the syllabus - IAE Montpellier

Transcription

MASTER’S DEGREE IN INTERNATIONAL BUSINESS
SYLLABUS
2015-2016
Institut d’Administration des Entreprises (IAE)
University of Montpellier
Place Eugène Bataillon – 34095 MONTPELLIER CEDEX 5
Tél : (+33)4 67 14 48 13 – Fax : (+33)4 67 14 42 42
Site Internet : www.iae.univ-montp2.fr
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Table of content
Part 1 – General organization of the Master’s degree in International Business …..
Page 3
I-Recruitment…………………………..……………………………………………....
Page 4
II- Organization of teaching…………………………………………………….……...
Page 5
III- Assessment methods……………………………………………………………….
Page 7
Part 2 – The Master’s degree in International business…………......………………...
Page 13
I- General organization of teaching…………………….…………………………….
Page 16
II-List of 1st year courses (2015-2016) ….…………………....……………………....
Page 18
III- List of 2nd year courses (2015-2016)……………………………..………….……..
Page 20
Part 3 –1st year courses descriptions…………………………………………….....
Page 22 à 64
Part 4 –2nd year courses descriptions….………………………………………….....
Page 65 à 85
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PART I: General presentation of the
Master’s degree in International Business
Program director:
Gilles Séré De Lanauze, Ph.D.
Associate professor
[email protected]
In France, the Ministry of Higher Education and Research is the governing body for the National higher
education. The Ministry of Higher Education and Research has adopted the reform of the Bologna
process by generalizing the “LMD”, the ECTS system and two semesters per year. The French
University curriculum follows the LMD system, which divides higher education into 3 diplomas:
Licence (Bachelor’s degree, 3 years of Higher Education), Master (Master’s degree, 2 years after
Bachelor's degree) and Doctorat (Ph.D., 3 years after Master’s degree). IAE Montpellier School of
Management which is part of the University of Montpellier, is responsible for organizing its offer of
programs.
The Master’s degree in International Business comprises 4 semesters and is awarded after successful
completion of 120 ECTS credits, in accordance to the national qualification scheme. Each Master’s
degree is placed under the responsibility of faculty members, themselves managed by one program
director.
I - Recruitment and enrollment process
In order to enroll, all applicants to the first year of the program must provide evidence that they earned
180 ECTS credits at the time of submitting their application. Once selected by the selection committee
(for each program), the student must provide evidence of:
 Successful completion of a Bachelor’s degree or equivalent to 180 ECTS
 One of the validations prescripted in the 16 April ’02 decree n° 2002-529 for the enforcement of
articles L.613-3, L. 613-4 and L. 613-5 of the Education Code mandated by VAE (Validation of
Acquired Experience) or by VAP (Validation of Professional Experience).
Applications are reviewed in two sessions:
 Early May
 Early September
If the required 180 credits have not been acquired by June, the student may present an application in
September. If the credits have been acquired but the related certificate is not yet available, the application
may be processed subject to future justification of the said credits.
The criteria and selection tests is specific to the master in International Business, in relation to the
objectives sought by the program. Each application is therefore reviewed individually. Admission to the
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Master course is announced by the recruitment committee, under the responsibility of the program
director further to the analysis of the application form and, where required, oral and written tests and/or
interviews: there are no "automatic" admissions.
Administrative registration in the 2nd year of the Master is conditioned by the obtention of 240 ECTS
and the approval of the recruitment committee. The academic enrollment shall be automatically
delivered to every student enrolled administratively and is compulsory in order to attend classes and sit
exams. The registered student shall verify that his/her academic enrollment is complete with the program
administrative officer and get his/her learning agreement before the first exam session.
Specific entry requirements to the Master’s degree in International business
Entry requirements for the program are first about academic qualities and exam results. The second
element taken into consideration is international working experience (or time spent abroad) and English
proficiency. Any applicant whose first language is not English must certify proficiency in English when
applying to IAE Montpellier. Such applicants must submit scores received on the Test of English as a
Foreign Language (TOEFL) or the Test of English for International Communication (TOEIC) as part of
their application. The IELTS English test is also accepted. A TOEFL score of at least 80 or a TOEIC
score of at least 750 are the minimum required for applicants to the program. The minimum score
required for IELTS is 5. The third element taken into account is the applicant’s professional plan and
motivation.
II- Organization of teaching
The Master’s degree of International Business comprises 4 semesters (refered to as M1S1, M1S2, M2S3,
M2S4.). Each semester includes 6 course units (U.E) equivalent to 30 ECTS (European Credit Transfer
System). Each course unit (U.E) is generally equivalent to 5 ECTS credits and 36 hours of course. These
course units can be broken down into various sub-components (known as ECUE). Courses content,
courses objectives and assessment methods of each course units are defined in the present syllabus.
For the 1st year only:
The term is carried out in a 8-week period. In addition, each 8 week period enables completion of the
examinations for the given term.
 Remedial exams for the first term will be held in March. For the second term, remedial exams will
be held in September, before the start of the M2 course.
 Two ECUE (elements comprising a single teaching unit) must be taken (not withstanding exceptions)
in an academically logical sequence.
A term with 6 course units (U.E) and therefore 12 ECUE will be held over an 8 week period, enabling
a total of 216 hours of lessons (270 including the projects and tutorial). Over the period, there are 40
working days, not including Saturdays, public holidays and examination days. On average, a student
has 5.4 hours of lessons per day (not including Saturday), i.e. less than 30h per week.
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ECUE
1 UE = 45 h = 5 ECTS
Course: 12h = 4x3h
Course: 18h
ECUE 22h30
Small group lectures: 6h = 2x3h
Individual follow-up
(E.learning…) 4h30
The standardized assessment regime for the Master’s degrees of International Business is clearly stated
in the present note that is reviewed and ratified to the Council for studies and university life (the CFVU
council) and by IAE board of directors. It is made available to all students and faculty.
Schedule (1st year)
The following schedule applies to all first year students of the Master’s degree. The 2nd year schedule is
described further in this document.
1st Semester courses at IAE Montpellier
 From the 28th of September to the 11th of December 2015 (8 weeks, 6 course units - UE)
 First Semester Exams (1st session): 16th , 17th et 18th of December 2015
 First period in company: from the 26th of October 2015 to the 13th of November 2015, (in-company
project or apprenticeship)
2nd Semester courses at IAE Montpellier
 From the 4th of January to the 8th of April 2016 (8 weeks, 6 course units - UE)
 Second Semester Exams (1st session):
 Second period in company: from the 18th of January 2016 to the 8th of April 2016, (in-company
project or apprenticeship)
All free periods from 26 October 2015 to the 11th of April 2016 are considered as company periods
(placement for apprentices, mission for the others). From 11 April to 30 September 2016, students will
be in-company (work period for apprentices, internship for the others).
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For non-apprentices, the rule is a one month 'mission' and a three months 'internship' with no more than
six months spent in a single company (mission and internship combined).
III- Exams procedures
1. Assessment process & exams sessions
Each course unit is endowed with ECTS credits and these are acquired if a student obtains an overall
final mark of at least 10/20. A course unit acquired during the first or second session, is definitely
acquired; it therefore cannot be re-sat. The skills and knowledge acquisition are assessed either by a
continuous evaluation (CC) or a final written examination (E), or by an oral examination (O), or by a
combination of two or three of these modes (in this case, the different modes are waged in proportion to
their coefficient). The nature of these assessment methods (written, oral or continuous evaluation), the
duration, the coefficient and the number of exam sessions define the methods of specific skills and
knowledge assessment for each course unit.
The calculation for marking a course unit (UE) or a sub-component (ECUE) follows the rules below for
both examination sessions:
 For the 1st exam session: the UE or ECUE final mark is equivalent to the weighted average of all
marks obtained in the different tests (either written, oral, or continuous assessments).
 For the 2nd exam session: the UE or ECUE final mark is equivalent to each examination mark, this
one standing for all of the marks.
2. The assessment of internships, projects, or bibliographical research reports
Internships and in-company projects are carried out under the supervision of a tutor. This assessment
may take the form of written reports or oral presentations. The conditions and the organization of
examinations are regulated in the Charter of exams and the syllabus of each course.
3. Marking rules in case of a repeated academic year
During the repeated year, only the course units which were not acquired the previous year can be re-sat.
Caution: the failed course units cannot be re-sat if a semester was acquired by compensation during the
second exam session of the current year or during the following year.
4. Addressing the issue of non-attended exams
When a student does not turn-up for an exam, or does not hand in an internship report, his/her mark is
0/20 (APOGE codification: “ABI for unjustified absences or ABJ for adequately justified absences).
(*for all kinds of examinations, including internship reports or bibliographical research data). The ABI
or ANJI mark entails an adjourned result. The student receiving an adjourned result for a course unit
will be adjourned for the semester. He/she will have to re-sit the course unit for which he/she has been
adjourned in session 2.
5. Acquisition, Validation and Capitalization of a course unit (UE)
A course unit (UE) is acquired when the student obtains a mark of 10/20 or more and superior to 5/20.
The course unit (UE) acquisition entails the acquisition of the corresponding ECTS credits. An UE
acquired by compensation during the semester is validated, even if the mark itself is inferior to 10/20
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and superior to 5/20. This mark is maintained and appears on the transcript of records. An UE of which
the average mark is inferior to 10/20 is considered as non-acquired. If the student does not get at least a
10/20 average mark for the semester AND over 5/20 for each and every course unit, he/she
must re-sit all of the UE and ECUE which mark is strictly inferior to 10/20, during the second exam
session. The acquired course units are re-usable later on with no time limit, but can only contribute to
the validation of one semester. Having been capitalized on the corresponding ECTS credits, it is not
allowed to register again to these. When a course unit is validated by compensation with a mark superior
to 5/20 during a semester, it is definitely validated and capitalized. However, it cannot be transferable
to another program. A non-acquired UE cannot be capitalized, there cannot be a marks’ keeping from
one academic year to another; the UE mark is reset to 0/20.
Each ECUE is subject to an examination. The evaluation of some ECUE may be given using an average
exam grade, representing 70%, plus a continuous assessment grade (work to be handed in, participation)
representing 30%. If there is continuous assessment (work to be handed-in for example), absence of the
student at the time of the assessment and/or if the work is not handed in, will result in the grade of 0 for
the continuous assessment. Examinations may be held at any time during an 8 week term.
The faculty member in charge of the course unit upon approval of the program director, decides upon
the internship and the type of examination (duration, procedure, subject...). Notably, the duration may
vary from 1 to 4 hours. The lecturer, independently of his/her status (IAE core faculty, adjunct faculty)
must be contactable during his/her ECUE examination, if not present. When a course unit is shared
between two ECUE, these are not dissociable: a single grade will be given, the average from the two
ECUE.
Use of calculators and cell phones during examinations
A single type of calculator is authorized for examinations. This is the Casio Collège fx-92. Any other
type of calculator is not authorized during the examinations. Students may not borrow calculators during
examinations. Cell phones must be switched off and placed in bags at the back or front of the room. Cell
phones may not be used as clocks. In the event of use of unauthorized material, this will be confiscated
and returned after a disciplinary hearing.
Internships and projects
Internships and projects give rise to ECTS credits. Internships are monitored by a tutor chosen by the
student from the teaching staff. The internship must be validated by the tutor and the speciality head.
Internships are evaluated on the basis of a report (M1) or a dissertation with an oral presentation (M2).
If an internship is not validated due to insufficiency with regards to the report or thesis, a second session
may be held. If the non-validation is based on the conditions of the internship itself, the student may
only obtain the required credit by repeating the internship period.
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1 - Obtaining the Master’s degree
To obtain the Master’s degree, the student must have achieved at least the average grade (10/20) or
higher in each of the 4 tuition terms AND more than 5/20 for each of the UE units for the four terms. A
term is validated (ACQ) when the average grade for the component UE is over 10/20 (compensation
rule) and over 5/20 for each of the UE for the term in question. There is no annual compensation. If the
student has not achieved a grade of at least 10/20 for the term AND 5/20 for each UE, he/she must
repeat, at the second session, all the Units for which the grade is significantly lower than 5/20. When a
student is absent from an examination (excused or not), the grade is 0/20 (APOGE code of ABI for
unjustified absence, or ABJ for justified absence).
The examinations and student evaluation, the awarding of course units and validation of teaching units
are under the responsibility of:
- Director of IAE Montpellier (E. Stéphany)
- Director of Postgraduate Masters (Technologies Management Master) (E. Houzé)
- Program directors (G. de Lanauze)
- Head of enrollment office and regulations (Y. Guitt)
- A students' representative (elected to the establishment committee)
Internships
The first internship period may be dedicated, through to the Christmas vacation, to searching for
apprenticeship contracts for apprentice course students who do not have a contract yet. For apprentices,
this period corresponds to the first phase of apprenticeship. For the others, a company internship of at
least one month, or a mission coordinated in the interest of IAE, or a theoretical report, will be required.
In all cases, a report relative to an activity is required by the first day of the second term. At the end of
the 1st year period, a 4 month internship is mandatory. This period also corresponds to the second
apprenticeship period for apprentices. A report must be produced and evaluation of the report will be
included in the ECUE grade (internship and missions). Internship contract models are available for
students. Students must have their internship validated (and the subject of their report validated by a
tutor of their choice from the teaching team) by the program head, following the procedure given on the
IAE intranet. A significant placement period and an adapted mission are arguments in favour of
acceptance onto the M2 course and also for finding pertinent employment.
Organization of the mobility period
The mobility in foreign universities takes place in the first term of the second year (M2S3), from the
first of September to the winter vacation. This period may vary in relation to the host university's term
dates, some start in August, others may extent lessons and examinations into January.
N.B.: In all cases, the student must check the dates of the courses selected at the foreign university and
ensure that the courses taken and registered in the learning agreement (examination dates and remedial
examination dates if applicable), are compatible with the Master timetable, notably with regards to
returning to the classroom in February.
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The mobility period thus defined has several consequences:
The choice of universities by the students and the related registrations must be anticipated from the
second term of the first year (M1S2). Consequently, recruitment to the second year (Master 2) must be
anticipated and completed very early on in the 1st year (February-March). Recruitment is based on
applications plus tests and interviews with the candidates retained on the basis of their application. The
application includes the results from the first term of M1 and the score achieved in English (TOELF,
TOEIC or IELTS). The results from the first year play a major role in the global evaluation, as does the
level of English. Registration in the second year (M2) is only confirmed further to definitive
confirmation of the validation of the corresponding credits and of the first year.
Students must be administratively registered at IAE Montpellier before departure to a host university.
They must complete the tuition forms and present a complete application, including the definitive results
of the Master 1, taking into account the registration office opening periods during the summer prior to
departure for the host university. The administrative procedures for mobility, notably with regards to
visa applications, if required, must be carried out by the student. Students must also anticipate the IAE
and UM2 international relations office opening periods during the summer, notably when requiring
tuition certificates for visa applications.
Selecting courses at the host university
Students must select the courses that they wish to follow at their host university. This choice should be
subject to certain criteria:
(1) coherence of the content with that of the Master’s degree, the courses must be at Master level and
related to the main subject, and be pertinent with regards to an international business career. Language
lessons may be included in the Learning Agreement up to a limit of 20% of the required credits, i.e. a
maximum of 6 language credits out of 30.
(2) the dates and periods of the courses chosen (course, examination, remedial tests) must enable the
student to respect the global timetable for the IAE Master 2 course (notably classes in January); any
potential overlaps must be handled by the student (catching up missed lessons, additional trips to ensure
presence at exams, etc.),
(3) the choice of courses must be formalized on the learning agreement document which shows the
name, level of the course (Master), detail of the credits corresponding to each of the lessons followed,
validated by the IAE Master 2 tuition head and the host university; in parallel a special arrangement to
the learning agreement may be applied during the first two week period of the new term at the foreign
university. This arrangement must be approved by both universities (the original and the host
establishments).
Special cases for catching up on timetables
In certain partner universities there may be superposition of timetables with the timetable at the IAE.
Definition of the best solution will be the responsibility of each student, in communication the host
university in order to find the optimal timetables and examination periods. Several solutions are
available (early examinations, replacement of examination by written reports, organization of
examinations held at distance...) but these must be negotiated directly by the student with administrative
services of the host university. IAE will support negotiated solutions. In the worst case, where the host
university does not authorize adaptation of its evaluation procedure, the student may be authorized by
IAE to return to the IAE courses after the required evaluation period.
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In such cases, the student must catch up his/her lessons by using the digital supports on the IAE intranet
and the bibliographies defined by the teachers. It is essential for the students concerned to anticipate the
host university's term and examination dates in order to ensure optimal organization for both structures.
Validation of UE
The Student must provide proof to IAE Montpellier of the credits obtained at the host university
(achieved on site in the first or second session) and any correspondence between credits in the host
country and IAE credits (transcript of credits) in compliance with the agreements applicable within the
framework of the partnership signed between the IAE and the university in question. The number of
credits validated by the IAE within the framework of the Master 2, corresponding to courses at foreign
universities may not exceed 30 credits, limiting the risk related to not obtaining the said credits.
However, credits achieved up to a maximum of 30 may be integrated into the IAE M2 CAI diploma. If
a student does not achieve the 30 credits, the registration shows NACQ - not acquired. Term 3 for the
M2 course (or the mobility term) is validated subject to acquisition of the full 30 credits from the host
university abroad. The second remedial session may only be held, for each unit missing, at the host
university. Consequently, there cannot be a remedial session at the IAE relative to courses taken at host
universities. Remedial sessions must be organized in relation with the host university prior to the return
of the student. Students who have not validated all subjects cannot be validated for the entire first term
and will not be awarded the Master 2 certificate for the year. Students may continue their studies
however and re-take the first term (at a foreign university).
Students re-taking a term must validate the missing credits during a second phase of presence at a host
university of his/her choice (subject to the host university choice criteria, but without having to return
to the same university). He/she must validate the full 30 credits required for the diploma.
Specialization path
During the second term of the M2 (M2S4) course, students can choose between the three specialization
paths. The desired specializations are registered upon application for the M2 course, i.e. during the
second term of M1 (M1S2) and confirmed upon administrative registration to the course. Changes to
the specialization path may only be made subject to formal approval from the tuition heads of the Master
2 for each of the paths concerned, and must be for a valid reason.
The two specialization paths are:
 International Sales
 International Purchasing
End of Studies Internship
A company internship, for a minimum period of five months and a maximum of six months, must
conclude the training, from April to September. In compliance with the vocation of the diploma, the
internship must be carried out abroad. Organization of the internship must follow the administrative
procedures deployed by the IAE business relations service, which remains the obligatory point of contact
for students with regards to the internship.
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The internship must be concluded by a written thesis and an oral presentation and a final evaluation
which depends entirely on obtaining the required credits (15 credits). In compliance with the English
language requirement of the CAI M2 course, the thesis and oral presentation are in English. It must
correspond to the requirements of a Master, 2nd year level. It must notably position the internship and
missions within a general context of international business management. For more details on the thesis
and the oral presentation, please refer to the related section at the end of the syllabus.
The internship and the oral presentation must be completed within the academic year and in all cases
before 30th September. In the event where the student cannot justify the required internship duration (5
months) by the 30th September, he/she must re-apply to the IAE and complete the missing period the
following year. The oral presentation will be postponed to the end of the internship during a period
dedicated to such presentations, as scheduled by the administrative team and in relation to the students'
timetables. If any repeat or remedial sessions are held, the student will only be awarded the Master 2
certificate once all the credits have been registered and then, at the end of the current academic year.
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PART II - The Master’s degree in International Business
Overview
The Master in International Business has been specifically designed for students who wish to acquire a
dual competence in international sales or purchase and is entirely taught in English. It is a two-year
degree aimed at international and French graduates with mainly a scientific background (Bachelor
degree in Science, technology, engineering for instance) and which does not necessarily include
management or business. All applicants to the first year of the Master’s degree in International business
must provide evidence that they earned 180 ECTS credits at the time of submitting their application.
The 2nd year is open to students who validated 240 ECTS credits.
From 2015-2016 academic year, the Master’s degree in International Business (MIB) is entirely
taught in English.
Rationale
The first year enables students to acquire knowledge and skills in core business and management
disciplines (semester 1) taking an international focus (semester 2). The program starts with one semester
of courses such as marketing, human resources management, finance and accounting. These courses
follow a logical sequence that enables students to build their overall business knowledge and sharpen
the basic business skills. It prepares students with no prior experience with major international
businesses.
The third semester is essential in the Master’s degree in international business experience. Students will
spend one semester in one of our partner universities and acquire specific knowledge about the country
of their choice. The final semester is devoted to courses at IAE that enable students to delve deeply into
one of two specific areas of business: international sales or purchase. The elective courses in sales or
purchasing provide students with specific skills needed for entry-level positions and careers in sales
and/or purchasing. The Master also comprises a compulsory internship of 5 months minimum abroad to
facilitate students' entry into the professional world and which has to be completed along with a Master
thesis.
Career opportunities
International industrial purchaser, International sales engineer, Marketing project manager, Marketing
assistant, B to B seller, Business analyst, transnational contracts negotiator, account manager.
Program intended learning outcomes
The main objective of this program is to equip students with professional management skills supported
by a global perspective and prepare them to thrive in the global market. IAE Montpellier considers
intended learning outcomes to be the particular knowledge, skills and attitudes students should master
and be able to demonstrate at the end of a course (for course ILOs) and at the end of a program (for
program ILOs).
The program intended learning outcomes of the Master’s degree in International business are divided
into six categories:
1- Knowledge
2- Skills including interpersonal skills
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3- Attitudes
4- International perspective
5- Understanding of the business world
6- Awareness of the broader trends in society (eg social responsibility)
Knowledge (I.L.O n° 1)
Upon completion of the program, students will demonstrate understanding of the accurate tools to
develop and manage an international business
Interpersonal skills (ILO n°2)
Students will be able to solve problems and to critically analyze. Students will also be able to
demonstrate effective oral and written communication skills and decision-making skills.
Attitudes (ILO n°3)
Students will be able to work as part of a team and carry out a group project.
International perspective (I.L.O n° 4)
Students will understand the specified discipline from a global perspective.
Understanding of the business world (I.L.O n° 5)
Students will be able to understand business practices and related concepts and be able to integrate this
functional knowledge in order to address business problems.
Awareness of the broader trends in society (eg social responsibility) (I.L.O n° 6)
Students will be able to demonstrate awareness of ethical and social responsibility issues.
International learning experience
Internationalization of the teaching and learning environment at IAE Montpellier may take many forms.
The course incorporates a mix of students from all over the world. This is the best way to use and
improve a language. It is mandatory for students to spend one semester in one of our partner universities
during the first semester.
Corporate learning experience

