Description
Data regarding pre specialisation track management.
1
COURSE CATALOGUE
2014-2015
Master programs in English
2
TABLE OF CONTENTS
4
th
YEAR in Angers ...................................................................................................................... 5
Fall semester (Sept-Dec) ............................................................................................................ 6
Pre-specialisation track “Management” ..................................................................................... 7
MGT410 - LEADERSHIP & STRATEGY ............................................................................................ 8
MGT412 - PROJECT MANAGEMENT ............................................................................................. 10
MGT414 - PERFORMANCE AND OPERATIONS MANAGEMENT (POM) ................................................ 12
MGT417 - STARTING NEW VENTURE .......................................................................................... 14
Pre-specialisation track “Marketing” ........................................................................................ 16
MGT410 - LEADERSHIP & STRATEGY .......................................................................................... 17
MKG411 - THE VARIOUS TYPES OF MARKETING .......................................................................... 19
INT411 - COUNTRY RISK ANALYSIS ........................................................................................... 21
MKG414 - DIGITAL MARKETING ................................................................................................. 24
MKG421 - CUSTOMER RELATIONSHIP MANAGEMENT (CRM) .......................................................... 26
Spring semester (Jan-May) ...................................................................................................... 27
Pre-specialisation track “International Business” (in Angers) ................................................. 28
MGT410 - LEADERSHIP & STRATEGY .......................................................................................... 29
MKG414 - DIGITAL MARKETING ................................................................................................. 31
INT411 - COUNTRY RISK ANALYSIS ........................................................................................... 33
INT412 - BUSINESS AND MARKET DYNAMICS (UNDER CONSTRUCTION) ........................................ 36
INT431 - EUROPEAN INTEGRATION AND BUSINESS ENVIRONMENT ............................................... 37
INT432 - INTERNATIONAL STRATEGIC MANAGEMENT .................................................................. 38
Pre-specialisation track “Finance” (in Paris) ............................................................................ 41
FIN431 - CORPORATE FINANCE 1............................................................................................... 42
FIN432 - FINANCIAL MARKETS 1 ............................................................................................... 44
FIN433 - QUANTITATIVE METHODS FOR FINANCE ....................................................................... 46
FIN434 - FINANCIAL INFORMATION SYSTEMS ............................................................................. 48
FIN435 - INTERNATIONAL ACCOUNTING ..................................................................................... 49
4
th
year courses in Shanghai ................................................................................................... 51
INT471 - ASIAN ECONOMY AND GEOPOLITICS ............................................................................ 52
INT472 - ASIAN BUSINESS RESEARCH PROJECT .......................................................................... 55
INT474 - COUNTRY RISK ANALYSIS ........................................................................................... 57
INT475 - CROSS-CULTURAL MANAGEMENT AND NEGOTIATION ..................................................... 60
MGT474 - LEADERSHIP AND STRATEGY ...................................................................................... 62
MKG474 - STRATEGIC AND SUPPLY CHAIN MANAGEMENT ............................................................ 64
MKG475 - BRANDING AND RETAILING IN ASIA ........................................................................... 66
MKG476 - DIGITAL MARKETING ................................................................................................. 68
3
4th year courses in Budapest .................................................................................................. 70
OVERVIEW 4
TH
YEAR COURSES IN BUDAPEST ........................................................................... 71
MKG462 - INTERNATIONAL MARKETING (Sept-Dec) ..................................................................... 72
MKG463 - ADVANCED MARKET RESEARCH (Sept-Dec).................................................................. 74
ENV461 - ECONOMIC INTELLIGENCE .......................................................................................... 76
ENV462 - DOING BUSINESS AND MANAGEMENT IN CENTRAL AND EASTERN EUROPE ...................... 78
ENV463 - STARTING NEW VENTURES ......................................................................................... 80
FIN468 - INTERNATIONAL MONETARY GOVERNANCE ................................................................... 82
INT461 - GEOPOLITICS ............................................................................................................ 84
MGT410 - LEADERSHIP & STRATEGY .......................................................................................... 86
MGT463 - CROSS CULTURAL MANAGEMENT ................................................................................ 88
MGT464 - PROJECT MANAGEMENT ............................................................................................. 91
MGT465 - PRODUCT AND PROCESS INNOVATION ........................................................................ 93
MGT466 - CRISIS MANAGEMENT ................................................................................................ 95
FIN463 - CORPORATE FINANCE (Jan-May) .................................................................................. 97
FIN464 – INVESTING (Jan-May) ................................................................................................ 99
5th YEAR ................................................................................................................................ 101
Professionalisation major “International Business” (in Angers) ........................................... 102
INT511 - BUSINESS COMMUNICATION IN AN INTERNATIONAL ENVIRONMENT ............................... 103
INT512 - BUSINESS INTERNATIONALIZATION ............................................................................ 105
INT513 - GLOBAL SUPPLY CHAIN MANAGEMENT ......................................................................... 107
INT514 - INTERNATIONAL TRADE ENVIRONMENT ....................................................................... 110
Professionalisation major “Corporate Finance” (in Angers) .................................................. 114
FIN531 - MANAGEMENT CONTROL AND REPORTING .................................................................... 115
FIN532 - ADVANCED CORPORATE FINANCE................................................................................ 117
FIN533 - INTERNAL AUDITING AND RISK MANAGEMENT ............................................................. 119
FIN534 - PROJECT FINANCIAL MANAGEMENT ............................................................................. 121
FIN535 - CFO’S ENVIRONMENT ................................................................................................. 123
Professionalisation major “Consulting and Financial Engineering” (in Paris) ........................ 125
FIN541 - CORPORATE FINANCE & PORTFOLIO MANAGEMENT ....................................................... 126
FIN542 - FINANCIAL RISK ANALYSIS ......................................................................................... 128
FIN543 - VBA & QUANTITATIVE METHODS ................................................................................. 130
FIN544 - FINANCIAL ENGINEERING ........................................................................................... 131
FIN545 - DERIVATIVES, EQUITY AND FIXED INCOME .................................................................. 133
Professionalisation major “Entrepreneurship” (in Angers) ................................................... 135
MGT511 - BUSINESS MODELING AND PLANNING ........................................................................ 136
MGT512 - BUSINESS DEVELOPMENT AND INTRAPRENEURSHIP .................................................... 138
MGT513 - SME STRATEGIC MANAGEMENT ................................................................................. 140
MGT514 - ENTREPRENEURIAL PROJECT ..................................................................................... 142
MGT514 - PROJET ENTREPRENEURIAL ....................................................................................... 144
MGT515 - SOCIAL AND WEB ENTREPRENEURSHIP ...................................................................... 146
4
Professionalisation major “Marketing of retail products” (in Angers) ................................... 149
MKG541 - BRAND MANAGEMENT .............................................................................................. 150
MKG542 - OPERATIONAL MARKETING ....................................................................................... 152
MKG542 - MARKETING OPERATIONNEL ..................................................................................... 154
MKG543 - SALES DEVELOPMENT ............................................................................................... 156
MKG544 - RETAILERS'S STRATEGY AND MARKETING .................................................................. 158
MKG545 - DIGITAL EXPERTISE ................................................................................................. 160
5
4
th
YEAR in Angers
6
Fall semester (Sept-Dec)
7
Pre-specialisation track
“Management”
8
MGT410 - LEADERSHIP & STRATEGY
IDENTIFICATION :
Course title : LEADERSHIP & STRATEGY
Supervisor : DELI-GRAY Zsuzsa Semester : 07/08
Based in : Budapest - Office : B5 Department : Management
E-mail : [email protected] Code : MGT410
Teaching language : English Campus : Budapest
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
This course is intended for students in master degree who will have the authority and need personal skills to set, develop and
implement organizational strategies. This course is also structured to make good understanding and experimentation of Leadership
and Strategic frameworks and methodologies. Fundamentals traits and characteristics of both Leadership and Strategy will be
addressed. Today, working in organizations presumes the management of people and the exercise of leadership. In spite of being a
relation with others is above all a relation with oneself. This practice involves developing communication skills as well as
understanding political dimensions. A particular attention will be place on topics and considerations at crossroads between
Leadership & Strategy. Guest Speakers and a Business Game will induce vivid descriptions and experimentation for students.
LEARNING GOALS/LEARNING OBJECTIVES :
1.1 Graduates will know the current theories and concepts of leadership.
1.2 Graduates will be capable to incorporate the global strategy of a company when completing a mission or leading a service.
1.3 Graduates will be capable to identify the stakes of a situation, analyse different options and evaluate their impact.
1.4 Graduates will know how to apply appropriate decision-making processes in the framework of their mission or tasks.
2.1 Graduates will have acquired interpersonal, relational and social skills required for managerial positions.
2.2 Graduates will demonstrate capacities of adaptation and problem-solving in managerial situations.
ORGANISATION :
Lecture Seminar Other
Leadership ------------------------------------------------------------------------------------------- 15,00
- Figures of Power
Understanding the structure of power and its dynamics in organizations De Pree, M. Leadership is an art -
Chapter
Interviews with S. Vallas, N.
Fligstein, S. Clegg, J.C. Thoenig,
M@n@gement, 2011/1, vol. 14, p.
24-46
Film : Jonestown
- Forms and Types of Leadership
Manager & Leaders: similarities and Differencies
Understanding leadership styles
De Pree, M. Leadership is an art-
Chapter
Zaleznik, A. Managers and leaders,
are they different? Best of HBR
Case : "Wash Whiter than white",
Paul Hardy
- The exercise of authority in the upper-subordinate relationships
Negotiating, Communicating & creating followers
Directing a subordinate who objects indirectly
Understanding the dynamic of authority relationship
De Pree, M. Leadership is an art-
Chapter
Zaleznik, A. The dynamic of
subordinacy, HBR N°916531
Kets de Vries, MFR. Folie à deux :
acting out your superior’s fantasies
Case : Blackman and Dodds, Bob
Knowlton, Del Tronics
- The political skills in organizations: a must or a necessary evil?
Networking, Data mining and influencing events and people
Know how to develop political skills
Analyze power games
Enter the political stakes of relationships in organizations
De Pree, M. Leadership is an art-
Chapter
Ferris, R.G. & al. Political skill at
work, Organizational dynamics, vol.
28, N° 4, 2000, p.25-37
Jim Donovan, Cibola
- The vision of the leader: anticipate the future and build: exemples of innovatives organizations
Vision: a stretch & leverage approach
Empowering creativity in the organization
Mobilizing towards a mission statement
Examples of key leaders in innovative organizations
De Pree, M. Leadership is an art-
Chapter
Tichy, N, Charan, R, An interview
with Jack Welch, HBR, sept-oct
1989
Case : Dead leaves, Mag Rec Inc.
Strategy --------------------------------------------------------------------------------------------- 12,00
- The Strategic Arena
The characteristics of strategic decisions
What is and is not Strategy and strategic management
JOHNSON et al. (2011),
Fundamentals of Strategy,
9
How strategic priorities vary by level
The basic vocabulary of strategy
Strategizing?
PEARSON, Chapter 1
- Appreciating Competitiveness
Context and characteristics of competitiveness
How the external environment influences competitiveness?
Strategic tools to frame the external environment
Competitiveness drivers
Competitiveness improvement choices
JOHNSON et al. (2011),
Fundamentals of Strategy,
PEARSON, Chapter 2
- Strategic Leverage of Resources
Value Chain analysis
Core competencies
From fit & allocation to stretch & leverage perspectives
JOHNSON et al. (2011),
Fundamentals of Strategy,
PEARSON, Chapter 3
- New insights and issues in Strategy
Strategic Moves
Blue Ocean Strategies
New economics and trends in technological environments
Assessing associated Strategic issues
For a New Strategic Game Play…
KIM & MAUBORGNE (2005), Blue
Ocean Strategy, HBS Press,
Chapter 1
Business Game -------------------------------------------------------------------------------------- 14,00
- Working in group and Introduction to the Business Game
Group Dynamics and team working
Assessment and introduction to the Business Game
- 3 days challenge based on quantitative strategic decision sheets
Manage and take strategic decisions to success in international markets
- 3 days challenge based on qualitative strategic reports
Play and act as senior manager and structure your decisions in context of finance,
HRM, Marketing, Sales...
- A retrospective report on strategic and leadership outcomes of the Business Game
Guest Speakers ------------------------------------------------------------------------------------- 3,00
- Guest Speakers on Leadership & Strategy
How do leaders actually lead?
How Strategist actually think and take decisions?
- Guest Speakers on Leadership & Strategy
How do leaders actually lead?
How Strategist actually think and take decisions?
30,00 14,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE)
Midterm exam (ME) 40
Written exam Individual 100 1,00
Continuous assessment (CA) 60
Project Group 50
Written exam Individual 50
SUGGESTED FURTHER READINGS :
- JOHNSON et al. (2011), Fundamentals of Strategy, PEARSON
- KIM & MAUBORGNE (2005), Blue Ocean Strategy, HBS Press
- De Pree, M. (2004) Leadership is an art, Currency Doubleday
- Bass, B. (1990). Bass & Stogdill’s Handbook of Leadership: Theory, Research, and Managerial Applications. New York, NY: Free
Press.
- JOHNSON et al. (2010), Exploring Strategy Text & Cases, PEARSON
- THURMAN P. (2009), MBA Fundamentals: Strategy, Kaplan Test Prep
- Bryman, A. (1996). Leadership in Organizations. In S. Cleegg, C. Hardy, & W. Nord (Eds.), Handbook of Organization Studies (pp.
276-292). Thousand Oaks, CA: Sage Publications.
- Burns, J. (1978). Leadership. New York, NY: Harper & Row Publishers.
- Kellerman, B. (Ed.). (1984). Leadership: Multidisciplinary Perspectives. Englewood Cliffs, NJ: Prentice-Hall Inc.
- Pfeffer, J. (1977). The Ambiguity of Leadership. Academy of Management Review, 2(1), 104-112.
- Smircich, L., & Morgan, G. (1982). Leadership: The Management of Meaning. Journal of Applied Behavioral Science, 18(3), 257-
273.
- Yukl, G. (1981). Leadership in Organizations. Englewood Cliffs, NJ: Prentice-Hall.
10
MGT412 - PROJECT MANAGEMENT
IDENTIFICATION :
Course title : PROJECT MANAGEMENT
Supervisor : ABID-DUPONT Marie-Aude Semester : 07
Based in : Angers - Office : H1710 Department : Management
E-mail : [email protected] Code : MGT412
Teaching language : English Campus : Angers/Paris
Total number of hours : 30,00 / ECTS credits : 4,00
OVERALL DESCRIPTION :
This course is designed to help graduates understand the terminologies, principles, tools and techniques for hands on project
management. This course will prepare them to be a pro-active project manager with a good grasp of pre-construction, project
initiation and project planning phases. In this course they will be exposed to problem analysis and issues of scope definition, time
and cost estimation.
On completion of this course they would be able to understand how to plan a project in order to be able to control and monitor the
delivery of an effective outcome given time and cost constraints. Different delivery methods will be used to enhance the graduates
learning process through blended learning using case studies, examples, experimentations and short-vivas.
LEARNING GOALS/LEARNING OBJECTIVES :
1.3 Graduates will be capable to identify the stakes of a situation, analyse different options and evaluate their impact.
1.4 Graduates will know how to apply appropriate decision-making processes in the framework of their mission or tasks.
2.2 Graduates will demonstrate capacities of adaptation and problem-solving in managerial situations.
4.2 Graduates will have good command of project management methodology and of the tools for effective management of the
human resources involved.
ORGANISATION :
Lecture Seminar Other
Fundamentals and initial stage in Project Management ------------------------------------------ 6,00
- Introduction to Project Management
The goal of Project Management
Project constraints and challenges
Project stakeholders
Project lifecycle
Project success or failure
Relationship Between Project Management, operations Management, and
organizational Strategy
PMI (2013) Project Management
Institute, A Guide to the Project
Management Body of Knowledge
(PMBOK Guide 5th edition). pp. 1
to 18
- Project Inception
Identify and describe a problem/opportunity to be adressed
Evaluate the interest/benefit to adress it
Define the project goal
Identify success and limiting factors
Prepare an oral presentation of
project synopsis according to
proposed call for project
Project initiation: From the initial problem to Project Formulation ------------------------------ 12,00
- Situation analysis
External analysis
Internal analysis
SWOT analysis
Conduct all the steps of a situation
analysis in team on your own
project
- Objective analysis and strategy definition
From the problem tree to the objective tree
Selecting appropriate criteria
Defining a strategy
Define the strategy of your project
- Project formulation
The logical framework of the project
Setting the objectives
Setting up the indicators ans means of verification
Setting up the key assumptions
Formulate the logical framework for
the project
Porject planning: From the Project formulation to the Implementation Plan ------------------- 9,00
- Human Resources Management Plan
Typical roles in project management
Roles and responsabilities in project management
Leadership in project management
Build a responsibility matrix for
your team project
PMI (2013) Project Management
Institute, A Guide to the Project
Management Body of Knowledge
(PMBOK Guide 5th edition).
Chapter 9
- Scope Management Plan
Project scope requirements
Scope definition
Designing the WBS
Design a WBS for your team
project
PMI (2013) Project Management
11
Institute, A Guide to the Project
Management Body of Knowledge
(PMBOK Guide 5th edition).
Chapter 5
- Time Management Plan
From scope definition to schedule
Time estimation methods
PERT technique
GANTT chart
Design a schedule for your project
using PERT and GANTT tehcniques
PMI (2013) Project Management
Institute, A Guide to the Project
Management Body of Knowledge
(PMBOK Guide 5th edition).
Chapter 6 and 8
- Cost Management Plan
Project resource requirements
From resource plan to budget estimation
Funding strategy
Estimate the overall budget you
need to implement your project
and propose a funding strategy
PMI (2013) Project Management
Institute, A Guide to the Project
Management Body of Knowledge
(PMBOK Guide 5th edition).
Chapter 7
27,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 60
Written exam Individual 100 3,00
Midterm exam (ME)
Continuous assessment (CA) 40
Project Group 100
SUGGESTED FURTHER READINGS :
- PMI (2013) Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK Guide 5th edition).
- BENDER, M. D. (2009), A Manager's Guide to Project Management: Learn How to Apply Best Practices, FT PRESS, 288p
- VERZUH, E. (2008), The Fast Forward MBA in Project Management, 3rd Ed., WILEY, 480p
12
MGT414 - PERFORMANCE AND OPERATIONS MANAGEMENT (POM)
IDENTIFICATION :
Course title : PERFORMANCE AND OPERATIONS MANAGEMENT (POM)
Supervisor : BRUSSET Xavier Semester : 07
Based in : Angers/Paris - Office : 8 Department : Management
E-mail : [email protected] Code : MGT414
Teaching language : English Campus : Angers
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
This course is composed of three parts. The course presents basic and advanced concepts of process management for a third of the
total time devoted to this course. One session is dedicated to managing inventory within a supply chain. Another third is dedicated
to performance management, fundamental tenet of entrepreneurship, international business and supply chain activities. The last
third centers on matching capabilities and forecasts: fundamental for revenue management, purchasing and marketing.
This course provides the basic tools and concepts for the students wishing to specialize in supply chain management, change
management, revenue management, international business, and all entrepreneurial activities. They will master the concepts
involved in modifying and adapting business units, quality control and performance monitoring, change management or adapting
supply and demand to forecasts.
LEARNING GOALS/LEARNING OBJECTIVES :
1.3 Graduates will be capable to identify the stakes of a situation, analyse different options and evaluate their impact.
4.1 Graduates will demonstrate critical thinking and creative problem-solving in management practice.
ORGANISATION :
Lecture Seminar Other
Basic operations ------------------------------------------------------------------------------------- 12,00
- Planning and Scheduling operations
Relationship of operations plans with other plans
Managing demand
Adjusting resources and capacities to demand
Chap 14, OM KR&M, 9th ed
- Managing process constraints/costs: make or buy
Evaluating capacity and requirements
Planning capacity: make or buy
Theory Of Constraints (TOC), bottleneck identification
Chap 5 OM Stevenson
Case: Decision making under
uncertainty of demand
- Inventory management: managing uncertainty
Safety stock and reorder point (lead time, service level)
Quantity discounts
Cost of over/under-stocking
Exercise : Impact of improved forecast on seasonal products' profitability
Chap 11-12 SCM, Chopra & Meindl
Reading: Making supply meet
Demand, Fisher and Obermeyer,
Harvard Business Review (pdf)
- Material Requirement, Distribution Requirement Plans
Material Requirement Planning: static
Material Requirement Planning : dynamic
Available to promise
Distribution planning
Exercises
Chap 13 OM Stevenson
Advanced tools for operations ---------------------------------------------------------------------- 12,00
- Time series and advanced forecasting
Why you need forecasting
Forecast methods
Forecasts using time series
Measuring forecast error
Exercises
Reading: Chap 13, OM KR&M
- Basic tools of revenue management
What is revenue management
Who uses revenue management
Performance indicators
Value analysis
Taking competition into account
Overbooking
Rading chapter 2 of Revenue
Management
Exercise
- Supply chain and logistics strategy: example of the petrochemical industry
Overview of supply chain in oil industry
Practical problems that a supply manager has to solve
Case study
- Sales & operations planning
Stages in demand planning and scheduling
Gantt charts
Capacity scheduling
Exercises
Reading "Enhancing the
performance in operations and
logistics"
Driving performance -------------------------------------------------------------------------------- 15,00
- Designing process performance indicators
Performance: definition and concept
Measuring performance
Reading "Looking inside for
competitive advantage"
13
Measuring human performance
Measuring the performance of an organization
Building a performance indicator
- Performance evaluation feedback loop, business process redesign
Building a loop
Creating a continuous improvement culture
Business Process Reengineering (BPR)
Chap 10 OM KR&M
Copper Kettle Catering Case, part 1
- Total Quality Management
Measuring tools for Total Quality Management
Statistical implementation
Control charts
Error detection
Chapter 5 OM KR&M
- Balanced scorecard
Corporate performance scorecard
Strategy map framework
Identifying key performance indicators
"The Balanced Scorecard –
Measures that balance
performance" -- Harvard Business
Review
- Pizzeria Case
Reading and discussion Case in class
Semester Case Presentations and Debrief -------------------------------------------------------- 3,00
- Students present in groups a study of a case. A written report is handed in.
42,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 40
Written exam Individual 100 3,00
Midterm exam (ME)
Continuous assessment (CA) 60
Project Group 50
Oral exam Group 50
SUGGESTED FURTHER READINGS :
- "Operations Management, Processes and Supply chains": Lee Krajewski, Larry Ritzman and Manoj Malhotra, 9th edition, Pearson
Education Inc., 2010.
- "Operations Management" (2005), William Stevenson, 8th edition, McGraw Hill
- "Supply Chain Management, Strategy, Planning and Operation", (2010), Sunil Chopra & Peter Meindl, 4th edition, Pearson
Education
- "Balanced Scorecards in the context of Business Strategy Planning" John Shuttleworth, Europartnership, 2001 (pdf)
- "Revenue Management for Hospitality and Tourism" (2013) Patrick Legoherel, Elizabeth Poutier and alan Fyall, Goodfellow
Publishers Ltd.
- "The balanced scorecard – measures that drive performance" Robert S. Kaplan and David P. Norton, Harvard Business Review,
Jan-Feb 1992. (pdf)
- "Using the balanced scorecard as a strategic management system" Robert S. Kaplan and David P. Norton, Harvard Business
Review, Jan-Feb 1996. (pdf)
14
MGT417 - STARTING NEW VENTURE
IDENTIFICATION :
Course title : STARTING NEW VENTURE
Supervisor : LESAGE Xavier Semester : 07
Based in : Angers - Office : H1709B Department : Management
E-mail : [email protected] Code : MGT417
Teaching language : English Campus : Angers
Total number of hours : 30,00 / ECTS credits : 4,00
OVERALL DESCRIPTION :
This module offers students a first approach to entrepreneurship. It is to give them an entrepreneurial spirit, and more specifically to
make them aware of challenges and facets of starting a new business. Three key stages will be address in this course: the
development of entrepreneurial skills of our students (comfort with change and chaos, teamwork, evangelism and negotiation
through influence and persuasion), the development of an entrepreneurial thought through discussion with experts and leaders and
the development of entrepreneurial experiments through attendance to an entrepreneurship contest, the understanding of the legal
and operational aspects of starting a new venture.
LEARNING GOALS/LEARNING OBJECTIVES :
1.3 Graduates will be capable to identify the stakes of a situation, analyse different options and evaluate their impact.
2.1 Graduates will have acquired interpersonal, relational and social skills required for managerial positions.
4.1 Graduates will demonstrate critical thinking and creative problem-solving in management practice.
ORGANISATION :
Lecture Seminar Other
PART 1: Entrepreneurial skills development ------------------------------------------------------ 9,00
- Creative challenge (session 1)
Use of a creative challenge to develop the 3 following entrepreneurial skills:
- Comfort with chaos, change and uncertainty
- Team building
- Evangelism and negotiation through influence and persuasion (oral communication)
Students have to form 3 groups
- Creative challenge (session 2)
Use of a creative challenge to develop the 3 following entrepreneurial skills:
- Comfort with chaos, change and uncertainty
- Team building
- Evangelism and negotiation through influence and persuasion (oral communication)
- Creative challenge (session 3)
Students’ presentations using 3 different communication tools: a play, a slides show
or a drawing without using words for another group, and a video, feed-back on the
presentations and on the entrepreneurial skills at stake.
Oral presentations (3 groups)
PART 2: Entrepreneurial development through leaders’ conferences and entrepreneurship contest 10,00
- Entrepreneurial contest
Compulsory participation in the "Marathon de la Création" entrepreneurial contest 2 extra points (continuous
assessment grade) for students
awarding a "Marathon de la
Création" prize
- Creativitron conference
Compulsory attendance at a conference organized by the "Creativitron" program One written short report per
student on what they have learnt
thanks to their participation in this
event
- Automnales conferences on entrepreneurship
Compulsory attendance at one of the "ESSCA Automnales" conferences One written short report per
student on what they have learnt
thanks to their participation in this
event
PART 3: Legal and operational aspects of starting a new venture ------------------------------- 9,00
- Challenge starting my own business (part1)
Participation in the challenge "Starting my own business"
Three groups of students have to start a business that is described in the "start
guide" they receive at the beginning of the challenge
- Challenge starting my own business (part2)
The 3 groups have to perform the actions described in their "start guides" and
answered questions asked in these guides.
At the end of the second session,
students will have to present the
performed actions and questions’
answers (oral presentations)
- Challenge starting my own business (part 3)
Feed-back on the students’ presentations and on the challenge One written short report per
15
Participation of professionals having expertise in corporate law and in intellectual
property law
student on this experience, the
feed-back of experts, and the skills
they have developed
28,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 40
Written exam Individual 100 2,00
Midterm exam (ME)
Continuous assessment (CA) 60
Oral exam Group 50
Written exam Individual 50
SUGGESTED FURTHER READINGS :
- APCE (2008), « Créer ou reprendre une entreprise », Editions d’Organisation.
- BARRINGER BR. et IRELAND RD. (2008), Entrepreneurship, successfully launching new ventures, New Jersey, Pearson Education.
- COSTER (2009), Entrepreneuriat, Pearson Education.
- MOLTZ BJ. (2003), You Need to Be a Little Crazy: The Truth about Starting and Growing Your Business, Dearborn Trade Publishing.
16
Pre-specialisation track
“Marketing”
17
MGT410 - LEADERSHIP & STRATEGY
IDENTIFICATION :
Course title : LEADERSHIP & STRATEGY
Supervisor : DELI-GRAY Zsuzsa Semester : 07/08
Based in : Budapest - Office : B5 Department : Management
E-mail : [email protected] Code : MGT410
Teaching language : English Campus : Budapest
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
This course is intended for students in master degree who will have the authority and need personal skills to set, develop and
implement organizational strategies. This course is also structured to make good understanding and experimentation of Leadership
and Strategic frameworks and methodologies. Fundamentals traits and characteristics of both Leadership and Strategy will be
addressed. Today, working in organizations presumes the management of people and the exercise of leadership. In spite of being a
relation with others is above all a relation with oneself. This practice involves developing communication skills as well as
understanding political dimensions. A particular attention will be place on topics and considerations at crossroads between
Leadership & Strategy. Guest Speakers and a Business Game will induce vivid descriptions and experimentation for students.
LEARNING GOALS/LEARNING OBJECTIVES :
1.1 Graduates will know the current theories and concepts of leadership.
1.2 Graduates will be capable to incorporate the global strategy of a company when completing a mission or leading a service.
1.3 Graduates will be capable to identify the stakes of a situation, analyse different options and evaluate their impact.
1.4 Graduates will know how to apply appropriate decision-making processes in the framework of their mission or tasks.
2.1 Graduates will have acquired interpersonal, relational and social skills required for managerial positions.
2.2 Graduates will demonstrate capacities of adaptation and problem-solving in managerial situations.
ORGANISATION :
Lecture Seminar Other
Leadership ------------------------------------------------------------------------------------------- 15,00
- Figures of Power
Understanding the structure of power and its dynamics in organizations De Pree, M. Leadership is an art -
Chapter
Interviews with S. Vallas, N.
Fligstein, S. Clegg, J.C. Thoenig,
M@n@gement, 2011/1, vol. 14, p.
24-46
Film : Jonestown
- Forms and Types of Leadership
Manager & Leaders: similarities and Differencies
Understanding leadership styles
De Pree, M. Leadership is an art-
Chapter
Zaleznik, A. Managers and leaders,
are they different? Best of HBR
Case : "Wash Whiter than white",
Paul Hardy
- The exercise of authority in the upper-subordinate relationships
Negotiating, Communicating & creating followers
Directing a subordinate who objects indirectly
Understanding the dynamic of authority relationship
De Pree, M. Leadership is an art-
Chapter
Zaleznik, A. The dynamic of
subordinacy, HBR N°916531
Kets de Vries, MFR. Folie à deux :
acting out your superior’s fantasies
Case : Blackman and Dodds, Bob
Knowlton, Del Tronics
- The political skills in organizations: a must or a necessary evil?
Networking, Data mining and influencing events and people
Know how to develop political skills
Analyze power games
Enter the political stakes of relationships in organizations
De Pree, M. Leadership is an art-
Chapter
Ferris, R.G. & al. Political skill at
work, Organizational dynamics, vol.
28, N° 4, 2000, p.25-37
Jim Donovan, Cibola
- The vision of the leader: anticipate the future and build: exemples of innovatives organizations
Vision: a stretch & leverage approach
Empowering creativity in the organization
Mobilizing towards a mission statement
Examples of key leaders in innovative organizations
De Pree, M. Leadership is an art-
Chapter
Tichy, N, Charan, R, An interview
with Jack Welch, HBR, sept-oct
1989
Case : Dead leaves, Mag Rec Inc.
Strategy --------------------------------------------------------------------------------------------- 12,00
- The Strategic Arena
The characteristics of strategic decisions
What is and is not Strategy and strategic management
JOHNSON et al. (2011),
Fundamentals of Strategy,
18
How strategic priorities vary by level
The basic vocabulary of strategy
Strategizing?
PEARSON, Chapter 1
- Appreciating Competitiveness
Context and characteristics of competitiveness
How the external environment influences competitiveness?
Strategic tools to frame the external environment
Competitiveness drivers
Competitiveness improvement choices
JOHNSON et al. (2011),
Fundamentals of Strategy,
PEARSON, Chapter 2
- Strategic Leverage of Resources
Value Chain analysis
Core competencies
From fit & allocation to stretch & leverage perspectives
JOHNSON et al. (2011),
Fundamentals of Strategy,
PEARSON, Chapter 3
- New insights and issues in Strategy
Strategic Moves
Blue Ocean Strategies
New economics and trends in technological environments
Assessing associated Strategic issues
For a New Strategic Game Play…
KIM & MAUBORGNE (2005), Blue
Ocean Strategy, HBS Press,
Chapter 1
Business Game -------------------------------------------------------------------------------------- 14,00
- Working in group and Introduction to the Business Game
Group Dynamics and team working
Assessment and introduction to the Business Game
- 3 days challenge based on quantitative strategic decision sheets
Manage and take strategic decisions to success in international markets
- 3 days challenge based on qualitative strategic reports
Play and act as senior manager and structure your decisions in context of finance,
HRM, Marketing, Sales...
- A retrospective report on strategic and leadership outcomes of the Business Game
Guest Speakers ------------------------------------------------------------------------------------- 3,00
- Guest Speakers on Leadership & Strategy
How do leaders actually lead?
How Strategist actually think and take decisions?
- Guest Speakers on Leadership & Strategy
How do leaders actually lead?
How Strategist actually think and take decisions?
30,00 14,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE)
Midterm exam (ME) 40
Written exam Individual 100 1,00
Continuous assessment (CA) 60
Project Group 50
Written exam Individual 50
SUGGESTED FURTHER READINGS :
- JOHNSON et al. (2011), Fundamentals of Strategy, PEARSON
- KIM & MAUBORGNE (2005), Blue Ocean Strategy, HBS Press
- De Pree, M. (2004) Leadership is an art, Currency Doubleday
- Bass, B. (1990). Bass & Stogdill’s Handbook of Leadership: Theory, Research, and Managerial Applications. New York, NY: Free
Press.
- JOHNSON et al. (2010), Exploring Strategy Text & Cases, PEARSON
- THURMAN P. (2009), MBA Fundamentals: Strategy, Kaplan Test Prep
- Bryman, A. (1996). Leadership in Organizations. In S. Cleegg, C. Hardy, & W. Nord (Eds.), Handbook of Organization Studies (pp.
276-292). Thousand Oaks, CA: Sage Publications.
- Burns, J. (1978). Leadership. New York, NY: Harper & Row Publishers.
- Kellerman, B. (Ed.). (1984). Leadership: Multidisciplinary Perspectives. Englewood Cliffs, NJ: Prentice-Hall Inc.
- Pfeffer, J. (1977). The Ambiguity of Leadership. Academy of Management Review, 2(1), 104-112.
- Smircich, L., & Morgan, G. (1982). Leadership: The Management of Meaning. Journal of Applied Behavioral Science, 18(3), 257-
273.
- Yukl, G. (1981). Leadership in Organizations. Englewood Cliffs, NJ: Prentice-Hall.
19
MKG411 - THE VARIOUS TYPES OF MARKETING
IDENTIFICATION :
Course title : THE VARIOUS TYPES OF MARKETING
Supervisor : NOUVEL Dominique Semester : 07
Based in : Angers - Office : J1915 Department : Marketing
E-mail : [email protected] Code : MKG411
Teaching language : English Campus : Angers/Paris
Total number of hours : 30,00 / ECTS credits : 4,00
OVERALL DESCRIPTION :
The objective of this module is to explain the diversity in the fields of application for marketing and its sector-based specificities. It
provides the principal concepts allowing students to use their marketing knowledge regardless of the type of company they may join.
The module also offers keys to a marketing-based understanding of an ever-changing professional environment.
LEARNING GOALS/LEARNING OBJECTIVES :
4.1 Graduates know how to apply the essential knowledge of marketing in different sectors of activity.
ORGANISATION :
Lecture Seminar Other
1 INDUSTRIAL MARKETING (A) -------------------------------------------------------------------- 12,00
- The industrial sector and its specificities
- description of industrial sector
- major specificities
- purchasing behavior in industrial environment
- marketing purchase
Reading articles
- The marketing information systems
- business intelligence
- studies
- listening to customers
- benchmarking
Prepare the case study for
session4.
Prepare the oral report for
Session4, choice of industrial firms
with the students.
- The approach of the marketing strategy
- segmentation methods
- principles of targeting
- positioning
- marketing mix
- Industrial marketing case study.
Oral report (team-work with
slideshow) : the marketing strategy
of an industrial firm.
Questions and exchange about
each case.
2 MARKETING OF SERVICES (A) ------------------------------------------------------------------- 15,00
- Characteristics of services
- significance of service industry
- distinct caracteristics of services : goods vs services , tangible vs intangible
- implications for marketers
- Conceptual framework of service quality (1)
- the gap model
- understanding customer requirements (gap1)
- aligning service design and standards (gap2)
- Conceptual framework of service quality (2)
- delivering and performing service (gap3)
- managing service promises (gap4)
Classs review
- Marketing strategy (the case of hospitality industry)
- hospitality industry
- brand marketing
- market segmentation
- Development /Distribution and customer acquisition
- distribution and web marketing
- yield management
- customer retention
Questions and exchange with the
students.
27,00
20
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 80
Written exam Individual 100 3,00
Midterm exam (ME)
Continuous assessment (CA) 20
Oral exam Group 100
SUGGESTED FURTHER READINGS :
- MICHEL D., SALLE R., VALLA JP. (2000), Marketing Industriel , Economica,
- DAYAN A. (2002), Marketing B to B, Vuibert Gestion
- EIGLIER P. LANGEARD E. (1991), Servuction, Mc Graw Hill
- LOVELOCK C., WRITZ J. (2011), Servvices marketing, people,technology, stratégy, Pearson,
- GOZLAN G.(2002), Manager.net, Editions d'Organisation
- ZEITHAML V., BITNER M., GREMLER D. (2010). Integrating customer focus across the firm, McGraw-Hill.
21
INT411 - COUNTRY RISK ANALYSIS
IDENTIFICATION :
Course title : COUNTRY RISK ANALYSIS
Supervisor : KERNEVEZ Lydia Semester : 08
Based in : Angers - Office : 904 Department : Affaires Internationales
E-mail : [email protected] Code : INT411
Teaching language : English Campus : Angers/Paris
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
Country Risks are critical to International Business Development. The purpose of this course Corse is to provide students with a
better understanding of Country Risk and help them to understand the key drivers of country and sovereign risk in both mature and
emerging markets. It presents the factors that generate the country risk, the main types of them, methods of analysis, their
evaluation by the rating agencies, and, some countries’ rating assessment. More than providing a basic knowledge of traditional risk
analysis the course also considers in the globalized world in motion taking account regional and world interdependencies. It
eventually enable students to review some lessons learned from the current and previous crisis in various regions of the world
(Course under construction)
LEARNING GOALS/LEARNING OBJECTIVES :
1.3 Graduates will be capable to identify the stakes of a situation, analyse different options and evaluate their impact.
2.3 Graduates will demonstrate a global mindset and international perspective in their management tasks.
4.2 Graduates know how to appreciate the specific challenges of change management and innovation management.
ORGANISATION :
Lecture Seminar Other
Overview of Country Risk --------------------------------------------------------------------------- 3,00
- Introduction
The session gives an historical perspective of country risks analyses based on a
Review of the litterature
- Risk Classification
The ojective of the session is to inform students of the differing risks that investors
can face on foreign markets.
Reading
Bert S., Country Risk Analysis:
Principles, Practices and Policies, in
Frenkel M., Karmann A. & Bert S.
(2004), Sovereign Risk and
Financial Crises, Springer-Verlag
Berlin Heidelberg
Case Study
SOLVENCIA : Eurobond request to
Smith & Parker Bank
Traditional Risk Foundations ----------------------------------------------------------------------- 6,00
- Socio-political factors
The session analyses internal forces which may influence social climate and political
stability. A focus is made on Arab Spring countries.
Llewellyn D. Howell (2007), section
5 (see bibliography)
Case Study
New Earth Mining, Inc
- Financial and Economic factors
The session enables students to identify common financial and macro-economic
factors impacting Country Risk indicators
Reading
Currie D.M. (2011), Country
Analysis, Gower Publishing Limited
Presentation
Groups of Students discuss a
selected chapter in Currie D.M.
(2001)
Contemporary Risk Origin -------------------------------------------------------------------------- 6,00
- Cultural Risk
The session describes the risks due to cultural distance and highlights the importance
of cross-cultural management tools to enable companies to adapt their business
pratices to different cultural codes
Reading
Oded S. (2001), Cultural Distance
Revisited: Towards a More Rigorous
Conceptualization and
Measurement of Cultural
Differences, Journal of International
Business Studies,Third Quarter.
- Natural and Environmental Risk
It discussion the importance of environmental Risks arising from a growing natural-
resource scarcity and their potential implications for economies – and thus for
sovereign-debt risk – worldwide
Reading
Ramady M. (2011), The GCC
Economies : Stepping Up To Future
22
Challenges, Springer, part II.
- Globalization and rising Country Risks
The session replace the conceptual framework of previous country Risk discussions in
a more globalized one where rising business Risk are maily explained by external
factors
Case Study
Distance Still Matters: The Hard
Reality of Global Expansion (HBR
OnPoint Enhanced Edition)
Global opportunities and Threats ------------------------------------------------------------------ 6,00
- International Specialization
The session examines the political, economic and social forces that shape a country
and global competitive context
Case Study
Tata Consultancy Services:
Globalization of IT Services
- Emerging Companies
The session analyzes global emerging industries and identifies strategic positions. It
analyzes why companies globalize and assess how they develop global strategies.
Reading
Guemawat P. (2007), Managing
Differences: The Central Challenge
of Global Strategy, Harvard
business Review, March.
Group presentation:
Choose a multinational emerging
company. Analyze the target
emerging market’s opportunities
and threats, and relate the country
factor to the company’s strategy.
Country risk Assessment --------------------------------------------------------------------------- 9,00
- Measures of country Risk
This session introduces Risk Assessment measures and justifies the use of Country
Risk Indicators as well as their limits
- Quantitative and qualitative methodologies
This session provides a detailed understanding of analytical methodologies for
assessing Sovereign and Country risks in mature and developing markets
Reading
Hiranya K. N. (2008), Country Risk
Analysis: A Survey of the
Quantitative Methods, International
Business Review , 17(3).
Case Study
Managing Risk in an Unstable World
- Risk Indicators for emerging and developed countries
Reading
Basu S., (2001), Country Risk
Analysis in Emerging Markets: The
Indian
Example, Working paper no 326,
Indian Institute of Management,
Bangalore.
Llewellyn D. Howell (2007), section
3.4
Global country risk rating/ranking and International business development ------------------- 6,00
- The Rating Agency model approach
Students will gain an understanding of how countries are assessed and how the
ratings process is applied by Rating Agencies (Fitch, Moody's, Standard and Poor's)
Reading
Cosset J.C., Roy J. (1991). The
Determinants of Country Risk
Ratings, Journal of International
Business Studies, 22 (1)
Llewellyn D. Howell (2007), section
4
Standard & Poor’s (2011a).
Banking Industry Country Risk
Assessment Methodology
And Assumptions, S&P's website
(www.standardandpoors.com)
- The impact of rating/ranking on corporate strategies for foreign markets
The session helps to understand the role of rating agencies and examine to what
extent international companies considers their ranking in the choice of target
markets and entry mode/presence on foreign markets.
Group presentation:
Choose a multinational company,
analyze the ranking of its main
market and its modes of entry to
different markets. Analyze the
target emerging market’s
opportunities and threats, and
relate the country factor to the
company’s foreign market entry.
Risk Mitigation --------------------------------------------------------------------------------------- 6,00
23
- Risk Management and Business performance
The session examine assess to what extent companies integrate risk management in
their business practices. It also deals with firm-specific risks directed at a particular
company or a business branch.
Reading
Saleem S. and Zain U. (2011), Do
effective risk management affect
organizational performance,
European Journal of Business and
Management, 3(3).
Hain S.(2001), Risk perception and
risk management in the Middle East
market: theory and practice of
multinational enterprises in Saudi
Arabia, Journal of Risk Research,
14(1
Llewellyn D. Howell (2007), section
6
- Risk Insurance
The session introduces the potential benefits of Risk Insurance by public or private
institutions.
Case Study
IFP, Indonesia
27,00 15,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 60
Written exam Individual 100 3,00
Midterm exam (ME)
Continuous assessment (CA) 40
Written exam Individual 60
Project Group 40
SUGGESTED FURTHER READINGS :
- Michael Frenkel, Alexander Karmann and Bert Scholtens (2004), Sovereign Risk and Financial Crises, Springer-Verlag Berlin
Heidelberg
- Llewellyn D. Howell (2007), The Handbook of Country and Political Risk Analysis, 4th Edition, Author/Editor, East Syracuse, NY:
The PRS Group
- Ramady M. (2011), The GCC Economies : Stepping Up To Future Challenges, Springer, part II.
24
MKG414 - DIGITAL MARKETING
IDENTIFICATION :
Course title : DIGITAL MARKETING
Supervisor : STEVENS Eric Semester : 07/08
Based in : Angers - Office : J1942 Department : Marketing
E-mail : [email protected] Code : MKG414
Teaching language : English Campus : Angers/Paris
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
The pervasive aspect of the digital resulted in an in depth transformation of the consumer’s behaviors, of the business models
leading to success stories and eventually of the society itself. In this environment, the main concern is on how Internet technologies
must be deployed, how new offerings may be invented and how existing companies may benefit from their integration. Being able to
perform marketing activities in such context entails understanding all the aspects of this in depth transformation.
Thus, the course is divided in three main parts:
- The first part will focus on the impact of Internet on the Society and by so on the environment marketing has to integrate in the
day to day decisions.
- The second part will provide a deeper understanding of the way business models and its marketing components are invented,
transformed and impacted by digital technologies.
- The third part will develop the way digital technologies may leverage marketing
The students as part of the assessment will have to produce a report on a real life company of their choice. They will have to analyse
the situation for the digital aspects of the marketing and to propose recommandations.
LEARNING GOALS/LEARNING OBJECTIVES :
1.3 Graduates will be capable to identify the stakes of a situation, analyse different options and evaluate their impact.
3.1 Graduates know the ethical principles which guide their profession.
ORGANISATION :
Lecture Seminar Other
Digital Marketing ------------------------------------------------------------------------------------ 42,00
- Course Introduction, Project, Introducing Digital Marketing
Introduction to the course objective, structure and assessments.
Presentation of the Longitudinal Case Study
Introducing the Digital Marketing and Business Models Framework.
– Students have to select a "real
world" company before the
beginning of the course. They will
have to present the company
during the first seminar.
- Description of the Internet, Functions, Regulations
Introducing the Digital Marketing Components: Web1.0, Web 2.0, Web 3.0,
definitions and tools. Presentation of the Internet, how it works, how it is regulated,
Privacy Concerns
Case Question : How to get IP
addresses, How to protect brands,
Comparative analysis of the
Analysis of Privacy Policy.
- Internet as a media
Identify Utopias and Distopias generated by Digital Environments & Internet as a
Media
Consequences for the companies, How to communicate, the brand and digital
identity. Impact on Consumer’s behaviors
Case Question: Analyse and define
the digital identity of a brand and
of yourself
- Impact of Digital technologies on the Marketing side of Business Models 1
Presentation of the company’s existing business model and first recommandations for
improvements: Definitions of Business models, Emerging Business Models, Digital
Technologies and Value Chain
Case Question: Define the
company’s business model
- Impact of Digital Technologies on the Marketing side of Business Models 2
Impact of Digital Technologies on the marketing Models
Co creation models, Crowd sourcing models, Crowd funding models, Impact of those
models on new product development.
Case Question : Digitalize the
existing business model
- Impact of Digital Technologies on the Marketing side of Business Models 3
CRM: Information generated by on line activities, Providers of information,
Interfacing web pages and databases, Customising Customer Experience
Case Question: Design your
customer Database and Define
Customization
- The social media platforms and Marketing
Using Social Media Tools to Promote and Develop Brands
Identifying and Targeting Digital Influencers in Social Media
Case Question : Design the social
media presence and campaigns for
the company
- Web site and Customer Experience
Delivering the On Line Customer Experience through web site Case Question: Analyse the web
site of the company
- Referencing strategies
SEO, SEA, Content Marketing. Tools and Strategies Case Question: Identify
performance of the company on
social networks. Propose first
recommandations for improvement.
- Mobile Marketing
Use of Mobiles Technologies (mobile and tablets) and Impact on Business Models. Case Question: Design a mobile
25
marketing campaign
- Marketing communication using digital channels
Marketing communications Using Digital Channels:
Principles of online Advertising
Using Tools to Advertise On Line
Case Question : Design an On Line
Campaign
- E mailing campain as a marketing leverage
Designing a webmail campaign, Main stages of the webmail action plan, How to get e
mail address, Quality and efficiency of the message.
Case Question: Design an E Mail
campaign
- Omnicanal marketing perspective
Analyzing the sales funnel, managing the interaction flows, contributions of the main
channels, managing customer experience along purchasing process.
Case Question: Design the sales
funnel
- Oral Presentation of the Report
Presentation of the final recommandations for the selected company
- Examen
... saisir le libellé de la partie 2 --------------------------------------------------------------------
42,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 30
Written exam Individual 100 1,30
Midterm exam (ME)
Continuous assessment (CA) 70
Oral exams Group 40
Project Group 60
SUGGESTED FURTHER READINGS :
- Reference books: Chaffey, D., Ellis-Chadwick, F., 2012, Digital Marketing: Strategy, Implementation and Practice, Pearson, Fifth
Edition
26
MKG421 - CUSTOMER RELATIONSHIP MANAGEMENT (CRM)
IDENTIFICATION :
Intitulé : CUSTOMER RELATIONSHIP MANAGEMENT (CRM)
Responsable : SADIK-ROZSNYAI Orsolya Semestre : 07/08
Site : Paris - Bureau : 301 Département : Marketing
Mél : [email protected] Code : MKG421
Langue d'enseignement : Anglais Site : Angers/Paris
Heures totales : 45,00 / crédits ECTS : 6,00
PRÉSENTATION GÉNÉRALE :
This course is about customer relationship management in the company. Customers are both individuals and business corporates.
The CRM course would assist students to develop their understanding of the company's customer oriented strategy. It would also
support students to acquire new competences to help companies manage their interaction with existing clients and prospects and to
involve them in the company's experience. This will put hands on creating added value in the company's offer through various CRM
techniques. The learning tasks will review Business Processes, People and Technologies involved in the customer relationship
management and new trends through theoretical basics and practical exercises using case studies.
COMPÉTENCES VISÉES :
5.1 4.2 Graduates demonstrate good understanding of consumer behaviour and the social dimension of consumption in both
national and international environments.
5.2 4.4 Graduates are able to mobilise their creative potential in marketing-related decision-making.
ORGANISATION :
CM TD TP
Management of the Customer Relationship -MCR ------------------------------------------------ 15,00
- MCR Strategy-An overview
- People, Processes and Technologies Management
Case study 1
- MCR and CRM Challenges
- MCR-The project
Business Process Reingineering and systems' integration. Case study 2
CRM Techniques ------------------------------------------------------------------------------------- 27,00
- Customer Experience and Customer Profile Management
Case study 3
- Datamining
Exercise 1
- New Trends
Case study 4
42,00
ÉVALUATION :
% de
l'évaluation
globale
Mode d'évaluation % Durée (heures)
Examen Final (EF) 60
Ecrit Individuel 100 3,00
Examen Intermédiaire (EI)
Contrôle Continu (CC) 40
Projet Collectif 70
Projet Individuel 30
27
Spring semester (Jan-May)
28
Pre-specialisation track
“International Business”
(in Angers)
29
MGT410 - LEADERSHIP & STRATEGY
IDENTIFICATION :
Course title : LEADERSHIP & STRATEGY
Supervisor : MAUCUER Raphaël Semester : 07/08
Based in : Paris - Office : B305 Department : Management
E-mail : [email protected] Code : MGT410
Teaching language : English Campus : Angers/Paris
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
This course is intended for students in master degree who will have the authority and need personal skills to set, develop and
implement organizational strategies. This course is also structured to make good understanding and experimentation of Leadership
and Strategic frameworks and methodologies. Fundamentals traits and characteristics of both Leadership and Strategy will be
addressed. Today, working in organizations presumes the management of people and the exercise of leadership. In spite of being a
relation with others is above all a relation with oneself. This practice involves developing communication skills as well as
understanding political dimensions. A particular attention will be place on topics and considerations at crossroads between
Leadership & Strategy. Guest Speakers and a Business Game will induce vivid descriptions and experimentation for students.
LEARNING GOALS/LEARNING OBJECTIVES :
1.1 Graduates will know the current theories and concepts of leadership.
1.2 Graduates will be capable to incorporate the global strategy of a company when completing a mission or leading a service.
1.3 Graduates will be capable to identify the stakes of a situation, analyse different options and evaluate their impact.
1.4 Graduates will know how to apply appropriate decision-making processes in the framework of their mission or tasks.
2.1 Graduates will have acquired interpersonal, relational and social skills required for managerial positions.
2.2 Graduates will demonstrate capacities of adaptation and problem-solving in managerial situations.
ORGANISATION :
Lecture Seminar Other
Leadership ------------------------------------------------------------------------------------------- 15,00
- Figures of Power
Understanding the structure of power and its dynamics in organizations De Pree, M. Leadership is an art -
Chapter
Interviews with S. Vallas, N.
Fligstein, S. Clegg, J.C. Thoenig,
M@n@gement, 2011/1, vol. 14, p.
24-46
Film : Jonestown
- Forms and Types of Leadership
Manager & Leaders: similarities and Differencies
Understanding leadership styles
De Pree, M. Leadership is an art-
Chapter
Zaleznik, A. Managers and leaders,
are they different? Best of HBR
Case : "Wash Whiter than white",
Paul Hardy
- The exercise of authority in the upper-subordinate relationships
Negotiating, Communicating & creating followers
Directing a subordinate who objects indirectly
Understanding the dynamic of authority relationship
De Pree, M. Leadership is an art-
Chapter
Zaleznik, A. The dynamic of
subordinacy, HBR N°916531
Kets de Vries, MFR. Folie à deux :
acting out your superior’s fantasies
Case : Blackman and Dodds, Bob
Knowlton, Del Tronics
- The political skills in organizations: a must or a necessary evil?
Networking, Data mining and influencing events and people
Know how to develop political skills
Analyze power games
Enter the political stakes of relationships in organizations
De Pree, M. Leadership is an art-
Chapter
Ferris, R.G. & al. Political skill at
work, Organizational dynamics, vol.
28, N° 4, 2000, p.25-37
Jim Donovan, Cibola
- The vision of the leader: anticipate the future and build: exemples of innovatives organizations
Vision: a stretch & leverage approach
Empowering creativity in the organization
Mobilizing towards a mission statement
Examples of key leaders in innovative organizations
De Pree, M. Leadership is an art-
Chapter
Tichy, N, Charan, R, An interview
with Jack Welch, HBR, sept-oct
1989
Case : Dead leaves, Mag Rec Inc.
Strategy --------------------------------------------------------------------------------------------- 15,00
- Introduction to Strategy
Objective : Understanding "space & time" in strategy
Definitions
SOPARNOT, R. (2010), Stratégie
des organisations, Hachette
30
Concepts of mission/vision
The strategic levels
The strategic segmentation
Supérieur, Chapter 1
- The Suitability of Strategy
Objective : Identifying a strategic positionning
Exploring the strategic environment
Generic strategies typology
External diagnosis tools
Key factors of success
SOPARNOT, R. (2010), Stratégie
des organisations, Hachette
Supérieur, Chapter 2 & 5
- The Feasability of Strategy
Objective : Assessing the ressources & competencies
Exploring organization parts & coordination
Main organizations typology
Internal diagnosis tools
The SWOT
SOPARNOT, R. (2010), Stratégie
des organisations, Hachette
Supérieur, Chapter 3 & 4
- Strategic Options & Vehicles
Objective : Advising Strategic Moves
Incorporating business strategy
Exploring strategic options
Exploring strategic vehicles
Strategic recommandations
SOPARNOT, R. (2010), Stratégie
des organisations, Hachette
Supérieur, Chapter 7 & 8
- The Acceptability of Strategy
Objective : Assessing & leading the strategy
Exploring the complexity of strategy
Integrating stakeholders expectations
Managing the performance
Opening the strategy
Business Game -------------------------------------------------------------------------------------- 12,00
- Working in group and Introduction to the Business Game
Group Dynamics and team working
Assessment and introduction to the Business Game
- 3 days challenge based on quantitative strategic decision sheets
Manage and take strategic decisions to success in international markets
- 3 days challenge based on qualitative strategic reports
Play and act as senior manager and structure your decisions in context of finance,
HRM, Marketing, Sales...
- A retrospective report on strategic and leadership outcomes of the Business Game
30,00 12,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 40
Written exam Individual 100 3,00
Midterm exam (ME) 30
Project Group 100
Continuous assessment (CA) 30
Project Group 100
SUGGESTED FURTHER READINGS :
- JOHNSON et al. (2011), Fundamentals of Strategy, PEARSON
- SOPARNOT, R. (2010), Stratégie des organisations, Hachette Supérieur
- De Pree, M. (2004) Leadership is an art, Currency Doubleday
- Bass, B. (1990). Bass & Stogdill’s Handbook of Leadership: Theory, Research, and Managerial Applications. New York, NY: Free
Press.
- JOHNSON et al. (2010), Exploring Strategy Text & Cases, PEARSON
- THURMAN P. (2009), MBA Fundamentals: Strategy, Kaplan Test Prep
- Bryman, A. (1996). Leadership in Organizations. In S. Clegg, C. Hardy, & W. Nord (Eds.), Handbook of Organization Studies (pp.
276-292). Thousand Oaks, CA: Sage Publications.
- Burns, J. (1978). Leadership. New York, NY: Harper & Row Publishers.
- Kellerman, B. (Ed.). (1984). Leadership: Multidisciplinary Perspectives. Englewood Cliffs, NJ: Prentice-Hall Inc.
- Pfeffer, J. (1977). The Ambiguity of Leadership. Academy of Management Review, 2(1), 104-112.
- Smircich, L., & Morgan, G. (1982). Leadership: The Management of Meaning. Journal of Applied Behavioral Science, 18(3), 257-
273.
- Yukl, G. (1981). Leadership in Organizations. Englewood Cliffs, NJ: Prentice-Hall.
31
MKG414 - DIGITAL MARKETING
IDENTIFICATION :
Course title : DIGITAL MARKETING
Supervisor : STEVENS Eric Semester : 07/08
Based in : Angers - Office : J1942 Department : Marketing
E-mail : [email protected] Code : MKG414
Teaching language : English Campus : Angers/Paris
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
The pervasive aspect of the digital resulted in an in depth transformation of the consumer’s behaviors, of the business models
leading to success stories and eventually of the society itself. In this environment, the main concern is on how Internet technologies
must be deployed, how new offerings may be invented and how existing companies may benefit from their integration. Being able to
perform marketing activities in such context entails understanding all the aspects of this in depth transformation.
Thus, the course is divided in three main parts:
- The first part will focus on the impact of Internet on the Society and by so on the environment marketing has to integrate in the
day to day decisions.
- The second part will provide a deeper understanding of the way business models and its marketing components are invented,
transformed and impacted by digital technologies.
- The third part will develop the way digital technologies may leverage marketing
The students as part of the assessment will have to produce a report on a real life company of their choice. They will have to analyse
the situation for the digital aspects of the marketing and to propose recommandations.
LEARNING GOALS/LEARNING OBJECTIVES :
1.3 Graduates will be capable to identify the stakes of a situation, analyse different options and evaluate their impact.
3.1 Graduates know the ethical principles which guide their profession.
ORGANISATION :
Lecture Seminar Other
Digital Marketing ------------------------------------------------------------------------------------ 42,00
- Course Introduction, Project, Introducing Digital Marketing
Introduction to the course objective, structure and assessments.
Presentation of the Longitudinal Case Study
Introducing the Digital Marketing and Business Models Framework.
– Students have to select a "real
world" company before the
beginning of the course. They will
have to present the company
during the first seminar.
- Description of the Internet, Functions, Regulations
Introducing the Digital Marketing Components: Web1.0, Web 2.0, Web 3.0,
definitions and tools. Presentation of the Internet, how it works, how it is regulated,
Privacy Concerns
Case Question : How to get IP
addresses, How to protect brands,
Comparative analysis of the
Analysis of Privacy Policy.
