts project portfolio management performance’, International
Journal of Project Management, 28, 8, 818-831.
10. Martinsuo, M. & Lehtonen, P. (2007). Role of single-project management in achieving
portfolio management efficiency. International Journal of Project Management, vol.
25 (1), pp. 56-65.
11. Meskendahl, S. (2010). ‘The influence of business strategy on project portfolio
management and its success — A conceptual framework’, International Journal of
Project Management, 28, 807–817.
12. Mitchell, R.F., Hunt, F & Probert, D.R. (2010). ‘Valuing and comparing small portfolios,
13. Morris, P.W.G & Pinto, J.K. (eds). (2007). The Wiley guide to project program &
portfolio management. Hoboken, NJ: John Wiley & Sons.
14. Project Management Institute. (2013). The Standard for Portfolio Management, 3rd
ed., Newtown Square, PA: Project Management Institute.
15. Seider, R. (2006). ‘Optimizing project portfolios’, Research-Technology Management,
49, 5, 43-48.
16. Shenhar, A.J., Milosevic, D., Dvir, D. and Thamhain, H. (2007). Linking Project
Management to Business Strategy, Newtown Square, PA: Project Management Insitute.
17. Coulon, M., Ernst, H., Lichtenthaler, U. & Vollmoeller, J. (2009). An overview of tools
for managing the corporate innovation portfolio. International Journal of Technology
Intelligence and Planning, vol. 5(2), pp. 221-239.
18. Dye, L.D. and& Pennypacker, J.S. (eds). (1999). Project portfolio management:
selecting and prioritizing projects for competitive advantage. Glen Mills, PA : Center
for Business practices.
19. Herfert, K. F., Arbige, M. V. (2008). Aligning an R&D portfolio with corporate strategy.
Research-Technology Management, vol. 51 (5), pp. 39-46.
20. Kester, L., Hultink, E. and Lauche, K. (2009). ‘Portfolio decision-making genres: A case
study’, Journal of Engineering and Technology Management, 26, 4, 327-341.
21. Killen, C.P., Hunt, R.A. & Kleinschmidt, E.J. (2008). ‘Project portfolio management for
product innovation’ The International Journal of Quality & Reliability Management, 25,
1, 24-38.
22. Morris, P. & Ashley J. (2004). Translating corporate strategy into project strategy.
Newtown Square, PA: Project Management Institute.
23. Paulo Augusto Cauchick Migue. (2008). Portfolio management and new product
development implementation: a case study in a manufacturing firm. International
Journal of Quality & Reliability Management, vol. 25 (1), pp.10 – 23.
P a g e 65 | 121
Web sites
24. Sanchez, H. and Robert, B. (2010). ‘Measuring portfolio strategic performance using
key performance indicators’, Project Management Journal, 4, 5, 64-73.
25. Simon M. (2009). Strategic project portfolio management: enabling a productive
organization. Hoboken, N.J: Wiley.
26. Srivannaboon, S. and Milosevic, D.Z. (2006). A two-way influence between business
strategy and project management’, International Journal of Project Management, 24, 6,
493–505.
27. Szymczak, C. C. & Walker, D. H. T. (2003). Boeing – a case study example of enterprise
project management from a learning organization perspective. The Learning
Organization, vol. 10, (3), pp.125 – 137.
28. Uril, B. & Terrien, F. (2010). ‘Project Portfolio selection model, a realistic approach’,
International Transaction in Operational Research, 17, 809-826.
2. Lee Merkhofer Consulting Priority Systems (2010). ‘Project Portfolio Management
Tools: Which Approach is Best?’ A seven-part paper available at:
http://www.prioritysystem.com/toolsabstract.html
Number of
Lectures
Lecture
duration (in
hours)
3
7.5
Other
Tutorial class
Number of
(Distance
duration (in
Tutorial classes
learning, etc…)
hours)
(in hours)
Maturity Models and Performance Improvement
Course name
Course Code
Credits
2
Student workload
[Should add up to
25hrs/credit]
Programme
Department
Module
Course type
Campus
exchange
Teaching language
Prerequisite
Course leader
campus
Maturity models and performance improvement
Teaching period
Distance
Autonomous
learning
personal
Evaluation
Total
[with/without
&/or team
tutor]
work
15
0
25
10
50
Core course
Lille, Paris
hours
English
None
If other
Lille
Paris
Sophia
Suzhou
Raleigh
Paul GARDINER
Thierry Soulard
INSPEARIT / Thierry Soulard
P a g e 66 | 121
Other
Course
description
Topics
The objectives of this course are to:
 Acquire a good understanding of performance improvements
 Discover performance improvement project management
 Discover main approaches for performance improvements
 Discover maturity models
Company performance, improvement process, maturity models, improvement methodologies
 Identify the needs for an improvement project

Intended
Learning
Outcomes and
Skills
Participate in the definition and organization of performance improvement project
Cognitive skills

Knowledgeable enough to participate to specific trainings on models & practices

 Contribute to and proceed with improvement project
Contribution to
learning
objectives
Student
Assessment
Teaching
Methods
No
Final examination
0 %
examination, other)
Case studies / Active participation
100 %
Explain type
Oral presentation
0 %
MCQ quizz
25 %
Essay/report
0 %
Case study
50 %
0 % - Nb midterms 0
Class participation
25 %
Other
0 %
Specify:
Lecture, exercices
P a g e 67 | 121
case studies
Day 1:





Introduction and overview
Company challenges and motivation towards performance improvement (link business
driver)
Performance improvement approaches
Maturity models, Excellence models
Performance Improvement project with group exercise / role play
Course Plan
Day 2:






Role of the management (including sponsor) in Performance improvement projects
Stakeholders management for performance improvement projects
Case study presentation on a Performance Improvement project (go through the whole
life cycle)
Collaborative technics that contribute to Performance Improvement projects success
Pitfulls & succes factors)
Conclusion
Required readings
References
Web sites
Number of
Lectures
9.
1. PDCA/Deming cycle, AKDAR
3. www. sei.cmu.edu
Lecture
duration (in
hours)
Other
Tutorial class
Number of
(Distance
duration (in
Tutorial classes
learning, etc…)
hours)
(in hours)
2
7.5
Project, Programme and Portfolio Management
Course Code
Course name
Project, Programme and Portfolio Management
Credits
3
Teaching period
Student workload
[Should add up to
25hrs/credit]
Programme
Department
Module
Fall Paris / Spring Lille
Distance
Autonomous
learning
personal
Evaluation
Total
hours
[with/without
&/or team
tutor]
work
24
0
36
15
75
MODULE 2 - ORGANIZATION & LEADERSHIP
P a g e 68 | 121
Course type
Campus
exchange
Teaching language
Prerequisite
Course leader
campus
Course
description
Topics
English
None
If other
Lille
Paris
Sophia
Suzhou
Raleigh
Other
Jean-Charles HAINGLAISE
This course will give to students the fundamentals and the overall framework of what is project
management.
Focus will be on understanding the application of the basic tools of project management, such as
work breakdown structure, use of critical path scheduling and risk management. The elements of
project management critical to the success of a project also are identified and explained. The
principles and tools are integrated and clarified through use of examples, case studies and
simulations.
Project Management techniques and tools, Project Management processes (Scope, time, cost, risk,
quality..).
 Understand Basic Definitions and Terminology- Terms of Project Management


Intended
Learning
Outcomes and
Skills
Core course
Lille, Paris
Understand how to plan a project using the main project management core
techniques
Explore the Appropriate methods to initiate, plan, execute, control and close
projects
Cognitive skills
 Understand interactions between project management processes

Explain to anybody involved in projects the importance to properly initiate and plan a
project
 Develop awareness for team work
Contribution to
learning
objectives
P a g e 69 | 121
Student
Assessment
Teaching
Methods
Course Plan
No
Final examination
0 %
examination, other)
Case studies / Active participation
100 %
Explain type
Oral presentation
0 %
MCQ quizz
50 %
Essay/report
0 %
Case study
30 %
0 % - Nb midterms 0
Class participation
20 %
Other
0 %
Specify:
Lecture, exercices, tutorials
case studies
Day 1:
 Introduction on Project, Programme and Portfolio management
 Life cycle
 Scope Management
Day2:



Time Management
Cost Management
Risks Management
Day 3:





Quality Management
Procurement Management
Configuration Management
Reporting Management
Case study: SimulTrain (Part 1)
Day 4:





Case study: SimulTrain (Part 2)
Team Management
Management Plan
Project closure
Conclusion
Required readings
References
Web sites
2. The Project management Institute and its body of knowledge
3. The practice guide for WBS (from PMI)
1. Association for the Advancement of Cost Engineering International www.aacei.org
2. Books from the Project Management Institute, URL: www.pmibookstore.org/
3. Project Management Institute: www.pmi.org/
P a g e 70 | 121
4. Association for Project Management, United Kingdom Body of Knowledge:
www.apm.org.uk
5. International Project Management Association (IPMA) Competence Baseline:
www.ipma.ch
Number of
Lectures
Lecture
duration (in
hours)
Other
Tutorial class
Number of
(Distance
duration (in
Tutorial classes
learning, etc…)
hours)
(in hours)
4
6
Team and Social Competencies / Multicultural Management
Course Code
Credits
Course
Responsible
Hours
Status
Themes
Department
Prerequisites
Plan
Exchange students
Campus
MSC.PPMM2.HRCOR.0017
3
WALKER SANDRA
30
Core course
None
Team leadership is a critical project management skill. This course is designed
to steer participants towards a self-directed learning path to grow and excel
as a project team leader. Every project is unique, so future team scenarios
cannot de foreseen with great accuracy. This seminar therefore helps
participants to invest in leadership preparedness, equipping them with the
intellectual and emotional resources required to thrive in a turbulent, crosscultural project environment. Project managers must be able to quickly
engage team members and stakeholders from another culture, transcend
differences and bring them towards the desired project goals in a timely
manner.
Emphasis is on understanding leadership responsibility, including ethics,
starting with the project team. The project manager has be a decision-maker
and change agent, creating a vision, building authority and displaying
communication creativity and problem solving strategies. The emphasis is on
understanding and putting transformational leadership into action including
the challenges and pitfalls.
