Description
In this such a detailed file about european business environment entrepreneurial creativity.
International Bachelor Programme
January to June 2013
COURSE CATALOGUE
TABLE OF CONTENTS
REIMS MANAGEMENT SCHOOL ........................................................................................... 04
THE INTERNATIONAL BACHELOR PROGRAMME .................................................................. 05
ACADEMIC CALENDAR .......................................................................................................... 06
FRENCH GRADING SYSTEM .................................................................................................. 07
COURSES:
Mandatory courses:
FRENCH LANGUAGE & CULTURE ......................................................................................... 08
EUROPEAN BUSINESS ENVIRONMENT ................................................................................. 09
ENTREPRENEURIAL CREATIVITY ........................................................................................... 11
EUROPEAN BUSINESS PRACTICES ........................................................................................ 12
INTEGRATED BUSINESS MANAGEMENT .............................................................................. 13
Optional courses:
LUXURY MARKETING ............................................................................................................ 14
AUDITING & RISK MANAGEMENT PRACTICES ..................................................................... 16
STRATEGY & ENTREPRENEURSHIP ....................................................................................... 18
CONTACTS: INTERNATIONAL RELATIONS OFFICE ................................................................ 21
Reims Management School
Located i n the heart of the Champagne capi tal of the worl d, 45 mi nutes by
trai n from Pari s, Rei ms Management School has been i n exi stence si nce the
creati on of the Grande Ecol e program (Master of Sci ence i n Management) i n
1928. The school has grown to be a school of more than 4, 400 students wi th
88 permanent facul ty members and 500 vi si ti ng professors.
Constantl y stri vi ng for excel l ence, RMS i s accredi ted by the European Qual i ty
I mprovement System (EQUI S) si nce 2000 and by the Associ ati on of MBAs
(AMBA) si nce 2006. The school obtai ned i n 2010 the renowned Ameri can
accredi tati on, Associ ati on to Advance Col l egi ate School s of Busi ness
(AACSB). Hence RMS bel ongs to the smal l number of school s worl dwi de to be
tri pl e accredi ted at an i nternati onal l evel .
RMS i s a French busi ness school wi th a strong i nternati onal focus. Al l
students studyi ng at RMS have the opportuni ty to spend one semester
abroad studyi ng i n one of the RMS partner school s throughout the worl d.
The school currentl y has over 150 partner school s, i n approxi matel y 42
countri es on 5 conti nents. Over 60% of these partner school s are accredi ted
AACSB, EQUI S or AMBA
RMS offers a wi de range of management courses taught i n Engl i sh and i n
French throughout the academi c year. Thi s catal ogue hi ghl i ghts our course
offeri ng for the January to June peri od at the Bachel or l evel . Management
l evel courses taught i n Engl i sh are al so offered at Masters Level from
September to June each academi c year.
The I nternati onal Rel ati ons Offi ce (I RO) i s commi tted to assi sti ng al l
i nternati onal students to i ntegrate effortl essl y i nto the school and i nto l i f e
i n France. The I RO provi des assi stance to students i n fi ndi ng accommodati on
on or cl ose to campus. Students l i vi ng off-campus can take a short tramway
ri de of 10 mi nutes from the school to the ci ty centre. Wel come days are
organi sed where al l procedures are expl ai ned to students (regi strati on
detai l s, resi dents permi t, soci al securi ty etc. ), cul mi nati ng wi th a
compl i mentary vi si t of a popul ar champagne cel l ar.
We wel come you to Rei ms Management School and the home of
champagne!
4
International Bachelor Programme
Students who wi sh to take part i n thi s programme wi l l have a total of 225
contact hours of courses i ncl udi ng 5 mandatory courses and a choi ce of 1
opti onal course. Students can therefore val i date 36 ECTS (European) credi ts.
Each student wi l l have an i nsi ght i nto French cul ture, as wel l as the French
busi ness and management envi ronment.
The opti onal courses wi l l al l ow students to gai n knowl edge i n topi cs we
speci al i ze i n.
• France and Rei ms are synonymous wi th Luxury. Bei ng i n the
heart of the Champagne regi on and i n a country whi ch i s
devoted to l uxury products, thi s opti on wi l l gi ve an i nsi ght to
“l uxe à l a françai se”. Wi th presti gi ous partners and a hi stori c
background, thi s opti on i s perfect for students wi l l i ng to work
wi th some of the most successful French i nternati onal
compani es.
• Fi nance i s one of Rei ms Management School ’ s areas of
strength. Thi s opti on i s for al l students wi l l i ng to get an i nsi ght
on current fi nanci al aspects, meeti ng wi th renowned
compani es i n the fi nanci al worl d.
• Strategy and Entrepreneurshi p wi l l al l ow students to gai n an
enthusi asti c and enl i ghteni ng approach to creati ng and
managi ng thei r own busi ness.
5
Academic Calendar
Deadline to apply to our University : November 1
st
, 2012
International Welcome Days February 1, 2013
Beginning of Semester February 4, 201
MANDATORY COURSES (30 ECTS)
French Language & Culture February 4 to 22, 2013
European Business Environment * Winter Holidays
March 4 to 22, 2013
* February 25 to March 3
No class March 25 to April 1st
Entrepreneurial Creativity April 2 to 12, 2013
European Business Practices *Spring Holidays
April 15 to May 7
* April 22 to 26
Integrated Business Management June 3 to 21, 2013
OPTIONAL COURSES* (6 ECTS)
* student must choose only one courses during that period
- Luxury Marketing
- Auditing & Risk Management Practices
- Strategy & Entrepreneurship
Tuesday, May 14 to Friday,
May 31, 2013
End of Semester June 21, 2013
6
A Guide to the French Grading System
The French grading system is based on a 20 point scale; where 0 is the lowest grade and 20 is
the highest. Overall to pass, a student must obtain an overall average of 10 and not less than
8 in any one class.
Grade Comments
14-20 Exceptional Performance:
Detailed in-depth knowledge of the theory and techniques taught in class; able
to easily communicate this knowledge; independent and original practical
application of the theory and techniques
12-13.99 Good Performance:
Good overall understanding of the theory and techniques taught in class and
ability to apply as well as to communicate them well
10-11.99 Satisfactory Performance:
Satisfactory understanding of the theory and techniques taught in class and
ability to adequately apply and communicate them
8-9.99 Unsatisfactory Performance:
Elementary understanding of most of the theory and techniques taught in class
but considerable weaknesses in some areas as well as in the ability to apply and
communicate this understanding
Less than 8 Failure:
Inadequate and fragmented knowledge of the theory and techniques taught in
class or failure to complete assignments
Below, the average grade distribution at Reims Management School :
... 0 and
1,99
2 and
3,99
4 and
5,99
6 and
7,99
8 and 9,99 10 and 11,99 12 and 13,99 14 and 15,99 16 and
17,99
18 and 20
% of grades
between...