- Internet as a media
Identify Utopias and Distopias generated by Digital Environments & Internet as a
Media
Consequences for the companies, How to communicate, the brand and digital
identity. Impact on Consumer’s behaviors
Case Question: Analyse and define
the digital identity of a brand and
of yourself
- Impact of Digital technologies on the Marketing side of Business Models 1
Presentation of the company’s existing business model and first recommandations for
improvements: Definitions of Business models, Emerging Business Models, Digital
Technologies and Value Chain
Case Question: Define the
company’s business model
- Impact of Digital Technologies on the Marketing side of Business Models 2
Impact of Digital Technologies on the marketing Models
Co creation models, Crowd sourcing models, Crowd funding models, Impact of those
models on new product development.
Case Question : Digitalize the
existing business model
- Impact of Digital Technologies on the Marketing side of Business Models 3
CRM: Information generated by on line activities, Providers of information,
Interfacing web pages and databases, Customising Customer Experience
Case Question: Design your
customer Database and Define
Customization
- The social media platforms and Marketing
Using Social Media Tools to Promote and Develop Brands
Identifying and Targeting Digital Influencers in Social Media
Case Question : Design the social
media presence and campaigns for
the company
- Web site and Customer Experience
Delivering the On Line Customer Experience through web site Case Question: Analyse the web
site of the company
- Referencing strategies
SEO, SEA, Content Marketing. Tools and Strategies Case Question: Identify
performance of the company on
social networks. Propose first
recommandations for improvement.
- Mobile Marketing
Use of Mobiles Technologies (mobile and tablets) and Impact on Business Models. Case Question: Design a mobile
32
marketing campaign
- Marketing communication using digital channels
Marketing communications Using Digital Channels:
Principles of online Advertising
Using Tools to Advertise On Line
Case Question : Design an On Line
Campaign
- E mailing campain as a marketing leverage
Designing a webmail campaign, Main stages of the webmail action plan, How to get e
mail address, Quality and efficiency of the message.
Case Question: Design an E Mail
campaign
- Omnicanal marketing perspective
Analyzing the sales funnel, managing the interaction flows, contributions of the main
channels, managing customer experience along purchasing process.
Case Question: Design the sales
funnel
- Oral Presentation of the Report
Presentation of the final recommandations for the selected company
- Examen
... saisir le libellé de la partie 2 --------------------------------------------------------------------
42,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 30
Written exam Individual 100 1,30
Midterm exam (ME)
Continuous assessment (CA) 70
Oral exams Group 40
Project Group 60
SUGGESTED FURTHER READINGS :
- Reference books: Chaffey, D., Ellis-Chadwick, F., 2012, Digital Marketing: Strategy, Implementation and Practice, Pearson, Fifth
Edition
33
INT411 - COUNTRY RISK ANALYSIS
IDENTIFICATION :
Course title : COUNTRY RISK ANALYSIS
Supervisor : KERNEVEZ Lydia Semester : 08
Based in : Angers - Office : 904 Department : Affaires Internationales
E-mail : [email protected] Code : INT411
Teaching language : English Campus : Angers/Paris
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
Country Risks are critical to International Business Development. The purpose of this course Corse is to provide students with a
better understanding of Country Risk and help them to understand the key drivers of country and sovereign risk in both mature and
emerging markets. It presents the factors that generate the country risk, the main types of them, methods of analysis, their
evaluation by the rating agencies, and, some countries’ rating assessment. More than providing a basic knowledge of traditional risk
analysis the course also considers in the globalized world in motion taking account regional and world interdependencies. It
eventually enable students to review some lessons learned from the current and previous crisis in various regions of the world
(Course under construction)
LEARNING GOALS/LEARNING OBJECTIVES :
1.3 Graduates will be capable to identify the stakes of a situation, analyse different options and evaluate their impact.
2.3 Graduates will demonstrate a global mindset and international perspective in their management tasks.
4.2 Graduates know how to appreciate the specific challenges of change management and innovation management.
ORGANISATION :
Lecture Seminar Other
Overview of Country Risk --------------------------------------------------------------------------- 3,00
- Introduction
The session gives an historical perspective of country risks analyses based on a
Review of the litterature
- Risk Classification
The ojective of the session is to inform students of the differing risks that investors
can face on foreign markets.
Reading
Bert S., Country Risk Analysis:
Principles, Practices and Policies, in
Frenkel M., Karmann A. & Bert S.
(2004), Sovereign Risk and
Financial Crises, Springer-Verlag
Berlin Heidelberg
Case Study
SOLVENCIA : Eurobond request to
Smith & Parker Bank
Traditional Risk Foundations ----------------------------------------------------------------------- 6,00
- Socio-political factors
The session analyses internal forces which may influence social climate and political
stability. A focus is made on Arab Spring countries.
Llewellyn D. Howell (2007), section
5 (see bibliography)
Case Study
New Earth Mining, Inc
- Financial and Economic factors
The session enables students to identify common financial and macro-economic
factors impacting Country Risk indicators
Reading
Currie D.M. (2011), Country
Analysis, Gower Publishing Limited
Presentation
Groups of Students discuss a
selected chapter in Currie D.M.
(2001)
Contemporary Risk Origin -------------------------------------------------------------------------- 6,00
- Cultural Risk
The session describes the risks due to cultural distance and highlights the importance
of cross-cultural management tools to enable companies to adapt their business
pratices to different cultural codes
Reading
Oded S. (2001), Cultural Distance
Revisited: Towards a More Rigorous
Conceptualization and
Measurement of Cultural
Differences, Journal of International
Business Studies,Third Quarter.
- Natural and Environmental Risk
It discussion the importance of environmental Risks arising from a growing natural-
resource scarcity and their potential implications for economies – and thus for
sovereign-debt risk – worldwide
Reading
Ramady M. (2011), The GCC
Economies : Stepping Up To Future
34
Challenges, Springer, part II.
- Globalization and rising Country Risks
The session replace the conceptual framework of previous country Risk discussions in
a more globalized one where rising business Risk are maily explained by external
factors
Case Study
Distance Still Matters: The Hard
Reality of Global Expansion (HBR
OnPoint Enhanced Edition)
Global opportunities and Threats ------------------------------------------------------------------ 6,00
- International Specialization
The session examines the political, economic and social forces that shape a country
and global competitive context
Case Study
Tata Consultancy Services:
Globalization of IT Services
- Emerging Companies
The session analyzes global emerging industries and identifies strategic positions. It
analyzes why companies globalize and assess how they develop global strategies.
Reading
Guemawat P. (2007), Managing
Differences: The Central Challenge
of Global Strategy, Harvard
business Review, March.
Group presentation:
Choose a multinational emerging
company. Analyze the target
emerging market’s opportunities
and threats, and relate the country
factor to the company’s strategy.
Country risk Assessment --------------------------------------------------------------------------- 9,00
- Measures of country Risk
This session introduces Risk Assessment measures and justifies the use of Country
Risk Indicators as well as their limits
- Quantitative and qualitative methodologies
This session provides a detailed understanding of analytical methodologies for
assessing Sovereign and Country risks in mature and developing markets
Reading
Hiranya K. N. (2008), Country Risk
Analysis: A Survey of the
Quantitative Methods, International
Business Review , 17(3).
Case Study
Managing Risk in an Unstable World
- Risk Indicators for emerging and developed countries
Reading
Basu S., (2001), Country Risk
Analysis in Emerging Markets: The
Indian
Example, Working paper no 326,
Indian Institute of Management,
Bangalore.
Llewellyn D. Howell (2007), section
3.4
Global country risk rating/ranking and International business development ------------------- 6,00
- The Rating Agency model approach
Students will gain an understanding of how countries are assessed and how the
ratings process is applied by Rating Agencies (Fitch, Moody's, Standard and Poor's)
Reading
Cosset J.C., Roy J. (1991). The
Determinants of Country Risk
Ratings, Journal of International
Business Studies, 22 (1)
Llewellyn D. Howell (2007), section
4
Standard & Poor’s (2011a).
Banking Industry Country Risk
Assessment Methodology
And Assumptions, S&P's website
(www.standardandpoors.com)
- The impact of rating/ranking on corporate strategies for foreign markets
The session helps to understand the role of rating agencies and examine to what
extent international companies considers their ranking in the choice of target
markets and entry mode/presence on foreign markets.
Group presentation:
Choose a multinational company,
analyze the ranking of its main
market and its modes of entry to
different markets. Analyze the
target emerging market’s
opportunities and threats, and
relate the country factor to the
company’s foreign market entry.
Risk Mitigation --------------------------------------------------------------------------------------- 6,00
35
- Risk Management and Business performance
The session examine assess to what extent companies integrate risk management in
their business practices. It also deals with firm-specific risks directed at a particular
company or a business branch.
Reading
Saleem S. and Zain U. (2011), Do
effective risk management affect
organizational performance,
European Journal of Business and
Management, 3(3).
Hain S.(2001), Risk perception and
risk management in the Middle East
market: theory and practice of
multinational enterprises in Saudi
Arabia, Journal of Risk Research,
14(1
Llewellyn D. Howell (2007), section
6
- Risk Insurance
The session introduces the potential benefits of Risk Insurance by public or private
institutions.
Case Study
IFP, Indonesia
27,00 15,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 60
Written exam Individual 100 3,00
Midterm exam (ME)
Continuous assessment (CA) 40
Written exam Individual 60
Project Group 40
SUGGESTED FURTHER READINGS :
- Michael Frenkel, Alexander Karmann and Bert Scholtens (2004), Sovereign Risk and Financial Crises, Springer-Verlag Berlin
Heidelberg
- Llewellyn D. Howell (2007), The Handbook of Country and Political Risk Analysis, 4th Edition, Author/Editor, East Syracuse, NY:
The PRS Group
- Ramady M. (2011), The GCC Economies : Stepping Up To Future Challenges, Springer, part II.
36
INT412 - BUSINESS AND MARKET DYNAMICS (UNDER CONSTRUCTION)
IDENTIFICATION :
Intitulé : BUSINESS AND MARKET DYNAMICS (UNDER CONSTRUCTION)
Responsable : KERNEVEZ Lydia Semestre : 08
Site : Angers - Bureau : J1925 Département : Affaires Internationales
Mél : [email protected] Code : INT412
Langue d'enseignement : Anglais Site : Angers
Heures totales : 45,00 / crédits ECTS : 6,00
PRÉSENTATION GÉNÉRALE :
This course hilights the role of international economic institutions in the global economy and focuses on international trade in goods
and services. The issues discussed include international specificities, competitiveness, gains from trade and their distribution,
analysis of protectionism, strategic trade barriers and trade deficits.
COMPÉTENCES VISÉES :
1.3 Les diplômés seront capables d'identifier les enjeux globaux d'une situation, analyser les différents choix possibles et
apprécier leurs implications.
2.3 Les diplômés possèderont une ouverture et adopteront une perspective internationale dans la gestion de leurs projets et
de leurs missions.
ORGANISATION :
CM TD TP
World Trade: An Overview ------------------------------------------------------------------------- 3,00
Labor Productivity and Comparative Advantage -------------------------------------------------- 6,00
The International Location of Production ---------------------------------------------------------- 3,00
The Instruments of Trade Policy ------------------------------------------------------------------- 6,00
Image of France as a brand ------------------------------------------------------------------------ 6,00
The Political Economy of Trade Policy ------------------------------------------------------------- 6,00
International Institutions and Issues -------------------------------------------------------------- 6,00
Regional free Trade agreements ------------------------------------------------------------------- 6,00
42,00
ÉVALUATION :
% de
l'évaluation
globale
Mode d'évaluation % Durée (heures)
Examen Final (EF) 70
Ecrit Individuel 100 3,00
Examen Intermédiaire (EI)
Contrôle Continu (CC) 30
Ecrit Individuel 100
LECTURE RECOMMANDÉE :
- Krugman, Obstfeld and Melitz (2014), International Trade : Theory and Policy, Pearson
- Gerber (2013), International Economics, Pearson.
37
INT431 - EUROPEAN INTEGRATION AND BUSINESS ENVIRONMENT
IDENTIFICATION :
Course title : EUROPEAN INTEGRATION AND BUSINESS ENVIRONMENT
Supervisor : KERNEVEZ Lydia Semester : 08
Based in : Angers - Office : J1925 Department : Affaires Internationales
E-mail : [email protected] Code : INT431
Teaching language : English Campus : Angers
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
This course deals with key issues facing European Business today. It equips students with knowledge and skills that enable them to
understand the modern business world and to develop a critical thinking of the impacts of European political and economic
integration on business activities. The European market place is evolving and is one of the largest economic Union. European
integration ruled by European Treaties and associated harmonized business regulations have contributed to the creation of a new
business, social and political environment for Europe. The removal of regulatory frontiers creates Business opportunities and allows
the emergence of global competitive advantages while World-wide globalization increases global competition in Europe. The course
highlights the impacts of the European environment and specific common policies on business activities.
LEARNING GOALS/LEARNING OBJECTIVES :
1.3 Graduates will be capable to identify the stakes of a situation, analyse different options and evaluate their impact.
1.4 Graduates will know how to apply appropriate decision-making processes in the framework of their mission or tasks.
ORGANISATION :
Lecture Seminar Other
History of the on going integration process ------------------------------------------------------ 3,00
- EU’s nature and main features
- Short history of the EU integration
EU and the World ----------------------------------------------------------------------------------- 6,00
- The EU institutions
- The decision making process
- Debate: The EU crisis and the EU public opinion
The EU Common market --------------------------------------------------------------------------- 6,00
- The internal market and the free movement of goods, people, services, capital
- The EU Budget
- Group exercise: how to read a decision of the European Court of Justice
The Development of EU and its impact on business ---------------------------------------------- 3,00
Trade Policy and Trade Defence ------------------------------------------------------------------- 6,00
Other EU policies (Regions, Agriculture, Fishing, Research) ------------------------------------ 3,00
Other EU policies (Transport, Environment) ------------------------------------------------------ 3,00
EU and the Labor market --------------------------------------------------------------------------- 6,00
Social Security issues ------------------------------------------------------------------------------- 3,00
Wrap up and preparation for the final exam ------------------------------------------------------ 3,00
42,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 60
Written exam Individual 100 3,00
Midterm exam (ME)
Continuous assessment (CA) 40
Written exams Individual 60
Oral exams Group 40
SUGGESTED FURTHER READINGS :
- European Economic Integration (2004), Edited By Frank McDonald, Stephen Dearden.Pages: 441 Publisher: Pearson Education
- Cultural Diversity, European Identity and the Legitimacy of the EU (2011), Edited By Dieter Fuchs, Hans-Dieter Klingemann,
Edward Elgar Publishing Ltd
38
INT432 - INTERNATIONAL STRATEGIC MANAGEMENT
IDENTIFICATION :
Course title : INTERNATIONAL STRATEGIC MANAGEMENT
Supervisor : BEN CHEIKH Nidhaleddine Semester : 08
Based in : Angers - Office : J1927 Department : Affaires Internationales
E-mail : [email protected] Code : INT432
Teaching language : English Campus : Angers
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
This course provides an overview of the environments, markets, institutions, challenges, strategies, and operations of international
and cross-cultural business, the globalization of business and associated challenges posed for the competitiveness of the modern
enterprise, and the orientations, strategies, and tactics appropriate for international business success.
The course consists of four major activities. First, the professor will offer lectures on relevant material, which you are to attend and
study diligently. Second, you will be involved in analyzing cases and we will have regular class discussion on these cases. Third,
group oral presentations will be organized based on Multinational Enterprise (MNE) that you will present and analyze its international
strategy. Finally, your learning regarding lectures and related course material will be assessed via the final exam.
LEARNING GOALS/LEARNING OBJECTIVES :
1.2 Graduates will be capable to incorporate the global strategy of a company when completing a mission or leading a service.
2.3 Graduates will demonstrate a global mindset and international perspective in their management tasks.
ORGANISATION :
Lecture Seminar Other
Session 1 -------------------------------------------------------------------------------------------- 3,00
- Introduction – Globalization of Markets and Internationalization of the Firm
Describe the process of globalization and how it affects markets and production.
Describe the forces causing globalization to increase.
Describe the global business environment and identify its main elements.
Daniels, J., Radebaugh, L., and
Sullivan, D., (2014), "The
Globalized Business of Sports"
International Business:
Environments and Operations,
Pearson Education.
Griffin, R., and Pustay, M., (2013),
"The Business of the Olympics",
International Business: A
Managerial Perspective, Prentice
Hall.
Session 2 -------------------------------------------------------------------------------------------- 3,00
- Macroeconomic Environment Facing Business
Communicate the importance of economic analysis
Explain how a market economy functions and identify its distinguishing features.
Profile indicators of economic development, performance, and potential
Cavusgil, T., Ghauri, P., Knight, G.,
and Riesenberger, J., (2014),"
China’s Evolving Opportunities and
Challenges", International
Business: The New Realities,
Pearson.
Daniels, J., Radebaugh, L., and
Sullivan, D., (2014), "BRICs:
Vanguard of the Revolution"
International Business:
Environments and Operations,
Pearson Education.
Session 3 -------------------------------------------------------------------------------------------- 3,00
- Political and Legal Environments Facing Business
Identify the origins of political risk and how managers can reduce its effects.
Describe each main type of legal system and some important global legal issues.
Explain how international relations affect international business activities.
Griffin, R., and Pustay, M., (2013),
"When Is an iPhone Not an
iPhone?", International Business: A
Managerial Perspective, Prentice
Hall.
Cavusgil, T., Ghauri, P., Knight, G.,
and Riesenberger, J., (2014)," The
Political And Legal Realities of
Doing Business In Russia",
International Business: The New
Realities, Pearson.
Session 4 -------------------------------------------------------------------------------------------- 3,00
- Ethics and Social Responsibility in International Business
Explain ethics and social responsibility and key issues facing international companies.
Discuss how organizations manage social responsibility across borders.
Identify the key regulations governing international ethics and social responsibility.
Cavusgil, T., Ghauri, P., Knight, G.,
and Riesenberger, J., (2014),"
Corruption at Siemens ",
39
International Business: The New
Realities, Pearson.
Daniels, J., Radebaugh, L., and
Sullivan, D., (2014),
"Ecomagination and the Global
Greening of GE" International
Business: Environments and
Operations, Pearson Education.
Session 5 -------------------------------------------------------------------------------------------- 3,00
- International Trade Environment
Explain how free trade improves global efficiency
Illustrate the major means by which trade is restricted and regulated
Distinguish factors affecting national trade patterns
Rugman, A. M., and Collinson, S.,
(2013), "Job losses and offshoring
to China", International Business,
Pearson Education.
Daniels, J., Radebaugh, L., and
Sullivan, D., (2014), "U.S.-Cuban
Trade: When Does a Cold War
Strategy Become a Cold War
Relic?" International Business:
Environments and Operations,
Pearson Education.
Session 6 -------------------------------------------------------------------------------------------- 3,00
- Cross National Cooperation and Agreements
Contrast the different forms of economic integration among cooperating countries.
Analyze the opportunities created by completion of the EU’s internal market.
Describe the other major trading blocs in today’s world economy.
Daniels, J., Radebaugh, L., and
Sullivan, D., (2014), "Walmart
Goes South" International
Business: Environments and
Operations, Pearson Education.
Cavusgil, T., Ghauri, P., Knight, G.,
and Riesenberger, J., (2014),
"Integrating Eastern Europe and
Turkey into the EU", International
Business: The New Realities,
Pearson.
Session 7 -------------------------------------------------------------------------------------------- 3,00
- International Monetary System and Institutions
Discuss the role of the international monetary system in promoting international
trade and investment.
Summarize the role of the World Bank and the IMF in the post-World War II.
Discuss the major exchange-rate arrangements that countries use
Griffin, R., and Pustay, M., (2013),
"A Global Currency War",
International Business: A
Managerial Perspective, Prentice
Hall.
Cavusgil, T., Ghauri, P., Knight, G.,
and Riesenberger, J., (2014), "The
European Union and the Euro",
International Business: The New
Realities, Pearson.
Session 8 -------------------------------------------------------------------------------------------- 3,00
- Global Foreign Exchange Markets
Describe how the foreign-exchange market works
Show how managers try to forecast exchange-rate movements
Explain how exchange-rate movements influence business decisions.
Wild, J., and Wild, K., (2014), "The
Effect of the Asian Crisis on
Southeast Asian Corporations",
International Business: The
Challenges of Globalization,
Pearson Education.
Daniels, J., Radebaugh, L., and
Sullivan, D., (2014), "Welcome to
the World of Sony – Unless the Yen
Keeps Rising" International
Business: Environments and
Operations, Pearson Education.
Session 9 -------------------------------------------------------------------------------------------- 3,00
- International Strategy and Organization
Characterize the challenges of international strategic management.
Assess the basic strategic alternatives available to firms.
Distinguish and analyze the components of international strategy.
Wild, J., and Wild, K., (2014),
"IKEA’s Global Strategy",
International Business: The
Challenges of Globalization,
Pearson Education.
Cavusgil, T., Ghauri, P., Knight, G.,
and Riesenberger, J., (2014),
"Carlos Ghosn and Renault-Nissan:
Leading for Global Success",
International Business: The New
Realities, Pearson.
40
Session 10 ------------------------------------------------------------------------------------------- 3,00
- Strategies for Analyzing and Entering Foreign Markets
Discuss how firms analyze foreign markets.
See how scanning techniques can help managers
Discern the major opportunity and risk variables a company should consider
Daniels, J., Radebaugh, L., and
Sullivan, D., (2014), "Burger King"
International Business:
Environments and Operations,
Pearson Education.
Wild, J., and Wild, K., (2014),
"Singapore Rises to Prominence in
the World Market", International
Business: The Challenges of
Globalization, Pearson Education.
Session 11 ------------------------------------------------------------------------------------------- 3,00
- Foreign Direct Investment and Collaborative Ventures
Compare joint ventures and other forms of strategic alliances.
Discuss the forms of management used for strategic alliances.
Identify the limitations of strategic alliances
Griffin, R., and Pustay, M., (2013),
"Look Before You Leap",
International Business: A
Managerial Perspective, Prentice
Hall.
Cavusgil, T., Ghauri, P., Knight, G.,
and Riesenberger, J., (2014),
"AUTOLATINA: A Failed
International Partnership",
International Business: The New
Realities, Pearson.
Session 12 ------------------------------------------------------------------------------------------- 3,00
- Mock Exam
Company Visit --------------------------------------------------------------------------------------- 3,00
Company Visit --------------------------------------------------------------------------------------- 3,00
42,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 60
Written exam Individual 100 3,00
Midterm exam (ME)
Continuous assessment (CA) 40
Oral exam Individual 50
Project Group 50
SUGGESTED FURTHER READINGS :
- Rugman, A. M., and Collinson, S., International Business, Pearson Education, 2013.
- Wild, J., and Wild, K., International Business: The Challenges of Globalization, Pearson Education, 2014.
- Daniels, J., Radebaugh, L., and Sullivan, D., International Business: Environments and Operations, Pearson Education, 2014.
- Cavusgil, T., Ghauri, P., Knight, G., and Riesenberger, J., International Business: The New Realities, Pearson Education, 2014.
- Griffin, R., and Pustay, M., International Business: A Managerial Perspective, Prentice Hall, 2013.
- Wall, S., Minocha, S., and Rees, B., International Business, Pearson Education, 2010.
41
Pre-specialisation track
“Finance”
(in Paris)
42
FIN431 - CORPORATE FINANCE 1
IDENTIFICATION :
Course title : CORPORATE FINANCE 1
Supervisor : DURAND Xavier Semester : 08
Based in : Angers - Office : J1907 Department : Finance
E-mail : [email protected] Code : FIN431
Teaching language : English Campus : Paris
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
This module consists of two courses. The first is entitled 'Investment and financing policies'. In its first part, it discusses the issue of
investment choices. It starts by evaluating the cash flow and presenting the working capital normative. It exposes the selection
criteria in the context of certainty and absolute uncertainty. Methods of decision trees and real options are also presented. After
selecting the investment project, the company must implement a financing policy that minimizes the cost of funding and finance as
wisely as possible the projects selected. This is the subject of the second part of the first course.
The second course is entitled 'Corporte valuation'. It aims to present the valuation methods and explains valuation differences which
they lead.
LEARNING GOALS/LEARNING OBJECTIVES :
4.1 Graduates have command of the essential knowledge in the field of finance, theories, concepts, mechanisms and tools,
both in a national and international context.
ORGANISATION :
Lecture Seminar Other
Investment policy and financing policies ---------------------------------------------------------- 30,00
- Investment policy in context of certainty
Types of investments
Criteria of choice
Estimation of the cash flows
Particular cases
Reading handouts and preparing
the case DOMAXLU.
- Investment policy in context of uncertainty
Cost of capital of a project
cash flow adjustments
Risk analysis of the risk of a project
Valuation of the flexibility of a project
Investment choices in absolute uncertainty
Reading handouts and preparing
the exercises.
- Real options and investment decisions.
Decision Tree Analysis
Real options Analysis
Reading the handouts and
preparing the cas MAXLU.
- Financing policy: funding modalities
The funding modalities
The citereas
Reading handouts and preparing
the case ABSA.
- Financing plan
The aims
The contents
the steps
Applications
Reading handouts and preparing
exercices on the financing plan.
Corporate valuation --------------------------------------------------------------------------------- 12,00
- Actuarial approach
Reading handouts and preparing
the exercises (the cases Distri Max,
SA Trésor 2).
- Comparative approach
Reading handouts and preparing
the exercises (the cases CLIM,
FRIDGE et FREEZE+).
- Patrimonial approach
Reading handouts and preparing
the exercise Bigprofit.
- Consideration of goodwill
42,00
43
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 70
Written exam Individual 100 3,00
Midterm exam (ME)
Continuous assessment (CA) 30
Written exam Individual 100
SUGGESTED FURTHER READINGS :
- Berk, J. and DeMarzo, P., Corporate Finance, 2nd Edition, Pearson, 2011.
- Quiry, P., Le Fur, Y., Salvi, A., Dallochio M., Vernimmen, P., Corporate Finance: Theory and Practice , 3rd Edition edition , John
Wiley & Sons, 2014.
44
FIN432 - FINANCIAL MARKETS 1
IDENTIFICATION :
Course title : FINANCIAL MARKETS 1
Supervisor : DURAND Xavier Semester : 08
Based in : Angers - Office : J1907 Department : Finance
E-mail : [email protected] Code : FIN432
Teaching language : English Campus : Paris
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
This course is aimed at students on MSc's in finance. All you need as a pre-requisite is a basic undergraduate course in Financial
Management and some basis on non-linear optimisation. This course focus on portfolio (utility analysis, mean-variance theory,
efficiency, equilibrium, performance) and debt management (pricing, interest rate theory). It ends with a seminar on technical
analysis.
This course covers the main theoretical ideas in portfolio management, determination of strategic investment decisions, as well as
analyses of specific trading strategies. We need math and stats to analyse these ideas in a rigorous fashion.
LEARNING GOALS/LEARNING OBJECTIVES :
4.1 Graduates have command of the essential knowledge in the field of finance, theories, concepts, mechanisms and tools,
both in a national and international context.
4.4 Graduates know how to implement the acquired knowledge in professional situations (in functions of auditing, controlling,
risk management, consulting and financial engineering).
ORGANISATION :
Lecture Seminar Other
Portfolio management ------------------------------------------------------------------------------ 24,00
- Basic Concept in Finance
Basic Statistics in Finance
Efficient Market Hypothesis
Are Stock Returns Predictable?
Behavioural Finance and Anomalies
Chapter 1, Basic Concepts in
Finance. Keith Cuthbertson and
Dirk Nitzsche, Quantitative
Financial Economics: Stocks, Bonds
and Foreign Exchange 2004
Chapter 3, Are stock returns
predictable? Keith Cuthbertson and
Dirk Nitzsche, Quantitative
Financial Economics: Stocks, Bonds
and Foreign Exchange 2004
- Mean-Variance Portfolio Theory
Efficient Frontier
Markowitz Theory
Chapter 5, Mean-Variance Portfolio
Theory. Keith Cuthbertson and Dirk
Nitzsche, Quantitative Financial
Economics: Stocks, Bonds and
Foreign Exchange 2004
- Capital Asset Pricing Model
Derivation of CAPM from Markowitz Theory
Beta and Systematic Risk
Chapter 7, Performance measure,
CAPM and APT. Keith Cuthbertson
and Dirk Nitzsche, Quantitative
Financial Economics: Stocks, Bonds
and Foreign Exchange 2004
- Performance Measures, CAPM and APT
Performance Measures
Extensions of the CAPM
Single Index Model
Arbitrage Pricing Theory
Chapter 7, Performance measure,
CAPM and APT. Keith Cuthbertson
and Dirk Nitzsche, Quantitative
Financial Economics: Stocks, Bonds
and Foreign Exchange 2004
Chapter 8, Empirical Evidence:
CAPM and APT. Keith Cuthbertson
and Dirk Nitzsche, Quantitative
Financial Economics: Stocks, Bonds
and Foreign Exchange 2004
Chapter 12, Stock Prices: The VAR
approach. Keith Cuthbertson and
Dirk Nitzsche, Quantitative
Financial Economics: Stocks, Bonds
and Foreign Exchange 2004
The Management of Bond Investments and Trading of Debt ------------------------------------ 12,00
- Bonds defined
45
An introduction to types of bonds
Markets and issuers of bonds
Return on capital for bondholders
The zero-coupon yield curve and arbitrage opportunities
Chapter 10, Valuation Model and
Asset Return. Keith Cuthbertson
and Dirk Nitzsche, Quantitative
Financial Economics: Stocks, Bonds
and Foreign Exchange 2004
- Market risk with bonds
Measuring exposure to interest rate risk
Hedging interest rate risk (duration, modified duration, convexity)
Chapter 10, Valuation Model and
Asset Return. Keith Cuthbertson
and Dirk Nitzsche, Quantitative
Financial Economics: Stocks, Bonds
and Foreign Exchange 2004
Equities and Technical Analysis -------------------------------------------------------------------- 6,00
42,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 60
Written exam Individual 100 2,00
Midterm exam (ME) 40
Written exam Individual 100 1,00
Continuous assessment (CA)
SUGGESTED FURTHER READINGS :
- Keith Cuthbertson and Dirk Nitzsche, Quantitative Financial Economics: Stocks, Bonds and Foreign Exchange 2004
46
FIN433 - QUANTITATIVE METHODS FOR FINANCE
IDENTIFICATION :
Course title : QUANTITATIVE METHODS FOR FINANCE
Supervisor : DURAND Xavier Semester : 08
Based in : Angers - Office : J1907 Department : Finance
E-mail : [email protected] Code : FIN433
Teaching language : English Campus : Paris
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
This course has for objective to introduce students who target jobs in different sectors of finance (Audit, Banking and Companies,
Risk Management, etc.) to quantitative methods (econometrics, time series, data analysis) and to computing tools used in finance
(applied programming).
LEARNING GOALS/LEARNING OBJECTIVES :
4.1 Graduates have command of the essential knowledge in the field of finance, theories, concepts, mechanisms and tools,
both in a national and international context.
ORGANISATION :
Lecture Seminar Other
INTRODUCTION TO ECONOMETRICS -------------------------------------------------------------- 15,00
- Inferential statistics review and complements
Confidence interval estimation
Parametric tests
Khi2 test for independence
Normality test - Equality of variances (Levene's test)
Analysis of variance (ANOVA)
Case studies
Initiation SPSS
Case studies
- Regression models
The simple linear regression model
The multiple linear regression model and tests
Validity of a linear regression model
Binary and Multinomial Logistic regression
Case studies
Initiation SPSS
Case studies
TIMES SERIES --------------------------------------------------------------------------------------- 15,00
- Moving average -Smoothing methods
Moving average
Single and double exponential smoothing (Holt)
Seasonnal exponential smoothing (Winters)
Case studies
Exercises with SPSS
- Box-Jenkins Modeling
Stationarity
Autocorrelation and Partial Autocorrelation Functions
AR, MA, ARMA, and ARIMA models
SARIMA Seasonnal model
Case studies
Exercises with SPSS
DATA ANALYSIS ------------------------------------------------------------------------------------- 12,00
- Principal Components Analysis (PCA)
Principal Components Analysis
Interpretations of the results
Illustrative qualitative variable in PCA - effect size
Case studies
Case studies with SPAD
- Hierarchical Ascending Classification (HAC)
Classification of all individuals
Inertia criterion
Class Descriptions
Case studies
Case studies with SPAD
- Correspondence Factorial Analysis (CFA)
Contingence table
Correspondence Factorial Analysis
Interpretations of the results
Case studies
Case studies with SPAD
42,00
47
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 50
Written exam Individual 100 1,50
Midterm exam (ME)
Continuous assessment (CA) 50
Written exam Individual 20
Project Group 30
Project Group 50
48
FIN434 - FINANCIAL INFORMATION SYSTEMS
IDENTIFICATION :
Course title : FINANCIAL INFORMATION SYSTEMS
Supervisor : DURAND Xavier Semester : 08
Based in : Angers - Office : J1907 Department : Finance
E-mail : [email protected] Code : FIN434
Teaching language : English Campus : Paris
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
Based on a balance between theoretical approach and practical skills, this module prepares students for the various issues about the
information systems management. The understanding of mechanisms and stakes around information systems in the companies is
essential for future graduates who are willing to start their career in corporate finance or in financial engineering.
LEARNING GOALS/LEARNING OBJECTIVES :
4.1 Graduates have command of the essential knowledge in the field of finance, theories, concepts, mechanisms and tools,
both in a national and international context.
4.2 Graduates have a good understanding of the corporate environment and the financial issues concerning their company,
both on a national and international level.
ORGANISATION :
Lecture Seminar Other
Information systems -------------------------------------------------------------------------------- 21,00
- Strategic and organizational impact of information systems
Integration of information systems in the strategy of the company
Organizational impact and stakes
Actors of information systems
Paper analysis
- Analysis of the offer of an editor
Offer benchmark
- ERP (Entreprise resources planning)
Paper analysis
- Analysis and description of process
Principles
Analysis
Description
Execution
Exercises
- Business intelligence and decision-making
Principles
Examples
Exercises
VBA and EXCEL for Finance ------------------------------------------------------------------------ 21,00
- Excel - an introduction to VBA in Excel
Simple Macro Creation Handouts to read and exercises to
prepare
- VBA algorithm (operating mode)
Algorithmic initiation
Data structures - Control objects in UserForm
Handouts to read and exercises to
prepare
- VBA in Excel
Treatment of Data
Use VBA arrays, file management, VBA to search data
Handouts to read and exercises to
prepare
- Cas study for using VBA with Excel
Case study to prepare
42,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE)
Midterm exam (ME)
Continuous assessment (CA) 100
Project Group 100
49
FIN435 - INTERNATIONAL ACCOUNTING
IDENTIFICATION :
Course title : INTERNATIONAL ACCOUNTING
Supervisor : DURAND Xavier Semester : 08
Based in : Angers - Office : J1907 Department : Finance
E-mail : [email protected] Code : FIN435
Teaching language : English Campus : Paris
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
This module deals with the major issues of international accounting standards and main techniques of consolidation. In particular it
should allow students to know perfectly how to read the consolidated financial statements. It is dedicated to students who are willing
to start their career in industriel or consulting firms.
LEARNING GOALS/LEARNING OBJECTIVES :
4.3 Graduates know how to interpret the financial statements of a company according to national and international norms, as
well as all elements of relevance concerning a company’s financial strategy.
ORGANISATION :
Lecture Seminar Other
International financial reporting standards (IFRS) ------------------------------------------------ 15,00
- Framework for the preparation and presentation of financial statements
Qualitative characteristics of financial statements
Recognition of the elements of financial statements
Principles of accouting measurement
OBERT R., Pratique des normes
IFRS, Dunod, 2009, pp 54-67
Handouts to read and exercises to
do
Framework for the preparation and
presentation of financial
statements, IASB
- Presentation of financial statements
Statement of financial position as at the end of the period
Statement of comprehensive income for the period
Statement of cash flows for the period
Statement of changes in equity for the period
OBERT R., Pratique des normes
IFRS, Dunod, 2009, pp 77-101.
Handouts to read and exercises to
do
IAS 1: presentation of financial
statements, IASB
- Assets in IFRS (1)
1- Intangible assets:
intangible assets generated internally
Recognition and Measurement
amortization
2- Tangible assets:
Recognition and Measurement
amortization
depreciation
OBERT R., Pratique des normes
IFRS, Dunod, 2009, pp 251-266 et
pp 274-284.
Handouts to read and exercises to
do
IAS 38: intangible assets, IASB
IAS 16: tangible assets, IASB
- Assets in IFRS (2)
Leases
Classification
Accounting for leases
OBERT R., Pratique des normes
IFRS, Dunod, 2009, pp 300-310
Handouts to read and exercises to
do
IAS 17: Leases, IASB
- Financial assets/Liabilities in IFRS
Recognition
Measurement
Accounting
OBERT R., Pratique des normes
IFRS, Dunod, 2009, pp 180-206
Handouts to read and exercises to
do
IAS 32: financial instruments:
présentation, IASB
IAS 39: financial instruments:
recognition and measurement,
IASB.
Consolidation ---------------------------------------------------------------------------------------- 27,00
- Principles and general mechanisms of the consolidation
Principles and general mechanisms of consolidation
Introduction and definitions
Scope of consolidation
Methods of consolidation
Practice of the consolidation
Principles and accounting rules
Main reprocessings of consolidation
Handouts to read: DUNOD, DSCG 4
Revise the course given and
exercises to do
- Main reprocessings of consolidation
50
objectives restatements
The different restatements
Handouts to read: DUNOD, DSCG 4
Revise the course given and
exercises to do
- Deferred taxes, translating methods,
Goodwill
Valuation differences
Handouts to read: DUNOD, DSCG 4
Revise the course given and
exercises to do
- Financial analysis of consolidated accounts
Why analyze consolidated accounts
Analysis of the consolidation scope
valuation of aAssets and debts
Handouts to read: DUNOD, DSCG 4
Revise the course given and
exercises to do
- Financial analysis of consolidated accounts
Financial instruments
Analysis of segment disclosure
Activity Analysis
Profitability Analysis
Analysis of capital structure
Handouts to read: DUNOD, DSCG 4
Revise the course given and
exercises to do
- Consolidated cash flow statement
Presentation and objective
The financial analysis by the cash flow
Handouts to read: DUNOD, DSCG 4
Revise the course given and
exercises to do
- Statement of change in owners' equity
Major elements
Structure
Handouts to read: DUNOD, DSCG 4
Revise the course given and
exercises to do
- Consolidated statements
Financial reporting obligation
Notes and other information
Handouts to read: DUNOD, DSCG 4
Revise the course given and
exercises to do
- Group work
42,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 70
Written exam Individual 100 3,00
Midterm exam (ME)
Continuous assessment (CA) 30
Written exam Individual 100
SUGGESTED FURTHER READINGS :
- Barneto P., Gregorio G., DSCG 2 - Finance, Manuel et applications, Dunod, 2009
- Burlaud, A. (dir.), Comptabilité et audit, manuel et applications, Foucher, 2010
- Obert R., Pratique des normes IFRS, Dunod, 2010.
51
4
th
year courses
in Shanghai
52
INT471 - ASIAN ECONOMY AND GEOPOLITICS
IDENTIFICATION :
Course title : ASIAN ECONOMY AND GEOPOLITICS
Supervisor : AUSTERMANN Frauke Semester : 07/08
Based in : Shanghai - Office : 04-02 Department : Affaires Internationales
E-mail : [email protected] Code : INT471
Teaching language : English Campus : Shanghai
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
This course provides an introduction into the post-war economic development and the related political changes and challenges of the
East Asian region. Emphasis will be put on China’s economic and political phenomenal rise and its implications for the country itself
and for its East Asian neighbors. Since politics, trade and economics are intertwined anywhere in the world, and probably even more
so in China and East Asia, this background is essential for any business student.
LEARNING GOALS/LEARNING OBJECTIVES :
2.3 Graduates will demonstrate a global mindset and international perspective in their management tasks.
4.3 Graduates have good command of concepts and tools of management of cultural diversity and international mobility.
ORGANISATION :
Lecture Seminar Other
Asian economy and geopolitics --------------------------------------------------------------------- 18,00 18,00 6,00
- Introduction to China and (East) Asia
General Introduction to East Asia:
Geography
Nations
Political systems
Economic overview
Tensions
- Brief historical overview:
* Sino-centric tributary system
* Western imperialism
* Japanese domination
* U.S. hegemony
Wang Gongwu: China and the
International Order: Some
Historical Perspectives, China and
the New International Order,
Routledge, 2008, pp.21-31.
- China-US Relations
Historical development of China-US relations:
- Cold War (Korean War, Vietnam War)
- Rapprochement in the 1970s
- Cross-strait relations and the US factor
- Current issues: South China Sea, North Korea/China/US relations
Michael Evans: Power and Paradox:
Asian Geopolitics and
Sino-American Relations in the 21st
Century
- China-Japan Relations
Historical development of China-Japan relations:
- Imperial China and Japan
- Second World War: Japanese invasion and the Nanjing Massacre, impact on
contemporary Sino-Japanese relations
- Current issues: Diaoyu Islands
- Singh, Bhubhindar: Stability in
Northeast Asia: Bolstering Defence
Diplomacy, RSIS Commentaries,
No. 205/2012, 5 November 2012.
- Chanlett-Avery, Emma,
Dumbaugh, Kerry, Cooper, William
H.: Sino-Japanese Relations:
Issues for U.S. Policy.
Congressional Research Service,
2008.
- East Asian Style Economic Development
- East Asian model of the "developmental state", economic success of Japan and
Asia’s four dragons
- 1997 financial crisis and its implications for the East Asian economic development
model
- David E. Bloom, David Canning,
Jocelyn E. Finlay: Population Aging
and Economic Growth in Asia
- Jomo K.S.: Growth After the
Asian Crisis:
What Remains of the East Asian
Model? pps. 11-26.
- Chinese Style Economic Development/ Team work project I
- China’s distinctive way of gradual economic reform and decentralization (1980s)
- China’s economic liberalization and integration into the global trade network (1990s
and 2000s)
- Briefing on group projects
- Loren Brandt and Thomas G.
Rawski: China’s Great Economic
Transformation,pps:1-27.
- Barry Eichengreen, Donghyun
Park, Kwanho Shin: When Fast
Growing Economies Slow Down,
pps. 1-17
- China Rises: Challenges and Opportunities
Political and societal implications of China’s economic opening for China itself:
- Income inequality
- Migrant workers
- Dwayne, Benjamin, et at.:
Income Inequality during China's
Economic Transition. In: Brandt,
53
- Environmental implications
- Ageing population
- Sustainability of growth and political stability
Loren and Rawski, Thomas G.:
China's Great Economic
Transformation. Cambridge
University Press, 2008, pp.729-
775.
- Perkins, Dwight H. and Rawski,
Thomas G.: Forecasting China's
Economic Growth to 2025. In:
Brandt, Loren and Rawski, Thomas
G.: China's Great Economic
Transformation. Cambridge
University Press, 2008, pp.829-
886.
- Investing in China, Investment from China
Introduction to the opportunities and obstacles for foreign investors in China:
- Overview of China’s IFDI/OFDI
- Policy and regulation
- Corporate players
- Theoretical implication
- Davies, Ken (2012). "Inward FDI
in China and its policy context",
Columbia FDI Profiles, Vale
Columbia Centre on Sustainable
International Investment, Columbia
University, pp. 244-257.
- Luo, Y., Xue, Q., Han, B. (2010).
"How emerging market
governments promote outward
FDI: Experience from China".
Journal of World Business, 45 (1):
pp. 68-79.
- China, East Asia and the Financial Crisis
- Discussion of the on-going financial and economic crisis
- Implications and role of East Asia and China therein
- China as a new monetary power in the world
- Margot Schüller and Yun Schüler-
Zhou: China’s Economic Policy in
the Time of the
Global Financial Crisis: Which Way
Out?
- Li, Eric X: The Life of the Party.
The Post-Democratic Future Begins
in China. Foreign Affairs, December
2012.
- Glaser, Bonnie S.: Pivot to Asia:
Prepare for Unintended
Consequences. Center for Strategic
and International Studies. April 4,
2012.
- Team work project II
Group presentations Preparation: Prepare for the group
presentations
- China-EU Relations
- Importance of EU-China Relations in Numbers
- Development of EU-China Relations
- Case study: Human Rights and the arms’ embargo
Shambaugh, David, Sandschneider,
Eberhard, Zhou Hong: China-
Europe Relations: Perceptions,
Policies and Prospects, Routledge,
2008.
- China and the Market Economy Status
- China and the WTO
- China, the EU and the market economy satus
- The (Political) Meaning of the MES for EU-China Relations
- The EU's political system in brief
- Briefing on the simulation game
- Preparation for the simulation
game: opening statement on the
country position and outline of
negotiation strategy
- Rémond, M.: The EU’s refusal to
grant China ‘Market Economy
Status’ (MES), Asia Europe Journal
September 2007, Volume 5, Issue
3, pp 345-356.
- Fox, John, Godement, François
(2009): A Power Audit of EU-China
Relations. London: European
Council on Foreign Relations.
- EU Trade Ministers’ Simulation Game
Simulation Game: "The EU Council of Trade Ministers Negotiates Whether or Not to
Grant China Market Economy Status"
James P. Cross: Interventions and
negotiation in the Council of
Ministers of the European Union,
European Union Politics, March
2012, Vol. 13, No. 1, pp. 47-69.
- Asian Regionalism
- Towards an ‘Asian Union'? Introduction to Asian regional organisations (ASEAN,
Shanghai Cooperation Organisation, future East Asian Free Trade Area)
- Emphasis on China’s role therein
- Sheng Lijun: China and ASEAN in
Asian regional integration. In:
Wang Gungwu and Zheng
Yongnian: China and the New
International Order, Routledge,
2008, pp.256-280.
54
- Pan Guang: China in the
Shanghai Cooperation
Organization. In: Wang Gungwu
and Zheng Yongnian: China and
the New International Order,
Routledge, 2008, pp.237-255.
- Preparation of a proposal for an
'Asian Union'
- Asian Union and Varieties of Capitalism in Asia
- Presentation and evaluation of the Asian Unions
- The concept of varieties of capitalism
- Comparison of varieties of capitalism in Europe with Asia
- Mock exam
- Peter Hall and David Soskice:
Varieties of Capitalism, 2001,
Oxford University Press
- Michael Carney, Eric Gedaljlovic,
and Xiaohua Yang: Varieties of
Asian Capitalism: Toward an
Institutional Theory of Asian
Enterprise, Asia Pacific Journal of
Management, 2009, 26, 361-380.
18,00 18,00 6,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 50
Written exam Individual 100 3,00
Midterm exam (ME) 30
Project Group 50
Oral exam Group 50
Continuous assessment (CA) 20
Written exams Individual 50
Oral exams Individual 50
SUGGESTED FURTHER READINGS :
- Loren Brandt – Thomas G. Rawski(eds.): China’s Great Economic Transformation, Cambridge University Press, New York, 2008
- Thomas Lum – Wayne M. Morrison – Bruce Vaughn: China’s "Soft Power" in Southeast Asia, CRS Report for Congress, January 4,
2008
- Razeen Sally: Regional Economic Integration in Asia: the Track Record and Prospects, ECIPE Occasional Paper • No. 2/2010
- Philomena Murray: Comparative regional integration in the EU and East Asia: Moving beyond integration snobbery, International
Politics Vol. 47, 3/4, 308–323.
- Yiping Huang – Bijun Wang: From the Asian Miracle to an Asian Century? Economic Transformation in the 2000s and Prospects for
the 2010s, Reserve Bank of Australia, Conference Volume 2011
- Matura, Tamas (Editor): Asian Studies - 2011, Hungarian Institute of International Affairs, Budapest.
55
INT472 - ASIAN BUSINESS RESEARCH PROJECT
IDENTIFICATION :
Course title : ASIAN BUSINESS RESEARCH PROJECT
Supervisor : AUSTERMANN Frauke Semester : 07/08
Based in : Shanghai - Office : 04-02 Department : Affaires Internationales
E-mail : [email protected] Code : INT472
Teaching language : English Campus : Shanghai
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
The re-emergence of China are of great interest for business and academia. In this course, students conduct first-hand research and
develop cutting edge knowledge and research skills about the internationalisation in and of Asia, in the spheres of business, politics,
culture and society. By using techniques of business studies and social sciences, students are given ample time for field visits and
work in groups on a specific business topic or project.
LEARNING GOALS/LEARNING OBJECTIVES :
2.3 Graduates will demonstrate a global mindset and international perspective in their management tasks.
4.3 Graduates have good command of concepts and tools of management of cultural diversity and international mobility.
ORGANISATION :
Lecture Seminar Other
Course Introduction --------------------------------------------------------------------------------- 6,00
- Module Introduction: Shanghai – China’s Megapolis
- Introduction to the course
- Team Building
Reading materials will be
distributed
- Research Methods in Business Studies and Social Sciences
- introduction to the application of various business research methods
Project management
Mark Saunders et al, Research
Methods for Business Students,
Financial Times/ Prentice Hall 2006
Field Work I ----------------------------------------------------------------------------------------- 3,00 6,00
- Company Visit
Visit to Shanghai Volkswagen (SVW) Website of Volkswagen
- Case Study of MNC in China
Case work on Shanghai Volkswagen – First Mover Advantage in Asia Business case will be provided in
class
- Preparing China’s ‘Billion’: New Urban Development and Business
How to capture the Chinese Consumers – Retailing in Shanghai
Visit to Xintiandi
-McKinsey’s Report on Urban China
(to be provided)
-Students need to report on the
visit
Group Projects -------------------------------------------------------------------------------------- 3,00 6,00
- Group Project
- Select the target company/industry
- Brainstorming
- Division of tasks and timetabling
- A preliminary schedule and plan
to be sent to the instructor
- Supervised group project
- Background research, fieldvisit, interviews etc., as outlined in the plan - Project dairy to be sent to the
instructor
- Individual group meeting with the
instructor
Field Work II ---------------------------------------------------------------------------------------- 17,00
- Countryside Business Visit
- Visit to companies in China’s countryside
- Meeting with government officials
- Interaction with Chinese students
Background research on the
companies/organisations to be
visited
Course wrap-up and final exam -------------------------------------------------------------------- 3,00
- Student Presentations
Final exam and group presentation Students should send their
PowerPoints and project
summary/findings to the instructor
in advance
6,00 6,00 32,00
56
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE)
Midterm exam (ME) 30
Written exam Individual 100 1,00
Continuous assessment (CA) 70
Oral exams Individual 30
Oral exam Group 70
SUGGESTED FURTHER READINGS :
- A course handbook with reading materials will be provided in class
- Deborah Davis, The Consumer Revolution in Urban China, University of California Press, 2000
- John Friedmann, China's Urban Transition, University of Minnesota Press, 2005 John Logan, Urban China in Transition, Wiley
Blackwell, 2007
- John Logan, Urban China in Transition, Wiley Blackwell, 2007
- McKinsey Global Institute, Preparing for China's urban billion, 2009:http://www.mckinsey.com/insights/mgi/research/urbanization/preparing_for_urban_billion_in_china
- Mark Saunders et al, Research Methods for Business Students, Financial Times / Prentice Hall 2006
57
INT474 - COUNTRY RISK ANALYSIS
IDENTIFICATION :
Course title : COUNTRY RISK ANALYSIS
Supervisor : AUSTERMANN Frauke Semester : 07/08
Based in : Shanghai - Office : 04-02 Department : Affaires Internationales
E-mail : [email protected] Code : INT474
Teaching language : English Campus : Shanghai
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
Country risks are critical to International Business Development. The purpose of this course is to provide students with a better
understanding of country risk and help them to understand the key drivers of country and sovereign risk in both mature and
emerging markets. It presents the factors that generate the country risk, the main types of them, methods of analysis, their
evaluation by the rating agencies, and, some countries’ rating assessment. More than providing a basic knowledge of traditional risk
analysis the course also considers in the globalized world in motion taking account regional and world interdependencies. It
eventually enables students to review some lessons learned from the current and previous crisis in various regions of the world.
LEARNING GOALS/LEARNING OBJECTIVES :
1.3 Graduates will be capable to identify the stakes of a situation, analyse different options and evaluate their impact.
2.3 Graduates will demonstrate a global mindset and international perspective in their management tasks.
ORGANISATION :
Lecture Seminar Other
Overview of Country Risk --------------------------------------------------------------------------- 3,00
- Introduction
Historical perspective of country risks
Literature review
Refresh basic theories and laws
Risks as a chance in business life supposed managers understand how to handle
them
- Risk Classification
Differing risks that investors can face on foreign markets
Concept of Enterprise Risk Management (ERM).
Bert S., Country Risk Analysis:
Principles, Practices and Policies, in
Frenkel M., Karmann A. & Bert S.
(2004), Sovereign Risk and
Financial Crises, Springer-Verlag
Berlin Heidelberg
Case Study
SOLVENCIA : Eurobond request to
Smith & Parker Bank
Traditional Risk Foundations ----------------------------------------------------------------------- 6,00
- Socio-political Factors
Internal forces which may influence social climate and political stability in developing
countries.
Focus on the regulatory and political environment.
Comparison of issues in the political economy of China and Southeast Asia.
AmCham Shanghai 2014 China
Business Report (main focus on
"Analysis of Survey Results" section
3, most relevant to
business/political risk)
Corporate Materials from Control
Risks (one of the world’s top risk
consultancies): Country Risk
Forecasts for China and Southeast
Asian countries
- Financial and Economic Factors
Identify common financial and macro-economic factors impacting Country Risk
indicators.
Focus on the macro-economic factors and the interdependencies between nations
Currie D.M. (2011), Country
Analysis, Gower Publishing Limited
Presentation
Groups of Students discuss a
selected chapter in Currie D.M.
(2001)
Contemporary Risk Origin -------------------------------------------------------------------------- 6,00
- Cultural Risk
The session describes the risks due to cultural distance and highlights the importance
of cross-cultural management tools to enable companies to adapt their business
pratices to different cultural codes.
Oded S. (2001), Cultural Distance
Revisited: Towards a More Rigorous
Conceptualization and
Measurement of Cultural
Differences, Journal of International
Business Studies,Third Quarter.
58
- Natural and Environmental Risk
The session discusses the importance of environmental Risks arising from a growing
natural-resource scarcity and their potential implications for economies – and thus
for sovereign-debt risk – worldwide.
Ramady M. (2011), The GCC
Economies : Stepping Up To Future
Challenges, Springer, part II.
- Globalization and Rising Country Risks
The session places the conceptual framework of previous country risk discussions in a
more globalized one where rising business Risk are mainly explained by external
factors.
Distance Still Matters: The Hard
Reality of Global Expansion (HBR
OnPoint Enhanced Edition)
Global Opportunities and Threats ------------------------------------------------------------------ 3,00
- Emerging Companies
The session analyses global emerging industries and identifies strategic positions. It
analyses why companies globalize and assess how they develop global strategies.
Guemawat P. (2007), Managing
Differences: The Central Challenge
of Global Strategy, Harvard
business Review, March.
Group presentation:
Choose a multinational emerging
company. Analyze the target
emerging market’s opportunities
and threats, and relate the country
factor to the company’s strategy.
Country Risk Assessment --------------------------------------------------------------------------- 9,00
- Measures of Country Risk
This session introduces risk assessment measures and justifies the use of Country
Risk Indicators as well as their limits.
- Quantitative and Qualitative Methodologies
This session provides a detailed understanding of analytical methodologies for
assessing Sovereign and Country risks in mature and developing markets.
Hiranya K. N. (2008), Country Risk
Analysis: A Survey of the
Quantitative Methods, International
Business Review , 17(3).
Case Study
Managing Risk in an Unstable World
- Rating in China: A Critical Assessment
Assignments related to the new players in the global Rating Industry to break the
oligopolistic structure of the 3 big US firms in this field
and the future of the EU based on researches and in depth assessments about 2
European Countries.
Hand out by instructor
Global Country Risk Rating/Ranking and International Business Development ----------------- 6,00
- The Rating Agency Model Approach
Students will gain an understanding of how countries are assessed and how the
ratings process is applied by Rating Agencies (Fitch, Moody's, Standard and Poor's)
Cosset J.C., Roy J. (1991). The
Determinants of Country Risk
Ratings, Journal of International
Business Studies, 22 (1)
Llewellyn D. Howell (2007), section
4
Standard & Poor’s (2011a).
Banking Industry Country Risk
Assessment Methodology
And Assumptions, S&P's website
(www.standardandpoors.com)
- The Impact of Rating/Ranking on Corporate Strategies for Foreign Markets
The session helps to understand the role of rating agencies and examine to what
extent international companies considers their ranking in the choice of target
markets and entry mode/presence on foreign markets.
Group presentation:
Choose a multinational company,
analyse the ranking of its main
market and its modes of entry to
different markets. Analyse the
target emerging market’s
opportunities and threats, and
relate the country factor to the
company’s foreign market entry.
Risk Mitigation --------------------------------------------------------------------------------------- 6,00 3,00
- Risk Management and Business Performance
How companies integrate risk management in their business practices.
Firm-specific risks directed at a particular company or a business branch.
Stakeholder Concept
Saleem S. and Zain U. (2011), Do
effective risk management affect
organizational performance,
European Journal of Business and
Management, 3(3).
Hain S.(2001), Risk perception and
risk management in the Middle East
market: theory and practice of
59
multinational enterprises in Saudi
Arabia, Journal of Risk Research,
14(1)
Llewellyn D. Howell (2007), section
6
- Risk Insurance
The session introduces the potential benefits of risk insurance by public or private
institutions.It highlights the tremendous economic power these Credit Insurances
gain or offer to the market.
Case Study
IFP, Indonesia
Preparation for final exam
- The Business of Political Risk Consulting
Simulation of workshop
(1) need for such analysis in different industries (client side)
(2) prospects for making real money from this business model (consulting side)
Corporate Materials from Control
Risks
27,00 15,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 60
Written exam Individual 100 3,00
Midterm exam (ME)
Continuous assessment (CA) 40
Written exam Individual 60
Project Group 40
SUGGESTED FURTHER READINGS :
- Michael Frenkel, Alexander Karmann and Bert Scholtens (2004), Sovereign Risk and Financial Crises, Springer-Verlag Berlin
Heidelberg
- Llewellyn D. Howell (2007), The Handbook of Country and Political Risk Analysis, 4th Edition, Author/Editor, East Syracuse, NY:
The PRS Group
- Ramady M. (2011), The GCC Economies : Stepping Up To Future Challenges, Springer, part II.
60
INT475 - CROSS-CULTURAL MANAGEMENT AND NEGOTIATION
IDENTIFICATION :
Course title : CROSS-CULTURAL MANAGEMENT AND NEGOTIATION
Supervisor : AUSTERMANN Frauke Semester : 07/08
Based in : Shanghai - Office : 04-02 Department : Affaires Internationales
E-mail : [email protected] Code : INT475
Teaching language : English Campus : Shanghai
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
China is an attractive market for foreign business and understanding Chinese business culture and ethics is paramount to conduct
with China. This course is intended to introduce the cultural foundations of China and to show how they are applicable in
organisations and business practices. In order to develop cross-cultural sensitivities and strengthen communication skills between
East and West, students will solve concrete management case studies, do role plays and other practical exercises.
LEARNING GOALS/LEARNING OBJECTIVES :
2.3 Graduates will demonstrate a global mindset and international perspective in their management tasks.
ORGANISATION :
Lecture Seminar Other
Fundamentals of Cross-Cultural Management and Negotiation ---------------------------------- 15,00 9,00
- Course introduction
- Introduction to the course
- The challenges of managing different cultures
- Impact of cultural differences on business models and strategies.