Human factor challenges are overcome by:
• Dynamizing a transversal team towards the project goals
• Making effective presentations and using influence tactics
• Removing obstacles and team objections
• Assisting and developing team members
Lille,Paris
P a g e 71 | 121
INTERNATIONAL STRATEGY & INFLUENCE
Strategic Consulting
Code du cours
Course Code
Nom du cours
Course name
MSC.ISIM2.STELE.0067
STRATEGIC CONSULTING
Crédits
Credits
1
Teaching period
Spring
Charge de travail
Student workload
Programme
Program
Départements
Department
Module
Type de cours
Course type
Campus
in exchange
Teaching language
Pré-Requis
Prerequisite
Course leader
par campus
campus
Descriptif du
cours
/
Course
description
Face à Face
Contact hours
Distanciel
Distance
learning
15
0
Autonomous
personal
&/or team
work
45
Evaluation
Durée totale
Total
0
15
International Strategy and Influence
Core
Paris
Anglais / English
If other
None
CHEREAU, Philippe
Belo Horizonte
Lille
Paris
Sophia
Suzhou
Raleigh
Other
This course is dedicated to transferring methods and tools of Executive Consulting in the
field of strategy and organization management. Methods are based on a robust
understanding of strategic and organizational management theories transposed into
consulting and change management best practices.
Thémes
/
Topics
P a g e 72 | 121
Résultats
d’apprentissage
/
Intended
Learning
Outcomes and
Skills
Be prepared to conduct strategic management consulting missions.
Master strategic management practices based on strategy and organization academic
knowledge and use this knowledge through consulting tools specifically designed for the
conduct of executive missions
Have developed savoir-faire and savoir-être capacities, highly valuable for any strategic
management situation as manager or consultant
Contribution aux
objectifs
pédagogiques du
programme /
Contribution to
learning
objectives
LO3.2 : To produce clear, well organized written communication :
LG3 : Graduates should be able to communicate in an international environment
LO5.1 : To analyze and apply advanced concepts in a specialized discipline :
Non / No
100 %
Final examination
Evaluation des
étudiants
Student
Assessment
Méthodes
d’enseignement
Teaching
Methods
Plan de cours
Course Plan
Contrôle continu
0
%
QCM - Quizz
Autre - Others
0%
0%
0%
0%
0%
0%
0%
Nb midterms : 0
TD / Tutorials
Etudes de cas / Case studies
Session 1
0Course objectives, structure and evaluation
1Introduction to Strategic Consulting for SMEs
2Strategy: proposal for definitions and perspectives
3The strategic consulting approach
4The framework of reference : the starting point for a consulting mission
5The strategic analysis “toolbox”
5.1The strategic segmentation Mini case study
Session 2
5.2Generic strategies
P a g e 73 | 121
5.3The life cycle
5.4 Key Success Factors
5.5 Opportunities and threats
5.6 The chain of value
5.7 The competitive advantage
5.8 The benchmarking Mini case study
6The analysis of the environment
6.1 The demand
6.2 The competition
6.3 Other influences
7The internal diagnostic
8The strategic diagnostic
Session 3
Case study: strategic diagnostic
Session 4
9Strategic choices and formulations
9.1Criteria of evaluation of the scenarios
9.2Designing scenarios
9.3Evaluating and implementing scenarios
10Implementing change management
10.1Leading change: the 8 steps
10.2A few tools to leading change
Session 5
11Practical advices to consultants
11.1Selling a consulting mission
11.2Some pieces of advice for a successful mission Briefing for individual case study
Lectures obligatoires / Required readings : Lectures Recommandées / Recommanded
readings : Le Conseil Stratégique pour l'Entreprise - Chereau & Meschi - PEARSON, 2014
Bibliographie
References
Site(s) web /
Web sites
Nombre CM
Amphi /
Number of
Lectures
Durée CM
Autres
Durée TD (en
Amphi (en
(Distance
Nombre TD /
heures) /
heures) /
Number of
Tutorial class
Lecture
(en heures) /
Tutorial classes
duration (in
duration (in
Other (in
hours)
hours)
hours)
schedules
Campus
0
0
0
15
0
Social Networking
Code du cours
Course Code
Nom du cours
Course name
MSC.ISIM2.STCOR.0063
SOCIAL NETWORKING
Crédits
Credits
Teaching period
P a g e 74 | 121
4
Spring
Charge de travail
Student workload
Programme
Program
Départements
Department
Module
Type de cours
Course type
Campus
in exchange
Teaching language
Pré-Requis
Prerequisite
Course leader
Thémes
/
Topics
Distanciel
Distance
learning
20
0
Autonomous
personal
&/or team
work
15
Evaluation
Durée totale
Total
2
20
core
Paris
Anglais / English
If other
M2
par campus
campus
Descriptif du
cours
/
Course
description
Face à Face
Contact hours
KAMINSKA Renata
Belo Horizonte
Lille
Paris
Sophia
Suzhou
Raleigh
Other
Social networks play an increasingly important role in business. The term ‘network’
designates a social relationship between actors who can be individuals, groups,
organizations, communities or even societies. In geographically dispersed organizations,
social networks enhance the development of virtual communities and thus enable the
creation and sharing of knowledge leading to more innovation. Social networks facilitate
management tasks and decision-making processes, and allow to exert influence on the
external environment. The main objective of this course is therefore to analyze the nature
and the dynamics of social networks with respect to the strategic management of
organisations.
Networks
Innovation
Influence
Résultats
d’apprentissage
/
Intended
Learning
Outcomes and
Skills
Better understand the nature and factors driving the dynamics of social networks.
Better understand factors enhancing collaboration in and around organizations.
Develop a capacity to work in a team and share his/her knowledge with other classmates.
Understand the ethical implications of the emergence of social networks.
P a g e 75 | 121
Contribution aux
objectifs
pédagogiques du
programme /
Contribution to
learning
objectives
Non / No
60 %
Final examination
Evaluation des
étudiants
Student
Assessment
Méthodes
d’enseignement
Teaching
Methods
Plan de cours
Course Plan
Bibliographie
References
Contrôle continu
40
%
QCM - Quizz
Autre - Others
100%
0%
0%
0%
0%
0%
0%
Nb midterms : 0
TD / Tutorials
Case studies
1. Networks: what are they?
2. Cognitive Diversity: the link between Networks and Open Innovation
3. Properties and Dynamics of Social Networks
4. Social Network Analysis
5. Networks and Influence
Granovetter, M. (1973), The strength of weak ties, American Journal of Sociology, 78:
1360–1380.
Baum, J., Shipilov A. and Rowley T. (2003), Where do small worlds come from, Industrial
and Corporate Change, 12: 697–725.
Fleming, L. and Marx M. (2006), Managing creativity in small worlds, California
Management Review, 48(4): 6–27.
Padgett, J.F., Ansell, C.K., (1993), Robust Action and the Rise of the Medici, 1400-1434,
American journal of sociology, 1259-1319.
Watts, D., (1999), Networks, dynamics, and the small-world phenomenon, American
Journal of Sociology, 105: 493–527.
Inkpen A., Tsang E. (2005), Social capital networks, and knowledge transfer, Academy of
Management Review, 30, 146-165.
Barabasi, A-L. (2002), Linked: The new science of networks, Cambridge, MA: Perseus.
Barabasi, A-L., Reka Albert and H. Jeong, (2000), Scale-free characteristics of random
networks: The topology of the world-wide web, Physica A, 281: 69–77.
Burt, R. (2004), Structural holes and good ideas, American Journal of Sociology, 110: 349–
399.
P a g e 76 | 121
Wasserman, S. and Faust, K., (1994), Social network analysis: Methods and applications.
Cambridge: Cambridge University Press.
Burt R.S. (1992), Structural holes: The social structure of competition, Harvard University
Press.
Gladwell M. 2002. The tipping point: how little things can make a big difference, Abacus.
Johnson, S., 2010. Where good ideas come from. Penguin, London.
Newman, M., Barabási, A-L. and Watts, D.J. (2006) The Structure and Dynamics of
Networks, Princeton University Press, Princeton, NJ.
David Easley and Jon Kleinberg (2010) Networks, Crowds and Markets, New York :
Cambridge University Press.
Site(s) web /
Web sites
Nombre CM
Amphi /
Number of
Lectures
Durée CM
Autres
Durée TD (en
Amphi (en
(Distance
Nombre TD /
heures) /
heures) /
Number of
Tutorial class
Lecture
(en heures) /
Tutorial classes
duration (in
duration (in
Other (in
hours)
hours)
hours)
schedules
Campus sophia
0
0
5
0
4
Strategic Management Of Innovation
Code du cours
Course Code
Nom du cours
Course name
MSC.ISIM2.STCOR.0065
STRATEGIC MANAGEMENT OF INNOVATION
Crédits
Credits
4
Teaching period
Spring
Charge de travail
Student workload
Programme
Program
Départements
Department
Module
Type de cours
Course type
Campus
in exchange
Teaching language
Pré-Requis
Prerequisite
Face à Face
Contact hours
Distanciel
Distance
learning
20
0
Autonomous
personal
&/or team
work
30
Evaluation
Durée totale
Total
0
20
core
Paris
Anglais / English
If other
None
CHEREAU, Philippe
P a g e 77 | 121
Course leader
par campus
campus
Descriptif du
cours
/
Course
description
Belo Horizonte
Lille
Paris
Sophia
Suzhou
Raleigh
Other
The purpose of this course is to teach the rationales of innovation management from a
strategic perspective, considering that innovation is one of the essential means for a firm
to achieve strategic goals. Strategy-innovation fit will be analysed from both innovation
performance and financial performance insights. Critical thinking and controversy using
research papers and practical case studies will be encouraged.
Thémes
/
Topics
Résultats
d’apprentissage
/
Intended
Learning
Outcomes and
Skills
Have a clear overview of the dynamics of strategy-innovation relationship and the
associated organizational configurations at firm’s level.
Be able to encompass the scope of firms’ innovation behavior and link it with strategic
models. Interrelate strategy with innovation for an effective implementation of innovation
practices
Properly select, combine, and implement strategic management and innovation
management models, and will be prepared to be able to shift from theory to practice
Contribution aux
objectifs
pédagogiques du
programme /
Contribution to
learning
objectives
Non / No
50 %
Final examination
Evaluation des
étudiants
Student
Assessment
Contrôle continu
50 %
QCM - Quizz
0%
100 %
0%
0%
Nb midterms : 0
P a g e 78 | 121
Autre - Others
Méthodes
d’enseignement
Teaching
Methods
Plan de cours
Course Plan
Bibliographie
References
0%
0%
0%
TD / Tutorials
Session 1: What is strategic management?
1.1 The process of strategic management
1.2 Theories of competitive advantage
1.3 Industrial Organization theory
1.4 Resource-Based View of the firm
1.5 Group case study presentation and discussion
Session 2: Competitive strategy & strategic configurations
2.0 Academic article discussion
2.1 Strategic configurations: definitions and principles
2.2 Some dominant configurations
2.3 Competitive strategy: Generic typologies
2.4 Generic strategies – 2 complementary perspectives
2.5 New perspectives of strategic management: hybrid strategies
Session 3: Strategic management and innovation
3.0 Academic article discussion
3.1 Change as a source of competitive advantage
3.2 Nature sources and activities of innovation
3.3 Strategy, innovation, and contingencies
Session 4: Strategy-innovation relationships
4.0 group case study presentation and discussion
4.1 Strategy and innovation in context
4.2 Innovation portfolio management
Session 5: Strategy, innovation and firm performance
5.0 Individual academic article presentation and discussion (graded)
5.1 Firm performance: what are we talking about?
5.2 Strategy and performance: the strategic ratios
5.2 Strategy and innovation predictability
5.3 Briefing for case study
Session 6: Strategy, innovation and firm performance (cont.)