0,5
1,0
1,5
5,5
21,0
27,5
24,0
13,0
5,0
1,0
o Com
ments
given for completely
and unacceptable
performance
given for a very
hesitant,
insufficient, and
unsatisfactory
performance
given for a
mediocre
performance,
slightly below
average
Given for the
average
performance
given for a
good
performance a
little above
average
given for a very
good
performance
given for an
exceptional and
excellent performance
10 = PASS
7
Mandatory Courses
French Language & Culture
Non-binding document – Syllabus subject to changes and updates
Coordinator: Lilian POUDLES Credit: 6 ECTS Level: Undergraduate
Language: French Hours: 45 h
Period: February 4 to 22, 2013
Prerequisite: None
Context, issues, objective
Students will learn how to speak in French and how to live in France
Knowledge to be acquired when completing the course
French language tools for daily life
Knowledge of life in France and its culture
Teaching methods and recommended reading
(2 groups will be made – beginners, intermediates-advanced)
Exercises (the skills of speaking, listening, reading and writing)
Learn by doing, simulations, discussions, video
Plan of course (sample dates only)
- Introduction, greetings,
- Counting: numbers,
- Express an assessment,
- Interrogation, negation,
- Verbs
- Time schedule (days, months, years)
- Make an appointment,
- The food in France
- French history and geography, French society
Assessment Methods
Continuous evaluation
Bibliographic Elements
Beginners: book to be used : Café Crème 1 (Ed. Hachette)
8
European Business Environment
Non-binding document – Course syllabi are subject to changes and updates
Coordinator: Paul Sanders Credit: 6 ECTS Level: Undergraduate
Language: English Hours: 45 h
Period: March 4 to 22, 2013
Prerequisite: None
Context, issues, objective
Understand the importance of history and politics in the construction of Europe, with a focus on
France particularly.
Analyse in depth the functioning of Europe regarding institutions at a macro and micro economic
level. Understand the influence of the cultural environment on Management.
Discover the importance of global strategy and geopolitics
Knowledge to be acquired when completing the course
By the end of this course, student will be able to:
- Understand the internal dynamics and the place of the EU on the world geopolitical scene
- Understand the historical uniqueness of EU political and economic institution building (and
what this implies for business)
- Define and distinguish European models of management
- Describe how European culture impacts its corporate management
Teaching methods and recommended reading
Mini-lectures, workshops, student presentations, classroom discussions, field trips and company case
studies.
Plan of course (sample dates only)
‘Economic powerhouse - political lightweight’: the EU in geopolitical perspective
The European experiment: EU institutions in a business perspective
Student case study presentations
One field trip to the EU institutions in Brussels
Cultural components of European management
Assessment Methods
Continuous assessment (incl. active course participation): 60%
Final exam: 40%
All document allowed
Lecturers (RMS)
Dr. Paul Sanders, Dr. Catherine Aubier, Dr. Edgar Bellow
Bibliographic Elements
- Baldwin R., Wyplosz C., The Economics of European Integration, McGraw Hill, 2009.
9
- Dinan D., Ever Closer Union: An Introduction to European Integration, Palgrave Macmillan,
2010.
- McCormick J., Understanding the European Union: A Concise Introduction, Palgrave
Macmillan, 2011.
- Nello S., The European Union: Economics, Policy and History, McGraw Hill, 2011.
- Tekin A., Williams P.A., Geo-Politics of the Euro-Asia Energy Nexus: The European Union,
Russia and Turkey, Palgrave Macmillan, 2010.
Additional materials - available online or at the RMS Library - will be assigned incrementally
throughout the study period.
10
Entrepreneurial Creativity
Non-binding document – Course syllabi are subject to changes and updates
Coordinator: Sonia Boussaguet Credit: 2 ECTS Level: Undergraduate
Language: English Hours: 23 h
Period: April 2 to 12, 2013
Prerequisite: None
Context, issues, objective
The seminar relates to the re-creation and the development of an existing company. Re-creation
meaning to reproduce and model the starting of the company, after having included/understood and
having integrated the context and the personal history of the creator.
This formalization is integrated in a business Plan written and presented in front of the creator and a
professor of RMS.
Knowledge to be acquired when completing the course
Appropriation fundamental knowledge in management.
Drafting of business plan
Teaching methods and recommended reading
The method of teaching is: Problem based learning
Plan of course (sample dates only)
1. Presentation of seminar
2. Methodology of financial modeling / marketing
3. Meet 1 - Presentation of case (context, history…) - Elements for the drafting of a "portrait" of
entrepreneur
4. Meet 2- key elements of the business model of the cases studied
5. Meet 3 - Development of company
6. Meet 4 - Final presentation (Business plan)
Assessment Methods
Group work: Written “portrait” = 25%
Group work: Business Plan (exposed oral and written synthesis) = 75%
Invited lecturers
Founders of SME
Bibliographic Elements
Papin R. (2005), Stratégie pour la création d’entreprise: création, reprise, développement, Dunod
Verstraete T.et Jouison-Laffitte E. (2009), Business Model pour entreprendre: Le modèle GR : théorie
et pratique, Entrepreneurs, Dunod
Léger-Jarniou C. et Kalousis G (2010), Construire son Business Plan: Les clés du BP professionnel,
Collection: Entrepreneurs, Dunodhttp://www.apce.com /http://www.oseo.com
11
European Business Practices
Non-binding document – Syllabus subject to changes and updates
Coordinator: Catherine Aubier Credit: 6 ECTS Level: Undergraduate
Language: English Hours: 45 h
Period: April 15 to May 7, 2013
Prerequisite: None
Context, issues, objective
Knowledge to be acquired when completing the course
By the end of this course, students will be able to:
- Understand the impact of culture awareness on the corporate success
- Foster the necessary consciousness to operate effectively in the field of international negotiation
- Assimilate and apply contemporary theory on cultural difference and learn to decode complex
intercultural situations
Teaching methods and recommended reading
Mini-lectures, workshops, student presentations, classroom discussions, field trips and company case
studies.
Plan of course (sample dates only)
1. International meetings and negotiations
2. Defining culture, cultural programming, stereotypes, cybernetics
3. Models and criteria for cultural differentiation
4. Business Practices comparison: West - East
5. Intercultural approaches of leadership
Assessment Methods
Continuous assessment (incl. active course participation): 60%
Final exam: 40%
All document allowed
Invited lecturers (RMS)
Dr. Catherine Aubier, Dr. Paul Sanders, Dr. Edgar Bellow
Bibliographic Elements
-GAZIER, Bernard, Restructuring work and employment in Europe: managing change in an era of
globalisation, 2008
-GUIRDHAM, Maureen, Communicating across cultures at work, Palgrave Macmillan, 2011
-KESSLER, Eric H. & WONG-MINGJI, Diana J. Cultural mythology and global leadership, Edward Elgar,
2009.
-MAUDE, Barry, Managing cross-cultural communication: principles and practice, Palgrave
Macmillan, 2011
Additional materials - available online or at the RMS Library - will be assigned incrementally
throughout the study period.