- Cross cultural due diligence in China
- Dallas – How to do business in
China Ed Mc graw Hill
- Business case example: Carrefour
versus Wall Mart in China. Who will
win?
- Negotiations in cross-cultural environments
- What is a negotiation?
- The negotiation process. Principles and tactics from a generic perspective
- Negotiations in a cross-cultural business environment
Doing Business in China for
dummies. Extract chapter Getting
business Going through Successful
I Negotiation
- Cross-Cultural Management: Fundamental Theories I
Introduction of fundamental sociological and anthropological concepts that are
relevant to cross-cultural management (such as "perception", "space", "social
relationships")
- E.T. Hall: Beyond Culture, 1976,
Anchor/Doubleday
- Geert Hofstede: Cultures and
Organizations, 1991, Harper Collins
Business
- Fernandez & Underwood (2003),
Succeeding in China : the voices of
Experience, Forthcoming
Organizational Dynamics, vol. 35,
issue # 1
- Cross-Cultural Management: Fundamental Theories II
Introduction of fundamental sociological and anthropological concepts that are
relevant to cross-cultural management (such as "perception", "space", "social
relationships")
- E.T. Hall: Beyond Culture, 1976,
Anchor/Doubleday
- Geert Hofstede: Cultures and
Organizations, 1991, Harper Collins
Business
- Fernandez & Underwood (2003),
Succeeding in China : the voices of
Experience, Forthcoming
Organizational Dynamics, vol. 35,
issue # 1
- Preparing successful negotiations in cross-cultural environments
- The role of trust
- Interests, goals of the negotiating parties
- Organisational trust: myth and research models
- The five dimensions of trust
- The role of trust in Chinese culture
Building the High Trust
Organisation, Morreale Hackman
Ed. Wiley
- Conducting successful negotiations in cross-cultural environments I: Theory
- The role of ‘small talk’
- Understand and evaluate the other party’s interests and motivations
- Negotiation tactics
- Time management
Prepare for the role play
- Conducting successful negotiations in cross-cultural environments II: Practice
- Role plays of cross-cultural negotiations
- Evaluation by the teacher / discussion with the students
- Negotiations in China: Insights from Experience
- Best practices for successful negotiations in China
- Invitation of guest speakers
How to manage a successful
business in China
Johan Bjorksten
61
Anders Hagglund
Ed. World Scientific
The Art of War for managers
50 strategic rules
Gerald A. Michaelson
Edition Adamsmedia
Inside Chinese Business
A guide for managers worldwide
Ming Jer-Chen
Ed. Harvard Business School
Cross-Cultural Management and Negotiation IN CHINA ------------------------------------------ 4,50 13,50
- Introduction to the Cultural Foundations of China
- Basic facts about Chinese culture and civilisation: Confucius theory, social harmony,
Sun Tse Bing Fa and other basic cultural sources
- Chinese society in transition:
1840-1949
1949-1979
Post-1980
- Edward Shaughnessy, China:
Empire and Civilization. New York:
Oxford University Press,
Incorporated, 2000.
- Chinese Business Culture in Practice
- Business etiquette in China
- The concepts of "guanxi" and "pengyou"
- The role of business cards
- The function of business dinners in China
- The role of gifts
- The basic errors of foreigners doing business in China
Laurence J. Brahm, When Yes
Means No (Or Yes Or Maybe): How
to Negotiate Deals in China, 2003,
Tuttle Publishing.
- Business Culture in China in Practice
Role plays and case studies Application to various case studies
(Peugeot versus Volkswagen in
China)
- Cross-Cultural Management in China: From Theories to Practice I
Application of the theory to practical case studies and role plays of foreign companies
operating in China
Student presentations
Various case studies and in-class
role plays.
Documentary: Cross-cultural
Management in China, Fernandez,
2006
- Performing due diligence in Europe and China
- Mergers & Acquisitions in China and the role of negotiation: an overview
- Successful M&A Case for cross border operations in China
To be confirmed
- Performing audits in Europe and China
- Localising internal audit practices in China
- Developing negotiation skills: the role of cross cultural competency frameworks
- Cross-cultural skills in the profession of auditing
To be confirmed
19,50 22,50
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 50
Written exam Individual 100 3,00
Midterm exam (ME)
Continuous assessment (CA) 50
Oral exams Individual 60
Oral exam Group 40
SUGGESTED FURTHER READINGS :
- Fernandez, Bernard, Built Trust in China, A Cross-Cultural and Relational Perspective, in Zheng and Yang, La Confiance et le
Relations Sino-Européennes, 2010, L’Harmattan, pp.49-60.
- Milton J. Bennet, Basic Concepts of Intercultural Communication, 1998, London: Intercultural Press.
- Fernandez, B., Mutabazi E. & Pierre P. International Executives, Identity, Strategies and Mobility in France and China, Asia Pacific
Business Review, Vol. 12, N°1 53-76, January 2006
62
MGT474 - LEADERSHIP AND STRATEGY
IDENTIFICATION :
Course title : LEADERSHIP AND STRATEGY
Supervisor : AUSTERMANN Frauke Semester : 07/08
Based in : Shanghai - Office : 04-02 Department : Management
E-mail : [email protected] Code : MGT474
Teaching language : English Campus : Shanghai
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
Working in organizations requires the management of people, the exercise of leadership and the development and implementation of
strategic decisions. Although leadership and strategy is about the relations with others, it is above all a relation with oneself.
Realizing this involves developing communication skills as well as understanding political dimensions within organizations. This
course is designed for students preparing for a Master degree to raise their awareness of the fundamental traits and characteristics
of both leadership and strategy. Students will develop personal skills to set, to develop and to implement organizational strategies.
The course aims at giving students a better understanding of leadership and strategic frameworks and methodologies, not only
through classroom lectures but practical application and experimentation such as through guest speakers from the corporate world
and a Business Game.
LEARNING GOALS/LEARNING OBJECTIVES :
1.1 Graduates will know the current theories and concepts of leadership.
1.2 Graduates will be capable to incorporate the global strategy of a company when completing a mission or leading a service.
1.4 Graduates will know how to apply appropriate decision-making processes in the framework of their mission or tasks.
ORGANISATION :
Lecture Seminar Other
Leadership ------------------------------------------------------------------------------------------- 15,00
- Figures of Power
Refresh economic knowledge about basic economic laws, the functions in a company,
the knowledge areas, the ERM theory, the Stakeholder Concept, conflict management
Understanding the structure of power and its dynamics in organizations
De Pree, M. Leadership is an art -
Chapter
Interviews with S.
Vallas, N. Fligstein, S. Clegg, J.C.
Thoenig, M@n@gement, 2011/1,
vol. 14, p. 24-46
Film : Jonestown
- Forms and Types of Leadership
Managers & leaders: similarities and differences
Understanding leadership styles
De Pree, M. Leadership is an art-
Chapter
Zaleznik, A. Managers and leaders,
are they different? Best of HBR
Case : "Wash Whiter than white",
Paul Hardy
- The Exercise of Authority in the Superior-Subordinate Relationships
Negotiating, communicating & creating followers
Directing a subordinate who objects indirectly
Understanding the dynamic of an authority relationship
De Pree, M. Leadership is an art-
Chapter
Zaleznik, A. The dynamic of
subordinacy, HBR N°916531
Kets de Vries, MFR. Folie à deux :
acting out your superior’s fantasies
Case : Blackman and Dodds, Bob
Knowlton, Del Tronics
- The Political Skills in Organizations: a Must or a Necessary Evil?
Networking, data mining and influencing events and people
Know-how to develop political skills
Analysis of power games
Entering the political stakes of relationships in organizations
De Pree, M. Leadership is an art-
Chapter
Ferris, R.G. & al. Political skill at
work, Organizational dynamics, vol.
28, N° 4, 2000, p.25-37
Jim Donovan, Cibola
- The Vision of the Leader: Anticipate the Future
Vision: a stretch and leverage approach
Empowering creativity in an organization
Mobilizing towards a mission statement
Examples of key leaders in innovative organizations
De Pree, M. Leadership is an art-
Chapter
Tichy, N, Charan, R, An interview
with Jack Welch, HBR, sept-oct
1989
Case : Dead leaves, Mag Rec Inc.
63
Strategy --------------------------------------------------------------------------------------------- 12,00
- The Strategic Arena
The characteristics of strategic decisions
What is and what isn’t strategy and strategic management
How strategic priorities vary by level
The basic vocabulary of strategic decision-making
JOHNSON et al. (2011),
Fundamentals of Strategy,
PEARSON, Chapter 1
- Appreciating Competitiveness
Context and characteristics of competitiveness
How the external environment influences competitiveness?
Strategic tools to frame the external environment
Competitiveness drivers
Competitiveness improvement choices
JOHNSON et al. (2011),
Fundamentals of Strategy,
PEARSON, Chapter 2
- Strategic Leverage of Resources
Value Chain analysis
Core competencies
From fit & allocation to stretch & leverage perspectives
JOHNSON et al. (2011),
Fundamentals of Strategy,
PEARSON, Chapter 3
- New Insights and Issues in Strategy
Strategic moves
Blue Ocean Strategies
New economics and trends in technological environments
Introduction to the Business Game
KIM & MAUBORGNE (2005), Blue
Ocean Strategy, HBS Press,
Chapter 1
Business Game -------------------------------------------------------------------------------------- 14,00
- Getting inspiration & investigating
Introduction to the Business Game
Forming of teams
Research, data gathering,
investigations, interviews, etc.
- Creating
Developing a business idea/ a business model Research, data gathering,
investigations, interviews, etc.
- Prototyping
Developing a strategy, based on research and data gathered during the week before. Preparing of presentation
- Presenting
Planning, refining and presenting
Reflecting on the process and sharing in the group
Guest Speakers ------------------------------------------------------------------------------------- 3,00
- Guest speakers on leadership & strategy
Experience sharing session with leaders
27,00 17,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE)
Midterm exam (ME) 40
Written exam Individual 100 1,00
Continuous assessment (CA) 60
Written exam Individual 30
Oral exams Group 70
SUGGESTED FURTHER READINGS :
- JOHNSON et al. (2011), Fundamentals of Strategy, PEARSON.
- De Pree, M. (2004) Leadership is an art, Currency Doubleday.
- Bass, B. (1990). Bass & Stogdill’s Handbook of Leadership: Theory, Research, and Managerial Applications. New York, NY: Free
Press
- JOHNSON et al. (2010), Exploring Strategy Text & Cases, PEARSON.
- THURMAN P. (2009), MBA Fundamentals: Strategy, Kaplan Test Prep.
64
MKG474 - STRATEGIC AND SUPPLY CHAIN MANAGEMENT
IDENTIFICATION :
Course title : STRATEGIC AND SUPPLY CHAIN MANAGEMENT
Supervisor : AUSTERMANN Frauke Semester : 07/08
Based in : Shanghai - Office : 04-02 Department : Marketing
E-mail : [email protected] Code : MKG474
Teaching language : English Campus : Shanghai
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
Multinational companies both source and sell in China and Asia. This course aims to address the specific steps in strategy
formulation and implementation at the business and corporate level for both sourcing and distributing. It allows students to
understand and to be able to perform the key steps in the development of a strategic plan for global firms and to examine the
political, economic, and social forces that shape the global business environment.
LEARNING GOALS/LEARNING OBJECTIVES :
1.2 Graduates will be capable to incorporate the global strategy of a company when completing a mission or leading a service.
2.2 Graduates will demonstrate capacities of adaptation and problem-solving in managerial situations.
ORGANISATION :
Lecture Seminar Other
Basics of Strategic Sourcing and Supply Chain Management ------------------------------------ 12,00
- Sourcing strategy
• Sourcing as a competitive strategy
• Selecting a supplier
• Contract design
• Collaboration with suppliers on R&D
Chapter 14, Supply Chain
Management, 4th edition, S.
Chopra & P. Meindl
- Integrating the supply chain
• Relationship types
• Integration and synchronisation
• Facility location
• Third party logistics
Chapter 2
- Time in logistics
• Time-based competition
• Time based process mapping
• Managing timeliness
"Traditional and innovative paths
towards time-based compeition"
(pdf)
- Inventory management
• Positioning inventory
• Case study presentation
Chapter 11
Case study: Infineon, tuning into
client needs
On site study of logistic processes ----------------------------------------------------------------- 9,00
- Visit of logistic operations of Chinese exporter and/or Logistics operator in Shanghai (full day)
Corporate Strategy, Logistics and Supply Chain Management in China ------------------------- 15,00
- Introduction to the supply chain landscape in China
Current trends
Logistical bottlenecks
Opportunities and challenges
Reading material will be distributed
- Sourcing -Quality Issues -Intellectual Property Protection -Risk Management
Quality Fade and Third-Party Quality Control Issues
Shanzhai Culture, First to File trademark system and Contracts in China
The Challenge of negotiation and required steps in Due Diligence in Asia
Effective Third-Party inspection audits
- Case Apple & Foxconn
- Reading material will be
distributed
- Corporate Social Responsible Supply Chain Management
Common ethical and CSR issues in Asia
- Quality of Air, Water and Food
Political issues in Asia
Case: How Walmart is changing
China
Reading material will be distributed
- Entering Foreign Markets and International Acquisition
Navigating the changing legal environment in Asia – Case of Avon
Creating and managing joint ventures and strategic alliances in Asia
JVs versus WOFEs in China
Single vs dual brand strategy
Global vs local strategy
Case: Best Buy& Media
Reading material will be distributed
- Retaining and building market share Retailer-Supplier Partnerships M&A activity
65
Adaptation to local differences
Expanding to tier 2, 3 and 4 cities
Explosion of e-business
Case Study: Carrefour’s expansion
in China
Reading material will be distributed
Course Wrap-Up and Future Outlook -------------------------------------------------------------- 6,00
- Future Trends of Supply Chain Management in Asia China (Shanghai) Pilot Free Trade Zone
Can China Move Up the Value Chain?
Will China Grow Old Before it Becomes Rich?
Reading material will be distributed
- Oral Presentations
• 15 minute Presentations
• The Sourcing Process
Review for final exam
33,00 9,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 50
Written exam Individual 100 3,00
Midterm exam (ME)
Continuous assessment (CA) 50
Written exams Group 60
Oral exams Individual 40
SUGGESTED FURTHER READINGS :
- PENG, M.W. (2006), Global Strategy. Thomson South-Western (ISBN: 9780324288520)http://peng.swlearning.com
- CHOPRA S. & MEINDL P., Supply Chain Management (4th Edition), Pearson Education, 2009
- Midler, Paul (2010). Poorly Made in China: An Insider's Account of the China Production Game
- HARRISON A. & VAN HOEK R. (2011) Logistics management and strategy. Competing through the Supply Chain. 4th ed. Prentice
Hall
- DE TONI A. & MENEGHETTI A., (2000)Traditional and innovative paths towards time-based competition, International Journal of
Production Economics (pdf)
- TOWSON, Jeffry & WOEZEL, Jonathan (2014), The One Hour China Book: Two Peking University Professors Explain All of China
Business in Six Short Stories, Towson Group LLC.
- LEVESQUE, Peter J. (2011), The Shipping Point: The Rise of China and the Future of Retail Supply Chain Management, Wiley
66
MKG475 - BRANDING AND RETAILING IN ASIA
IDENTIFICATION :
Course title : BRANDING AND RETAILING IN ASIA
Supervisor : AUSTERMANN Frauke Semester : 07/08
Based in : Shanghai - Office : 04-02 Department : Marketing
E-mail : [email protected] Code : MKG475
Teaching language : English Campus : Shanghai
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
The economic growth of the Asian region creates new consumer needs and great opportunities for foreign entrants as well as local
players. This course aims at giving participants the keys to understand today’s branding and retailing characteristics in Japan, China
and Korea. This course aims at giving participants an understanding of the current marketing strategies that can be applied in Asian
consumer goods markets. By evaluating current strategies of main players, both local and international, they will be able to grasp
the best practices and management tactics of today’s Asia.
LEARNING GOALS/LEARNING OBJECTIVES :
4.1 Graduates know how to apply the essential knowledge of marketing in different sectors of activity.
4.3 Graduates have a good command of advanced techniques of data collection and treatment with regard to establishing a
marketing plan.
ORGANISATION :
Lecture Seminar Other
Consumer Behaviour in Asia ----------------------------------------------------------------------- 7,50 7,50
- The Environment of Asian Markets
Economic, historical, cultural overview of the main markets. Methodology for the
class project.
Students are requested to pick two
brands from one market to study
- Consumer Behavior principles
Theory and concepts of consumer behavior.
Qualitative and quantitative research.
Reading on consumer behavior
theory.
Students 1st country presentation
- Asian Consumer Behavior: Japan and Korea
Social evolution and characteristics of Japanese and Korean consumers. Gather secondary data on the
market in which the 2 brands
evolve. Present the companies’
profiles.
- Chinese Consumer Behavior
The changing Chinese consumer in perspective Reading on Chinese consumers.
Students 2nd country presentation
- Students’ presentation on consumer behavior
Study of other Asian countries Students present their analysis of
an Asian country’s consumer
behavior
Retailing in Asia ------------------------------------------------------------------------------------- 4,50 4,50
- Retailing principles
Retailing challenges today. Distribution and retail networks. Reading on a major global retailer
present in Asia.
Students 3rd country presentation
- Asian retailing Characteristics
Current retailing in Asia. Characteristics of Asian distribution and retail networks. Study their distribution strategy,
including store checks in Shanghai.
- Chinese distribution
Current Chinese distribution development, and Shanghai retail scene Students present the comparison of
two stores in Shanghai, and online
strategy of the two companies
studied.
Branding in Asia ------------------------------------------------------------------------------------- 7,50 7,50
- Branding principles
Branding theory key points. Student 4th country presentation
Reading on branding
- Branding in Asia
Branding concepts overview. Evolution of branding among foreign and local
companies.
Analyze their current brand
strategy and competition.
Hand out the first analysis of the 2
brands on a Word document
- Established Japanese brands
Analysis of key success factors of established Japanese brands in a few sectors Student 5th country presentation
- Emerging Chinese brands
Analysis of new business models in branding in China. Reading on one Chinese brand
strategy.
67
- Successful Strategies
Overview of major players’ position and evolution. Hand out the recommendations on
a Word document
Final Assessments ---------------------------------------------------------------------------------- 5,00
- Case study
Group work Case study will be provided during
the class.
- Final assignment and oral presentation
Describe and analyze two major players’ position and recommend future alternatives
for growth.
Hand out a full written report and a
power point.
19,50 19,50 5,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 60
Written exam Individual 50 1,00
Oral exam Group 50
Midterm exam (ME) 20
Project Group 50
Oral exam Group 50
Continuous assessment (CA) 20
Oral exams Individual 100
SUGGESTED FURTHER READINGS :
- BALADI Joseph, The brutal truth about Asian branding: How to break the vicious cycle, Wiley, 2011
- HALEPETE Jaya, Retailing in Asian markets, Fairchild, 2011
- KAYNAK Erdener et Al., International retailing plans and strategies in Asia, Routledge, 2005
- KRAFFT & MANTRALA Ed., Retailing in the 21st century: Current and future, Springer-Verlag Berlin, 2010.
- TEMPORAL Paul, Branding in Asia: The creation, Development and Management of Asian Brands for the Global Market, Wiley, 2001
- Suggested website :http://www.brandingasia.com/
- Regular reading of local economic press and marketing magazines is requested.
68
MKG476 - DIGITAL MARKETING
IDENTIFICATION :
Course title : DIGITAL MARKETING
Supervisor : AUSTERMANN Frauke Semester : 07/08
Based in : Shanghai - Office : 04-02 Department : Marketing
E-mail : [email protected] Code : MKG476
Teaching language : English Campus : Shanghai
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
With the development of Internet, digital technologies had a major impact on the society, both in the life of a great majority of
people and for everyday business practices. The pervasive aspect of the digital resulted in an in-depth transformation of consumer
behavior, of the business models leading to success stories, and eventually of the society itself. In this environment, the main
concern is not whether to deploy Internet technologies but how they must be deployed, how new offerings may be invented and how
existing companies may benefit from their integration. Being able to perform in such context entails understanding all the aspects of
this in depth transformation and this is the overall objective of this course.
LEARNING GOALS/LEARNING OBJECTIVES :
1.3 Graduates will be capable to identify the stakes of a situation, analyse different options and evaluate their impact.
3.1 Graduates know the ethical principles which guide their profession.
ORGANISATION :
Lecture Seminar Other
Introduction to the course and analysis of the MACRO Environment of the Digital Environment 9,00
- Course Introduction
Introduction to the course objectives, structure and assessments
Presentation of the longitudinal case study
Business Model Analysis
Emerging Business Models
B2B Digital Marketing Practices
Tools and Business models for B2B
- Description of the Internet, Functions, Regulations
Introducing the DIMA components - Webs 1.0 to 3.0
Presentation of the Internet, how it works, how it is regulated
Description of the network, IP address, DNS system
Geopolitical aspect of the internet
Consequences for companies, brand, privacy
Case Question - How to get IP
addresses, How to protect brands,
How to secure activities, How to
respect privacy
- Identify Utopias and Distopias generated by Digital Environments / Internet as a Media
How to communicate, socialize and manage in a digital world
The brand and digital identity: Which tools, messages and risks associated to the
creation of digital identity
Research tools for assessing digital identity
Case Question 1:How to promote
the digital environments
Case Question 2: Analyse and
define the digital identity of a brand
and of yourself
Micro Environment:Impact of Digital Technologies, competitors and consumer on Business Models and th 12,00
- Presentation of the company’s existing business model and first recommandations for improvements
Definitions of Business models
Emerging Business Models
Business to Business Digital Marketing Practices
Tools and Business models for business to business marketing
Platforms
Digital Technologies and Value Chain
Case Question: Define the
company’s business model
- Impact of Digital Technologies on Business Models
- Co-creation models
- Crowd sourcing models
- Crowd funding models
- Impact of those models on new product development
Case Question : Include crowd
models in the business model
- Relationship marketing using digital platforms
Information generated by on line activities
Providers of information
Interfacing web pages and databases
Customising Customer Experience
Case Question: Design your customer Database and Define Customization
- Social Networks as a media
Using Social Media Tools to Promote and Develop Brands
Identifying and Targeting Digital Influencers in Social Media
Case Question: Design the Social
Media Marketing Mix
Implementation and Tools -------------------------------------------------------------------------- 18,00 3,00
- Delivering the On Line Customer Experience through web site
Web site ergonomy Case Question: Analyse
69
On Line consumer Behavior
E Quality
contributors to trust on different
web sites
- Providing access on Internet
Referencing strategies,
SEA,
SEO, SMO
- Use of Mobiles Technologies (mobile and tablets) and Impact on Business Models
Uses, applications, QrCode
Purchasing advertising on Mobile Platforms
Case Question: How to integrate
Mobiles technologies in delivery
processes and how to use free
models in companies
- Marketing communications Using Digital Channels: E Advertising
Principles of online Advertising
Using Tools to Advertise On Line
Purchasing E Advertising Space
Tracking tools
Case Question : Design an online
campaign
- Marketing Communications Using Digital Channels: Emailing
Designing a webmail campaign that deliver Case Question: Organize a web
mail action
- Digital Marketing and Retailing
Impact on retailing mix : multi channel, omni channels, etc…
Multichannel behaviors
Case Question: Distribute the
offerings through multi channel
approach
- Group presentations
Group presentations
39,00 3,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 40
Written exam Individual 100 3,00
Midterm exam (ME)
Continuous assessment (CA) 60
Project Group 60
Oral exam Group 40
SUGGESTED FURTHER READINGS :
- Reference books: Chaffey, D., Ellis-Chadwick, F., 2012, Digital Marketing: Strategy, Implementation and Practice, Pearson, Fifth
Edition
- Complementary books: Turban, E., King, D., Lee, J., Liang, T.P., Turban, D., 2010, Electronic commerce 2010: a managerial
perspective, Pearson Ed.
- Complementary books: Chaffey, D., 2009, E Business and E Commerce Management: Strategy, Implementation and Practice,
Prentice Hall, Fourth Ed
- Complementary books: Jelassi, T., Enders, A., 2008, Strategies for E Business: Concepts and Cases, Prentice Hall, 2nd Edition
- Complementary books: Benkler, Y., 2006, The wealth of networks: how social production transforms markets and freedom, New
Haven and London, Yale University Press.
- Articles and research refs will be delivered during class
70
4th year courses
in Budapest
71
OVERVIEW 4
TH
YEAR COURSES IN BUDAPEST
Code Title Semester
MKG462 INTERNATIONAL MARKETING 7
MKG463 ADVANCED MARKET RESEARCH 7
ENV461 ECONOMIC INTELLIGENCE 7 and 8
ENV462
DOING BUSINESS AND MANAGEMENT IN CENTRAL AND EASTERN
EUROPE 7 and 8
ENV463 STARTING NEW VENTURES 7 and 8
FIN468 INTERNATIONAL MONETARY GOVERNANCE 7 and 8
INT461 GEOPOLITICS 7 and 8
MGT410 LEADERSHIP & STRATEGY 7 and 8
MGT463 CROSS CULTURAL MANAGEMENT 7 and 8
MGT464 PROJECT MANAGEMENT 7 and 8
MGT465 PRODUCT AND PROCESS INNOVATION 7 and 8
MGT466 CRISIS MANAGEMENT 7 and 8
FIN463 CORPORATE FINANCE 8
FIN464 INVESTING 8
72
MKG462 - INTERNATIONAL MARKETING (Sept-Dec)
IDENTIFICATION :
Course title : INTERNATIONAL MARKETING
Supervisor : DELI-GRAY Zsuzsa Semester : 07
Based in : Budapest - Office : B5 Department : Marketing
E-mail : [email protected] Code : MKG462
Teaching language : English Campus : Budapest
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
In our globalised world it is of the utmost importance to understand how companies have to plan, implement and evaluate their
marketing activities in the domestic and in the foreign markets. During the course the students will get a comprehensive insight into
the different international marketing concepts the companies can follow, the many different tasks an international marketing
manager/director must do as well as the ways of controlling the performance of these activities. The students also learn how to
elaborate and present an international marketing plan. By the end of the course the students will be able to make a clear distinction
between the marketing activities which must be performed in the local market and the marketing tasks which have to be completed
in international markets.
LEARNING GOALS/LEARNING OBJECTIVES :
1.3 Graduates will be capable to identify the stakes of a situation, analyse different options and evaluate their impact.
2.3 Graduates will demonstrate a global mindset and international perspective in their management tasks.
4.3 Graduates have a good command of advanced techniques of data collection and treatment with regard to establishing a
marketing plan.
ORGANISATION :
Lecture Seminar Other
Introduction to International Marketing ----------------------------------------------------------- 4,00 5,00
- Concepts, phases and strategies of International Marketing
Deli-Gray, Zs.(2008): International
Marketing. Muegyetemi Kiado,
Budapest chapters I, II, III, IV
- Macroenvironment of International Marketing
Deli-Gray, Zs.(2008): International
Marketing. Muegyetemi Kiado,
Budapest chapter VI
- Microenvironment of International Marketing
Deli-Gray, Zs.(2008): International
Marketing. Muegyetemi Kiado,
Budapest chapter VII
International Market Research and International Market Segmentation ------------------------ 4,00 5,00
- International Market Research - International Marketing Research
Deli-Gray, Zs.(2008): International
Marketing. Muegyetemi Kiado,
Budapest chapter V
- International Market Segmentation
Deli-Gray, Zs.(2008): International
Marketing. Muegyetemi Kiado,
Budapest chapter VIII
- International targeting
Deli-Gray, Zs.(2008): International
Marketing. Muegyetemi Kiado,
Budapest chapter VIII
International Marketing Mix ------------------------------------------------------------------------ 4,00 8,00
- International Product / Services Policy
Deli-Gray, Zs.(2008): International
Marketing. Muegyetemi Kiado,
Budapest chapter X/1
- .International Pricing
Deli-Gray, Zs.(2008): International
Marketing. Muegyetemi Kiado,
Budapest chapter X/3
- International Distribution Policy
73
Deli-Gray, Zs.(2008): International
Marketing. Muegyetemi Kiado,
Budapest chapter X/4
- International Promotion
Deli-Gray, Zs.(2008): International
Marketing. Muegyetemi Kiado,
Budapest chapter X/2
Organisational Framework of International Marketing -------------------------------------------- 2,00 4,00
International Marketing Plan ----------------------------------------------------------------------- 2,00 4,00
16,00 26,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 50
Written exam Individual 50 2,00
Project Group 50
Midterm exam (ME) 50
Written exam Individual 100 1,00
Continuous assessment (CA)
SUGGESTED FURTHER READINGS :
- Usunier, J-C. (1993): International Marketing. Prentice Hall International
- Doole, I. - Lowe, R. (2004): International Marketing Strategy. Analysis, development and implementation. Thomson Learning
74
MKG463 - ADVANCED MARKET RESEARCH (Sept-Dec)
IDENTIFICATION :
Course title : ADVANCED MARKET RESEARCH
Supervisor : DELI-GRAY Zsuzsa Semester : 07
Based in : Budapest - Office : B5 Department : Marketing
E-mail : [email protected] Code : MKG463
Teaching language : English Campus : Budapest
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
During the course the students will get a comprehensive insight into the qualitative and quantitative methods of market research in
a global environment. The theoretical part of the course will be completed with a solid practical part where the students can apply
their gained knowledge in real life situations.
LEARNING GOALS/LEARNING OBJECTIVES :
1.1 Graduates will know the current theories and concepts of leadership.
1.3 Graduates will be capable to identify the stakes of a situation, analyse different options and evaluate their impact.
2.1 Graduates will have acquired interpersonal, relational and social skills required for managerial positions.
2.3 Graduates will demonstrate a global mindset and international perspective in their management tasks.
ORGANISATION :
Lecture Seminar Other
Session 1 -------------------------------------------------------------------------------------------- 2,00 2,00
- Introduction
definitions, process, project N. Malhotra: Marketing Research,
Part I.
Session 2 -------------------------------------------------------------------------------------------- 2,00 2,00
- Research design
secondary research N. Malhotra: Marketing Research,
Chapter 3-4
Session 3 -------------------------------------------------------------------------------------------- 2,00 2,00
- Qualitative research 1.
in-depth interviewing N. Malhotra: Marketing Research,
Chapter 5
Session 4 -------------------------------------------------------------------------------------------- 2,00 2,00
- Qualitative research 2.
focus group discussion N. Malhotra: Marketing Research,
Chapter 5
Session 5 -------------------------------------------------------------------------------------------- 2,00 2,00
- Observation (eye tracking)
Experimentation
(blind test, mystery shopping)
N. Malhotra: Marketing Research,
Chapter 6-7
Session 6 -------------------------------------------------------------------------------------------- 4,00
- Survey methods
(f2f, CA, on-line)
Sampling
N. Malhotra: Marketing Research,
Chapter 6, 11-12
Session 7 -------------------------------------------------------------------------------------------- 2,00 2,00
- Questionnaire development
N. Malhotra: Marketing Research,
Chapter 8-10
Session 8 -------------------------------------------------------------------------------------------- 4,00
- Data processing 1.
N. Malhotra: Marketing Research,
Chapter 13-21
Session 9 -------------------------------------------------------------------------------------------- 4,00
- Data processing 2.
N. Malhotra: Marketing Research,
Chapter 13-21
Session 10 ------------------------------------------------------------------------------------------- 2,00
- International MR
N. Malhotra: Marketing Research,
75
Chapter 23
Session 11 ------------------------------------------------------------------------------------------- 4,00
- Project presentations
N. Malhotra: Marketing Research,
Chapter 22
22,00 20,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 50
Written exam Individual 100 3,00
Midterm exam (ME)
Continuous assessment (CA) 50
Project Group 100
76
ENV461 - ECONOMIC INTELLIGENCE
IDENTIFICATION :
Course title : ECONOMIC INTELLIGENCE
Supervisor : DELI-GRAY Zsuzsa Semester : 07/08
Based in : Budapest - Office : B5 Department : Environnement de l'entreprise
E-mail : [email protected] Code : ENV461
Teaching language : English Campus : Budapest
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
The course gives a comprehensive overview of the concepts and various uses of economic intelligence and knowledge management,
from the basic terms and methods to the more advanced applications. It combines theory with practice using case study analyses in
order to put models and methods into context.
The ultimate goal of EI and knowledge management is to produce added value, in two steps: transform information into knowledge
and knowledge into sustainable added value.
LEARNING GOALS/LEARNING OBJECTIVES :
1.3 Graduates will be capable to identify the stakes of a situation, analyse different options and evaluate their impact.
2.3 Graduates will demonstrate a global mindset and international perspective in their management tasks.
4.2 Graduates know how to appreciate the specific challenges of change management and innovation management.
ORGANISATION :
Lecture Seminar Other
Session 1 -------------------------------------------------------------------------------------------- 3,00
- Introduction to the course Main aims, requirements, intended outcomes, assessment Basic terms of EI
Ec Int. Chapter 1.
Introducing Economic Intelligence
Session 2 -------------------------------------------------------------------------------------------- 3,00
- EI in the organisational system Functions of EI Implementation issues
EcInt. Chapter 2.
Putting EI to work
Session 3 -------------------------------------------------------------------------------------------- 3,00
- EI and Knowledge Management Knowledge-based assets Explicit, implicit and tacit knowledge
Frap. Chapters 2-3.
Session 4 -------------------------------------------------------------------------------------------- 3,00
- The KM flow Value and benefits of KM Social network analysis
http://www.forbes.com/sites/lisaqu
ast/2012/08/20/why-knowledge-
management-is-important-to-the-
success-of-your-company
Session 5 -------------------------------------------------------------------------------------------- 3,00
- KM in practice Users and structures of knowledge
Frap Chapters 5-6-7.
Session 6 -------------------------------------------------------------------------------------------- 3,00
- Foundation of macroeonomic data, indicators and sources
World Bank: Doing business, 2012.
selected chapters
Session 7 -------------------------------------------------------------------------------------------- 3,00
- Risks and risk assessment on national and supranational level. Corruption and related issues
Transparency International:
Transparency in Corporate
Reporting. TI Perception Index:
selected country cases
Session 8 -------------------------------------------------------------------------------------------- 3,00
- Economic Information Analysis applied to CEE countries
EBRD Transition Report, 2012
77
Selected chapters
Session 9 -------------------------------------------------------------------------------------------- 3,00
- EI methods Assessing the company position in EI practice
EcInt. Chapter 4.
Session 10 ------------------------------------------------------------------------------------------- 3,00
- Auditing the organisation’s information needs Users of EI
EcInt. Chapter 5.
Session 11 ------------------------------------------------------------------------------------------- 3,00
- Searching for infromation Analysis of Information
EcInt. Chapters 6-7.
Session 12 ------------------------------------------------------------------------------------------- 3,00
- Dissemination of information The state of the art of KM
EcInt. Chapter 8.
Frap. Chapter 6.
Session 13 ------------------------------------------------------------------------------------------- 3,00
- Contemporary issues of EI and KM, Changes, challenges, trends
Roberts, Joanne (2012).
"Organizational Ignorance: Towards
a Managerial Perspective on the
Unknown?, Management Learning,"
Session 14 ------------------------------------------------------------------------------------------- 3,00
- Presentation
42,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 50
Written exam Individual 100 2,00
Midterm exam (ME) 20
Written exam Individual 100 1,00
Continuous assessment (CA) 30
Project Individual 100
SUGGESTED FURTHER READINGS :
-http://www.cio.com/article/40343/Kn...finition_and_Solutions?page=5&taxonomyId=3011
-http://wang.ist.psu.edu/course/05/IST597/papers/Davenport_know.pdf
- Benbya, H (2008). Knowledge Management Systems Implementation: Lessons from the Silicon Valley. Oxford, Chandos Publishing.
- Wilson, T.D. (2002). "The nonsense of 'knowledge management'". Information Research 8 (1).
- Davenport, Tom (2008). "Enterprise 2.0: The New, New Knowledge Management?". Harvard Business Online, Feb. 19, 2008.
- Addicott, Rachael, McGivern, Gerry, Ferlie, Ewan (2006). "Networks, Organizational Learning and Knowledge Management: NHS
Cancer Networks".Public Money & Management 26 (2): 87–94.
- Trautman, Steve (2006). "Teach What You Know: A Practical Leader's Guide to Knowledge Transfer", Addison-Wesley
- Roberts, Joanne (2009). "From Knowledge Management to Ignorance Management". Vrije University Amsterdam. Retrieved April
25, 2012.
- ...
78
ENV462 - DOING BUSINESS AND MANAGEMENT IN CENTRAL AND EASTERN
EUROPE
IDENTIFICATION :
Course title : DOING BUSINESS AND MANAGEMENT IN CENTRAL AND EASTERN EUROPE
Supervisor : DELI-GRAY Zsuzsa Semester : 07/08
Based in : Budapest - Office : B5 Department : Environnement de l'entreprise
E-mail : [email protected] Code : ENV462
Teaching language : English Campus : Budapest
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
The course gives a general overview of the business climate and management practices in Central East European (CEE) countries,
namely Hungary, Slovakia, Slovenia, the Czech Republic, Croatia, Poland and Romania. In management practices during the socialist
time (1950-1989) special "socialist management model" was used, but after the transition by privatization and by FDI inflow CEE
region has started to quickly integrate into EU economy.
LEARNING GOALS/LEARNING OBJECTIVES :
1.3 Graduates will be capable to identify the stakes of a situation, analyse different options and evaluate their impact.
2.1 Graduates will have acquired interpersonal, relational and social skills required for managerial positions.
2.3 Graduates will demonstrate a global mindset and international perspective in their management tasks.
4.3 Graduates have good command of concepts and tools of management of cultural diversity and international mobility.
ORGANISATION :
Lecture Seminar Other
Session 1 -------------------------------------------------------------------------------------------- 2,00 1,00
- Specificities of the region
Session 2 -------------------------------------------------------------------------------------------- 2,00 1,00
- History of the economic development of the region
Maddison homepage
Session 3 -------------------------------------------------------------------------------------------- 2,00 1,00
- Management practices during the socialist time
Cameron, R., Neal, L. (2003): A
Concise Economic History of the
World. Oxford. Univ. Press. 2003.
pp. 363-402.
Session 4 -------------------------------------------------------------------------------------------- 3,00
- Transition and the regional competitively
Session 5 -------------------------------------------------------------------------------------------- 2,00 1,00
- Foreign trade and the region after the transition. Designing a global organization
Session 6 -------------------------------------------------------------------------------------------- 2,00 1,00
- Transnational companies in the region, their management practices
Lasserre, Ph. (2003): Global
Strategic Management. Palgrave,
Macmillan. pp. 67-95. and pp. 159-
186.
Session 7 -------------------------------------------------------------------------------------------- 3,00
- Transnational companies activities. Global financial management. TNCs and SMEs
Lasserre, Ph. (2003): Global
Strategic Management. Palgrave,
Macmillan. pp. 335-348. and pp.
159-186.
IMF Database,
EUROSTAT homepage
Session 8 -------------------------------------------------------------------------------------------- 1,00 2,00
79
- Midterm exam Global company management
Session 9 -------------------------------------------------------------------------------------------- 2,00 1,00
- Presentation of the taxation system and the state subsidies, EU funds
PWC – HITA:
Presentation of the legal
environment for the investors
Session 10 ------------------------------------------------------------------------------------------- 2,00 1,00
- EU Structural Funds and Cohesion Funds
Presentation of the EU funds by the
students and evaluation of their
effects
Session 11 ------------------------------------------------------------------------------------------- 2,00 1,00
- Economic crisis and management in the region
Session 12 ------------------------------------------------------------------------------------------- 3,00
- Presentation of SMEs
Session 13 ------------------------------------------------------------------------------------------- 3,00
- Presentation of TNCs
Session 14 ------------------------------------------------------------------------------------------- 3,00
- How to start and manage an SME in Hungary using EU funds for development?
Using the theoretical bases of the
Session 10 in the practice
20,00 13,00 9,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 50
Written exam Individual 100 2,00
Midterm exam (ME) 30
Written exam Individual 100 1,00
Continuous assessment (CA) 20
Oral exam Group 100
80
ENV463 - STARTING NEW VENTURES
IDENTIFICATION :
Course title : STARTING NEW VENTURES
Supervisor : DELI-GRAY Zsuzsa Semester : 07/08
Based in : Budapest - Office : B5 Department : Environnement de l'entreprise
E-mail : [email protected] Code : ENV463
Teaching language : English Campus : Budapest
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
Researching,writing and revising a business plan is a major activity in the development of any business.However,when starting a
new business venture the preparation of a business plan can have a huge impact on the likely success or failure of the business.In
order to write effective business plans,students should ideally develop understanding of various business principles and practices
such as the nature of entrepreneurialism,business structures and forms of ownership.
LEARNING GOALS/LEARNING OBJECTIVES :
1.3 Graduates will be capable to identify the stakes of a situation, analyse different options and evaluate their impact.
2.2 Graduates will demonstrate capacities of adaptation and problem-solving in managerial situations.
4.3 Graduates have good command of concepts and tools of management of cultural diversity and international mobility.
ORGANISATION :
Lecture Seminar Other
Session 1 -------------------------------------------------------------------------------------------- 3,00
- Starting New Ventures: What is it all about?
What is business and entrepreneurship? What are the various forms of ownership?
Why do businesses succeed or fail?
Mason, M. K. (2012) What Causes
Small Businesses to Prosper?
Titus, S. (2011) Key reasons why
small businesses fail Institute for
Independent Business
Session 2 -------------------------------------------------------------------------------------------- 3,00
- Business Plans
What is the purpose of the business plan? What are its major components? How does
one prepare a successful business plan? What does a Business Plan look like and how
is it structured?
Arthur R. DeThomas Ph. D. and Lin
Grensing-Bophal (2008) Part I –
Ch. 1-4 in Writing a Convincing
Business Plan
Session 3 -------------------------------------------------------------------------------------------- 3,00
- Market and Competitor Analysis
How can we analyze and assess the business environment and at which levels? What
information can be generated by PESTEL and SWOT analysis?
Collins, K. (2009) Chapters 3.5-3.9
in Exploring business. Irvington:
Flatworld Knowledge
Session 4 -------------------------------------------------------------------------------------------- 3,00
- Positioning Products and Services
What represents value from the perspective of customers? How can we manage the
value creation process? How can we design and develop successful products and
services
Collins, K. (2009) Chapter 9 and 10
in Exploring business. Irvington:
Flatworld Knowledge
Session 5 -------------------------------------------------------------------------------------------- 3,00
- Mission, Vision and Strategy
Portfolio strategy – what businesses should you have? How can we set effective
strategic objectives?
Stutel, R. (2012) Chapter 6 in The
Definitive Business Plan: The Fast
Track to Intelligent Planning for
Executives and Entrepreneurs
Session 6 -------------------------------------------------------------------------------------------- 3,00
- Creating a Draft Business Plan
Pratical seminar with Consultations.
Session 7 -------------------------------------------------------------------------------------------- 3,00
- Marketing Plan
Collins, K. (2009) Chapter 9 in
Exploring business. Irvington:
Flatworld Knowledge
Market-orientation and the
functions of marketing.
Session 8 -------------------------------------------------------------------------------------------- 3,00
- Operations Plan
Arthur R. DeThomas Ph. D. and Lin
81
Grensing-Bophal (2008) Ch. 8 in
Writing a Convincing Business Plan.
Session 9 -------------------------------------------------------------------------------------------- 3,00
- Organiaztion and People Plan
The structure and organization of the company including the key human resource
requirements needed to achieve the organization’s strategic objectives.
Arthur R. DeThomas Ph. D. and Lin
Grensing-Bophal (2008) Ch. 9 in
Writing a Convincing Business Plan.
Session 10 ------------------------------------------------------------------------------------------- 3,00
- Finance Plan
The financing that is needed to achieve the organization’s strategic objectives. Arthur R. DeThomas Ph. D. and Lin
Grensing-Bophal (2008) Ch. 10 in
Writing a Convincing Business Plan.
Session 11 ------------------------------------------------------------------------------------------- 3,00
- Raising Finance
How can we raise finance? What are the available sources of finance? What are
venture capitalists and other financiers looking for?
Arthur R. DeThomas Ph. D. and Lin
Grensing-Bophal (2008) Ch. 1 and
11 in Writing a Convincing Business
Plan.
Session 12 ------------------------------------------------------------------------------------------- 3,00
- Finalizing the Business Plan
Pratical seminar with Consultations.
Session 13 ------------------------------------------------------------------------------------------- 3,00
- Individual Oral Presentations
Each group of individuals will present together in much the same way organizations
that are seeking fianance do. Therefore individual experts from within the group will
present the specific parts of the plan for which they have responsibility.
Session 14 ------------------------------------------------------------------------------------------- 3,00
- Individual Oral Presentations
Each group of individuals will present together in much the same way organizations
that are seeking fianance do. Therefore individual experts from within the group will
present the specific parts of the plan for which they have responsibility.
42,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE)
Midterm exam (ME) 10
Written exam Individual 100 3,00
Continuous assessment (CA) 90
Oral exam Individual 60
Written exam Individual 40
SUGGESTED FURTHER READINGS :
- Collins, K. (2009) Exploring business. Irvington: Flatworld Knowledge
- Arthur R. DeThomas Ph. D. and Lin Grensing-Bophal (2008) Writing a Convincing Business Plan. (3rd ed.) Barron’s Business
Library
- Stutel, R. (2012) The Definitive Business Plan: The Fast Track to Intelligent Planning for Executives and Entrepreneurs 3rd Edition
Financial Times Press
82
FIN468 - INTERNATIONAL MONETARY GOVERNANCE
IDENTIFICATION :
Course title : INTERNATIONAL MONETARY GOVERNANCE
Supervisor : DELI-GRAY Zsuzsa Semester : 07/08
Based in : Budapest - Office : B5 Department : Finance
E-mail : [email protected] Code : FIN468
Teaching language : English Campus : Budapest
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
In this intermediary course we will deal with the financial system, money, central banks, interest rates, foreign exchange rates,
banking, business cycles and the special characteristics of the CEE region. We will see the environment banks are operating in, and
also the tools and methods, how one can analyze and rank the industry members.
LEARNING GOALS/LEARNING OBJECTIVES :
1.4 Graduates will know how to apply appropriate decision-making processes in the framework of their mission or tasks.
2.2 Graduates will demonstrate capacities of adaptation and problem-solving in managerial situations.
4.3 Graduates know how to interpret the financial statements of a company according to national and international norms, as
well as all elements of relevance concerning a company’s financial strategy.
ORGANISATION :
Lecture Seminar Other
Session 1 -------------------------------------------------------------------------------------------- 3,00
- Introduction The Financial System
The players, instruments and functions of the financial system. Laurence M. Ball (2012): Money,
Banking and Financial Markets.
Worth publishers, ISBN-10: 1-
4292-4409-7, pp. 1-24.
Session 2 -------------------------------------------------------------------------------------------- 3,00
- Money and Central Banks
The types of money, money today, broad money, functions of central banks. Laurence M. Ball (2012): Money,
Banking and Financial Markets.
Worth publishers, ISBN-10: 1-
4292-4409-7, pp. 25-52.
Session 3 -------------------------------------------------------------------------------------------- 3,00
- Case Studies
Laurence M. Ball (2012): Money,
Banking and Financial Markets.
Worth publishers, ISBN-10: 1-
4292-4409-7, pp. 1-52.
Session 4 -------------------------------------------------------------------------------------------- 3,00
- Asset Prices and Interest Rates
Asset valuation methods, bubbles, crashes, nominal and real rates. Laurence M. Ball (2012): Money,
Banking and Financial Markets.
Worth publishers, ISBN-10: 1-
4292-4409-7, pp. 53-84.
Session 5 -------------------------------------------------------------------------------------------- 3,00
- What Determines Interest Rates
Liquidity preference theory and the term structure of interest rates. Laurence M. Ball (2012): Money,
Banking and Financial Markets.
Worth publishers, ISBN-10: 1-
4292-4409-7, pp. 85-120.
Session 6 -------------------------------------------------------------------------------------------- 3,00
- Case Studies
Laurence M. Ball (2012): Money,
Banking and Financial Markets.
Worth publishers, ISBN-10: 1-
4292-4409-7, pp. 53-120.
Session 7 -------------------------------------------------------------------------------------------- 3,00
- Foreign Exchange Markets I
Currency markets, exchange rates, why exchange rates matter. Laurence M. Ball (2012): Money,
Banking and Financial Markets.
Worth publishers, ISBN-10: 1-
4292-4409-7, pp. 157-188.
83
Session 8 -------------------------------------------------------------------------------------------- 3,00
- Foreign Exchange Markets II Case Studies
Long and short run behaviour ef exchange rates. Laurence M. Ball (2012): Money,
Banking and Financial Markets.
Worth publishers, ISBN-10: 1-
4292-4409-7, pp. 157-188.
Session 9 -------------------------------------------------------------------------------------------- 3,00
- The Business of Banking I
Balance sheets, off balance activities, how banks make profit. Laurence M. Ball (2012): Money,
Banking and Financial Markets.
Worth publishers, ISBN-10: 1-
4292-4409-7, pp. 253-284.
Session 10 ------------------------------------------------------------------------------------------- 3,00
- The Business of Banking II
Risks, risk management, insolvency. Laurence M. Ball (2012): Money,
Banking and Financial Markets.
Worth publishers, ISBN-10: 1-
4292-4409-7, pp. 253-284.
Session 11 ------------------------------------------------------------------------------------------- 3,00
- Case Studies
Laurence M. Ball (2012): Money,
Banking and Financial Markets.
Worth publishers, ISBN-10: 1-
4292-4409-7, pp. 253-284.
Session 12 ------------------------------------------------------------------------------------------- 3,00
- Business Cycles
Money supply and interest rates, short run economic fluctuations, inflation and
deflation.
Laurence M. Ball (2012): Money,
Banking and Financial Markets.
Worth publishers, ISBN-10: 1-
4292-4409-7, pp. 315-450.
Session 13 ------------------------------------------------------------------------------------------- 3,00
- Special Characteristics of the CEE region
Growth, impaired loans, business models.
Session 14 ------------------------------------------------------------------------------------------- 3,00
- Group Presentations
42,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 60
Written exam Individual 100 3,00
Midterm exam (ME)
Continuous assessment (CA) 40
Project Group 75
Project Individual 25
84
INT461 - GEOPOLITICS
IDENTIFICATION :
Course title : GEOPOLITICS
Supervisor : DELI-GRAY Zsuzsa Semester : 07/08
Based in : Budapest - Office : B5 Department : Affaires Internationales
E-mail : [email protected] Code : INT461
Teaching language : English Campus : Budapest
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
The aim of the course is to introduce students to the geopolitical metanarratives of the post-bipolar world, with emphasis on the role
of the United States as a hegemon, the rise of China, as well as the factors that determine our geopolitical future, such as energy,
food and climate.
LEARNING GOALS/LEARNING OBJECTIVES :
1.3 Graduates will be capable to identify the stakes of a situation, analyse different options and evaluate their impact.
2.3 Graduates will demonstrate a global mindset and international perspective in their management tasks.
4.3 Graduates have good command of concepts and tools of management of cultural diversity and international mobility.
ORGANISATION :
Lecture Seminar Other
The post-bipolar world ------------------------------------------------------------------------------ 5,00
(Fukuyama 2006) (Huntington
1996)
Major political and economic blocs ----------------------------------------------------------------- 5,00
Gillingham 2003
The US as a hegemon? ----------------------------------------------------------------------------- 4,00
Johnson and Kwak 2010
Currency and trade wars --------------------------------------------------------------------------- 4,00
(Reinert 2007) (Chang 2008)
Eichengreen "Currency war or
international policy coordination?"
University of California, Berkely
available online athttp://emlab.berkeley.edu/~eichen
gr/curr_war_JPM_2013.pdf
The rise of China ------------------------------------------------------------------------------------ 4,00
G. G. Chang 2002
The Third World ------------------------------------------------------------------------------------- 5,00
Milanovic 2011
Oil and energy --------------------------------------------------------------------------------------- 5,00
Yergin 1993
The geopolitics of food ------------------------------------------------------------------------------ 5,00
Smedshaug 2010
Climate change -------------------------------------------------------------------------------------- 5,00
An Inconvenient Truth (2006) a
film by David Guggenheim
85
42,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 100
Written exam Individual 100 3,00
Midterm exam (ME)
Continuous assessment (CA)
SUGGESTED FURTHER READINGS :
- Chang, Gordon G. The Coming Collapse of China. London: Arrow, 2002
- Chang, Ha-Joon. Bad Samaritans: The Guilty Secrets of Rich Nations and the Threat to Global Prosperity. London: Random House
Business Books, 2008.
- Fukuyama, Francis. The End of History and the Last Man. Free Press, 2006.
- Gillingham, John. European Integration 1950-2003: Superstate or New Market Economy? 2003.
- Huntington, Samuel P. Clash of Civilisations and the Remaking of World Order. New York: Simon and Schuster, 1996.
- Johnson, Simon, and James Kwak. 13 Bankers: The Wall Street Takeover and the Next Financial Meltdown. Pantheon, 2010.
- Milanovic, Branko. The Haves and the Have Nots: A Brief and Idiosyncratic History of Global Inequality. New York: Basic Books,
2011.
- Reinert, Erik. How Rich Countries got Rich...And Why Poor Countries Stay Poor. Public Affairs, 2007.
- Smedshaug, Christian Anton. Feeding the World in the 21st Century: A Historical Analysis of Agriculture and Society. London:
Anthem Press, 2010.
- Yergin, Daniel. The Prize: The Epic Quest for Oil, Money, & Power. Free Press, 1993.
86
MGT410 - LEADERSHIP & STRATEGY
IDENTIFICATION :
Course title : LEADERSHIP & STRATEGY
Supervisor : DELI-GRAY Zsuzsa Semester : 07/08
Based in : Budapest - Office : B5 Department : Management
E-mail : [email protected] Code : MGT410
Teaching language : English Campus : Budapest
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
This course is intended for students in master degree who will have the authority and need personal skills to set, develop and
implement organizational strategies. This course is also structured to make good understanding and experimentation of Leadership
and Strategic frameworks and methodologies. Fundamentals traits and characteristics of both Leadership and Strategy will be
addressed. Today, working in organizations presumes the management of people and the exercise of leadership. In spite of being a
relation with others is above all a relation with oneself. This practice involves developing communication skills as well as
understanding political dimensions. A particular attention will be place on topics and considerations at crossroads between
Leadership & Strategy. Guest Speakers and a Business Game will induce vivid descriptions and experimentation for students.
LEARNING GOALS/LEARNING OBJECTIVES :
1.1 Graduates will know the current theories and concepts of leadership.
1.2 Graduates will be capable to incorporate the global strategy of a company when completing a mission or leading a service.
1.3 Graduates will be capable to identify the stakes of a situation, analyse different options and evaluate their impact.
1.4 Graduates will know how to apply appropriate decision-making processes in the framework of their mission or tasks.
2.1 Graduates will have acquired interpersonal, relational and social skills required for managerial positions.
2.2 Graduates will demonstrate capacities of adaptation and problem-solving in managerial situations.
ORGANISATION :
Lecture Seminar Other
Leadership ------------------------------------------------------------------------------------------- 15,00
- Figures of Power
Understanding the structure of power and its dynamics in organizations De Pree, M. Leadership is an art -
Chapter
Interviews with S. Vallas, N.
Fligstein, S. Clegg, J.C. Thoenig,
M@n@gement, 2011/1, vol. 14, p.
24-46
Film : Jonestown
- Forms and Types of Leadership
Manager & Leaders: similarities and Differencies
Understanding leadership styles
De Pree, M. Leadership is an art-
Chapter
Zaleznik, A. Managers and leaders,
are they different? Best of HBR
Case : "Wash Whiter than white",
Paul Hardy
- The exercise of authority in the upper-subordinate relationships
Negotiating, Communicating & creating followers
Directing a subordinate who objects indirectly
Understanding the dynamic of authority relationship
De Pree, M. Leadership is an art-
Chapter
Zaleznik, A. The dynamic of
subordinacy, HBR N°916531
Kets de Vries, MFR. Folie à deux :
acting out your superior’s fantasies
Case : Blackman and Dodds, Bob
Knowlton, Del Tronics
- The political skills in organizations: a must or a necessary evil?
Networking, Data mining and influencing events and people
Know how to develop political skills
Analyze power games
Enter the political stakes of relationships in organizations
De Pree, M. Leadership is an art-
Chapter
Ferris, R.G. & al. Political skill at
work, Organizational dynamics, vol.
28, N° 4, 2000, p.25-37
Jim Donovan, Cibola
- The vision of the leader: anticipate the future and build: exemples of innovatives organizations
Vision: a stretch & leverage approach
Empowering creativity in the organization
Mobilizing towards a mission statement
Examples of key leaders in innovative organizations
De Pree, M. Leadership is an art-
Chapter
Tichy, N, Charan, R, An interview
with Jack Welch, HBR, sept-oct
1989
Case : Dead leaves, Mag Rec Inc.
Strategy --------------------------------------------------------------------------------------------- 12,00
- The Strategic Arena
The characteristics of strategic decisions
What is and is not Strategy and strategic management
JOHNSON et al. (2011),
Fundamentals of Strategy,
87
How strategic priorities vary by level
The basic vocabulary of strategy
Strategizing?
PEARSON, Chapter 1
- Appreciating Competitiveness
Context and characteristics of competitiveness
How the external environment influences competitiveness?
Strategic tools to frame the external environment
Competitiveness drivers
Competitiveness improvement choices
JOHNSON et al. (2011),
Fundamentals of Strategy,
PEARSON, Chapter 2
- Strategic Leverage of Resources
Value Chain analysis
Core competencies
From fit & allocation to stretch & leverage perspectives
JOHNSON et al. (2011),
Fundamentals of Strategy,
PEARSON, Chapter 3
- New insights and issues in Strategy
Strategic Moves
Blue Ocean Strategies
New economics and trends in technological environments
Assessing associated Strategic issues
For a New Strategic Game Play…
KIM & MAUBORGNE (2005), Blue
Ocean Strategy, HBS Press,
Chapter 1
Business Game -------------------------------------------------------------------------------------- 14,00
- Working in group and Introduction to the Business Game
Group Dynamics and team working
Assessment and introduction to the Business Game
- 3 days challenge based on quantitative strategic decision sheets
Manage and take strategic decisions to success in international markets
- 3 days challenge based on qualitative strategic reports
Play and act as senior manager and structure your decisions in context of finance,
HRM, Marketing, Sales...
- A retrospective report on strategic and leadership outcomes of the Business Game
Guest Speakers ------------------------------------------------------------------------------------- 3,00
- Guest Speakers on Leadership & Strategy
How do leaders actually lead?
How Strategist actually think and take decisions?
- Guest Speakers on Leadership & Strategy
How do leaders actually lead?
How Strategist actually think and take decisions?
30,00 14,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE)
Midterm exam (ME) 40
Written exam Individual 100 1,00
Continuous assessment (CA) 60
Project Group 50
Written exam Individual 50
SUGGESTED FURTHER READINGS :
- JOHNSON et al. (2011), Fundamentals of Strategy, PEARSON
- KIM & MAUBORGNE (2005), Blue Ocean Strategy, HBS Press
- De Pree, M. (2004) Leadership is an art, Currency Doubleday
- Bass, B. (1990). Bass & Stogdill’s Handbook of Leadership: Theory, Research, and Managerial Applications. New York, NY: Free
Press.