Business executives are involved in teaching the Master in International Business program. This
ensures our students benefit from strong links with the business world. Through a combination of case
studies, lectures and group work, this program prepares students to deal with the multitude of issues that
firms must address. The final year internship is an assessed and compulsory part of the course.
Contacts
Head of the program
Gilles Séré de Lanauze, Ph.D.
Associate professor
Tel: (00 33) 4 67 14 40 96
[email protected]
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Administrative officers
1st year
Ms Sara Hilmi
[email protected]
Tel: (0033)4 67 14 48 13
2nd year
Ms Stéphanie Bouchet
[email protected]
Tel: (00 33) 4 67 14 48 13
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I- General organization of teaching
1st year – Semester 1
 Common-core courses taught at IAE Montpellier
 Language of instruction : English




1st year – Semester 2
Speciality courses of International business taught at IAE Montpellier
Language of instruction : English
Overall of 6 course units (UE)
Compulsory internship of 3 months minimum has to be completed
2ndyear – Semester 3
 One semester abroad in one of our partner universities
The courses selected by students at the partner university have to remain in the fields of business
and management. They have to be listed in a learning agreement and submitted to the program
director for approval.
2ndyear - Semester 4
 Courses at IAE Montpellier
 Language of instruction : English
Elective 1 : International
sales
o International paradigm
shifts
o International executive
o International sales