12
Integrated Business Management
Non-binding document – Syllabus subject to changes and updates
Coordinator: Dominique Garval (simulation)
Sharam Alijani (course)
Credit: 6 ECTS Level: Undergraduate
Language: English Hours: 45 h
Period: June 3 to 21, 2013
Prerequisite: None
Objectives
You will learn how to:
• put strategy into action throughout the organization
• gain commitment from individuals in the organization
• achieve strategic coherence throughout the organisation
• build a common approach and a common vocabulary
• network and share experiences, know-how and inspiration
Pedagogical Methods
• Learn by doing
• Problem based learning
• Conceptual inputs and mini-cases
• Teamwork
• Total immersion
• Application to clients live business issues
• Marketplace computer simulation
Content
• What does it mean to think in strategic terms?
• Who should think in strategic terms?
• The ingredients of a strategy: objectives, strategies and tactics
• Crafting strategy versus expressing strategy
• Vertical integration of strategies
• Horizontal integration of strategies
• Other key strategic integrators
• Strategy deployment and control
• The management of strategy
• Building commitment to strategy
• Key learning points
• Do’s and don’ts
Bibliography
To learn about the Marketplace simulation:http://www.marketplace-simulation.com
13
Optional Courses
Option 1: Luxury Marketing
Non-binding document – Syllabus subject to changes and updates
Coordinator: Nathalie Spielman Credit: 6 ECTS Level: Undergraduate
Language: English Hours: 45 h
Period: May 14 to 31, 2013
Prerequisite: None
Course Description
« Consommer du luxe, c’est consommer à la fois un produit, une légende/un mythe, une
tradition, des savoir-faire et un rite d’usage » - Gilles Lipovetsky
Luxury – accessible to few, desirable by many. This course will allow students to better
understand the general premises of marketing luxury brands and products, the
considerations required for this type of activity, and the implications of the current market
environment on luxury initiatives. Using case studies and real world examples the economic,
marketing, and emotional dimensions of luxury will be reviewed.
Course Learning Outcomes
Luxury marketing is a 45 hour class that consists of 30 hours of class lectures and work and
15 hours of professional interventions and conferences. Potential partners and/or studied
cases include: Printemps, Kempinski Hotels, Champagne houses, Groupe Richemont,
ongchamps …
Topics that will be covered include, but are not limited to:
Defining luxury and luxury brands
o Design, creation and lifecycle of luxury brands
o Types of luxury positioning (upscale to super luxury) and examples of
o Brand portfolios and the management of brand value
o Product focus: Champagne
- Consumer behaviour and luxury
o Demographic shifts and psychographic profiles
o Trading up, downsizing to maximize
o Emotional aspect of luxury brands
o Experiencing luxury (service, atmospherics, sensorial and experiential
marketing)
o Product focus: Luxury retailers (i.e. Printemps, Hediard, Hotels)
- Distribution and consumption of luxury brands
o Distribution and liquidity of luxury brands
14
o Massclusivity, niche marketing, pay as you go luxury
o Products with blurred value lines – democratizing luxury (perfume, designer
brands)
o Purchase cycles and frequency
o Product focus: Perfume and designer clothing
- Advertising and marketing strategy of luxury brands
o Price = luxury?
o Co-branding of luxury brands
o Advertising luxury brands, even in times of crisis
o Product focus: Diamonds, automotive
At the end of the course, students will be able to:
• Understand the specificity and the evolution of luxury companies in terms of
consumption and market: the paradox of luxury products, the impact of democratization of
luxury sector, the picture of the new consumer of luxury products.
• Understand the concepts of marketing and the strategies which are settled by big
brands of luxury products in order to develop and conserve their personal “touch”.
• Allow students to apply the methods, techniques and specific approaches of
marketing of luxury products in different contexts.
Pedagological Approach
Teaching methods used are meant to engage the students to better understand not just the
fundamental principles discussed in class but to also learn how to think about target markets
and learn to think ‘in the shoes of others’. As such, techniques that will be used include:
• In class case study evaluations
• Group work – create a luxury marketing strategy
• Examination of current luxury brands and campaigns and evaluations of them
• In class discussions and debates
This constructivist approach means that participation from the student as well as from the
instructor are essential to the learning process. The instructor facilitates the desire to learn
but the student must willingly engage and input to the process.
Materials used for the course could include key academic articles as well as readings from
the public domain and advertising campaigns. Case studies will be the main learning tool to
demonstrate the application of learning, supplemented by professional interventions and
perspectives.
Assessment
• Exam (30%)
• Individual project (20%)
• Group term project (30%)
• Participation (20%)
15
Option 2: Auditing & Risk Management Practices
Non-binding document – Syllabus subject to changes and updates
Coordinator: Nathalie Subtil Credit: 6 ECTS Level: Undergraduate
Language: English Hours: 45 h
Period: May 14 to 31, 2013
Prerequisite: None
With the cooperation of:
Price Waterhouse Coopers, Ernst & Young Audit, Deloitte & KPMG and MAZARS
Objectives
• Get to know the world of auditing: what is auditing? What do auditors do? What are the
main auditing standards? How is an audit carried out? What is involved in an audit, and what
is its context?
• Study the role of internal control and of corporate governance in risk management.
• Better understand the current financial situation: financial scandals, crises, harmonization
of accounting standards
At the end of this option, students must know:
• The role of corporate governance and of internal control in risk management and
corporate management
• The role of the external audit
• The various types of audit: financial audit, audit of accounts, operational audit
• The legal and regulatory context of the audit
• What is involved in an audit and current changes
Pedagogical Methods
• Courses will be given with interventions from several professionals drawn from some of
the principal auditing firms.
• Courses combine theory and practice through exercises, case studies, and concrete
examples
Content
Introduction: Presentation of the field and of the context of the audit, its role in financial
circles, and the job of an auditor
Part 1: The regulatory framework. The auditing standards of the CNCC and of the IFAC
(IAASB)
Part 2: Internal control and corporate governance (definition, role, reference framework,
objectives, and assessment of internal controls)
16
Part 3: The financial audit (the risk approach, the audit techniques, the account audits)
Part 4: Operational audits and one-off work carried out by auditors
Conclusion: Frauds, scandals, expectations, rise in strength of the audit, outlook
Assessment
Final test (100 %): 2 hours
17
Option 3: Strategy & Entrepreneurship
Non-binding document – Syllabus subject to changes and updates
Coordinator: Frédéric Nlemvo
Sharam Alijani
Credit: 6 ECTS Level: Undergraduate
Language: English Hours: 45 h
Period: May 14 to 31, 2013
Prerequisite: None
Overview
This course is designed to provide students with the understanding of entrepreneurship
through the analysis of both the role of entrepreneurs in the society and challenges related
to creating new ventures, including evaluating the entrepreneurial opportunity, the business
model, business plan, financing options, and growth perspectives. Concepts, skills, attitudes
and know-how relevant for creating and setting a venture as well as the preparation of a
business plan are covered. The course is framed in terms of new ventures, but skills
developed are not restricted to new or growing enterprises. The course also seeks to assist
students to understand how to convert strategic intentions into reality, whatever the kind of
activity under consideration (for profit or not-for profit).