6.0 Group case study presentation and discussion (graded)
6.1 Innovation and performance
6.2 Strategy-Innovation fit and firm performance
Lectures obligatoires / Required readings : Reaserch papers will be provided to students
prior the elective. Lectures Recommandées / Recommanded readings : Porter, M.E. (1996)
- What Is Strategy? - Harvard Business Review, November-December issue, p. 61-78
Ketchen (2003) - An interview with Raymond E. Miles and Charles C. Snow – Academy of
Management Executive – Vol. 17(4)
Site(s) web /
Web sites
P a g e 79 | 121
INTERNATIONAL MARKETING AND BUSINESS DEVELOPMENT
Advertising & Communication
Code du cours
Course Code
Nom du cours
Course name
MSC.IMBM2.MKOPT.0050
ADVERTISING & COMMUNICATION (OPTION)
Crédits
Credits
Teaching period
4
Spring
Charge de travail
Student workload
Programme
Program
Départements
Department
Module
Type de cours
Course type
Campus
exchange
Teaching language
Pré-Requis
Prerequisite
Course leader
campus
campus
Descriptif du
cours
/
Course
description
Thémes
/
Topics
Face à Face
Contact hours
Distanciel
Distance
learning
Autonomous
personal
&/or team
work
Evaluation
Durée totale
Total
27
0
30
3
27
International Marketing and Business Development
Dept. Marketing
optional
If other
M1 marketing. IMPORTANT: this course will take place in spring for Paris and
Sophia, but in fall for Lille.
SOSCIA Isabella
Belo Horizonte
Lille
Paris
Sophia
Suzhou
Raleigh
Other
Perceptions of customers are determinant in creating a company’s success and those
perceptions are often based on marketing communication. Advertising and other
marketing communication tools represent an important source of brand messages,
messages that may influence customers’ attitudes, perceptions and behaviors. The course
provides a comprehensive understanding of the fundamentals needed to build a clear and
consistent marketing communication brief and plan aligning advertising, promotion,
events and the broadest pallet of modern communications tools.
Integrated marketing communication/IMC brief/marketing communication:
objectives, target and budgeting/advertising, media planning and advertising
reserach/sponsorship, packaging and point of purchase communication
P a g e 80 | 121
Résultats
d’apprentissage
/
Intended
Learning
Outcomes and
Skills
Understand issues associated to marketing communications
To be able to understand companies communication needs
To develop a strategic approach to marketing communication
To be able to understand consumers'communication needs
Contribution aux
objectifs
pédagogiques du
programme /
Contribution to
learning
objectives
Non / No
40 %
Final examination
QCM - Quizz
Evaluation des
étudiants
Student
Assessment
Méthodes
d’enseignement
Teaching
Methods
Plan de cours
Course Plan
Contrôle continu
60 %
QCM - Quizz
Autre - Others
40 %
60 %
0%
0%
0%
0%
0%
Nb midterms : 0
Integrated Marketing Communication
IMC brief
Marketing communication: objectives, target and budgeting
Brief preparation.
Advertising, media planning and advertising research
P a g e 81 | 121
Bibliographie
References
Sponsorship, packaging and point of purchase communication
Integrated marketing communications plan.
Pelsmaker, Geuens and Vandeberg, “Marketing Communication: A European Perspective”,
Forth Edition.
Site(s) web /
Web sites
Nombre CM
Amphi /
Number of
Lectures
Durée CM
Autres
Durée TD (en
Amphi (en
(Distance
Nombre TD /
heures) /
heures) /
Number of
Tutorial class
Lecture
(en heures) /
Tutorial classes
duration (in
duration (in
Other (in
hours)
hours)
hours)
schedules
Campus
0
0
9
3
IMPORTANT: this course
will take place in spring
for Sophia and Paris but in
Fall for Lille
0
Internationalisation of Markets and Organizations
Code du cours
Course Code
Nom du cours
Course name
MSC.IMBM2.MKCOR.0038
INTERNATIONALISATION OF MARKETS AND ORGANISATIONS (CORE)
Crédits
Credits
Teaching period
4
Spring
Charge de travail
Student workload
Programme
Program
Départements
Department
Module
Type de cours
Course type
Campus
exchange
Teaching language
Pré-Requis
Prerequisite
Course leader
Face à Face
Contact hours
Distanciel
Distance
learning
Autonomous
personal
&/or team
work
Evaluation
Durée totale
Total
27
0
18
0
27
Dept. Marketing
core
If other
M1 marketing and strategy
BORZILLO Stefano
P a g e 82 | 121
campus
campus
Descriptif du
cours
/
Course
description
Thémes
/
Topics
Belo Horizonte
Lille
Paris
Sophia
Suzhou
Raleigh
Other
The Purpose of this course is to acquaint students with the cultural and organisational
dimensions of international marketing management, and to develop skills that will serve
students well in dealing effectively with international marketing and management issues.
While examining how firms deal with international marketing in practical terms, juggling
the needs of the ‘global’ and the ‘local’, the course covers three main areas: organisational
and strategic planning in an international context; the design and implementation of
effective international organisations; and the marketing and management challenge of
cross-cultural considerations. The overall is that of business developmenyt in an
international context: how to choose and enter markets, how to manage a portfolio of
markets, how to transfer ideas, products or services from one market to another, how to
manage knowledge and innovation across markets... There will also be a consideration of
some of the ethical issues facing managers in international markets as well as the
challenges facing business developers in emerging economies, where 'bottom of the
pyramid' marketing is necessary.
The course is heavily based on the use of case studies backed up by additional readings
and a project with the idea of testing different frameworks to make appropriate
managerial decisions.
International business development & marketing management, global-local
management issues, organisational design and development, theories and practice of
internationalisation, management of knowledge and ideas
Résultats
d’apprentissage
/
Intended
Learning
Outcomes and
Skills
The student is expected to: Have a better grasp of issues associated with the
internationalization of markets and organisations. The course goes further than a simple
international marketing course to include also an examination of organizational and
strategic issues.
The student is expected to: Better analyze complex strategic issues associated with
internationalization
The student is expected to: Better respond to the various challenges when working in an
international firm or environment
The student is expected to: Analyze the strategic and ethical implications of globalization
and make ethical recommendations about practical management challenges
Contribution aux
objectifs
pédagogiques du
programme /
Contribution to
learning
objectives
environments
P a g e 83 | 121
Non / No
60 %
Final examination
Evaluation des
étudiants
Student
Assessment
Méthodes
d’enseignement
Teaching
Methods
Plan de cours
Course Plan
Bibliographie
References
Site(s) web /
Web sites
Contrôle continu
40 %
QCM - Quizz
Autre - Others
0%
40 %
0%
60 %
0%
0%
0%
Nb midterms : 0
TD / Tutorials
Indicative course outline from this year. Cases and examples are likely to change
1. Introduction. Overview & introduction
2. Expanding abroad. The 'flat world' vs 'istance still matters'.
3. Exploring the cultural dimension in marketing
4. International context & industry dynamics.
5. Transnational strategies & global branding.
6. Organisational challenges of internationalisation: structure and culture
7. Worldwide innovation & learning: managing knowledge and ideas
8. Ideas and markets: taking new products and ideas into new markets
9. Exam
Mandatory course book: Transnational Management: Text, Cases & Readings in CrossBorder Management Christopher Bartlett, Paul Beamish
6th edition (2010), McGraw Hill
Students are encouraged to read additional articles and cases from the book
Links are provided on the Knowledge course site
P a g e 84 | 121
Nombre CM
Amphi /
Number of
Lectures
Durée CM
Amphi (en
heures) /
Lecture
duration (in
hours)
0
Nombre TD /
Number of
Tutorial classes
0
Durée TD (en
heures) /
Tutorial class
duration (in
hours)
Autres
(Distance
learning, etc…)
(en heures) /
Other (in
hours)
Campus
3
9
schedules
0
Big Data & Analytics
Code du cours
Course Code
Nom du cours
Course name
MSC.IMBM2.MKELE.0117
BIG DATA & ANALYTICS (ELECTIVE)
Crédits
Credits
Teaching period
2
Spring
Charge de travail
Student workload
Programme
Program
Départements
Department
Module
Type de cours
Course type
Campus
exchange
Teaching language
Pré-Requis
Prerequisite
Course leader
campus
campus
Descriptif du
cours
/
Course
description
Face à Face
Contact hours
Distanciel
Distance
learning
Autonomous
personal
&/or team
work
Evaluation
Durée totale
Total
15
0
0
0
15
Dept. Marketing
elective
If other
None
SPIER Peter
Belo Horizonte
Lille
Paris
Sophia
Suzhou
Raleigh
Other
Big Data' has been described as 'a revolution that will transform how we live, work and
think'. Quite a claim! But behind the inevitable hype, what is happening in the 'big data
space' will indeed change a good number of things. This short course will provide an
opportunity to explore this. It is aimed at students of marketing and business
development, not technology 'geeks'. Once the phenomenon has been clearly
understood, the major question will be: how does this change things for those working in
marketing and business development?
P a g e 85 | 121
'Big' data refers to the fact that we now have more and more available data and the ability
to process it. This is potentially a source of new econcomic value, insight and innovation.
But with this come other changes in how we analyze information: we no longer have to
worry about sampling; are able to live with 'messiness'; and are more interested in
correlation than causality - 'what', not 'why'.
We are living in a sea of data: twits, GPS coordinates, Facebook photos and 'likes'...
Arguably, the world of tomorrow will belong to those who fully grasp the implications of
this and are able to identify the currents and insights beneath the surface
Thémes
/
Topics
Big data - what it is and what it means/Living in a world of data/Living with
messiness/Correlation vs causality/the value of data/date-driven decisions-making/the
value of insight/broader implications/looking to the future
Résultats
d’apprentissage
/
Intended
Learning
Outcomes and
Skills
understand the issues and concepts associated with the field of big data
grasp the implications of the changes brought in by the big data revolution - in particular
for marketing and business development
grasp the broader implications of the big data revolution for how information is treated
think though some of the implications of the 'darker' side of big data
Contribution aux
objectifs
pédagogiques du
programme /
Contribution to
learning
objectives
Non / No
100 %
Final examination
QCM - Quizz, Etude de cas - Case study, Participation - Class participation
Evaluation des
étudiants
Student
Assessment
Contrôle continu
0 %
QCM - Quizz
Autre - Others
0%
0%
0%
0%
0%
0%
0%
Nb midterms : 0
P a g e 86 | 121
Méthodes
d’enseignement
Teaching
Methods
Plan de cours
Course Plan
Bibliographie
References
Site(s) web /
Web sites
Nombre CM
Amphi /
Number of
Lectures
What is big data?