Elective 2 : International
purchase
o
o
o
International paradigm
shifts
International executive
International purchase
Stage à l’international en entreprise
15
Program schedule (2015-2016)
1ST YEAR – SEMESTER 1
Period/duration
Content
Language of instruction
From 28th September to 11th
December 2015
 8 weeks
Core modules at IAE Montpellier
English
From 26th October to 11th April
2016
 1 month
In- company project
English
Period
From 4th January to 11th April
 8 weeks
Content
Courses of International
business at IAE Montpellier
From 18th of January to 11th April
In- company project
 1 month
From 11th April to 30thSeptember
 3 months minimum
Internship
English
English
/
2ND YEAR – SEMESTER 1
Period
From September to January
 4 months
Content
One semester abroad in a partner
University
English, Spanish, German,
other
2ND YEAR – SEMESTER 2
Period
From 2nd February to 27th March
 2 months (8 weeks)
Content
Specialization modules at IAE
Montpellier
English
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/
th
th
From 30 March to 30 September
 5 months minimum
Internship
II- List of 1st year courses (2015-2016)
Lecturer
Common Core
Unit 1 - Organizational economics
Course 1: Organizational Theory
Course 2: Theory of the firm
Ms Somsing
Ms Somsing
Unit 2 - Accounting information system
Course 1: General accounting
Course 2: Cost accounting and international cost
accounting
Ms Marsal
Ms Marsal
ECTS
Contact
hours
5
36
5
36
Unit 3 - Marketing
Course 1: Strategic Marketing
Course 2: Marketing studies
Mr Guyottot
Mr Séré de Lanauze
5
36
Unit 4 - Business Computing
Course 1: Information systems
Course 2: Simulation
Mr Houzé/ M. Meissonier
Mr Houzé
5
36
Unit 5 - Finance
Course 1: Entrepreneurial finance
Course 2: Introduction to finance
Ms Maria Angel Ferrero
Ms Duniach
5
36
Unit 6 – Human resources Management
Course 1 : Human resources Management
Course 2 : International HR
Ms Loubès, Ms Bories Azeau
Ms Somsing
5
36
30
216
Total:
17
1STYEAR – SEMESTER 2
Common Core
Lecturer
Unit 7 - Foreign language
Course 1: Business English
Course 2: Spanish or German
Mr Reede
Mr Nerin
Unit 8 - Negotiation and communication
in business
Course 1: Negotiation and sales
Course 2: Communication
Unit 9 – International Market strategy
Course 1: Export strategy
`
Course 2: B to B marketing / Service
marketing
Ms Concha Allen
Mr Séré de
Lanauze
Ms Ferhat
Partouche
Ms Duniach
ECTS
Contact
hours
5
36
5
36
5
36
Unit 10 – International finance and law
Course 1: International law
Course 2: International Finance
Mr Hanson
Mr Jacquin
5
36
Unit 11 – Supply chain and logistics
Course 1: International logistics
Course 2: Purchasing
Mr Fernandez
Ms Lebel
5
36
5
9
30
189
Unit 12 - Applied methodology of
research/ Internship
Mr Séré de
Lanauze
Total:
18
III- List of 2nd year courses (2015-2016)
2NDYEAR – SEMESTER 1
One semester abroad
ECTS credits
Units obtained in a foreign university
30
2NDYEAR – SEMESTER 2
Common Core
Lecturer
Unit 1 - International paradigm
shifts
Course 1 : IT & Distribution
channels/ Communication
Ms Duniach/ M.
Barahona
Course 2 : Social Responsibility,
Sustainability, Ethics and Research
M. Séré De Lanauze/
M. Guyottot
Unit 2 - International Executive
tools
Course 1: International business and
Entrepreneurship
Course 2: Building an International
business plan
Ms Bessière/ Ms Angel
Internship
ECTS
Contact hours
5
36
5
36
15
/
M. Verhaeghe
19
Elective 1
International Purchase
Course 1: Purchase marketing
Course 2: Sourcing
Elective 2
International Sales
Course 1: International sales force
management
Course 2: International sales
strategy
Lecturer
Ms Lebel
Ms Lebel
Lecturer
ECTS
Contact hours
5
36
ECTS
Contact hours
5
36
Mr Fournier
Ms Ferhat Partouche
* Total including electives: 108 contact hours and 30 ECTS
20
Part III– 1st year courses descriptions
Course title: ORGANIZATIONAL THEORY (18h)
Course lecturer:
Ms Somsing Autcharaporn
Ph.D. student
[email protected]
Course description
This course presents theories explaining how organizations work. It deals with their purposes, designs,
structures, questions related to bureaucracy, power and politics. It also introduces how organizations face
problems related to workers’ motivations and perceived fairness. Ultimately, the course leads students to
think about the impact of external environmental and internal organizational factors on structure and
design.
Link to the program intended learning outcomes
develop and manage an international business.
Course intended learning outcomes
 Demonstrate knowledge of the principles of organization structure and organization theories
 Explain principles of organization structure and design; environment, strategy, technology,
organizational culture and change
 Explain various organization theories which enable managers to understand, predict, and influence
organizational design/structure and development
 Link organizational design to global business strategies and practices
21
Course content
Session
Session 1
Content
Chapter 1 – F.W Taylor’s scientific organization of
work
2.1 Taylor, the three careers
2.2 The causes of weakness and productivity
2.3 The principles of scientific organization
Duration
3h
Chapter 1 – F.W Taylor’s scientific organization of
work
3. 1 Henry Ford, vision and initiative
3.2 The product standardization
3.3 Mass production
3.4 Mass production (2)
3h
Chapter 2: The human relations movement
1. The basics of the human relations movement
• Mayo’s Hawthorne effect
• Maslow’s hierarchy needs
3h
Session 4
Chapter 2 : The human relations movement
2. Successional theories
• Herzberg’s factor approach
• Mc Gregor’s X et Y Theory
• Motivation theories
• Leadership theories
3h
Session 5
Chapter 3: Contingency approaches
1. Contingency theories
• Contingency’s factors
3h
Session 6
Chapter 3: Contingency approaches
2. Organizational configurations
• Organizational structure
• Mintzberg’s typology
3h
Session 2
Session 3
22
Assessment method
Type of assessment
Weight
Final exam (case study)
100%
Teaching Approach/ Instructional Methods
A word of advice
To prepare for each session, students have to read the pedagogical notes. They will also have to finalize
the required homework and to hand it in at the specified deadline. During the class, students must actively
participate to the discussions of theoretical concepts and examples, giving their motivated opinion. They
also have to get involved in analyzing and solving the case studies presented and discussed in class. An
active contribution from students will enrich the pedagogical process, providing additional information
to the issues presented and discussed in class.
Final evaluation
A final exam will require students to demonstrate their knowledge of a series of theoretical concepts, as
well as their capacity to apply their knowledge. All the answers have to be motivated and demonstrate
good written communication skills.
Bibliography
Mintzberg, H. (2004), Le management : Voyage au centre des organisations, Editions de
l’Organisation.
Rojot, Théorie des organisations, Ed. Eska 2003
Course title: THEORY OF THE FIRM
Course lecturer:
Ph.D. student
[email protected]
Course description
What is a firm? Why do firms exist? Which transactions should be carried out within a firm rather than
through the market? This course opens a black box by considering the internal organization of a firm.
The course deals with the traditional problem of the nature of the firm by considering three possible
23
determinants of the choice between integration and non–integration: rent seeking, property rights and
incentives.
In most topics we discuss a few key papers. A general overview over the topics can be obtained from the
respective chapters in the books cited in the bibliography part. The list of papers is not meant to be a
complete description of the literature. It only contains the papers that will be discussed in class and
students may want to read some of these papers directly.
Link to program intended learning outcomes
Students will be able to solve problems and to critically analyze. Students will also be able to demonstrate
effective oral and written communication skills and decision-making skills.
• Master the theories of business evolution
• Understand how the firms operate on the market
• Master the concepts of property rights, agency relationship
 Demonstrate critical thinking about the functioning of markets and firms
• Be able to analyze the different decisions made by firms on the market (strategy, property development)
Course content
Session
Session 1
Content
Neoclassical Theory and questioning
Session 2
Theory of transaction costs
Session 3
Evolutionary theory
Duration
3h
3h
3h
24
Session 4
Theory of property rights
3h
Session 5
Agency theory
3h
Session 6
Theory of conventions / Review session (Questions /
Answers)
3h
Assessment methods
Type of assessment
Weight
Final exam
100%
Bibliography
Porter M. (1982), Choix stratégiques et concurrence, Economica.
Williamson O.E., (1985), The Economic Institutions of Capitalism, Free Press
Jensen, M.C. &Meckling, W.H. (1976) « Theory of the firm: Managerial behavior, agency costs and
ownership structure », Journal of financial economics, 3(4), 305-360.
Demsetz, H. (1967),« Toward a theory of property rights »,The American economic review, 57(2), 347359.
Course title: GENERAL ACCOUNTING
Course lecturers :
Christine MARSAL, Ph.D.
Associate professor
[email protected]
M. Antoine CHOLLET
Ph.D. student
[email protected]
Course description
The course deals with the principles and concepts of financial accounting, including the basic
accounting process, required to make informed decisions based on financial statement information. The
main theories of private accounting will be introduced. We will also question the role and objectives of
accounting.
25
• Understand the objectives of accounting
 Master the main theoretical concepts and notions of private accounting
• Master the basic knowledge in accountancy
Course structure:
2 lectures: 6 hours
E-learning: 6 hours
Small group lecture A: 6 hours
Course content
Session
Content
Duration
Session 1
Introduction:
 History of accounting principles and presentation of
documents
3h
 Overview of different accounting operations through a
practical case study
Session 2
Comprehensive study of main concepts:
A - Fixed assets and depreciation
B - Inventories
C - Provisions
D - receivables and commercial bills
Session 3
E-learning
3h
3h
Session 4
E-learning
3h
Session 5
Review of financial statements
3h
26
Session 6
Review of accounting records
3h
A word of advice
the required homework and to hand it in at the specified deadline. During the class, students must
actively participate to the discussions of theoretical concepts and examples, giving their motivated
opinion. They also have to get involved in analyzing and solving the case studies presented and
discussed in class. An active contribution from students will enrich the pedagogical process, providing
additional information to the issues presented and discussed in class.
Final evaluation
A final exam will require students to demonstrate their knowledge of a series of theoretical concepts,
as well as their capacity to apply their knowledge. All the answers have to be motivated and demonstrate
Assessment method
Type of assessment
Weight
Final exam
100%
Bibliography
Introduction à la comptabilité- Ed Armand Colin de Marie-Odile Régent&Marc Nikitin
Introduction à la comptabilité 2013-2014 : Licence - DCG 9, Cours, Exercices corrigés, Tests de
connaissances- Ed LEXIS NEXIS de Gérard EnselmeDCG 9
Introduction à la comptabilité 2014 - Annales actualisées - 6e - Ed DUNOD de Anne-Marie Bouvier
&Charlotte Disler
27
Course title: COST ACCOUNTING & INTERNATIONAL COST ACCOUNTING
Course instructor:
Christine MARSAL, Ph.D.
Associate professor
[email protected]
Course description
The management accounting course introduces the fundamentals of costs calculations in connection
with the strategic issues of the company. Students will learn how to implement simple consistency
checks and make decisions in the light of the calculations.
• Master the fundamentals of cost calculation
• Be able to analyze calculations
• Use the vocabulary specific to the methods used
• Make decisions in light of calculations
• Connect cost calculation to the strategic issues facing the company
• Establish simple consistency checks
Course content:
Session
Session 1
Session 2
Content
Duration
The main issues in management accounting and the basics
3h
for determining cost: the full cost
1st tutorial: Case study
3h
28
The rational allocation of fixed costs
3h
Session 4
The ABC method
3h
Session 5
Case study
3h
Session 6
Case study/ Budgets
3h
Session 3
Assessment methods
Type of assessment
Weight
Ongoing assessment
50%
Final exam
50%
A word of advice
Final evaluation
Bibliography
Augé Bernard, Naro Gérald, Vernhet Alexandre : « Comptabilité de gestion », Collection Mini Manuel,
Dunod, juillet 2013
Courcoureux Michel et Cuyaubère Thierry : « Calcul et analyse des coûts », Nathan Sup, 2011
29
References for furtherreading:
Berland Nicolas, De Rongé Yves : « Contrôle de gestion : perspectives stratégiques et managériales »,
Pearson, 2010
Dumas Guy, Larue Daniel : « Exercices de contrôle de gestion », LexisNexis, 3 édition, 2012
Course title: MARKETING STUDIES
Course lecturer :
Gilles SERE DE LANAUZE, Ph.D.
Associate professor
[email protected]
Course description
The first part of the course offers an introduction to marketing research and diagnosis. In a second part,
it introduces qualitative surveys methodology. Students will be able to apply the conceptual and
methodological foundations of marketing approaches to conduct a diagnosis.
Course intended learning outcomes:
 Establish the conceptual and methodological basis of the marketing approach
 Conduct a diagnosis necessary for any strategic choice
 Master the tools used to conduct a diagnosis
30
Course content
Session
Content
Session 1
General overview of market research and diagnosis
Session 2
Qualitative analysis
Session 3
Duration
3h
3h
Quantitative ad hoc surveys
3h
Session 4
Quantitative surveys
3h
Session 5
Panels
3h
Session 6
Case study
3h
Assessment method
Type of assessment
Weight
Ongoing assessment
30%
Final exam
70%
Bibliography
Études de marché , Jean-Luc Giannelloni& Éric Vernette (2001), Éditions Vuibert
MARKET, études et recherches en marketing », Yves Evrard, Bernard Pras&Elyette Roux (1999),
Éditions Dunod
Études et recherches commerciales », Véronique des Garets (1997), Éditions Economica
Pratique des études de Marché, outils du diagnostic marketing » Ph. Aurier, (2007), Economica
Enquête : Entretien et Questionnaire », H. Fenneteau, les topos de Dunod (2007)
31
Course title: STRATEGIC MARKETING
Course lecturer:
Olivier GUYOTTOT, Ph.D.
Associate professor
[email protected]
Course description
The strategic marketing course establishes the conceptual and methodological foundations of the
marketing approach in order to conduct a diagnosis necessary for any action or strategic choice. At the
end of this course students, will master the basic concepts, the tools for the diagnosis of marketing
situations.
 Understand the marketing processes
 Know the market and consumers
 Prepare an operational marketing plan
Course content
Session
Content
Duration
Session 1
Introduction
3h
Session 2
Understand the Marketing processes
3h
Session 3
Marketing strategy
3h
Session 4
Know the market and consumers
32
3h
Session 5
The consumers’ behavior
3h
Session 6
Distribution
3h
A word of advice
Final evaluation
Assessment methods
Type of assessment
Weight
Final exam
100%
33
Course title: INFORMATION SYSTEMS
Course lecturers :
Emmanuel HOUZE, Ph.D.
Associate professor
[email protected]
Description
Through a mixture of theory and ‘real world’ practice, students will learn how to assess organizational
problems and to create the best computing solutions to solve the business needs, enabling the
organization to function effectively and efficiently. Students will learn how to use databases data,
Internet and business applications programming.
• Master the different uses of generic IT tools used in business
• Understand the potential of spreadsheets and databases
• Master communication tools: use the appropriate vocabulary to interact with technical specialists
Managerial skills developed:
• Set up a computer application such as a spreadsheet for a company using the basic concepts of VBA
programming
• Interact with databases experts
Course content
Session
Session 1
Content
Duration
How does a spreadsheet operate? – its design and use in
3h
practice as part of an individual project (3 sessions each)
34
Session 2
Introduction of Visual Basic for Applications (VBA)/
3h
Practice of concepts
Session 3
Completion of individual work
3h
Session 4
Introducing the concept of database
3h
Session 5
Data Base Management System (DBMS): Concepts and
3h
Practice
Session 6
Case study
3h
Assessment methods
Type of assessment
Weight
Final exam
100%
Bibliography
Rober Chevalier, Introduction à la programmation en VBA, Pearson, 2012
Course title: SIMULATION
Course lecturer :
Emmanuel HOUZE, Ph.D.
Associate professor
[email protected]
35
 Master key management concepts by the inductive method
 Be able to design and use tools for decision-making
 Make decisions (within a group)
 Combine analyzes in different areas of management
Course content:
Session
Content
Duration
Session 1
Introducing the concept of simulation/ Overview of main
key management tools
3h
Session 2
Decision making by groups
3h
Session 3
3h
Session 4
3h
Session 5
Results presentation
3h
Session 6
Drafting of a summary report
3h
Assessment methods
Type of assessment
Weight
Group work performance
25%
Work related to the simulation
25%
36
Summary report associated with decision- 50%
making tools
Course title: INTRODUCTION TO FINANCE
Course lecturer:
Krista DUNIACH, Ph.D.
Associate Professor
[email protected]
Course description
This course provides an introduction to the theory, methods, and concerns of corporate finance. It will
introduce students to frameworks and tools for decision-making. The first part of the course is devoted
to the fundamental principles of financial analysis and the second part focuses on business decisionmaking.
• Conduct a profitability analysis for the company
• Assess the financial viability of the company and its ability to create value for stakeholders.
• Be able to identify the main risks related to the company’s sustainability and profitability
• Make concrete recommendations to address risks on a long term basis
37
Course content
Session
Content
Duration
Session 1
Profit Analysis: Geographic Information System (GIS) 3h
Table/ ratios
Session 2
Restatement of the Balance Sheet Center
3h
Session 3
Correcting case studies
3h
Session 4
Analysis of financial structure: the functional assessment
3h
Session 5
Correcting case studies
3h
Session 6
Correcting synthesis reports
3h
A word of advice
Assessment method
Type of assessment
Weight
Final exam
100%
Final evaluation
38
Bibliography
Analyse financière - 5e édition - Concepts et méthodes [Broché], Alain Marion
Course title: ENTREPRENEURIAL FINANCE
Course lecturer:
Maria ANGEL FERRERO
Ph.D. student
[email protected]
Course description
This course is meant to aid those students who are considering launching or being part of a new venture
or evaluating entrepreneurial firms from the seat of the public or private investor. The course examines
the elements of entrepreneurial finance, giving special focus to technology-based start-up ventures and
the early stages of company development. The course aims at providing tools and answers to key
questions that emerge during the entrepreneurial process. Sessions will cover the entrepreneurial
process, expectations of investors / funders, key accounting terms / concepts, valuation, and the
practical application of these topics to financial planning and performance analysis. It aims to prepare
students for these decisions, both as entrepreneurs and venture capitalists.
 Explain the concepts of entrepreneurial finance and its difference to traditional corporate finance.
 Determine the financing needs of an entrepreneurial firm.
 Assess the financial viability of the company and its ability to create value for stakeholders
 Demonstrate basic skills in building financial forecasts in Excel for an entrepreneurial firm.
 Be able to develop proposals that address the needs of providers of financial resources
39
 Be able to analyze financial statements relative to operating performance and cash needs
 Be able to develop knowledge and understanding of terminology and financial concepts critical to
the growth and success of entrepreneurial firms;
Course content
Session
Content
Duration
Session 1
Introduction to Entrepreneurial Finance
Sources of finance
3h
Session 2
Business Valuation
3h
Session 3
Deal Structure
3h
Session 4
Exit Strategy
3h
Session 5
Private Equity
3h
Session 6
Group Presentations
3h
Case Studies
Cases are used to engage the student in actual situations that address financial knowledge and an
understanding of the entrepreneurial nature of business. Students will work in their team on each case.
Each team will prepare a written analysis to the problem stated in the case. Case studies will be assigned
at each session and students must be prepare to present it if requested.
Final Group Presentation
At the end of the course students should present either a financial projection of a proposed venture or
a venture of their own
Final Exam
The final exam will consist of case analysis and multiple choice questions. The final exam is
comprehensive.
40
Assessment method
Type of assessment
Weight
Case studies
25%
Final Group Presentation
25%
Final Exam
50%
Bibliography
Entrepreneurial Finance, Leach & Melicher, 4th Edition, Southwestern/Cengage Learning
Structuring Venture Capital, Private Equity, and Entrepreneurial Transactions. Levin, Jack S. Aspen
Publishers, 2009. ISBN: 9780735581609.
Research Articles
41
Course title: HUMAN RESOURCES MANAGEMENT
Course lecturer:
Anne LOUBES, Ph.D.
Full Professor
[email protected]
Isabelle BORIES AZEAU, Ph.D.
Full Professor
[email protected]
Ph.D. student
[email protected]
Course description
This course covers most of the key perspectives in human resource management. The course begins
with the introduction to emphasize the importance and role of human resource management in the
company. We then focus on the how to align the strategy of human resource in different situation. After
knowing when the company should employ new workers, the course will continue on the process of
recruitment starting from where to find them until how to prepare them for the job trough training and
development. Moreover, the students will also learn how the design reward systems for employee. At
the end, the importance of employee relations including their benefits and ethics will be discussed.
At the end of this course, students will be able to:




Discuss the roles of HR
Understand the importance of business ethics and corporate social responsibility
Discuss how to align a company’s strategic direction with its human resource planning.
Explain how to design training program and development
42
 Explain the recruiter’s role in the recruitment process, the limits the recruiter faces, and the
opportunities available.
 List common methods used in selecting HR.
 List the basic factors determining pay rates.
 Explain what is meant by ethical behaviour at work and the benefits of employee.
Course content
Topic
Number of
Professor
Hours
Session 1: HRM General Introduction: The
Role of the Human Resources
3
Anne LOUBES
Session 2: HR Strategy and Planning
3
Anne LOUBES
Session 3: HR Management: Training &
Development
3
Isabelle BORIES-AZEAU
Session 4: Recruitment Process
4
Autcharaporn SOMSING
Session 5: Compensation and Benefits
3
Session 6: Employee Relations
2
Total
18
During the class, students must actively participate to the discussions of theoretical concepts and
examples, giving their motivated opinion. They also have to get involved in analyzing and solving the
case studies presented and discussed in class. An active contribution from students will enrich the
pedagogical process, providing additional information to the issues presented and discussed in class.
Final Evaluation
A final exam will require students to demonstrate and apply their knowledge of a series of theoretical
concepts, as well as their capacity to apply their knowledge. All the answers have to be motivated and
demonstrate good written communication skills.
Assessment method
Type of assessment
Weight
Final Exam
100%
43
Bibliography
Dessler, G. 2011. Fundamentals of human resource management (12th Edn) Harlow : Pearson
Education.
Baum, Matthias & Kabst, Rüdiger. 2014. The effectiveness of recruitment Advertisements and
recruitment websites: Indirect and interactive effects on applicant attraction. Human Resource
Management. 53 (3), 353-378.
Lowe, Kevin B., Milliman, John, De Cieri, Helen, Dowling, & Peter J. 2002. International
compensation practices : A ten-country compartive analysis. Human Resource Management. 41
(1), 45- 67.
Mondy R.W. Martocchio J.J. 2016. Human Resource Management, Pearson, Fourteen Edition.
British Library.
Noe, Raymond A., Hollenbeck, John R., & Gerhart Barry A. 2010. Human resource management:
Gaining a competitive advantage. (7thedn). Mcgraw-Hill Higher Education.
Yanadori, Yoshio & Kang, Sung-Choon. 2011. Intra-firm differentiation of compensation
systems: Evidence from US high-technology firms. Human Resource Management Journal. 21
(3), 236-257.
Course title: INTERNATIONAL HUMAN RESOURCES MANAGEMENT
Course lecturer :
Ph.D. student
[email protected]
Course description
Welcome to International Human Resource Management (IHRM). Due to the increasing of
globalization, it is fruitful to understand how to management employees from different countries with
different cultures to perform successfully. This course covers the international perspective of human
resource management. Especially, this course focuses on challenges in working in a multicultural
context including organization strategy, culture differences, international training and performance.
Students will learn how to manage human resource in international context starting from the strategy
of organization, preparation of employee to be expatriate, the criteria to recruit foreign employees, as
well as compensation design in various contexts. Student engagement in class sessions and willingness
to share perspectives and opinions are critical to the success of this course. A range of participative
learning methods are used to facilitate an active classroom environment, including case analysis and
group discussions.
44
Course objective
At the end of this course, we expect students to be able to:

Outline the differences between domestic and IHRM

Understand how cultural differences shape workplace interactions

Answer structurally to international growth

Identify the selection criteria in international market

Prepare the right training for expatriates and repatriates

Identify factors that impact on international performance

Examine the complexity when firm move from compensation at the domestic level to
compensation at international level.
Content
Topic
Number of Hours
Session 1: Introduction to international human resource management
2
Session 2: Introduction to international human resource management
4
Session 3: The cultural and organizational context of IHRM
3
Session 4: Staffing, recruitment, and selection
3
Session 5: International performance
3
Session 6: International training, development and careers
3
Session 7: International compensation
3
The active participation in this the discussion in the class is considered as very important. The students
should be able to share their experiences or opinion regarding international human resource
management. During the class, they also have to get involved in analyzing and solving the case studies
presented and discussed in class. The students need to work as team for the case studies. The
contributions from students will enrich the pedagogical process and positive climate during the course,
which finally provide additional information to the issues discussed in class.
45
Assessment methods
Type of assessment
Weight
Final exam
100%
Final evaluation
A final exam expects students to demonstrate their knowledge of international human resource
management that have been learnt during the course. The concepts and theories should be applied
wisely in the case study. The answers have to be motivated and demonstrate good written
communication skills and easy to follow.
References
Becton, J. Bret & Field, Hubert S. 2009. Cultural differences in organizational citizenship behavior:
a comparison between Chinese and American employees. International Journal of Human Resource
Management. 20( 8), 1651-1669.
Benson, George S., Pérez-Nordtvedt, Liliana, & Datta, Deepak K. 2009. Managerial characteristics
and willingness to send employees on expatriate assignments. Human Resource Management. 48(6),
849-869.
Dowling, Peter J., Festing, Marion, & Engle, Allen D. 2013. International human resource
management. (6thedn). Cengage Learning.
Kulkarni, Mukta; Lengnick-Hall, Mark L., & Valk, Reimara. 2010. Employee perceptions of
repatriation in an emerging economy: The Indian experience. Human Resource Management. 49
(3), 531-548.
Pudelko, Markus, Harzing, Anne-Wil. 2007. Country-of-origin, localization, or dominance effect?
An empirical investigation of HRM practices in foreign subsidiaries. Human Resource Management.
46(4), 535-559.
Syed, Jawad, Hazboun, Nour George, & Murray, Peter A. 2014. What locals want: Jordanian
employees' views on expatriate managers. International Journal of Human Resource Management.
25( 2), 212-233.
46
Course title: ENGLISH AS A FOREIGN LANGUAGE
Course lecturer :
Troy REEDE
[email protected]
Course description
Students are divided into two groups. The first group practices business English vocabulary to broaden
and deepen the knowledge of grammar. The second group takes part in web video meetings to learn
about the business world in English.
 Be able to understand everyday conversations in English
 Be able to write and comment in English
 Use the vocabulary related to business
Course content
Session
Content
Duration
Session 1
Grammar and vocabulary session
3h
Session 2
Grammar and vocabulary session
3h
Session 3
1. Listening Comprehension
Short Dialogues
Casual Conversations
Academic Discussions
3h
Session 4
2. Structure
Structure
Written Expression
3h
47
Session 5
Session 6
3. Reading Comprehension
Vocabulary
Reading Comprehension
4. Writing
Sample Essays
3h
3h
Course title: NEGOTIATION AND SALES
Course lecturer :
Christophe FOURNIER, Ph.D.
Full Professor
[email protected]
Description
The negotiation and sales course presents how to conduct a sale (or purchase) and how to establish a
good relationship. In a second step, students learn how to persuade the value of a product and support
the decision of the buyer.
 Implement and develop strategies for selling and purchasing industrial goods and services
 Use the methods of the early stages of selling to lead negotiations in a cross-cultural environment
communication
48
 Build an advertising strategy, develop a media and new media plan (communication)
 Be aware of the role that culture plays in negotiation (communication)
Course content
Session
Contenu
Durée
Session 1
Brain and persuasion
Information gathering: group decision making, balance of
power, stakes
3h
Session 2
Cognitive communication
Leading negotiation within organizations
3h
Session 3
Cohérence & persuasion
Marketing strategies implementation
3h
Session 4
Selling technique: promise, argue, buy
Preparation for a sale or purchase interview: how to
establish a good relationship, be convincing, support the
buyer’s decision
Session 5
Get to buy
3h
Convince others of the value of an offer/ Support the buyer’s decision
Session 6
Put yourself at the buyer’s place and make a decision
3h
3h
Assessment methods
Type of assessment
Weight
Final exam
100%
49
Course title: COMMUNICATION
Course lecturer:
Associate professor
[email protected]
Description
The communication course introduces the fundamentals and theories of communication, the process of
communication as well as the main stakeholders (advertisers, agencies, media). It also sets off media
techniques (sales promotion), and addresses the issue of public relations and events.
Link to the program intended learning outcomes:
• Master the main theoretical concepts and notions of corporate communication
• Understand and use the tools and techniques (media and non-media)
• Implement a communication strategy consistent with business objectives
Module syllabus or content
Session
Content
Duration
Session 1
Theories of Communication (review), the communication 3h
process, the main stakeholders (advertisers, agencies, media)
Session 2
Communication strategy/ communication plan
Session 3
General advertising, design and media planning
3h
3h
50
Session 4
The techniques of non-media: Sales promotion
3h
Session 5
Communication of non-media: direct marketing, public
relations and events. Internet and communication
3h
Session 6
Tutorial
3h
Assessment methods
Type of assessment
Ongoing assessment
presentation)
Weight
(case
study&
Final exam
oral 30%
70%
Bibliography
Malaval P. et Décaudin J.M., Pentacom, Communication : théorie et pratique, Pearson Education Ed.
Course title: EXPORT STRATEGY
Course lecturer
Linda FERHAT PARTOUCHE
[email protected]
Description
The first part of the export strategy course outlines the foundations of strategic management applied to
international markets. In the second part of the course, issues related to internationalization strategies
and infiltration will be discussed. A third part will deal with financial strategies and risk management.
51
 Use appropriate management tools in accordance with an international strategic plan
 Check the company meets international performance requirements
Course content
Session
Session 1
Session 2
Content
Chapter 1 : Strategic management fundamentals for
international markets openings
Chapter 1 : Strategic management fundamentals for
international markets openings
Duration
3h
3h
Session 3
Chapter 2 : Internationalization and the cross-cultural issue
3h
Session 4
Chapter 3 : Internationalization strategies, infiltration,
information
3h
Session 5
Chapter 3 : Internationalization strategies, infiltration,
information
3h
Session 6
Chapter 4: Financial and legal strategies, risk measurement
3h
and communication
A word of advice
52
Assessment methods
Type of assessment
Weight
Ongoing assessment (case study)
30%
Final exam
70%
Course title: INTERNATIONAL FINANCE
Course lecturer :
Bernard JACQUIN
[email protected]
Course description
The International finance course covers the financing methods and techniques utilized in international
business.
develop and manage the financing of an international business.
53
• Using the right type of credit
• Hedging the exchange rate risk
• Security of payment in trade
Course content
Session
Content
Duration
Session 1
Corporate credits and syndicated loans
3h
Session 2
Trade finance, the most secured means of payment and
factoring
3h
Session 3
The exchange rate risk
Session 4
Commodity finance and Countertrade
3h
Session 5
Project finance and contract bonds
3h
Session 6
Case study
3h
3h
A word of advice
Assessment methods
Type of assessment
Weight
Final exam (case study)
100%
54
Final evaluation
Course title: B TO B MARKETING
Lecturers:
Associate Professor
[email protected]
Students will be able to understand business practices and related concepts and be able to integrate
this functional knowledge in order to address business problems.
 Identify the strategic role of supply procurement function within the company
 Understand the supply purchasing function as a source of profits
 Master the main tools of B to B Marketing
Description du cours : 6 sessions of 3 hours each
Course content
Session
Session 1
Session 2
Content
The purchase and supply position in the company
Part 1
The purchase and supply position in the company
Part 2
Duration
3h
3h
55
Session 3
Interactions between purchase and stock
Part 1
3h
Session 4
Interactions between purchase and stock
Part 2
3h
Session 5
How to optimize orders?
3h
Session 6
Case study
3h
Assessment method
Type of assessment
Weight
Final exam
100%
Bibliography:
Pratique de la gestion des stocks (Dunod) ; Fonction acheteur (Dunod), La négociation
Acheteur/Vendeur (Dunod), la Démarche Qualité (AFNOR)…
56
Course title: INTERNATIONAL LOGISTICS
Course lecturer :
M. Arnold FERNANDEZ
[email protected]
Course description
The international logistics course presents, in a first part, the various strategies in international logistics
as well as the various stakeholders in international operations (rail, air and road transport). The second
part of the course will allow students to practice the teachings through case studies.
• Master international transportation mechanisms, legal rules and responsibilities
• Implement an international logistics operation
• Master the different techniques and regulations in international logistics
Course content
Session
Content
Duration
Session 1
International logistics strategies
3h
Session 2
The stakeholders of international operations
3h
Session 3
In- depth study of different the types of transport
3h
57
Session 4
Case study 1
3h
Session 5
Case study 2
3h
Session 6
Case study 3
3h
Assessment methods
Type of assessment
Weight
Ongoing assessment (case study and oral 30%
presentation)
Final exam
70%
Bibliography
Le transport (Foucher) ; Exporter (Fouchet) ; Livret guide assurance en transport (Ed l’assurance
française), Lamy transport (Ed Lamy).
58
Course title: PURCHASING
Course lecturer :
Ms Diana LEBEL
[email protected]
 Understand corporate organizations, interactions between different internal & external key
functions
 Costs and TCO, Margins, stock management, Supply Chain Management, Profitability
 Grasp quality management, links with marketing goals and requirements
 Link with M2 topics : sourcing in a global world
 Link with financial, marketing and selling activities.
 Understand the importance of the purchase function in a firm (manufacturing, retailing or
services).
 Correct approach of internal constraints in terms of organization, costs and margins of a
company.
 Be able to optimize a firm’s profitability thanks to the purchase activity
Course content
Session
Session 1
Session 2
Conte
nt
Introduction
I- The buying function in a company
Different kinds of companies
Actors, interactions, roles & responsibilities Skills
& competencies of a successful buyer
II- The Buying process and cycle Supply chain &
purchase activity Collateral activities
The buying cycle
Duration
3h
3h
59
III- Financial management fundamental
elements, buying management , financial
objectives: Financial terminology : TO, Margins,
TOS, Stat.Profit
Pricing, costs: SCP, SP, OSP, CCP, OMU, FCV,
Variable costs, freight
charges… Mark downs,
VAT
Session 3
Session 4
&5
Session 5
Session 6
Assignment
IV- Planning & forecasting, stock management &
inventory
1. Why Planning and forecasting?
2. Definitions and terminology
3. How to manage stocks and TOS
4. Assortment management and planning
5. Define the needs
3h
3h
3h
Assignment correction
End of Chapter IV
V Define a product
Exercises
3h
Lecture, Home research and training, class exercises, cases
A word of advice:
Need for a simple calculator
Prerequisites :
Marketing fundamentals,
Basics of mathematics
Assessment methods
Type of assessment
Class participation, Homework , test
Final evaluation : Final exam 3h Case
Weight
50%
50%
60
Bibliography
Authors
Baily, Farmer, Crocker,
Jessop,
Jones
Blanckaert
Christian
Title
Procurement, Principles and
management
Luxe
Management DCG
Editions
Prentice Hall
Cherche Midi
Nathan Revue Fiduciaire
Claret Nathalie,Charreire
Petit,Huault, Perret
Clodfelter Richard
From Basics to Fashion
Fairchild
Clodfelter Richard 3rd Ed
Making Buying decisions
Fairchild
Retail Buying
Pearson
Diamond Jay and Pintel
Gerald
Gorowek Helen
Handfield, Monczka,
Giunnipero,
Patterson
Hulbert James
Jacobsen Marie Louise
Kotler & Keller
KunzGrace & Gener Myran
Fashion Buying
Sourcing & Supply Chain
management 4th ed
A Strategic Perspective
Blackwell
South Western
Cengage learning
ISE
Impact Publishing
The Art of Retail Buying
Company
Wiley
Marketing Management 15Th Ed
Pearson
Going Global
Fairchild
Lellouche et Piquet
La négociation acheteur/vendeur
Dunod
Lendrevie & Levy
MERCATOR 2013
Dunod
Levy & Weitz
Retailing Management
Oriol, Sauvage
Management achat et Supply Chain
Person Hélène
Fonction Achat
Silverstein and Stalk BCG
Group
Staritz Cornelia
Tepper Bette
Breaking Compromise
Apparel Exports
Mathematics for retail buying
Mc GrawHill
International Ed
Vuibert
Maxima
Wiley & Sons
ÖFSE
Fairchild
61
Course title: INTERNATIONAL LAW
Course lecturer :
Grégory HANSON
[email protected]
• Know the basic legal rules to be applied during negotiations
• Identify the assumptions and means of implementation of the Brussels Convention and Regulation
No 44/2001 (related to the recognition and enforcement of judgments when applied in a EU Member
State)
• Recognize legal issues related to the negotiation, drafting or application of an international agreement
Course content
Session
Content
Duration
Session 1
The French contract law
3h
Session 2
International contract law
3h
Session 3
The main provisions of international contracts
3h
Session 4
Private International Law and the law applicable to
contracts. Case studies
3h
Session 5
Private International Law and the competent judge. Case
studies
3h
62
Session 6
Private International Law and Unfair Competition
3h
Assessment objectives and methods
Type of assessment
Weight
Final exam
100%
Bibliography
Cachard Olivier. Droit international privé, Collection paradigme, 2013
Nourisat, Cyril et al. Travaux dirigés de droit international privé. Litec. 2009
Lousssuarn, Yves, Droit International Privé. Dalloz. 2013
References for further readings
DIJON P. et VILLELA E. Le cas pratique en droit international privé. Ellipses, 2006.
Course title: IN-COMPANY PROJECT/INTERNSHIP
Course description
This course unit includes a methodology session to prepare student’s entry into the professional world
and also an introductory session to research. After completion of the course, students may choose to
either pursue a Ph.D. or start to work.
The internship module is essentially built around students’ in-company projects conducted during the
year. The aim is to inform students about the possibilities of pursuing a career in higher education and
research, which are the two main missions of the French university. Attendance to this module is
mandatory.
63
Course content
 Methodology
 Introduction to academic research
 Application of professional practices
Assessment methods
Type of assessment
Weight
In-company project
50%
Internship
50%
64
Part IV – 2nd year courses descriptions
Course title: INTERNATIONAL BUSINESS AND ENTREPRENEURSHIP
Course lecturers:
Véronique BESSIERE, Ph.D.
Full professor
veronique.bessiè[email protected]
Ms Maria Claudia ANGEL FERRERO
Ph.D. student
[email protected]
Course description
This course addresses various aspects of international entrepreneurship and the opportunities available
to start-ups and small businesses in the global environment. The complexity and challenges facing
entrepreneurs vary across different countries and are larger when their business ventures are
international in scope. This course explores the issues specific to international venturing including
personality traits of entrepreneurs, search and identification of opportunities in foreign markets,
logistics of international business expansion, cross-cultural business communication, international
sourcing, international deal making and networking.
Program Intended learning outcomes
Knowledge (ILO n°1)
Upon completion of the program, students will demonstrate understanding of the consistent tools to
International perspective (ILO n°4)
Understanding of the business world (ILOn°5)
Course Intended Learning Outcomes
 Understand the challenges of cross-cultural issues in communication, international deal making and
networking
 Identify possible sources and characteristics of viable business opportunities in international context
 Know alternative business concepts for pursuing viable opportunities
 Identify the types of human, information, and financial resources required for launching and
managing a new venture
65
Module content
Session
Session 1
Session 2
Session 3
Session 4
Session 5
Session 6
Content
Introduction to International Entrepreneurship
What is Entrepreneurship?
Who is an Entrepreneur?
Entrepreneurial Decision-Making
Domestic vs International Entrepreneurship
The role of culture in International Entrepreneurship
Entrepreneurship around the world
Opportunity Assessment and Market Selection
Opportunity vs. Risk
Cross-border opportunities
Market trends
Barriers and sustainability
Venturing in Emerging Markets
Internationalization Process
Internal and External Audit
Timing and Entry Mode
International partnerships
International Strategy
Value Proposition and business model
Innovation strategy
Business Concept
Growth Strategy
Strategic Alliances
International Marketing
13 p’s of Marketing
Exporting logistics
International pricing
Cross-cultural negotiation and networking
International communication and advertising
The Marketing Plan
Entrepreneurship seminar
Duration
3h
3h
3h
3h
3h
3h
66
Assessment methods
Method of assessment
Weight
Group project
50%
Final examination
50%
Total 100%
More details about assessment
The evaluation method used in this course will assess students’ understanding of concepts, their
capacity to apply these concepts to practical situations. The answers of the final examination have to
be motivated and demonstrate good written communication skills. During the exam, the students cannot
access any material.
Recommended readings
The Global Entrepreneur: Taking Your Business International. 2013.3rdedition. By
James F.Foley. Jamric Press International.
International Entrepreneurship and Management Journal, Editors: SPRINGER
The Innovator's Dilemma: The Revolutionary Book That Will Change the Way You Do Business. 2011.
By Clayton M. Christensen. Harper Business Essentials (recommended)
67
Course title: BUILDING AN INTERNATIONAL BUSINESS PLAN
UE 2
S3
Course instructor:
Patrick VERHAEGHE
[email protected]
Description:
After thoroughly checking the various elements necessary to the Business Plan, students will get to
the step by step methodology leading to the final touch of the BP, namely the “Executive summary”.
Students will finally apply the methodology to a case study very similar to what is requested in the
final exam.
 Be able to use the methodology to build the International Business Plan
 Carefully evaluate products’ potential for theinternational market
 Be aware of the importance of total cost of goods sold and breakeven analysis
 Clearly communicate international business plans toothers
Prerequisites:
Knowledge of import/export operations, International Marketing and total costing calculation.
68
Course outline:
Session
Session 1
Session 2
Content
Export potential analysis
Duration
3h
Developing an international business
International vs domestic BP
3h
3h
Session 3
Session 4
International BP workshop
3h
Session 5
Case Study
3h
Session 6
Case Study
3h
Assessment method:
Type of assessment
Weight
Case study (final exam)
100%
A word of advice
the required homework and to hand it in at the specified deadline. During the class, students must actively
participate to the discussions of theoretical concepts and examples, giving their motivated opinion. They
also have to get involved in analysing and solving the case studies presented and discussed in class. An
active contribution from students will enrich the pedagogical process, providing additional information
to the issues presented and discussed in class.
Final evaluation
A final exam will require students to demonstrate their knowledge of a series of theoretical concepts, as
well as their capacity to apply their knowledge. All the answers have to be motivated and demonstrate
69
Course title: Social responsibility-Sustainability-Ethics and Research (SRSER)
Course lecturers:
Associate professor
[email protected]
Olivier GUYOTTOT, Ph.D.
Associateprofessor
[email protected]
Jean Pierre NEVEU, Ph.D.
Full professor
[email protected]
Course description
Sustainability and ethics are two growing concern in link with both local and global stakes and a
controversial relationship with business-oriented aims and practices. Social responsibility is one of the
responses companies provide in front of such issues. The first part of the course of the course intends
to better understand the reasons of these majors trends and discuss the opportunities and drawbacks
they represents for the companies and the ways they can take advantage of ethical, responsible and
sustainable practices.
Core mission of the University worldwide, Research is a philosophy, a practice and a potential career
that University students should be aware of, even if they do not intent to select this route for their future.
The course will provide the fundamentals to understand the global aims, missions and basic processes
of Research, and will then ground on this framework the methodology for writing and defense of a
master thesis.
Link to program intended learning outcomes:
Awareness of the broader trends in society (eg social responsibility) (I.L.O n° 6)
70
Students will be able to demonstrate awareness of ethical and social responsibility issues.
Part 1: Social responsibility-Sustainability-Ethics (9h)
 Understand the present trends and stakes of social responsibility, sustainability and ethics, how they
develop as a global concern and are integrated in business and management strategies and practices
 Be able to identify opportunities and threats in link to these timely issues
 Demonstrate communication skills in regards to corporate social responsibility
Part 2: Introduction to Research (9h)
 Understand the academic research process at the University
 Be aware of the aims, expectations and guidelines related to the Master thesis
 Define a pertinent research issue
 Be aware of the possibility and process of a future academic career
Module syllabus or content
Session
Content
Duration
Session 1
Introduction to the issue and definition of concepts
3h
Session 2
The concept of social responsibility
The concept of ethics
3h
Session 3
The International dimension
How to integrating SR in the company, outcomes and best
practices
3h
Session 4
Introduction to science and research framework at the
university
3h
Session 5
What is an academic research?
3h
Session 6
Master thesis writing and defense methodology and
guidelines
3h
71
Assessment objectives and methods
Type of assessment
Weight
Continuous assessment
100%
72
Course title: IT & DISTRIBUTION CHANNELS/ COMMUNICATION
Course lecturers:
Associate professor
[email protected]
Maximo BARAHONA
Ph.D. student
[email protected]
Upon completion of the program, students will demonstrate understanding of the accurate tools to develop
and manage an international business
Students will be able to solve problems and to critically analyze. Students will also be able to demonstrate
effective oral and written communication skills and decision-making skills.
functional knowledge in order to address business problems
Part 1 – IT & Distribution channels
 Demonstrate knowledge about marketing channels
 Be aware of the impact of IT on distribution strategy (opportunities and threats)
 Understand Marketing channels in an international environment
Part 2 – Communication
 Identify and define the different barriers and challenges in intercultural communication
 Grasp communication concepts through political, cultural and economic issues.
Course content
Session
Session 1
Content
Part I – IT & Distribution channels
Introduction: global market trends
Duration
3h
73
Chapter 1: Fundamentals of IT & distribution
Session 2
Chapter 1: Fundamental of IT & distribution
3h
Session 3
Chapter 2: Channel strategy & multichannel marketing
Conclusion: International marketing & trends
3h
Session 4
Session 5
Session 6
Part 2 – Communication
Chapter 1: International communication and global business
 Cultural synergy
3h
 Political issues
 Economic issues
Chapter 2: Approaches to culture
 International business, culture and communication
 Barriers and challenges
Chapter 3: Cultural synergy and global organization
Conclusion
3h
3h
Instructions for research articles
Part 1 – IT & distribution channels
 Work in groups of 2 (26 groups, 13 per week), 4 different articles, 1 week to prepare
 Executive summary a Concepts/theories, purpose, design/methodology, findings,
implications/limitations, discussion
 “Summarize, analyze, criticize”. Feel free to give examples or links to associated
concepts/theories/research.
 Do not just cut & paste. Put it in your own words!
 Summary of +/- 500 words and ppt presentation (about 20 minutes)
 One group will be randomly selected to present the article to the class. Class discussion will follow
the presentation.
Compulsory research readings
Article 1: Rose S., M. Clark, P. Samouel and N. Hair (2012), Online customer experience in Eretailing:
an empirical model of antecedents and outcomes, Journal of Retailing, 88(2), 308-322.
Article 2: Floyd K., R. Freling, S. Alhoqail, H.Y. Cho, T. Freling (2014), How online product reviews
affect retail sales: a meta-analysis, Journal of Retailing, 90 (2), 217-232.
Article 3: Wang J. J., X. Zhao, J. J. Li (2013), Group buying: a strategic form of consumer collective,
Journal ofRetailing, 89(3), 338-351.
74
Article 4: Adam M.T.P., J. Krämer, M.B. Müller (2015), Auction Fever! How time pressure and social
competition affect bidders’ arousal and bids in retail auctions, Journal ofRetailing, article in press,
forthcoming.
For further reading:
Article 5 :Reinartz W., B. Dellaert, M. Krafft, V. Kumar and R. Varadarajan (2011), Retailing
innovations in a globalizing retail market environment, Journal of Retailing, 87S(1), 53-66.
Assessment methods
Method of assessment
Weight
Final examination
100%
More details about assessment
The evaluation method used in this course will assess students’ understanding of concepts, their
capacity to apply these concepts to practical situations. The answers of the final examination have to
be motivated and demonstrate good written communication skills. During the exam, the students cannot
access any material.
A word of advice
opinion. They also have to get involved in analysing and solving the case studies presented and
Bibliography
Chaffey (2014), Digital Business and E-Commerce Management, Pearson.
Coughlan, Anderson, Stern, El-Ansary (2006), Marketing Channels, Prentice Hall.
Dent (2014), Technology Distribution Channels, Kogan Page.
Keegan (2014), Global Marketing Management, Pearson.
Keegan and Green (2015), Global Marketing, Pearson.
Rugman and Collinson (2012), International Business, Pearson
Kotler and Keller (2011), Marketing Management, Prentice Hall.
Palmatier, Stern and El-Ansary (2015), Marketing Channel Strategy, Pearson.
Turban, King et al. (2015), Electronic Commerce: A Managerial and Social Networks Perspective,
Springer.
Marketing journals: JR, JSBM, JIBS, IJRDM…
75
Course title: INTERNATIONAL SALES MANAGEMENT
Elective: International sales
UE 3
Course instructor:
Christophe Fournier, Ph.D.
Full professor
[email protected]
Course description:
Selling has become a major stake for companies especially in our global and open world. The rapidly
changing world leads companies to be more customers oriented. Economic growth will increase and
be sustainable only if selling strategy and function play a crucial role in firms. The objective of this
lecture is to present how to implement a selling strategy and how to organize sales management in
order to obtain a competitive firm. By the end of the course, students should be able to understand
how to manage and motivate a sales force and how to implement relevant solutions to solve problems
in the selling function. Different tools and methods available in each area of sales management will
be presented. But the aim is also to provide students with the possibility of implementing their own
solution and solving any complex problem.
 Be able to implement a selling strategy
 Be able to organize sales management in order to obtain a competitive firm
 Be able to lead an international sales force
Course outline/ structure:
Session
Session 1
Content
Introduction
1. Managing the sales force in a changing world
2. Sales force performance
Duration
3h
76
Session 2
Session 3
Session 4
Chapter 1: Organizing the sales force
3. Selling and salespeople
4. The Sales structures
5. Sales forecasts and quotas
3h
Chapter 2: Motivating and Compensating a sales force
6. The essentials of motivation
7. Compensation of a sales force
8. Implementation of sales contest
3h
Chapter 3: Selecting and maintaining sales peoples
9. Recruitment and Selection of sales people
10. Turnover and sales management
3h
Session 5
Chapter 4: New stakes in personal selling management
11. Selling and Ethic
Case study
3h
Session 6
Chapter 4: New stakes in personal selling management
12. Multichannel strategy, CRM and Sales
Case study
3h
Assessment:
Type of assessment
Weight
Group work – during class sessions
30%
Case study (final exam)
70%
A word of advice
To prepare for each session, students have to read the pedagogical notes. They will also have to
finalize the required homework and to hand it in at the specified deadline. During the class, students
must actively participate to the discussions of theoretical concepts and examples, giving their
motivated opinion. They also have to get involved in analysing and solving the case studies presented
77
and discussed in class. An active contribution from students will enrich the pedagogical process,
providing additional information to the issues presented and discussed in class.
Bibliography and Readings and references
Sales Management. A multinational perspective, 2011, Edited by P. Guenzi and S. Geiger, Palgrave
MacMillan Edition.
Sales Management Shaping future sales leaders, 2009, J Tanner E Honeycutt, R, Erffmeyer, Pearson
Edition.
http://www.sellingpower.com
http://chally.com
Course title: INTERNATIONAL SALES STRATEGY
Elective: International sales
UE 3
18h
Course lecturer:
Ms Linda FERHAT-PARTOUCHE
[email protected]
Course description:
The course provides students with the accurate tools to develop and manage an international business
(Lectures and case studies + Groups researches).
Link to the program objectives:
 Be able to identify and select new markets
 Choose the best entry strategy
 Deal with risks management: political, commercial and payment
78
Course outline:
Session
Content
Duration
Chapter 1: The worldwide market place
 Why international trade?
 Who are the global traders?
 International trade and countries
 Types of international trade
 World trading patterns
 Future prospects
3h
Chapter 1: The worldwide market place
 Trade balance in merchandise trade
 The reasons countries trade
 How comparative advantage is achieved
 Barriers to world trade
 Non tariffs barriers
3h
Session 3
Chapter 2: Cultural considerations in international
Business
 Culture and international and international Business
 What is culture?
 Layers of culture
 Cross cultural analysis
3h
Session 4
Chapter 3: International segmentation
 The strategic marketing process
 Segmentation criteria
 Segments evaluation
3h
Session 5
Chapter 3.2: Launching your international business
 How entering new markets
 Indirect strategy
 Direct exporting
3h
Session 6
Conclusion
3h
Session 1
Session 2
79
Assessment method
Type of assessment
Weight
Final exam
50%
Ongoing assessment
50%
A word of advice
motivated opinion. They also have to get involved in analyzing and solving the case studies presented
Final evaluation
as well as their capacity to apply their knowledge. All the answers have to be motivated and
demonstrate good written communication skills.
Course title: PURCHASE MARKETING
Elective: International purchase
UE4
18h
Course lecturer:
Ms Diana LEBEL
[email protected]
Description
The purchase marketing course will confront the Marketing Management Approach to the Purchase
Marketing Management. Then, students will learn how to elaborate a strategic purchase policy, how
80
to trade and establish relationships in a multicultural environment and define a firms needs in terms of
financial, supply and or equipment.
 Know how to make a diagnosis of a purchase portfolio
 Study efficiently a global provider market
 Choose appropriate and consistent procurement strategies with the overall objectives
 Communicate efficiently in a multicultural environment
 Understand and define a firms needs in terms of financial, supply and or equipment goals
 Identify the « real customer »
 Be able to develop a purchase strategy
Course content:
Session
Session 1
Session 2
Session 3
Session 4
Content
Duration
Introduction – Definitions - Problematic
3h
The Marketing Management Approach vs Purchase
Marketing Management
3h
Internal environments
3h
External environments
3h
81
Session 5
Session 6
Elaborating a strategic purchase policy
3h
Implementation: purchase mix
3h
Assessment methods:
Type of assessment
Weight
Research
20%
Continuous assessment (cases, oral presentations
30%
Final exam
50%
A word of advice
opinion. They also have to get involved in analysing and solving the case studies presented and
Bibliography
Buying for business: Christopher Barrat, Mark Whitehead
- Fonction Achat et Approvisionnements en PME/PMI Hélène Person (Maxima)
- International Marketing and Purchasing of Industrial Goods Features of a European
Research, European Journal of Marketing, M.T. Cunningham, (UMIST, Manchester, UK)
- Le marketing des Achats Roger Perrotin (ed d’Organisation)
- Marketing Business to Business Malaval et Benarroya 3ème et 4ème ed (Pearson)
- Making Buying decisions Clodfelter (Fairchild books)
- Fonction achat, contrôle interne, et gestion des risques F. Bernard et E. Salviac
(Maxima)
- Mercator
82
- Marketing Management Kotler
- Marketing: A strategic Perspective James M. Hulbert( Ed Impact Publishing Company)
- International marketing and purchasing of industrial goods Hackanson (Wiley &Sons)
- Procurement principles and Management P. Baily D.farmer B. Crocker D.Jessop
D. Jones 10th ed (Prentice Hall Financial Times)
- Going Global Kuntz & Garner (Fairchild)
- 2001. Recklies Management Project GmbH, DagmarRecklies
Course title: SOURCING
Elective: International purchase
Course lecturer:
Ms Diana LEBEL
[email protected]
 Understand the firm’s issues in terms of sourcing
 Choose appropriate and consistent procurement sources with the overall objectives.
 Be able to complete a project in sourcing specific items
 Master the use of technical factor such as exchange rates, or customs regulations to
resolve problems
 Identify and solve critical problems of coordination within a supply chain
83
 Distinguish and classify the relationships between suppliers in terms of product properties, process
and market
Course structure :6 sessions - 3 hours each
Course content:
Session
Session 1
Session 2
Session 3
Session 4
Session 5
Session 6
Content
Duration
Course presentation: content, evaluation, planning
Sourcing overview :
 Purchase and sourcing in the firm’s organization
 The latest trends in the Sourcing strategy (“Make or
3h
buy”)
 The different categories of sourcing , the sourcing
process
 Careers : Jobs in purchase & sourcing Careers
Internal constraints, cost calculation
3h
Global sourcing organization, actors, external constraints
3h
Supplier strategy Assessment, RFP, RFO, RFQ,
partnerships
Purchase orders and retro planning
3h
Administrative and financial flows
3h
Sourcing around the world: major sourcing zones; Student
presentation
3h
Assessment methods:
Type of assessment
Weight
Pre requisites quiz, Research
30%
84
Continuous assessment (homework,
case studies, oral presentation)
Final exam
20%
50%
A word of advice
motivated opinion. They also have to get involved in analysing and solving the case studies presented
Bibliography
Buying for business: Christopher Barrat, Mark Whitehead
Fonction Achat et Approvisionnements en PME/PMI Hélène Person (Maxima)
International Marketing and Purchasing of Industrial Goods Features of a European
Research, European Journal of Marketing, M.T. Cunningham, (UMIST, Manchester, UK)
Le marketing des Achats Roger Perrotin (ed d’Organisation)
Marketing Business to Business Malaval et Benarroya 3ème et 4ème ed (Pearson)
Fonction achat, contrôle interne, et gestion des risques F. Bernard et E. Salviac (Maxima)
Mercator Marketing Management Keller Kotler(Ed Pearson, 14th)
International marketing and purchasing of industrial goods Hackanson (Wiley &Sons)
Procurement principles and Management P. Baily D.farmer B. Crocker D.Jessop
D. Jones 10th ed (Prentice Hall Financial Times)
Going Global Kuntz & Garner (Fairchild)
Sourcing and Supply Chain management Handfield/ Monczka/Giunipero/Patterson(Ed South
Western Cengage 4th edition)
Management des Achats et de la Supply Chain: D. Doriol/ T. Sauvage (Vuibert 2ed))
85
LE STAGE DE FIN D’ETUDES ET LE
MEMOIRE DE THESE DE MASTER
A- DEROULEMENT DU STAGE
1. Recherche du stage
En soi, la recherche de stage est une initiation à la négociation et en particulier à la recherche, future,
d'un emploi. Elle a lieu pendant l'année universitaire. Elle s'appuie avant tout sur un travail personnel de
recherche qui fait partie de la mission de l'étudiant, mais aussi sur les offres qui sont proposées par
l'intermédiaire de l'IAE.
Démarches :
 Candidature spontanée :
- Se familiariser avec l'entreprise choisie, à partir des annuaires d'entreprises, de la presse
économique (très important), des sites internet, ...
- Faire une lettre manuscrite de motivation avec une proposition concrète pour l'entreprise, y
joindre un curriculum vitae dactylographié, une plaquette décrivant le MASTER SCIENCES
DU MANAGEMENT ET TECHNOLOGIES ainsi que l’I.A.E.
- Relancer par téléphone, dix jours après, en essayant d'obtenir un rendez-vous.