Objectives
• To provide students with tools, ideas, understanding, experiences and resources that
can be useful to start a new venture or to develop a new business/activity in the context of
existing company or organization;
• To help them sharpen and integrate skills useful in coordinating objectives of the
venture with its strategy;
• To help them develop:
- the understanding of the complex tasks faced by entrepreneurs and managers
of new ventures and provide opportunities to apply managerial skills to the
initiation, formation, and management of a new firm or an entrepreneurial
existing company;
- an entrepreneurial perspective on decision making and skills in problem solving
by use of deductive and inductive reasoning;
• To help them acquire the mindset necessary to consider entrepreneurship as a viable
alternative career path.
By the end of this course, students should be able to:
• Assess their potential as an entrepreneur and acquire the skills to systematically
analyze new opportunities for commercialization;
• Identify new opportunities and screen them for commercialization;
• Identify and act on new opportunities through new products or new business models;
• Look at new opportunities from the perspective of their underlying business model;
• Write a feasible business plan;
• Sell a project professionally.
• Apply concepts of the course to areas of interest to them.
18
Pedagogical methods
This course is not a traditional lecture-based course. Conceptual material will be illustrated
and applied to the “real world” through rigorous class discussion of business cases,
exercises, etc. Specific methods comprise discussion with various guest speakers
(entrepreneurs and entrepreneurship service-provider speakers), case discussions, creative
business models, start-up simulation, written business plan and coaching.
Content
Part I: Decision to become entrepreneur
Introduction to entrepreneurship
The entrepreneur as an individual
Entrepreneurial entry strategies
Part II: Developing successful business ideas
Recognizing opportunities and generating ideas
Locating and measuring the window of opportunity: Positioning the new venture
The strategic window: identifying and analysing the gap for the new business
Feasibility analysis
Writing a business plan
Industry and competitor analysis
Developing an effective business model
Part III: Moving from an idea to an entrepreneurial firm
Preparing the proper ethical and legal foundation
Assessing a new venture’s financial strength and viability
Building new venture team
Getting financing and funding
Part IV: Managing and growing an entrepreneurial firm
The dimensions of business growth
Unique marketing issues
The importance of intellectual property
Preparing for and evaluating the challenges of growth
Strategies for firm growth
Assessment
There are four written deliverables that require submission of a formal report:
1. A short portrait of an entrepreneur (group work): 10%
2. One page-essay on “Why didn’t I think of that paper?” (Individual work): 10%
3. Business Model Exercise (10%): Student should (individually) develop a business model of
his/her “dream” company / division / industry, or a start-up entrepreneurial opportunity
he/she would like to pursue.
19
4. The final course project (60%): Students (group work) are required to complete one
course project. This project can be of four types and can be done in a group or individually:
• The first option is to write a business plan for a selected SME that would provide a
strategy for growth.
• The second option is to select a local or an accessible SME and write a "case" on the
company to be used for educational purposes. The format of the case will be defined by the
professor who will be happy to work with students on setting up meetings and working with
the selected entrepreneurs to complete the project, prior to the beginning of the course.
• The third option is to write a business plan for the launch of a business. Students
should only consider this path if they have a serious interest in getting a business up and
running within the next year or two.
• The fourth option is to write an individual draft of an academic paper on a topic
related to entrepreneurship. Some examples are “Enhancing angel investing in France”; “the
study of French regional entrepreneurial dynamism” and “How to enhance entrepreneurial
mindsets in a business school”. Data and required materials will be provided by the
professor.
NB: For the first two options, students should try to have a local or an accessible SME willing
and committed to allow enough time to complete the project by the end of the course.
5. Class participation (10%)
Selected readings: (not all are compulsory)
Books
• Bruce BARRINGFER and Duane IRELAND, 2010. Entrepreneurship successfully
launching new ventures, Pearson Prentice Hall. Global Edition. 3rd Edition. [Main reference]
• Business Jeffry TIMMONS and Stephen SPINELLI, 2009. New Venture Creation:
Entrepreneurship for the 21st Century, McGraw-Hill International Edition.
• Steve Mariotti, 2007, Entrepreneurship: Staring and operating a small business,
Prentice Hall.
• Philip A. WICKHAM, 2006. Strategic Entrepreneurship, FT Prentice Hall, 4th Edition.
Articles
• Bhide, AMAR. 1996. "The Questions Every Entrepreneur Must Answer." Harvard
Business Review, November-December: 120-130.
• William A. SAHLMAN, 1997. How to Write a Great Business Plan? Harvard Review,
July-August: 98-108
Simulation
• William A. SAHLMAN; Michael J. ROBERTS, Launching a High-Risk Business, Harvard
Business Press.
20
INTERNATIONAL RELATIONS OFFICE
Mrs Brigitte PANCIERA
Director of International Relations
Reims Management School
59 rue Pierre Taittinger 51100 REIMS
Tel : +33 3 26 77 46 12 / Fax : +33 3 26 77 54 25
[email protected]
Mrs Lydie KOPEZUN
Head of International Relations Sup de Co
(Incoming)
Reims Management School
59 rue Pierre Taittinger 51100 REIMS
Tel : +33 3 26 77 46 10 / Fax : +33 3 26 77 54 25
[email protected]
Mrs Agnès GRISON
Incoming Students Advisor( Europe)
Reims Management School
59 rue Pierre Taittinger 51100 REIMS
Tel : +33 3 26 77 46 87 / Fax : +33 3 26 77 54 25
[email protected]
Mr Dominique PERRIN
Head of International Relations Sup de Co
(Outgoing)
Reims Management School
59 rue Pierre Taittinger 51100 REIMS
Tel : +33 3 26 77 47 02 / Fax : +33 3 26 77 54 25
[email protected]
Mrs Delphine BEUVAIN
Outgoing Students Advisor (Europe)
Reims Management School
59 rue Pierre Taittinger 51100 REIMS
Tel : +33 3 26 77 47 04 / Fax : +33 3 26 77 54 25
[email protected]
Mrs Sylvie THUILLIER
Exchange Coordinator (TEMA & Sup TG)
Reims Management School
59 rue Pierre Taittinger 51100 REIMS
Tel : +33 3 26 77 47 36 / Fax : +33 3 26 77 54 25
[email protected]
Mrs Nathalie MARC-WANEUKEM
Exchange Coordinator (Short term programs + Erasmus)
Reims Management School
59 rue Pierre Taittinger 51100 REIMS
Tel : +33 3 26 77 46 51 / Fax : +33 3 26 77 54 25
[email protected]
21
59, rue Pierre Taittinger - BP 302 -
51061 Reims Cedex
FRANCE
Tel: + 33 (0)3 26 77 47 47 / Fax: +33 (0)3 26 04 69 63http://www.reims-ms.fr
Updated on October 23, 2012
doc_330991258.pdf
In this such a detailed file about european business environment entrepreneurial creativity.