- JOHNSON et al. (2010), Exploring Strategy Text & Cases, PEARSON
- THURMAN P. (2009), MBA Fundamentals: Strategy, Kaplan Test Prep
- Bryman, A. (1996). Leadership in Organizations. In S. Cleegg, C. Hardy, & W. Nord (Eds.), Handbook of Organization Studies (pp.
276-292). Thousand Oaks, CA: Sage Publications.
- Burns, J. (1978). Leadership. New York, NY: Harper & Row Publishers.
- Kellerman, B. (Ed.). (1984). Leadership: Multidisciplinary Perspectives. Englewood Cliffs, NJ: Prentice-Hall Inc.
- Pfeffer, J. (1977). The Ambiguity of Leadership. Academy of Management Review, 2(1), 104-112.
- Smircich, L., & Morgan, G. (1982). Leadership: The Management of Meaning. Journal of Applied Behavioral Science, 18(3), 257-
273.
- Yukl, G. (1981). Leadership in Organizations. Englewood Cliffs, NJ: Prentice-Hall.
88
MGT463 - CROSS CULTURAL MANAGEMENT
IDENTIFICATION :
Course title : CROSS CULTURAL MANAGEMENT
Supervisor : DELI-GRAY Zsuzsa Semester : 07/08
Based in : Budapest - Office : B5 Department : Management
E-mail : [email protected] Code : MGT463
Teaching language : English Campus : Budapest
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
This advanced course is concerned with ‘managing in a multicultural environment’. It both embraces the latest ideas in the field and
subjects them to rigorous criticism. During this course, students will debate and argue from the perspective of other cultures and
demonstrate how cultural differences affect intercultural communication and cooperation.
LEARNING GOALS/LEARNING OBJECTIVES :
2.3 Graduates will demonstrate a global mindset and international perspective in their management tasks.
3.1 Graduates know the ethical principles which guide their profession.
4.2 Graduates will have good command of project management methodology and of the tools for effective management of the
human resources involved.
ORGANISATION :
Lecture Seminar Other
The intercultural manager: which skills are needed ? -------------------------------------------- 3,00
- Definition of intercultural manager Can you develop your skills?
HOFSTEDE, Geert H. (2010).
Cultures and organizations :
software of the mind : intercultural
cooperation and its importance for
survival, New York , McGraw-Hill.
Diversity within teams ------------------------------------------------------------------------------ 3,00
- The strengths of a diverse team
The problems created by diversity management
Diversity, ethnic identities: How to cope
CHANTAL J-F., DAVEL E., DUPUIS
J-P. (2013). Cross-cultural
management : culture and
management across the world
Cultural misunderstandings ------------------------------------------------------------------------ 3,00
- key concepts Self-analysis / hetero analysis (representations, stereotypes, choc, difficulties)
To develop understandings and skills related to the intercultural management
problems
CHANTAL J-F., DAVEL E., DUPUIS
J-P. (2013). Cross-cultural
management : culture and
management across the world.
Static and dynamic approach to cultures ---------------------------------------------------------- 3,00
- An introduction to dynamic intercultural communication.
Seelye, H. Ned (1996) The
Emperor’s Pot in Experiential
Activities for Intercultural Learning:
Vol 1 Intercultural Press: Maine,
USA
The Emperor’s Pot (aka The East-West Game) --------------------------------------------------- 3,00
- An introduction to dynamic intercultural communication.
Seelye, H. Ned (1996) The
Emperor’s Pot in Experiential
Activities for Intercultural Learning:
Vol 1 Intercultural Press: Maine,
USA
East-West Debate ----------------------------------------------------------------------------------- 3,00
- To replicate the format of the famous Lincoln-Douglas debates
Said, E. (2003) Preface in
Orientalism Penguin Books: London
Cultural Identity ------------------------------------------------------------------------------------- 3,00
- How do people construct their own identities?
Holliday, A., Hyde, M. and Kullman,
89
J. (2004) Theme 1: Identity in
Intercultural Communication: An
Advanced Source Book Routledge:
London
Awaka ------------------------------------------------------------------------------------------------ 3,00
Otherization ----------------------------------------------------------------------------------------- 3,00
- Building on the lessons learned in The Emperor’s Pot and Awaka
this seminar considers the extent to which Otherization hinders the establishment of
productive business relations.
Holliday, A., Hyde, M. and Kullman,
J. (2004) Theme 2: Otherization in
Intercultural Communication: An
Advanced Source Book Routledge:
London
Representation -------------------------------------------------------------------------------------- 3,00
- we turn to the issue of representation and how refugees and immigrants are portrayed and viewed.
Despite visible tension in many developed countries, the need for refugees and
immigrants will continue to grow in North American, Austrailian and Europen
workplaces for the foreseeable future due to ageing populations.
Holliday, A., Hyde, M. and Kullman,
J. (2004) Theme 3: Representation,
Unit A3.1 Cultural Refugee in
Intercultural Communication: An
Advanced Source Book Routledge:
London
Recent developments in Cultural Models related to organizational and leadership cultures --- 3,00
- We turn to more recent models of cultural differences
Regional differences will be applied for business practice. Participants would then
discover how these new results should change the stereotypical thinkong of global
managers.
Brodbeck, F. C., Frese, M. et al.
(2000): Cultural variation of
leadership prototypes across 22
European countries Journal of
Occupational Psychology, Vol. 73,
pp. 1-29.
Organisational culture ------------------------------------------------------------------------------ 3,00
- The aim of the seminar is to demonstrate how individual values are integrated to a larger context
This seminar touches upon the organizational and individual aspects of cultural
change. . We turn our attention on how different cultural types can fit to individual
value systems, therefore being the key to carrier success.
Heidrich, B.- Primecz, H. : Cross-
Cultural Management Skills (ESSCA
Budapest, 2006)
Heidrich, B. – Réthi, G. (2012):
Services and Service Management.
In Delener (ed.) Service Science
Research, Strategy, and
Innovation: Dynamic Knowledge
Management Methods. Hershey:
IGI Global. 2012. pp 1-36.
Cultural Perspectives of M&A and Strategic alliences --------------------------------------------- 3,00
- we discuss and analyze the international experiences of M&As
The notion of corporate ethnocentrism is discussed as a barrier. The process of
acculturation (contact, conflict, adaptation) is introduced as a strategic managerial
cultural tool of M&As.
Business as Unusual. The Role of
National Cultural Background in
Corporate Life.http://www.kakanien.ac.at//beitr/t
heorie/BHeidrich1.pdf 2002
Team presentation on the project work ----------------------------------------------------------- 3,00
9,00 33,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 50
Written exam Individual 100 2,00
Midterm exam (ME) 20
Written exam Individual 100 1,00
Continuous assessment (CA) 30
Project Group 100
SUGGESTED FURTHER READINGS :
- Steers, R.M. – Sanchez-Runde, C.J. – Nardon, L. (2010). Management Across Cultures: Challenges and Strategies. Cambridge
University Press
- Said, E. (2003) Orientalism 25th Anniversary Edition, Penguin Books: London
- Holliday, A. (2010) Intercultural Communication & Ideology Sage Publications: London
90
- Holliday, A., Hyde, M. and Kullman, J (2004) Intercultural Communication: An Advanced Source Book Routledge: London
- Legrain, P. (2009) Immigrants: Your Country Needs Them Abacus: London
- d’Iribarne, P. and Henry, A. (2007) Successful Companies in the Developing World: Managing in Synergy with Cultures Agence
Française de Développement, Research Department: Paris
- Bartlett, C.A.- Ghosal, S: Transnational Management (Irwin, 2nd edition, 1995)
- Hodgetts, R. M., Luthans, F., Doh, J. (2006): International Management, Culture, Synergy, and Behavior. The McGraw-Hill
Companies Inc., London
- Minkov, M. (2012): Cross-Cultural Analysis. The Science and Art of Comparing the World’s Modern Societies and Their Cultures.
Sage Publications
91
MGT464 - PROJECT MANAGEMENT
IDENTIFICATION :
Course title : PROJECT MANAGEMENT
Supervisor : DELI-GRAY Zsuzsa Semester : 07/08
Based in : Budapest - Office : B5 Department : Management
E-mail : [email protected] Code : MGT464
Teaching language : English Campus : Budapest
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
During the semester the students will get an overall insight into what project management is, what functions and tasks it includes
and what objectives it has. One part of the course is devoted to the theoretical knowledge, the other part is reserved for the
application of the gained knowledge. The students will be expected to employ the techniques and approaches in preparing and
implementing their projects.
LEARNING GOALS/LEARNING OBJECTIVES :
1.1 Graduates will know the current theories and concepts of leadership.
1.3 Graduates will be capable to identify the stakes of a situation, analyse different options and evaluate their impact.
2.1 Graduates will have acquired interpersonal, relational and social skills required for managerial positions.
4.2 Graduates will have good command of project management methodology and of the tools for effective management of the
human resources involved.
ORGANISATION :
Lecture Seminar Other
Session 1 -------------------------------------------------------------------------------------------- 3,00
- Get acquainted
Thinking critically about projects.
Analysis of information
Identification and deconsturction of common fallacies
Causation and correlation.
Barker, S. – Cole, R.(2007):
Brilliant Project Management: What
the Best Project Managers Know,
Say and Do., Pearson Prentice Hall.
chapter 1
Session 2 -------------------------------------------------------------------------------------------- 3,00
- Process Improvement
Variation analysis
Ishikawa/Kaizen analysis as project precursor
Identifying need
Critical evaluation of need
Options appraisal
Critical evaluation of options
Barker, S. – Cole, R.(2007):
Brilliant Project Management: What
the Best Project Managers Know,
Say and Do., Pearson Prentice Hall.
chapter 1
Session 3 -------------------------------------------------------------------------------------------- 3,00
- Introduction to PM as a discipline
Project Management Framework and organizational influences (
culture/style/structures)
General management skills in the PM field.
Differential evaluation of success
Five step project approach approach
Barker, S. – Cole, R.(2007):
Brilliant Project Management: What
the Best Project Managers Know,
Say and Do., Pearson Prentice Hall.
chapter 2
Session 4 -------------------------------------------------------------------------------------------- 3,00
- Project Inception and initiation
Developing a case
Presenting the case
Stakeholder analysis
Aligning projects with a wider strategic plan?
Obtaining buy-in
Barker, S. – Cole, R.(2007):
Brilliant Project Management: What
the Best Project Managers Know,
Say and Do., Pearson Prentice Hall.
chapter 3
Session 5 -------------------------------------------------------------------------------------------- 1,50 1,50
- Team Presentations of ’case for support’
Resource planning
Evaluation planning
Risk assessment
Variation assessment
Session 6 -------------------------------------------------------------------------------------------- 3,00
- PID and project definition
Making roles explicit and documented
Making levels of authority clear
Planning according to stakeholder analysis
Planning in the light of assessed risks
Clarifying project’s primary driver: Quality, Cost or Time.
Barker, S. – Cole, R.(2007):
Brilliant Project Management: What
the Best Project Managers Know,
Say and Do., Pearson Prentice Hall.
chapter 4
92
Session 7 -------------------------------------------------------------------------------------------- 3,00
- Presentations and Test
Team presentations on project definition and structure
Mid-term paper (home/coursework based)
Session 8 -------------------------------------------------------------------------------------------- 3,00
- Breaking the project into its component parts (work breakdown)
Developing a milestone chart (Gantt)
Identifying the critical path for the project?
Developing a project budget – seeking appropriate expertise.
Obtaining project funding. Debt vs Equity.
Barker, S. – Cole, R.(2007):
Brilliant Project Management: What
the Best Project Managers Know,
Say and Do., Pearson Prentice Hall.
chapter 5
Session 9 -------------------------------------------------------------------------------------------- 3,00
- Project Delivery
Identifying project control and governance – loose versus tight
Project reporting : clarity on who reports what and to whom and how
Project evaluation: mechanisms for measuring progress and direction
Barker, S. – Cole, R.(2007):
Brilliant Project Management: What
the Best Project Managers Know,
Say and Do., Pearson Prentice Hall.
chapter 6
Session 10 ------------------------------------------------------------------------------------------- 3,00
- Navigation – charting a course for home port
Contingency – defining a clear procedure for managing change
Tolerance – defining and agreeing a tolerance figure
Variation – identification and flagging of variation
Barker, S. – Cole, R.(2007):
Brilliant Project Management: What
the Best Project Managers Know,
Say and Do., Pearson Prentice Hall.
chapter 7
Session 11 ------------------------------------------------------------------------------------------- 3,00
- Investment appraisal techniques
Cost/Benefit Analysis
Internal Rate of Return Calculation
Net Present Value presentation
Return on Investment
Return on Equity
Discounted Cash Flow Appraisal
Barker, S. – Cole, R.(2007):
Brilliant Project Management: What
the Best Project Managers Know,
Say and Do., Pearson Prentice Hall.
chapter 8
Session 12 ------------------------------------------------------------------------------------------- 3,00
- Project Closedown
Result reporting
Post Project Reviews
Recording and communicating of lessons learnt
Barker, S. – Cole, R.(2007):
Brilliant Project Management: What
the Best Project Managers Know,
Say and Do., Pearson Prentice Hall.
chapter 9-10
Session 13 ------------------------------------------------------------------------------------------- 3,00
- Targeted revision session
Session 14 ------------------------------------------------------------------------------------------- 3,00
- Group Presentations wrap up
31,50 3,00 7,50
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 30
Written exam Individual 100 2,00
Midterm exam (ME) 20
Written exam Individual 100 1,00
Continuous assessment (CA) 50
Oral exam Group 50
Project Group 50
SUGGESTED FURTHER READINGS :
- Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK Guide 4th edition).
93
MGT465 - PRODUCT AND PROCESS INNOVATION
IDENTIFICATION :
Course title : PRODUCT AND PROCESS INNOVATION
Supervisor : DELI-GRAY Zsuzsa Semester : 07/08
Based in : Budapest - Office : B5 Department : Management
E-mail : [email protected] Code : MGT465
Teaching language : English Campus : Budapest
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
Organisations that excel in today’s rapidly changing business world know how to continuously innovate their products,services and
processes, or all of these at the same time.This course will focus on explaining the significance of innovation to organisations and
discuss the main challenges of product and process development.Building on the different experiences of SME’s,international
companies and diverse business sectors.
LEARNING GOALS/LEARNING OBJECTIVES :
1.3 Graduates will be capable to identify the stakes of a situation, analyse different options and evaluate their impact.
1.4 Graduates will know how to apply appropriate decision-making processes in the framework of their mission or tasks.
2.2 Graduates will demonstrate capacities of adaptation and problem-solving in managerial situations.
4.3 Graduates will demonstrate consideration for the economic and social dimensions of performance management.
ORGANISATION :
Lecture Seminar Other
Session 1 -------------------------------------------------------------------------------------------- 2,00 1,00
- The significance of innovation to business
P. K. Ahmed and C. D. Shepherd
(2010): Innovation Management.
Context, strategies, systems and
procesess, Pearson, Harlow -
Chapter 1
Session 2 -------------------------------------------------------------------------------------------- 1,00 2,00
- A new mindset for innovation: thinking out of the box
P. K. Ahmed and C. D. Shepherd
(2010): Innovation Management,
Chapter 2
Session 3 -------------------------------------------------------------------------------------------- 2,00 1,00
- Innovations in fast-changing, complex systems
P. K. Ahmed and C. D. Shepherd
(2010): Innovation Management,
Chapter 11
Session 4 -------------------------------------------------------------------------------------------- 1,00 2,00
- Corporate strategy and innovations
P. K. Ahmed and C. D. Shepherd
(2010): Innovation Management,
Chapter 3
Session 5 -------------------------------------------------------------------------------------------- 2,00 1,00
- Innovations and time: radical and incremental innovations
Session 6 -------------------------------------------------------------------------------------------- 1,00 2,00
- Kinds of innovations: product vs. process innovations
P. K. Ahmed and C. D. Shepherd
(2010): Innovation Management,
Chapter 5
Session 7 -------------------------------------------------------------------------------------------- 2,00 1,00
- Technology and innovations
P. K. Ahmed and C. D. Shepherd
(2010): Innovation Management,
Chapter 4
94
Session 8 -------------------------------------------------------------------------------------------- 1,00 2,00
- Humans side of innovation: leadership, culture and behaviour
P. K. Ahmed and C. D. Shepherd
(2010): Innovation Management,
Chapter 8-9
Session 9 -------------------------------------------------------------------------------------------- 2,00 1,00
- Entrepreneurial innovations and SMEs
Session 10 ------------------------------------------------------------------------------------------- 1,00 2,00
- Innovating on a global scale
P. K. Ahmed and C. D. Shepherd
(2010): Innovation Management,
Chapter 10
Session 11 ------------------------------------------------------------------------------------------- 2,00 1,00
- Innovations of social businesses
Session 12 ------------------------------------------------------------------------------------------- 3,00
- Visit to an innovative factory and a Hungarian social business
Session 13 ------------------------------------------------------------------------------------------- 3,00
- Visit to an innovative factory and a Hungarian social business
Session 14 ------------------------------------------------------------------------------------------- 1,00 2,00
- Knowledge, risk and financial management of innovations
P. K. Ahmed and C. D. Shepherd
(2010): Innovation Management,
Chapter 14
18,00 18,00 6,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 50
Written exam Individual 100 1,50
Midterm exam (ME) 25
Written exam Individual 100 1,50
Continuous assessment (CA) 25
Project Group 100
SUGGESTED FURTHER READINGS :
- V. Govindarajan and Chris Trimble (2010): The other side of innovation: solving the execution challenge. Harvard Business Press,
Boston
95
MGT466 - CRISIS MANAGEMENT
IDENTIFICATION :
Course title : CRISIS MANAGEMENT
Supervisor : DELI-GRAY Zsuzsa Semester : 07/08
Based in : Budapest - Office : B5 Department : Management
E-mail : [email protected] Code : MGT466
Teaching language : English Campus : Budapest
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
The course involves with a relatively new field of management the Crisis management. Crisis management is about "proactive
activities to respond to a major threat to a person, group or organization."(Nayor). The Crisis management course focuses on
different crisis methods, the Crisis Management Plan, the types of crisis, the special crisis management leadership competencies and
the models and theories of crisis management.
LEARNING GOALS/LEARNING OBJECTIVES :
1.3 Graduates will be capable to identify the stakes of a situation, analyse different options and evaluate their impact.
2.1 Graduates will have acquired interpersonal, relational and social skills required for managerial positions.
3.1 Graduates know the ethical principles which guide their profession.
ORGANISATION :
Lecture Seminar Other
Session 1 -------------------------------------------------------------------------------------------- 3,00
- Introduction: understanding the development (theory) of crisis management
Managing Crises (Pocket Mentor)
by Harvard Business School Press
(May 6, 2008)
Session 2 -------------------------------------------------------------------------------------------- 3,00
- Students should present a clear example of good or bad crisis management
Session 3 -------------------------------------------------------------------------------------------- 3,00
- Crisis prevention: the best way to present a crisis is to prevent it
Manager’s Guide to Crisis
Management (Briefcase Books
Series) by Jonathan Bernstein (Oct
17, 2011)
Session 4 -------------------------------------------------------------------------------------------- 3,00
- Types of crisis I. (natural, technological, personal, organizational,etc.)
Managing Crises (Pocket Mentor)
by Harvard Business School Press
(May 6, 2008)
Session 5 -------------------------------------------------------------------------------------------- 3,00
- Types of crisis II. – case studies : discussion of famous crisis situations
Session 6 -------------------------------------------------------------------------------------------- 3,00
- The crisis management plan: planning, development, execution of crisis
Managing Crises (Pocket Mentor)
by Harvard Business School Press
(May 6, 2008)
Session 7 -------------------------------------------------------------------------------------------- 3,00
- Communications in a crisis: the stages of crisis communication
Crisis Communications: A casebook
approach (Routledge
Communication Series) by Kathleen
Fearn-Banks (Sep 23, 2010)
Session 8 -------------------------------------------------------------------------------------------- 3,00
- Discussions : students will get different types of crisis situations
Crisis Communications: A casebook
96
approach (Routledge
Communication Series) by Kathleen
Fearn-Banks (Sep 23, 2010)
Session 9 -------------------------------------------------------------------------------------------- 3,00
- The crisis training : types of crisis training
Manager’s Guide to Crisis
Management (Briefcase Books
Series) by Jonathan Bernstein (Oct
17, 2011)
Session 10 ------------------------------------------------------------------------------------------- 3,00
- Cultural issues in crisis management: how to manage a crisis in a multicultural environment
Crisis Communications: A casebook
approach (Routledge
Communication Series) by Kathleen
Fearn-Banks (Sep 23, 2010)
Session 11 ------------------------------------------------------------------------------------------- 3,00
- Crisis recovery: the three steps
Manager’s Guide to Crisis
Management (Briefcase Books
Series) by Jonathan Bernstein (Oct
17, 2011)
Session 12 ------------------------------------------------------------------------------------------- 3,00
- : Learning from crises: Ethics and crisis management : business ethics during crisis
Managing Crises (Pocket Mentor)
by Harvard Business School Press
(May 6, 2008)
Session 13 ------------------------------------------------------------------------------------------- 3,00
- Students should prepare a Crisis Management Plan and present it
Session 14 ------------------------------------------------------------------------------------------- 3,00
- Summary of crisis management, preparing for the final exam
30,00 12,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 60
Written exam Individual 100 3,00
Midterm exam (ME)
Continuous assessment (CA) 40
Oral exam Individual 60
Oral exam Group 40
SUGGESTED FURTHER READINGS :
- Understanding Family Firms: Case Studies on the Management of Crises, Uncertainty and Change (SpringerBriefs in Business) by
Alan L. Carsrud and Malin Brännback (Sep 14, 2011)
- Case Studies in Crisis Communication: International Perspectives on Hits and Misses by Amiso M. George and Cornelius B. Pratt
(Mar 21, 2012)
- Websites given before course starts about the latest crisis
97
FIN463 - CORPORATE FINANCE (Jan-May)
IDENTIFICATION :
Course title : CORPORATE FINANCE
Supervisor : DELI-GRAY Zsuzsa Semester : 08
Based in : Budapest - Office : B5 Department : Finance
E-mail : [email protected] Code : FIN463
Teaching language : English Campus : Budapest
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
The aim of the course is to provide the students with the comprehensive understanding of the principles and techniques of corporate
finance and appying them to the main decisions faced by the financial manager.
LEARNING GOALS/LEARNING OBJECTIVES :
4.1 Graduates have command of the essential knowledge in the field of finance, theories, concepts, mechanisms and tools, both
in a national and international context.
4.2 Graduates have a good understanding of the corporate environment and the financial issues concerning their company, both
on a national and international level.
4.3 Graduates know how to interpret the financial statements of a company according to national and international norms, as well
as all elements of relevance concerning a company’s financial strategy.
ORGANISATION :
Lecture Seminar Other
Session 1 -------------------------------------------------------------------------------------------- 3,00
- Present and Future Value, Special Cash-Flows
Richard A. Brealey, Stewart C.
Myers, Franklin Allen (2013):
Principles of Corporate Finance.
ISBN: 0078034760.
Chapter 2
Session 2 -------------------------------------------------------------------------------------------- 3,00
- Special Cash-Flows
Richard A. Brealey, Stewart C.
Myers, Franklin Allen (2013):
Principles of Corporate Finance.
ISBN: 0078034760.
Chapter 2
Session 3 -------------------------------------------------------------------------------------------- 3,00
- Valuing Bonds
Richard A. Brealey, Stewart C.
Myers, Franklin Allen (2013):
Principles of Corporate Finance.
ISBN: 0078034760.
Chapter 3
Session 4 -------------------------------------------------------------------------------------------- 3,00
- Valuing Shares
Richard A. Brealey, Stewart C.
Myers, Franklin Allen (2013):
Principles of Corporate Finance.
ISBN: 0078034760.
Chapter 4
Session 5 -------------------------------------------------------------------------------------------- 3,00
- Stock Market Game
Richard A. Brealey, Stewart C.
Myers, Franklin Allen (2013):
Principles of Corporate Finance.
ISBN: 0078034760.
Chapter 4
Session 6 -------------------------------------------------------------------------------------------- 3,00
- Cash-flow, Investment decisions I
Richard A. Brealey, Stewart C.
Myers, Franklin Allen (2013):
Principles of Corporate Finance.
ISBN: 0078034760.
Chapter 5
98
Session 7 -------------------------------------------------------------------------------------------- 3,00
- Incestment decisions II
Richard A. Brealey, Stewart C.
Myers, Franklin Allen (2013):
Principles of Corporate Finance.
ISBN: 0078034760.
Chapter 6
Session 8 -------------------------------------------------------------------------------------------- 3,00
- Corporate financing
Richard A. Brealey, Stewart C.
Myers, Franklin Allen (2013):
Principles of Corporate Finance.
ISBN: 0078034760.
Chapter 13,14,15
Session 9 -------------------------------------------------------------------------------------------- 3,00
- Payout policy
Richard A. Brealey, Stewart C.
Myers, Franklin Allen (2013):
Principles of Corporate Finance.
ISBN: 0078034760.
Chapter 16
Session 10 ------------------------------------------------------------------------------------------- 3,00
- Debt policy
Richard A. Brealey, Stewart C.
Myers, Franklin Allen (2013):
Principles of Corporate Finance.
ISBN: 0078034760.
Chapter 17,18
Session 11 ------------------------------------------------------------------------------------------- 3,00
- Mergers
Richard A. Brealey, Stewart C.
Myers, Franklin Allen (2013):
Principles of Corporate Finance.
ISBN: 0078034760.
Chapter 31
Session 12 ------------------------------------------------------------------------------------------- 3,00
- Case Studies
Session 13 ------------------------------------------------------------------------------------------- 3,00
- Group presentations
Session 14 ------------------------------------------------------------------------------------------- 3,00
- Summary
42,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 50
Written exam Individual 100 3,00
Midterm exam (ME)
Continuous assessment (CA) 50
Project Individual 60
Project Group 40
99
FIN464 – INVESTING (Jan-May)
IDENTIFICATION :
Course title : INVESTING
Supervisor : DELI-GRAY Zsuzsa Semester : 08
Based in : Budapest - Office : B5 Department : Finance
E-mail : [email protected] Code : FIN464
Teaching language : English Campus : Budapest
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
Investing focuses both on financial and strategic aspects of investments. During the course participants can get a deep knowledge
on the most important financial products and learn how to value these financial instruments. Investing is necessary for everybody
who would like to get in any contact with investments and financial markets: for those who would like to work in financial institutions
(banks, investment funds etc.) or just would like to manage their own investments. The course is practice oriented: the sessions
start with theoretical presentation and follow with exercises and case studies to make participants understand deeply the given
problem. It requires basic studies of microeconomics and reliable knowledge in Microsoft Excel.
LEARNING GOALS/LEARNING OBJECTIVES :
1.1 Graduates will know the current theories and concepts of leadership.
1.2 Graduates will be capable to incorporate the global strategy of a company when completing a mission or leading a service.
4.1 Graduates have command of the essential knowledge in the field of finance, theories, concepts, mechanisms and tools, both
in a national and international context.
4.4 Graduates know how to implement the acquired knowledge in professional situations (in functions of auditing, controlling, risk
management, consulting and financial engineering).
ORGANISATION :
Lecture Seminar Other
Session 1 -------------------------------------------------------------------------------------------- 1,00 2,00
- Introduction
• Introductory lecture about financial products
• Discussion about the financial knowledge of the students
• VBA programming
Bodie-Kane-Marcus (2009):
Investments
Chapter 2 Page 23-53
Session 2 -------------------------------------------------------------------------------------------- 1,00 2,00
- Bonds I.
• CFs of bonds (interest bearing, zero coupon)
• Price of bonds (return, implicit return of zero coupon bonds, component prices,
gross and net price)
• Yield of bonds (yield to maturity)
Bodie-Kane-Marcus (2009):
Investments
Chapter 14 Page 445-448, 452-466
Session 3 -------------------------------------------------------------------------------------------- 1,00 2,00
- Shares I.
• Analysis of stock prices (daily log returns, independency, normal distribution)
• Measurement of risk
• Empirical vs. theoretical distribution of returns
• Risk and return of portfolios (correlation, diversification effect)
Bodie-Kane-Marcus (2009):
Investments
Chapter 5 Page 113-155
Chapter 7 Page 194-204
Session 4 -------------------------------------------------------------------------------------------- 1,00 2,00
- Derivatives I.
• Basic definitions of derivatives
• Forward, futures (definitions, prices, position values)
• Swaps (Interest rate, FX swap)
• Options (definitions, position charts, option strategies)
• VBA programming
Bodie-Kane-Marcus (2009):
Investments
Chapter 20 Page 671-681
Chapter 22 Page 759-787
Chapter 23 Page 788-822
Session 5 -------------------------------------------------------------------------------------------- 1,00 2,00
- Derivatives II.
• Options (binomial option pricing, Black-Scholes
option valuation)
• VBA programming
Bodie-Kane-Marcus (2009):
Investments
Chapter 21 Page 715-758
Session 6 -------------------------------------------------------------------------------------------- 1,00 2,00
- Derivatives III.
• Combined option positions
• Using options, sensitivities
• VBA programming
Bodie-Kane-Marcus (2009):
Investments
Chapter 20 Page 682-714
Session 7 -------------------------------------------------------------------------------------------- 1,00 2,00
- Bonds II.
• Yield curves (spot, forward, par)
• Term structure theories
• Risk of bonds (price/return relationship)
Bodie-Kane-Marcus (2009):
Investments
Chapter 15 Page 484-511
100
• Duration, Convexity Chapter 16 Page 512-525
Session 8 -------------------------------------------------------------------------------------------- 1,00 2,00
- Shares II.
• Efficient portfolio theory
• Capital Allocation Line, Capital Market Line
• Beta (regression, covariance)
• Security Market Line
• CAPM
Bodie-Kane-Marcus (2009):
Investments
Chapter 6 Page 156-188
Chapter 7 Page 204-243
Chapter 8 Page 244-259
Chapter 9 Page 280-300
Session 9 -------------------------------------------------------------------------------------------- 1,00 2,00
- Portfolio management
• Share portfolio management (active and passive techniques)
• Bond portfolio management (active and passive techniques)
Bodie-Kane-Marcus (2009):
Investments
Chapter 16 Page 530-552
Chapter 27 Page 925-949
Session 10 ------------------------------------------------------------------------------------------- 3,00
- Examples
Solving examples
Session 11 ------------------------------------------------------------------------------------------- 3,00
- Strategic Investments
Up-to-date sources
Session 12 ------------------------------------------------------------------------------------------- 3,00
- The Effects of Investments on Relations I.
Up-to-date sources
Session 13 ------------------------------------------------------------------------------------------- 3,00
- The Effects of Investments on Relations II.
Up-to-date sources
Session 14 ------------------------------------------------------------------------------------------- 3,00
- Summing-up
• Solving together a sample exam
• Clarification of questions
9,00 33,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 60
Written exam Individual 100 3,00
Midterm exam (ME)
Continuous assessment (CA) 40
Written exam Individual 30
Project Group 70
101
5th YEAR
102
Professionalisation major
“International Business”
(in Angers)
103
INT511 - BUSINESS COMMUNICATION IN AN INTERNATIONAL ENVIRONMENT
IDENTIFICATION :
Course title : BUSINESS COMMUNICATION IN AN INTERNATIONAL ENVIRONMENT
Supervisor : KERNEVEZ Lydia Semester : 09
Based in : Angers - Office : J1925 Department : Affaires Internationales
E-mail : [email protected] Code : INT511
Teaching language : English Campus : Angers
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
The module provides an advanced understanding of how communication can be optimized in international business. It is composed
of 4 main parts : Business and intercultural communication, International negotiation, Business habits in Latin America, Trade
Shows and Promotion. The first parts show how to adapt communication to international teams, examines cultural styles of
leadership and how culture affects human resource management and organizational design. The third part adresses various Latin
American Business singularities. The last part explains how to promote efficiently on foreign markets and how trade shows can
impact a company’s development abroad (selection of the right trade show, importance for a company to adapt its communication
(press, advertising) when entering a foreign.
LEARNING GOALS/LEARNING OBJECTIVES :
2.3 Graduates will demonstrate a global mindset and international perspective in their management tasks.
5.1 Graduates will be capable of adapting the communication strategy for a better promotion on international trade shows
5.2 Students develop an awareness on how culture impact business
ORGANISATION :
Lecture Seminar Other
Business and intercultural communication -------------------------------------------------------- 15,00
- Dimensions of Culture
- Review common building blocks of culture and definition
- How values such as religion have an impact on how we work
- Why do conflicts in communication arise?
Case Study to be prepared :
Daimler Chrysler Case
- The importance of Context
- Examines how History, Geography, Climate, External influences shape our
values and behaviors
- Eastern vs Western modes of thinking
Case Study to be prepared :
Ikea's Transformational leader
- Team Work and Leadership
- How cultural diversity affects teamwork
- Employee motivation
- Managerial leadership in an intercultural environment
Case Study to be prepared :
Schlumberger Profits from
Geocentric Staffing
- International Human Ressources Management
- How international companies need to adapt HR policies
- How firms recruit and select managers
- Expatriation-Opportunities and Challenges
- Performance appraisals
Case Study to be prepared :
They May Speak the Same
Language,
but...
- Organizational Design
- How does organization have an impact on performance for global companies Case Study to be prepared :
Fizz and Film- Pepsi in Middle East
International Negociation --------------------------------------------------------------------------- 6,00
Business Environment in Latin America ---------------------------------------------------------- 9,00
- The current geographical, historical and political situation of LATAM countries
Identify the current geographical, historical and political indicators that may affect
business with the region.
Report Doing Business in Colombia
(2013). Available at:
www,doingbusiness.org.
Report Doing Business in Mexico
(2012). Available at:
www,doingbusiness.org.
- The current economical situation of LATAM countries
Assess economical development of various LATAM countries. Jain, N. Lahiri, S. & Hausknecht, D.
(2013). Emerging market
multinationals location choice.
European Business Review, 25, 3,
263-280.
- Cultures and sub-cultures in LATAM
Revise cultural similarities and differences within the region. Friedrich, P., Mesquita, L., &
Hatum, A. (2006). The meaning of
difference: Beyond cultural &
managerial homogeneity
stereotypes of Latin America.
Management Research, 4, 1, 53-
71.
Lenartowicz, T. & Johnson, J.
(2003). A cross-national
104
assessment of values of Latin
America managers: Contrasting
hues or shades of gray? Journal of
International Business Studies, 34,
266-281.
Trade Shows and Promotion ----------------------------------------------------------------------- 12,00
- Major Players of the Trade Show Industry , Reasons to Participate
Trade shows : Criteria of selection.
Students will learn how to select the right trade show for their company taking into
account specific criteria.
- Optimizing your Trade Show participation
The objective of this course is to know how to organize and participate at a trade
show in an efficient way. This session is based on a case study that students’ will be
requested to prepare after the first session.
Case Study to be prepared
Hortifair
- The Importance of Values in International Communication
This session will focus on cultural values and how they impact a company’s
communication in a foreign country (language, translation, stereotypes, imagery…).
42,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 70
Written exam Individual 100 3,00
Midterm exam (ME)
Continuous assessment (CA) 30
Project Group 50
Written exam Individual 50
SUGGESTED FURTHER READINGS :
- Gary P. FERRARO The Cultural Dimension of International Business
- Geert HOFSTEDE, Culture's consequences : International differences in work-related values, 1980, Cultures and organizations :
Software of the mind, 1991, last ed. 2004
- Jeffrey E. CURRY A Short Course in International Negotiating, 2008
- Jeremy RIFKIN The Empathic Civilization, 2009
- Jonathan PASSMORE, Diversity in Coaching, 2009
- Mark MENDENHALL, Joyce OSLAND, Allan BIRD, Gary ODDOU,Martha MAZNEVSKI Global Leadership, 2008
- Nancy ADLER, International Dimensions of Organizational Behavior,1991, last ed. 2002
- Philippe D’IRIBARNE, Successful Companies in the Developing World,2007
- Albrecht SONNTAG, Les Identités du football européen, 2008
- RUTH P. STEVENS (2005), Trade Show and Event Marketing, Thomson (Racom Communication),
- XAVIER LUCRON (2001), Optimisez votre investissement salon, Les Editions Demos
- BARRY SISKIND (2005), Powerful Exhibit Marketing: The Complete Guide To Successful Trade Shows, Conferences And Consumer
Shows, Wiley
- Hernandez-Pozaz O & hernandez-Acosta J (2001) Determinant of music piracy in Puerto Rico, Proceedings AIMAC Conference
- Akhter S. & Pinto F. (2010), Can Bresilian firms survive the Chinese Challenge? effect of globalization on markets, strategies, and
Performance, European Business review, 23, 5, 52-523.
- Romero E. (2004), Latin America Leadership: El Patron & el lider moderno, Cross cultural Management, 11, 3, 25-37.
- Robertson ch. & Suarez C. (2009), An empirical test of peruvian subcultural values, Cross Cultural Management: an International
Journal, 16, 2, 215-229.
- RUTH P. STEVENS (2005), Trade Show and Event Marketing, Thomson (Racom Communication), 340p.
- BARRY SISKIND (2005), Powerful Exhibit Marketing: The Complete Guide To Successful Trade Shows, Conferences And Consumer
Shows, Wiley, 301 p.
- Lenartowicz, T. Roth, K. (2001). Does subculture within a country matter? A cross-cultural study of motivational domains and
business performance in Brazil. Journal of International Business Studies, 32, 2, 305-325.
105
INT512 - BUSINESS INTERNATIONALIZATION
IDENTIFICATION :
Course title : BUSINESS INTERNATIONALIZATION
Supervisor : KERNEVEZ Lydia Semester : 09
Based in : Angers - Office : J1925 Department : Affaires Internationales
E-mail : [email protected] Code : INT512
Teaching language : English Campus : Angers
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
This modules combines a course dealing with international business theory and a professionally oriented project applying trade
practices. The course studies how firms position themselves in global markets and diversify their activities across national borders. It
provides theory and approaches for assessing the global competitive context, decisions to enter markets, how to compete in global
markets and how to develop and implement a global strategy. The applied part involves small groups of students working on
international development projects elaborated by real companies.
LEARNING GOALS/LEARNING OBJECTIVES :
1.3 Graduates will be capable to identify the stakes of a situation, analyse different options and evaluate their impact.
2.1 Graduates will have acquired interpersonal, relational and social skills required for managerial positions.
5.1 Know how to handle the tools of international development advisors/export managers
ORGANISATION :
Lecture Seminar Other
International Business Strategies ------------------------------------------------------------------ 21,00
- Global Strategies
Consider various options facing Tata as it goes from an Indian company to a global
one : partnership, price leadership, premium services, consideration of geoographic
costs, acquisitions, executives from other countries
Reading: 1A. Managing
Differences: The Central Challenge
of Global Strategy
1B. Case: Tata
Consultancy Services: Globalization
of IT Services
- The competitive advantage of nations
1.How did the French become the dominant competitors?
2. What are the changes in the wine industry?
3. What advice would you offer to the French and Australian Ministers of Agriculture,
the French wine association, the owner of a Bordeaux vineyard?
Reading: 2A. The Competitive
Advantage of Nations
2B. Case: Global
Wine War 2009: New World versus
Old
- Foreign Market entries
1. Where would you invest? Why?
2. Has the ABC Programme been successful?
3. What benefits and drawbacks did this programme offer to Barloworld?
Reading: 3A. Strategies That Fit
Emerging Markets
3B. Case:
Barloworld: Action Learning in
Argentina, Brazil and Chile
- Cultural Distance and Entry mode
1.What is Euro Disney’s target market and what are the implications for the
development?
2.What aspects of the Disney park can be transferrable to Euro Disney?
3.What issues should a company think through before extending across boundaries?
Reading: 4A. Cultural
Distance Revisited
4B. Case: Euro
Disney
Group presentation:
Choose a multinational company,
analyze its modes of entry to
different markets. Analyze the
target emerging market’s
opportunities and threats, and
relate the country factor to the
company’s foreign market entry.
- Global Value chain
1. Compare Zara with an average retailer.
2.Was Galicia/Spain fertile ground for the emergency of an apparel retailing
powerhouse?
3.Evaluate Zara’s international mode of entry.
Reading: 5A. The Innovative
Organization: Creating Value
Through Outsourcing
5B. Case: Zara: Fast
Fashion
Group presentation:
Choose a company that outsources
part of the operation. Focus on the
decision on outsourcing and the
country chosen for outsourcing.
Analyze how the decision process
of outsourcing or not outsourcing is
a learning experience.
- Strategy and Structure
1.Does SK-II have the potential to become a global brand? Reading: 6A. Regional
106
2.Which of the three market options should Paolo Decesare recommend to the GLT?
3.What are the implications for P&G’s new organization? What support or resistance
do you expect?
Strategies for Global Leadership
6B. P&G Japan: The SK-
II Globalization Project
Group presentation:
Present a multinational company’s
different/or similar strategy in
foreign subsidiaries. Focus on the
competing demands between local
responsiveness, global integration,
and worldwide diffusion of
innovation.
- International Alliance
1.What are the issues with international partnerships?
2.What can you do to reduce the difficulty of managing such partnerships?
3.Can a broken mirror be repaired?
Reading: 7A. Distance Still
Matters: The Hard Reality of Global
Expansion
7B. Danone &
Wahaha: A Bitter-Sweet
Partnership
Group presentation:
Choose a company that forms
alliances with companies from a
different country. Analyze the
challenges of alliances including
intellectual property and
relationship management.
- Corporate Social Responsibility
1.How can Orange grow in Cameroon?
2.How does Orange deal with the challenges?
3.What is the impact of the government in a country like Cameroon?
Reading: 8A. Strategy &
Society
8B. Orange
Cameroon: A Global
Telecommunications Company in
Africa
Group presentation:
Choose a company that expresses
its corporate social responsibility or
social mission overseas. Analyze
the opportunities and challenges of
maintaining the social mission.
International Developement project --------------------------------------------------------------- 21,00
- International Development project Methodology
- Tutorial 1
Presentation of the export project by the company and discussion of expected results Reading : description of the export
project submitted by the company
- Tutorial 2
Presentation by groups of progress. Feedback on direction and progress of project
and general orientation.
Each group will prepare the
relevant data and information
regarding the market study and
competition
- Tutorial 3
Presentation by group of progress. Advice on written project and oral presentation. Each group will prepare the
relevant data and information
regarding the distribution and
communication strategy.
21,00 21,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 50
Written exam Individual 100 3,00
Midterm exam (ME)
Continuous assessment (CA) 50
Project Group 100
107
INT513 - GLOBAL SUPPLY CHAIN MANAGEMENT
IDENTIFICATION :
Course title : GLOBAL SUPPLY CHAIN MANAGEMENT
Supervisor : KERNEVEZ Lydia Semester : 09
Based in : Angers - Office : J1925 Department : Affaires Internationales
E-mail : [email protected] Code : INT513
Teaching language : English Campus : Angers
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
The educational goal is to make the students fully understands the logistic process and the supply chain management in an
international context. It gives key learning material to make students capable of mentioning and analysing the drivers of a supply
chain performance. The courses discusses the criteria governing supply chain and planning decisions. It provides information on
European Union's performances based on a profound understanding of historical and contemporary processes. On completion of this
module students are able to plan the logistics activities of a firm and understand how the components of the supply chain
management are connected to each other. Students are also able to make decisions on whether it is profitable to outsource these
activities (or part of them) instead of performing them in house.
LEARNING GOALS/LEARNING OBJECTIVES :
1.3 Graduates will be capable to identify the stakes of a situation, analyse different options and evaluate their impact.
5.1 Understand the basic functions of the different members of a supply chain and their interaction
5.2 Know how to handle the tools of supply chain managers and their potential effects
ORGANISATION :
Lecture Seminar Other
Global Supply Chain Management ----------------------------------------------------------------- 18,00
- Introduction to SCM
Introduction to Supply Chain Management
Replenishment cycle
Lead time
Exercise: comparing book supply
chains
Amazon.com vs bookstore chain
Barnes & Noble
- Strategy and SCM
Strategic fit : drivers
Network design
Exercice in groups/Pharmaceutical
company case
- Supply Chain optimization
Efficient / reactive supply chain
Agile supply chain
Logistics of footwear in France
Practical cases : footwear logistics
in France and shirt distributor in
the USA
- Risk Management
Recovery plans
Business contingency planning
Supplier risk management
Supplier diversification
Supplier selection
Contracts
•Collaboration and coordination
Case study : the beer Game
International Logistics management --------------------------------------------------------------- 24,00
- Introduction to international logistics and SMC
-An introduction to the course
-The evolution of logistics and SMC
- The grand purpose of SCM
- Key SCM functions and activities
Reading :
MGSC Chapter 1
Mini Case - FLOWERS B.V.
Kopczak, L.R. and Jonhson, M. Eric
(2003), "The Supply Chain
Management Effect", MIT Sloan
Management Review, Vol. 44, N°3,
pp. 27-34.
Mentzer, T., de Witt, W. Keebler,
J., Min, S., Nix, N., Smith, C. &
Zacharia, Z. (2001):
Defining supply chain management.
Journal of Business Logistics, Vol.
22, No. 2, pp. 1-26.
- The global context of logistics and supply chain management
The importance of logistics & SCM in global value chains
- The global environment of logistics and scm
- Risk and complexity in managing cross-border operations
- Barriers and constraints in going international
Reading :
MGSC Chapter 14
CASE: Kay, M. J.: Toys "R" Us
Japan, CLM Case Study (Access
through sitescape)
Manuj, Ila and John T. Mentzer
(2008). "Global Supply Chain Risk
Management," Journal
108
of Business Logistics, Vol. 29, No.
1, pp. 133-155.
- Supply chain organization and management principles
- Organisation, coordination and integration issues in the global supply chain
- The Bullwhip effect
- From transaction to intra- and inter-organisational relationships
- Supply chain collaboration methods and initiatives
Reading :
MGSC Chapters 2, 3
CASE - A pain in the (supply) chain
(Access through sitescape)
7. Lee H. L., Padmanabhan, V. &
Wang, S. (1997): The Bullwhip
Effect in Supply Chains
Sloan Management Review, Vol.
38, No. 3, pp. 93-102.
- Managing production systems and processes
- Milestones in the history of production
- Lean Production, JIT and Toyota Production system
-Inventory control
Reading :
MGSC, Chapter 6
Holweg, M. (2002): The genealogy
of lean production, in: Journal of
Operations
Management, Vol. 25, No. 2, pp.
420-437.
Levy, David (1997): Lean
Production in an international
Supply Chain, in: Sloan
Management Review, Vol 38, No. 2,
pp. 94-102.
- Managing Supply Networks
- Outsourcing, global sourcing, off-shoring
- Sourcing Strategies
- The Suyppky Innovative interface
- Platform and product architecture
SCLM Chapters 7, 8
Christiansen, P. E. & Maltz, A.
(2002) Becoming an "Interesting"
Customer: Procurement
Strategies for buyers without
leverage. International Journal of
Logistics , Research and
Applications 5 (2) pp. 177-195.
Tallman, S. (2011), "Offshoring,
outsourcing, and strategy in the
global firm", AIB Insights,
Vol. 11., No. 1, pp. 3-7.
- Managing Logistics and distribution activities
- The strategic role of marketing, logistics and distribution
- Managing marketing and distribution channels in foreign markets
- International logistics
- The global logistics environment and challenges for distribution
SCLM Chapters 5, 9
Flint, D. (2004). "Strategic
marketing in global supply chains:
four challenges",
Industrial Marketing Management,
Vol. 33, pp. 45-50.
Cooper, J. C. (1993). "Logistics
strategies for global businesses",
International Journal of
Physical Distribution and Logistics
Management, Vol. 23, No. 4, pp.
12-23.
- Supply Chain Strategy and Design
- SCM and the strategy hierarchy
- Supply Chain strategic levers and decision making components
- generic supply chain strategies and configurations
- Supply cahin design, mass customization and postponement
Reading :
SCLM Chapter 12
Fisher, M. (1997): What is the
Right Supply Chain for Your
Product. Harvard Business
Review, Vol. 75, No.2, pp. 105-
116.
Christopher, M., Peck, H. and
Towill, D. (2006), "A taxonomy for
selecting global supply
chain strategies", The International
Journal of Logistics Management,
Vol. 17, No. 2, pp.
277-287.
Pagh, J. D. & Cooper, M.C. (1998)
Supply Chain Postponement and
speculation strategies, Journal of
Business Logistics.19 (2) pp. 13-
34.
- International Logistics management recap/Evaluation/Closing Comment
- Current trands, strategies and challenges
- "What's in it for me?", salient features of the course, key learning points,
managerial implications
Reading :
Hameri, A-P. and Hintsa, J. (2009).
"Assessing the drivers of change for
cross-border supply
chains", International Journal of
109
Physical Distribution & Logistics
Management, Vol. 39,
No. 9, pp. 741-761.
Case study to be prepared :
"Turning into clients needs:
matching supply and demand for
the television tuner division at
infineon asia -Pacific"
42,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 70
Written exam Individual 100 3,00
Midterm exam (ME)
Continuous assessment (CA) 30
Project Group 50
Written exam Individual 50
SUGGESTED FURTHER READINGS :
- Skjøtt-Larsen, T., Schary, P.B., Mikkola, J.H. and Kotzab, H. (2007), Managing the Global
- Kopczak, L. R. and Johnson, M. Eric (2003): The Supply-Chain management effect. MIT
- Mentzer, T., de Witt, W. Keebler, J., Min, S., Nix, N., Smith, C. & Zacharia, Z. (2001):
- Manuj, Ila and John T. Mentzer (2008). "Global Supply Chain Risk Management," Journal of Business Logistics, Vol. 29, No. 1, pp.
133-155.
- Lee H. L., Padmanabhan, V. & Wang, S. (1997): The Bullwhip Effect in Supply Chains Sloan Management Review, Vol. 38, No. 3,
pp. 93-102.
- Holweg, M. (2002): The genealogy of lean production, in: Journal of Operations Management, Vol. 25, No. 2, pp. 420-437.
- Levy, David (1997): Lean Production in an international Supply Chain, in: Sloan Management Review, Vol 38, No. 2, pp. 94-102.
- Christiansen, P. E. & Maltz, A. (2002) Becoming an "Interesting" Customer: Procurement Strategies for buyers without leverage.
International Journal of Logistics , Research and Applications 5 (2) pp. 177-195.
- Tallman, S. (2011), "Offshoring, outsourcing, and strategy in the global firm", AIB Insights, Vol. 11., No. 1, pp. 3-7.
- Flint, D. (2004). "Strategic marketing in global supply chains: four challenges",Industrial Marketing Management, Vol. 33, pp. 45-
50.
- Min, H. (1996): Distribution Channels in Japan: challenges and opportunities for the Japanese market entry International Journal of
Physical Distribution and Logistics Management, Vol. 26, No. 10, pp. 22–36.
- Cooper, J. C. (1993). "Logistics strategies for global businesses", International Journal of Physical Distribution and Logistics
Management, Vol. 23, No. 4, pp. 12-23.
- Rashid, M.A., Hossain, L. and Patrick, J.D. (2001), The evolution of ERP systems. A historical perspective, in: Entreprise resource
planning – global opportunities & challenges, Idea group publishing, pp. 1-16.
- Premkumar, G. P. (2000). Interorganization Systems and supply chain management: An information processing perspective.
Information Systems Management. Summer. pp. 56-69.
- Evgeniou, T. (2002). Information Integration and Information Strategies for Adaptive Enterprises, European Management Journal,
Vol.20,No 5, pp.486-494.
- Carter, Craig, Rogers, Dale (2008): A framework of sustainable supply chain management: moving toward new theory, in:
International Journal of Physical Distribution & Logistics Management, Vol 38, No 5, pp. 360-387.
- Fisher, M. (1997): What is the Right Supply Chain for Your Product. Harvard Business Review, Vol. 75, No.2, pp. 105-116.
- Christopher, M., Peck, H. and Towill, D. (2006), "A taxonomy for selecting global supply chain strategies", The International
Journal of Logistics Management, Vol. 17, No. 2, pp. 277-287.
- Pagh, J. D. & Cooper, M.C. (1998) Supply Chain Postponement and speculation strategies: How to choose the right strategy.
Journal of Business Logistics.19 (2) pp. 13-34.
- Hameri, A-P. and Hintsa, J. (2009). "Assessing the drivers of change for cross-border supply chains", International Journal of
Physical Distribution & Logistics Management, Vol. 39,No. 9, pp. 741-761.
110
INT514 - INTERNATIONAL TRADE ENVIRONMENT
IDENTIFICATION :
Course title : INTERNATIONAL TRADE ENVIRONMENT
Supervisor : KERNEVEZ Lydia Semester : 09
Based in : Angers - Office : J1925 Department : Affaires Internationales
E-mail : [email protected] Code : INT514
Teaching language : English Campus : Angers
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
The aim of this module is to make the students familiar with key principles and daily practices governing the international trade
environment. 3 topics are adressed : Business Ethics, International monetary System and Doing Business in.... Business Ethics
studies the implications of corporate responsability and tax policy for social welfare and real-world business environments. The
second one deals with the interplay between money, finance and governance in the international system. It analyses theories of
money and the evolution of the international monetary system . A focus is given to contemporary risk management strategies in
regards to exchange rate and financial operations. The third part highlights realistic ways and methods of doing business in
emerging markets. On completion of this module, students are aware of cultural, moral, financial as well as practical risks to be dealt
with when breaking into foreign markets.
LEARNING GOALS/LEARNING OBJECTIVES :
1.2 Graduates will be capable to incorporate the global strategy of a company when completing a mission or leading a service.
2.3 Graduates will demonstrate a global mindset and international perspective in their management tasks.
3.1 Graduates know the ethical principles which guide their profession.
5.1 Students are able to adress issues related to the social efficiency of the market, corporate social responsability, tax
structure and distributive justice in developped countries
5.2 Students understand the interplay between money, finance and governance in the international system
5.3 Students are aware of contemporary risk management strategies in regards to exchange rate and financial operations
5.4 Students know usual business practices on emerging markets and can apply them in a professional environment
ORGANISATION :
Lecture Seminar Other
Business Ethics -------------------------------------------------------------------------------------- 12,00
- Introduction
Case studies:
- Mobile First smart phone.
- The Case of the Sole Remaining Supplier.
- Easy on the Wallet or Easy on the Earth.
News and media:
- BBC radio: Is there a moral limit to economic growth?
Self-presentation of students and
exploratory dialog about business
ethics.
- Allocative efficiency and the ethics of the market
- Market efficiency and welfare maximization. What is this all about?
- Perfect market vs. free market.
Practical activities:
- Classroom experiment to illustrate market failure (the lemon principle).
Papers:
, Is Shareholder Wealth
Maximization Immoral? by John
Dobson in Financial Analyst
Journal, Vol. 55, No 5, 1999.
, Profit Maximization: The
Ethical Mandate of Business, by
Patrick Primeaux and John Stieber
in Journal of Business Ethics, Vol.
13, No 4, 1994.
, Business Ethics in a
Competitive Market, by Julianne
Nelson in Journal of Business
Ethics, Vol. 13, No 9, 1994.
News and media:
, BBC Radio, business
daily: Innovation.
- Stockholders or society? Outlining corporate social responsibility
- Stockholders vs. stakeholders. Implication for profit-maximization.
- Stakeholders and firms’ decision-making.
Papers:
, The Case For and
Against Business Assumptions of
Social Responsibilities, by Keith
Davis in Academy of Management
Journal, Vol. 16, Nº. 2, 1973.
, The Social Responsibility
of Business Is to Increase Its
Profits, by Milton Friedman in
Ethical Issues in Business. A
Philosophical Approach. By Thomas
Donaldson (comp), (Prentice Hall,
2002).
111
- Welfare regimes and women participation in the job market
- Distributive justice and tax structures in OECD countries.
- Institutional determinants of women participation in the job market.
Practical activities:
- Classroom experiment to illustrate distributive justice.
Books:
, Comparative Welfare
Regimes Re-examined, in Social
Foundations of Post-industrial
Economies. By Gosta Esping-
Andersen (Oxford University Press,
2000).
, A New Gender Contract,
in Why We Need a New Welfare
State. By Gosta Esping-Andersen
(Oxford University Press, 2002).
Inrternational Monetary System ------------------------------------------------------------------- 15,00
- Theories of Money:
The Metallist School of Money
The Nominalist School of Money
Money and Power
International Currencies
Reading :
Graeber, D. (2011) Debt: The First
5000 Years
Ingham, G. (2004) The Nature of
Money, Chap. 1 and 2.
Ingham, G. (2006) Further
reflections on the ontology of
money: responses to Lapavitsas
and Dodd
Ferguson, N. (2001) The Cash
Nexus: Money and Power in the
Modern World
Cohen, B.J (1998) The Geography
of Money, pp. 1-46.
Question to discuss :
Hegemonic Stability Theory vs.
Benign Competition Theory Debate
in International Currencies? Why?
- The history
The Gold Standard
Bretton Woods
From Fixed to Flexible Exchange Rates
The Exorbitant Privilege
Coping with Dollar Shocks
Reading :
Knafo S. (2006)
Eichengreen B. (2008)
Rodrik D. (2011)
Gavin, F. (2003)
Henning C.R. (1998)
Cohen B. J. (2006)
Strange, S. (1986)
Questions for Discussion:
What parallels exist between the
British pound and the US dollar?
Did the dollar benefit or hurt the
US?
Can international business operate
more easily under a flexible
exchange rate system?
- The Arrival of the Euro and Its Troubles
The History Behind the Single Currency
The Euro Framework
The International Role of the Euro
The Euro vs. The Dollar Debate
The Future of the Euro
Reading :
Eichengreen, B. (2008)
Marsh, D. (2009)
Jabko, N. (2010)
McNamara, K.R. (1998)
De Grauwe, P. (2006)
Cafruny A. and M. Ryner (2007)
Cohen, B.J. (2003)
Chinn, M. and J. Frankel (2008)
Otero-Iglesias, M. (2011)
Trichet, J.C. (2011)
Bergsten F. and J.F. Kirkegaard
(2012).
Questions for Discussion :
There is a lot of talk about political
union. Germany is calling for it?
What is the German Strategy? Will
it work? What is France’s strategy?
- Causes of the Global Financial Crisis
The Savings Glut Theory
Financial Engineering Theory
The Democratisation of Finance Theory
The Triffin Dilemma Theory
Reading :
Helleiner, E. (1994)
Strange S. (1998)
Rodrik, D. (2011)
Minsky, H. (1986)
Bernanke, B. (2005)
Rajan, R.R. (2010)
112
Ferguson, C.H. (2010)
Zhou, X. (2009)
Chin, G. and Y. Wang (2010)
Hudson, M. (2010) Wolf, M.
(2010b)
Assignment
- The Great Recession and Its Aftermath
Choice of Currency
Method of Payment
Financing of Trade
Reading :
Wolf, M. (2011)
Bank of England (2011)
Morgan, P. (2011)
Trichet, J.C. (2010)
The Economist (2012)
Hudson, M. (2010)
Wolf, M. (2010b)
Otero-Iglesias & Steinberg (2012)
Padoa-Schioppa, T. (2010)
Chey, H-K. (2012)
Learning points from the
assignment
Doing Business in... --------------------------------------------------------------------------------- 15,00
- Doing Business in European Eastern countries
- Doing Business in Middle Est countries
- Doing Business in Asia
- Doing Business in Russia
42,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 70
Written exam Individual 100 3,00
Midterm exam (ME)
Continuous assessment (CA) 30
Written exam Individual 50
Oral exam Group 50
SUGGESTED FURTHER READINGS :
- Capitalism and Freedom. By Milton Friedman (University of Chicago Press, 2002).