Why 'more' is different
Living with messiness
When correlation trumps causality
A world of data
The value of data
The value of insight
Implications
The world of Minority report...
Looking ahead
list available on Knowledge platform
Full list available on Knowledge platform
Links available on Knowledge platform
Durée CM
Autres
Durée TD (en
Amphi (en
(Distance
Nombre TD /
heures) /
heures) /
Number of
Tutorial class
Lecture
(en heures) /
Tutorial classes
duration (in
duration (in
Other (in
hours)
hours)
hours)
schedules
0
0
Campus
3
5
0
Social Networking Marketing
Code du cours
Course Code
Nom du cours
Course name
Social network marketing
Crédits
Credits
4
Teaching period
Charge de travail
Student workload
Programme
Program
Départements
Department
Module
Type de cours
Course type
Fall
Face à Face
Contact hours
Distanciel
Distance
learning
27
0
Autonomous
personal
&/or team
work
18
Evaluation
Durée totale
Total
0
27
Dept. Marketing
optional
P a g e 87 | 121
Campus
exchange
Teaching language
Pré-Requis
Prerequisite
Course leader
campus
campus
Descriptif du
cours
/
Course
description
Thémes
/
Topics
Paris
Anglais / English
If other
M1 marketing
DEHLING Aurélie
Belo Horizonte
Lille
Paris
Sophia
Suzhou
Raleigh
Other
Social networks are here to stay. They provide an effective means of communicating
between friends and colleagues. Their potential for companies is clear, yet quite how they
should be used is less apparent. The main social network sites are developing a more
commercial edge, but 'intrusion marketing' is out of the question. Instead, in a process of
trial and error, firms are developing new strategies to use what is without doubt one of
the most important communication channels of today and a strong marketing channel to
interact with customers and fans. But to do this, we must also understand more about
how social networks are used, and how users behave on social networks. This is the world
of the viral, the 'sticky'. This is also the world of group or 'herd' influence. And these
networks are also a valuable source
marketing & social medi
Résultats
d’apprentissage
/
Intended
Learning
Outcomes and
Skills
Contribution aux
objectifs
pédagogiques du
programme /
Contribution to
learning
objectives
Understand the issues associated with social network marketing
Learn to adopt a more critical and analystical approach to social networks
Develop the ability to use social networks as a tool for marketing and understanding
consumer behaviour
be able to manage in the global knowledge economy LO5.1 : To analyze and apply
advanced concepts in a specialized discipline : LG5 : Graduates should be able to
think critically and to assess business issues in a specialized discipline LO5.2 : To
assess a business issue and formulate solutions in a specialized discipline : LG5 :
P a g e 88 | 121
Non / No
50 %
Final examination
QCM - Quizz
Evaluation des
étudiants
Student
Assessment
Méthodes
d’enseignement
Teaching
Methods
Plan de cours
Course Plan
Contrôle continu
50
%
QCM - Quizz
Autre - Others
0%
0%
100 %
0%
0%
0%
0%
Nb midterms : 0
1. Introduction to Social Networks : - Social Media Landscape in the world - Social Media
for business
2. Facebook - Specificities and reach of Facebook management and viral campaigns - Best
practices in France, Europe and USA
3. Twitter - Specificities and reach of twitter management and viral campaigns - Best
4. YouTube, Pinterest and Instagram - Specificities and reach of Video/pictures
management and viral campaigns - Best practices in France, Europe and USA
5. Communities & Blogs - Specificities and reach of Communities and Influencers - Best
6. LinkedIn & Slideshare - Specificities and reach of Linkedin and Slideshare for B2B
companies - Best practices in France, Europe and USA
7-8-9 Case Studies and Oral Presentations - Presentations of Social Network strategies of
the biggest brands in Europe and USA
A full bibliography will be available on the Knowledge platform
Bibliographie
References
Site(s) web /
Web sites
Nombre CM
Amphi /
Number of
Lectures
See the Knowledge platform
Durée CM
Autres
Durée TD (en
Amphi (en
(Distance
Nombre TD /
heures) /
heures) /
Number of
Tutorial class
Lecture
(en heures) /
Tutorial classes
duration (in
duration (in
Other (in
hours)
hours)
hours)
schedules
P a g e 89 | 121
Campus Paris
0
0
3
9
0
Finance for Marketing and Business Development
Code du cours
Course Code
Nom du cours
Course name
MSC.IMBM2.FIELE.0122
FINANCE FOR MARKETING AND BUSINESS DEVELOPMENT (ELECTIVE)
Crédits
Credits
Teaching period
2
Spring
Charge de travail
Student workload
Programme
Program
Départements
Department
Module
Type de cours
Course type
Campus
in exchange
Teaching language
Pré-Requis
Prerequisite
Course leader
par campus
campus
Descriptif du
cours
/
Course
description
Thémes
/
Topics
Face à Face
Contact hours
Distanciel
Distance
learning
Autonomous
personal
&/or team
work
Evaluation
Durée totale
Total
15
0
15
0
15
elective
Paris, Sophia
If other
L3 AND M1 Corporate Finance courses
SPIER Peter
Belo Horizonte
Lille
Paris
Sophia
Suzhou
Raleigh
Other
Finance for Marketing and Business Development applies tools and techniques of
corporate finance to the entrepreneurial business development. It closely follows a "life
cycle of the firm" approach in a very accessible manner. The class will explore the theories,
knowledge, and financial tools needed by an entrepreneur in starting, building, and
harvesting a successful business. The course will focus on sound financial management
practices, how and where to obtain the financial capital necessary to run and grow the
venture, and how and when to interact with the financial institutions and regulatory
agencies central to financing ventures as they grow and ultimately look for liquidity for
their investors
Understanding the basic business model built within excel and the relationship between
successful business strategy and detailed financial budgeting and
P a g e 90 | 121
planning/entrepreneurship, marketing strategy, business model built in excel, basic
financial statements and ratios
Résultats
d’apprentissage
/
Intended
Learning
Outcomes and
Skills
Students are expected to incorporate their own company using knowledge taught in
finance and knowledge acquired from marketing classes
Students are expected to master the skills of a successful entrepreneur. Analyze the
competitive environment and successfully argue how the students will succeed in an
aggressive global environment.
Students will have developed savoir-faire and savoir-être capacities, highly valuable for
any entrepreneurial/business development situation.
Students are expected to be prepared to work in small groups and show leadership skills
that go beyond borders and cultural barriers
Contribution aux
objectifs
pédagogiques du
programme /
Contribution to
learning
objectives
Non / No
0 %
Final examination
QCM - Quizz
Evaluation des
étudiants
Student
Assessment
Méthodes
d’enseignement
Teaching
Methods
Plan de cours
Course Plan
Contrôle continu
100 %
QCM - Quizz
Autre - Others
0%
0%
50 %
50 %
0%
0%
0%
Nb midterms : 0
TD / Tutorials
Part One: (3 hours)
Finance Introduction
An introduction (or refresher) on basic finance:
Cost of Capital
Determining the cost of Debt Capital
Determining the cost of Equity Capital
Venture debt capital
P a g e 91 | 121
Estimating the cost of equity capital
Understanding risk – computation of Beta in private firms
Part Two: (3 hours)
Organising and Financing a new venture
The Business Plan purpose and structure
What makes a good business plan?
Planning your case study of building your business from start-up to exit
Part three: (3 hours)
Financial Planning:
*Cash planning tools
*Projected monthly financial statements
*Forecasting sales for early stage ventures
*Estimating additional financing for growth
*Projecting Income, Balance Sheet and cash-flow statements
*Measuring financial performance (ratio analysis)
*Obtaining and recording the resources necessary to start and build a new venture
Bibliographie
References
Site(s) web /
Web sites
Business Assets, liability and owners’ equity
*Balance Sheet Assets.
*Sales, Expenses and Profits
*Survival Breakeven analysis
*NOPAT breakeven analysis Evaluating Financial Performance by using financial ratios.
*Cash Burn Rates
*Liquidity ratios.
*Conversion period analysis
*Leverage analysis
*Efficiency and return measures.
Part four (3 hours)
Valuation Differentiators and Impact:
Differentiators
Intellectual Property, sweat equity, quality of partners, previous valuation
Impact of the valuation
Valuation as a result of negotiation
Survival Breakeven analysis
NOPAT breakeven analysis
Evaluating Financial Performance by using financial ratios.
Cash Burn Rates
Liquidity ratios.
Conversion period analysis
Leverage analysis
Part five: (3 hours)
Projecting Income, Balance Sheet and cash-flow statements
Company Valuation Methods: Intrinsic and relative valuation tools
DCF, Multiples (sales and EBITDA), net asset value
PPTs, Financial Models, articles available on Knowledge
FT.COM + WALL STREET JOURNAL + REUTERS.COM + BLOOMBERG.COM
P a g e 92 | 121
Code du cours
Course Code
Nom du cours
Course name
SC.IMBM2.MKCOR.0039
Sustaineble Marketing Strategies
Crédits
Credits
4
Teaching period
Spring
Charge de travail
Student workload
Programme
Program
Départements
Department
Module
Type de cours
Course type
Campus
exchange
Teaching language
Pré-Requis
Prerequisite
Course leader
campus
campus
Nombre CM
Amphi /
Number of
Lectures
0
Face à Face
Contact hours
Distanciel
Distance
learning
27
0
Autonomous
personal
&/or team
work
15
Evaluation
Durée totale
Total
3
27
Dept. Marketing
optional
Lille, Paris
If other
M1 marketing
DEHLING Aurélie
Belo Horizonte
Lille
Paris
Sophia
Suzhou
Raleigh
Other
Durée CM
Amphi (en
heures) /
Lecture
duration (in
hours)
Nombre TD /
Number of
Tutorial classes
0
9
Durée TD (en
heures) /
Tutorial class
duration (in
hours)
Campus
3
Autres
(Distance
learning, etc…)
(en heures) /
Other (in
hours)
schedules
0
Sustaineble Marketing Strategies
Descriptif du
cours
/
The course objective is to provide a comprehensive framework for understanding how
sustainability issues can become a part of a successful marketing strategy. Although the
primary emphasis of the course will be on sustainable marketing, such an approach
P a g e 93 | 121
Course
description
Thémes
/
Topics
necessarily interfaces will all areas of business. Therefore understanding sustainable
marketing as embedded in a broader corporate responsibility perspective is needed.