International Bachelor Programme
January to June 2013
COURSE CATALOGUE
TABLE OF CONTENTS
REIMS MANAGEMENT SCHOOL ........................................................................................... 04
THE INTERNATIONAL BACHELOR PROGRAMME .................................................................. 05
ACADEMIC CALENDAR .......................................................................................................... 06
FRENCH GRADING SYSTEM .................................................................................................. 07
COURSES:
Mandatory courses:
FRENCH LANGUAGE & CULTURE ......................................................................................... 08
EUROPEAN BUSINESS ENVIRONMENT ................................................................................. 09
ENTREPRENEURIAL CREATIVITY ........................................................................................... 11
EUROPEAN BUSINESS PRACTICES ........................................................................................ 12
INTEGRATED BUSINESS MANAGEMENT .............................................................................. 13
Optional courses:
LUXURY MARKETING ............................................................................................................ 14
AUDITING & RISK MANAGEMENT PRACTICES ..................................................................... 16
STRATEGY & ENTREPRENEURSHIP ....................................................................................... 18
CONTACTS: INTERNATIONAL RELATIONS OFFICE ................................................................ 21
Reims Management School
Located i n the heart of the Champagne capi tal of the worl d, 45 mi nutes by
trai n from Pari s, Rei ms Management School has been i n exi stence si nce the
creati on of the Grande Ecol e program (Master of Sci ence i n Management) i n
1928. The school has grown to be a school of more than 4, 400 students wi th
88 permanent facul ty members and 500 vi si ti ng professors.
Constantl y stri vi ng for excel l ence, RMS i s accredi ted by the European Qual i ty
I mprovement System (EQUI S) si nce 2000 and by the Associ ati on of MBAs
(AMBA) si nce 2006. The school obtai ned i n 2010 the renowned Ameri can
accredi tati on, Associ ati on to Advance Col l egi ate School s of Busi ness
(AACSB). Hence RMS bel ongs to the smal l number of school s worl dwi de to be
tri pl e accredi ted at an i nternati onal l evel .
RMS i s a French busi ness school wi th a strong i nternati onal focus. Al l
students studyi ng at RMS have the opportuni ty to spend one semester
abroad studyi ng i n one of the RMS partner school s throughout the worl d.
The school currentl y has over 150 partner school s, i n approxi matel y 42
countri es on 5 conti nents. Over 60% of these partner school s are accredi ted
AACSB, EQUI S or AMBA
RMS offers a wi de range of management courses taught i n Engl i sh and i n
French throughout the academi c year. Thi s catal ogue hi ghl i ghts our course
offeri ng for the January to June peri od at the Bachel or l evel . Management
l evel courses taught i n Engl i sh are al so offered at Masters Level from
September to June each academi c year.
The I nternati onal Rel ati ons Offi ce (I RO) i s commi tted to assi sti ng al l
i nternati onal students to i ntegrate effortl essl y i nto the school and i nto l i f e
i n France. The I RO provi des assi stance to students i n fi ndi ng accommodati on
on or cl ose to campus. Students l i vi ng off-campus can take a short tramway
ri de of 10 mi nutes from the school to the ci ty centre. Wel come days are
organi sed where al l procedures are expl ai ned to students (regi strati on
detai l s, resi dents permi t, soci al securi ty etc. ), cul mi nati ng wi th a
compl i mentary vi si t of a popul ar champagne cel l ar.
We wel come you to Rei ms Management School and the home of
champagne!
4
International Bachelor Programme
Students who wi sh to take part i n thi s programme wi l l have a total of 225
contact hours of courses i ncl udi ng 5 mandatory courses and a choi ce of 1
opti onal course. Students can therefore val i date 36 ECTS (European) credi ts.
Each student wi l l have an i nsi ght i nto French cul ture, as wel l as the French
busi ness and management envi ronment.
The opti onal courses wi l l al l ow students to gai n knowl edge i n topi cs we
speci al i ze i n.
• France and Rei ms are synonymous wi th Luxury. Bei ng i n the
heart of the Champagne regi on and i n a country whi ch i s
devoted to l uxury products, thi s opti on wi l l gi ve an i nsi ght to
“l uxe à l a françai se”. Wi th presti gi ous partners and a hi stori c
background, thi s opti on i s perfect for students wi l l i ng to work
wi th some of the most successful French i nternati onal
compani es.
• Fi nance i s one of Rei ms Management School ’ s areas of
strength. Thi s opti on i s for al l students wi l l i ng to get an i nsi ght
on current fi nanci al aspects, meeti ng wi th renowned
compani es i n the fi nanci al worl d.
• Strategy and Entrepreneurshi p wi l l al l ow students to gai n an
enthusi asti c and enl i ghteni ng approach to creati ng and
managi ng thei r own busi ness.
5
Academic Calendar
Deadline to apply to our University : November 1
st
, 2012
International Welcome Days February 1, 2013
Beginning of Semester February 4, 201
MANDATORY COURSES (30 ECTS)
French Language & Culture February 4 to 22, 2013
European Business Environment * Winter Holidays
March 4 to 22, 2013
* February 25 to March 3
No class March 25 to April 1st
Entrepreneurial Creativity April 2 to 12, 2013
European Business Practices *Spring Holidays
April 15 to May 7
* April 22 to 26
Integrated Business Management June 3 to 21, 2013
OPTIONAL COURSES* (6 ECTS)
* student must choose only one courses during that period
- Luxury Marketing
- Auditing & Risk Management Practices
- Strategy & Entrepreneurship
Tuesday, May 14 to Friday,
May 31, 2013
End of Semester June 21, 2013
6
A Guide to the French Grading System
The French grading system is based on a 20 point scale; where 0 is the lowest grade and 20 is
the highest. Overall to pass, a student must obtain an overall average of 10 and not less than
8 in any one class.
Grade Comments
14-20 Exceptional Performance:
Detailed in-depth knowledge of the theory and techniques taught in class; able
to easily communicate this knowledge; independent and original practical
application of the theory and techniques
12-13.99 Good Performance:
Good overall understanding of the theory and techniques taught in class and
ability to apply as well as to communicate them well
10-11.99 Satisfactory Performance:
Satisfactory understanding of the theory and techniques taught in class and
ability to adequately apply and communicate them
8-9.99 Unsatisfactory Performance:
Elementary understanding of most of the theory and techniques taught in class
but considerable weaknesses in some areas as well as in the ability to apply and
communicate this understanding
Less than 8 Failure:
Inadequate and fragmented knowledge of the theory and techniques taught in
class or failure to complete assignments
Below, the average grade distribution at Reims Management School :
... 0 and
1,99
2 and
3,99
4 and
5,99
6 and
7,99
8 and 9,99 10 and 11,99 12 and 13,99 14 and 15,99 16 and
17,99
18 and 20
% of grades
between...