- Individualism and Economic Order. By F.A. Hayek (University of Chicago Press, 1958).
- The Mystery of Capital. Why Capitalism Triumphs in the West and Fails Everywhere Else? By Hernando de Soto (Black Swan,2000).
- Using the Market for Social Development, by Milton Development, by Milton 08, Nº 3, 1989.
- "Wealth Maximization Revisited," by Richard Posner in Journal of Law, Ethics & Public Policy, Vol. 02, 1985.
- Stakeholder Theory and Organizational Ethics. By Robert Phillips (Berrett-Koehler Publisher, 2003).
- Capitalism and Freed. By Milton Friedman (University of Chicago Press, 2002).
- Corporations and Conscience: the Issues, by Daniel Bell and others in Sloan Management Review, Vol. 13, Nº 1, 1971.
- "The Social Responsibility of Business Is to Increase Its Profits," by Milton Friedman in Ethical Issues in Business. A Philosophical
Approach. By Thomas Donaldson (comp), (Prentice Hall, 2002).
- "The Case For and Against Business Assumptions of Social Responsibilities," by Keith Davis in Academy of Management Journal,
Vol. 16, Nº. 2, 1973.
- "A Kantian Approach to Business Ethics," by Norman Bowie in Ethical Issues in Business. A Philosophical Approach. By Thomas
Donaldson (comp), (Prentice Hall, 2002).
- A Theory of Justice. By John Rawls (Harvard University Press, 1999, revised edition).
- Social Foundations of Postindustrial Economies. By Gosta Esping-Andersen (Oxford University Press, 2000).
- After Progress. American Social Reform and European Socialim in the Twentieth Century. By Norman Birnbaum (Oxford University
Press, 2001).
- "Some Reasons for the Maximin Criterion," by John Rawls in The American Economic Review, Vol.64, Nº 2, 1974.
- "Distributive Justice, Welfare Economics, and the Theory of Fairness," by Hal R. Varian in Philosophy and Public Affairs, Vol. 4, Nº
3, 1975.
- "Distributive Justice," by Robert Nozick in Philosophy and Public Affairs, Vol. 3, Nº 1, 1973.
- Graeber, D. (2011) Debt: The First 5000 Years, New York: Melville House Publishing, pp. 1-42
- Ingham, G. (2004) The Nature of Money, Cambridge: Polity. Chap. 1 and 2.
113
- Ingham, G. (2006) Further reflections on the ontology of money: responses to Lapavitsas and Dodd, Economy and Society, 35(2),
pp. 259-78.
- Ferguson, N. (2001) The Cash Nexus: Money and Power in the Modern World, London: Allen Lane. Section 2.
- Cohen, B.J (1998) The Geography of Money, New York, Cornell University Press, pp. 1-46.
- Knafo, S. (2006) The Gold Standard and the Origins of the Modern International System, Review of International Political Economy,
13(1), pp.78-102.
- Eichengreen, B. (2008) Globalizing Capital: A History of the International Monetary System, Princeton: Princeton University Press,
Chapters 2, 3 and 4.
- Rodrik, D. (2011) The Globalisation Paradox, Oxford: Oxford University Press. Ch. 4.
- Gavin, F. (2003) Ideas, Power and the Politics of US International Monetary Policy during the 1960s, in J. Kirshner (ed.) Monetary
Orders: Ambiguous Economics, Ubiquitous Politics, New York: Cornell University Press.
- Henning, C.R. (1998) Systemic Conflict and Regional Monetary Integration: The Case of Europe, International Organization, 52(3),
537-73.
- Cohen, B. J. (2006) The Macrofoundations of Monetary Power, in D. M. Andrews (ed.) International Monetary Power, Ithaca,
Cornell University Press, 31-50.
- Strange, S. (1986) Casino Capitalism, Oxford, Blackwell. Chapters 1-3.
- Eichengreen, B. (2008) Globalizing Capital: A History of the International Monetary System, Princeton: Princeton University Press,
Chapter 5.
- Marsh, D. (2009) The Euro: The Politics of the New Global Currency, New Haven, Yale University Press. Chapter 3, 6.
- Jabko, N. (2010) The hidden face of the euro, Journal of European Public Policy, 17(3), 318-34.
- McNamara, K.R. (1998) The Currency of Ideas: Monetary Politics in the European Union, Ithaca and London, Cornell University
Press. Chapters 6-7.
- De Grauwe, P. (2006) What Have we Learnt about Monetary Integration since the Maastricht Treaty, Journal of Common Market
Studies, 44(4), 711-30.
- Cafruny A. and M. Ryner (2007) Monetary Union and the Transatlantic and Social Dimensions of Europe´s Crisis, New Political
Economy, 12(2), pp. 141-65.
- Cohen, B.J. (2003) Global Currency Rivalry: Can the Euro Ever Challenge the Dollar? Journal of Common Market Studies, 41(4),
575-95.
- Chinn, M. and J. Frankel (2008) Why the Euro Will Rival the Dollar, International Finance, 11(1), 49-73.
- Otero-Iglesias, M. (2011) The Euro vs. Dollar Debate: A Review, Working Paper 5/2011, Real Instituto Elcano, Madrid, February 7.
- Trichet, J.C. (2011) Building Europe, Building Institutions, Speech on receiving the Karlspreis, Aachen, June 2.
- Bergsten F. and J.F. Kirkegaard (2012) The Coming Resolution of the European Crisis, Policy Brief 12-1, Peterson Institute for
International Economics.
- Helleiner, E. (1994) States and the Reemergence of Global Finance: From Bretton Woods to the 1990s, Ithaca, NY, Cornell
University Press. Ch. 4,5,6.
- Strange S. (1998) Mad Money, Manchester, Manchester University Press. Chapters 1,2, 8 and 9,
- Rodrik, D. (2011) The Globalization Paradox, Oxford, Oxford University Press, Ch. 5.
- Kindleberger, C. (1978, 2011) Manias, Panics and Crashes: A History of Financial Crises, New York: Palgrave Macmillan. Chapters
1-3 and 14-15
- Minsky, H. (1986) Stabilising an Unstable Economy Yale University Press. Ch. 12
- Bernanke, B. (2005) The Global Saving Glut and the US Current Account Deficit, Sandridge Lecture, Virginia Association of
Economics, Richmond, Virginia, March 10.
- Rajan, R.R. (2010) Fault Lines: How Hidden Fractures Still Threaten the World Economy, Princeton and Oxford, Princeton
University Press, pp. 1-45.
- Zhou, X. (2009) Reform of the International Monetary System, Speeches, People’s Bank of China, 23 March.
- Chin, G. and Y. Wang (2010) Debating the International Currency System, China Security, 6(1), 3-20.
- Hudson, M. (2010) Why the US has Launched a New Financial World War – And How the Rest of the World Will Fight Back,
CounterPunch, October 11.
- Wolf, M. (2010) Why America is going to win the global currency battle, Financial Times, October 2012,
- Wolf, M. (2011) Why British fiscal policy is a huge gamble, Financial Times, 28 April.
- Wolf, M. (2012) A hard slog in the foothills of debt, Financial Times, 13 March.
- Bank of England (2011) Quantitative Easing Explained, Bank of England, Available online.
- Morgan, P. (2011) Impact of US Quantitative Easing Policy on Emerging Asia, ADBI Working Paper Series, Asian Development Bank
Institute, November.
- Trichet, J.C. (2010) Stimulate no more – it is now time for all to tighten, Financial Times, July 22.
- The Economist (2012) Draghi strickes back II, The Economist, 29 February.
- Hudson, M. (2010) Why the US has Launched a New Financial World War – And How the Rest of the World Will Fight Back,
CounterPunch, October 11.
- Wolf, M. (2010) Why America is going to win the global currency battle, Financial Times, October 2012.
- Otero-Iglesias & Steinberg (2012) Reframing the euro vs. dollar through the perceptions of financial elites in key dollar-holding
countries, Review of International Political Economy, 19 March.
- Padoa-Schioppa, T. (2010) The Ghost of Bancor: The Economic Crisis and Global Monetary Disorder, Louvain-la-Neuve, 25
February.
- Chey, H-K. (2012) Theories of International Currencies and the Future of the World Monetary Order, International Studies Review,
14, 51-77.
114
Professionalisation major
“Corporate Finance”
(in Angers)
115
FIN531 - MANAGEMENT CONTROL AND REPORTING
IDENTIFICATION :
Course title : MANAGEMENT CONTROL AND REPORTING
Supervisor : BEN HMIDEN Oussama Semester : 09
Based in : Angers - Office : J1913 Department : Finance
E-mail : [email protected] Code : FIN531
Teaching language : English Campus : Angers
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
The module aims to provide students with an understanding of strategic management accounting, the management control systems,
as well as the use of management accounting information in the financial and operating decision making process. It details the
processes for defining strategic objectives, measuring performance, analyzing, reporting and reviewing performance. The
performance management processes allow organizations to define and communicate their strategies, measure, report and monitor
progress in order to manage and improve business performance. Particular attention is given to the management control
environment and process.
LEARNING GOALS/LEARNING OBJECTIVES :
1.4 Graduates will know how to apply appropriate decision-making processes in the framework of their mission or tasks.
5.1 Understand managerial decision making and strategic management accounting.
5.2 Understand the management control environment and process.
5.3 Introduce the student to the rationale for acquiring and implementing ERP systems used by a financial controller through
the use of business cases studies.
ORGANISATION :
Lecture Seminar Other
Strategic management accounting ---------------------------------------------------------------- 15,00
- Traditional cost accounting methods
Review of different types of cost behavior
Direct/indirect costs, Variable/Fixed costs, Volume-Profit relationship, Contribution
Margins
Using Break-even analysis for better planning
Horngren and all (2009), Cost
accounting: a managerial
emphasis, thirteenth edition, p 52.
- How cost behave
Cost Object
Cost behavior
Understanding cost behavior to cost products
Activity based costing
Nonmanufacturing Costs as Product Costs
Horngren and all (2009), Cost
accounting: a managerial
emphasis, thirteenth edition, p
362.
- Customer profitability analysis
Tracing Marketing-Related Costs to Customers
Managing customer Profitability
Atkinson and all (2012),
Management accounting:
information for decision-Making and
strategy execution, Sixth Edition, p
242.
- Decision-making
Opportunity Costs, Outsourcing and constraints
Equipment-Replacement
Decisions
Qualitative Factors
Atkinson and all (2012),
Management accounting:
information for decision-Making and
strategy execution, Sixth Edition,
p86.
- Elements of budgeting
Business planning and budgeting
Types of budgets
Flexible budgets, direct-cost variances and management control
Flexible budgets, overhead cost variances and management control
Horngren and all (2009), Cost
accounting: a managerial
emphasis, thirteenth edition, p
206.
Horngren and all (2009), Cost
accounting: a managerial
emphasis, thirteenth edition, p
250.
Performance management and reporting --------------------------------------------------------- 15,00
- Performance measurement
Goals of performance evaluation systems
Limitation of financial performance measurement
Bamber, Braun and Harrison
(2008), Managerial accounting, p
691.
- Measuring the financial performance of cost, revenue and profit centers
Cost center performance reports
Profit center performance reports
Revenue center performance reports
Bamber, Braun and Harrison
(2008), Managerial accounting, p
705.
- Measuring the financial performance of investment centers
116
Return on Investment
Residual Income
Economic Value Added
Limitation of financial performance measures
Bamber, Braun and Harrison
(2008), Managerial accounting, p
691.
- The balanced Scorecard
The four perspectives of the Balanced Scorecard Kevin Hendricks, Larry Menor and
Christine Wiedman, "The balanced
scorecard: to adopt or not to adopt
it?", Ivey Business Journal,
November/December 2004.
- Benchmarking
Different stages
Practices
Atkinson and all (2012),
Management accounting:
information for decision-Making and
strategy execution, Sixth Edition,
p299.
Sik Wah Fong, Eddie W.L. Cheng
and Danny C.K. Ho,
"Benchmarking: a general reading
for management practitioners",
Management Decision 36/6 (1998),
pp. 407-418.
Behavioural Management Control ------------------------------------------------------------------ 12,00
- Motivation in management control
Provision of course documentation
- Behavioral implications of management control
Provision of course documentation
- Behavioral implications of management control
Provision of course documentation
- Case study
42,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 70
Written exam Individual 100 3,00
Midterm exam (ME)
Continuous assessment (CA) 30
Project Group 100
SUGGESTED FURTHER READINGS :
- BHIMANI A. et al (2008), Management and cost accounting, Fourth Edition, Ed Prentice Hall, 959p.
- BAMBER L..S. et al (2008), Managerial accounting, Pearson International Edition, 788 p.
- KAPLAN R.S., NORTON D.P. (1996), « The balanced scorecard », Harvard business school press, 322 p.
117
FIN532 - ADVANCED CORPORATE FINANCE
IDENTIFICATION :
Course title : ADVANCED CORPORATE FINANCE
Supervisor : BEN HMIDEN Oussama Semester : 09
Based in : Angers - Office : J1913 Department : Finance
E-mail : [email protected] Code : FIN532
Teaching language : English Campus : Angers
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
This module consists on an in-depth study of the use of information contained in financial reports in various business decision-
making contexts with an emphasis on how decisions on the financing side of a firm’s business can create or destroy value. We will
develop the ideas and tools that help student make decisions. This module includes several days of case studies as well as
testimonials of professionals from the corporate world.
LEARNING GOALS/LEARNING OBJECTIVES :
1.4 Graduates will know how to apply appropriate decision-making processes in the framework of their mission or tasks.
3.1 Graduates know the ethical principles which guide their profession.
5.1 Formalise method, tools and idea to assist in decision-making
5.2 Understand and analyze real-world corporate finance problems
ORGANISATION :
Lecture Seminar Other
Advanced Financial Analysis ------------------------------------------------------------------------ 15,00
- Introduction to financial analysis -
Goals of the enterprises activity in the market economy,
Fundamental concepts in financial analysis
Financial analysis and forecasting
P.Quiry, M.Dallocchio, Y.Le Fur and
A.Salvi "Corporate Finance" Part
One.
- Margin and ratio analysis
Financial analysis from diversified and credit perspective.
EBITDA margin analysis. Analysis of efficiency and turnover ratio. Analysis of
leverage
and financial risk. Working Capital management and risk perspective.
S. Ross, R. Westerfield, J. Jaffe,
"Corporate Finance" seventh or
eighth editions.
- Capital Expenditure, Financing & Return (1)
CAPM and Capital budgeting rules revision. Cost of capital, dividend and investment
policy. Capital structure – MM theory and limits of the use of debt.
S. Ross, R. Westerfield, J. Jaffe,
"Corporate Finance" seventh or
eighth editions.
- Capital Expenditure, Financing & Return (2)
Reconciliation of FCFF, FCFE, EVA in capital budgeting and valuation. S. Ross, R. Westerfield, J. Jaffe,
"Corporate Finance" seventh or
eighth editions
- Final case study
Financial Engineering ------------------------------------------------------------------------------- 15,00
- Capital structure
Shareholder structure
Initial public offerings (IPO)
How to strengthen control over a company
P.Quiry, M.Dallocchio, Y.Le Fur and
A.Salvi "Corporate Finance".
- Financial elements of acquisition process.
M&A forms and structure. Strategy & financial framework for M&A decisions. M&A
process. Determining synergy from acquisition.Research on the results and problems
of M&A transactions. Ownership and assets structure and the threat of hostile
takeover.
S. Ross, R. Westerfield, J. Jaffe,
"Corporate Finance" seventh or
eighth editions
- The Fundamentals of Private Equity Investments
Characteristics of a Strong LBO Candidate
Economies of LBOs
Due Diligence
LBO Analysis
Primary Exit Strategies
Understanding and Evaluating Private Equity Firms
Leveraged Buyouts
Case study
- Dividend and other payouts
Different types of payouts
Standard method of cash dividend payment
Dividend versus repurchases
S. Ross, R. Westerfield, J. Jaffe,
"Corporate Finance" seventh or
eighth editions
- Final case study
Corporate governance and ethics ------------------------------------------------------------------ 12,00
118
- Corporate Governance
Theoretical Foundations and Business Practice
Corporate governance in Different Socio-Economic Contexts
"Stakeholders vs. shareholders in
corporate governance" by Alberto
Chilosi and Mirella Damiani (2007),
MPRA Paper No. 2334
OECD Principles of Corporate
Governance (2004), ONLY read
part I.
"A New Idolatry", The Economist,
April 22, 2010
- Business Ethics
Business Ethics in different Socio-Economic Contexts
Business Ethics Management
Bob Tricker (2012), Corporate
Governance (Oxford Uni. Press)
Andrew Crane and Dirk Matten
(2010), Business Ethics (Oxford
Uni. Press)
42,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 70
Written exam Individual 100 3,00
Midterm exam (ME)
Continuous assessment (CA) 30
Project Group 100
SUGGESTED FURTHER READINGS :
- Sudarsanam S. (2010), Creating Value from Mergers and Acquisitions, Financial Times Press Paper, 816 pp.
119
FIN533 - INTERNAL AUDITING AND RISK MANAGEMENT
IDENTIFICATION :
Course title : INTERNAL AUDITING AND RISK MANAGEMENT
Supervisor : BEN HMIDEN Oussama Semester : 09
Based in : Angers - Office : J1913 Department : Finance
E-mail : [email protected] Code : FIN533
Teaching language : English Campus : Angers
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
This module offers a comprehensive perspective on the different risks faced by an organization and explains the role of the internal
audit function, senior management and the board of directors in enterprise risk management.
LEARNING GOALS/LEARNING OBJECTIVES :
1.4 Graduates will know how to apply appropriate decision-making processes in the framework of their mission or tasks.
5.1 To discuss the different frameworks of internal control and integrate internal controls within an enterprise
5.2 To develop analytical and integrative thinking in understanding and implementing risk management practices and
techniques
ORGANISATION :
Lecture Seminar Other
Internal control and auditing ----------------------------------------------------------------------- 15,00
- Definitions and characteristics of the internal control
Internal control: definitions and key notions
General principles of the internal control
Legal frame and international references of the internal control
Principles for best internal control
Area of the internal control
Merna and Al-Thani, corporate risk
management, second edition,
2008.
- The actors of the internal control
Board of directors
Head office or Management Board
Staff of the company
Internal audit service
Promotion and appropriation of the internal control
Handouts to read
- Internal control evaluation
Internal Control and quality
Evaluation of the existing internal control
Control of the constant implementation of the procedures
Handouts to read
- Internal audit
Internal audit and corporate governance
Differences between external and internal audit
The scope of the internal audit function
Outsourcing the internal audit department
Internal audit assignments
Merna and Al-Thani, corporate risk
management, second edition,
2008.
- Case study
Financial markets Risk management -------------------------------------------------------------- 15,00
- Risk management tools
foreign exchange: spot, outights and options
interest rates: FRA, swap, caps and floors
commodities: futures
Merna and Al-Thani, corporate risk
management, second edition,
2008.
Girardeau-Montaut et Isabelle
Klein, Stratégies d’options de
change, Couverture et
investissement, 2012.
- Risk Management in International Companies
Who does what in the finance department
Identification: what is a risk in : FX, Interest rates
Quantification : Sensitivity analysis, Value at risk
Merna and Al-Thani, corporate risk
management, second edition,
2008.
- Managing risks
What policy?
Segregation of duties
Controls
Merna and Al-Thani, corporate risk
management, second edition,
2008.
- Choosing the appropriate hedge
What is a hedge? Economic, Hedge accounting
Basic hedging strategies
Case Study
Girardeau-Montaut et Isabelle Klein
(2012), Stratégies d’options de
change, Couverture et
investissement, 128p.
- New risks: Managing the weather
120
Corporate cash management ---------------------------------------------------------------------- 12,00
- Reasons for holding cash
The speculative and precautionary motives
The transaction motive
compensating balances
costs of holding cash
Cash management versus liquidity management
Ross, Westerfield, Jaffe, Corporate
Finance, seventh or eighth editions,
p 824.
- Cash Management
Cash budgeting
Forecasting horizons
Optimising cash management
Quiry, Dallocchio, Le Fur and Salvi,
corporate finance, p 942.
- Cash Management within a group
Centralised cash management
Different types and degrees of centralisation
International cash management
Quiry, Dallocchio, Le Fur and Salvi,
corporate finance, p 947
- Final case study
42,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 70
Written exam Individual 100 3,00
Midterm exam (ME)
Continuous assessment (CA) 30
Project Group 100
121
FIN534 - PROJECT FINANCIAL MANAGEMENT
IDENTIFICATION :
Course title : PROJECT FINANCIAL MANAGEMENT
Supervisor : BEN HMIDEN Oussama Semester : 09
Based in : Angers - Office : J1913 Department : Finance
E-mail : [email protected] Code : FIN534
Teaching language : English Campus : Angers
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
In exercising their profession, financial directors of large and smaller companies must take in charge and manage several projects.
This module outlines the financial aspects of project management giving the students all the financial tools necessary to take the
right decision at the right moment.
LEARNING GOALS/LEARNING OBJECTIVES :
1.4 Graduates will know how to apply appropriate decision-making processes in the framework of their mission or tasks.
5.1 Understand the environement of project financing.
5.2 Be able to assess the risks involved in structuring a project finance.
5.3 Understand project financing methods.
ORGANISATION :
Lecture Seminar Other
Business valuation ---------------------------------------------------------------------------------- 15,00
- Techniques for evaluating corporate investments
NPV, IRR, MIRR, AAR, Payback
Ranking mutually exclusive investments
Berk, Jonathan and DeMarzo,
Peter, 2011, Corporate Finance,
Second
Global Edition, Pearson Education,
Chapter 6.
Bierman, Harold Jr. and Smidt,
Seymour, 2007, The Capital
Budgeting
Decision – Economic Analysis of
investment projects, 9th edition,
Routledge, Chapter 7.
- Building the Corporate Investment Analysis Model – 5
Step 1 – Determining the cost of capital: Company vs Project cost of
capital
Berk, Jonathan and DeMarzo,
Peter, 2011, Corporate Finance,
Second
Global Edition, Pearson Education,
Chapter 12.
Bierman, Harold Jr. and Smidt,
Seymour, 2007, The Capital
Budgeting
Decision – Economic Analysis of
investment projects, 9th edition,
Routledge, Chapter 7.
- Building the Corporate Investment Analysis Model – 5
Step 2 - Estimating revenues/earnings: Sensitivity Analysis, Scenario
Analysis, Break-even analysis
Step 3 – Converting earnings into incremental cashflows –
considerations of taxation, depreciation, working capital
Berk, Jonathan and DeMarzo,
Peter, 2011, Corporate Finance,
Second
Global Edition, Pearson Education,
Chapter 7.
Dayananda, D., Irons, R., Harrison,
S., Herbohn, J., and Rowland, P.,
2002, Capital Budgeting – Financial
appraisal of investment projects,
Cambridge University Press,
Chapter 3, 4, 8 and 9.
- Building the Corporate Investment Analysis Model – 5
Step 4 – Side costs and benefits in project – sunk costs, opportunity
costs, synergistic benefits
Step 5 – Time weighting of cashflows
Berk, Jonathan and DeMarzo,
Peter, 2011, Corporate Finance,
Second
Global Edition, Pearson Education,
Chapter 7.
- Issues in Corporate Investment Analysis
- Mutually exclusive vs Independent projects
- Evaluating projects of different lives
- Replacement decisions and Investment timing decisions
- Capital rationing and Profitability index
- Inflation and Capital investments
Bierman, Harold Jr. and Smidt,
Seymour, 2007, The Capital
Budgeting
Decision – Economic Analysis of
investment projects, 9th edition,
Routledge, Chapter 4 and 5.
122
Dayananda, D., Irons, R., Harrison,
S., Herbohn, J., and Rowland, P.,
2002, Capital Budgeting – Financial
appraisal of investment projects,
Cambridge University Press,
Chapter 6..
Project Finance -------------------------------------------------------------------------------------- 15,00
- Project Finance: what it is and what is is not.
Comparing project finance with Structured Export finance, Asset finance and
corporate
finance. The Special Purpose Company as central unit of debt and equity
injection. The parties involved in the project and their different approaches
Merna and Al-Thani, corporate risk
management, second edition,
2008.
Class handouts
- financial modelling.
Case study
- The project loan structuring and its standard security & covenants’ package.
Merna and Al-Thani, corporate risk
management, second edition,
2008.
- Rating a PPP project analysed with the risk analysis’
The role of Multilateral agencies (World Bank Group, EIB, EBRD, ADB etc…) in Project
Finance. Introduction to Asset finance. Comparative study with Project finance
techniques.
Merna and Al-Thani, corporate risk
management, second edition,
2008.
Case study
- The main asset financing structures: leasing, buyer credits….
Class handouts
Applied financial management --------------------------------------------------------------------- 12,00
- Concepts of risk
Use of Indifference curves
Measurement of risk
Risk reduction – portfolio theory
Merna and Al-Thani, corporate risk
management, second edition,
2008.
- Investment Decisions & Capital Asset Pricing Model
Extended Portfolio Theory
Capital Asset Pricing (1)
Sources of Capital & Risk Implications
Markowitz H Portfolio Seclection –
Journal of Finance vol 7 page 13-
37.
- Risk Management as part of running a Business, not an end in itself
Use of Business Models to help us understand how to do this
Risk management impact in the logistics & express transportation and fashion sectors
Risk Management impact in publishing and technology sectors
Butler D (2006), Enterprise
Planning & Development – small
business start-up, survival &
growth.
- Theory vs. Practice, Risk management impact in all areas of Business
Workshops. Risk Management in: Small Enterprise vs. Corporations
Workshop: Links to Other S09 subjects
Workshop - Conclusion
Merna and Al-Thani, corporate risk
management, second edition,
2008.
Case study
42,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 70
Written exam Individual 100 3,00
Midterm exam (ME)
Continuous assessment (CA) 30
Project Group 100
SUGGESTED FURTHER READINGS :
- Berk J. & DeMarzo P. (2007), Corporate Finance, Pearson International Edition
- Brealey R. & Myers S. (2003), principles of corporate finance, Pearson Education.
123
FIN535 - CFO’S ENVIRONMENT
IDENTIFICATION :
Course title : CFO’S ENVIRONMENT
Supervisor : BEN HMIDEN Oussama Semester : 09
Based in : Angers - Office : J1913 Department : Finance
E-mail : [email protected] Code : FIN535
Teaching language : French Campus : Angers
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
Exercise a profession within financial department of companies requires to be constantly informed about the economic environment
characteristics. This additional module will be compulsory for all French students of M2 Corporate Finance., it focuses on recent and
topical issues around social policy, business law and administrations relations, tax, information systems and credit rating in France.
LEARNING GOALS/LEARNING OBJECTIVES :
5.1 Learn other skills in order to consolidate the financial expertise.
ORGANISATION :
Lecture Seminar Other
Corporate Banking relationship management ----------------------------------------------------- 6,00
- How to sustain the banking relationship
Provision of course documentation
- Practices from real situations
CFO and taxation ------------------------------------------------------------------------------------ 12,00
- Tax risk and transfer pricing
Provision of course documentation
- The control of transfer pricing by the tax authorities
- Digital economy and transfer pricing
Provision of course documentation
- The transfer pricing evolution: OCDE guidelines
Provision of course documentation
Excel and management control practices --------------------------------------------------------- 12,00
- Cost accounting using Excel
Case study
- Cost of goods sold methodology
Case study
- Budgeting and accounting using Excel
Case study
- Case study
Information system management ----------------------------------------------------------------- 6,00
- Enterprise resource planning
ERP : definition and stakes
ERP: Advantages, drawbacks and alternative solutions
Specific software and actors of the market
Life cycle of the ERP
Organisational consequences
Horngren and all (2009), Cost
accounting: a managerial
emphasis, thirteenth edition, p
739.
- ERP case study
Presentation
Technical Basics
Functional presentation
Case study
Corporate credit rating ----------------------------------------------------------------------------- 6,00
- Credit rating agencies methodology
Provision of course documentation
- Case studies
42,00
124
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 60
Written exam Individual 100 2,00
Midterm exam (ME) 40
Written exam Individual 100 1,00
Continuous assessment (CA)
SUGGESTED FURTHER READINGS :
- DIZEL-CHANFREAU Martine, Droit des affaires et gestion des entreprises, 2004
- MIGNON Sophie, Pilotage de la pérennité organisationnelle : Normes, représentations et contrôles, EMS, 2013
125
Professionalisation major
“Consulting and Financial
Engineering”
(in Paris)
126
FIN541 - CORPORATE FINANCE & PORTFOLIO MANAGEMENT
IDENTIFICATION :
Course title : CORPORATE FINANCE & PORTFOLIO MANAGEMENT
Supervisor : BATNINI Faras Semester : 09
Based in : Paris - Office : 404 Department : Finance
E-mail : [email protected] Code : FIN541
Teaching language : French/English Campus : Paris
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
The purpose of this module is to introduce students to logic and financial issues faced by businesses. It's about equipping students
to analytical tools and financial action, to put into perspective in contemporary economic and financial environment for enterprise
and stand back when the critical methods.
LEARNING GOALS/LEARNING OBJECTIVES :
1. Leadership, strategy, decision-making
Graduates will know the concepts of leadership, corporate strategy and decision-making processes.
2. Management skills
Graduates will have developed the skills required for managerial positions.
3. Ethics
Graduates possess awareness of the ethical dimensions of decision-making
5. Specific competences according to the Master2 professionalisation major.
Finance Track
5.1 Graduates will know how to apply appropriate decision-making processes in the framework of their mission or tasks
5.2 The graduates will know the main modes of financing, their advantages and their drawbacks
ORGANISATION :
Lecture Seminar Other
International financial analysis --------------------------------------------------------------------- 18,00
- The framework for financial analysis
- The consolidated financial statements
- Consolidation methods
- The financial diagnosis
- synthesis financial diagnosis
- Case study
Long term financing --------------------------------------------------------------------------------- 18,00
- The mechanics of rising equity capital
- IPO
- Equity financing for private companies
- Bond covenants
- Debt financing and leasing
- Payout policy
- Distributions to shareholders
- Comparison of dividends and share repurchases
- The tax disadvantage of dividends
- Taxes on dividends and capital gains
- Optimal dividend policy with taxes
- Bankruptcy risk
Private equity --------------------------------------------------------------------------------------- 6,00
- Venture capital
- Private equity
42,00
127
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 70
Written exam Individual 100 3,00
Midterm exam (ME)
Continuous assessment (CA) 30
Written exam Individual 100
128
FIN542 - FINANCIAL RISK ANALYSIS
IDENTIFICATION :
Course title : FINANCIAL RISK ANALYSIS
Supervisor : BATNINI Faras Semester : 09
Based in : Paris - Office : 702 Department : Finance
E-mail : [email protected] Code : FIN542
Teaching language : English Campus : Paris
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
This course will cover the general principles of the financial reporting system, underscoring the critical role of financial reporting
analysis in investment decision-making. First we will introduce the range of information that an analyst may use in assessing the
financial performance of a company, including the main financial statements—the income statement, balance sheet, statement of
cash flows, and statement of changes in owners' equity—notes to those statements, as well as management's discussion and
analysis of results. Then we will explore the role of financial reporting standard-setting bodies worldwide and the International
Financial Reporting Standards framework promulgated by the International Accounting Standards Board. The movement towards
worldwide convergence of financial reporting standards will also be introduced. Finally we will study the most frequently used tools
and techniques in corporate evaluation including common size analysis, cross-sectional analysis, trend analysis, and ratio analysis.
We also discuss analyst adjustments to reported financials—such adjustments are often needed to put companies' reported results
on a comparable basis.
LEARNING GOALS/LEARNING OBJECTIVES :
1. Leadership, strategy, decision-making
Graduates will know the concepts of leadership, corporate strategy and decision-making processes.
2. Management skills
Graduates will have developed the skills required for managerial positions.
3. Ethics
Graduates possess awareness of the ethical dimensions of decision-making
5. Specific competences according to the Master2 professionalisation major.
Finance Track
5.1 Graduates will be capable to identify the stakes of a situation, analyse different options and evaluate their impact
ORGANISATION :
Lecture Seminar Other
Financial statement analysis: ---------------------------------------------------------------------- 6,00
- Financial statement analysis: an introduction
1. Introduction
2. Scope of financial statement analysis
3. Major financial statements and other information sources
4. Financial statement analysis framework
5. Practice exercises
Handouts to read and exercises to
do
Financial reporting mechanics ---------------------------------------------------------------------- 5,00
- Accounts and financial statements
1. The accounting process
2. Accruals and valuation adjustments
3. Accounting system
4. Using financial statements in security analysis
5. Practice exercises
Handouts to read and exercises to
do
The income statement ------------------------------------------------------------------------------ 6,00
- Understanding the income statement
Handouts to read and exercises to
do
The balance sheet ----------------------------------------------------------------------------------- 6,00
- Understanding the balance sheet
Handouts to read and exercises to
do
The cash flow statement --------------------------------------------------------------------------- 6,00
- Understanding the cash flow statement
Handouts to read and exercises to
do
The financial analysis process ---------------------------------------------------------------------- 6,00
- Practice exercises
Handouts to read and exercises to
do
129
Inventories, long-lived assets, income taxes, and non-current liabilities ----------------------- 3,00
- Introduction
1. Inventories
2. Long-lived assets
3. Income taxes
4. Non-current (long-term) liabilities introduction
5. Practice exercises
Handouts to read and exercises to
do
International standards convergence -------------------------------------------------------------- 4,00
- Introduction
1. The ifrs framework
2. The balance sheet
3. The income statement
4. The cash flow statement
5. Effect of differences between accounting standards
6. Practice exercises
Handouts to read and exercises to
do
42,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 70
Written exam Individual 100 2,00
Midterm exam (ME) 30
Written exam Individual 100 1,00
Continuous assessment (CA)
130
FIN543 - VBA & QUANTITATIVE METHODS
IDENTIFICATION :
Course title : VBA & QUANTITATIVE METHODS
Supervisor : BATNINI Faras Semester : 09
Based in : Paris - Office : 404 Department : Finance
E-mail : [email protected] Code : FIN543
Teaching language : French Campus : Paris
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
This module leads to introduce students to the finance through applications on real data, allowing them to perform such simple
examples of evaluation of financial products and risk modeling. The course will include an introduction to VBA for Excel sufficient to
enable them to manipulate financial data.
LEARNING GOALS/LEARNING OBJECTIVES :
1. Leadership, strategy, decision-making
Graduates will know the concepts of leadership, corporate strategy and decision-making processes.
2. Management skills
Graduates will have developed the skills required for managerial positions.
3. Ethics
Graduates possess awareness of the ethical dimensions of decision-making
5. Specific competences according to the Master2 professionalisation major.
Finance Track
5.1 The graduates will master the fundamental of the finance and can solve problems thanks to the IT tool
ORGANISATION :
Lecture Seminar Other
VBA applied to finance ------------------------------------------------------------------------------ 21,00
- Introduction to Excel VBA
- VBA
- Case study in insurance
- Case study in finance
Modeling --------------------------------------------------------------------------------------------- 21,00
- Risk mapping
- Insurance risk modeling
- Monte Carlo
42,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 100
Project Individual 50
Written exam Individual 50 3,00
Midterm exam (ME)
Continuous assessment (CA)
131
FIN544 - FINANCIAL ENGINEERING
IDENTIFICATION :
Course title : FINANCIAL ENGINEERING
Supervisor : BATNINI Faras Semester : 09
Based in : Paris - Office : 404 Department : Finance
E-mail : [email protected] Code : FIN544
Teaching language : French Campus : Paris
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
This module covers the main aspects of financial analysis and engineering. It will enable students to optimize complex financing
packages by combining varied financial instruments (securities, loans, derivatives of any kind), or by creating financial vehicles
adapted to a project or a given operation (project financing, credit securitization, M&As, and so on).
LEARNING GOALS/LEARNING OBJECTIVES :
1. Leadership, strategy, decision-making
Graduates will know the concepts of leadership, corporate strategy and decision-making processes.
2. Management skills
Graduates will have developed the skills required for managerial positions.
3. Ethics
Graduates possess awareness of the ethical dimensions of decision-making
5. Specific competences according to the Master2 professionalisation major.
Finance Track
5.1 The graduates will be able to understand and to analyze the various types of financial plans
5.2 The students have to realize M&A financial plans
ORGANISATION :
Lecture Seminar Other
Assesment & evaluation ---------------------------------------------------------------------------- 15,00
- Accounting evaluation
Handout to read and exercises to
do
- Discounting and capitalization methods
Handout to read and exercises to
do
- Combined methods
- Method direct
- Method indirect
- Method EVA
Handout to read and exercises to
do
- Comprarable methods
Handout to read and exercises to
do
- Case studies
Exercises to do
Operations of restructuring ------------------------------------------------------------------------- 12,00
- Initial public Offerings
Handout to read and exercises to
do
- Operations affecting the nombre of shares
Handout to read and exercises to
do
- Securization
Handout to read and exercises to
do
- Leveradging operations
Handout to read and exercises to
do
Mergers & Acquisitions ----------------------------------------------------------------------------- 15,00
- Takeovers 1
- Operational analysis
- Merger methods
Handout to read and exercises to
do
- Takeovers 2
- Crossed shareholdings Handout to read and exercises to
do
- Mergers
- Operational analysis
- Merger methods
Handout to read and exercises to
do
132
- Devisive reorganization
Handout to read and exercises to
do
- Partial share provision
Handout to read and exercises to
do
42,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 70
Written exam Individual 100 3,00
Midterm exam (ME)
Continuous assessment (CA) 30
Written exam Individual 100
133
FIN545 - DERIVATIVES, EQUITY AND FIXED INCOME
IDENTIFICATION :
Course title : DERIVATIVES, EQUITY AND FIXED INCOME
Supervisor : BATNINI Faras Semester : 09
Based in : Paris - Office : 702 Department : Finance
E-mail : [email protected] Code : FIN545
Teaching language : English Campus : Paris
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
The course of Equities aims to address the characteristics of different classes of equities, their risks and returns, the difference
between book value and market value. At the end of this class, students should know how to finance a company with equities and
how to invest in non-domestic stock and get familiar with Industry analysis and equities’ valuation principles.
The main objective of the course of Derivatives is to introduce students to the major derivative instruments and derivative markets
as well as the basic concepts that underlie these instruments. It will also adress the general arbitrage framework.
LEARNING GOALS/LEARNING OBJECTIVES :
5.1 Graduates will know the current theories and concepts of derivatives and fixed incomes
ORGANISATION :
Lecture Seminar Other
Equities ---------------------------------------------------------------------------------------------- 15,00
- 1. Types of equities and their characteristics
- 2. Risk and return on equity
- 3. Book value/ Market value
- 4. Methods for investing in equity
- 5. Equity Analysis
- 6. Valuation principles
Derivatives ------------------------------------------------------------------------------------------ 12,00
- 1. Types of derivatives and their basic characteristics
- 2. Arbitrage
- 3. Forward markets and contracts
- 4. Futures markets and contracts
- 5. Options
- 6. Swaps
Fixed Income ---------------------------------------------------------------------------------------- 15,00
- features of Debt securities
Handouts to read and exercises to
do
- Risks associated with investing in bonds
- Overview of bonds sectors and instruments
- understanding yield spreads
- Analysis and valuation
- Introduction to the measurement of interest rate risk
42,00
134
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 70
Written exam Individual 100 3,00
Midterm exam (ME)
Continuous assessment (CA) 30
Written exam Individual 35
Written exam Individual 35
Written exam Individual 30
135
Professionalisation major
“Entrepreneurship”
(in Angers)
136
MGT511 - BUSINESS MODELING AND PLANNING
IDENTIFICATION :
Course title : BUSINESS MODELING AND PLANNING
Supervisor : LESAGE Xavier Semester : 09
Based in : Angers - Office : H1709B Department : Management
E-mail : [email protected] Code : MGT511
Teaching language : English Campus : Angers
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
This module is dedicated to the strategic process by which an entrepreneur has to go to give a reality to a business opportunity.
Three key stages will be addressed in this course: the business modeling stage , the business planning and the strategic
communication of the business opportunity , the fundraising of the venture.
LEARNING GOALS/LEARNING OBJECTIVES :
1.2 Graduates will be capable to incorporate the global strategy of a company when completing a mission or leading a service.
1.3 Graduates will be capable to identify the stakes of a situation, analyse different options and evaluate their impact.
2.2 Graduates will demonstrate capacities of adaptation and problem-solving in managerial situations.
5.1 Graduates have advanced understanding of issues of business modeling processes.
5.2 Graduates know how to appreciate the specific challenges of business planning.
5.3 Graduates have good understanding of strategic communication to potential financial stakeholders
ORGANISATION :
Lecture Seminar Other
Strategic patterns behind the launching of new ventures ---------------------------------------- 12,00
- From a structuralist to a reconstructionist view of strategy
Competitor analysis: goals, strategy, assumptions and capabilities
Incumbents’ response to a new entrant: accommodation vs. retaliation
Case: Dogfight over Europe -
Ryanair (A)
a. What is your assessment of
Ryanair’s launch strategy? Can the
Ryan brothers make money at the
98 fare they propose?
b. How do you expect Aer Lingus
and British Airways to respond?
Why? How costly would it be for
Aer Lingus and British Airwyas to
retaliate against Ryanair’s launch
rather than accommodate it?
Part B and C distributed during
classes.
- Paths to creating new market space
Noncustomers: reach beyond existing demand
Exercise: Gillette
BOS summary – something old, something new, something borrowed, something
blue…
Case: The Evolution of the Circus
Industry (A)
a. How would you assess the
attractiveness of the circus industry
in the early 1980s? What would you
conclude from your industry
analysis?
b. What were the factors the
traditional circus companies
competed on? What do you like or
dislike about traditional circus?
Part B distributed during classes.
Business Modeling ---------------------------------------------------------------------------------- 6,00
- The Business Model - definition and characteristics
Business Model: Architectural stage of Strategic Planning
Definition and components
Auditing Business Models: their value and their implications
Business Case: "Distributing e-music: which Business Model ?"
Barringer BR et Ireland RD.(2012),
Entrepreneurship, succesfully
launching new ventures, New
jersey, Pearson Education -
Chapter 6
- Innovations and Value Proposition
Elaborating and formalizing a value proposition.
- process, product and services innovations
- Protecting a value proposition
Business Case: "NATOORA"
Barringer BR et Ireland RD.(2012),
Entrepreneurship, succesfully
launching new ventures, New
jersey, Pearson Education -
Chapter 6
- Value Architecture of a Business Model
How to deliver product and services properly?
- identifying key activities and resources
- formalizing a value network of business partners
Business Case
Barringer BR et Ireland RD.(2012),
Entrepreneurship, succesfully
launching new ventures, New
jersey, Pearson Education -
137
Chapter 6
- Formalizing a Revenue Stream
How to monetize the value proposition?
- A Typology of Revenue Streams
- Defining the right revenue stream
Business Case
Barringer BR et Ireland RD.(2012),
Entrepreneurship, succesfully
launching new ventures, New
jersey, Pearson Education -
Chapter 6
Business Planning ----------------------------------------------------------------------------------- 18,00
- Business Plan Methodology
Systemic Approach
- Definitions
- Topics
- From business model to business plan
Business Cases: Auditing Business Plans
FORD B. (2007), The Ernst & Young
Business Plan Guide, 3rd ED., John
Wiley & Sons Ltd, 256 p. - Part I.
- Testing and Auditing Business Plans 1
Customer test of a business plan
Market study methodology applied to new ventures
Experimentation of a Business Plan and a Value Proposition
Barringer BR et Ireland RD.(2008),
Entrepreneurship, succesfully
launching new ventures, New
jersey, Pearson Education, 542 p.
Grandval & Ronteau (2011),
Business Model : Configuration et
Renouvellement, Hachette
- Testing and Auditing Business Plans 2
Remodeling the original Business Plan
Solvability, Profitability & Rentability
Profit equation analysis
Sustainability of a Business Plan
Barringer BR et Ireland RD.(2008),
Entrepreneurship, succesfully
launching new ventures, New
jersey, Pearson Education, 542 p.
Grandval & Ronteau (2011),
Business Model : Configuration et
Renouvellement, Hachette
- Testing and Auditing Business Plans 3
Integrating strategic roadmapping in a business plan
Business Cases: Auditing effective Business Plans
Barringer BR et Ireland RD.(2008),
Entrepreneurship, succesfully
launching new ventures, New
jersey, Pearson Education, 542 p.
Grandval & Ronteau (2011),
Business Model : Configuration et
Renouvellement, Hachette
Fundraising New Ventures -------------------------------------------------------------------------- 6,00
- Valuation of a Venture
Identifying key assets
Key Methods of valuation
- Strategic Communication to Financial Partners
Elevator Pitch Tips
Communicating key elements to key partners
Venture Capitalists, Business Angels: what are they expecting ?
Business Cases
42,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 60
Written exam Individual 100 3,00
Midterm exam (ME) 20
Oral exam Individual 30
Oral exam Group 70
Continuous assessment (CA) 20
Project Group 100
SUGGESTED FURTHER READINGS :
- COSTER (2009), Entrepreneuriat, Pearson Education
- GRANDVAL et RONTEAU (2011), Business Model : Configuration et Renouvellement, Coll. Les Fondamentaux, Hachette Supérieur
- CARPENTER MA., SANDERS WG. (2009), Strategic mangement, a dynamic perspective, concepts and cases, New Jersey, Pearson
Education, 884 p.
- BARRINGER BR et IRELAND RD.(2012), Entrepreneurship, succesfully launching new ventures, Fourth Ed. New jersey, Pearson
Education, 542 p.
- OSTERWALDER & PIGNEUR (2010), Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers ,
John Wiley & Sons Ltd, 288 p.
- KIM & MAUBORGNE (2005), Blue Ocean Strategy, HBS Press
- FORD B. (2007), The Ernst & Young Business Plan Guide, 3rd ED., John Wiley & Sons Ltd, 256 p.
138
MGT512 - BUSINESS DEVELOPMENT AND INTRAPRENEURSHIP
IDENTIFICATION :
Course title : BUSINESS DEVELOPMENT AND INTRAPRENEURSHIP
Supervisor : LESAGE Xavier Semester : 09
Based in : Angers - Office : H1709B Department : Management
E-mail : [email protected] Code : MGT512
Teaching language : English Campus : Angers
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
This module is dedicated to the study of entrepreneurial practices in major corporations. Three topics will be presented : corporate
entrepreneurship, business development and project management.
LEARNING GOALS/LEARNING OBJECTIVES :
1.3 Graduates will be capable to identify the stakes of a situation, analyse different options and evaluate their impact.
2.2 Graduates will demonstrate capacities of adaptation and problem-solving in managerial situations.
5.1 Graduates have advanced understanding of issues and practices of business development.
5.2 Graduates know how to appreciate the specific challenges of corporate entrepreneurship.
5.3 Graduates have good command of concepts and tools of project management in context of innovation and business
development.
ORGANISATION :
Lecture Seminar Other
Strategic frameworks of Business Development -------------------------------------------------- 6,00
- Introducing Business Development in Strategy
what is strategy and why does it matter? Passion and discipline in strategic
management.
Exercise: Gold Mine (no home preparation required)
Case 1: Class or mass?
a. Should Neptun lunch a mass-
market brand? What are other
growth options?
₋,Pros & cons
₋,Recommendation
- Strategic domains of Business development – product, market and technology aspects
Competitive advantage and value creation
Growth strategies: how and where to grow?
Exercise: Yogho (no home preparation required)
Hoskisson, R.E., Hitt, M.A., Ireland,
R.D., Harrison, J.S. (2012),
Competing for Advantage, Cengage
Learning - Chapters 1, 3 & 5
Business Development Management -------------------------------------------------------------- 6,00
- Effectuation and Opportunities of development
- Giving a reality to Business opportunities in context of existing firms
- Business Development Arena
Business Case
- Practices of Business Development
- Network animation
- Defending a project to the board
- products and services innovation
- geographical developments
Business Case
Project Management dedicated to business development practices ----------------------------- 12,00
- Introduction to Projects and Project Management
Definition of a project and of the role of a project manager/program manager ,
Presentation of the main characteristics of a project ,
Outlining of the key phases and associated information flows in a project
management process
GARDINER, P.D. (2005), Project
Management: A Strategic Planning
Approach, Palgrave Macmillan.
GRAY, C. & LARSON, E. (2006),
Project Management- The
managerial process, 3rd Edition,
NY: MacGraw-Hill.
MIDLER, C. (1994), A management
revolution at Renault, Centre de
Recherche en Gestion de l’Ecole
Polytechnique.
SCHWALBE, K. (2006). Information
technology project management
(4th ed.). Thompson Learning.
- Managing a Project team and Implementing Project Management Tools
Preparation of a feasinility study and analysis of a project charter
Presentation of a variety of approaches for project prioritization
Utilization of simple techniques to help optimize a project schedule and resources
GARDINER, P.D. (2005), Project
Management: A Strategic Planning
Approach, Palgrave Macmillan.
GRAY, C. & LARSON, E. (2006),
Project Management- The
managerial process, 3rd Edition,
NY: MacGraw-Hill.
SCHWALBE, K. (2006). Information
139
technology project management
(4th ed.). Thompson Learning.
VALLET, G. (2003), Techniques de
Suivi de Projets : Assurer les
conditions d’achèvement d’un
projet, L’Usine Nouvelle, Dunod.
- International Project Management Specifics
Defining, organizing, and Managing a project in an international context
Prensentetion of the specifics through short case studies
GARDINER, P.D. (2005), Project
Management: A Strategic Planning
Approach, Palgrave Macmillan.
GRAY, C. & LARSON, E. (2006),
Project Management- The
managerial process, 3rd Edition,
NY: MacGraw-Hill.
SCHWALBE, K. (2006). Information
technology project management
(4th ed.). Thompson Learning.
Intrapreneurship : strategic, tactical and operational considerations --------------------------- 12,00
- From Entrepreneurial facts to entrepreneurial orientation
social construction of entrepreneurial orientation
strategical and cultural dimensions of firm's resilience
BUSINESS CASE "Stockeasy"
BUSINESS CASE "APPLE"
- Corporate entrepreneurship / Intraprneurship : a matter of organizational design ?
Entrepreneurial Orientation in action
Manifestations of Corporate entreprneurship
Shapping the organizational environment for intrapreneurs
Ahuja, G. et Lampert, C. M. (2001).
"Entrepreneurship in the Large
Corporation: A Longitudinal Study
of how Established Firms create
Breakthrough Invention." Strategic
Management Journal. Vol.22,
n°(6/7), pp. 521-543.
- Intrapreneurial profiles
Typology
Profiles and the intrapreneurial process
3 levels of resilience : individuals, groups, strategy
Research Article
BUENO-MERINO P, GRANDVAL S.
et RONTEAU S. (2011), L’accès à
l’excédent de ressources comme
préalable au succès des initiatives
intrapreneuriales : les leçons tirées
du projet Snowblade de Salomon,
Gestion, Vol. 36, N°4, pp.34-43.
- Managing corporate entrepreneurship
Benchmarking and best practices
inventing a well-balanced management
management devices
strategic management of recognition
BONNAFOUS-BOUCHER et alii
(2010), Comment favoriser
l'innovation par la participation des
salariés ?, 3èmes Journées Georges
Doriot, Caen, 4-5 mars.
Intellectual Property -------------------------------------------------------------------------------- 6,00
- Definitions and Legal Aspects
Definitions
Awareness and recognition of the Value
Protecting the Value
Maximising the Value
42,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 60
Written exam Individual 100 3,00
Midterm exam (ME)
Continuous assessment (CA) 40
Project Group 100
SUGGESTED FURTHER READINGS :
- GARDINER, P.D, Project Management: a Strategic Planning Approach, Palgrave Macmilan, 2005
- Hoskisson, R.E., Hitt, M.A., Ireland, R.D., Harrison, J.S. (2012), Competing for Advantage, Cengage Learning
- SHARMA, P. and J. J. CHRSIMAN (1999). Toward a reconciliation of the definitional issues in the field of corporate
entrepreneurship, Entrepreneurship Theory and Practice, 23(3), 11-28.
- Uijttenbroek (2008), BDM Business Development Methodology, Core Processe
- GRAY, C. & LARSON, E., Project Management - The Managerial Process, 3rd Edition, NY: MacGraw-Hill, 2006
- BURNS ( 2008), Corporate Entrepreneurship: Building the Entrepreneurial Organization, 2d Ed., Palgrave Macmillan
140
MGT513 - SME STRATEGIC MANAGEMENT
IDENTIFICATION :
Course title : SME STRATEGIC MANAGEMENT
Supervisor : LESAGE Xavier Semester : 09
Based in : Angers - Office : H1711 Department : Management
E-mail : [email protected] Code : MGT513
Teaching language : English Campus : Angers
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
The objective of this module is to present the principal strategic mechanisms deployed by small and medium-sized companies in the
context of their growth (diversification, externalisation, globalisation, inter-company cooperation, etc.) and their needs in terms of
creating value. This strategic approach will also be supplemented by a study of succession and transmission plans in context of SME.
LEARNING GOALS/LEARNING OBJECTIVES :
1.2 Graduates will be capable to incorporate the global strategy of a company when completing a mission or leading a service.
1.3 Graduates will be capable to identify the stakes of a situation, analyse different options and evaluate their impact.
2.2 Graduates will demonstrate capacities of adaptation and problem-solving in managerial situations.
5.1 Graduates have advanced understanding of growth management's issues in context of SME.
5.2 Graduates know how to appreciate the specific challenges of SMEs internationalisation.
5.3 Graduates have good command of concepts and tools underlying succession plans.
ORGANISATION :
Lecture Seminar Other
Internationalization process and location choices ------------------------------------------------- 6,00
- Why to engage in international exchange?
From Mercantilism to New Trade Theory Hill, C. (2010) International
Business: Competing in the Global
Marketplace, 8th ed., Chapter: …
McGraw-Hill, ALSO: Peng, M.W.
(2012), GLOBAL, 2nd ed., Cengage
Learning. Chapter: …
Sharma, D.D. and Blomstermo, A.
(2003) "The internationalization
process of born globals: A network
view"
- Internationalization patterns: from Uppsala to Born-Global model.
What is a "born global" firm? What makes it possible?
What are the possible success factors in the internationalisation of born global firms?
Example: Audioteka
Case: Go global or no?
Going global in context of SME --------------------------------------------------------------------- 6,00
- Born Global SMEs
Strategic vision
Managerial issues
Business Case
- Managerial and operational implications of internationalization
Globalizing operations in context of SME
Global Sourcing in context of SME
Key actors and institutional partners
Business Case
Growth management in context of SME ----------------------------------------------------------- 18,00
- Introduction to Franchises and franchising management
Definitions
Key-figures and development of a business phenomenon
BOULAY et CHANUT ( 2010),
Chapters 1 & 2
- Developing a franchise network
Lifecycle of franchises
Relationships between franchised and franchisers
BOULAY et CHANUT ( 2010),
Chapter 3
- Franchising its venture
Postionning its franchise
Value Proposition
an "intuitus personae" relationship
selecting franchised : business tools
Business Case : promotional
package « Auchan vient à vous ! »
- managing a franchise network
managing franchiser/franchised relationship
budget management
- Multi-canal distribution
How to put in place a multi-canal distribution
Definitions
Strategic implications
Managerials issues
Marketing assessments
141
Takeovers and succession plans in context of SMEs ---------------------------------------------- 12,00
- Identification and Valuation of assets
Definitions
Basics of identification
Financial issues of takeovers
Business Case
- Mounting the succession plan
Specificities and issues
Key dimensions
Closing and negociation
Business Case
- Post-succession Management
first month management
focusing on objectives and targets
awareness to employee commitment
Business Case
42,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 60
Written exam Individual 100 3,00
Midterm exam (ME)
Continuous assessment (CA) 40
Project Group 100
SUGGESTED FURTHER READINGS :
- BARRINGTON B. and DUANE I. (2004), Entrepreneurship, Hardback.
- BOULAY et CHANUT ( 2010), Les Réseaux de Franchise, Coll. Repères, La Découverte
- FILION L.-J. (2007), Management de la PME : de la création à la croissance, Pearson Education.
- COULARDEAU et LE PRADO (2009), Reprise d'Entreprise Gestion Appliquée, Pearson Education
- PARRAT (2010), Reprise et transmission de l'entreprise, Economica
- Hill, C. (2010) International Business: Competing in the Global Marketplace, 8th ed.
142
MGT514 - ENTREPRENEURIAL PROJECT
IDENTIFICATION :
Course title : ENTREPRENEURIAL PROJECT
Supervisor : LESAGE Xavier Semester : 09
Based in : Angers - Office : H1709B Department : Management
E-mail : [email protected] Code : MGT514
Teaching language : French/English Campus : Angers
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
The main objective of this module is to develop knowledge and skills related to the structuring and conduct of entrepreneurial
projects. To this end, the principal financial and legal tools that are required for the launch of an entrepreneurial project will be
presented.
LEARNING GOALS/LEARNING OBJECTIVES :
1.3 Graduates will be capable to identify the stakes of a situation, analyse different options and evaluate their impact.
2.2 Graduates will demonstrate capacities of adaptation and problem-solving in managerial situations.
5.1 Graduates have advanced understanding of business planning's issues.
5.2 Graduates know how to implement creativity and innovativity in context of business planing a new venture creation.
5.3 Graduates have good command of financial, jurdical and fiscal issues in new venture creation.
ORGANISATION :
Lecture Seminar Other
Business Plan : Formalisation & experimentation ------------------------------------------------- 12,00
- The entrepreneur's idea
From the entrepreneur's idea to the concept Business Case
Documentation APCE
- Drawing up the Value Proposition
Market segmentation, target definition, product positioning
Market analysis and test marketing
Value Proposition
Business Case
Documentation APCE
- Drafting the Value Architecture
Study of the technical means
Definition of the value chain
Logistics and supply-chain management
Business Case
Documentation APCE
- Business Model and Pitching
Revenue-generating model definition
Drafting of the financial plan
Pitching
Business Case
Documentation APCE
Entrepreneurial Finance ---------------------------------------------------------------------------- 6,00 9,00
- Financial analysis
balance sheet
Financial case
Income statement
Business Case
- Rentability
income statement intermediate balance
Business Cases based on different ventures (industry, services, B2B, B2C)
Business Case
- Operating budget
Business Cases based on different ventures (industry, services, B2B, B2C) Business Case
- cash flow forecast
Exploitation and investments
Debt capacity
Financing sources
Business Case
- financial feasibility of the project
Projects evaluation
balanced financial scorecard analysis
Business Case
Legal aspects of new ventures and takeovers ---------------------------------------------------- 3,00 12,00
- Legal status
for the entrepreneur
for the new venture
legal status and taxation
- Intellectual Property
Brand
Patents
Design
Softwares
Oral presentation of the entrepreneurial project (BP) -------------------------------------------- 1,00
9,00 9,00 25,00
143
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 60
Project Individual 75
Oral exam Individual 25
Midterm exam (ME) 20
Written exam Individual 100 2,00
Continuous assessment (CA) 20
Project Individual 100
SUGGESTED FURTHER READINGS :
- APCE (2008), Créer ou reprendre une entreprise, Editions d’Organisation.
- COURRENT J.-M. et SAMMUT S. (2006), Elaborer son dossier financier de création, Dunod
- HINDLZ K. and MAINPRIZE B. (2006), A Systematic Approach to Writing and Rating Entrepreneurial Business Plans, The Journal of
Private Equity, vol. 9, iss. 3, pp.7-23.
- HUMAN S.E., CLARK T. and BAUCUS M.S. (2004), Idea or Prime Opportunity ? A Framework for Evaluating Business Ideas for New
and Small Ventures, Journal of Small Business Strategy, vol.15, iss. 1, pp.61-79.