Réponse à une offre : Adresser une lettre manuscrite + curriculum vitae + plaquette décrivant le
MASTER SCIENCES DU MANAGEMENT ET TECHNOLOGIES et l’IAE - au service
stage/relations entreprises en personnalisant le courrier en fonction de l'offre et en l'adressant au
nom de la personne en référence dans l'offre.
Rémunération :
La rémunération (profit à court terme) ne doit pas constituer un critère majeur du choix d'un stage en
comparaison avec son apport au plan professionnel (profit à long terme). L'institut n'intervient en aucun
cas à ce niveau, la négociation est donc de l'entier ressort du stagiaire.
N'oubliez pas que :
- Vous êtes demandeur d’une formation pratique qui est dispensée "gratuitement" par l'entreprise.
- Un stage correctement rémunéré a tendance à plus impliquer l'entreprise qui souhaite "rentabiliser"
son investissement.
- L'étudiant, s'il ne peut exiger une rémunération pour un stage de moins de 3 mois, peut faire
reconnaître son efficacité, a posteriori, par une gratification (récompense).
Solidarité :
Un étudiant disposant de plusieurs propositions de stages doit, dans la mesure du possible, en faire
bénéficier ses camarades de promotion, ce qui aura pour effet :
- De satisfaire le besoin de l'entreprise,
- De multiplier les offres aux étudiants,
- De valoriser l'image du diplôme et de l’IAE.
Lorsqu'un étudiant souhaite se désister il doit obligatoirement en informer le responsable des stages en
entreprise dans les plus brefs délais. Le désistement est fortement déconseillé lorsque la convention de
stage a été signée.
86
2. Modalités pratiques
Les modalités pratiques sont définies dans la cadre d’une brochure réalisée par le pôle relation
entreprises de l’IAE. Le secrétariat relation entreprises est le seul interlocuteur concernant ces
questions.
Quelques principes de base :
Acceptation du stage :
Toute proposition de stage doit être soumise à l'accord de l’enseignant tuteur de l'étudiant et en deuxième
année du responsable de la spécialité (ou d’un parcours de la spécialité MTI). Ceci est formalisé par la
signature par le tuteur IAE de la fiche « Mission ».
Suivi du stage :
Chaque étudiant est encadré par un enseignant tuteur pendant la durée de son stage. C’est à l’étudiant
de prendre l’initiative de tenir informé régulièrement son tuteur de l'avancée de ses travaux ainsi que
d'éventuels problèmes. Il est préférable de soumettre au tuteur le plan du rapport de stage,
éventuellement une partie rédigée suffisamment tôt pour permettre un échange et une première
validation du travail qui sera rendu.
Échéances :
Les rapports de stage devront impérativement être remis en trois exemplaires au secrétariat du MASTER
SCIENCES DU MANAGEMENT ET TECHNOLOGIES (voir calendrier).
Aucune dérogation ne sera accordée.
Un rapport de stage non remis dans les délais :
 Ne pourra pas faire l’objet d’une soutenance,
 Ne sera pas pris en considération par le jury du diplôme concerné,
 Et, dans ce cas de figure, le candidat sera automatiquement considéré comme défaillant avec les
conséquences qui en découlent.
Les soutenances ont lieu une semaine plus tard devant un jury composé de l’enseignant tuteur
éventuellement, d’un deuxième enseignant et du responsable du stage dans l’entreprise (ou un
représentant en cas d’impossibilité).
B- EVALUATION DU STAGE
L'évaluation comporte trois composantes
 Le mémoire
 La soutenance
 Le stage lui-même et l'avis de l'entreprise
1. Le mémoire
Il matérialise la capacité de l’étudiant à mener une réflexion sur une question d’ordre général à même
d’apporter à l’entreprise ou au secteur des réponses pertinentes à ses problèmes. Ce n’est pas un rapport
de stage descriptif, ni de l’entreprise ni de la mission.
Le mémoire doit être un moyen d'évaluer :
 La capacité à identifier et à analyser des problèmes complexes et actuels, dans le monde de
l’entreprise et un contexte international
 La qualité et la rigueur d’une recherche d’informations et de connaissances utiles à la réflexion
87
 La capacité à proposer une méthodologie et des outils d’analyse et de validation des modèles
théoriques
 La capacité de proposer des recommandations et préconisations adaptées, argumentées et crédibles,
orientées vers la prise de décision stratégique.
.
Le mémoire doit comprendre :
 Remerciements et sommaire.
 Avant-propos avec contexte du stage et objectifs de la mission,.
 Introduction avec justification et intérêt du choix de la problématique et plan du mémoire
 Le corps du rapport contenant :
Cadre théorique de la problématique
Proposition de résolution et choix méthodologiques
Diagnostics et résultats des analyses
Apports, préconisations mais aussi limites
 Une conclusion avec les résultats essentiels du stage et son apport d’un point de vue théorique et
pour l’entreprise.
 Les annexes, qui sont citées dans le texte, et qui permettent la compréhension et l'enrichissement
du corps du rapport.
 Le mémoire fera de 35 à 45 pages maximum, annexes non comprises
Le mémoire doit être rédigé et soutenu en anglais
Le mémoire écrit est évalué à partir des critères suivants :
Présentation :
- clarté,
- qualité des moyens mis en œuvre permettant de valoriser le contenu.
 Expression :
- style,
- orthographe,
- précision du vocabulaire...
Structuration :
- définition des objectifs,
- cohérence du plan avec les objectifs,
- aspect synthétique,
- équilibre de l'ensemble.
Contenu :
- intérêt du thème présenté (qui peut n'être qu'une des composantes du stage réellement
effectué),
- qualité et rigueur de la méthodologie,
- aspect critique sur la mission,
- réalisme des propositions,
- personnalisation du travail.
Il faut veiller à ne pas être uniquement descriptif. La présentation de l’entreprise ne doit pas prendre
une place trop importante dans le document. Il est essentiel de montrer une capacité à prendre du
recul, à analyser une situation et de mettre en avant la contribution personnelle du stagiaire.
Attention : Tout plagiat d’un rapport ou autre ouvrage existant, de même que tout copié-collé à
partir de documents Internet (qui reste une source intéressante d’information) est strictement
interdit et sera fortement sanctionné.
88
2. La soutenance orale
Le mémoire de stage doit se concevoir comme un projet qui nécessite d'être présenté oralement pour
convaincre les parties prenantes (entreprise - enseignants) de sa pertinence.
Le mémoire est soutenu lors d’une présentation orale face à un jury composé du tuteur pédagogique de
l’étudiant, d’un co-tuteur (membre de l’équipe pédagogique du master), et si possible du tuteur
entreprise.
La soutenance doit, en particulier, permettre :
La mise en avant des éléments les plus importants. (synthèse et non « résumé »)
La clarification des sujets complexes.
La valorisation du travail effectué.
La soutenance orale est évaluée à partir des critères suivants :
Présentation de l'étudiant, élocution,...
Qualité des supports audiovisuels.
Qualité de synthèse de l'exposé : efficacité pour présenter clairement et en peu de mots un sujet long
et complexe.
Respect du temps imparti (20 minutes d’exposé).
Clarté des réponses aux questions posées, ouverture et souplesse d'esprit.
Il est important de savoir se détacher du mémoire de stage afin de rendre l’exposé plus intéressant (sans
cependant faire un hors sujet).
La durée totale de la soutenance (exposé, discussion avec le jury) est de 45 minutes.
Ci-après vous trouverez dans la Charte 2014-2015 plus d’informations pour la rédaction de votre
mémoire…
3. L’évaluation du stage par l’entreprise
L’étudiant doit en outre faire remplir par l’entreprise et remettre au jury lors de la soutenance une fiche
d’évaluation du stage par l’entreprise dont le modèle est fourni ci-après.
89
FICHE D’ÉVALUATION DU STAGE
PAR L’ÉTUDIANT
Nom : …………………………………………………………..
Prénom : ………………………………………………………...
Formation/Parcours :……………………………………………
Tél. : ……………………………………….................................
E-mail personnel : ………………………………………………
…………………………………………………………………..
Lieu du stage (Nom et adresse
de l’entreprise) :
Questions concernant le stage :
Donnez votre degré d’accord avec les propositions suivantes :
Tout à fait d’accord
Pas du tout d’accord
 Globalement, ce stage a répondu à vos attentes
5
4
3
2
1
 Ce stage vous a permis de mettre en application vos connaissances
5
4
3
2
1
 Ce stage vous a permis d’acquérir de nouvelles compétences
5
4
3
2
1
 Les connaissances acquises à l’IAE vous ont semblé suffisantes pour
répondre aux exigences de l’entreprise
5
4
3
2
1
 Vous avez le sentiment d’avoir été utile à l’entrepris
5
4
3
2
1
 Vous avez été suffisamment accompagné durant votre stage par votre tuteur 5
4
3
2
1
 Ce stage confirme l’adéquation entre votre formation et le niveau
professionnel attendu
5
4
3
2
1
 Vous êtes prêt à recommander cette entreprise pour accueillir de prochains
stagiaires
5
4
3
2
1
Commentaires éventuels :
…………………………………………………………………………………………………
………………….
…………………………………………………………………………………………………
………………….
…………………………………………………………………………………………………
………………….
Débouchés :
Ce stage a-t-il débouché sur un emploi :