0,5
1,0
1,5
5,5
21,0
27,5
24,0
13,0
5,0
1,0
o Com
ments
given for completely
and unacceptable
performance
given for a very
hesitant,
insufficient, and
unsatisfactory
performance
given for a
mediocre
performance,
slightly below
average
Given for the
average
performance
given for a
good
performance a
little above
average
given for a very
good
performance
given for an
exceptional and
excellent performance
10 = PASS
7
Mandatory Courses
French Language & Culture
Non-binding document – Syllabus subject to changes and updates
Coordinator: Lilian POUDLES Credit: 6 ECTS Level: Undergraduate
Language: French Hours: 45 h
Period: February 4 to 22, 2013
Prerequisite: None
Context, issues, objective
Students will learn how to speak in French and how to live in France
Knowledge to be acquired when completing the course
French language tools for daily life
Knowledge of life in France and its culture
Teaching methods and recommended reading
(2 groups will be made – beginners, intermediates-advanced)
Exercises (the skills of speaking, listening, reading and writing)
Learn by doing, simulations, discussions, video
Plan of course (sample dates only)
- Introduction, greetings,
- Counting: numbers,
- Express an assessment,
- Interrogation, negation,
- Verbs
- Time schedule (days, months, years)
- Make an appointment,
- The food in France
- French history and geography, French society
Assessment Methods
Continuous evaluation
Bibliographic Elements
Beginners: book to be used : Café Crème 1 (Ed. Hachette)
8
European Business Environment
Non-binding document – Course syllabi are subject to changes and updates
Coordinator: Paul Sanders Credit: 6 ECTS Level: Undergraduate
Language: English Hours: 45 h
Period: March 4 to 22, 2013
Prerequisite: None
Context, issues, objective
Understand the importance of history and politics in the construction of Europe, with a focus on
France particularly.
Analyse in depth the functioning of Europe regarding institutions at a macro and micro economic
level. Understand the influence of the cultural environment on Management.
Discover the importance of global strategy and geopolitics
Knowledge to be acquired when completing the course
By the end of this course, student will be able to:
- Understand the internal dynamics and the place of the EU on the world geopolitical scene
- Understand the historical uniqueness of EU political and economic institution building (and
what this implies for business)
- Define and distinguish European models of management
- Describe how European culture impacts its corporate management
Teaching methods and recommended reading
Mini-lectures, workshops, student presentations, classroom discussions, field trips and company case
studies.
Plan of course (sample dates only)
‘Economic powerhouse - political lightweight’: the EU in geopolitical perspective
The European experiment: EU institutions in a business perspective
Student case study presentations
One field trip to the EU institutions in Brussels
Cultural components of European management
Assessment Methods
Continuous assessment (incl. active course participation): 60%
Final exam: 40%
All document allowed
Lecturers (RMS)
Dr. Paul Sanders, Dr. Catherine Aubier, Dr. Edgar Bellow
Bibliographic Elements
- Baldwin R., Wyplosz C., The Economics of European Integration, McGraw Hill, 2009.
9
- Dinan D., Ever Closer Union: An Introduction to European Integration, Palgrave Macmillan,
2010.
- McCormick J., Understanding the European Union: A Concise Introduction, Palgrave
Macmillan, 2011.
- Nello S., The European Union: Economics, Policy and History, McGraw Hill, 2011.
- Tekin A., Williams P.A., Geo-Politics of the Euro-Asia Energy Nexus: The European Union,
Russia and Turkey, Palgrave Macmillan, 2010.
Additional materials - available online or at the RMS Library - will be assigned incrementally
throughout the study period.
10
Entrepreneurial Creativity
Non-binding document – Course syllabi are subject to changes and updates
Coordinator: Sonia Boussaguet Credit: 2 ECTS Level: Undergraduate
Language: English Hours: 23 h
Period: April 2 to 12, 2013
Prerequisite: None
Context, issues, objective
The seminar relates to the re-creation and the development of an existing company. Re-creation
meaning to reproduce and model the starting of the company, after having included/understood and
having integrated the context and the personal history of the creator.
This formalization is integrated in a business Plan written and presented in front of the creator and a
professor of RMS.
Knowledge to be acquired when completing the course
Appropriation fundamental knowledge in management.
Drafting of business plan
Teaching methods and recommended reading
The method of teaching is: Problem based learning
Plan of course (sample dates only)
1. Presentation of seminar
2. Methodology of financial modeling / marketing
3. Meet 1 - Presentation of case (context, history…) - Elements for the drafting of a "portrait" of
entrepreneur
4. Meet 2- key elements of the business model of the cases studied
5. Meet 3 - Development of company
6. Meet 4 - Final presentation (Business plan)
Assessment Methods
Group work: Written “portrait” = 25%
Group work: Business Plan (exposed oral and written synthesis) = 75%
Invited lecturers
Founders of SME
Bibliographic Elements
Papin R. (2005), Stratégie pour la création d’entreprise: création, reprise, développement, Dunod
Verstraete T.et Jouison-Laffitte E. (2009), Business Model pour entreprendre: Le modèle GR : théorie
et pratique, Entrepreneurs, Dunod
Léger-Jarniou C. et Kalousis G (2010), Construire son Business Plan: Les clés du BP professionnel,
Collection: Entrepreneurs, Dunodhttp://www.apce.com /http://www.oseo.com
11
European Business Practices
Non-binding document – Syllabus subject to changes and updates
Coordinator: Catherine Aubier Credit: 6 ECTS Level: Undergraduate
Language: English Hours: 45 h
Period: April 15 to May 7, 2013
Prerequisite: None
Context, issues, objective
Knowledge to be acquired when completing the course
By the end of this course, students will be able to:
- Understand the impact of culture awareness on the corporate success
- Foster the necessary consciousness to operate effectively in the field of international negotiation
- Assimilate and apply contemporary theory on cultural difference and learn to decode complex
intercultural situations
Teaching methods and recommended reading
Mini-lectures, workshops, student presentations, classroom discussions, field trips and company case
studies.
Plan of course (sample dates only)
1. International meetings and negotiations
2. Defining culture, cultural programming, stereotypes, cybernetics
3. Models and criteria for cultural differentiation
4. Business Practices comparison: West - East
5. Intercultural approaches of leadership
Assessment Methods
Continuous assessment (incl. active course participation): 60%
Final exam: 40%
All document allowed
Invited lecturers (RMS)
Dr. Catherine Aubier, Dr. Paul Sanders, Dr. Edgar Bellow
Bibliographic Elements
-GAZIER, Bernard, Restructuring work and employment in Europe: managing change in an era of
globalisation, 2008
-GUIRDHAM, Maureen, Communicating across cultures at work, Palgrave Macmillan, 2011
-KESSLER, Eric H. & WONG-MINGJI, Diana J. Cultural mythology and global leadership, Edward Elgar,
2009.
-MAUDE, Barry, Managing cross-cultural communication: principles and practice, Palgrave
Macmillan, 2011
Additional materials - available online or at the RMS Library - will be assigned incrementally
throughout the study period.