Nevertheless, the course gives special attention to the areas of sustainable
products/services, communications and consumer behaviour.
Fundamentals of marketing and sustainability/Good green marketing and the
consumer/Ethical issues in marketing/Strategic corporate responsibility: key
concepts and practice
Résultats
d’apprentissage
/
Intended
Learning
Outcomes and
Skills
- Understand the links between the marketing discipline and the sustainability concept Critically analyse marketing activities from a sustainability and responsibility perspective Understand the potential market opportunities for sustainable products
- Examine the challenges posed by sustainable consumption - Understand the criteria that
determine the creation of valuable through eco-differentiation
Examine sustainability issues in the context of globalization -Analyze the rationales for
sustainability strategies -Understand the business case for social and environmental
responsibility
Understanding the nuances behind (un)ethical and (i)responsible marketing practes
Contribution aux
objectifs
pédagogiques du
programme /
Contribution to
learning
objectives
environments LO1.2 : To select the best course of action to follow in order to
behave as responsible managers : LG1 : Graduates should behave as responsible
managers in order to deliver sustainable performance in complex environments
specialized discipline LO5.2 : To assess a business issue and formulate solutions in a
specialized discipline : LG5 : Graduates should be able to think critically and to assess
business issues in a specialized discipline
Non / No
40 %
Final examination
QCM - Quizz
Evaluation des
étudiants
Student
Assessment
Contrôle continu
60
%
QCM - Quizz
Autre - Others
0%
0%
20 %
80 %
0%
0%
0%
Nb midterms : 0
P a g e 94 | 121
Méthodes
d’enseignement
Teaching
Methods
Plan de cours
Course Plan
Bibliographie
References
Site(s) web /
Web sites
Nombre CM
Amphi /
Number of
Lectures
TD / Tutorials
Case studies - Devoirs / Assignments
BLOCK ONE: Sustainability in the Marketing Context
S1: Fundamentals of Marketing & Sustainability
S2: Good Green Marketing and the Consumer + Assignment Tutorial
S3: Ethical Issues in Marketing + Assignment Tutorial BLOCK TWO: Strategic Corporate
Responsibility & Sustainability
S4: CSR: Key Concepts + Assignment Tutorial
S5: CSR: Theory & Practice + Assignment Tutorial BLOCK THREE: Marketing & Sustainability
in Practice
S6: Written Examination + Assignment Tutorial
S7: Case / Exercise + Assignment Tutorial (Report - Draft)
S8: Case / Exercise + Assignment Tutorial (Presentation - Draft)
S9: Assignment Presentations
Lectures obligatoires / Required readings : Hill, R. P. and Langan, R. Handbook of Research
on Marketing and Corporate Social Responsibility, Edward Elgar Publishing Inc., 2014.
(Specific Chapters) Lectures Recommandées / Recommanded readings : Ehrenfeld, J R. and
Hoffman, A. Flourishing: A Frank Conversation About Sustainability, Stanford University
Press, 2013. Mackey, J. and Sisodia, R. S. Conscious Capitalism: Liberating the Heroic Spirit
of Business. Harvard Business Review Press, 2013. Martin, D. and Schouten, J. Sustainable
Marketing. Pearson, 2012. Miller, D. Consumption and Its Consequences. Polity Press,
2012. Ottman, J. A, The New Rules of Green Marketing: Strategies, Tools, and Inspiration
for Sustainable Branding, Greenleaf Publishing, 2011.
http://nbs.net
http://www.thenaturalstep.org
http://masonweb.wm.edu/sustainability
http://www.bsr.org
http://www.alliances-asso.org
http://www.orse.org
http://www.planetoscope.com
http://craneandmatten.blogspot.com
http://wedreambusiness.org/
http://www.guardian.co.uk/sustainable-business
http://www.csreurope.org
http://www.greenwashingindex.com/index.php
Durée CM
Autres
Durée TD (en
Amphi (en
(Distance
Nombre TD /
heures) /
heures) /
Number of
Tutorial class
Lecture
(en heures) /
Tutorial classes
duration (in
duration (in
Other (in
hours)
hours)
hours)
schedules
Campus
P a g e 95 | 121
0
0
3
9
the course will be given in
seminar format in Sophia
and perhaps also in Paris
0
Business Development
Code du cours
Course Code
Nom du cours
Course name
MSC.IMBM2.STCOR.0041
BUSINESS DEVELOPMENT (CORE)
Crédits
Credits
Teaching period
4
Spring
Charge de travail
Student workload
Programme
Program
Départements
Department
Module
Type de cours
Course type
Campus
exchange
Teaching language
Pré-Requis
Prerequisite
Course leader
campus
campus
Descriptif du
cours
/
Course
description
Face à Face
Contact hours
Distanciel
Distance
learning
Autonomous
personal
&/or team
work
Evaluation
Durée totale
Total
27
0
18
0
27
Dept. Marketing
core
If other
none
SPIER Peter
Belo Horizonte
Lille
Paris
Sophia
Suzhou
Raleigh
Other
This course explores the challenges of business development in an original and
experiential way, combining use of a MOOC, case-study-based input and testimonials,
structured input on essential notions and an entrepreneurial group project that
culminates in a pitch to an audience of professors and business professionals. This has
very much a 'flipped course' in which formal teaching gives way to coaching anf projectbased learning. This culminates in a pitch similar to the kind you can see in the BBC's
Dragon's Den series - though our dragons are much kinder!
Business development is a broad term that involves seeking new market opportunities,
whether new products, new customer groups, new channels, and developing a winning
value proposition. It requires a global, strategic vision of the market and the business, with
an understanding of the underlying business model and finance and an awareness of
competitive dynamics. It thus brings together many of the skills acquired through
P a g e 96 | 121
different courses, including the Advanced Strategy course. It is essential for new
businesses, but also for existing companies in more established markets. Although the
paradigm used here is that of NEW business development, thus giving the experience an
entrepreneurial flavour, the purpose is to gain a 360° sense of how a business works, and
this will be useful in all sorts of situations, whether in a business unit, working with clients,
or working out how to align the interests of players in an ecosystem
Thémes
/
Topics
Developing a targeted value proposition and a marketing concept/Testing the
concept/understanding the market, it's drivers and the ecosystem/working with channel
partners and other players in the ecosystem/understanding business models and how to
make money/understanding financials, cash flow and other essentials/doing an effective
pitch/working as a team
Résultats
d’apprentissage
/
Intended
Learning
Outcomes and
Skills
better apprehend the concepts and approaches necessary for identifying and developing
new business concepts
stimulate an interest in new business opportunities, how to identify and how to develop
them
developing a spirit of entrepreneuship with an awareness of how to work together with
partners and team members
Certain projects may be based on social entrepreneurship
Contribution aux
objectifs
pédagogiques du
programme /
Contribution to
learning
objectives
Evaluation des
étudiants
Student
Assessment
multicultural team
LO2.2 : To recognize and use positively the various dimensions of diversity : LG2 :
Graduates should be able to work effectively in a multicultural team
Non / No
0 %
Final examination
QCM - Quizz
Contrôle continu
100 %
P a g e 97 | 121
QCM - Quizz
Autre - Others
Méthodes
d’enseignement
Teaching
Methods
Plan de cours
Course Plan
Bibliographie
References
Site(s) web /
Web sites
Nombre CM
Amphi /
Number of
Lectures
0%
0%
40 %
40 %
20 %
0%
0%
Nb midterms : 0
TD / Tutorials
Case studies - Personal guided study
Introduction and project launch
Access to MOOC
Structured input:
Case studies with testimonials
Value propositions
Business models
Financials
Making a busines plan
Preparing the pitch
Final pitch
A full bibliography will be available on the Knowledge platform
available on the Knowledge platform
Durée CM
Autres
Durée TD (en
Amphi (en
(Distance
Nombre TD /
heures) /
heures) /
Number of
Tutorial class
Lecture
(en heures) /
Tutorial classes
duration (in
duration (in
Other (in
hours)
hours)
hours)
schedules
Campus
0
0
27
3
The cours involves use of
a MOOC and projectbased learning
0
Communication in a Crisis
Code du cours
Course Code
Nom du cours
Course name
COMMUNICATING IN A CRISIS (ELECTIVE)
Crédits
Credits
Teaching period
2
Spring
P a g e 98 | 121
Charge de travail
Student workload
Programme
Program
Départements
Department
Module
Type de cours
Course type
Campus
exchange
Teaching language
Pré-Requis
Prerequisite
Course leader
campus
campus
Descriptif du
cours
/
Course
description
Thémes
/
Topics
Face à Face
Contact hours
Distanciel
Distance
learning
Autonomous
personal
&/or team
work
Evaluation
Durée totale
Total
15
0
5
1
15
Dept. Marketing
elective
Paris, Sophia
Anglais / English
If other
M1 marketing
Gisele Dudognon
Belo Horizonte
Lille
Paris
Sophia
Suzhou
Raleigh
Other
This module addresses the communications and management techniques to implement
when an organization is facing a crisis. It details the crisis communication plan, built upon
the action plan to monitor the crisis. It also explains in details how to deal with the press
and how to prepare for an interview.
crisis management; corporate comunication
Résultats
d’apprentissage
/
Intended
Learning
Outcomes and
Skills
Identify the key actors and actions to take in case of a crisis. Build a coherent
communication plan to minimize the crisis effects.
Identify solutions for various types of crisis and determine action plans. Expressing ideas
and manage information effectively.
Plan and manage actions in emergency situations involving different stakeholders
Contribute to develop sustainable plans to protect the organization and its community
from further threats
Contribution aux
objectifs
pédagogiques du
P a g e 99 | 121
programme /
Contribution to
learning
objectives
Non / No
100 %
Final examination
Etude de cas - Case study, Présentation orale - Presentation
Evaluation des
étudiants
Student
Assessment
Méthodes
d’enseignement
Teaching
Methods
Plan de cours
Course Plan
Bibliographie
References
Contrôle continu
0 %
QCM - Quizz
Autre - Others
0%
0%
0%
0%
0%
0%
0%
Nb midterms : 0
TD / Tutorials
Understanding the context of a crisis - Build strategies to manage the crisis - Manage the
media pressure - Learn from the crisis
Communication in Responsible Business: Strategies, Concepts and Cases, Conaway R.,
Laasch O. (2012), Business Expert Press
Various articles from the Harvard Business Publishing (delivered in class)
Site(s) web /
Web sites
Nombre CM
Amphi /
Number of
Lectures
Durée CM
Autres
Durée TD (en
Amphi (en
(Distance
Nombre TD /
heures) /
heures) /
Number of
Tutorial class
Lecture
(en heures) /
Tutorial classes
duration (in
duration (in
Other (in
hours)
hours)
hours)
schedules
Campus
0
0
5
3
0
The course will be
delivered in seminar
format
P a g e 100 | 121
The Product Development Process
Code du cours
Course Code
Nom du cours
Course name
INNOVATION AND NEW PRODUCT DEVELOPMENT
Crédits
Credits
4
Teaching period
Spring
Charge de travail
Student workload
Programme
Program
Départements
Department
Module
Type de cours
Course type
Campus
exchange
Teaching language
Face à Face
Contact hours
Distanciel
Distance
learning
27
0
Durée totale
Total
3
27
Dept. Marketing
optional
Paris, Sophia
Anglais / English
Course leader
campus
campus
Thémes
/
Topics
Evaluation
If other
M1 marketing. IMPORTANT: this course takes place in spring for Paris and
Sophia, but in Fall for Lille
Pré-Requis
Prerequisite
Descriptif du
cours
/
Course
description
Autonomous
personal
&/or team
work
15
HOFFMANN Jonas
Belo Horizonte
Lille
Paris
Sophia
Suzhou
Raleigh
Other
Give students an overview of the relationship between strategic marketing and the
creation of innovation within an organization. In this course, students will learn 1) the
stages in developing an innovation; 2) develop sustainable innovation strategies on how to
create value in a world of finite resources; 3) learn how to develop cultural innovations
and cultural strategies. Cases studies illustrate the topics above with a focus in the
markets of Europe, US, China and Brazil.