NON
• dans cette même entreprise

OUI
90
Si oui, précisez le poste proposé :
………………………………………………………………………………………….....
• dans une autre entreprise


OUI
NON
Si oui, précisez :
Le nom de l’entreprise :
………………………………………………………………………………………………………...….
Le poste proposé
:……………………………………………………………………………………………………….…
…….....
Adresse :
……………………………………………………....................................................................................
........................
Tél. : ……………………………… ……………….E-mail :
……………………………………………....................................
Si oui, avez-vous signé un contrat de type :
 CDI
 CDD  Autre
Insertion professionnelle :
Que souhaiteriez-vous que l’IAE mette en place pour :
- mieux vous préparer au monde de l’entreprise ?
…………………………………………………………………………………………………
………………….
…………………………………………………………………………………………………
………………….
…………………………………………………………………………………………………
………………….
- faciliter votre insertion professionnelle ?
…………………………………………………………………………………………………
………………….
…………………………………………………………………………………………………
………………….
- vous accompagner dans votre recherche d’emploi ?
…………………………………………………………………………………………………
………………….
…………………………………………………………………………………………………
………………….
91
Concernant les offres d’emploi que nous recevons, préférez-vous :
 les recevoir sur votre boîte mail personnelle
 les consulter via notre plateforme
Alumn’IAE
Réseau des anciens :
Quel type d’événements/activités souhaiteriez-vous que l’association des anciens Alumn’IAE mette en
place ?
…………………………………………………………………………………………………
………………….
…………………………………………………………………………………………………
………………….
…………………………………………………………………………………………………
………………….
Accepteriez-vous d’encadrer un étudiant de l’IAE dans le cadre de notre projet de tutorat ?

OUI

NON
Seriez-vous prêt à vous investir dans l’association des anciens Alumn’IAE ?