12
Integrated Business Management
Non-binding document – Syllabus subject to changes and updates
Coordinator: Dominique Garval (simulation)
Sharam Alijani (course)
Credit: 6 ECTS Level: Undergraduate
Language: English Hours: 45 h
Period: June 3 to 21, 2013
Prerequisite: None
Objectives
You will learn how to:
• put strategy into action throughout the organization
• gain commitment from individuals in the organization
• achieve strategic coherence throughout the organisation
• build a common approach and a common vocabulary
• network and share experiences, know-how and inspiration
Pedagogical Methods
• Learn by doing
• Problem based learning
• Conceptual inputs and mini-cases
• Teamwork
• Total immersion
• Application to clients live business issues
• Marketplace computer simulation
Content
• What does it mean to think in strategic terms?
• Who should think in strategic terms?
• The ingredients of a strategy: objectives, strategies and tactics
• Crafting strategy versus expressing strategy
• Vertical integration of strategies
• Horizontal integration of strategies
• Other key strategic integrators
• Strategy deployment and control
• The management of strategy
• Building commitment to strategy
• Key learning points
• Do’s and don’ts
Bibliography
To learn about the Marketplace simulation:http://www.marketplace-simulation.com
13
Optional Courses
Option 1: Luxury Marketing
Non-binding document – Syllabus subject to changes and updates
Coordinator: Nathalie Spielman Credit: 6 ECTS Level: Undergraduate
Language: English Hours: 45 h
Period: May 14 to 31, 2013
Prerequisite: None
Course Description
« Consommer du luxe, c’est consommer à la fois un produit, une légende/un mythe, une
tradition, des savoir-faire et un rite d’usage » - Gilles Lipovetsky
Luxury – accessible to few, desirable by many. This course will allow students to better
understand the general premises of marketing luxury brands and products, the
considerations required for this type of activity, and the implications of the current market
environment on luxury initiatives. Using case studies and real world examples the economic,
marketing, and emotional dimensions of luxury will be reviewed.
Course Learning Outcomes
Luxury marketing is a 45 hour class that consists of 30 hours of class lectures and work and
15 hours of professional interventions and conferences. Potential partners and/or studied
cases include: Printemps, Kempinski Hotels, Champagne houses, Groupe Richemont,
ongchamps …
Topics that will be covered include, but are not limited to:
Defining luxury and luxury brands
o Design, creation and lifecycle of luxury brands
o Types of luxury positioning (upscale to super luxury) and examples of
o Brand portfolios and the management of brand value
o Product focus: Champagne
- Consumer behaviour and luxury
o Demographic shifts and psychographic profiles
o Trading up, downsizing to maximize
o Emotional aspect of luxury brands
o Experiencing luxury (service, atmospherics, sensorial and experiential
marketing)
o Product focus: Luxury retailers (i.e. Printemps, Hediard, Hotels)
- Distribution and consumption of luxury brands
o Distribution and liquidity of luxury brands
14
o Massclusivity, niche marketing, pay as you go luxury
o Products with blurred value lines – democratizing luxury (perfume, designer
brands)
o Purchase cycles and frequency
o Product focus: Perfume and designer clothing
- Advertising and marketing strategy of luxury brands
o Price = luxury?
o Co-branding of luxury brands
o Advertising luxury brands, even in times of crisis
o Product focus: Diamonds, automotive
At the end of the course, students will be able to:
• Understand the specificity and the evolution of luxury companies in terms of
consumption and market: the paradox of luxury products, the impact of democratization of
luxury sector, the picture of the new consumer of luxury products.
• Understand the concepts of marketing and the strategies which are settled by big
brands of luxury products in order to develop and conserve their personal “touch”.
• Allow students to apply the methods, techniques and specific approaches of
marketing of luxury products in different contexts.
Pedagological Approach
Teaching methods used are meant to engage the students to better understand not just the
fundamental principles discussed in class but to also learn how to think about target markets
and learn to think ‘in the shoes of others’. As such, techniques that will be used include:
• In class case study evaluations
• Group work – create a luxury marketing strategy
• Examination of current luxury brands and campaigns and evaluations of them
• In class discussions and debates
This constructivist approach means that participation from the student as well as from the
instructor are essential to the learning process. The instructor facilitates the desire to learn
but the student must willingly engage and input to the process.
Materials used for the course could include key academic articles as well as readings from
the public domain and advertising campaigns. Case studies will be the main learning tool to
demonstrate the application of learning, supplemented by professional interventions and
perspectives.
Assessment
• Exam (30%)
• Individual project (20%)
• Group term project (30%)
• Participation (20%)
15
Option 2: Auditing & Risk Management Practices
Non-binding document – Syllabus subject to changes and updates
Coordinator: Nathalie Subtil Credit: 6 ECTS Level: Undergraduate
Language: English Hours: 45 h
Period: May 14 to 31, 2013
Prerequisite: None
With the cooperation of:
Price Waterhouse Coopers, Ernst & Young Audit, Deloitte & KPMG and MAZARS
Objectives
• Get to know the world of auditing: what is auditing? What do auditors do? What are the
main auditing standards? How is an audit carried out? What is involved in an audit, and what
is its context?
• Study the role of internal control and of corporate governance in risk management.
• Better understand the current financial situation: financial scandals, crises, harmonization
of accounting standards
At the end of this option, students must know:
• The role of corporate governance and of internal control in risk management and
corporate management
• The role of the external audit
• The various types of audit: financial audit, audit of accounts, operational audit
• The legal and regulatory context of the audit
• What is involved in an audit and current changes
Pedagogical Methods
• Courses will be given with interventions from several professionals drawn from some of
the principal auditing firms.
• Courses combine theory and practice through exercises, case studies, and concrete
examples
Content
Introduction: Presentation of the field and of the context of the audit, its role in financial
circles, and the job of an auditor
Part 1: The regulatory framework. The auditing standards of the CNCC and of the IFAC
(IAASB)
Part 2: Internal control and corporate governance (definition, role, reference framework,
objectives, and assessment of internal controls)
16
Part 3: The financial audit (the risk approach, the audit techniques, the account audits)
Part 4: Operational audits and one-off work carried out by auditors
Conclusion: Frauds, scandals, expectations, rise in strength of the audit, outlook
Assessment
Final test (100 %): 2 hours
17
Option 3: Strategy & Entrepreneurship
Non-binding document – Syllabus subject to changes and updates
Coordinator: Frédéric Nlemvo
Sharam Alijani
Credit: 6 ECTS Level: Undergraduate
Language: English Hours: 45 h
Period: May 14 to 31, 2013
Prerequisite: None
Overview
This course is designed to provide students with the understanding of entrepreneurship
through the analysis of both the role of entrepreneurs in the society and challenges related
to creating new ventures, including evaluating the entrepreneurial opportunity, the business
model, business plan, financing options, and growth perspectives. Concepts, skills, attitudes
and know-how relevant for creating and setting a venture as well as the preparation of a
business plan are covered. The course is framed in terms of new ventures, but skills
developed are not restricted to new or growing enterprises. The course also seeks to assist
students to understand how to convert strategic intentions into reality, whatever the kind of
activity under consideration (for profit or not-for profit).