Innovation development process/sustainable innovation strategy/cultural
innovation/cultural strategy
P a g e 101 | 121
Résultats
d’apprentissage
/
Intended
Learning
Outcomes and
Skills
Learn 1) the stages in developing an innovation; 2) develop sustainable innovation
strategies on how to create value in a world of finite resources; 3) learn how to develop
cultural innovations and cultural strategies. Cases studies illustrate the topics above with a
focus in the markets of Europe, US, China and Brazil.
- Develop their curiosity and ability to interpret international issues - Think outside the box
- Benchmark and interpret market intelligence
Interact effectively within a multicultural group Work efficiently in English; written reports
& powerpoint presentations Further develop problem solving and analytical skills
How to create value in a world of finite resources by innovating.
Contribution aux
objectifs
pédagogiques du
programme /
Contribution to
learning
objectives
be able to manage in the global knowledge economy LO5.1 : To analyze and apply
advanced concepts in a specialized discipline : LG5 : Graduates should be able to
think critically and to assess business issues in a specialized discipline LO5.2 : To
assess a business issue and formulate solutions in a specialized discipline : LG5 :
Non / No
75 %
Final examination
Evaluation des
étudiants
Student
Assessment
Méthodes
d’enseignement
Teaching
Methods
Plan de cours
Course Plan
Contrôle continu
25
%
QCM - Quizz
Autre - Others
0%
0%
100 %
0%
0%
0%
0%
Nb midterms : 0
Projet / Project-based learning - Etudes de cas / Case studies
Introduction Stages in the Innovation Development Process Cultural Innovation Cultural
Strategy Sustainability Innovation Strategies
P a g e 102 | 121
Bibliographie
References
Lectures obligatoires / Required readings : Sempels & Hoffmann (2013), Sustainable
Innovation Strategy, London: Palgrave-Macmillan. Holt & Cameron (2010), Cultural
Strategy, Oxford: OUP. Lectures Recommandées / Recommanded readings : Hoffmann, J.
& Lecamp, L. (2015), Independent Luxury, London: Palgrave-Macmillan. Hoffmann & Coste
(2013), Global Luxury Trends, London: Palgrave Macmillan; Holt (2004), How Brands
Become Icons, HBP; Midgley, D. (2009), The Innovation Manual, Wiley; Christensen, C.
(2003), The innovator’s dilemma, Harper Business;
Site(s) web /
Web sites
Nombre CM
Amphi /
Number of
Lectures
Durée CM
Autres
Durée TD (en
Amphi (en
(Distance
Nombre TD /
heures) /
heures) /
Number of
Tutorial class
Lecture
(en heures) /
Tutorial classes
duration (in
duration (in
Other (in
hours)
hours)
hours)
schedules
Campus
0
0
9
0
3
CRM
Code du cours
Course Code
Nom du cours
Course name
CRM (ELECTIVE)
Crédits
Credits
Teaching period
2
Spring
Charge de travail
Student workload
Programme
Program
Départements
Department
Module
Type de cours
Course type
Campus
exchange
Teaching language
Pré-Requis
Prerequisite
Course leader
campus
Face à Face
Contact hours
Distanciel
Distance
learning
Autonomous
personal
&/or team
work
Evaluation
Durée totale
Total
15
0
0
0
15
Dept. Marketing
elective
Paris, Sophia
Anglais / English
If other
M1 marketing
Gisele Dudognon
Belo Horizonte
Lille
P a g e 103 | 121
campus
Descriptif du
cours
/
Course
description
Thémes
/
Topics
Paris
Sophia
Suzhou
Raleigh
Other
This elective details the fundamentals of relationship marketing and how CRM is
implemented by companies in order to make their customers satisfied and loyal. The
course covers the various customer strategies and tactics, the CRM activities and
applications, including the usage of social media (social CRM) that companies can
implement. The overall is illustrated by many examples in class and by case studies
CRM. Relationship marketing
Résultats
d’apprentissage
/
Intended
Learning
Outcomes and
Skills
understand the pillars of CRM strategies, and more specifically what is a customer and
how to treat him.
be able to identify elements of a good CRM strategy related to a specific business situation
analyze a business CRM strategy and identify to strong assets vs mistakes
be able to design a CRM strategy for various categories of customers and implement it.
Contribution aux
objectifs
pédagogiques du
programme /
Contribution to
learning
objectives
Non / No
100 %
Final examination
Etude de cas - Case study, Présentation orale - Presentation
Evaluation des
étudiants
Student
Assessment
Contrôle continu
0 %
QCM - Quizz
0%
50 %
50 %
0%
0%
Nb midterms : 0
P a g e 104 | 121
Autre - Others
Méthodes
d’enseignement
Teaching
Methods
Plan de cours
Course Plan
Bibliographie
References
0%
0%
study
1. Introduction to the concept of CRM
2. The CRM marketing and sales strategies
3. Multichannel strategies and customer information management
4. Segmentation and CRM metrics
5. Overview of CRM technologies
6. Case studies presentations
Peelen Ed (2005) Customer Relationship Management, Prentice Hall
Site(s) web /
Web sites
Nombre CM
Amphi /
Number of
Lectures
Durée CM
Autres
Durée TD (en
Amphi (en
(Distance
Nombre TD /
heures) /
heures) /
Number of
Tutorial class
Lecture
(en heures) /
Tutorial classes
duration (in
duration (in
Other (in
hours)
hours)
hours)
schedules
Campus
0
0
5
3
The course will be
format
0
International Buying Management
Code du cours
Course Code
Nom du cours
Course name
MSC.IMBM2.PMELE.0056
INTERNATIONAL BUYING MANAGEMENT
Crédits
Credits
Teaching period
2
Spring
Charge de travail
Student workload
Programme
Program
Départements
Department
Face à Face
Contact hours
Distanciel
Distance
learning
15
0
Autonomous
personal
&/or team
work
0
Evaluation
Durée totale
Total
2
15
Dept. Marketing
P a g e 105 | 121
Module
Type de cours
Course type
Campus
exchange
Teaching language
Pré-Requis
Prerequisite
Course leader
campus
campus
Descriptif du
cours
/
Course
description
Thémes
/
Topics
elective
If other
M1 marketing
SPIER Peter
Belo Horizonte
Lille
Paris
Sophia
Suzhou
Raleigh
Other
The purchasing function has considerably evolved over the last 15 years, taking on a more
strategic role in organisations. Purchasing plays a key role in corporate strategies through
the selection and development of international suppliers that support the organization's
competitive position. As a consequence, purchasing has moved away from the traditional
adversarial approach between the buyer and supplier towards collaborative relationships.
After following this course, students will understand the importance of the purchasing
function, but also know about purchasing processes and use tools aimed at mitigating risks
and manage various issues purchasing professionals are likely to face in an international
buying context. There is little doubt that purchasing is a vital part of the value chain, and
to understand this function is vital. This course will also provide insight into 'how the
other side thinks' if you are later intending to follow a career in key account management.
Purchasing - supplier selection and management - role, importance ans skills of
international buyers
Résultats
d’apprentissage
/
Intended
Learning
Outcomes and
Skills
Develop an in depth understanding of buying management, and how it is a competitive
advantage today Modelize purchasing strategies and supplier relationships that are
appropriate to an organization
Understand and express the need s of a company Follow the various steps of a process
Highligh specific issues/risks related to international operations
Devise a company buying strategy within the frame of the global strategy Manage
business relationships Prepare international negotiations
Understand ethical issues underlying in an intrenational purchasing context
Contribution aux
objectifs
pédagogiques du
P a g e 106 | 121
programme /
Contribution to
learning
objectives
specialized discipline LO5.2 : To assess a business issue and formulate solutions in a
specialized discipline : LG5 : Graduates should be able to think critically and to assess
business issues in a specialized discipline
Non / No
50 %
Final examination
Evaluation des
étudiants
Student
Assessment
Méthodes
d’enseignement
Teaching
Methods
Plan de cours
Course Plan
Bibliographie
References
Site(s) web /
Web sites
Contrôle continu
50
%
QCM - Quizz
Autre - Others
0%
0%
0%
0%
30 %
0%
70 %
Nb midterms : 0
TD / Tutorials
Cours interactifs / Interactive lectures - Etudes de cas / Case studies - Devoirs /
Assignments
1)Evolution of Purchasing management
2)Importance and impact of the purchasing function
3)Role and responsibilities of buyers in defining requirements
4)Defining the appropriate relationships with suppliers
5)Should a buyer always be a good negotiator?
6)Global sourcing and related tools
7)Skills and talents for being a succesful buyer and start a career in international buying
- Arjan J. van Weele – Purchasing and supply chain management, Fifth Edition ISBN
:9781408018965
- Purchasing & SCM Monczka, Handfield, Giunpero, Patterson, Waters Publisher: SouthWestern CENGAGE Learning 2009 ISBN- 978-1-4080-1744-9
- Relationship Management (Strategic Supplier Relationships), Ch. 10. “Supply Market
Intelligence: A Managerial Handbook for Building Sourcing Strategies ”, Handfield, R.,
Taylor & Frnacis Group, 2006.