- LEGER-JARNIOU C. et KALOUSIS G. (2006), Construire son business plan, Dunod.
- PAPIN R. (2007), Stratégie pour la creation d’entreprise – Création, Reprise, Développement, Dunod, 12ème Edition.
- Mémentos FRANCIS LEFEBVRE (fiscal, social et sociétés)
144
MGT514 - PROJET ENTREPRENEURIAL
IDENTIFICATION :
Intitulé : PROJET ENTREPRENEURIAL
Responsable : LESAGE Xavier Semestre : 09
Site : Angers - Bureau : H1710 Département : Management
Mél : [email protected] Code : MGT514
Langue d'enseignement : Français/Anglais Site : Angers
Heures totales : 45,00 / crédits ECTS : 6,00
PRÉSENTATION GÉNÉRALE :
Ce module a pour principal objectif le développement de connaissances et de compétences afférentes à la construction et la conduite
de projets entrepreneuriaux. A cette fin seront présentés les principaux outils financiers et juridiques qui doivent être maîtrisés par
tout candidat au lancement d’un projet entrepreneurial.
COMPÉTENCES VISÉES :
1.3 Les diplômés seront capables d'identifier les enjeux globaux d'une situation, analyser les différents choix possibles et
apprécier leurs implications.
2.2 Les diplômés auront des capacités d'adaptation et de résolution de problèmes dans des situations managériales diverses.
5.1 Les diplômés auront une compréhension approfondie des enjeux du processus de structuration d'un business plan
5.2 Les diplômés sauront faire preuve de créativité et d'innovativité tout le long du processus entrepreneurial
5.3 Les diplômés maîtriseront les éléments financiers, juridiques et fiscaux associés à l'entrepreneuriat
ORGANISATION :
CM TD TP
Formalisation du Business Plan -------------------------------------------------------------------- 12,00
- L'idée entrepreneuriale
De l'idée au concept entrepreneurial Business Case
Documentation APCE
- Elaboration et Formalisation de la proposition de Valeur
Segmentation, Ciblage et Positionnement
Etude de marché et test
Proposition de valeur
Business Case
Documentation APCE
- Définition de l'architecture de valeur
Etude des moyens
Définition de la chaîne de valeur
Elaboration de l'architecture de valeur
Business Case
Documentation APCE
- Définition du modèle de revenus et pitching
Modèle de génération de revenus
Bouclage du plan financier
Préparation du pitch
Business Case
Documentation APCE
Finance Entrepreneuriale --------------------------------------------------------------------------- 6,00 9,00
- Analyse financière
L’analyse du bilan : fonds de roulement et besoin en fonds de roulement
Cas d’analyse financière
Exemples : industrie/services/B to B/B to C
L’analyse de l’exploitation : VA, EBE, CAF
Cas "Analyse Financière"
- La rentabilité
Analyse des soldes intermédiaires de gestion
Simulation d’exemples dans des activités diversifiées d’industrie, de négoce ou de
services
Cas "rentabilité"
- L’élaboration de budgets prévisionnels
Simulation d’exemples dans des activités diversifiées d’industrie, de négoce ou de
services
Cas à traiter
Cas "prévisions budgétaires"
- La prévision de trésorerie
L’analyse des flux d’exploitation et ceux du circuit financement investissement
L’évolution des besoins de financement
Les sources de financement, les capacités d’endettement et de remboursement
Jugement sur la faisabilité du projet
Cas "Trésorerie"
- La faisabilité financière
Evaluation des projets entrepreneuriaux
Analyse des équilibres et de la faisabilité des projets et appréciation des équilibres
Environnement juridique de l’entrepreneur et du repreneur ------------------------------------- 3,00 12,00
- Le statut juridique
Statut de l'entrepreneur
145
Statut de l'entreprise
Statut et fiscalités
- La propriété intellectuelle
Marque
Brevets
Dessins et modèles
Droit logiciel
- Aspects juridiques de la reprise d'entreprise
clauses de garantie de passif et d’actif, révision de prix
Le choix du montage juridique adapté à la reprise
Fiscalité des groupes de sociétés
Soutenance du projet entrepreneurial (business plan) ------------------------------------------- 1,00
9,00 9,00 25,00
ÉVALUATION :
% de
l'évaluation
globale
Mode d'évaluation % Durée (heures)
Examen Final (EF) 60
Projet Individuel 75
Oral Individuel 25
Examen Intermédiaire (EI) 20
Ecrit Individuel 100 2,00
Contrôle Continu (CC) 20
Projet Individuel 100
LECTURE RECOMMANDÉE :
- APCE (2008), Créer ou reprendre une entreprise, Editions d’Organisation.
- COURRENT J.-M. et SAMMUT S. (2006), Elaborer son dossier financier de création, Dunod
- HINDLZ K. and MAINPRIZE B. (2006), A Systematic Approach to Writing and Rating Entrepreneurial Business Plans, The Journal of
Private Equity, vol. 9, iss. 3, pp.7-23.
- HUMAN S.E., CLARK T. and BAUCUS M.S. (2004), Idea or Prime Opportunity ? A Framework for Evaluating Business Ideas for New
and Small Ventures, Journal of Small Business Strategy, vol.15, iss. 1, pp.61-79.
- LEGER-JARNIOU C. et KALOUSIS G. (2006), Construire son business plan, Dunod.
- PAPIN R. (2007), Stratégie pour la creation d’entreprise – Création, Reprise, Développement, Dunod, 12ème Edition.
- Mémentos FRANCIS LEFEBVRE (fiscal, social et sociétés)
- DURAND X. & SIMON E. (2011), Réaliser son BP en 48h, Edition des Organisations, 268 p
146
MGT515 - SOCIAL AND WEB ENTREPRENEURSHIP
IDENTIFICATION :
Course title : SOCIAL AND WEB ENTREPRENEURSHIP
Supervisor : LESAGE Xavier Semester : 09
Based in : Angers - Office : H1709B Department : Management
E-mail : [email protected] Code : MGT515
Teaching language : English Campus : Angers
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
This course is dedicated for students specilaized in Entrepreneurship.
The first part draws from Yunus’s social business perspective although making room for neighboring approaches like shared value
and for-profit social entrepreneurship, in order to delve into the rationale of social innovation and the third sector. The course is
meant to deal with the productive role of a new operator within the third sector, the social enterprise, and how its business model
compares with the for-profit business model.
The second part will assess and develop an accurate know-how of Internet and Digital ventures by focusing on issues and
specificities, which will face web-entrepreneurs
LEARNING GOALS/LEARNING OBJECTIVES :
1.2 Graduates will be capable to incorporate the global strategy of a company when completing a mission or leading a service.
1.3 Graduates will be capable to identify the stakes of a situation, analyse different options and evaluate their impact.
3.1 Graduates know the ethical principles which guide their profession.
5.1 Graduates have advanced understanding of issues of business modeling processes in context of social businesses and web
ventures
ORGANISATION :
Lecture Seminar Other
SOCIAL ENTREPRENEURSHIP ---------------------------------------------------------------------- 21,00
- Introduction to Social Entrepreneurship and Social Businesses
Examples and Best Practices Self-presentation of students and
exploratory dialog about social
business. Screening and discussion
of news and media sources.
- Allocative Efficiency and the ethics of the market
Discussion addressing the topic of profit maximization and the ethical issues it raises.
Practical activities:
Classroom experiment to illustrate market failure (the lemon principle).
"Shareholder Wealth
Maximization," by Duane Windsor
in Finance Ethics. Critical Issues in
Theory and Practice. By John R.
Boatright (et.al.), (Wiley, 2010).
"The Social Responsibility of
Business Is to Increase Its
Profits,"by Milton Friedman in
Ethical Issues in Business. A
Philosophical Approach. By Thomas
Donaldson (comp),
(Prentice Hall, 2002).
- What does a social entrepreneur do?
Discussion addressing the topic of what social entrepreneurship is. "Social Entrepreneurship: Why We
Don’t Need a New Theory and How
We move Forward From Here," by
Peter Dacin, Tina Dacin and
Margaret Metear in Academy of
Management Perspectives, Vol 24,
No 3, 2010.
"Creating Shared Value," by
Michael Porter and Mark Kramer in
Harvard Business Review, Jan-Feb
2011.
- What is a Social Entreprise?
Discussion addressing the topic of what a social enterprise is. "Economic Theories of Nonprofit
Organization," by Henry Hansmann
in The Economics of
Nonprofit Enterprises. By R.
Steinberg (comp), (Edward Elgar
Publishing, 2004).
"Social Enterprises in Context-The
Story So Far," in Management for
Social Enterprise. By Bob Doherty
(et.al.), (SAGE, 2009).
- The Multi-stakeholder approach to social enterprises
Discussion addressing the topic of stakeholders’ integration in social enterprises’
decisions.
"Original Position," by Samuel
Freeman in The Stanford
147
Practical activities: Classroom experiment to illustrate multi-stakeholder principles. Encyclopedia of Philosophy(Spring
2012 Edition).
"Work Integration Social
Enterprises. Are They Multiplegoal
and Multi-stakeholder
Organisations," by S. Campi, J.
Defourny and O. Gregoire in Social
Enterprise – At the
Crossroads of Market, Public
Policies and Civil Society. By M.
Nyssens (ed.), (Routledge, London
and New York, 2006).
WEB ENTREPRENEURSHIP -------------------------------------------------------------------------- 21,00
- Introduction to MebMarketing
Exemples and best practices GODIN S (1999), Permission
Marketing: turning strangers into
friends, and friends into customers,
New York:Simon & Schuster.
PINE J. & GILMORE J. (1999), The
Experience Economy, Harvard
Business School Press, Boston.
- Understand basics of web maketing channels
Web marketing is still marketing
Single channel vs. multi channel vs omni channel
Web marketing expands adressable market
GODIN S (1999), Permission
Marketing: turning strangers into
friends, and friends into customers,
New York:Simon & Schuster.
PINE J. & GILMORE J. (1999), The
Experience Economy, Harvard
Business School Press, Boston.
ANDERSON C. (2006), The Long
Tail: Why the Future of Business is
Selling Less of More, New York:
Hyperion.
- Identify key players and technologies
Tools and Technology
Technology / Platforms / Media : who are the key players?
Search Engine Optimisation (SEO)
Search Engine Marketing (SEM)
Social Media Optimization (SMO)
Affiliate Marketing and Display Advertising
GODIN S (1999), Permission
Marketing: turning strangers into
friends, and friends into customers,
New York:Simon & Schuster.
PINE J. & GILMORE J. (1999), The
Experience Economy, Harvard
Business School Press, Boston.
ANDERSON C. (2006), The Long
Tail: Why the Future of Business is
Selling Less of More, New York:
Hyperion.
- Capture key drivers of performance
Market segmentation and data marketing
Customer focus : permission vs. Interruption marketing
Focus on performance
Focus on attribution
Data-driven marketing
GODIN S (1999), Permission
Marketing: turning strangers into
friends, and friends into customers,
New York:Simon & Schuster.
PINE J. & GILMORE J. (1999), The
Experience Economy, Harvard
Business School Press, Boston.
ANDERSON C. (2006), The Long
Tail: Why the Future of Business is
Selling Less of More, New York:
Hyperion.
LEVINE R., SEARLS D.,
WEINBERGER D. & LOCKE C.
(2000), The Cluetrain Manifesto:
the End of Business as Usual,
Perseus Bookks Cambridge, MA,
USA.
- Webmarketing for Entrepreneurs
Get Real - Meetic
Get Viral - Volvo
Perspectives
ANDERSON C. (2013), Makers: The
New Industrial Revolution
42,00
148
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 60
Written exam Individual 100 3,00
Midterm exam (ME)
Continuous assessment (CA) 40
Oral exam Group 50
Oral exam Individual 50
SUGGESTED FURTHER READINGS :
- BORNSTEIN & DAVIS (2010), Social Entrepreneurship: What Everyone Needs to Know, Oxford University Press.
- JARVIS J. (2010), What Would Google Do?, London: Collins.
- ANDERSON C. (2013), Makers: The New Industrial Revolution, Random House Business Books.
- GODIN S (1999), Permission Marketing: turning strangers into friends, and friends into customers, New York:Simon & Schuster.
- PINE J. & GILMORE J. (1999), The Experience Economy, Harvard Business School Press, Boston.
- ANDERSON C. (2006), The Long Tail: Why the Future of Business is Selling Less of More, New York: Hyperion.
- LEVINE R., SEARLS D., WEINBERGER D. & LOCKE C. (2000), The Cluetrain Manifesto: the End of Business as Usual, Perseus
Bookks Cambridge, MA, USA.
149
Professionalisation major
“Marketing of retail products”
(in Angers)
150
MKG541 - BRAND MANAGEMENT
IDENTIFICATION :
Course title : BRAND MANAGEMENT
Supervisor : FEENSTRA Florence Semester : 09
Based in : Paris - Office : 308 Department : Marketing
E-mail : [email protected] Code : MKG541
Teaching language : English Campus : Angers
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
Brand managers’ responsibilities are broad and multi-dimensional in a continuously changing environment rich in information. This
module aims at training students to use professional brand/product management concepts and tools. It focuses on the know-how of
the job of brand manager.
LEARNING GOALS/LEARNING OBJECTIVES :
5.1 graduates will be able to analyse marketing panels indicators for decision-making in the different marketing mix
pillars
5.2 graduates are able to demonstrate the ability to analyse marketing situations, to summarise high levels of information and
to prioritise key points
5.3 graduates know how to identify stakes and implications of a marketing situation, identify possible solutions and make
appropriate decisions
5.4 gradates will know how to manage the product launch with external and internal stakeholders
ORGANISATION :
Lecture Seminar Other
DATA ANALYSIS ------------------------------------------------------------------------------------- 9,00
- Consumer and retailer panels
Panel methodology
Data provided by panels
Special studies/ modelling tools
How to brief you panel consultant
Case studies with Nielsen /Iri
documents
- How to analyse the data provided by a consumer panel
How to exploit Home scan data/Kantar WorldPanel
Case study
Case studies with Nielsen /Kantar
world panel documents
- How to analyse the data provided by a retailer panel
How to exploit Scan Track/ InfoScan
Case study
Case studies with Nielsen /Info
scan documents
STRATEGIC BRAND AND PRODUCT MANAGEMENT ----------------------------------------------- 24,00
- Brands and brand equity
The importance of brand-led business
The role of the brand manager
Brands and branding
Brand equity and approach to building brand equity
Group assessment: exercise on
brands
- Establishing brand positioning
Background to positioning: Segmentation and targeting
Brand positioning strategy
Group assessment: exercise on
brand positioning
- Growing and sustaining brand equity
Brand architecture strategies (brand portfolios and hierarchies)
Managing brands over time
New products & brand extensions
Group assessment: exercise on
growing brand equity
- New product development
Challenges in developing new products
Organisational structures to manage NPD
Managing the NPD process and the stages of NPD
Link between NPD and brand extension strategy
Group assessment: Group project
brand extension
- Brand elements and packaging
Developing brand elements (including the brand name)
Packaging and brand design development
The brand design/packaging brief
- Integrated marketing communications
Developing the integrated marketing communications strategy
The communications brief
Group assessment: exercise on
communications
- Marketing and launch plan
Developing the marketing plan
Developing the launch plan
Consideration of financial aspects
Group assessment: exercise on
brand positioning
- Case study: Development and launch of a brand extension
Presentation and case study on the Partner Company brand Individual assessment: written
project
ONE DAY IN THE PRODUCT MANAGER SHOES ---------------------------------------------------- 6,00
151
- Workshops
Individual assessment: written
project
FINAL EXAM ----------------------------------------------------------------------------------------- 3,00
- group project
evelopment and launch of a brand extension
oral presentation Written report
42,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 40
Written exam Individual 20 2,00
Written exam Individual 80 1,00
Midterm exam (ME)
Continuous assessment (CA) 60
Project Group 90
Project Group 10
SUGGESTED FURTHER READINGS :
- Marketing Management, Kotler and Keller, 14th edition, 2011, Pearson International
- The new strategic brand management, Kapferer, 5th edition, 2012, Kogan Page
- Strategic Brand Management: A European Perspective, Keller et al., 2nd edition, 2011, Financial Times/ Prentice Hall
152
MKG542 - OPERATIONAL MARKETING
IDENTIFICATION :
Course title : OPERATIONAL MARKETING
Supervisor : FEENSTRA Florence Semester : 09
Based in : Paris - Office : 8 Department : Marketing
E-mail : [email protected] Code : MKG542
Teaching language : French Campus : Angers
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
While manufacturers and retailers may have different objectives, they have in common to all focus on consumers. This module starts
by shedding light on shoppers’ behaviors at the point of sales. It then presents the main concepts and tools for managing categories
before providing the keys to set the stage for the product offer through state-of-the-art merchandising and innovative trade
marketing approaches.
LEARNING GOALS/LEARNING OBJECTIVES :
5.1 Graduates will be able to analyse the shopper behavior and find category management solutions
5.2 Graduates will be able to write a category business review
5.3 Graduates will be able to define the differents axis of a merchandising strategy
5.4 Graduates will be able to define the promotion plan for retailer
ORGANISATION :
Lecture Seminar Other
SHOPPING BEHAVIOR AT THE POINT OF SALE --------------------------------------------------- 12,00
- Manufaturer-retailer cooperation: what is at stake?
The new context of retailing
The win-win credo
Customer orientation: from the birth of Efficient Consumer Response (ECR) to the
role of Category management and Trade marketing
read the article Benoun M &
Hélies-Hassid H(2004): category
management : mythes et réalités,
Revue Française du marketing, Vol
N°198
- Point of sale selection
The consumer-point of sale relationship
Point of sale attendance
Attendance versus buying motivations and type of purchase
Adapting the point of sales to the shopper
- The consumer within the store: the shopper
Store traffic: consumers expectations and types of routes within the store
Purchase logics and products associations
Management of categories by retailers
Read the article Bonnin Gaël (
2003): la mobilité du
consommateur en magasin:une
étude exploratoire de l'influence de
l'aménagement spatial sur les
stratégies d'appropriation des
espaces de grande distribution,
R.A.M,vol 18, N°3
- Consumer behavior at the store shelf
The premeditation of the purchase
Analysing products and shopper's attitudes
CATEGORY MANAGEMENT -------------------------------------------------------------------------- 6,00
- CM process: concepts and tools
ECR methodology: the 8 steps
Tactical tools: assortment, price, promotion, innovation, merchandising
- CM: from strategy to implementation
Consumer dramatization and enthusiasm
Building Parnership : the role of category captain / supplier and the customer record
From the concept to reality: the limits to CM (SME, outside mass consumption)
MERCHANDISING ----------------------------------------------------------------------------------- 9,00
- Introduction to merchandising
Defining what merchandising is and what it covers
Identifying merchandising objectives for the various partners in the marketing
channel
The various ways to develop a merchandising strategy
Read the article Drèze, X., Hoch,
S. J., & Purk, M.E. (1994). Shelf
Management and Space Elasticity.
Journal of Retailing, 70(4), 301-
326
- Merchandising strategy and objectives
The various levels of merchandising
Mix merchandising
How to build an efficient merchandising
The salesforce relay
- From merchandising research at the point of sale to re-implementation
Execution of a complete merchandising study
Preparation of a sales report for a merchandising study
153
The key elements in a successful shelf re-implementation
TRADE MARKETING --------------------------------------------------------------------------------- 9,00
- The role of trade marketing
The specific roles of trade marketing (mass consumer products / selective) Read the article Siang (1998) :Les
enjeux du Trade Marketing dans la
relation marque enseigne.
1er colloque Etienne Thil, La
Rochelle
- Adapting promotion plan to retailer
Retailer analysis based on panels data
Analysis of strengths and weaknesses by markets/segments
key success Trade Marketing actions
- Organizing trade marketing plans for mass consumer and selective sectors
Preparation of the trade marketing plan
Planning time & events / retailer
Exercices
CATMAN GAME -------------------------------------------------------------------------------------- 3,00
COMPANY'S DAY ------------------------------------------------------------------------------------ 3,00
42,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 50
Written exam Individual 100 3,00
Midterm exam (ME)
Continuous assessment (CA) 50
Project Group 50
Project Group 50
SUGGESTED FURTHER READINGS :
- DARPY D., VOLLE P., Comportement du consommateur: concepts et outils, Dunod, 2007
- COGITORE S., Le category management, Dunod, 2010
- ZEYL A., Le trade marketing, Vuibert, 1996
- FADY A., RENAUDIN V. et VYT D., Le merchandising, 6ème édition, Vuibert Gestion, 2007
154
MKG542 - MARKETING OPERATIONNEL
IDENTIFICATION :
Intitulé : MARKETING OPERATIONNEL
Responsable : FEENSTRA Florence Semestre : 09
Site : Paris - Bureau : 308 Département : Marketing
Mél : [email protected] Code : MKG542
Langue d'enseignement : Français Site : Angers
Heures totales : 45,00 / crédits ECTS : 6,00
PRÉSENTATION GÉNÉRALE :
Ce module permet de mieux comprendre le comportement du consommateur au point de vente (shopper) et ses critères de choix.
De cette compréhension dépend le succès des démarches catégorielles mises en œuvre par les industriels et les enseignes. Le
module présente successivement les concepts et les outils de la gestion par catégorie avant de fournir les clés pour théâtraliser et
animer l’offre produit à travers le merchandising et le trade marketing.
COMPÉTENCES VISÉES :
5.1 Les étudiants sauront analyser le comportement du consommateur au point de vente
5.2 Les étudiants sauront capables de mener une revue de catégorie
5.3 Les étudiants seront concevoir et exploiter les différents axes d'une démarche merchandising
5.4 Les étudiants sauront concevoir un Plan promo trade marketing
ORGANISATION :
CM TD TP
LE COMPORTEMENT DU CONSOMMATEUR AU POINT DE VENTE -------------------------------- 12,00
- Les enjeux de la coopération producteurs & distributeurs
Le contexte nouveau de la distribution
Les 3 forces en présence et le credo win-win
L'orientation client : de la naissance de l'ECR au rôle du category management et
Trade Marketing
Lire l'article Benoun M & Hélies-
Hassid H(2004): category
management : mythes et réalités,
Revue Française du marketing, Vol
N°198
- Le choix du point de vente
La relation consommateur / point de vente
Mode de sélection et fréquentation du point de vente
Fréquentation versus motivation et types d’achat
L'adaptation du point de vente au shopper: les évolutions dans un commerce
interconnecté
- Le consommateur au point de vente : le shopper
Circulation en magasin : attentes consommateurs et types de parcours
Logiques d’achat et association produit
Univers de consommation : catégorisation et limites conceptuelles
Lire l'article Bonnin Gaël ( 2003):
la mobilité du consommateur en
magasin:une étude exploratoire de
l'influence de l'aménagement
spatial sur les stratégies
d'appropriation des espaces de
grande distribution, R.A.M,vol 18,
N°3
- Le comportement du consommateur au linéaire
La préméditation de l’achat
Modes d’accès aux produits et attitudes du shopper
Evaluation des comportements consommateurs
CATEGORY MANAGEMENT -------------------------------------------------------------------------- 6,00
- Le process Category Management : la démarche / les outils
les 8 étapes de du management d’une catégorie
Les outils tactiques (assortiment, prix, promotion, innovation, merchandising)
- Category Management : de l’approche stratégique à la mise en oeuvre
De la catégorie à l’univers : Théâtralisation et enthousiasme consommateur
construire un partenariat: rôle du category captain industriel et connaissance du
client distributeur:la revue d'enseigne
enjeux et limites du category management
MERCHANDISING ----------------------------------------------------------------------------------- 9,00
- Les concepts du merchandising
La notion du merchandising et son périmètre d'action
Identifier les objectifs du merchandising pour les différents partenaires et leur
évolution
Les différentes logiques de gestion et leurs indicateurs de performance
lire l'article Drèze, X., Hoch, S. J.,
& Purk, M.E. (1994). Shelf
Management and Space Elasticity.
Journal of Retailing, 70(4), 301-
326
- Stratégie et missions du merchandising dans l'entreprise
Les axes du mix merchandising
Construire une démarche merchandising: mode d'emploi
L’importance de l’animation terrain
- De l'étude merchandising au point de vente à la réimplantation
155
Réalisation d’une étude linéaire
Elaboration d’un dossier de vente d’une étude merchandising
Les éléments clefs d’une réimplantation réussie
TRADE MARKETING --------------------------------------------------------------------------------- 9,00
- La démarche trade marketing
Les rôles spécifiques du Trade Marketing (grande conso / sélectif)
Les enjeux de la promotion côté distributeurs/ industriels
Siang (1998) :Les enjeux du Trade
Marketing dans la relation marque
enseigne.
1er colloque Etienne Thil, La
Rochelle.
- Une stratégie promotionnelle adaptée à chaque client
L’analyse du client via les panels: forces et faiblesses par marché
Identification des leviers promo trade à actionner / client
les principes de réussite d'une offre Trade Marketing
- Construction des plans trade en grande conso et en sélectif
L'élaboration d’un Plan Trade en grande conso/ sélectif
Planning time & events / enseigne
Travail sur un cas grande conso
CATMAN GAME -------------------------------------------------------------------------------------- 3,00
JOURNEE PARTENAIRE ----------------------------------------------------------------------------- 3,00
42,00
ÉVALUATION :
% de
l'évaluation
globale
Mode d'évaluation % Durée (heures)
Examen Final (EF) 50
Ecrit Individuel 100 3,00
Examen Intermédiaire (EI)
Contrôle Continu (CC) 50
Projet Collectif 50
Projet Collectif 50
LECTURE RECOMMANDÉE :
- DARPY D., VOLLE P., Comportement du consommateur : concepts et outils, Dunod, 2007
- COGITORE S., Le Category Management, Dunod, 2010
- ZEYL A., Le trade marketing, Vuibert, 1997
- FADY A., RENAUDIN V. et VYT D., Le merchandising, 6ème édition, Vuibert Gestion, 2007
156
MKG543 - SALES DEVELOPMENT
IDENTIFICATION :
Course title : SALES DEVELOPMENT
Supervisor : FEENSTRA Florence Semester : 09
Based in : Paris - Office : 308 Department : Marketing
E-mail : [email protected] Code : MKG543
Teaching language : English Campus : Angers
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
This module covers the main concepts and tools to perform effective negociations with its marketing channel partners, both in
economic and relational terms. It gives students the opportunity to develop skills and personal relational style in a context of
integrativ negociation. The objectif is to make the students able to negociate with customers and other business partners, with a
win-win approach.The ethical challenges which lay at the core of marketing ans sales functions are also covered.
LEARNING GOALS/LEARNING OBJECTIVES :
3.1 Graduates know the ethical principles which guide their profession.
5.1 Graduates know how to define the quantitative framework of their negocation.
5.2 Graduate will be able to conduct persuasive negociations
ORGANISATION :
Lecture Seminar Other
PREPARING THE SALES NEGOCIATION ------------------------------------------------------------ 15,00
- Introduction: what' s negociate?
Concepts
Tools
Texts and documents will be
handed over during session 1
- Part 1. Strategy
Checking off all business conditions,
Understanding both sides business models and positions,
Evaluating the balance of power.
- Part 2. Value and calculations
Evaluating each business condition impact on revenues, margins and profit,
Integrating soft values
Training sessions: study cases
- Part 3. Tactics guidelines: "The 5 rules to win"
- Defining goals and setting bounds,
- Having arguments of defense,
- Matching concessions and counterparties
- Going ahead step by step,
- Closing with mutual commitment
- Part 4. Play the game
role-playing games
NEGOCIATE IN A PERSUASIVE WAY --------------------------------------------------------------- 15,00
- Strategy of Relationship
Communication skills
Styles of negotiation (exercises)
How to become an assertive negotiator
The behaviors and the powers of the buyer
Read : chap 5, 11 and 12 of the
book "vendre et defendre ses
marges" P Korda
- The foundations of negocation
- Understand negotiation: the Phases of negotiation
- Prepare a proposition
bjectives and questions
- Discover the person,explore the situation:The motivations of the buyer SPICEM ,
Personal and professional discovery
Read : part 1 (phases) of the book
"Negociations" Anne Laws
Read : chap 6 of the book "vendre
et defendre ses marges" P Korda
exercises on scenario (role play)
- Sell the proposition
-Knowing and respecting mutual interests for a win-win negotiation
- Mastering the process of agreement AIDA (role play)
Read "the truth about negociations"
Leigh L Thompson p31 to 51
- Make the argumentation
Answering objections
Working on concessions and support (play role)
Managing tensions DESC (role play)
Read : chap 7, 8 of the book
"vendre et defendre ses marges" P
Korda
- After the negotiation
Adjust the negotiation : Reaching agreement and concluding
Dealing with "after negotiation service"
Maintaining relationship
Positive approach to negotiation :Mastering tips and tricks
Read : part 2 of the book
"Negociations" Anne Laws
Read : chap 10 of the book "vendre
et defendre ses mlarges" P Korda
ETHICS, MARKETING AND SALES ------------------------------------------------------------------ 9,00
- Principles of Business Ethics
Texts and documents will be
handed over during session 1
critical analysis of academic text
157
- Integrating ethics in the sales process
- Case study
COMPANY'S DAY ------------------------------------------------------------------------------------ 3,00
42,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 60
Written exam Individual 100 3,00
Midterm exam (ME)
Continuous assessment (CA) 40
Written exam Individual 20
Project Group 40
Oral exams Individual 40
SUGGESTED FURTHER READINGS :
- WALKER O.C., CHURCHILL G.A., FORD N.M., JOHNSTON M.W. and MARSHALL G.W. (2008), Sales force Management (9th edition),
McGraw-Hill
- ANQUETIL A., Qu'est ce que l'éthique des affaires? Vrin, 2008.
- Negociations , Anne Laws, The business skills Series-Summertown Publishing (2008)
- The truth about negociations "you may want to make the first offer" Leigh L Thompson, Pearson (2008)
- Vendre et défendre ses marges. P. Korda. Ed d’Organisation (2003)
- Negotiation: Readings, Exercices, and Cases. Roy J. Lewicki. McGraw-Hill (2009)
- Negotiate to win. J Thomas. ED Collins (2005)
- International Business Negotiations. Pervez N. Ghauri & J-C Usunier(2003)
158
MKG544 - RETAILERS'S STRATEGY AND MARKETING
IDENTIFICATION :
Course title : RETAILERS'S STRATEGY AND MARKETING
Supervisor : FEENSTRA Florence Semester : 09
Based in : Paris - Office : 308 Department : Marketing
E-mail : [email protected] Code : MKG544
Teaching language : English Campus : Angers
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
Retailers’ strategy and marketing gives students the opportunity to discover and practice retail marketing through a hands-on
approach. The objective is to give students a thorough understanding of how retailers build and implement their marketing strategy
in a highly competitive environment. Drawing from real-life situations and various examples, the aim is to place students in the
middle of the store so that they can apprehend how professionals can act to better serve their final market
LEARNING GOALS/LEARNING OBJECTIVES :
5.1 Graduates will be able to analyse the retailers' s marketing strategy
5.2 Graduates will know the current tools and concepts used by the retailer's marketing manager
ORGANISATION :
Lecture Seminar Other
THE CONTEXT --------------------------------------------------------------------------------------- 6,00
- The birth of modern commerce
Modern commerce at the turn of the centuries
Is big versus small still relevant? The cases of store chains and e-commerce
Read syllabus
- Contemporary challenges for modern commerce
E-commerce business models
From multi to cross-channel strategies: optimizing the mix of bricks and clicks
Sustainable development: is being green more profitable?
Ethical issues: to be fair or not to be fair
THE STORE ------------------------------------------------------------------------------------------ 9,00
- The retailer as a brand
From the wheel to the rocket: the theories of retailing
Retail formats and marketing mix of retailers
- The store concept
Recent trends in consumption: Is your consumer postmodern?
Theme development and the codes of the selling space: a question of brand
positioning
- The store atmospherics
The components of the store atmospherics: cognitive versus affective
Designing a store concept via atmospherics
- Visual merchandising and store layout
The role of visual merchandising in the store environment
Alternative store layouts
THE ASSORTMENT ---------------------------------------------------------------------------------- 12,00
- building an assortment: Retailer strategy, objectives and relationships with suppliers.
Different kinds of products: Brands, PLB, value priced offerings.
The construction of the assortment: Selection of the right product
Sourcing and relationships with suppliers: Which role for the supplier in front of the
retailer?
Business Case and exercises
- Managing an assortment: The retailer performance through the efficient assortment
The structure of the assortment: stratums and banners
Managing the assortment: choices, tools and measure of the performance
Managing the assortment through different channels: Store, web and drive…
Business case and exercises
- The pricing management: Strategies, stakes and regulations
Pricing Strategy in retailing
Relationships Suppliers/Retailers about pricing
Pricing regulations and Margins
Business case and exercises
THE PROMOTION ------------------------------------------------------------------------------------ 9,00
- Building a retailer’s promotion strategy
The different kinds of promotion devices
The objective and the role of a promotion: margin, market share, Loyalty
Building an annual promotion plan: stakes and seasonality
Business Case and exercises
- Managing the promotion: From the set-up to the performance report
Before the promotion: relationships with suppliers, supply chain issues, Stock
shortages
During the promotion: In store promotion management, relationships between
stakeholders
After promotion: measure of the performance, indicators and tools
Business case and exercises
159
- Promotion and Shoppers: Increasing sales through a cross-channels promotion strategy
The Consumer and the Shopper in front of a promotion: Impacts on his out-store and
in-store behaviors
How to deal with different channels : Store, Web and Drive
Using IT for a more efficient promotion
Business case and exercises
PARTNER’S DAY/Translating strategy into action ------------------------------------------------- 6,00
- Store concept
Analysing a store concept with his environment's eye-view CASE STUDY
- Retailer 's Challenge
Operational marketing purpose in- store written report and oral presentation
42,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 50
Written exam Individual 100 3,00
Midterm exam (ME)
Continuous assessment (CA) 50
Project Group 50
Project Group 50
SUGGESTED FURTHER READINGS :
- Dawson J., Larke R. and Mukoyama M., Strategic Issues in International Retailing, Routledghe, 2006
- Kumar N. and Steenkamp J-B.E.M., Private Label Strategy: How to Meet the Store Brand Challenge, Harvard Business School
Press, 2007
- Levy M. and Weitz B.A., Retailing Management, 7th edition international edition, Mc Graw-Hill, 2009
160
MKG545 - DIGITAL EXPERTISE
IDENTIFICATION :
Course title : DIGITAL EXPERTISE
Supervisor : FEENSTRA Florence Semester : 09
Based in : Paris - Office : 308 Department : Marketing
E-mail : [email protected] Code : MKG545
Teaching language : English Campus : Angers
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
The digital changes the Consumer Goods Marketing practices. For brand managers, it offers new opportunities for developping
global and interactive offers or managing 360° customer experience across a large range of touch points. Omni channel retail
redefines the purchasing process and the way the shopper access to products. This module aims to develop student's digital skills
and agility , both indispensable for their futur job.
LEARNING GOALS/LEARNING OBJECTIVES :
5.1 Graduates know and are able to use the major Competitive Intelligence , Open Innovation and Research digital tools to
define a brand strategy
5.2 Graduates understand the cross channel retail challenges and are able to define marketing mix and commercial policies
taking into account the digital opportunities
5.3 Graduates are able to analyse and build a 360° CRM in the Consumer Goods Market
ORGANISATION :
Lecture Seminar Other
Chapter 1 : Strategic analysis and product developping at the digital time -------------------- 9,00
- Role of digital tools in the renewal of Research
-Definition and scope of digital research
-Measuring the impact and effectiveness of digital and cross media ad campaigns
-Enriching traditional research through online conversations listening
-Involving Consumers in online Communities
case studies and MCQ
- Competitive Intelligence for Brands
-Introduction to Competitive intelligence
-Business Intelligence Dashboard Tools (Netvibes, Scoop.it, RSS feeds)
-How to gather, analyze, validate, use and disseminate information
homework : creating your
Business Intelligence Dashboard
MCQ
- Open Innovation for consumer goods markets
-Principles of innovation co-creation
-Open Innovation platforms
-Benefits and limitations of Open Innovation
Chapter 2 : Sales Activation in the omni channel context --------------------------------------- 27,00
- Cross channel retail changes
-Meet the connected shopper: new shopping trip
-Cross chanel retailing : new access to the products
-Introduction to e- supply chain : the cross channel challenges
case studies + MCQ
- The connected store of tomorrow
-Using digital NT : international retail best practices
- Managing Digital shopping experience in- store
-The place of the salesperson at the digital time
case studies + MCQ
- Defining marketing strategies for a multichannel retail
-Developing products offers: think ATAWAD and USER experiences
-Adapting price policies to on/off competition
-Taking advantage of digital opportunities for promoting Consumer Goods
case studies and MCQ
- From category management to e category management
E shopper ‘s Browsing behavior
E merchandising and e promotion : key- areas and offer displaying strategies
case studies and MCQ
- Supplier - retailer relationship on the vritual channels
E key account management : understanding drive and pure players business models
Ethic & e-commerce
case studies and MCQ
Chapter 3: Customer Relationship Management 360° ----------------------------------------- 6,00
- CRM to a customer relationship increased
Course Introduction about CRM in Consumer Goods Market
Before to start your CRM plan
Awarness and Consideration
To come, Recruitment and Retention
case studies and MCQ
- CRM Return to active
Advocacy
Case Study | Nestlé,Nescafé, Mixa, Oasis
cases studies and MCQ
PARTNER' S DAY ----------------------------------------------------------------------------------- 3,00
45,00
161
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 40
Oral exam Group 100
Midterm exam (ME)
Continuous assessment (CA) 60
Written exam Individual 70
Written exams Group 30
162
doc_285302218.pdf
Data regarding pre specialisation track management.
1
COURSE CATALOGUE
2014-2015
Master programs in English
2
TABLE OF CONTENTS
4
th
YEAR in Angers ...................................................................................................................... 5
Fall semester (Sept-Dec) ............................................................................................................ 6
Pre-specialisation track “Management” ..................................................................................... 7
MGT410 - LEADERSHIP & STRATEGY ............................................................................................ 8
MGT412 - PROJECT MANAGEMENT ............................................................................................. 10
MGT414 - PERFORMANCE AND OPERATIONS MANAGEMENT (POM) ................................................ 12
MGT417 - STARTING NEW VENTURE .......................................................................................... 14
Pre-specialisation track “Marketing” ........................................................................................ 16
MGT410 - LEADERSHIP & STRATEGY .......................................................................................... 17
MKG411 - THE VARIOUS TYPES OF MARKETING .......................................................................... 19
INT411 - COUNTRY RISK ANALYSIS ........................................................................................... 21
MKG414 - DIGITAL MARKETING ................................................................................................. 24
MKG421 - CUSTOMER RELATIONSHIP MANAGEMENT (CRM) .......................................................... 26
Spring semester (Jan-May) ...................................................................................................... 27
Pre-specialisation track “International Business” (in Angers) ................................................. 28
MGT410 - LEADERSHIP & STRATEGY .......................................................................................... 29
MKG414 - DIGITAL MARKETING ................................................................................................. 31
INT411 - COUNTRY RISK ANALYSIS ........................................................................................... 33
INT412 - BUSINESS AND MARKET DYNAMICS (UNDER CONSTRUCTION) ........................................ 36
INT431 - EUROPEAN INTEGRATION AND BUSINESS ENVIRONMENT ............................................... 37
INT432 - INTERNATIONAL STRATEGIC MANAGEMENT .................................................................. 38
Pre-specialisation track “Finance” (in Paris) ............................................................................ 41
FIN431 - CORPORATE FINANCE 1............................................................................................... 42
FIN432 - FINANCIAL MARKETS 1 ............................................................................................... 44
FIN433 - QUANTITATIVE METHODS FOR FINANCE ....................................................................... 46
FIN434 - FINANCIAL INFORMATION SYSTEMS ............................................................................. 48
FIN435 - INTERNATIONAL ACCOUNTING ..................................................................................... 49
4
th
year courses in Shanghai ................................................................................................... 51
INT471 - ASIAN ECONOMY AND GEOPOLITICS ............................................................................ 52
INT472 - ASIAN BUSINESS RESEARCH PROJECT .......................................................................... 55
INT474 - COUNTRY RISK ANALYSIS ........................................................................................... 57
INT475 - CROSS-CULTURAL MANAGEMENT AND NEGOTIATION ..................................................... 60
MGT474 - LEADERSHIP AND STRATEGY ...................................................................................... 62
MKG474 - STRATEGIC AND SUPPLY CHAIN MANAGEMENT ............................................................ 64
MKG475 - BRANDING AND RETAILING IN ASIA ........................................................................... 66
MKG476 - DIGITAL MARKETING ................................................................................................. 68
3
4th year courses in Budapest .................................................................................................. 70
OVERVIEW 4
TH
YEAR COURSES IN BUDAPEST ........................................................................... 71
MKG462 - INTERNATIONAL MARKETING (Sept-Dec) ..................................................................... 72
MKG463 - ADVANCED MARKET RESEARCH (Sept-Dec).................................................................. 74
ENV461 - ECONOMIC INTELLIGENCE .......................................................................................... 76
ENV462 - DOING BUSINESS AND MANAGEMENT IN CENTRAL AND EASTERN EUROPE ...................... 78
ENV463 - STARTING NEW VENTURES ......................................................................................... 80
FIN468 - INTERNATIONAL MONETARY GOVERNANCE ................................................................... 82
INT461 - GEOPOLITICS ............................................................................................................ 84
MGT410 - LEADERSHIP & STRATEGY .......................................................................................... 86
MGT463 - CROSS CULTURAL MANAGEMENT ................................................................................ 88
MGT464 - PROJECT MANAGEMENT ............................................................................................. 91
MGT465 - PRODUCT AND PROCESS INNOVATION ........................................................................ 93
MGT466 - CRISIS MANAGEMENT ................................................................................................ 95
FIN463 - CORPORATE FINANCE (Jan-May) .................................................................................. 97
FIN464 – INVESTING (Jan-May) ................................................................................................ 99
5th YEAR ................................................................................................................................ 101
Professionalisation major “International Business” (in Angers) ........................................... 102
INT511 - BUSINESS COMMUNICATION IN AN INTERNATIONAL ENVIRONMENT ............................... 103
INT512 - BUSINESS INTERNATIONALIZATION ............................................................................ 105
INT513 - GLOBAL SUPPLY CHAIN MANAGEMENT ......................................................................... 107
INT514 - INTERNATIONAL TRADE ENVIRONMENT ....................................................................... 110
Professionalisation major “Corporate Finance” (in Angers) .................................................. 114
FIN531 - MANAGEMENT CONTROL AND REPORTING .................................................................... 115
FIN532 - ADVANCED CORPORATE FINANCE................................................................................ 117
FIN533 - INTERNAL AUDITING AND RISK MANAGEMENT ............................................................. 119
FIN534 - PROJECT FINANCIAL MANAGEMENT ............................................................................. 121
FIN535 - CFO’S ENVIRONMENT ................................................................................................. 123
Professionalisation major “Consulting and Financial Engineering” (in Paris) ........................ 125
FIN541 - CORPORATE FINANCE & PORTFOLIO MANAGEMENT ....................................................... 126
FIN542 - FINANCIAL RISK ANALYSIS ......................................................................................... 128
FIN543 - VBA & QUANTITATIVE METHODS ................................................................................. 130
FIN544 - FINANCIAL ENGINEERING ........................................................................................... 131
FIN545 - DERIVATIVES, EQUITY AND FIXED INCOME .................................................................. 133
Professionalisation major “Entrepreneurship” (in Angers) ................................................... 135
MGT511 - BUSINESS MODELING AND PLANNING ........................................................................ 136
MGT512 - BUSINESS DEVELOPMENT AND INTRAPRENEURSHIP .................................................... 138
MGT513 - SME STRATEGIC MANAGEMENT ................................................................................. 140
MGT514 - ENTREPRENEURIAL PROJECT ..................................................................................... 142
MGT514 - PROJET ENTREPRENEURIAL ....................................................................................... 144
MGT515 - SOCIAL AND WEB ENTREPRENEURSHIP ...................................................................... 146
4
Professionalisation major “Marketing of retail products” (in Angers) ................................... 149
MKG541 - BRAND MANAGEMENT .............................................................................................. 150
MKG542 - OPERATIONAL MARKETING ....................................................................................... 152
MKG542 - MARKETING OPERATIONNEL ..................................................................................... 154
MKG543 - SALES DEVELOPMENT ............................................................................................... 156
MKG544 - RETAILERS'S STRATEGY AND MARKETING .................................................................. 158
MKG545 - DIGITAL EXPERTISE ................................................................................................. 160
5
4
th
YEAR in Angers
6
Fall semester (Sept-Dec)
7
Pre-specialisation track
“Management”
8
MGT410 - LEADERSHIP & STRATEGY
IDENTIFICATION :
Course title : LEADERSHIP & STRATEGY
Supervisor : DELI-GRAY Zsuzsa Semester : 07/08
Based in : Budapest - Office : B5 Department : Management
E-mail : [email protected] Code : MGT410
Teaching language : English Campus : Budapest
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
This course is intended for students in master degree who will have the authority and need personal skills to set, develop and
implement organizational strategies. This course is also structured to make good understanding and experimentation of Leadership
and Strategic frameworks and methodologies. Fundamentals traits and characteristics of both Leadership and Strategy will be
addressed. Today, working in organizations presumes the management of people and the exercise of leadership. In spite of being a
relation with others is above all a relation with oneself. This practice involves developing communication skills as well as
understanding political dimensions. A particular attention will be place on topics and considerations at crossroads between
Leadership & Strategy. Guest Speakers and a Business Game will induce vivid descriptions and experimentation for students.
LEARNING GOALS/LEARNING OBJECTIVES :
1.1 Graduates will know the current theories and concepts of leadership.
1.2 Graduates will be capable to incorporate the global strategy of a company when completing a mission or leading a service.
1.3 Graduates will be capable to identify the stakes of a situation, analyse different options and evaluate their impact.
1.4 Graduates will know how to apply appropriate decision-making processes in the framework of their mission or tasks.
2.1 Graduates will have acquired interpersonal, relational and social skills required for managerial positions.
2.2 Graduates will demonstrate capacities of adaptation and problem-solving in managerial situations.
ORGANISATION :
Lecture Seminar Other
Leadership ------------------------------------------------------------------------------------------- 15,00
- Figures of Power
Understanding the structure of power and its dynamics in organizations De Pree, M. Leadership is an art -
Chapter
Interviews with S. Vallas, N.
Fligstein, S. Clegg, J.C. Thoenig,
M@n@gement, 2011/1, vol. 14, p.
24-46
Film : Jonestown
- Forms and Types of Leadership
Manager & Leaders: similarities and Differencies
Understanding leadership styles
De Pree, M. Leadership is an art-
Chapter
Zaleznik, A. Managers and leaders,
are they different? Best of HBR
Case : "Wash Whiter than white",
Paul Hardy
- The exercise of authority in the upper-subordinate relationships
Negotiating, Communicating & creating followers
Directing a subordinate who objects indirectly
Understanding the dynamic of authority relationship
De Pree, M. Leadership is an art-
Chapter
Zaleznik, A. The dynamic of
subordinacy, HBR N°916531
Kets de Vries, MFR. Folie à deux :
acting out your superior’s fantasies
Case : Blackman and Dodds, Bob
Knowlton, Del Tronics
- The political skills in organizations: a must or a necessary evil?
Networking, Data mining and influencing events and people
Know how to develop political skills
Analyze power games
Enter the political stakes of relationships in organizations
De Pree, M. Leadership is an art-
Chapter
Ferris, R.G. & al. Political skill at
work, Organizational dynamics, vol.
28, N° 4, 2000, p.25-37
Jim Donovan, Cibola
- The vision of the leader: anticipate the future and build: exemples of innovatives organizations
Vision: a stretch & leverage approach
Empowering creativity in the organization
Mobilizing towards a mission statement
Examples of key leaders in innovative organizations
De Pree, M. Leadership is an art-
Chapter
Tichy, N, Charan, R, An interview
with Jack Welch, HBR, sept-oct
1989
Case : Dead leaves, Mag Rec Inc.
Strategy --------------------------------------------------------------------------------------------- 12,00
- The Strategic Arena
The characteristics of strategic decisions
What is and is not Strategy and strategic management
JOHNSON et al. (2011),
Fundamentals of Strategy,
9
How strategic priorities vary by level
The basic vocabulary of strategy
Strategizing?
PEARSON, Chapter 1
- Appreciating Competitiveness
Context and characteristics of competitiveness
How the external environment influences competitiveness?
Strategic tools to frame the external environment
Competitiveness drivers
Competitiveness improvement choices
JOHNSON et al. (2011),
Fundamentals of Strategy,
PEARSON, Chapter 2
- Strategic Leverage of Resources
Value Chain analysis
Core competencies
From fit & allocation to stretch & leverage perspectives
JOHNSON et al. (2011),
Fundamentals of Strategy,
PEARSON, Chapter 3
- New insights and issues in Strategy
Strategic Moves
Blue Ocean Strategies
New economics and trends in technological environments
Assessing associated Strategic issues
For a New Strategic Game Play…
KIM & MAUBORGNE (2005), Blue
Ocean Strategy, HBS Press,
Chapter 1
Business Game -------------------------------------------------------------------------------------- 14,00
- Working in group and Introduction to the Business Game
Group Dynamics and team working
Assessment and introduction to the Business Game
- 3 days challenge based on quantitative strategic decision sheets
Manage and take strategic decisions to success in international markets
- 3 days challenge based on qualitative strategic reports
Play and act as senior manager and structure your decisions in context of finance,
HRM, Marketing, Sales...
- A retrospective report on strategic and leadership outcomes of the Business Game
Guest Speakers ------------------------------------------------------------------------------------- 3,00
- Guest Speakers on Leadership & Strategy
How do leaders actually lead?
How Strategist actually think and take decisions?
- Guest Speakers on Leadership & Strategy
How do leaders actually lead?
How Strategist actually think and take decisions?
30,00 14,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE)
Midterm exam (ME) 40
Written exam Individual 100 1,00
Continuous assessment (CA) 60
Project Group 50
Written exam Individual 50
SUGGESTED FURTHER READINGS :
- JOHNSON et al. (2011), Fundamentals of Strategy, PEARSON
- KIM & MAUBORGNE (2005), Blue Ocean Strategy, HBS Press
- De Pree, M. (2004) Leadership is an art, Currency Doubleday
- Bass, B. (1990). Bass & Stogdill’s Handbook of Leadership: Theory, Research, and Managerial Applications. New York, NY: Free
Press.
- JOHNSON et al. (2010), Exploring Strategy Text & Cases, PEARSON
- THURMAN P. (2009), MBA Fundamentals: Strategy, Kaplan Test Prep
- Bryman, A. (1996). Leadership in Organizations. In S. Cleegg, C. Hardy, & W. Nord (Eds.), Handbook of Organization Studies (pp.
276-292). Thousand Oaks, CA: Sage Publications.
- Burns, J. (1978). Leadership. New York, NY: Harper & Row Publishers.
- Kellerman, B. (Ed.). (1984). Leadership: Multidisciplinary Perspectives. Englewood Cliffs, NJ: Prentice-Hall Inc.
- Pfeffer, J. (1977). The Ambiguity of Leadership. Academy of Management Review, 2(1), 104-112.
- Smircich, L., & Morgan, G. (1982). Leadership: The Management of Meaning. Journal of Applied Behavioral Science, 18(3), 257-
273.
- Yukl, G. (1981). Leadership in Organizations. Englewood Cliffs, NJ: Prentice-Hall.
10
MGT412 - PROJECT MANAGEMENT
IDENTIFICATION :
Course title : PROJECT MANAGEMENT
Supervisor : ABID-DUPONT Marie-Aude Semester : 07
Based in : Angers - Office : H1710 Department : Management
E-mail : [email protected] Code : MGT412
Teaching language : English Campus : Angers/Paris
Total number of hours : 30,00 / ECTS credits : 4,00
OVERALL DESCRIPTION :
This course is designed to help graduates understand the terminologies, principles, tools and techniques for hands on project
management. This course will prepare them to be a pro-active project manager with a good grasp of pre-construction, project
initiation and project planning phases. In this course they will be exposed to problem analysis and issues of scope definition, time
and cost estimation.
On completion of this course they would be able to understand how to plan a project in order to be able to control and monitor the
delivery of an effective outcome given time and cost constraints. Different delivery methods will be used to enhance the graduates
learning process through blended learning using case studies, examples, experimentations and short-vivas.
LEARNING GOALS/LEARNING OBJECTIVES :
1.3 Graduates will be capable to identify the stakes of a situation, analyse different options and evaluate their impact.
1.4 Graduates will know how to apply appropriate decision-making processes in the framework of their mission or tasks.
2.2 Graduates will demonstrate capacities of adaptation and problem-solving in managerial situations.
4.2 Graduates will have good command of project management methodology and of the tools for effective management of the
human resources involved.
ORGANISATION :
Lecture Seminar Other
Fundamentals and initial stage in Project Management ------------------------------------------ 6,00
- Introduction to Project Management
The goal of Project Management
Project constraints and challenges
Project stakeholders
Project lifecycle
Project success or failure
Relationship Between Project Management, operations Management, and
organizational Strategy
PMI (2013) Project Management
Institute, A Guide to the Project
Management Body of Knowledge
(PMBOK Guide 5th edition). pp. 1
to 18
- Project Inception
Identify and describe a problem/opportunity to be adressed
Evaluate the interest/benefit to adress it
Define the project goal
Identify success and limiting factors
Prepare an oral presentation of
project synopsis according to
proposed call for project
Project initiation: From the initial problem to Project Formulation ------------------------------ 12,00
- Situation analysis
External analysis
Internal analysis
SWOT analysis
Conduct all the steps of a situation
analysis in team on your own
project
- Objective analysis and strategy definition
From the problem tree to the objective tree
Selecting appropriate criteria
Defining a strategy
Define the strategy of your project
- Project formulation
The logical framework of the project
Setting the objectives
Setting up the indicators ans means of verification
Setting up the key assumptions
Formulate the logical framework for
the project
Porject planning: From the Project formulation to the Implementation Plan ------------------- 9,00
- Human Resources Management Plan
Typical roles in project management
Roles and responsabilities in project management
Leadership in project management
Build a responsibility matrix for
your team project
PMI (2013) Project Management
Institute, A Guide to the Project
Management Body of Knowledge
(PMBOK Guide 5th edition).
Chapter 9
- Scope Management Plan
Project scope requirements
Scope definition
Designing the WBS
Design a WBS for your team
project
PMI (2013) Project Management
11
Institute, A Guide to the Project
Management Body of Knowledge
(PMBOK Guide 5th edition).
Chapter 5
- Time Management Plan
From scope definition to schedule
Time estimation methods
PERT technique
GANTT chart
Design a schedule for your project
using PERT and GANTT tehcniques
PMI (2013) Project Management
Institute, A Guide to the Project
Management Body of Knowledge
(PMBOK Guide 5th edition).
Chapter 6 and 8
- Cost Management Plan
Project resource requirements
From resource plan to budget estimation
Funding strategy
Estimate the overall budget you
need to implement your project
and propose a funding strategy
PMI (2013) Project Management
Institute, A Guide to the Project
Management Body of Knowledge
(PMBOK Guide 5th edition).
Chapter 7
27,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 60
Written exam Individual 100 3,00
Midterm exam (ME)
Continuous assessment (CA) 40
Project Group 100
SUGGESTED FURTHER READINGS :
- PMI (2013) Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK Guide 5th edition).
- BENDER, M. D. (2009), A Manager's Guide to Project Management: Learn How to Apply Best Practices, FT PRESS, 288p
- VERZUH, E. (2008), The Fast Forward MBA in Project Management, 3rd Ed., WILEY, 480p
12
MGT414 - PERFORMANCE AND OPERATIONS MANAGEMENT (POM)
IDENTIFICATION :
Course title : PERFORMANCE AND OPERATIONS MANAGEMENT (POM)
Supervisor : BRUSSET Xavier Semester : 07
Based in : Angers/Paris - Office : 8 Department : Management
E-mail : [email protected] Code : MGT414
Teaching language : English Campus : Angers
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
This course is composed of three parts. The course presents basic and advanced concepts of process management for a third of the
total time devoted to this course. One session is dedicated to managing inventory within a supply chain. Another third is dedicated
to performance management, fundamental tenet of entrepreneurship, international business and supply chain activities. The last
third centers on matching capabilities and forecasts: fundamental for revenue management, purchasing and marketing.
This course provides the basic tools and concepts for the students wishing to specialize in supply chain management, change
management, revenue management, international business, and all entrepreneurial activities. They will master the concepts
involved in modifying and adapting business units, quality control and performance monitoring, change management or adapting
supply and demand to forecasts.
LEARNING GOALS/LEARNING OBJECTIVES :
1.3 Graduates will be capable to identify the stakes of a situation, analyse different options and evaluate their impact.
4.1 Graduates will demonstrate critical thinking and creative problem-solving in management practice.
ORGANISATION :
Lecture Seminar Other
Basic operations ------------------------------------------------------------------------------------- 12,00
- Planning and Scheduling operations
Relationship of operations plans with other plans
Managing demand
Adjusting resources and capacities to demand
Chap 14, OM KR&M, 9th ed
- Managing process constraints/costs: make or buy
Evaluating capacity and requirements
Planning capacity: make or buy
Theory Of Constraints (TOC), bottleneck identification
Chap 5 OM Stevenson
Case: Decision making under
uncertainty of demand
- Inventory management: managing uncertainty
Safety stock and reorder point (lead time, service level)
Quantity discounts
Cost of over/under-stocking
Exercise : Impact of improved forecast on seasonal products' profitability
Chap 11-12 SCM, Chopra & Meindl
Reading: Making supply meet
Demand, Fisher and Obermeyer,
Harvard Business Review (pdf)
- Material Requirement, Distribution Requirement Plans
Material Requirement Planning: static
Material Requirement Planning : dynamic
Available to promise
Distribution planning
Exercises
Chap 13 OM Stevenson
Advanced tools for operations ---------------------------------------------------------------------- 12,00
- Time series and advanced forecasting
Why you need forecasting
Forecast methods
Forecasts using time series
Measuring forecast error
Exercises
Reading: Chap 13, OM KR&M
- Basic tools of revenue management
What is revenue management
Who uses revenue management
Performance indicators
Value analysis
Taking competition into account
Overbooking
Rading chapter 2 of Revenue
Management
Exercise
- Supply chain and logistics strategy: example of the petrochemical industry
Overview of supply chain in oil industry
Practical problems that a supply manager has to solve
Case study
- Sales & operations planning
Stages in demand planning and scheduling
Gantt charts
Capacity scheduling
Exercises
Reading "Enhancing the
performance in operations and
logistics"
Driving performance -------------------------------------------------------------------------------- 15,00
- Designing process performance indicators
Performance: definition and concept
Measuring performance
Reading "Looking inside for
competitive advantage"
13
Measuring human performance
Measuring the performance of an organization
Building a performance indicator
- Performance evaluation feedback loop, business process redesign
Building a loop
Creating a continuous improvement culture
Business Process Reengineering (BPR)
Chap 10 OM KR&M
Copper Kettle Catering Case, part 1
- Total Quality Management
Measuring tools for Total Quality Management
Statistical implementation
Control charts
Error detection
Chapter 5 OM KR&M
- Balanced scorecard
Corporate performance scorecard
Strategy map framework
Identifying key performance indicators
"The Balanced Scorecard –
Measures that balance
performance" -- Harvard Business
Review
- Pizzeria Case
Reading and discussion Case in class
Semester Case Presentations and Debrief -------------------------------------------------------- 3,00
- Students present in groups a study of a case. A written report is handed in.