OUI

NON
92
INTERNSHIP ASSESSMENT FORM
to be completed by the internship
supervisor
INTERN (Name and Surname):
…………………………………………………………...…………………………………….
COMPANY (Name and address) :
………………………………………………………………………………………………………………………
………………………………………………………………………………………………………………………
………………………………………………………………………………………………………………………
………………………………………………
INTERNSHIP SUPERVISOR (Name and position):
………………………………………………………………………………………………………………………
………………
………………………………………………………………………………………………………………………
………………
Please give your opinion on this student according to the following criteria: (circle the number corresponding to
your choice)
Very good
Poor
Personal skills
Punctuality
Motivation, dynamism
Autonomy
5
5
5
4
4
4
3
3
3
2
2
2
1
1
1
5
5
5
5
4
4
4
4
3
3
3
3
2
2
2
2
1
1
1
1
Professional skills
Thoroughness
Sense of Initiative
Analytical skills
Curiosity
Interpersonal abilities
Flexibility, adaptability
Sense of responsibility
Communication skills
5
5
5
4
4
4
3
3
3
2
2
2
1
1
1
93
Remarks :
………………………………………………………………………………………………………………………
………………………………………………………………………………………………………………………
………………………………………………………………………………………………………………………
………………………………………………
………………………………………………………………………………………………………………………
………………
Do you agree with the following proposals:
agree at all
(circle the number corresponding to your choice)
Totally agree
Do not
 The intern fully met my expectations
1
5
4
3
2
 I have a positive opinion of the programs taugth at IAE Montpellier
1
5
4
3
2
Would you like to host another intern next year?
YES
NO
If yes, please indicate in which field(s)/area(s)?
………………………………………………………………………………………………………………………
………………………………………………………………………………………………………………………
………………………………
According to you, what IAE Students lack to better meet your expectations?
………………………………………………………………………………………………………………………
………………………………………………………………………………………………………………………
………………………………
………………………………………………………………………………………………………………………
………………
Name of the Human Resources Manager:
………………………………………………………………………………………………………………………
………………………………………………………………………………………………………………………
………………………………
Phone:
………………………..……………………………………………………………………………………………
………
E-mail:
94
………………………………………………………………………………………………………………………
……..
Date:
supervisor
Signature of the internship
Company stamp
95
La charte graphique 2014-2015 pour rédiger
le mémoire de master CAI
Avertissements :
FOND : En Master 2 CAI l’étudiant présente en fin d’année, un MEMOIRE de stage par opposition
à un rapport qui décrit seulement le déroulement de son stage. Le MEMOIRE demandé doit
concrétiser la capacité de l’étudiant à développer une réflexion sur une problématique réelle. Cette
réflexion est observée par l’utilisation de toutes les connaissances acquises (état de l’art) pendant la
formation et ses propres recherches complémentaires (voir Bibliographie en fin de Mémoire). Ces
connaissances permettent d’approfondir l’observation des problèmes professionnels rencontrés
pendant le stage, la réflexion, leur utilisation pour élaborer des plans d’actions plus efficaces. Une
analyse critique est demandée en fin de mission.
FORME : Si nous nous en tenons aux règles communes de rédaction du mémoire de stage propres
aux masters de l’IAE vous devez suivre les préconisations énoncées dans le syllabus qui est sur le site
de l’IAE en particulier les documents que vous devez remettre le jour de votre soutenance.
La seule spécificité propre au Master2 CAI est l’obligation de rédiger et de soutenir le mémoire en
anglais
Si vous désirez faire un mémoire le plus professionnel possible et pouvoir le présenter en recrutement,
appuyez-vous sur le Complément de Charte qui suit.
Gilles de Lanauze,
Responsable du Master CAI
96
COMPLEMENT de CHARTE GRAPHIQUE propre au M2 CAI
La raison d’être d’une Charte Graphique
La Charte Graphique rend homogène la présentation des documents. Les entreprises sont très soucieuses
du respect de leur Charte depuis l’utilisation du Logo jusqu’à la taille et le type des caractères
d’imprimerie.
Elle est nécessaire car elle :
- favorise la lecture plus ou moins rapide,
- évite les erreurs de classement et donc la perte des documents,
- donne une Culture commune à tous les membres de la structure,
- donne une image cohérente de la structure auprès de ses interlocuteurs, etc.
Tous les documents que vous rédigerez doivent vous aider à argumenter ensuite sur vos compétences
auprès d’un recruteur ou d’un chef d’entreprise. La présentation homogène dans la forme montre déjà
votre professionnalisme.
L’étudiant qui obtient un diplôme du Master 2 CAI montre de nombreuses compétences :
- montrer dans le mémoire qu’il connaît et manie bien des méthodes et modèles théoriques
- montrer qu’il utilise bien cet « état de l’art » pour réfléchir et orienter ses décisions
- montrer qu’il teste sur le terrain ces modèles et ne se contente pas d’obéir au tuteur
- montrer qu’il utilise ces apprentissages théoriques pour prendre du recul, analyser
- montrer qu’il est à la fois une personne cultivée et réfléchie et une personne d’action
- montrer qu’il est à la fois un stratège réfléchi et un homme d’actions
- montrer qu’il sait remettre en question une décision si les résultats ne sont pas atteints
- montrer qu’il est objectif : se critique et accepte la critique pour mieux progresser ensuite
- montrer qu’il a du cœur : en fin de mission, il laisse un travail positif pour l’entreprise
97
La remise de l'écrit :
Sauf dispositions plus contraignantes propres au diplôme concerné, l'étudiant doit remettre son rapport,
compte-rendu ou mémoire en trois exemplaires au secrétariat du diplôme : un exemplaire pour le tuteur,
un exemplaire pour le co-tuteur et un exemplaire pour l'administration. Il doit également remettre un
exemplaire de son écrit sur un support informatique au secrétariat du diplôme (disquette ou CDRom, le document devra être remis dans le format Adobe Acrobat (.PDF) - les outils étant disponibles
sur les postes de l'IAE).
La forme de l'écrit :
Le document doit recevoir une couverture cartonnée (de préférence colorée) recouverte d'un protège
couverture plastifié.
La première couverture comporte le titre du rapport, le nom de l'étudiant, le nom du tuteur, le nom du
diplôme, la date et la mention de l'Institut d'Administration d'Entreprises et de l'Université de
Montpellier II - Sciences et Techniques du Languedoc. Si le diplôme est co-habilité alors il convient de
faire figurer également le nom de l'institution partenaire.
Le modèle présenté dans le syllabus du diplôme doit être impérativement respecté.
Le rapport est imprimé sur des feuilles blanches format A4 exclusivement au recto.
Il est possible d'utiliser des feuilles de couleur comme intercalaires entre les grandes parties.
La police utilisée est généralement "Times New Roman" ou "CG Times" en taille 12.
La clarté de lecture du texte exige le plus souvent d'utiliser l'interligne 1,5.
Le texte est justifié à gauche et à droite.
La pagination est obligatoire et en continue.
Les annexes sont également paginées en continu ou séparément.
La première page du rapport est vierge,
la seconde page accueille la neutralisation des opinions et
la troisième, le cas échéant, les remerciements de l'auteur du rapport ou du mémoire.
La reliure doit éviter que les feuilles ne se détachent.
La longueur du texte devrait se situer entre 35 et 45 pages au maximum, non compris les annexes.
La table des matières, placée en début du rapport, doit indiquer les grands titres et les sous-titres du
rapport. Elle ne devrait pas dépasser une à deux pages au maximum.
La présentation suivante est vivement conseillée :
I. - TITRE
I.1. Sous titre
I.1.1 Sous sous titre
Pages
1
2
3
La table des matières doit permettre au lecteur d'apprécier la logique des diverses parties et paragraphes,
de noter la place respective de chacun des aspects développés par le nombre de pages allouées. Elle doit
également permettre d'aller immédiatement à la partie qui suscite l'intérêt.
98
Première de couverture
Elle donne les premières informations essentielles pour faciliter le classement
Elle crée la première excellente impression en 5 secondes :
Esthétique globale, toucher, couleur du fond agréable à l’oeil, qualité de la reliure, etc.
Respect des règles administratives et universitaires, noms de l’Institut, du diplôme, des mentors,
Titre informatif « accrocheur », illustration en cohérence avec le titre ou l’entreprise d’accueil
Quatrième de couverture (dos du document) : on y lit le résumé de la mission
Le choix de la couleur du carton est essentiel pour la visibilité et les photocopies.
La copie de cette page peut être donnée au recruteur pour valoriser son stage et ses compétences
développées
Elle facilite la première lecture générale et oriente favorablement l’attitude du membre du jury.
Elle donne et rappelle au moment de la soutenance les informations essentielles.
Résumé encadré et Mots clés occupent les 2/3 de page pour valoriser le travail fait en stage
L’encadré Résumé est divisé en trois rubriques qui sont autant d’intertitres :
- L’entreprise, sa problématique générale et la problématique de la mission
- Les solutions mises en place et actions réalisées
- Les résultats chiffrés obtenus pour montrer que les objectifs ont été atteints.
L’encadré Mots – clés permet à sa seule lecture de conserver les mots essentiels qui structurent la
mémoire et invitent à faire des liens avec d’autres connaissances.
99
Intitulé
Marges
Caractéristiques
Haut : 1,5 cm
Bas : 1,5 cm
Gauche : 2,5 cm
Droite : 1,5 cm
Respecter l’ordre hiérarchique : Académie > Université > IAE > M. CAI > étudiant
ACADEMIE DE MONTPELLIER
Centré, Majuscule, Gras, corps 12
UNIVERSITE MONTPELLIER II
(2 espaces)
Corps 12
INSTITUT D’ADMINISTRATION DES
ENTREPRISES
(3 espaces)
Corps 12
Centré, Majuscule et Minuscules, Gras, corps 24
Master Sciences et Technologies
sur deux lignes, repérer les majuscules M. CAI
Chargé d’Affaires International
(4 espaces)
(titre du document sur une ou deux lignes)
(2 espaces)
(nom de l’entreprise et le lieu)
(10 espaces) pour illustration
(nature du document)
Mémoire de Stage de 2nde année
(1 espace)
Soutenu par :
(1 espace)
(Prénom et Nom de l’étudiant)
(1 espace)
Le : (jour/mois/année)
(1 espace)
Mentors :
(Prénom et Nom de l’enseignant)
(1 espace)
Tuteur d’entreprise :
(Prénom et Nom du tuteur d’entreprise)
(2 espaces)
Promotion (si la promotion a un nom)
(Nom de la promotion et année)
Corps 12
Centré, Gras, corps supérieur ou égal à 24
Corps 12
Centré, Gras, corps identique ou inférieur au titre
Corps 12
Aligné à gauche, majuscule et minuscule, Gras,
corps 14
Corps 12
A gauche, majuscule et minuscule, standard,
corps 14
Corps 12
A la suite de « Soutenu par », majuscule et minuscule,
Gras, corps 16
Corps 12
corps 14
Corps 12
corps 14
Après Mentor, majuscule et minuscule, Gras,
corps 16
Corps 12
corps 14
Après Mentor, majuscule et minuscule, Gras,
corps 16
Corps 12
A droite, majuscule-minuscule, standard, corps 14
Après Promotion, majuscule-minuscule, Gras, corps 16,
sur deux lignes
100
Quatrième de couverture
Marges
Académie de Montpellier
Université Montpellier II
(1 espace)
Institut d’Administration des Entreprises
(1 espace)
Master Sciences et Technologies
Chargé d’Affaires International
(1 espace)
(titre du document sur une ou deux lignes)
(1 espace)
(nom de l’entreprise et le lieu)
(1 espace)
(nature du document)
(1 espace)
Soutenu par :
(1 espace)
(Prénom et Nom de l’étudiant)
(1 espace)
Le : (jour/mois/année)
(1 espace)
Mentor :
(1 espace)
Co-mentor :
(1 espace)
Promotion
(Nom de la promotion et année)
Résumé :
(Texte et intertitres) 2/3 de page
Présentation de l’entreprise
Problèmes de l’entreprise diagnostiqués
Solutions de l’étudiant mises en œuvre
Résultats chiffrés réalisés fin de mission
(1 espace)
Mots - clés :
Haut : 1,5 cm
Bas : 1,5 cm
Gauche : 2,5 cm
Droite : 1,5 cm
Corps 12
Corps 12
Centré, Majuscule et Minuscules, Gras, corps 16
sur deux lignes, repérer les majuscules M. CAI
Corps 12
Centré, Gras, corps 14
Corps 12
Centré, Gras, corps 12
Corps 12
A gauche, majuscule-minuscule, Gras, corps 12
Corps 12
A gauche, majuscule et minuscule, standard, corps 12
Corps 12
A la suite de « Soutenu par », majuscule-minuscule, Gras,
corps 14
Corps 12
Corps 12
Après Mentor, majuscule et minuscule, Gras, corps 16
Corps 12
A la suite majuscule et minuscule, Gras, corps 16
Corps 12
A droite, majuscule et minuscule, Standard, corps 12
majuscule et minuscule, Gras, corps 12, sur une ligne
A gauche, majuscule et minuscule, Gras, corps 12
Encadré
A gauche, majuscule et minuscule, Standard, corps 12
Encadré
A la lecture des 20 à 30 lignes du résumé complet
on a une idée globale favorable de la mission
Corps 12
A gauche, majuscule et minuscule, Gras, corps 12
Encadré
(10 à 12 mots - clés)
A gauche, majuscule et minuscule, Standard, corps 12
(3 espaces)
Corps 12
Institut d’Administration des Entreprises
Centré, majuscule, standard, corps 12
Université Montpellier II
Centré, majuscule, standard, corps 12
Place Eugène Bataillon
Centré, majuscule-minuscule, standard, corps 12
34095 Montpellier cedex 5
Tél. : 04 67 14 38 65 Fax : 04 67 14 42 42
Logo (facultatifs), adresse au centre En noir et blanc ou en couleur
A gauche IAE et à droite UMII
101
Liste de contrôle de la Charte Graphique
Cochez le présent document pour vous assurer que vous répondez au mieux à la demande
Longueur du mémoire de 30 à 45 pages (annexes non comprises)
Relier les feuilles avec un système solide (encollage, spirale, etc.) pour qu’elles ne se détachent
Respect de la charte graphique de la quatrième de couverture
 Couvrir (ou non) d’une feuille plastique transparente avec (ou non) si cela le justifie vraiment
Le mot CONFIDENTIEL sur le transparent qui assure une procédure de classement
Choisir (on non) votre illustration attractive et informative bien choisie et reconnaissable
Respecter la charte graphique indiquée en réorganisant l’espace de la page
Mettre le bloc adresse en bas de page avec (ou sans) les deux logo : IAE et UMII
 première page : feuille vierge
 deuxième page : texte suivant en bas à droite pour neutraliser les opinions :
« L’I.A.E. de Montpellier n’entend donner aucune approbation ou improbation aux opinions
émises dans ce mémoire ; ces opinions doivent être considérées comme propres à l’auteur ».
 troisième page : indiquer : Table des matières (voir ci-après)
 A sa lecture on comprend la structure logique du mémoire, la taille des parties, ses mots clés
 Le plan de stage de projet faisabilité est impérativement en deux parties (voir exemples)
 Mettre les titres et sous titres de façon informative avec leurs numéros
 Numérotation : tires : I, II,
sous titres I.1., I.2., I.3., II.1., II.2., II.3.,
sous sous titres : I.1.1., I.1.2., I.1.3., I.2.1., I.2.2., I.2.3., I.3.1., I.3.2., I.3.3.,
 Indiquer les numéros des pages
 Permet d’aller rapidement aux parties qui intéressent le lecteur sans erreur
 Indiquer la présence des annexes
Remerciements :
N’oublier personne et écrire correctement leurs noms et leurs titres professionnels
Ecrire un mot bref et gentil à chacun(e) pour justifier ces remerciements
Avant propos (facultatif) : Indiquer : Avant propos
Sa lecture permet de situer le présent travail dans le contexte général de l’auteur (formation
universitaire, place du mémoire dans ses études) et dans le contexte spécifique de l’entreprise
(développement, missions)









Mise en page des pages du document
marge en haut 1,5 cm
marge de gauche d’environ 2,5 cm pour la reliure
marge de droite 1,5 cm
Mettre en en-tête le titre du document et le nom de l’auteur
Mettre en bas de page la nature du document et le numéro de page
Justifier le texte à gauche et à droite.
Pagination obligatoire et continue.
Utiliser les caractères Times pour tous les éléments standard de la charte graphique
Utiliser Times ou un autre type de caractère pour votre propre texte
Utiliser le corps 12 pour le texte
Interligne de 1 ou 1,5 dans le texte
Interligne double ou triple pour séparer les paragraphes et leur titres
Débuter chaque paragraphe par un retrait (alinéa)
102
 Organiser son texte en paragraphes courts (7 à 10 lignes) autour d’une même idée
 Mettre des intertitres en gras de corps 12 ou 14
gonfler » le nombre de pages (débuter une page par deux
ou trois lignes uniquement pour avoir une page de plus alors qu’une réorganisation de la mise en
page l’aurait évité).
Soigner le respect du français écrit (bon usage), le style et l’orthographe (faire relire)
Insérer des tableaux, graphismes avec leur légende, un numéro (figure 3, tableau 12)
et y faire mention dans le corps du texte pour créer une cohésion globale
Introduction (Indiquer : Introduction)
Sa lecture s’articule sur l’avant-propos et présente :
-propos s’il n’a pas été fait à part
mission par l’étudiant
concilier approches théoriques et contraintes de l’entreprise, limites, travaux exploratoires
toujours critiquables)
Développement. Il est spécifique pour chaque mission pourtant on devrait retrouver :
 Pour chaque problème il est impératif de reprendre les principaux points théoriques (état de l’art)
étudiés en cours ou dans des ouvrages mentionnés en bibliographie et leurs applications sur le
terrain avec analyse des écarts théorie / pratique.
 Problématiques rencontrées dans l’entreprise et le service où a eu lieu la mission
(écart situation actuelle de l’entreprise / objectifs, forces/ faiblesses, etc.)
Solutions retenues, méthodologies employées, planification théorique, rétroplanning
description et calendrier des actions menées, actions pour corriger les dérives,
etc.
Résultats enregistrés, analyse, explications, critiques et préconisations pour le futur
Donner en annexes les procédures futures (fichiers, mailings de relance, plaquettes,..)
S’assurer que le responsable d’entreprise est d’accord pour publier les données et les résultats
pour ne pas être assimilé à un travail d’espionnage industriel
Des résumés de synthèse clairs encadrés aident le lecteur au fur et à mesure
Conclusion en 3 ou 4 pages : (Indiquer : Conclusion)
méthodologies retenues
ciation personnelle reprenant le développement de ses compétences, connaissances
de l’entreprise, du milieu professionnel, perspectives, etc.
Glossaire (facultatif) avec les mots et abréviations peu ou pas connues du lecteur
Bibliographie avec les principaux ouvrages de référence mentionnés dans le mémoire
Annexes (si elles sont nombreuses les réunir dans un autre mémoire) :
 table des matières avec les titres des annexes,
 paginées obligatoirement en continu ou séparé
 des feuilles de couleur séparant les annexes et les présentant
 la première annexe devrait être la lettre de recommandation élogieuse du tuteur d’entreprise
Quatrième de couverture
Bien rédigée, elle crée une bonne première impression sur le document.
103
Cela aide pour le C.V. et sa photocopie est remise au recruteur intéressé.
Utiliser le même cartonnage que la première de couverture qui rend lisible les informations
Indiquer les mêmes informations utiles
Respecter la charte graphique indiquée en réorganisant l’espace de la page
Faire un résumé sur les 2/3 de la page (avec les mots clés) en mentionnant :
la problématique de l’entreprise et du service où s’est déroulée la mission
les solutions mises en œuvre par le(s) stagiaire(s) et compétences développées
les principaux résultats chiffrés
Indiquer une dizaine de mots - clés à retenir pour structurer la compréhension,
le classement des données et leur mémorisation
Avoir présent à l’esprit les graves sanctions si l’auteur plagie un rapport déjà réalisé
104
Plan type d’un mémoire de master
Remerciements
Avant propos (raison d’être du stage et de son mémoire dans la formation)
Introduction
Présentation de l’entreprise (son métier, ses produits et services, son marché, sa concurrence)
Problématique générale de l’entreprise, contexte et intérêt pour tous (entreprise, étudiant, jury)
Problématique spécifique identifiée et traitée par le stagiaire dans le mémoire
Partie I. Méthodologie et réalisation de la mission
I.1. Identification de la problématique
I.1.1. Intérêt et justification de la question traitée
I.1.2. Cadre théorique
I.2. Apports de la (ou des) mission(s)
I.2.1. Observation
I.2.2. Réalisation des missions
Partie II. Résultats et préconisations
II.1. Résultats et analyses
II.1.1. Résultats
II.1.2. Analyses et critiques
II.2. Préconisations
II.2.1. Préconisations
II.2.2. Suivis de missions après le stage et en l’absence de l’étudiant
Conclusion
Analyse des écarts objectifs – réalisations, limites
Apports du mémoire à la connaissance, au secteur, à l’entreprise
Annexes
Présentation approfondie de l’entreprise, Documents complémentaires sur la mission, autres
documents
105

the syllabus - IAE Montpellier

Transcription

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