Http://www.capsresearch.org/ Http://www.cips.org http://www.atkearney.co.uk/
http://www.purcon.com/
P a g e 107 | 121
Nombre CM
Amphi /
Number of
Lectures
Durée CM
Amphi (en
heures) /
Lecture
duration (in
hours)
0
0
Nombre TD /
Number of
Tutorial classes
Durée TD (en
heures) /
Tutorial class
duration (in
hours)
Autres
(Distance
learning, etc…)
(en heures) /
Other (in
hours)
Campus
3
5
schedules
0
Sensory Marketing
Code du cours
Course Code
Nom du cours
Course name
SENSORY MARKETING
Crédits
Credits
Teaching period
4
Spring
Charge de travail
Student workload
Programme
Program
Départements
Department
Module
Type de cours
Course type
Campus
exchange
Teaching language
Pré-Requis
Prerequisite
Course leader
campus
campus
Descriptif du
cours
/
Course
description
Face à Face
Contact hours
Distanciel
Distance
learning
15
0
Autonomous
personal
&/or team
work
5
Evaluation
Durée totale
Total
0
15
Dept. Marketing
elective
If other
Marketing Mix, Consumer Behavior
MAILLE Virginie
Belo Horizonte
Lille
Paris
Sophia
Suzhou
Raleigh
Other
Many students think that “doing sensory marketing” is optional and just consists in
gratifying the consumer’s senses with a good look, sound, taste, smell or touch… This is a
double mistake. First, all the products, packages, advertisements, stores (and even prices!)
are sensorial in nature, independent of whether the sensations that they induce were
created intentionally or not. Second, even if pleasant or neutral, these sensory cues may
have positive effects but also unpredictable negative effects. And they may consciously or
non-consciously impact, not only the consumer's emotions and pleasure, but also
P a g e 108 | 121
processes such as information processing, judgments and decision making. Thus,
understanding those influences and being able to predict them provides a valuable
advantage in today’s crowded marketplace. This course first gives an overview of the
literature related to the five senses in psychology, neuroscience and sensory marketing.
Drawing on its results, we will then try to see how to implement sensory marketing
principles in various managerial contexts.
Thémes
/
Topics
1 - What is sensory marketing and how does it work? 2 - How to implement sensory
marketing principles?
• define what sensory marketing is and is not; • describe the perception mechanisms; •
outline the different impacts of each sense; • outline the different steps to implement a
sensory marketing strategy.
Résultats
d’apprentissage
/
Intended
Learning
Outcomes and
Skills
• reading, analyzing and synthesizing academic articles in order to understand how a
sensory cue may impact consumers; • predicting the effect(s) of specific sensory cues
depending on the context; • analyzing and integrating information in order to improve a
simple product thanks to sensory cues.
• taking responsibility for own learning • collaborating in a group • meeting obligations to
others (good relationships, being able to meet expectancies and deadlines in an
autonomous way) • searching and selecting library resources that relate to the discipline •
communicating effectively (give an oral presentation
Understanding that, as other marketing tools/techniques, sensory marketing could be
powerful enough to cheat consumers, but that marketers should only use it to avoid
mistakes inducing non-conscious negative effects, to enrich consumers' experience or
highlight the real attributes of a product...
Contribution aux
objectifs
pédagogiques du
programme /
Contribution to
learning
objectives
should be able to communicate in an international environment LO5.1 : To analyze
and apply advanced concepts in a specialized discipline : LG5 : Graduates should be
able to think critically and to assess business issues in a specialized discipline LO5.2 :
To assess a business issue and formulate solutions in a specialized discipline : LG5 :
Non / No
0 %
Final examination
Evaluation des
étudiants
Student
Assessment
QCM - Quizz
Contrôle continu
100
%
QCM - Quizz
0%
0%
50 %
0%
Nb midterms : 0
P a g e 109 | 121
Autre - Others
Méthodes
d’enseignement
Teaching
Methods
Plan de cours
Course Plan
Bibliographie
References
0%
0%
50 %
Cours interactifs / Interactive lectures - Projet / Project-based learning
• Understanding what sensory marketing is
– what is sensory mkt?
– how does it work?
• How to implement sensory marketing principles?
– how do companies use the 5 senses ?
– can you improve a simple product (and/or its communication) ?
Lectures obligatoires / Required readings : 1 or 2 research articles per team Lectures
Recommandées / Recommanded readings :
• Cytowic & Eagleman, Wednesday is Indigo Blue: Discovering the Brain of Synesthesia
• Neil Gains, Brand esSense: Using Sense, Symbol and Story to Design Brand Identity
• Haugtvedt, Herr et Kardes, Handbook of Consumer Psychology, Lawrence Erlbaum
Associates, New York, 2008 (a chapter dedicated to sensory marketing)
• Michael Haverkamp, Synesthetic Design: Handbook for a Multisensory Approach,
Birkhauser
• Aradhna Krishna, Customer Sense: How the 5 Senses Influence Buying Behavior,
Palgrave Macmillan, NYC, 2013.
• Aradhna Krishna, Sensory Marketing: Research on the Sensuality of Consumers, Aradhna
Krishna (Ed.), Routledge, NYC, 2009.
• V.S. Ramachandran, The Tell-Tale Brain: A Neuroscientist’s Quest for What Makes Us
Human
• Sophie Rieunier, Le marketing sensoriel du point de vente, Dunod, Paris, 2013. (French)
• Lawrence Rosenblum, See What I’m Saying: The Extraordinary Powers of Our Five Senses
• Mike Solomon, Consumer Behavior: Buying, Having and Being (9th edition), Mike
Solomon (Ed.), Pearson Higher Education, 2011, (a chapter dedicated to sensory
marketing)
Site(s) web /
Web sites
Nombre CM
Amphi /
Number of
Lectures
Durée CM
Autres
Durée TD (en
Amphi (en
(Distance
Nombre TD /
heures) /
heures) /
Number of
Tutorial class
Lecture
(en heures) /
Tutorial classes
duration (in
duration (in
Other (in
hours)
hours)
hours)
schedules
Campus
0
0
5
3
0
Cliquez ici pour entrer du
texte.
Luxury goods Management
Code du cours
Nom du cours
P a g e 110 | 121
Course Code
Course name
LUXURY GOODS MANAGEMENT (ELECTIVE)
Crédits
Credits
Teaching period
2
Spring
Charge de travail
Student workload
Programme
Program
Départements
Department
Module
Type de cours
Course type
Campus
exchange
Teaching language
Pré-Requis
Prerequisite
Course leader
campus
campus
Descriptif du
cours
/
Course
description
Thémes
/
Topics
Résultats
d’apprentissage
/
Intended
Learning
Outcomes and
Skills
Face à Face
Contact hours
Distanciel
Distance
learning
Autonomous
personal
&/or team
work
Evaluation
Durée totale
Total
15
0
10
0
15
Dept. Marketing
elective
Paris, Sophia
Anglais / English
If other
M1 Marketing
COSTE-MANIERE Ivan
Belo Horizonte
Lille
Paris
Sophia
Suzhou
Raleigh
Other
The Luxury World is growing at a high speed. It is now spreading over unexpected
segments or nations. This specific management involves many uncommon strategic
decisions, and needs precise and multiple tools. From Supply Chain Management to the
final sales, this activity will be explained. This course has been designed in order to help
students understand these multiple specificities and facets by means of various cases and
professional examples. If needed some other lecturers could be welcomed.
Luxury management
Students will have a theoretical and applied understanding of the broad topics comprising
the course: current hot topics and theories in the luxury industry, communication,
organizational culture, and ethics (including corporate social responsibility).
Students will learn to develop lateral thinking, complex vision and flexible managerial
capacities. Luxury strategies need to be created around change and kinetics
P a g e 111 | 121
Have a broad approach to this world, understand how innovation and the most accurate
approaches to it are relevant and should be taught to global firms, its employees, and …
customers.
Many professional tools will also be used from marketing approaches to accurate media
planning, whether national or international. Issues linked to ethics and sustainability are
necessarily mentioned
Contribution aux
objectifs
pédagogiques du
programme /
Contribution to
learning
objectives
Non / No
100 %
Final examination
QCM - Quizz, Rapport écrit / Dissertation - Report / Dissertation
Evaluation des
étudiants
Student
Assessment
Méthodes
d’enseignement
Teaching
Methods
Plan de cours
Course Plan
Bibliographie
References
Contrôle continu
0 %
QCM - Quizz
Autre - Others
0%
0%
0%
0%
0%
0%
0%
Nb midterms : 0
Session 1 : State of the art , evolution of luxury, from family-owned business to
metastructures. Facts, Figures and forecasts.
Session 2 : Consumer evolution. Behavioral and sociological shifts, the emergence of new
consumers and geographical implementations
Session 3 : How to build a luxury brand. The role of EI and KM, tools to be used.
Session 4 : Runing a “luxury business”. GRDI, Big Mac Index, sales evolutions monitoring,
adaptation of the POS and distribution channels, strategic choices of incoterms, currency
risks management, selection of the implementation modes.
Session 5 : What’s coming up ? Trends, how to transfer the atmosphere of the “POS” to
internet, pop-up stores, sales multipricing theories and troubles…
Will be discussed during class
Luxury Strategy in Action, Jonas Hoffman, Ivan Coste Manière, Mac Millan Palgrave Dec
2011
Global luxury trends, Ivan Coste Manière, Jonas Hoffman, Mac Millan Palgrave Jan 2013
P a g e 112 | 121
Site(s) web /
Web sites
Nombre CM
Amphi /
Number of
Lectures
Will be discussed during class
Durée CM
Autres
Durée TD (en
Amphi (en
(Distance
Nombre TD /
heures) /
heures) /
Number of
Tutorial class
Lecture
(en heures) /
Tutorial classes
duration (in
duration (in
Other (in
hours)
hours)
hours)
schedules
Campus Sophia
5
3
5
5
3
0
3
The course will be
format
0
Campus Paris
0
0
Managing the service experience
Code du cours
Course Code
Nom du cours
Course name
MANAGING THE SERVICE EXPERIENCE (OPTION)
Crédits
Credits
Teaching period
4
Spring
Charge de travail
Student workload
Programme
Program
Départements
Department
Module
Type de cours
Course type
Campus
exchange
Teaching language
Pré-Requis
Prerequisite
Course leader
campus
campus
Face à Face
Contact hours
Distanciel
Distance
learning
Autonomous
personal
&/or team
work
Evaluation
Durée totale
Total
27
0
18
0
27
Dept. Marketing
optional
Sophia
If other
M1 marketing
David WARD-PERKINS
Belo Horizonte
Lille
Paris
Sophia
Suzhou
Raleigh
P a g e 113 | 121
Other
Descriptif du
cours
/
Course
description
Thémes
/
Topics
The marketing of services is not the same as the marketing of goods. Service-based
industries operate in high-risk environments: barriers to entry can be low, operating costs
high, competition aggressive, and customers volatile and price-conscious.
There area also specific rules for the marketing of services, whether in the domain of
travel, telecoms, retail, entertainment, accommodation, social media, personal services,
or any other. This course makes the differences clear and provides guidelines for both
strategic planning and implementation.