Objectives
• To provide students with tools, ideas, understanding, experiences and resources that
can be useful to start a new venture or to develop a new business/activity in the context of
existing company or organization;
• To help them sharpen and integrate skills useful in coordinating objectives of the
venture with its strategy;
• To help them develop:
- the understanding of the complex tasks faced by entrepreneurs and managers
of new ventures and provide opportunities to apply managerial skills to the
initiation, formation, and management of a new firm or an entrepreneurial
existing company;
- an entrepreneurial perspective on decision making and skills in problem solving
by use of deductive and inductive reasoning;
• To help them acquire the mindset necessary to consider entrepreneurship as a viable
alternative career path.
By the end of this course, students should be able to:
• Assess their potential as an entrepreneur and acquire the skills to systematically
analyze new opportunities for commercialization;
• Identify new opportunities and screen them for commercialization;
• Identify and act on new opportunities through new products or new business models;
• Look at new opportunities from the perspective of their underlying business model;
• Write a feasible business plan;
• Sell a project professionally.
• Apply concepts of the course to areas of interest to them.
18
Pedagogical methods
This course is not a traditional lecture-based course. Conceptual material will be illustrated
and applied to the “real world” through rigorous class discussion of business cases,
exercises, etc. Specific methods comprise discussion with various guest speakers
(entrepreneurs and entrepreneurship service-provider speakers), case discussions, creative
business models, start-up simulation, written business plan and coaching.
Content
Part I: Decision to become entrepreneur
Introduction to entrepreneurship
The entrepreneur as an individual
Entrepreneurial entry strategies
Part II: Developing successful business ideas
Recognizing opportunities and generating ideas
Locating and measuring the window of opportunity: Positioning the new venture
The strategic window: identifying and analysing the gap for the new business
Feasibility analysis
Writing a business plan
Industry and competitor analysis
Developing an effective business model
Part III: Moving from an idea to an entrepreneurial firm
Preparing the proper ethical and legal foundation
Assessing a new venture’s financial strength and viability
Building new venture team
Getting financing and funding
Part IV: Managing and growing an entrepreneurial firm
The dimensions of business growth
Unique marketing issues
The importance of intellectual property
Preparing for and evaluating the challenges of growth
Strategies for firm growth
Assessment
There are four written deliverables that require submission of a formal report:
1. A short portrait of an entrepreneur (group work): 10%
2. One page-essay on “Why didn’t I think of that paper?” (Individual work): 10%
3. Business Model Exercise (10%): Student should (individually) develop a business model of
his/her “dream” company / division / industry, or a start-up entrepreneurial opportunity
he/she would like to pursue.
19
4. The final course project (60%): Students (group work) are required to complete one
course project. This project can be of four types and can be done in a group or individually:
• The first option is to write a business plan for a selected SME that would provide a
strategy for growth.
• The second option is to select a local or an accessible SME and write a "case" on the
company to be used for educational purposes. The format of the case will be defined by the
professor who will be happy to work with students on setting up meetings and working with
the selected entrepreneurs to complete the project, prior to the beginning of the course.
• The third option is to write a business plan for the launch of a business. Students
should only consider this path if they have a serious interest in getting a business up and
running within the next year or two.
• The fourth option is to write an individual draft of an academic paper on a topic
related to entrepreneurship. Some examples are “Enhancing angel investing in France”; “the
study of French regional entrepreneurial dynamism” and “How to enhance entrepreneurial
mindsets in a business school”. Data and required materials will be provided by the
professor.
NB: For the first two options, students should try to have a local or an accessible SME willing
and committed to allow enough time to complete the project by the end of the course.
5. Class participation (10%)
Selected readings: (not all are compulsory)
Books
• Bruce BARRINGFER and Duane IRELAND, 2010. Entrepreneurship successfully
launching new ventures, Pearson Prentice Hall. Global Edition. 3rd Edition. [Main reference]
• Business Jeffry TIMMONS and Stephen SPINELLI, 2009. New Venture Creation:
Entrepreneurship for the 21st Century, McGraw-Hill International Edition.
• Steve Mariotti, 2007, Entrepreneurship: Staring and operating a small business,
Prentice Hall.
• Philip A. WICKHAM, 2006. Strategic Entrepreneurship, FT Prentice Hall, 4th Edition.
Articles
• Bhide, AMAR. 1996. "The Questions Every Entrepreneur Must Answer." Harvard
Business Review, November-December: 120-130.
• William A. SAHLMAN, 1997. How to Write a Great Business Plan? Harvard Review,
July-August: 98-108
Simulation
• William A. SAHLMAN; Michael J. ROBERTS, Launching a High-Risk Business, Harvard
Business Press.
20
INTERNATIONAL RELATIONS OFFICE
Mrs Brigitte PANCIERA
Director of International Relations
Reims Management School
59 rue Pierre Taittinger 51100 REIMS
Tel : +33 3 26 77 46 12 / Fax : +33 3 26 77 54 25
[email protected]
Mrs Lydie KOPEZUN
Head of International Relations Sup de Co
(Incoming)
Reims Management School
59 rue Pierre Taittinger 51100 REIMS
Tel : +33 3 26 77 46 10 / Fax : +33 3 26 77 54 25
[email protected]
Mrs Agnès GRISON
Incoming Students Advisor( Europe)
Reims Management School
59 rue Pierre Taittinger 51100 REIMS
Tel : +33 3 26 77 46 87 / Fax : +33 3 26 77 54 25
[email protected]
Mr Dominique PERRIN
Head of International Relations Sup de Co
(Outgoing)
Reims Management School
59 rue Pierre Taittinger 51100 REIMS
Tel : +33 3 26 77 47 02 / Fax : +33 3 26 77 54 25
[email protected]
Mrs Delphine BEUVAIN
Outgoing Students Advisor (Europe)
Reims Management School
59 rue Pierre Taittinger 51100 REIMS
Tel : +33 3 26 77 47 04 / Fax : +33 3 26 77 54 25
[email protected]
Mrs Sylvie THUILLIER
Exchange Coordinator (TEMA & Sup TG)
Reims Management School
59 rue Pierre Taittinger 51100 REIMS
Tel : +33 3 26 77 47 36 / Fax : +33 3 26 77 54 25
[email protected]
Mrs Nathalie MARC-WANEUKEM
Exchange Coordinator (Short term programs + Erasmus)
Reims Management School
59 rue Pierre Taittinger 51100 REIMS
Tel : +33 3 26 77 46 51 / Fax : +33 3 26 77 54 25
[email protected]
21
59, rue Pierre Taittinger - BP 302 -
51061 Reims Cedex
FRANCE
Tel: + 33 (0)3 26 77 47 47 / Fax: +33 (0)3 26 04 69 63http://www.reims-ms.fr
Updated on October 23, 2012
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