42,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 40
Written exam Individual 100 3,00
Midterm exam (ME)
Continuous assessment (CA) 60
Project Group 50
Oral exam Group 50
SUGGESTED FURTHER READINGS :
- "Operations Management, Processes and Supply chains": Lee Krajewski, Larry Ritzman and Manoj Malhotra, 9th edition, Pearson
Education Inc., 2010.
- "Operations Management" (2005), William Stevenson, 8th edition, McGraw Hill
- "Supply Chain Management, Strategy, Planning and Operation", (2010), Sunil Chopra & Peter Meindl, 4th edition, Pearson
Education
- "Balanced Scorecards in the context of Business Strategy Planning" John Shuttleworth, Europartnership, 2001 (pdf)
- "Revenue Management for Hospitality and Tourism" (2013) Patrick Legoherel, Elizabeth Poutier and alan Fyall, Goodfellow
Publishers Ltd.
- "The balanced scorecard – measures that drive performance" Robert S. Kaplan and David P. Norton, Harvard Business Review,
Jan-Feb 1992. (pdf)
- "Using the balanced scorecard as a strategic management system" Robert S. Kaplan and David P. Norton, Harvard Business
Review, Jan-Feb 1996. (pdf)
14
MGT417 - STARTING NEW VENTURE
IDENTIFICATION :
Course title : STARTING NEW VENTURE
Supervisor : LESAGE Xavier Semester : 07
Based in : Angers - Office : H1709B Department : Management
E-mail : [email protected] Code : MGT417
Teaching language : English Campus : Angers
Total number of hours : 30,00 / ECTS credits : 4,00
OVERALL DESCRIPTION :
This module offers students a first approach to entrepreneurship. It is to give them an entrepreneurial spirit, and more specifically to
make them aware of challenges and facets of starting a new business. Three key stages will be address in this course: the
development of entrepreneurial skills of our students (comfort with change and chaos, teamwork, evangelism and negotiation
through influence and persuasion), the development of an entrepreneurial thought through discussion with experts and leaders and
the development of entrepreneurial experiments through attendance to an entrepreneurship contest, the understanding of the legal
and operational aspects of starting a new venture.
LEARNING GOALS/LEARNING OBJECTIVES :
1.3 Graduates will be capable to identify the stakes of a situation, analyse different options and evaluate their impact.
2.1 Graduates will have acquired interpersonal, relational and social skills required for managerial positions.
4.1 Graduates will demonstrate critical thinking and creative problem-solving in management practice.
ORGANISATION :
Lecture Seminar Other
PART 1: Entrepreneurial skills development ------------------------------------------------------ 9,00
- Creative challenge (session 1)
Use of a creative challenge to develop the 3 following entrepreneurial skills:
- Comfort with chaos, change and uncertainty
- Team building
- Evangelism and negotiation through influence and persuasion (oral communication)
Students have to form 3 groups
- Creative challenge (session 2)
Use of a creative challenge to develop the 3 following entrepreneurial skills:
- Comfort with chaos, change and uncertainty
- Team building
- Evangelism and negotiation through influence and persuasion (oral communication)
- Creative challenge (session 3)
Students’ presentations using 3 different communication tools: a play, a slides show
or a drawing without using words for another group, and a video, feed-back on the
presentations and on the entrepreneurial skills at stake.
Oral presentations (3 groups)
PART 2: Entrepreneurial development through leaders’ conferences and entrepreneurship contest 10,00
- Entrepreneurial contest
Compulsory participation in the "Marathon de la Création" entrepreneurial contest 2 extra points (continuous
assessment grade) for students
awarding a "Marathon de la
Création" prize
- Creativitron conference
Compulsory attendance at a conference organized by the "Creativitron" program One written short report per
student on what they have learnt
thanks to their participation in this
event
- Automnales conferences on entrepreneurship
Compulsory attendance at one of the "ESSCA Automnales" conferences One written short report per
student on what they have learnt
thanks to their participation in this
event
PART 3: Legal and operational aspects of starting a new venture ------------------------------- 9,00
- Challenge starting my own business (part1)
Participation in the challenge "Starting my own business"
Three groups of students have to start a business that is described in the "start
guide" they receive at the beginning of the challenge
- Challenge starting my own business (part2)
The 3 groups have to perform the actions described in their "start guides" and
answered questions asked in these guides.
At the end of the second session,
students will have to present the
performed actions and questions’
answers (oral presentations)
- Challenge starting my own business (part 3)
Feed-back on the students’ presentations and on the challenge One written short report per
15
Participation of professionals having expertise in corporate law and in intellectual
property law
student on this experience, the
feed-back of experts, and the skills
they have developed
28,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 40
Written exam Individual 100 2,00
Midterm exam (ME)
Continuous assessment (CA) 60
Oral exam Group 50
Written exam Individual 50
SUGGESTED FURTHER READINGS :
- APCE (2008), « Créer ou reprendre une entreprise », Editions d’Organisation.
- BARRINGER BR. et IRELAND RD. (2008), Entrepreneurship, successfully launching new ventures, New Jersey, Pearson Education.
- COSTER (2009), Entrepreneuriat, Pearson Education.
- MOLTZ BJ. (2003), You Need to Be a Little Crazy: The Truth about Starting and Growing Your Business, Dearborn Trade Publishing.
16
Pre-specialisation track
“Marketing”
17
MGT410 - LEADERSHIP & STRATEGY
IDENTIFICATION :
Course title : LEADERSHIP & STRATEGY
Supervisor : DELI-GRAY Zsuzsa Semester : 07/08
Based in : Budapest - Office : B5 Department : Management
E-mail : [email protected] Code : MGT410
Teaching language : English Campus : Budapest
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
This course is intended for students in master degree who will have the authority and need personal skills to set, develop and
implement organizational strategies. This course is also structured to make good understanding and experimentation of Leadership
and Strategic frameworks and methodologies. Fundamentals traits and characteristics of both Leadership and Strategy will be
addressed. Today, working in organizations presumes the management of people and the exercise of leadership. In spite of being a
relation with others is above all a relation with oneself. This practice involves developing communication skills as well as
understanding political dimensions. A particular attention will be place on topics and considerations at crossroads between
Leadership & Strategy. Guest Speakers and a Business Game will induce vivid descriptions and experimentation for students.
LEARNING GOALS/LEARNING OBJECTIVES :
1.1 Graduates will know the current theories and concepts of leadership.
1.2 Graduates will be capable to incorporate the global strategy of a company when completing a mission or leading a service.
1.3 Graduates will be capable to identify the stakes of a situation, analyse different options and evaluate their impact.
1.4 Graduates will know how to apply appropriate decision-making processes in the framework of their mission or tasks.
2.1 Graduates will have acquired interpersonal, relational and social skills required for managerial positions.
2.2 Graduates will demonstrate capacities of adaptation and problem-solving in managerial situations.
ORGANISATION :
Lecture Seminar Other
Leadership ------------------------------------------------------------------------------------------- 15,00
- Figures of Power
Understanding the structure of power and its dynamics in organizations De Pree, M. Leadership is an art -
Chapter
Interviews with S. Vallas, N.
Fligstein, S. Clegg, J.C. Thoenig,
M@n@gement, 2011/1, vol. 14, p.
24-46
Film : Jonestown
- Forms and Types of Leadership
Manager & Leaders: similarities and Differencies
Understanding leadership styles
De Pree, M. Leadership is an art-
Chapter
Zaleznik, A. Managers and leaders,
are they different? Best of HBR
Case : "Wash Whiter than white",
Paul Hardy
- The exercise of authority in the upper-subordinate relationships
Negotiating, Communicating & creating followers
Directing a subordinate who objects indirectly
Understanding the dynamic of authority relationship
De Pree, M. Leadership is an art-
Chapter
Zaleznik, A. The dynamic of
subordinacy, HBR N°916531
Kets de Vries, MFR. Folie à deux :
acting out your superior’s fantasies
Case : Blackman and Dodds, Bob
Knowlton, Del Tronics
- The political skills in organizations: a must or a necessary evil?
Networking, Data mining and influencing events and people
Know how to develop political skills
Analyze power games
Enter the political stakes of relationships in organizations
De Pree, M. Leadership is an art-
Chapter
Ferris, R.G. & al. Political skill at
work, Organizational dynamics, vol.
28, N° 4, 2000, p.25-37
Jim Donovan, Cibola
- The vision of the leader: anticipate the future and build: exemples of innovatives organizations
Vision: a stretch & leverage approach
Empowering creativity in the organization
Mobilizing towards a mission statement
Examples of key leaders in innovative organizations
De Pree, M. Leadership is an art-
Chapter
Tichy, N, Charan, R, An interview
with Jack Welch, HBR, sept-oct
1989
Case : Dead leaves, Mag Rec Inc.
Strategy --------------------------------------------------------------------------------------------- 12,00
- The Strategic Arena
The characteristics of strategic decisions
What is and is not Strategy and strategic management
JOHNSON et al. (2011),
Fundamentals of Strategy,
18
How strategic priorities vary by level
The basic vocabulary of strategy
Strategizing?
PEARSON, Chapter 1
- Appreciating Competitiveness
Context and characteristics of competitiveness
How the external environment influences competitiveness?
Strategic tools to frame the external environment
Competitiveness drivers
Competitiveness improvement choices
JOHNSON et al. (2011),
Fundamentals of Strategy,
PEARSON, Chapter 2
- Strategic Leverage of Resources
Value Chain analysis
Core competencies
From fit & allocation to stretch & leverage perspectives
JOHNSON et al. (2011),
Fundamentals of Strategy,
PEARSON, Chapter 3
- New insights and issues in Strategy
Strategic Moves
Blue Ocean Strategies
New economics and trends in technological environments
Assessing associated Strategic issues
For a New Strategic Game Play…
KIM & MAUBORGNE (2005), Blue
Ocean Strategy, HBS Press,
Chapter 1
Business Game -------------------------------------------------------------------------------------- 14,00
- Working in group and Introduction to the Business Game
Group Dynamics and team working
Assessment and introduction to the Business Game
- 3 days challenge based on quantitative strategic decision sheets
Manage and take strategic decisions to success in international markets
- 3 days challenge based on qualitative strategic reports
Play and act as senior manager and structure your decisions in context of finance,
HRM, Marketing, Sales...
- A retrospective report on strategic and leadership outcomes of the Business Game
Guest Speakers ------------------------------------------------------------------------------------- 3,00
- Guest Speakers on Leadership & Strategy
How do leaders actually lead?
How Strategist actually think and take decisions?
- Guest Speakers on Leadership & Strategy
How do leaders actually lead?
How Strategist actually think and take decisions?
30,00 14,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE)
Midterm exam (ME) 40
Written exam Individual 100 1,00
Continuous assessment (CA) 60
Project Group 50
Written exam Individual 50
SUGGESTED FURTHER READINGS :
- JOHNSON et al. (2011), Fundamentals of Strategy, PEARSON
- KIM & MAUBORGNE (2005), Blue Ocean Strategy, HBS Press
- De Pree, M. (2004) Leadership is an art, Currency Doubleday
- Bass, B. (1990). Bass & Stogdill’s Handbook of Leadership: Theory, Research, and Managerial Applications. New York, NY: Free
Press.
- JOHNSON et al. (2010), Exploring Strategy Text & Cases, PEARSON
- THURMAN P. (2009), MBA Fundamentals: Strategy, Kaplan Test Prep
- Bryman, A. (1996). Leadership in Organizations. In S. Cleegg, C. Hardy, & W. Nord (Eds.), Handbook of Organization Studies (pp.
276-292). Thousand Oaks, CA: Sage Publications.
- Burns, J. (1978). Leadership. New York, NY: Harper & Row Publishers.
- Kellerman, B. (Ed.). (1984). Leadership: Multidisciplinary Perspectives. Englewood Cliffs, NJ: Prentice-Hall Inc.
- Pfeffer, J. (1977). The Ambiguity of Leadership. Academy of Management Review, 2(1), 104-112.
- Smircich, L., & Morgan, G. (1982). Leadership: The Management of Meaning. Journal of Applied Behavioral Science, 18(3), 257-
273.
- Yukl, G. (1981). Leadership in Organizations. Englewood Cliffs, NJ: Prentice-Hall.
19
MKG411 - THE VARIOUS TYPES OF MARKETING
IDENTIFICATION :
Course title : THE VARIOUS TYPES OF MARKETING
Supervisor : NOUVEL Dominique Semester : 07
Based in : Angers - Office : J1915 Department : Marketing
E-mail : [email protected] Code : MKG411
Teaching language : English Campus : Angers/Paris
Total number of hours : 30,00 / ECTS credits : 4,00
OVERALL DESCRIPTION :
The objective of this module is to explain the diversity in the fields of application for marketing and its sector-based specificities. It
provides the principal concepts allowing students to use their marketing knowledge regardless of the type of company they may join.
The module also offers keys to a marketing-based understanding of an ever-changing professional environment.
LEARNING GOALS/LEARNING OBJECTIVES :
4.1 Graduates know how to apply the essential knowledge of marketing in different sectors of activity.
ORGANISATION :
Lecture Seminar Other
1 INDUSTRIAL MARKETING (A) -------------------------------------------------------------------- 12,00
- The industrial sector and its specificities
- description of industrial sector
- major specificities
- purchasing behavior in industrial environment
- marketing purchase
Reading articles
- The marketing information systems
- business intelligence
- studies
- listening to customers
- benchmarking
Prepare the case study for
session4.
Prepare the oral report for
Session4, choice of industrial firms
with the students.
- The approach of the marketing strategy
- segmentation methods
- principles of targeting
- positioning
- marketing mix
- Industrial marketing case study.
Oral report (team-work with
slideshow) : the marketing strategy
of an industrial firm.
Questions and exchange about
each case.
2 MARKETING OF SERVICES (A) ------------------------------------------------------------------- 15,00
- Characteristics of services
- significance of service industry
- distinct caracteristics of services : goods vs services , tangible vs intangible
- implications for marketers
- Conceptual framework of service quality (1)
- the gap model
- understanding customer requirements (gap1)
- aligning service design and standards (gap2)
- Conceptual framework of service quality (2)
- delivering and performing service (gap3)
- managing service promises (gap4)
Classs review
- Marketing strategy (the case of hospitality industry)
- hospitality industry
- brand marketing
- market segmentation
- Development /Distribution and customer acquisition
- distribution and web marketing
- yield management
- customer retention
Questions and exchange with the
students.
27,00
20
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 80
Written exam Individual 100 3,00
Midterm exam (ME)
Continuous assessment (CA) 20
Oral exam Group 100
SUGGESTED FURTHER READINGS :
- MICHEL D., SALLE R., VALLA JP. (2000), Marketing Industriel , Economica,
- DAYAN A. (2002), Marketing B to B, Vuibert Gestion
- EIGLIER P. LANGEARD E. (1991), Servuction, Mc Graw Hill
- LOVELOCK C., WRITZ J. (2011), Servvices marketing, people,technology, stratégy, Pearson,
- GOZLAN G.(2002), Manager.net, Editions d'Organisation
- ZEITHAML V., BITNER M., GREMLER D. (2010). Integrating customer focus across the firm, McGraw-Hill.
21
INT411 - COUNTRY RISK ANALYSIS
IDENTIFICATION :
Course title : COUNTRY RISK ANALYSIS
Supervisor : KERNEVEZ Lydia Semester : 08
Based in : Angers - Office : 904 Department : Affaires Internationales
E-mail : [email protected] Code : INT411
Teaching language : English Campus : Angers/Paris
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
Country Risks are critical to International Business Development. The purpose of this course Corse is to provide students with a
better understanding of Country Risk and help them to understand the key drivers of country and sovereign risk in both mature and
emerging markets. It presents the factors that generate the country risk, the main types of them, methods of analysis, their
evaluation by the rating agencies, and, some countries’ rating assessment. More than providing a basic knowledge of traditional risk
analysis the course also considers in the globalized world in motion taking account regional and world interdependencies. It
eventually enable students to review some lessons learned from the current and previous crisis in various regions of the world
(Course under construction)
LEARNING GOALS/LEARNING OBJECTIVES :
1.3 Graduates will be capable to identify the stakes of a situation, analyse different options and evaluate their impact.
2.3 Graduates will demonstrate a global mindset and international perspective in their management tasks.
4.2 Graduates know how to appreciate the specific challenges of change management and innovation management.
ORGANISATION :
Lecture Seminar Other
Overview of Country Risk --------------------------------------------------------------------------- 3,00
- Introduction
The session gives an historical perspective of country risks analyses based on a
Review of the litterature
- Risk Classification
The ojective of the session is to inform students of the differing risks that investors
can face on foreign markets.
Reading
Bert S., Country Risk Analysis:
Principles, Practices and Policies, in
Frenkel M., Karmann A. & Bert S.
(2004), Sovereign Risk and
Financial Crises, Springer-Verlag
Berlin Heidelberg
Case Study
SOLVENCIA : Eurobond request to
Smith & Parker Bank
Traditional Risk Foundations ----------------------------------------------------------------------- 6,00
- Socio-political factors
The session analyses internal forces which may influence social climate and political
stability. A focus is made on Arab Spring countries.
Llewellyn D. Howell (2007), section
5 (see bibliography)
Case Study
New Earth Mining, Inc
- Financial and Economic factors
The session enables students to identify common financial and macro-economic
factors impacting Country Risk indicators
Reading
Currie D.M. (2011), Country
Analysis, Gower Publishing Limited
Presentation
Groups of Students discuss a
selected chapter in Currie D.M.
(2001)
Contemporary Risk Origin -------------------------------------------------------------------------- 6,00
- Cultural Risk
The session describes the risks due to cultural distance and highlights the importance
of cross-cultural management tools to enable companies to adapt their business
pratices to different cultural codes
Reading
Oded S. (2001), Cultural Distance
Revisited: Towards a More Rigorous
Conceptualization and
Measurement of Cultural
Differences, Journal of International
Business Studies,Third Quarter.
- Natural and Environmental Risk
It discussion the importance of environmental Risks arising from a growing natural-
resource scarcity and their potential implications for economies – and thus for
sovereign-debt risk – worldwide
Reading
Ramady M. (2011), The GCC
Economies : Stepping Up To Future
22
Challenges, Springer, part II.
- Globalization and rising Country Risks
The session replace the conceptual framework of previous country Risk discussions in
a more globalized one where rising business Risk are maily explained by external
factors
Case Study
Distance Still Matters: The Hard
Reality of Global Expansion (HBR
OnPoint Enhanced Edition)
Global opportunities and Threats ------------------------------------------------------------------ 6,00
- International Specialization
The session examines the political, economic and social forces that shape a country
and global competitive context
Case Study
Tata Consultancy Services:
Globalization of IT Services
- Emerging Companies
The session analyzes global emerging industries and identifies strategic positions. It
analyzes why companies globalize and assess how they develop global strategies.
Reading
Guemawat P. (2007), Managing
Differences: The Central Challenge
of Global Strategy, Harvard
business Review, March.
Group presentation:
Choose a multinational emerging
company. Analyze the target
emerging market’s opportunities
and threats, and relate the country
factor to the company’s strategy.
Country risk Assessment --------------------------------------------------------------------------- 9,00
- Measures of country Risk
This session introduces Risk Assessment measures and justifies the use of Country
Risk Indicators as well as their limits
- Quantitative and qualitative methodologies
This session provides a detailed understanding of analytical methodologies for
assessing Sovereign and Country risks in mature and developing markets
Reading
Hiranya K. N. (2008), Country Risk
Analysis: A Survey of the
Quantitative Methods, International
Business Review , 17(3).
Case Study
Managing Risk in an Unstable World
- Risk Indicators for emerging and developed countries
Reading
Basu S., (2001), Country Risk
Analysis in Emerging Markets: The
Indian
Example, Working paper no 326,
Indian Institute of Management,
Bangalore.
Llewellyn D. Howell (2007), section
3.4
Global country risk rating/ranking and International business development ------------------- 6,00
- The Rating Agency model approach
Students will gain an understanding of how countries are assessed and how the
ratings process is applied by Rating Agencies (Fitch, Moody's, Standard and Poor's)
Reading
Cosset J.C., Roy J. (1991). The
Determinants of Country Risk
Ratings, Journal of International
Business Studies, 22 (1)
Llewellyn D. Howell (2007), section
4
Standard & Poor’s (2011a).
Banking Industry Country Risk
Assessment Methodology
And Assumptions, S&P's website
(www.standardandpoors.com)
- The impact of rating/ranking on corporate strategies for foreign markets
The session helps to understand the role of rating agencies and examine to what
extent international companies considers their ranking in the choice of target
markets and entry mode/presence on foreign markets.
Group presentation:
Choose a multinational company,
analyze the ranking of its main
market and its modes of entry to
different markets. Analyze the
target emerging market’s
opportunities and threats, and
relate the country factor to the
company’s foreign market entry.
Risk Mitigation --------------------------------------------------------------------------------------- 6,00
23
- Risk Management and Business performance
The session examine assess to what extent companies integrate risk management in
their business practices. It also deals with firm-specific risks directed at a particular
company or a business branch.
Reading
Saleem S. and Zain U. (2011), Do
effective risk management affect
organizational performance,
European Journal of Business and
Management, 3(3).
Hain S.(2001), Risk perception and
risk management in the Middle East
market: theory and practice of
multinational enterprises in Saudi
Arabia, Journal of Risk Research,
14(1
Llewellyn D. Howell (2007), section
6
- Risk Insurance
The session introduces the potential benefits of Risk Insurance by public or private
institutions.
Case Study
IFP, Indonesia
27,00 15,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 60
Written exam Individual 100 3,00
Midterm exam (ME)
Continuous assessment (CA) 40
Written exam Individual 60
Project Group 40
SUGGESTED FURTHER READINGS :
- Michael Frenkel, Alexander Karmann and Bert Scholtens (2004), Sovereign Risk and Financial Crises, Springer-Verlag Berlin
Heidelberg
- Llewellyn D. Howell (2007), The Handbook of Country and Political Risk Analysis, 4th Edition, Author/Editor, East Syracuse, NY:
The PRS Group
- Ramady M. (2011), The GCC Economies : Stepping Up To Future Challenges, Springer, part II.
24
MKG414 - DIGITAL MARKETING
IDENTIFICATION :
Course title : DIGITAL MARKETING
Supervisor : STEVENS Eric Semester : 07/08
Based in : Angers - Office : J1942 Department : Marketing
E-mail : [email protected] Code : MKG414
Teaching language : English Campus : Angers/Paris
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
The pervasive aspect of the digital resulted in an in depth transformation of the consumer’s behaviors, of the business models
leading to success stories and eventually of the society itself. In this environment, the main concern is on how Internet technologies
must be deployed, how new offerings may be invented and how existing companies may benefit from their integration. Being able to
perform marketing activities in such context entails understanding all the aspects of this in depth transformation.
Thus, the course is divided in three main parts:
- The first part will focus on the impact of Internet on the Society and by so on the environment marketing has to integrate in the
day to day decisions.
- The second part will provide a deeper understanding of the way business models and its marketing components are invented,
transformed and impacted by digital technologies.
- The third part will develop the way digital technologies may leverage marketing
The students as part of the assessment will have to produce a report on a real life company of their choice. They will have to analyse
the situation for the digital aspects of the marketing and to propose recommandations.
LEARNING GOALS/LEARNING OBJECTIVES :
1.3 Graduates will be capable to identify the stakes of a situation, analyse different options and evaluate their impact.
3.1 Graduates know the ethical principles which guide their profession.
ORGANISATION :
Lecture Seminar Other
Digital Marketing ------------------------------------------------------------------------------------ 42,00
- Course Introduction, Project, Introducing Digital Marketing
Introduction to the course objective, structure and assessments.
Presentation of the Longitudinal Case Study
Introducing the Digital Marketing and Business Models Framework.
– Students have to select a "real
world" company before the
beginning of the course. They will
have to present the company
during the first seminar.
- Description of the Internet, Functions, Regulations
Introducing the Digital Marketing Components: Web1.0, Web 2.0, Web 3.0,
definitions and tools. Presentation of the Internet, how it works, how it is regulated,
Privacy Concerns
Case Question : How to get IP
addresses, How to protect brands,
Comparative analysis of the
Analysis of Privacy Policy.
- Internet as a media
Identify Utopias and Distopias generated by Digital Environments & Internet as a
Media
Consequences for the companies, How to communicate, the brand and digital
identity. Impact on Consumer’s behaviors
Case Question: Analyse and define
the digital identity of a brand and
of yourself
- Impact of Digital technologies on the Marketing side of Business Models 1
Presentation of the company’s existing business model and first recommandations for
improvements: Definitions of Business models, Emerging Business Models, Digital
Technologies and Value Chain
Case Question: Define the
company’s business model
- Impact of Digital Technologies on the Marketing side of Business Models 2
Impact of Digital Technologies on the marketing Models
Co creation models, Crowd sourcing models, Crowd funding models, Impact of those
models on new product development.
Case Question : Digitalize the
existing business model
- Impact of Digital Technologies on the Marketing side of Business Models 3
CRM: Information generated by on line activities, Providers of information,
Interfacing web pages and databases, Customising Customer Experience
Case Question: Design your
customer Database and Define
Customization
- The social media platforms and Marketing
Using Social Media Tools to Promote and Develop Brands
Identifying and Targeting Digital Influencers in Social Media
Case Question : Design the social
media presence and campaigns for
the company
- Web site and Customer Experience
Delivering the On Line Customer Experience through web site Case Question: Analyse the web
site of the company
- Referencing strategies
SEO, SEA, Content Marketing. Tools and Strategies Case Question: Identify
performance of the company on
social networks. Propose first
recommandations for improvement.
- Mobile Marketing
Use of Mobiles Technologies (mobile and tablets) and Impact on Business Models. Case Question: Design a mobile
25
marketing campaign
- Marketing communication using digital channels
Marketing communications Using Digital Channels:
Principles of online Advertising
Using Tools to Advertise On Line
Case Question : Design an On Line
Campaign
- E mailing campain as a marketing leverage
Designing a webmail campaign, Main stages of the webmail action plan, How to get e
mail address, Quality and efficiency of the message.
Case Question: Design an E Mail
campaign
- Omnicanal marketing perspective
Analyzing the sales funnel, managing the interaction flows, contributions of the main
channels, managing customer experience along purchasing process.
Case Question: Design the sales
funnel
- Oral Presentation of the Report
Presentation of the final recommandations for the selected company
- Examen
... saisir le libellé de la partie 2 --------------------------------------------------------------------
42,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 30
Written exam Individual 100 1,30
Midterm exam (ME)
Continuous assessment (CA) 70
Oral exams Group 40
Project Group 60
SUGGESTED FURTHER READINGS :
- Reference books: Chaffey, D., Ellis-Chadwick, F., 2012, Digital Marketing: Strategy, Implementation and Practice, Pearson, Fifth
Edition
26
MKG421 - CUSTOMER RELATIONSHIP MANAGEMENT (CRM)
IDENTIFICATION :
Intitulé : CUSTOMER RELATIONSHIP MANAGEMENT (CRM)
Responsable : SADIK-ROZSNYAI Orsolya Semestre : 07/08
Site : Paris - Bureau : 301 Département : Marketing
Mél : [email protected] Code : MKG421
Langue d'enseignement : Anglais Site : Angers/Paris
Heures totales : 45,00 / crédits ECTS : 6,00
PRÉSENTATION GÉNÉRALE :
This course is about customer relationship management in the company. Customers are both individuals and business corporates.
The CRM course would assist students to develop their understanding of the company's customer oriented strategy. It would also
support students to acquire new competences to help companies manage their interaction with existing clients and prospects and to
involve them in the company's experience. This will put hands on creating added value in the company's offer through various CRM
techniques. The learning tasks will review Business Processes, People and Technologies involved in the customer relationship
management and new trends through theoretical basics and practical exercises using case studies.
COMPÉTENCES VISÉES :
5.1 4.2 Graduates demonstrate good understanding of consumer behaviour and the social dimension of consumption in both
national and international environments.
5.2 4.4 Graduates are able to mobilise their creative potential in marketing-related decision-making.
ORGANISATION :
CM TD TP
Management of the Customer Relationship -MCR ------------------------------------------------ 15,00
- MCR Strategy-An overview
- People, Processes and Technologies Management
Case study 1
- MCR and CRM Challenges
- MCR-The project
Business Process Reingineering and systems' integration. Case study 2
CRM Techniques ------------------------------------------------------------------------------------- 27,00
- Customer Experience and Customer Profile Management
Case study 3
- Datamining
Exercise 1
- New Trends
Case study 4
42,00
ÉVALUATION :
% de
l'évaluation
globale
Mode d'évaluation % Durée (heures)
Examen Final (EF) 60
Ecrit Individuel 100 3,00
Examen Intermédiaire (EI)
Contrôle Continu (CC) 40
Projet Collectif 70
Projet Individuel 30
27
Spring semester (Jan-May)
28
Pre-specialisation track
“International Business”
(in Angers)
29
MGT410 - LEADERSHIP & STRATEGY
IDENTIFICATION :
Course title : LEADERSHIP & STRATEGY
Supervisor : MAUCUER Raphaël Semester : 07/08
Based in : Paris - Office : B305 Department : Management
E-mail : [email protected] Code : MGT410
Teaching language : English Campus : Angers/Paris
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
This course is intended for students in master degree who will have the authority and need personal skills to set, develop and
implement organizational strategies. This course is also structured to make good understanding and experimentation of Leadership
and Strategic frameworks and methodologies. Fundamentals traits and characteristics of both Leadership and Strategy will be
addressed. Today, working in organizations presumes the management of people and the exercise of leadership. In spite of being a
relation with others is above all a relation with oneself. This practice involves developing communication skills as well as
understanding political dimensions. A particular attention will be place on topics and considerations at crossroads between
Leadership & Strategy. Guest Speakers and a Business Game will induce vivid descriptions and experimentation for students.
LEARNING GOALS/LEARNING OBJECTIVES :
1.1 Graduates will know the current theories and concepts of leadership.
1.2 Graduates will be capable to incorporate the global strategy of a company when completing a mission or leading a service.
1.3 Graduates will be capable to identify the stakes of a situation, analyse different options and evaluate their impact.
1.4 Graduates will know how to apply appropriate decision-making processes in the framework of their mission or tasks.
2.1 Graduates will have acquired interpersonal, relational and social skills required for managerial positions.
2.2 Graduates will demonstrate capacities of adaptation and problem-solving in managerial situations.
ORGANISATION :
Lecture Seminar Other
Leadership ------------------------------------------------------------------------------------------- 15,00
- Figures of Power
Understanding the structure of power and its dynamics in organizations De Pree, M. Leadership is an art -
Chapter
Interviews with S. Vallas, N.
Fligstein, S. Clegg, J.C. Thoenig,
M@n@gement, 2011/1, vol. 14, p.
24-46
Film : Jonestown
- Forms and Types of Leadership
Manager & Leaders: similarities and Differencies
Understanding leadership styles
De Pree, M. Leadership is an art-
Chapter
Zaleznik, A. Managers and leaders,
are they different? Best of HBR
Case : "Wash Whiter than white",
Paul Hardy
- The exercise of authority in the upper-subordinate relationships
Negotiating, Communicating & creating followers
Directing a subordinate who objects indirectly
Understanding the dynamic of authority relationship
De Pree, M. Leadership is an art-
Chapter
Zaleznik, A. The dynamic of
subordinacy, HBR N°916531
Kets de Vries, MFR. Folie à deux :
acting out your superior’s fantasies
Case : Blackman and Dodds, Bob
Knowlton, Del Tronics
- The political skills in organizations: a must or a necessary evil?
Networking, Data mining and influencing events and people
Know how to develop political skills
Analyze power games
Enter the political stakes of relationships in organizations
De Pree, M. Leadership is an art-
Chapter
Ferris, R.G. & al. Political skill at
work, Organizational dynamics, vol.
28, N° 4, 2000, p.25-37
Jim Donovan, Cibola
- The vision of the leader: anticipate the future and build: exemples of innovatives organizations
Vision: a stretch & leverage approach
Empowering creativity in the organization
Mobilizing towards a mission statement
Examples of key leaders in innovative organizations
De Pree, M. Leadership is an art-
Chapter
Tichy, N, Charan, R, An interview
with Jack Welch, HBR, sept-oct
1989
Case : Dead leaves, Mag Rec Inc.
Strategy --------------------------------------------------------------------------------------------- 15,00
- Introduction to Strategy
Objective : Understanding "space & time" in strategy
Definitions
SOPARNOT, R. (2010), Stratégie
des organisations, Hachette
30
Concepts of mission/vision
The strategic levels
The strategic segmentation
Supérieur, Chapter 1
- The Suitability of Strategy
Objective : Identifying a strategic positionning
Exploring the strategic environment
Generic strategies typology
External diagnosis tools
Key factors of success
SOPARNOT, R. (2010), Stratégie
des organisations, Hachette
Supérieur, Chapter 2 & 5
- The Feasability of Strategy
Objective : Assessing the ressources & competencies
Exploring organization parts & coordination
Main organizations typology
Internal diagnosis tools
The SWOT
SOPARNOT, R. (2010), Stratégie
des organisations, Hachette
Supérieur, Chapter 3 & 4
- Strategic Options & Vehicles
Objective : Advising Strategic Moves
Incorporating business strategy
Exploring strategic options
Exploring strategic vehicles
Strategic recommandations
SOPARNOT, R. (2010), Stratégie
des organisations, Hachette
Supérieur, Chapter 7 & 8
- The Acceptability of Strategy
Objective : Assessing & leading the strategy
Exploring the complexity of strategy
Integrating stakeholders expectations
Managing the performance
Opening the strategy
Business Game -------------------------------------------------------------------------------------- 12,00
- Working in group and Introduction to the Business Game
Group Dynamics and team working
Assessment and introduction to the Business Game
- 3 days challenge based on quantitative strategic decision sheets
Manage and take strategic decisions to success in international markets
- 3 days challenge based on qualitative strategic reports
Play and act as senior manager and structure your decisions in context of finance,
HRM, Marketing, Sales...
- A retrospective report on strategic and leadership outcomes of the Business Game
30,00 12,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 40
Written exam Individual 100 3,00
Midterm exam (ME) 30
Project Group 100
Continuous assessment (CA) 30
Project Group 100
SUGGESTED FURTHER READINGS :
- JOHNSON et al. (2011), Fundamentals of Strategy, PEARSON
- SOPARNOT, R. (2010), Stratégie des organisations, Hachette Supérieur
- De Pree, M. (2004) Leadership is an art, Currency Doubleday
- Bass, B. (1990). Bass & Stogdill’s Handbook of Leadership: Theory, Research, and Managerial Applications. New York, NY: Free
Press.
- JOHNSON et al. (2010), Exploring Strategy Text & Cases, PEARSON
- THURMAN P. (2009), MBA Fundamentals: Strategy, Kaplan Test Prep
- Bryman, A. (1996). Leadership in Organizations. In S. Clegg, C. Hardy, & W. Nord (Eds.), Handbook of Organization Studies (pp.
276-292). Thousand Oaks, CA: Sage Publications.
- Burns, J. (1978). Leadership. New York, NY: Harper & Row Publishers.
- Kellerman, B. (Ed.). (1984). Leadership: Multidisciplinary Perspectives. Englewood Cliffs, NJ: Prentice-Hall Inc.
- Pfeffer, J. (1977). The Ambiguity of Leadership. Academy of Management Review, 2(1), 104-112.
- Smircich, L., & Morgan, G. (1982). Leadership: The Management of Meaning. Journal of Applied Behavioral Science, 18(3), 257-
273.
- Yukl, G. (1981). Leadership in Organizations. Englewood Cliffs, NJ: Prentice-Hall.
31
MKG414 - DIGITAL MARKETING
IDENTIFICATION :
Course title : DIGITAL MARKETING
Supervisor : STEVENS Eric Semester : 07/08
Based in : Angers - Office : J1942 Department : Marketing
E-mail : [email protected] Code : MKG414
Teaching language : English Campus : Angers/Paris
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
The pervasive aspect of the digital resulted in an in depth transformation of the consumer’s behaviors, of the business models
leading to success stories and eventually of the society itself. In this environment, the main concern is on how Internet technologies
must be deployed, how new offerings may be invented and how existing companies may benefit from their integration. Being able to
perform marketing activities in such context entails understanding all the aspects of this in depth transformation.
Thus, the course is divided in three main parts:
- The first part will focus on the impact of Internet on the Society and by so on the environment marketing has to integrate in the
day to day decisions.
- The second part will provide a deeper understanding of the way business models and its marketing components are invented,
transformed and impacted by digital technologies.
- The third part will develop the way digital technologies may leverage marketing
The students as part of the assessment will have to produce a report on a real life company of their choice. They will have to analyse
the situation for the digital aspects of the marketing and to propose recommandations.
LEARNING GOALS/LEARNING OBJECTIVES :
1.3 Graduates will be capable to identify the stakes of a situation, analyse different options and evaluate their impact.
3.1 Graduates know the ethical principles which guide their profession.
ORGANISATION :
Lecture Seminar Other
Digital Marketing ------------------------------------------------------------------------------------ 42,00
- Course Introduction, Project, Introducing Digital Marketing
Introduction to the course objective, structure and assessments.
Presentation of the Longitudinal Case Study
Introducing the Digital Marketing and Business Models Framework.
– Students have to select a "real
world" company before the
beginning of the course. They will
have to present the company
during the first seminar.
- Description of the Internet, Functions, Regulations
Introducing the Digital Marketing Components: Web1.0, Web 2.0, Web 3.0,
definitions and tools. Presentation of the Internet, how it works, how it is regulated,
Privacy Concerns
Case Question : How to get IP
addresses, How to protect brands,
Comparative analysis of the
Analysis of Privacy Policy.
- Internet as a media
Identify Utopias and Distopias generated by Digital Environments & Internet as a
Media
Consequences for the companies, How to communicate, the brand and digital
identity. Impact on Consumer’s behaviors
Case Question: Analyse and define
the digital identity of a brand and
of yourself
- Impact of Digital technologies on the Marketing side of Business Models 1
Presentation of the company’s existing business model and first recommandations for
improvements: Definitions of Business models, Emerging Business Models, Digital
Technologies and Value Chain
Case Question: Define the
company’s business model
- Impact of Digital Technologies on the Marketing side of Business Models 2
Impact of Digital Technologies on the marketing Models
Co creation models, Crowd sourcing models, Crowd funding models, Impact of those
models on new product development.
Case Question : Digitalize the
existing business model
- Impact of Digital Technologies on the Marketing side of Business Models 3
CRM: Information generated by on line activities, Providers of information,
Interfacing web pages and databases, Customising Customer Experience
Case Question: Design your
customer Database and Define
Customization
- The social media platforms and Marketing
Using Social Media Tools to Promote and Develop Brands
Identifying and Targeting Digital Influencers in Social Media
Case Question : Design the social
media presence and campaigns for
the company
- Web site and Customer Experience
Delivering the On Line Customer Experience through web site Case Question: Analyse the web
site of the company
- Referencing strategies
SEO, SEA, Content Marketing. Tools and Strategies Case Question: Identify
performance of the company on
social networks. Propose first
recommandations for improvement.
- Mobile Marketing
Use of Mobiles Technologies (mobile and tablets) and Impact on Business Models. Case Question: Design a mobile
32
marketing campaign
- Marketing communication using digital channels
Marketing communications Using Digital Channels:
Principles of online Advertising
Using Tools to Advertise On Line
Case Question : Design an On Line
Campaign
- E mailing campain as a marketing leverage
Designing a webmail campaign, Main stages of the webmail action plan, How to get e
mail address, Quality and efficiency of the message.
Case Question: Design an E Mail
campaign
- Omnicanal marketing perspective
Analyzing the sales funnel, managing the interaction flows, contributions of the main
channels, managing customer experience along purchasing process.
Case Question: Design the sales
funnel
- Oral Presentation of the Report
Presentation of the final recommandations for the selected company
- Examen
... saisir le libellé de la partie 2 --------------------------------------------------------------------
42,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 30
Written exam Individual 100 1,30
Midterm exam (ME)
Continuous assessment (CA) 70
Oral exams Group 40
Project Group 60
SUGGESTED FURTHER READINGS :
- Reference books: Chaffey, D., Ellis-Chadwick, F., 2012, Digital Marketing: Strategy, Implementation and Practice, Pearson, Fifth
Edition
33
INT411 - COUNTRY RISK ANALYSIS
IDENTIFICATION :
Course title : COUNTRY RISK ANALYSIS
Supervisor : KERNEVEZ Lydia Semester : 08
Based in : Angers - Office : 904 Department : Affaires Internationales
E-mail : [email protected] Code : INT411
Teaching language : English Campus : Angers/Paris
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
Country Risks are critical to International Business Development. The purpose of this course Corse is to provide students with a
better understanding of Country Risk and help them to understand the key drivers of country and sovereign risk in both mature and
emerging markets. It presents the factors that generate the country risk, the main types of them, methods of analysis, their
evaluation by the rating agencies, and, some countries’ rating assessment. More than providing a basic knowledge of traditional risk
analysis the course also considers in the globalized world in motion taking account regional and world interdependencies. It
eventually enable students to review some lessons learned from the current and previous crisis in various regions of the world
(Course under construction)
LEARNING GOALS/LEARNING OBJECTIVES :
1.3 Graduates will be capable to identify the stakes of a situation, analyse different options and evaluate their impact.
2.3 Graduates will demonstrate a global mindset and international perspective in their management tasks.
4.2 Graduates know how to appreciate the specific challenges of change management and innovation management.
ORGANISATION :
Lecture Seminar Other
Overview of Country Risk --------------------------------------------------------------------------- 3,00
- Introduction
The session gives an historical perspective of country risks analyses based on a
Review of the litterature
- Risk Classification
The ojective of the session is to inform students of the differing risks that investors
can face on foreign markets.
Reading
Bert S., Country Risk Analysis:
Principles, Practices and Policies, in
Frenkel M., Karmann A. & Bert S.
(2004), Sovereign Risk and
Financial Crises, Springer-Verlag
Berlin Heidelberg
Case Study
SOLVENCIA : Eurobond request to
Smith & Parker Bank
Traditional Risk Foundations ----------------------------------------------------------------------- 6,00
- Socio-political factors
The session analyses internal forces which may influence social climate and political
stability. A focus is made on Arab Spring countries.
Llewellyn D. Howell (2007), section
5 (see bibliography)
Case Study
New Earth Mining, Inc
- Financial and Economic factors
The session enables students to identify common financial and macro-economic
factors impacting Country Risk indicators
Reading
Currie D.M. (2011), Country
Analysis, Gower Publishing Limited
Presentation
Groups of Students discuss a
selected chapter in Currie D.M.
(2001)
Contemporary Risk Origin -------------------------------------------------------------------------- 6,00
- Cultural Risk
The session describes the risks due to cultural distance and highlights the importance
of cross-cultural management tools to enable companies to adapt their business
pratices to different cultural codes
Reading
Oded S. (2001), Cultural Distance
Revisited: Towards a More Rigorous
Conceptualization and
Measurement of Cultural
Differences, Journal of International
Business Studies,Third Quarter.
- Natural and Environmental Risk
It discussion the importance of environmental Risks arising from a growing natural-
resource scarcity and their potential implications for economies – and thus for
sovereign-debt risk – worldwide
Reading
Ramady M. (2011), The GCC
Economies : Stepping Up To Future
34
Challenges, Springer, part II.
- Globalization and rising Country Risks
The session replace the conceptual framework of previous country Risk discussions in
a more globalized one where rising business Risk are maily explained by external
factors
Case Study
Distance Still Matters: The Hard
Reality of Global Expansion (HBR
OnPoint Enhanced Edition)
Global opportunities and Threats ------------------------------------------------------------------ 6,00
- International Specialization
The session examines the political, economic and social forces that shape a country
and global competitive context
Case Study
Tata Consultancy Services:
Globalization of IT Services
- Emerging Companies
The session analyzes global emerging industries and identifies strategic positions. It
analyzes why companies globalize and assess how they develop global strategies.
Reading
Guemawat P. (2007), Managing
Differences: The Central Challenge
of Global Strategy, Harvard
business Review, March.
Group presentation:
Choose a multinational emerging
company. Analyze the target
emerging market’s opportunities
and threats, and relate the country
factor to the company’s strategy.
Country risk Assessment --------------------------------------------------------------------------- 9,00
- Measures of country Risk
This session introduces Risk Assessment measures and justifies the use of Country
Risk Indicators as well as their limits
- Quantitative and qualitative methodologies
This session provides a detailed understanding of analytical methodologies for
assessing Sovereign and Country risks in mature and developing markets
Reading
Hiranya K. N. (2008), Country Risk
Analysis: A Survey of the
Quantitative Methods, International
Business Review , 17(3).
Case Study
Managing Risk in an Unstable World
- Risk Indicators for emerging and developed countries
Reading
Basu S., (2001), Country Risk
Analysis in Emerging Markets: The
Indian
Example, Working paper no 326,
Indian Institute of Management,
Bangalore.
Llewellyn D. Howell (2007), section
3.4
Global country risk rating/ranking and International business development ------------------- 6,00
- The Rating Agency model approach
Students will gain an understanding of how countries are assessed and how the
ratings process is applied by Rating Agencies (Fitch, Moody's, Standard and Poor's)
Reading
Cosset J.C., Roy J. (1991). The
Determinants of Country Risk
Ratings, Journal of International
Business Studies, 22 (1)
Llewellyn D. Howell (2007), section
4
Standard & Poor’s (2011a).
Banking Industry Country Risk
Assessment Methodology
And Assumptions, S&P's website
(www.standardandpoors.com)
- The impact of rating/ranking on corporate strategies for foreign markets
The session helps to understand the role of rating agencies and examine to what
extent international companies considers their ranking in the choice of target
markets and entry mode/presence on foreign markets.
Group presentation:
Choose a multinational company,
analyze the ranking of its main
market and its modes of entry to
different markets. Analyze the
target emerging market’s
opportunities and threats, and
relate the country factor to the
company’s foreign market entry.
Risk Mitigation --------------------------------------------------------------------------------------- 6,00
35
- Risk Management and Business performance
The session examine assess to what extent companies integrate risk management in
their business practices. It also deals with firm-specific risks directed at a particular
company or a business branch.
Reading
Saleem S. and Zain U. (2011), Do
effective risk management affect
organizational performance,
European Journal of Business and
Management, 3(3).
Hain S.(2001), Risk perception and
risk management in the Middle East
market: theory and practice of
multinational enterprises in Saudi
Arabia, Journal of Risk Research,
14(1
Llewellyn D. Howell (2007), section
6
- Risk Insurance
The session introduces the potential benefits of Risk Insurance by public or private
institutions.
Case Study
IFP, Indonesia
27,00 15,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 60
Written exam Individual 100 3,00
Midterm exam (ME)
Continuous assessment (CA) 40
Written exam Individual 60
Project Group 40
SUGGESTED FURTHER READINGS :
- Michael Frenkel, Alexander Karmann and Bert Scholtens (2004), Sovereign Risk and Financial Crises, Springer-Verlag Berlin
Heidelberg
- Llewellyn D. Howell (2007), The Handbook of Country and Political Risk Analysis, 4th Edition, Author/Editor, East Syracuse, NY:
The PRS Group
- Ramady M. (2011), The GCC Economies : Stepping Up To Future Challenges, Springer, part II.
36
INT412 - BUSINESS AND MARKET DYNAMICS (UNDER CONSTRUCTION)
IDENTIFICATION :
Intitulé : BUSINESS AND MARKET DYNAMICS (UNDER CONSTRUCTION)
Responsable : KERNEVEZ Lydia Semestre : 08
Site : Angers - Bureau : J1925 Département : Affaires Internationales
Mél : [email protected] Code : INT412
Langue d'enseignement : Anglais Site : Angers
Heures totales : 45,00 / crédits ECTS : 6,00
PRÉSENTATION GÉNÉRALE :
This course hilights the role of international economic institutions in the global economy and focuses on international trade in goods
and services. The issues discussed include international specificities, competitiveness, gains from trade and their distribution,
analysis of protectionism, strategic trade barriers and trade deficits.
COMPÉTENCES VISÉES :
1.3 Les diplômés seront capables d'identifier les enjeux globaux d'une situation, analyser les différents choix possibles et
apprécier leurs implications.
2.3 Les diplômés possèderont une ouverture et adopteront une perspective internationale dans la gestion de leurs projets et
de leurs missions.
ORGANISATION :
CM TD TP
World Trade: An Overview ------------------------------------------------------------------------- 3,00
Labor Productivity and Comparative Advantage -------------------------------------------------- 6,00
The International Location of Production ---------------------------------------------------------- 3,00
The Instruments of Trade Policy ------------------------------------------------------------------- 6,00
Image of France as a brand ------------------------------------------------------------------------ 6,00
The Political Economy of Trade Policy ------------------------------------------------------------- 6,00
International Institutions and Issues -------------------------------------------------------------- 6,00
Regional free Trade agreements ------------------------------------------------------------------- 6,00
42,00
ÉVALUATION :
% de
l'évaluation
globale
Mode d'évaluation % Durée (heures)
Examen Final (EF) 70
Ecrit Individuel 100 3,00
Examen Intermédiaire (EI)
Contrôle Continu (CC) 30
Ecrit Individuel 100
LECTURE RECOMMANDÉE :
- Krugman, Obstfeld and Melitz (2014), International Trade : Theory and Policy, Pearson
- Gerber (2013), International Economics, Pearson.
37
INT431 - EUROPEAN INTEGRATION AND BUSINESS ENVIRONMENT
IDENTIFICATION :
Course title : EUROPEAN INTEGRATION AND BUSINESS ENVIRONMENT
Supervisor : KERNEVEZ Lydia Semester : 08
Based in : Angers - Office : J1925 Department : Affaires Internationales
E-mail : [email protected] Code : INT431
Teaching language : English Campus : Angers
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
This course deals with key issues facing European Business today. It equips students with knowledge and skills that enable them to
understand the modern business world and to develop a critical thinking of the impacts of European political and economic
integration on business activities. The European market place is evolving and is one of the largest economic Union. European
integration ruled by European Treaties and associated harmonized business regulations have contributed to the creation of a new
business, social and political environment for Europe. The removal of regulatory frontiers creates Business opportunities and allows
the emergence of global competitive advantages while World-wide globalization increases global competition in Europe. The course
highlights the impacts of the European environment and specific common policies on business activities.
LEARNING GOALS/LEARNING OBJECTIVES :
1.3 Graduates will be capable to identify the stakes of a situation, analyse different options and evaluate their impact.
1.4 Graduates will know how to apply appropriate decision-making processes in the framework of their mission or tasks.
ORGANISATION :
Lecture Seminar Other
History of the on going integration process ------------------------------------------------------ 3,00
- EU’s nature and main features
- Short history of the EU integration
EU and the World ----------------------------------------------------------------------------------- 6,00
- The EU institutions
- The decision making process
- Debate: The EU crisis and the EU public opinion
The EU Common market --------------------------------------------------------------------------- 6,00
- The internal market and the free movement of goods, people, services, capital
- The EU Budget
- Group exercise: how to read a decision of the European Court of Justice
The Development of EU and its impact on business ---------------------------------------------- 3,00
Trade Policy and Trade Defence ------------------------------------------------------------------- 6,00
Other EU policies (Regions, Agriculture, Fishing, Research) ------------------------------------ 3,00
Other EU policies (Transport, Environment) ------------------------------------------------------ 3,00
EU and the Labor market --------------------------------------------------------------------------- 6,00
Social Security issues ------------------------------------------------------------------------------- 3,00
Wrap up and preparation for the final exam ------------------------------------------------------ 3,00
42,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 60
Written exam Individual 100 3,00
Midterm exam (ME)
Continuous assessment (CA) 40
Written exams Individual 60
Oral exams Group 40
SUGGESTED FURTHER READINGS :
- European Economic Integration (2004), Edited By Frank McDonald, Stephen Dearden.Pages: 441 Publisher: Pearson Education
- Cultural Diversity, European Identity and the Legitimacy of the EU (2011), Edited By Dieter Fuchs, Hans-Dieter Klingemann,
Edward Elgar Publishing Ltd
38
INT432 - INTERNATIONAL STRATEGIC MANAGEMENT
IDENTIFICATION :
Course title : INTERNATIONAL STRATEGIC MANAGEMENT
Supervisor : BEN CHEIKH Nidhaleddine Semester : 08
Based in : Angers - Office : J1927 Department : Affaires Internationales
E-mail : [email protected] Code : INT432
Teaching language : English Campus : Angers
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
This course provides an overview of the environments, markets, institutions, challenges, strategies, and operations of international
and cross-cultural business, the globalization of business and associated challenges posed for the competitiveness of the modern
enterprise, and the orientations, strategies, and tactics appropriate for international business success.
The course consists of four major activities. First, the professor will offer lectures on relevant material, which you are to attend and
study diligently. Second, you will be involved in analyzing cases and we will have regular class discussion on these cases. Third,
group oral presentations will be organized based on Multinational Enterprise (MNE) that you will present and analyze its international
strategy. Finally, your learning regarding lectures and related course material will be assessed via the final exam.
LEARNING GOALS/LEARNING OBJECTIVES :
1.2 Graduates will be capable to incorporate the global strategy of a company when completing a mission or leading a service.
2.3 Graduates will demonstrate a global mindset and international perspective in their management tasks.
ORGANISATION :
Lecture Seminar Other
Session 1 -------------------------------------------------------------------------------------------- 3,00
- Introduction – Globalization of Markets and Internationalization of the Firm
Describe the process of globalization and how it affects markets and production.
Describe the forces causing globalization to increase.
Describe the global business environment and identify its main elements.
Daniels, J., Radebaugh, L., and
Sullivan, D., (2014), "The
Globalized Business of Sports"
International Business:
Environments and Operations,
Pearson Education.
Griffin, R., and Pustay, M., (2013),
"The Business of the Olympics",
International Business: A
Managerial Perspective, Prentice
Hall.
Session 2 -------------------------------------------------------------------------------------------- 3,00
- Macroeconomic Environment Facing Business
Communicate the importance of economic analysis
Explain how a market economy functions and identify its distinguishing features.
Profile indicators of economic development, performance, and potential
Cavusgil, T., Ghauri, P., Knight, G.,
and Riesenberger, J., (2014),"
China’s Evolving Opportunities and
Challenges", International
Business: The New Realities,
Pearson.
Daniels, J., Radebaugh, L., and
Sullivan, D., (2014), "BRICs:
Vanguard of the Revolution"
International Business:
Environments and Operations,
Pearson Education.
Session 3 -------------------------------------------------------------------------------------------- 3,00
- Political and Legal Environments Facing Business
Identify the origins of political risk and how managers can reduce its effects.
Describe each main type of legal system and some important global legal issues.
Explain how international relations affect international business activities.
Griffin, R., and Pustay, M., (2013),
"When Is an iPhone Not an
iPhone?", International Business: A
Managerial Perspective, Prentice
Hall.
Cavusgil, T., Ghauri, P., Knight, G.,
and Riesenberger, J., (2014)," The
Political And Legal Realities of
Doing Business In Russia",
International Business: The New
Realities, Pearson.
Session 4 -------------------------------------------------------------------------------------------- 3,00
- Ethics and Social Responsibility in International Business
Explain ethics and social responsibility and key issues facing international companies.
Discuss how organizations manage social responsibility across borders.
Identify the key regulations governing international ethics and social responsibility.
Cavusgil, T., Ghauri, P., Knight, G.,
and Riesenberger, J., (2014),"
Corruption at Siemens ",
39
International Business: The New
Realities, Pearson.
Daniels, J., Radebaugh, L., and
Sullivan, D., (2014),
"Ecomagination and the Global
Greening of GE" International
Business: Environments and
Operations, Pearson Education.
Session 5 -------------------------------------------------------------------------------------------- 3,00
- International Trade Environment
Explain how free trade improves global efficiency
Illustrate the major means by which trade is restricted and regulated
Distinguish factors affecting national trade patterns
Rugman, A. M., and Collinson, S.,
(2013), "Job losses and offshoring
to China", International Business,
Pearson Education.
Daniels, J., Radebaugh, L., and
Sullivan, D., (2014), "U.S.-Cuban
Trade: When Does a Cold War
Strategy Become a Cold War
Relic?" International Business:
Environments and Operations,
Pearson Education.
Session 6 -------------------------------------------------------------------------------------------- 3,00
- Cross National Cooperation and Agreements
Contrast the different forms of economic integration among cooperating countries.
Analyze the opportunities created by completion of the EU’s internal market.
Describe the other major trading blocs in today’s world economy.
Daniels, J., Radebaugh, L., and
Sullivan, D., (2014), "Walmart
Goes South" International
Business: Environments and
Operations, Pearson Education.
Cavusgil, T., Ghauri, P., Knight, G.,
and Riesenberger, J., (2014),
"Integrating Eastern Europe and
Turkey into the EU", International
Business: The New Realities,
Pearson.
Session 7 -------------------------------------------------------------------------------------------- 3,00
- International Monetary System and Institutions
Discuss the role of the international monetary system in promoting international
trade and investment.
Summarize the role of the World Bank and the IMF in the post-World War II.
Discuss the major exchange-rate arrangements that countries use
Griffin, R., and Pustay, M., (2013),
"A Global Currency War",
International Business: A
Managerial Perspective, Prentice
Hall.
Cavusgil, T., Ghauri, P., Knight, G.,
and Riesenberger, J., (2014), "The
European Union and the Euro",
International Business: The New
Realities, Pearson.
Session 8 -------------------------------------------------------------------------------------------- 3,00
- Global Foreign Exchange Markets
Describe how the foreign-exchange market works
Show how managers try to forecast exchange-rate movements
Explain how exchange-rate movements influence business decisions.
Wild, J., and Wild, K., (2014), "The
Effect of the Asian Crisis on
Southeast Asian Corporations",
International Business: The
Challenges of Globalization,
Pearson Education.
Daniels, J., Radebaugh, L., and
Sullivan, D., (2014), "Welcome to
the World of Sony – Unless the Yen
Keeps Rising" International
Business: Environments and
Operations, Pearson Education.
Session 9 -------------------------------------------------------------------------------------------- 3,00
- International Strategy and Organization
Characterize the challenges of international strategic management.
Assess the basic strategic alternatives available to firms.
Distinguish and analyze the components of international strategy.
Wild, J., and Wild, K., (2014),
"IKEA’s Global Strategy",
International Business: The
Challenges of Globalization,
Pearson Education.
Cavusgil, T., Ghauri, P., Knight, G.,
and Riesenberger, J., (2014),
"Carlos Ghosn and Renault-Nissan:
Leading for Global Success",
International Business: The New
Realities, Pearson.
40
Session 10 ------------------------------------------------------------------------------------------- 3,00
- Strategies for Analyzing and Entering Foreign Markets
Discuss how firms analyze foreign markets.
See how scanning techniques can help managers
Discern the major opportunity and risk variables a company should consider
Daniels, J., Radebaugh, L., and
Sullivan, D., (2014), "Burger King"
International Business:
Environments and Operations,
Pearson Education.
Wild, J., and Wild, K., (2014),
"Singapore Rises to Prominence in
the World Market", International
Business: The Challenges of
Globalization, Pearson Education.
Session 11 ------------------------------------------------------------------------------------------- 3,00
- Foreign Direct Investment and Collaborative Ventures
Compare joint ventures and other forms of strategic alliances.
Discuss the forms of management used for strategic alliances.
Identify the limitations of strategic alliances
Griffin, R., and Pustay, M., (2013),
"Look Before You Leap",
International Business: A
Managerial Perspective, Prentice
Hall.