Like the service business, this course will be fast-moving, putting students face to face
with this rapidly evolving environment, working with practical exercise and simulations.
This course teaches the basic principles of marketing in a service environment; how to
think in terms of market share and penetration, processes, intangible values, dwell-time,
margins, dynamic pricing, yield, and so on.
The nature of services; the management of processes; the management of time;
intangibility; the management of resources; dynamic pricing, managing people (customers
and staff); distribution; co-production; the marketing of virtual products; services
marketing design.
Résultats
d’apprentissage
/
Intended
Learning
Outcomes and
Skills
Be able to construct a dynamic process-based marketing strategy, integrating market
research, CRM tools and yield management. You will learn the importance of reliable
market information, of customer data capture, of flexible process design, of being able to
increase or reduce capacity rapidly,and so on.
Be better able to think strategically in dynamic, rapidly evolving situations, summarise
complex data and present results simply and clearly.
Prepare market forecasts and track performance for service industries.
Understand how service marketing is ultimately about effective human interaction, and is
therefore enriched and improved by an attitude of respect for and understanding of the
customer.
Contribution aux
objectifs
pédagogiques du
programme /
Contribution to
learning
objectives
Evaluation des
étudiants
Student
Assessment
Non / No
50 %
Final examination
Présentation orale - Presentation, Rapport écrit / Dissertation - Report / Dissertation
P a g e 114 | 121
Contrôle continu
50 %
QCM - Quizz
Autre - Others
Méthodes
d’enseignement
Teaching
Methods
Plan de cours
Course Plan
Bibliographie
References
Site(s) web /
Web sites
Nombre CM
Amphi /
Number of
Lectures
0%
0%
50 %
0%
50 %
0%
0%
Nb midterms : 0
Case studies - Devoirs / Assignments
9 x 3 hour sessions
Sessions 1 to 3:
-What are services, and what does that imply for marketing?
-How to think in terms of processes
-Practical exercises
Sessions 4 to 6:
-Essential service marketing tools and their usage
-Pricing and resource management
-Strategic marketing of services
Sessions 7 to 9:
-Course projects (guided work)
-Marketing in the virtual world.
Jochen Wirtz, Christopher Lovelock: Essentials of Services Marketing
Andy Polaine: Service Design
Rob English: Basic Service Management
John Egan: Relationship Marketing
No requirements.
Durée CM
Autres
Durée TD (en
Amphi (en
(Distance
Nombre TD /
heures) /
heures) /
Number of
Tutorial class
Lecture
(en heures) /
Tutorial classes
duration (in
duration (in
Other (in
hours)
hours)
hours)
schedules
0
0
9
Campus
3
0
Product Management
Code du cours
Course Code
Nom du cours
Course name
MSC.IMBM2.MKCOR.0036
PRODUCT MANAGMENT (CORE)
P a g e 115 | 121
Crédits
Credits
Teaching period
4
Spring
Charge de travail
Student workload
Programme
Program
Départements
Department
Module
Type de cours
Course type
Campus
exchange
Teaching language
Pré-Requis
Prerequisite
Course leader
campus
campus
Descriptif du
cours
/
Course
description
Thémes
/
Topics
Face à Face
Contact hours
Distanciel
Distance
learning
Autonomous
personal
&/or team
work
Evaluation
Durée totale
Total
27
0
30
3
27
Dept. Marketing
core
Anglais / English
If other
Knowledge in marketing: marketing research (qualitative & quantitative
research), segmentation, targeting, positioning.
PINCHAUD Gabrielle
Belo Horizonte
Lille
Paris
Sophia
Suzhou
Raleigh
Other
This course enable students to fully explore the function of a product manager through
the various subjects he/she has to deal with. This course is as close as possible to “real-life
marketing” and is good training for students aiming at becoming a product manager. The
aspects of both strategic and operational marketing are developed thanks to real cases.
These cases are created thanks to partnerships with leading companies in two different
sectors of activities ( fast-moving-consumer goods and services). The course starts with
theory, including advanced theory such as research publications, and moves on with
several case studies.
The subjects that are developed are the following: presentation of the function of a
product manager, the analysis of the market, the marketing plan, the development and
launch of a new product, operational marketing and communication. During this course,
students will also be given practical advice to fully understand the role of marketing in the
firm and be able to work cross-functionally.
Product Management, FMCG, Services
P a g e 116 | 121
Résultats
d’apprentissage
/
Intended
Learning
Outcomes and
Skills
The student is expected to understand the functions of a product manager. He/she will
- be able to conduct the analysis of his/her market and recommend a marketing plan
- be able to manage a range of products based on present and future performances
- use the adequate leverage to increase the performance of her/ his product
- be able to recommend and implement operational marketing
The student is expected to work on theory, including advanced theory such as research
publications, and be able to link the theory to real-life marketing.
The student will increase his/her ability to work in an international team
The student is also expected to have her/his own opinion on marketing decisions linked to
ethic issues.
Contribution aux
objectifs
pédagogiques du
programme /
Contribution to
learning
objectives
multicultural team
Non / No
50 %
Final examination
Evaluation des
étudiants
Student
Assessment
Méthodes
d’enseignement
Teaching
Methods
Plan de cours
Course Plan
Contrôle continu
50 %
QCM - Quizz
Autre - Others
0%
0%
40 %
40 %
0%
20 %
0%
Nb midterms : 3
TD / Tutorials
SESSION 1
Syllabus including a presentation of the two cases,
The objectives of a Product/Brand Manager
Tools and metrics useful for a PM
P a g e 117 | 121
Bibliographie
References
Site(s) web /
Web sites
Nombre CM
Amphi /
Number of
Lectures
SESSION 2
Creating the Product.
Case N°1: 1st draft
SESSION 3
Managing the Product (1)
Quizz
SESSION 4
Managing the Product (2)
SESSION 5
Case N°1: your recommendation
SESSION 6
The marketing Plan (1)
SESSION 7
The marketing Plan (2)
SESSION 8
Case N°2: your recommendation
SESSION 9
Exam training
SESSION 10
Final exam
Market-based management 6th edition (Roger J. Best, Pearson)
Marketing Management (European edition; Kotler)
Nielsen, TNS, Skema data bases
Durée CM
Autres
Durée TD (en
Amphi (en
(Distance
Nombre TD /
heures) /
heures) /
Number of
Tutorial class
Lecture
(en heures) /
Tutorial classes
duration (in
duration (in
Other (in
hours)
hours)
hours)
schedules
0
0
9
Campus
3
0
Sales, Negotiation and Key Account Management
Code du cours
Course Code
Nom du cours
Course name
SALES, NEGOTIATION AND KEY ACCOUNT MANAGEMENT (OPTION)
Crédits
Credits
Teaching period
4
Spring
Charge de travail
Student workload
Face à Face
Contact hours
Distanciel
Distance
learning
Autonomous
personal
&/or team
work
Evaluation
Durée totale
Total
27
0
9
0
27
P a g e 118 | 121
Programme
Program
Départements
Department
Module
Type de cours
Course type
Campus
exchange
Teaching language
Pré-Requis
Prerequisite
Course leader
campus
campus
Descriptif du
cours
/
Course
description
Thémes
/
Topics
Dept. Marketing
optional
If other
The course is designed to follow on after the fall semester courses: the complete
negotiator/essential negotiation skills and Essential selling skills
SPIER Peter
Belo Horizonte
Lille
Paris
Sophia
Suzhou
Raleigh
Other
Many students will spend time selling, whether products, services, projects, ideas… All
students will spend time negotiating, both in their professional and their personal lives.
However prevalent the notion that one is ‘born’ a good salesperson or negotiator, these
skills can and must be developed. More important still, students will understand that both
are most enjoyable and satisfying activities. A good number of students studying
marketing and business development will begin their careers in sales and business
development positions: be prepared!
The emphasis of the course is resolutely on the sales and key account management side of
things. It is well suited for those who are considering spending time in sales. It will
therefore be different in tone and purpose to the more general negotiation skills courses
on offer. It would be useful for students to have followed the essential selling skills
elective and the negotiation skills courses on offer in the fall semester.
The course will be interactive and require students to take part in sales & negotiation
simulations. Testimonials and participation of professional partners will keep the
approach aligned with the needs of the market and allow insight into the dynamics, tone
and sources of leverage of different types of negotiation and business sector. Through
these encounters, students will gain insight into the different worlds of sales: fmcg,
industrial, services... and become fluent in adapting to different types of sales situations.
The course in Sophia and Paris will culminate in a sales challenge in which a number of
companies will take part. The aim of this exercise is for students to discover different
types of sales approaches and environments and to have the opportunity to apply what is
learned in a sales simulation with one of the companies.
Sales and key account management/transactional selling/ relationship selling/solution and
problem-solving selling/insight selling/challenger sales/nature of different types of selling
situations/sales process and cycle/decision-making processes/buyer personas/selling
techniques/communicating and defending value
P a g e 119 | 121
Résultats
d’apprentissage
/
Intended
Learning
Outcomes and
Skills
Students will develop a better understanding of the sales and KAM functions
studnets will develop an ability to move from one kind of sales situation to another, using
diferent sources of leverage and gaining insight into the concerns of the different clients
the abilities to sell, to listen, to adapt are valuable in many situations, as, too, is the kind of
situational intelligence developed thorugh the course approach
some situations may raise issues linked to ethics and sustainability
Contribution aux
objectifs
pédagogiques du
programme /
Contribution to
learning
objectives
Non / No
50 %
Final examination
QCM - Quizz
Evaluation des
étudiants
Student
Assessment
Méthodes
d’enseignement
Teaching
Methods
Plan de cours
Course Plan
Contrôle continu
50 %
QCM - Quizz
Autre - Others
0%
0%
30 %
0%
30 %
0%
40 %
Nb midterms : 0
TD / Tutorials
Introduction to sales and KAM/transactional sales techniques/making an effective
pitch/communicating value/solution selling and problem-solving approaches/mastering
the sales cycle/discovery and probing techniques/understanding your partner's
business/building trust/insight selling techniques/challenger sales techniques/Sales
challenge with companies
P a g e 120 | 121
Bibliographie
References
Site(s) web /
Web sites
Nombre CM
Amphi /
Number of
Lectures
available on Knowledge platform
Bibliography and other resources available on Knowledge platform
Links available on Knowledge platform
Durée CM
Autres
Durée TD (en
Amphi (en
(Distance
Nombre TD /
heures) /
heures) /
Number of
Tutorial class
Lecture
(en heures) /
Tutorial classes
duration (in
duration (in
Other (in
hours)
hours)
hours)
schedules
Campus
0
0
9
3
0
The organization for the
sales challenge will be
different from that for
normal courses and will
be announced at the
beginning of the course
P a g e 121 | 121

Course Catalogue Spring 2016

Transcription

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