Cavusgil, T., Ghauri, P., Knight, G.,
and Riesenberger, J., (2014),
"AUTOLATINA: A Failed
International Partnership",
International Business: The New
Realities, Pearson.
Session 12 ------------------------------------------------------------------------------------------- 3,00
- Mock Exam
Company Visit --------------------------------------------------------------------------------------- 3,00
Company Visit --------------------------------------------------------------------------------------- 3,00
42,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 60
Written exam Individual 100 3,00
Midterm exam (ME)
Continuous assessment (CA) 40
Oral exam Individual 50
Project Group 50
SUGGESTED FURTHER READINGS :
- Rugman, A. M., and Collinson, S., International Business, Pearson Education, 2013.
- Wild, J., and Wild, K., International Business: The Challenges of Globalization, Pearson Education, 2014.
- Daniels, J., Radebaugh, L., and Sullivan, D., International Business: Environments and Operations, Pearson Education, 2014.
- Cavusgil, T., Ghauri, P., Knight, G., and Riesenberger, J., International Business: The New Realities, Pearson Education, 2014.
- Griffin, R., and Pustay, M., International Business: A Managerial Perspective, Prentice Hall, 2013.
- Wall, S., Minocha, S., and Rees, B., International Business, Pearson Education, 2010.
41
Pre-specialisation track
“Finance”
(in Paris)
42
FIN431 - CORPORATE FINANCE 1
IDENTIFICATION :
Course title : CORPORATE FINANCE 1
Supervisor : DURAND Xavier Semester : 08
Based in : Angers - Office : J1907 Department : Finance
E-mail : [email protected] Code : FIN431
Teaching language : English Campus : Paris
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
This module consists of two courses. The first is entitled 'Investment and financing policies'. In its first part, it discusses the issue of
investment choices. It starts by evaluating the cash flow and presenting the working capital normative. It exposes the selection
criteria in the context of certainty and absolute uncertainty. Methods of decision trees and real options are also presented. After
selecting the investment project, the company must implement a financing policy that minimizes the cost of funding and finance as
wisely as possible the projects selected. This is the subject of the second part of the first course.
The second course is entitled 'Corporte valuation'. It aims to present the valuation methods and explains valuation differences which
they lead.
LEARNING GOALS/LEARNING OBJECTIVES :
4.1 Graduates have command of the essential knowledge in the field of finance, theories, concepts, mechanisms and tools,
both in a national and international context.
ORGANISATION :
Lecture Seminar Other
Investment policy and financing policies ---------------------------------------------------------- 30,00
- Investment policy in context of certainty
Types of investments
Criteria of choice
Estimation of the cash flows
Particular cases
Reading handouts and preparing
the case DOMAXLU.
- Investment policy in context of uncertainty
Cost of capital of a project
cash flow adjustments
Risk analysis of the risk of a project
Valuation of the flexibility of a project
Investment choices in absolute uncertainty
Reading handouts and preparing
the exercises.
- Real options and investment decisions.
Decision Tree Analysis
Real options Analysis
Reading the handouts and
preparing the cas MAXLU.
- Financing policy: funding modalities
The funding modalities
The citereas
Reading handouts and preparing
the case ABSA.
- Financing plan
The aims
The contents
the steps
Applications
Reading handouts and preparing
exercices on the financing plan.
Corporate valuation --------------------------------------------------------------------------------- 12,00
- Actuarial approach
Reading handouts and preparing
the exercises (the cases Distri Max,
SA Trésor 2).
- Comparative approach
Reading handouts and preparing
the exercises (the cases CLIM,
FRIDGE et FREEZE+).
- Patrimonial approach
Reading handouts and preparing
the exercise Bigprofit.
- Consideration of goodwill
42,00
43
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 70
Written exam Individual 100 3,00
Midterm exam (ME)
Continuous assessment (CA) 30
Written exam Individual 100
SUGGESTED FURTHER READINGS :
- Berk, J. and DeMarzo, P., Corporate Finance, 2nd Edition, Pearson, 2011.
- Quiry, P., Le Fur, Y., Salvi, A., Dallochio M., Vernimmen, P., Corporate Finance: Theory and Practice , 3rd Edition edition , John
Wiley & Sons, 2014.
44
FIN432 - FINANCIAL MARKETS 1
IDENTIFICATION :
Course title : FINANCIAL MARKETS 1
Supervisor : DURAND Xavier Semester : 08
Based in : Angers - Office : J1907 Department : Finance
E-mail : [email protected] Code : FIN432
Teaching language : English Campus : Paris
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
This course is aimed at students on MSc's in finance. All you need as a pre-requisite is a basic undergraduate course in Financial
Management and some basis on non-linear optimisation. This course focus on portfolio (utility analysis, mean-variance theory,
efficiency, equilibrium, performance) and debt management (pricing, interest rate theory). It ends with a seminar on technical
analysis.
This course covers the main theoretical ideas in portfolio management, determination of strategic investment decisions, as well as
analyses of specific trading strategies. We need math and stats to analyse these ideas in a rigorous fashion.
LEARNING GOALS/LEARNING OBJECTIVES :
4.1 Graduates have command of the essential knowledge in the field of finance, theories, concepts, mechanisms and tools,
both in a national and international context.
4.4 Graduates know how to implement the acquired knowledge in professional situations (in functions of auditing, controlling,
risk management, consulting and financial engineering).
ORGANISATION :
Lecture Seminar Other
Portfolio management ------------------------------------------------------------------------------ 24,00
- Basic Concept in Finance
Basic Statistics in Finance
Efficient Market Hypothesis
Are Stock Returns Predictable?
Behavioural Finance and Anomalies
Chapter 1, Basic Concepts in
Finance. Keith Cuthbertson and
Dirk Nitzsche, Quantitative
Financial Economics: Stocks, Bonds
and Foreign Exchange 2004
Chapter 3, Are stock returns
predictable? Keith Cuthbertson and
Dirk Nitzsche, Quantitative
Financial Economics: Stocks, Bonds
and Foreign Exchange 2004
- Mean-Variance Portfolio Theory
Efficient Frontier
Markowitz Theory
Chapter 5, Mean-Variance Portfolio
Theory. Keith Cuthbertson and Dirk
Nitzsche, Quantitative Financial
Economics: Stocks, Bonds and
Foreign Exchange 2004
- Capital Asset Pricing Model
Derivation of CAPM from Markowitz Theory
Beta and Systematic Risk
Chapter 7, Performance measure,
CAPM and APT. Keith Cuthbertson
and Dirk Nitzsche, Quantitative
Financial Economics: Stocks, Bonds
and Foreign Exchange 2004
- Performance Measures, CAPM and APT
Performance Measures
Extensions of the CAPM
Single Index Model
Arbitrage Pricing Theory
Chapter 7, Performance measure,
CAPM and APT. Keith Cuthbertson
and Dirk Nitzsche, Quantitative
Financial Economics: Stocks, Bonds
and Foreign Exchange 2004
Chapter 8, Empirical Evidence:
CAPM and APT. Keith Cuthbertson
and Dirk Nitzsche, Quantitative
Financial Economics: Stocks, Bonds
and Foreign Exchange 2004
Chapter 12, Stock Prices: The VAR
approach. Keith Cuthbertson and
Dirk Nitzsche, Quantitative
Financial Economics: Stocks, Bonds
and Foreign Exchange 2004
The Management of Bond Investments and Trading of Debt ------------------------------------ 12,00
- Bonds defined
45
An introduction to types of bonds
Markets and issuers of bonds
Return on capital for bondholders
The zero-coupon yield curve and arbitrage opportunities
Chapter 10, Valuation Model and
Asset Return. Keith Cuthbertson
and Dirk Nitzsche, Quantitative
Financial Economics: Stocks, Bonds
and Foreign Exchange 2004
- Market risk with bonds
Measuring exposure to interest rate risk
Hedging interest rate risk (duration, modified duration, convexity)
Chapter 10, Valuation Model and
Asset Return. Keith Cuthbertson
and Dirk Nitzsche, Quantitative
Financial Economics: Stocks, Bonds
and Foreign Exchange 2004
Equities and Technical Analysis -------------------------------------------------------------------- 6,00
42,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 60
Written exam Individual 100 2,00
Midterm exam (ME) 40
Written exam Individual 100 1,00
Continuous assessment (CA)
SUGGESTED FURTHER READINGS :
- Keith Cuthbertson and Dirk Nitzsche, Quantitative Financial Economics: Stocks, Bonds and Foreign Exchange 2004
46
FIN433 - QUANTITATIVE METHODS FOR FINANCE
IDENTIFICATION :
Course title : QUANTITATIVE METHODS FOR FINANCE
Supervisor : DURAND Xavier Semester : 08
Based in : Angers - Office : J1907 Department : Finance
E-mail : [email protected] Code : FIN433
Teaching language : English Campus : Paris
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
This course has for objective to introduce students who target jobs in different sectors of finance (Audit, Banking and Companies,
Risk Management, etc.) to quantitative methods (econometrics, time series, data analysis) and to computing tools used in finance
(applied programming).
LEARNING GOALS/LEARNING OBJECTIVES :
4.1 Graduates have command of the essential knowledge in the field of finance, theories, concepts, mechanisms and tools,
both in a national and international context.
ORGANISATION :
Lecture Seminar Other
INTRODUCTION TO ECONOMETRICS -------------------------------------------------------------- 15,00
- Inferential statistics review and complements
Confidence interval estimation
Parametric tests
Khi2 test for independence
Normality test - Equality of variances (Levene's test)
Analysis of variance (ANOVA)
Case studies
Initiation SPSS
Case studies
- Regression models
The simple linear regression model
The multiple linear regression model and tests
Validity of a linear regression model
Binary and Multinomial Logistic regression
Case studies
Initiation SPSS
Case studies
TIMES SERIES --------------------------------------------------------------------------------------- 15,00
- Moving average -Smoothing methods
Moving average
Single and double exponential smoothing (Holt)
Seasonnal exponential smoothing (Winters)
Case studies
Exercises with SPSS
- Box-Jenkins Modeling
Stationarity
Autocorrelation and Partial Autocorrelation Functions
AR, MA, ARMA, and ARIMA models
SARIMA Seasonnal model
Case studies
Exercises with SPSS
DATA ANALYSIS ------------------------------------------------------------------------------------- 12,00
- Principal Components Analysis (PCA)
Principal Components Analysis
Interpretations of the results
Illustrative qualitative variable in PCA - effect size
Case studies
Case studies with SPAD
- Hierarchical Ascending Classification (HAC)
Classification of all individuals
Inertia criterion
Class Descriptions
Case studies
Case studies with SPAD
- Correspondence Factorial Analysis (CFA)
Contingence table
Correspondence Factorial Analysis
Interpretations of the results
Case studies
Case studies with SPAD
42,00
47
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 50
Written exam Individual 100 1,50
Midterm exam (ME)
Continuous assessment (CA) 50
Written exam Individual 20
Project Group 30
Project Group 50
48
FIN434 - FINANCIAL INFORMATION SYSTEMS
IDENTIFICATION :
Course title : FINANCIAL INFORMATION SYSTEMS
Supervisor : DURAND Xavier Semester : 08
Based in : Angers - Office : J1907 Department : Finance
E-mail : [email protected] Code : FIN434
Teaching language : English Campus : Paris
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
Based on a balance between theoretical approach and practical skills, this module prepares students for the various issues about the
information systems management. The understanding of mechanisms and stakes around information systems in the companies is
essential for future graduates who are willing to start their career in corporate finance or in financial engineering.
LEARNING GOALS/LEARNING OBJECTIVES :
4.1 Graduates have command of the essential knowledge in the field of finance, theories, concepts, mechanisms and tools,
both in a national and international context.
4.2 Graduates have a good understanding of the corporate environment and the financial issues concerning their company,
both on a national and international level.
ORGANISATION :
Lecture Seminar Other
Information systems -------------------------------------------------------------------------------- 21,00
- Strategic and organizational impact of information systems
Integration of information systems in the strategy of the company
Organizational impact and stakes
Actors of information systems
Paper analysis
- Analysis of the offer of an editor
Offer benchmark
- ERP (Entreprise resources planning)
Paper analysis
- Analysis and description of process
Principles
Analysis
Description
Execution
Exercises
- Business intelligence and decision-making
Principles
Examples
Exercises
VBA and EXCEL for Finance ------------------------------------------------------------------------ 21,00
- Excel - an introduction to VBA in Excel
Simple Macro Creation Handouts to read and exercises to
prepare
- VBA algorithm (operating mode)
Algorithmic initiation
Data structures - Control objects in UserForm
Handouts to read and exercises to
prepare
- VBA in Excel
Treatment of Data
Use VBA arrays, file management, VBA to search data
Handouts to read and exercises to
prepare
- Cas study for using VBA with Excel
Case study to prepare
42,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE)
Midterm exam (ME)
Continuous assessment (CA) 100
Project Group 100
49
FIN435 - INTERNATIONAL ACCOUNTING
IDENTIFICATION :
Course title : INTERNATIONAL ACCOUNTING
Supervisor : DURAND Xavier Semester : 08
Based in : Angers - Office : J1907 Department : Finance
E-mail : [email protected] Code : FIN435
Teaching language : English Campus : Paris
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
This module deals with the major issues of international accounting standards and main techniques of consolidation. In particular it
should allow students to know perfectly how to read the consolidated financial statements. It is dedicated to students who are willing
to start their career in industriel or consulting firms.
LEARNING GOALS/LEARNING OBJECTIVES :
4.3 Graduates know how to interpret the financial statements of a company according to national and international norms, as
well as all elements of relevance concerning a company’s financial strategy.
ORGANISATION :
Lecture Seminar Other
International financial reporting standards (IFRS) ------------------------------------------------ 15,00
- Framework for the preparation and presentation of financial statements
Qualitative characteristics of financial statements
Recognition of the elements of financial statements
Principles of accouting measurement
OBERT R., Pratique des normes
IFRS, Dunod, 2009, pp 54-67
Handouts to read and exercises to
do
Framework for the preparation and
presentation of financial
statements, IASB
- Presentation of financial statements
Statement of financial position as at the end of the period
Statement of comprehensive income for the period
Statement of cash flows for the period
Statement of changes in equity for the period
OBERT R., Pratique des normes
IFRS, Dunod, 2009, pp 77-101.
Handouts to read and exercises to
do
IAS 1: presentation of financial
statements, IASB
- Assets in IFRS (1)
1- Intangible assets:
intangible assets generated internally
Recognition and Measurement
amortization
2- Tangible assets:
Recognition and Measurement
amortization
depreciation
OBERT R., Pratique des normes
IFRS, Dunod, 2009, pp 251-266 et
pp 274-284.
Handouts to read and exercises to
do
IAS 38: intangible assets, IASB
IAS 16: tangible assets, IASB
- Assets in IFRS (2)
Leases
Classification
Accounting for leases
OBERT R., Pratique des normes
IFRS, Dunod, 2009, pp 300-310
Handouts to read and exercises to
do
IAS 17: Leases, IASB
- Financial assets/Liabilities in IFRS
Recognition
Measurement
Accounting
OBERT R., Pratique des normes
IFRS, Dunod, 2009, pp 180-206
Handouts to read and exercises to
do
IAS 32: financial instruments:
présentation, IASB
IAS 39: financial instruments:
recognition and measurement,
IASB.
Consolidation ---------------------------------------------------------------------------------------- 27,00
- Principles and general mechanisms of the consolidation
Principles and general mechanisms of consolidation
Introduction and definitions
Scope of consolidation
Methods of consolidation
Practice of the consolidation
Principles and accounting rules
Main reprocessings of consolidation
Handouts to read: DUNOD, DSCG 4
Revise the course given and
exercises to do
- Main reprocessings of consolidation
50
objectives restatements
The different restatements
Handouts to read: DUNOD, DSCG 4
Revise the course given and
exercises to do
- Deferred taxes, translating methods,
Goodwill
Valuation differences
Handouts to read: DUNOD, DSCG 4
Revise the course given and
exercises to do
- Financial analysis of consolidated accounts
Why analyze consolidated accounts
Analysis of the consolidation scope
valuation of aAssets and debts
Handouts to read: DUNOD, DSCG 4
Revise the course given and
exercises to do
- Financial analysis of consolidated accounts
Financial instruments
Analysis of segment disclosure
Activity Analysis
Profitability Analysis
Analysis of capital structure
Handouts to read: DUNOD, DSCG 4
Revise the course given and
exercises to do
- Consolidated cash flow statement
Presentation and objective
The financial analysis by the cash flow
Handouts to read: DUNOD, DSCG 4
Revise the course given and
exercises to do
- Statement of change in owners' equity
Major elements
Structure
Handouts to read: DUNOD, DSCG 4
Revise the course given and
exercises to do
- Consolidated statements
Financial reporting obligation
Notes and other information
Handouts to read: DUNOD, DSCG 4
Revise the course given and
exercises to do
- Group work
42,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 70
Written exam Individual 100 3,00
Midterm exam (ME)
Continuous assessment (CA) 30
Written exam Individual 100
SUGGESTED FURTHER READINGS :
- Barneto P., Gregorio G., DSCG 2 - Finance, Manuel et applications, Dunod, 2009
- Burlaud, A. (dir.), Comptabilité et audit, manuel et applications, Foucher, 2010
- Obert R., Pratique des normes IFRS, Dunod, 2010.
51
4
th
year courses
in Shanghai
52
INT471 - ASIAN ECONOMY AND GEOPOLITICS
IDENTIFICATION :
Course title : ASIAN ECONOMY AND GEOPOLITICS
Supervisor : AUSTERMANN Frauke Semester : 07/08
Based in : Shanghai - Office : 04-02 Department : Affaires Internationales
E-mail : [email protected] Code : INT471
Teaching language : English Campus : Shanghai
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
This course provides an introduction into the post-war economic development and the related political changes and challenges of the
East Asian region. Emphasis will be put on China’s economic and political phenomenal rise and its implications for the country itself
and for its East Asian neighbors. Since politics, trade and economics are intertwined anywhere in the world, and probably even more
so in China and East Asia, this background is essential for any business student.
LEARNING GOALS/LEARNING OBJECTIVES :
2.3 Graduates will demonstrate a global mindset and international perspective in their management tasks.
4.3 Graduates have good command of concepts and tools of management of cultural diversity and international mobility.
ORGANISATION :
Lecture Seminar Other
Asian economy and geopolitics --------------------------------------------------------------------- 18,00 18,00 6,00
- Introduction to China and (East) Asia
General Introduction to East Asia:
Geography
Nations
Political systems
Economic overview
Tensions
- Brief historical overview:
* Sino-centric tributary system
* Western imperialism
* Japanese domination
* U.S. hegemony
Wang Gongwu: China and the
International Order: Some
Historical Perspectives, China and
the New International Order,
Routledge, 2008, pp.21-31.
- China-US Relations
Historical development of China-US relations:
- Cold War (Korean War, Vietnam War)
- Rapprochement in the 1970s
- Cross-strait relations and the US factor
- Current issues: South China Sea, North Korea/China/US relations
Michael Evans: Power and Paradox:
Asian Geopolitics and
Sino-American Relations in the 21st
Century
- China-Japan Relations
Historical development of China-Japan relations:
- Imperial China and Japan
- Second World War: Japanese invasion and the Nanjing Massacre, impact on
contemporary Sino-Japanese relations
- Current issues: Diaoyu Islands
- Singh, Bhubhindar: Stability in
Northeast Asia: Bolstering Defence
Diplomacy, RSIS Commentaries,
No. 205/2012, 5 November 2012.
- Chanlett-Avery, Emma,
Dumbaugh, Kerry, Cooper, William
H.: Sino-Japanese Relations:
Issues for U.S. Policy.
Congressional Research Service,
2008.
- East Asian Style Economic Development
- East Asian model of the "developmental state", economic success of Japan and
Asia’s four dragons
- 1997 financial crisis and its implications for the East Asian economic development
model
- David E. Bloom, David Canning,
Jocelyn E. Finlay: Population Aging
and Economic Growth in Asia
- Jomo K.S.: Growth After the
Asian Crisis:
What Remains of the East Asian
Model? pps. 11-26.
- Chinese Style Economic Development/ Team work project I
- China’s distinctive way of gradual economic reform and decentralization (1980s)
- China’s economic liberalization and integration into the global trade network (1990s
and 2000s)
- Briefing on group projects
- Loren Brandt and Thomas G.
Rawski: China’s Great Economic
Transformation,pps:1-27.
- Barry Eichengreen, Donghyun
Park, Kwanho Shin: When Fast
Growing Economies Slow Down,
pps. 1-17
- China Rises: Challenges and Opportunities
Political and societal implications of China’s economic opening for China itself:
- Income inequality
- Migrant workers
- Dwayne, Benjamin, et at.:
Income Inequality during China's
Economic Transition. In: Brandt,
53
- Environmental implications
- Ageing population
- Sustainability of growth and political stability
Loren and Rawski, Thomas G.:
China's Great Economic
Transformation. Cambridge
University Press, 2008, pp.729-
775.
- Perkins, Dwight H. and Rawski,
Thomas G.: Forecasting China's
Economic Growth to 2025. In:
Brandt, Loren and Rawski, Thomas
G.: China's Great Economic
Transformation. Cambridge
University Press, 2008, pp.829-
886.
- Investing in China, Investment from China
Introduction to the opportunities and obstacles for foreign investors in China:
- Overview of China’s IFDI/OFDI
- Policy and regulation
- Corporate players
- Theoretical implication
- Davies, Ken (2012). "Inward FDI
in China and its policy context",
Columbia FDI Profiles, Vale
Columbia Centre on Sustainable
International Investment, Columbia
University, pp. 244-257.
- Luo, Y., Xue, Q., Han, B. (2010).
"How emerging market
governments promote outward
FDI: Experience from China".
Journal of World Business, 45 (1):
pp. 68-79.
- China, East Asia and the Financial Crisis
- Discussion of the on-going financial and economic crisis
- Implications and role of East Asia and China therein
- China as a new monetary power in the world
- Margot Schüller and Yun Schüler-
Zhou: China’s Economic Policy in
the Time of the
Global Financial Crisis: Which Way
Out?
- Li, Eric X: The Life of the Party.
The Post-Democratic Future Begins
in China. Foreign Affairs, December
2012.
- Glaser, Bonnie S.: Pivot to Asia:
Prepare for Unintended
Consequences. Center for Strategic
and International Studies. April 4,
2012.
- Team work project II
Group presentations Preparation: Prepare for the group
presentations
- China-EU Relations
- Importance of EU-China Relations in Numbers
- Development of EU-China Relations
- Case study: Human Rights and the arms’ embargo
Shambaugh, David, Sandschneider,
Eberhard, Zhou Hong: China-
Europe Relations: Perceptions,
Policies and Prospects, Routledge,
2008.
- China and the Market Economy Status
- China and the WTO
- China, the EU and the market economy satus
- The (Political) Meaning of the MES for EU-China Relations
- The EU's political system in brief
- Briefing on the simulation game
- Preparation for the simulation
game: opening statement on the
country position and outline of
negotiation strategy
- Rémond, M.: The EU’s refusal to
grant China ‘Market Economy
Status’ (MES), Asia Europe Journal
September 2007, Volume 5, Issue
3, pp 345-356.
- Fox, John, Godement, François
(2009): A Power Audit of EU-China
Relations. London: European
Council on Foreign Relations.
- EU Trade Ministers’ Simulation Game
Simulation Game: "The EU Council of Trade Ministers Negotiates Whether or Not to
Grant China Market Economy Status"
James P. Cross: Interventions and
negotiation in the Council of
Ministers of the European Union,
European Union Politics, March
2012, Vol. 13, No. 1, pp. 47-69.
- Asian Regionalism
- Towards an ‘Asian Union'? Introduction to Asian regional organisations (ASEAN,
Shanghai Cooperation Organisation, future East Asian Free Trade Area)
- Emphasis on China’s role therein
- Sheng Lijun: China and ASEAN in
Asian regional integration. In:
Wang Gungwu and Zheng
Yongnian: China and the New
International Order, Routledge,
2008, pp.256-280.
54
- Pan Guang: China in the
Shanghai Cooperation
Organization. In: Wang Gungwu
and Zheng Yongnian: China and
the New International Order,
Routledge, 2008, pp.237-255.
- Preparation of a proposal for an
'Asian Union'
- Asian Union and Varieties of Capitalism in Asia
- Presentation and evaluation of the Asian Unions
- The concept of varieties of capitalism
- Comparison of varieties of capitalism in Europe with Asia
- Mock exam
- Peter Hall and David Soskice:
Varieties of Capitalism, 2001,
Oxford University Press
- Michael Carney, Eric Gedaljlovic,
and Xiaohua Yang: Varieties of
Asian Capitalism: Toward an
Institutional Theory of Asian
Enterprise, Asia Pacific Journal of
Management, 2009, 26, 361-380.
18,00 18,00 6,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 50
Written exam Individual 100 3,00
Midterm exam (ME) 30
Project Group 50
Oral exam Group 50
Continuous assessment (CA) 20
Written exams Individual 50
Oral exams Individual 50
SUGGESTED FURTHER READINGS :
- Loren Brandt – Thomas G. Rawski(eds.): China’s Great Economic Transformation, Cambridge University Press, New York, 2008
- Thomas Lum – Wayne M. Morrison – Bruce Vaughn: China’s "Soft Power" in Southeast Asia, CRS Report for Congress, January 4,
2008
- Razeen Sally: Regional Economic Integration in Asia: the Track Record and Prospects, ECIPE Occasional Paper • No. 2/2010
- Philomena Murray: Comparative regional integration in the EU and East Asia: Moving beyond integration snobbery, International
Politics Vol. 47, 3/4, 308–323.
- Yiping Huang – Bijun Wang: From the Asian Miracle to an Asian Century? Economic Transformation in the 2000s and Prospects for
the 2010s, Reserve Bank of Australia, Conference Volume 2011
- Matura, Tamas (Editor): Asian Studies - 2011, Hungarian Institute of International Affairs, Budapest.
55
INT472 - ASIAN BUSINESS RESEARCH PROJECT
IDENTIFICATION :
Course title : ASIAN BUSINESS RESEARCH PROJECT
Supervisor : AUSTERMANN Frauke Semester : 07/08
Based in : Shanghai - Office : 04-02 Department : Affaires Internationales
E-mail : [email protected] Code : INT472
Teaching language : English Campus : Shanghai
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
The re-emergence of China are of great interest for business and academia. In this course, students conduct first-hand research and
develop cutting edge knowledge and research skills about the internationalisation in and of Asia, in the spheres of business, politics,
culture and society. By using techniques of business studies and social sciences, students are given ample time for field visits and
work in groups on a specific business topic or project.
LEARNING GOALS/LEARNING OBJECTIVES :
2.3 Graduates will demonstrate a global mindset and international perspective in their management tasks.
4.3 Graduates have good command of concepts and tools of management of cultural diversity and international mobility.
ORGANISATION :
Lecture Seminar Other
Course Introduction --------------------------------------------------------------------------------- 6,00
- Module Introduction: Shanghai – China’s Megapolis
- Introduction to the course
- Team Building
Reading materials will be
distributed
- Research Methods in Business Studies and Social Sciences
- introduction to the application of various business research methods
Project management
Mark Saunders et al, Research
Methods for Business Students,
Financial Times/ Prentice Hall 2006
Field Work I ----------------------------------------------------------------------------------------- 3,00 6,00
- Company Visit
Visit to Shanghai Volkswagen (SVW) Website of Volkswagen
- Case Study of MNC in China
Case work on Shanghai Volkswagen – First Mover Advantage in Asia Business case will be provided in
class
- Preparing China’s ‘Billion’: New Urban Development and Business
How to capture the Chinese Consumers – Retailing in Shanghai
Visit to Xintiandi
-McKinsey’s Report on Urban China
(to be provided)
-Students need to report on the
visit
Group Projects -------------------------------------------------------------------------------------- 3,00 6,00
- Group Project
- Select the target company/industry
- Brainstorming
- Division of tasks and timetabling
- A preliminary schedule and plan
to be sent to the instructor
- Supervised group project
- Background research, fieldvisit, interviews etc., as outlined in the plan - Project dairy to be sent to the
instructor
- Individual group meeting with the
instructor
Field Work II ---------------------------------------------------------------------------------------- 17,00
- Countryside Business Visit
- Visit to companies in China’s countryside
- Meeting with government officials
- Interaction with Chinese students
Background research on the
companies/organisations to be
visited
Course wrap-up and final exam -------------------------------------------------------------------- 3,00
- Student Presentations
Final exam and group presentation Students should send their
PowerPoints and project
summary/findings to the instructor
in advance
6,00 6,00 32,00
56
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE)
Midterm exam (ME) 30
Written exam Individual 100 1,00
Continuous assessment (CA) 70
Oral exams Individual 30
Oral exam Group 70
SUGGESTED FURTHER READINGS :
- A course handbook with reading materials will be provided in class
- Deborah Davis, The Consumer Revolution in Urban China, University of California Press, 2000
- John Friedmann, China's Urban Transition, University of Minnesota Press, 2005 John Logan, Urban China in Transition, Wiley
Blackwell, 2007
- John Logan, Urban China in Transition, Wiley Blackwell, 2007
- McKinsey Global Institute, Preparing for China's urban billion, 2009:http://www.mckinsey.com/insights/mgi/research/urbanization/preparing_for_urban_billion_in_china
- Mark Saunders et al, Research Methods for Business Students, Financial Times / Prentice Hall 2006
57
INT474 - COUNTRY RISK ANALYSIS
IDENTIFICATION :
Course title : COUNTRY RISK ANALYSIS
Supervisor : AUSTERMANN Frauke Semester : 07/08
Based in : Shanghai - Office : 04-02 Department : Affaires Internationales
E-mail : [email protected] Code : INT474
Teaching language : English Campus : Shanghai
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
Country risks are critical to International Business Development. The purpose of this course is to provide students with a better
understanding of country risk and help them to understand the key drivers of country and sovereign risk in both mature and
emerging markets. It presents the factors that generate the country risk, the main types of them, methods of analysis, their
evaluation by the rating agencies, and, some countries’ rating assessment. More than providing a basic knowledge of traditional risk
analysis the course also considers in the globalized world in motion taking account regional and world interdependencies. It
eventually enables students to review some lessons learned from the current and previous crisis in various regions of the world.
LEARNING GOALS/LEARNING OBJECTIVES :
1.3 Graduates will be capable to identify the stakes of a situation, analyse different options and evaluate their impact.
2.3 Graduates will demonstrate a global mindset and international perspective in their management tasks.
ORGANISATION :
Lecture Seminar Other
Overview of Country Risk --------------------------------------------------------------------------- 3,00
- Introduction
Historical perspective of country risks
Literature review
Refresh basic theories and laws
Risks as a chance in business life supposed managers understand how to handle
them
- Risk Classification
Differing risks that investors can face on foreign markets
Concept of Enterprise Risk Management (ERM).
Bert S., Country Risk Analysis:
Principles, Practices and Policies, in
Frenkel M., Karmann A. & Bert S.
(2004), Sovereign Risk and
Financial Crises, Springer-Verlag
Berlin Heidelberg
Case Study
SOLVENCIA : Eurobond request to
Smith & Parker Bank
Traditional Risk Foundations ----------------------------------------------------------------------- 6,00
- Socio-political Factors
Internal forces which may influence social climate and political stability in developing
countries.
Focus on the regulatory and political environment.
Comparison of issues in the political economy of China and Southeast Asia.
AmCham Shanghai 2014 China
Business Report (main focus on
"Analysis of Survey Results" section
3, most relevant to
business/political risk)
Corporate Materials from Control
Risks (one of the world’s top risk
consultancies): Country Risk
Forecasts for China and Southeast
Asian countries
- Financial and Economic Factors
Identify common financial and macro-economic factors impacting Country Risk
indicators.
Focus on the macro-economic factors and the interdependencies between nations
Currie D.M. (2011), Country
Analysis, Gower Publishing Limited
Presentation
Groups of Students discuss a
selected chapter in Currie D.M.
(2001)
Contemporary Risk Origin -------------------------------------------------------------------------- 6,00
- Cultural Risk
The session describes the risks due to cultural distance and highlights the importance
of cross-cultural management tools to enable companies to adapt their business
pratices to different cultural codes.
Oded S. (2001), Cultural Distance
Revisited: Towards a More Rigorous
Conceptualization and
Measurement of Cultural
Differences, Journal of International
Business Studies,Third Quarter.
58
- Natural and Environmental Risk
The session discusses the importance of environmental Risks arising from a growing
natural-resource scarcity and their potential implications for economies – and thus
for sovereign-debt risk – worldwide.
Ramady M. (2011), The GCC
Economies : Stepping Up To Future
Challenges, Springer, part II.
- Globalization and Rising Country Risks
The session places the conceptual framework of previous country risk discussions in a
more globalized one where rising business Risk are mainly explained by external
factors.
Distance Still Matters: The Hard
Reality of Global Expansion (HBR
OnPoint Enhanced Edition)
Global Opportunities and Threats ------------------------------------------------------------------ 3,00
- Emerging Companies
The session analyses global emerging industries and identifies strategic positions. It
analyses why companies globalize and assess how they develop global strategies.
Guemawat P. (2007), Managing
Differences: The Central Challenge
of Global Strategy, Harvard
business Review, March.
Group presentation:
Choose a multinational emerging
company. Analyze the target
emerging market’s opportunities
and threats, and relate the country
factor to the company’s strategy.
Country Risk Assessment --------------------------------------------------------------------------- 9,00
- Measures of Country Risk
This session introduces risk assessment measures and justifies the use of Country
Risk Indicators as well as their limits.
- Quantitative and Qualitative Methodologies
This session provides a detailed understanding of analytical methodologies for
assessing Sovereign and Country risks in mature and developing markets.
Hiranya K. N. (2008), Country Risk
Analysis: A Survey of the
Quantitative Methods, International
Business Review , 17(3).
Case Study
Managing Risk in an Unstable World
- Rating in China: A Critical Assessment
Assignments related to the new players in the global Rating Industry to break the
oligopolistic structure of the 3 big US firms in this field
and the future of the EU based on researches and in depth assessments about 2
European Countries.
Hand out by instructor
Global Country Risk Rating/Ranking and International Business Development ----------------- 6,00
- The Rating Agency Model Approach
Students will gain an understanding of how countries are assessed and how the
ratings process is applied by Rating Agencies (Fitch, Moody's, Standard and Poor's)
Cosset J.C., Roy J. (1991). The
Determinants of Country Risk
Ratings, Journal of International
Business Studies, 22 (1)
Llewellyn D. Howell (2007), section
4
Standard & Poor’s (2011a).
Banking Industry Country Risk
Assessment Methodology
And Assumptions, S&P's website
(www.standardandpoors.com)
- The Impact of Rating/Ranking on Corporate Strategies for Foreign Markets
The session helps to understand the role of rating agencies and examine to what
extent international companies considers their ranking in the choice of target
markets and entry mode/presence on foreign markets.
Group presentation:
Choose a multinational company,
analyse the ranking of its main
market and its modes of entry to
different markets. Analyse the
target emerging market’s
opportunities and threats, and
relate the country factor to the
company’s foreign market entry.
Risk Mitigation --------------------------------------------------------------------------------------- 6,00 3,00
- Risk Management and Business Performance
How companies integrate risk management in their business practices.
Firm-specific risks directed at a particular company or a business branch.
Stakeholder Concept
Saleem S. and Zain U. (2011), Do
effective risk management affect
organizational performance,
European Journal of Business and
Management, 3(3).
Hain S.(2001), Risk perception and
risk management in the Middle East
market: theory and practice of
59
multinational enterprises in Saudi
Arabia, Journal of Risk Research,
14(1)
Llewellyn D. Howell (2007), section
6
- Risk Insurance
The session introduces the potential benefits of risk insurance by public or private
institutions.It highlights the tremendous economic power these Credit Insurances
gain or offer to the market.
Case Study
IFP, Indonesia
Preparation for final exam
- The Business of Political Risk Consulting
Simulation of workshop
(1) need for such analysis in different industries (client side)
(2) prospects for making real money from this business model (consulting side)
Corporate Materials from Control
Risks
27,00 15,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 60
Written exam Individual 100 3,00
Midterm exam (ME)
Continuous assessment (CA) 40
Written exam Individual 60
Project Group 40
SUGGESTED FURTHER READINGS :
- Michael Frenkel, Alexander Karmann and Bert Scholtens (2004), Sovereign Risk and Financial Crises, Springer-Verlag Berlin
Heidelberg
- Llewellyn D. Howell (2007), The Handbook of Country and Political Risk Analysis, 4th Edition, Author/Editor, East Syracuse, NY:
The PRS Group
- Ramady M. (2011), The GCC Economies : Stepping Up To Future Challenges, Springer, part II.
60
INT475 - CROSS-CULTURAL MANAGEMENT AND NEGOTIATION
IDENTIFICATION :
Course title : CROSS-CULTURAL MANAGEMENT AND NEGOTIATION
Supervisor : AUSTERMANN Frauke Semester : 07/08
Based in : Shanghai - Office : 04-02 Department : Affaires Internationales
E-mail : [email protected] Code : INT475
Teaching language : English Campus : Shanghai
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
China is an attractive market for foreign business and understanding Chinese business culture and ethics is paramount to conduct
with China. This course is intended to introduce the cultural foundations of China and to show how they are applicable in
organisations and business practices. In order to develop cross-cultural sensitivities and strengthen communication skills between
East and West, students will solve concrete management case studies, do role plays and other practical exercises.
LEARNING GOALS/LEARNING OBJECTIVES :
2.3 Graduates will demonstrate a global mindset and international perspective in their management tasks.
ORGANISATION :
Lecture Seminar Other
Fundamentals of Cross-Cultural Management and Negotiation ---------------------------------- 15,00 9,00
- Course introduction
- Introduction to the course
- The challenges of managing different cultures
- Impact of cultural differences on business models and strategies.
- Cross cultural due diligence in China
- Dallas – How to do business in
China Ed Mc graw Hill
- Business case example: Carrefour
versus Wall Mart in China. Who will
win?
- Negotiations in cross-cultural environments
- What is a negotiation?
- The negotiation process. Principles and tactics from a generic perspective
- Negotiations in a cross-cultural business environment
Doing Business in China for
dummies. Extract chapter Getting
business Going through Successful
I Negotiation
- Cross-Cultural Management: Fundamental Theories I
Introduction of fundamental sociological and anthropological concepts that are
relevant to cross-cultural management (such as "perception", "space", "social
relationships")
- E.T. Hall: Beyond Culture, 1976,
Anchor/Doubleday
- Geert Hofstede: Cultures and
Organizations, 1991, Harper Collins
Business
- Fernandez & Underwood (2003),
Succeeding in China : the voices of
Experience, Forthcoming
Organizational Dynamics, vol. 35,
issue # 1
- Cross-Cultural Management: Fundamental Theories II
Introduction of fundamental sociological and anthropological concepts that are
relevant to cross-cultural management (such as "perception", "space", "social
relationships")
- E.T. Hall: Beyond Culture, 1976,
Anchor/Doubleday
- Geert Hofstede: Cultures and
Organizations, 1991, Harper Collins
Business
- Fernandez & Underwood (2003),
Succeeding in China : the voices of
Experience, Forthcoming
Organizational Dynamics, vol. 35,
issue # 1
- Preparing successful negotiations in cross-cultural environments
- The role of trust
- Interests, goals of the negotiating parties
- Organisational trust: myth and research models
- The five dimensions of trust
- The role of trust in Chinese culture
Building the High Trust
Organisation, Morreale Hackman
Ed. Wiley
- Conducting successful negotiations in cross-cultural environments I: Theory
- The role of ‘small talk’
- Understand and evaluate the other party’s interests and motivations
- Negotiation tactics
- Time management
Prepare for the role play
- Conducting successful negotiations in cross-cultural environments II: Practice
- Role plays of cross-cultural negotiations
- Evaluation by the teacher / discussion with the students
- Negotiations in China: Insights from Experience
- Best practices for successful negotiations in China
- Invitation of guest speakers
How to manage a successful
business in China
Johan Bjorksten
61
Anders Hagglund
Ed. World Scientific
The Art of War for managers
50 strategic rules
Gerald A. Michaelson
Edition Adamsmedia
Inside Chinese Business
A guide for managers worldwide
Ming Jer-Chen
Ed. Harvard Business School
Cross-Cultural Management and Negotiation IN CHINA ------------------------------------------ 4,50 13,50
- Introduction to the Cultural Foundations of China
- Basic facts about Chinese culture and civilisation: Confucius theory, social harmony,
Sun Tse Bing Fa and other basic cultural sources
- Chinese society in transition:
1840-1949
1949-1979
Post-1980
- Edward Shaughnessy, China:
Empire and Civilization. New York:
Oxford University Press,
Incorporated, 2000.
- Chinese Business Culture in Practice
- Business etiquette in China
- The concepts of "guanxi" and "pengyou"
- The role of business cards
- The function of business dinners in China
- The role of gifts
- The basic errors of foreigners doing business in China
Laurence J. Brahm, When Yes
Means No (Or Yes Or Maybe): How
to Negotiate Deals in China, 2003,
Tuttle Publishing.
- Business Culture in China in Practice
Role plays and case studies Application to various case studies
(Peugeot versus Volkswagen in
China)
- Cross-Cultural Management in China: From Theories to Practice I
Application of the theory to practical case studies and role plays of foreign companies
operating in China
Student presentations
Various case studies and in-class
role plays.
Documentary: Cross-cultural
Management in China, Fernandez,
2006
- Performing due diligence in Europe and China
- Mergers & Acquisitions in China and the role of negotiation: an overview
- Successful M&A Case for cross border operations in China
To be confirmed
- Performing audits in Europe and China
- Localising internal audit practices in China
- Developing negotiation skills: the role of cross cultural competency frameworks
- Cross-cultural skills in the profession of auditing
To be confirmed
19,50 22,50
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 50
Written exam Individual 100 3,00
Midterm exam (ME)
Continuous assessment (CA) 50
Oral exams Individual 60
Oral exam Group 40
SUGGESTED FURTHER READINGS :
- Fernandez, Bernard, Built Trust in China, A Cross-Cultural and Relational Perspective, in Zheng and Yang, La Confiance et le
Relations Sino-Européennes, 2010, L’Harmattan, pp.49-60.
- Milton J. Bennet, Basic Concepts of Intercultural Communication, 1998, London: Intercultural Press.
- Fernandez, B., Mutabazi E. & Pierre P. International Executives, Identity, Strategies and Mobility in France and China, Asia Pacific
Business Review, Vol. 12, N°1 53-76, January 2006
62
MGT474 - LEADERSHIP AND STRATEGY
IDENTIFICATION :
Course title : LEADERSHIP AND STRATEGY
Supervisor : AUSTERMANN Frauke Semester : 07/08
Based in : Shanghai - Office : 04-02 Department : Management
E-mail : [email protected] Code : MGT474
Teaching language : English Campus : Shanghai
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
Working in organizations requires the management of people, the exercise of leadership and the development and implementation of
strategic decisions. Although leadership and strategy is about the relations with others, it is above all a relation with oneself.
Realizing this involves developing communication skills as well as understanding political dimensions within organizations. This
course is designed for students preparing for a Master degree to raise their awareness of the fundamental traits and characteristics
of both leadership and strategy. Students will develop personal skills to set, to develop and to implement organizational strategies.
The course aims at giving students a better understanding of leadership and strategic frameworks and methodologies, not only
through classroom lectures but practical application and experimentation such as through guest speakers from the corporate world
and a Business Game.
LEARNING GOALS/LEARNING OBJECTIVES :
1.1 Graduates will know the current theories and concepts of leadership.
1.2 Graduates will be capable to incorporate the global strategy of a company when completing a mission or leading a service.
1.4 Graduates will know how to apply appropriate decision-making processes in the framework of their mission or tasks.
ORGANISATION :
Lecture Seminar Other
Leadership ------------------------------------------------------------------------------------------- 15,00
- Figures of Power
Refresh economic knowledge about basic economic laws, the functions in a company,
the knowledge areas, the ERM theory, the Stakeholder Concept, conflict management
Understanding the structure of power and its dynamics in organizations
De Pree, M. Leadership is an art -
Chapter
Interviews with S.
Vallas, N. Fligstein, S. Clegg, J.C.
Thoenig, M@n@gement, 2011/1,
vol. 14, p. 24-46
Film : Jonestown
- Forms and Types of Leadership
Managers & leaders: similarities and differences
Understanding leadership styles
De Pree, M. Leadership is an art-
Chapter
Zaleznik, A. Managers and leaders,
are they different? Best of HBR
Case : "Wash Whiter than white",
Paul Hardy
- The Exercise of Authority in the Superior-Subordinate Relationships
Negotiating, communicating & creating followers
Directing a subordinate who objects indirectly
Understanding the dynamic of an authority relationship
De Pree, M. Leadership is an art-
Chapter
Zaleznik, A. The dynamic of
subordinacy, HBR N°916531
Kets de Vries, MFR. Folie à deux :
acting out your superior’s fantasies
Case : Blackman and Dodds, Bob
Knowlton, Del Tronics
- The Political Skills in Organizations: a Must or a Necessary Evil?
Networking, data mining and influencing events and people
Know-how to develop political skills
Analysis of power games
Entering the political stakes of relationships in organizations
De Pree, M. Leadership is an art-
Chapter
Ferris, R.G. & al. Political skill at
work, Organizational dynamics, vol.
28, N° 4, 2000, p.25-37
Jim Donovan, Cibola
- The Vision of the Leader: Anticipate the Future
Vision: a stretch and leverage approach
Empowering creativity in an organization
Mobilizing towards a mission statement
Examples of key leaders in innovative organizations
De Pree, M. Leadership is an art-
Chapter
Tichy, N, Charan, R, An interview
with Jack Welch, HBR, sept-oct
1989
Case : Dead leaves, Mag Rec Inc.
63
Strategy --------------------------------------------------------------------------------------------- 12,00
- The Strategic Arena
The characteristics of strategic decisions
What is and what isn’t strategy and strategic management
How strategic priorities vary by level
The basic vocabulary of strategic decision-making
JOHNSON et al. (2011),
Fundamentals of Strategy,
PEARSON, Chapter 1
- Appreciating Competitiveness
Context and characteristics of competitiveness
How the external environment influences competitiveness?
Strategic tools to frame the external environment
Competitiveness drivers
Competitiveness improvement choices
JOHNSON et al. (2011),
Fundamentals of Strategy,
PEARSON, Chapter 2
- Strategic Leverage of Resources
Value Chain analysis
Core competencies
From fit & allocation to stretch & leverage perspectives
JOHNSON et al. (2011),
Fundamentals of Strategy,
PEARSON, Chapter 3
- New Insights and Issues in Strategy
Strategic moves
Blue Ocean Strategies
New economics and trends in technological environments
Introduction to the Business Game
KIM & MAUBORGNE (2005), Blue
Ocean Strategy, HBS Press,
Chapter 1
Business Game -------------------------------------------------------------------------------------- 14,00
- Getting inspiration & investigating
Introduction to the Business Game
Forming of teams
Research, data gathering,
investigations, interviews, etc.
- Creating
Developing a business idea/ a business model Research, data gathering,
investigations, interviews, etc.
- Prototyping
Developing a strategy, based on research and data gathered during the week before. Preparing of presentation
- Presenting
Planning, refining and presenting
Reflecting on the process and sharing in the group
Guest Speakers ------------------------------------------------------------------------------------- 3,00
- Guest speakers on leadership & strategy
Experience sharing session with leaders
27,00 17,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE)
Midterm exam (ME) 40
Written exam Individual 100 1,00
Continuous assessment (CA) 60
Written exam Individual 30
Oral exams Group 70
SUGGESTED FURTHER READINGS :
- JOHNSON et al. (2011), Fundamentals of Strategy, PEARSON.
- De Pree, M. (2004) Leadership is an art, Currency Doubleday.
- Bass, B. (1990). Bass & Stogdill’s Handbook of Leadership: Theory, Research, and Managerial Applications. New York, NY: Free
Press
- JOHNSON et al. (2010), Exploring Strategy Text & Cases, PEARSON.
- THURMAN P. (2009), MBA Fundamentals: Strategy, Kaplan Test Prep.
64
MKG474 - STRATEGIC AND SUPPLY CHAIN MANAGEMENT
IDENTIFICATION :
Course title : STRATEGIC AND SUPPLY CHAIN MANAGEMENT
Supervisor : AUSTERMANN Frauke Semester : 07/08
Based in : Shanghai - Office : 04-02 Department : Marketing
E-mail : [email protected] Code : MKG474
Teaching language : English Campus : Shanghai
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
Multinational companies both source and sell in China and Asia. This course aims to address the specific steps in strategy
formulation and implementation at the business and corporate level for both sourcing and distributing. It allows students to
understand and to be able to perform the key steps in the development of a strategic plan for global firms and to examine the
political, economic, and social forces that shape the global business environment.
LEARNING GOALS/LEARNING OBJECTIVES :
1.2 Graduates will be capable to incorporate the global strategy of a company when completing a mission or leading a service.
2.2 Graduates will demonstrate capacities of adaptation and problem-solving in managerial situations.
ORGANISATION :
Lecture Seminar Other
Basics of Strategic Sourcing and Supply Chain Management ------------------------------------ 12,00
- Sourcing strategy
• Sourcing as a competitive strategy
• Selecting a supplier
• Contract design
• Collaboration with suppliers on R&D
Chapter 14, Supply Chain
Management, 4th edition, S.
Chopra & P. Meindl
- Integrating the supply chain
• Relationship types
• Integration and synchronisation
• Facility location
• Third party logistics
Chapter 2
- Time in logistics
• Time-based competition
• Time based process mapping
• Managing timeliness
"Traditional and innovative paths
towards time-based compeition"
(pdf)
- Inventory management
• Positioning inventory
• Case study presentation
Chapter 11
Case study: Infineon, tuning into
client needs
On site study of logistic processes ----------------------------------------------------------------- 9,00
- Visit of logistic operations of Chinese exporter and/or Logistics operator in Shanghai (full day)
Corporate Strategy, Logistics and Supply Chain Management in China ------------------------- 15,00
- Introduction to the supply chain landscape in China
Current trends
Logistical bottlenecks
Opportunities and challenges
Reading material will be distributed
- Sourcing -Quality Issues -Intellectual Property Protection -Risk Management
Quality Fade and Third-Party Quality Control Issues
Shanzhai Culture, First to File trademark system and Contracts in China
The Challenge of negotiation and required steps in Due Diligence in Asia
Effective Third-Party inspection audits
- Case Apple & Foxconn
- Reading material will be
distributed
- Corporate Social Responsible Supply Chain Management
Common ethical and CSR issues in Asia
- Quality of Air, Water and Food
Political issues in Asia
Case: How Walmart is changing
China
Reading material will be distributed
- Entering Foreign Markets and International Acquisition
Navigating the changing legal environment in Asia – Case of Avon
Creating and managing joint ventures and strategic alliances in Asia
JVs versus WOFEs in China
Single vs dual brand strategy
Global vs local strategy
Case: Best Buy& Media
Reading material will be distributed
- Retaining and building market share Retailer-Supplier Partnerships M&A activity
65
Adaptation to local differences
Expanding to tier 2, 3 and 4 cities
Explosion of e-business
Case Study: Carrefour’s expansion
in China
Reading material will be distributed
Course Wrap-Up and Future Outlook -------------------------------------------------------------- 6,00
- Future Trends of Supply Chain Management in Asia China (Shanghai) Pilot Free Trade Zone
Can China Move Up the Value Chain?
Will China Grow Old Before it Becomes Rich?
Reading material will be distributed
- Oral Presentations
• 15 minute Presentations
• The Sourcing Process
Review for final exam
33,00 9,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 50
Written exam Individual 100 3,00
Midterm exam (ME)
Continuous assessment (CA) 50
Written exams Group 60
Oral exams Individual 40
SUGGESTED FURTHER READINGS :
- PENG, M.W. (2006), Global Strategy. Thomson South-Western (ISBN: 9780324288520)http://peng.swlearning.com
- CHOPRA S. & MEINDL P., Supply Chain Management (4th Edition), Pearson Education, 2009
- Midler, Paul (2010). Poorly Made in China: An Insider's Account of the China Production Game
- HARRISON A. & VAN HOEK R. (2011) Logistics management and strategy. Competing through the Supply Chain. 4th ed. Prentice
Hall
- DE TONI A. & MENEGHETTI A., (2000)Traditional and innovative paths towards time-based competition, International Journal of
Production Economics (pdf)
- TOWSON, Jeffry & WOEZEL, Jonathan (2014), The One Hour China Book: Two Peking University Professors Explain All of China
Business in Six Short Stories, Towson Group LLC.
- LEVESQUE, Peter J. (2011), The Shipping Point: The Rise of China and the Future of Retail Supply Chain Management, Wiley
66
MKG475 - BRANDING AND RETAILING IN ASIA
IDENTIFICATION :
Course title : BRANDING AND RETAILING IN ASIA
Supervisor : AUSTERMANN Frauke Semester : 07/08
Based in : Shanghai - Office : 04-02 Department : Marketing
E-mail : [email protected] Code : MKG475
Teaching language : English Campus : Shanghai
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
The economic growth of the Asian region creates new consumer needs and great opportunities for foreign entrants as well as local
players. This course aims at giving participants the keys to understand today’s branding and retailing characteristics in Japan, China
and Korea. This course aims at giving participants an understanding of the current marketing strategies that can be applied in Asian
consumer goods markets. By evaluating current strategies of main players, both local and international, they will be able to grasp
the best practices and management tactics of today’s Asia.
LEARNING GOALS/LEARNING OBJECTIVES :
4.1 Graduates know how to apply the essential knowledge of marketing in different sectors of activity.
4.3 Graduates have a good command of advanced techniques of data collection and treatment with regard to establishing a
marketing plan.
ORGANISATION :
Lecture Seminar Other
Consumer Behaviour in Asia ----------------------------------------------------------------------- 7,50 7,50
- The Environment of Asian Markets
Economic, historical, cultural overview of the main markets. Methodology for the
class project.
Students are requested to pick two
brands from one market to study
- Consumer Behavior principles
Theory and concepts of consumer behavior.
Qualitative and quantitative research.
Reading on consumer behavior
theory.
Students 1st country presentation
- Asian Consumer Behavior: Japan and Korea
Social evolution and characteristics of Japanese and Korean consumers. Gather secondary data on the
market in which the 2 brands
evolve. Present the companies’
profiles.
- Chinese Consumer Behavior
The changing Chinese consumer in perspective Reading on Chinese consumers.
Students 2nd country presentation
- Students’ presentation on consumer behavior
Study of other Asian countries Students present their analysis of
an Asian country’s consumer
behavior
Retailing in Asia ------------------------------------------------------------------------------------- 4,50 4,50
- Retailing principles
Retailing challenges today. Distribution and retail networks. Reading on a major global retailer
present in Asia.
Students 3rd country presentation
- Asian retailing Characteristics
Current retailing in Asia. Characteristics of Asian distribution and retail networks. Study their distribution strategy,
including store checks in Shanghai.
- Chinese distribution
Current Chinese distribution development, and Shanghai retail scene Students present the comparison of
two stores in Shanghai, and online
strategy of the two companies
studied.
Branding in Asia ------------------------------------------------------------------------------------- 7,50 7,50
- Branding principles
Branding theory key points. Student 4th country presentation
Reading on branding
- Branding in Asia
Branding concepts overview. Evolution of branding among foreign and local
companies.
Analyze their current brand
strategy and competition.
Hand out the first analysis of the 2
brands on a Word document
- Established Japanese brands
Analysis of key success factors of established Japanese brands in a few sectors Student 5th country presentation
- Emerging Chinese brands
Analysis of new business models in branding in China. Reading on one Chinese brand
strategy.
67
- Successful Strategies
Overview of major players’ position and evolution. Hand out the recommendations on
a Word document
Final Assessments ---------------------------------------------------------------------------------- 5,00
- Case study
Group work Case study will be provided during
the class.
- Final assignment and oral presentation
Describe and analyze two major players’ position and recommend future alternatives
for growth.
Hand out a full written report and a
power point.
19,50 19,50 5,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 60
Written exam Individual 50 1,00
Oral exam Group 50
Midterm exam (ME) 20
Project Group 50
Oral exam Group 50
Continuous assessment (CA) 20
Oral exams Individual 100
SUGGESTED FURTHER READINGS :
- BALADI Joseph, The brutal truth about Asian branding: How to break the vicious cycle, Wiley, 2011
- HALEPETE Jaya, Retailing in Asian markets, Fairchild, 2011
- KAYNAK Erdener et Al., International retailing plans and strategies in Asia, Routledge, 2005
- KRAFFT & MANTRALA Ed., Retailing in the 21st century: Current and future, Springer-Verlag Berlin, 2010.
- TEMPORAL Paul, Branding in Asia: The creation, Development and Management of Asian Brands for the Global Market, Wiley, 2001
- Suggested website :http://www.brandingasia.com/
- Regular reading of local economic press and marketing magazines is requested.
68
MKG476 - DIGITAL MARKETING
IDENTIFICATION :
Course title : DIGITAL MARKETING
Supervisor : AUSTERMANN Frauke Semester : 07/08
Based in : Shanghai - Office : 04-02 Department : Marketing
E-mail : [email protected] Code : MKG476
Teaching language : English Campus : Shanghai
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
With the development of Internet, digital technologies had a major impact on the society, both in the life of a great majority of
people and for everyday business practices. The pervasive aspect of the digital resulted in an in-depth transformation of consumer
behavior, of the business models leading to success stories, and eventually of the society itself. In this environment, the main
concern is not whether to deploy Internet technologies but how they must be deployed, how new offerings may be invented and how
existing companies may benefit from their integration. Being able to perform in such context entails understanding all the aspects of
this in depth transformation and this is the overall objective of this course.
LEARNING GOALS/LEARNING OBJECTIVES :
1.3 Graduates will be capable to identify the stakes of a situation, analyse different options and evaluate their impact.
3.1 Graduates know the ethical principles which guide their profession.
ORGANISATION :
Lecture Seminar Other
Introduction to the course and analysis of the MACRO Environment of the Digital Environment 9,00
- Course Introduction
Introduction to the course objectives, structure and assessments
Presentation of the longitudinal case study
Business Model Analysis
Emerging Business Models
B2B Digital Marketing Practices
Tools and Business models for B2B
- Description of the Internet, Functions, Regulations
Introducing the DIMA components - Webs 1.0 to 3.0
Presentation of the Internet, how it works, how it is regulated
Description of the network, IP address, DNS system
Geopolitical aspect of the internet
Consequences for companies, brand, privacy
Case Question - How to get IP
addresses, How to protect brands,
How to secure activities, How to
respect privacy
- Identify Utopias and Distopias generated by Digital Environments / Internet as a Media
How to communicate, socialize and manage in a digital world
The brand and digital identity: Which tools, messages and risks associated to the
creation of digital identity
Research tools for assessing digital identity
Case Question 1:How to promote
the digital environments
Case Question 2: Analyse and
define the digital identity of a brand
and of yourself
Micro Environment:Impact of Digital Technologies, competitors and consumer on Business Models and th 12,00
- Presentation of the company’s existing business model and first recommandations for improvements
Definitions of Business models
Emerging Business Models
Business to Business Digital Marketing Practices
Tools and Business models for business to business marketing
Platforms
Digital Technologies and Value Chain
Case Question: Define the
company’s business model
- Impact of Digital Technologies on Business Models
- Co-creation models
- Crowd sourcing models
- Crowd funding models
- Impact of those models on new product development
Case Question : Include crowd
models in the business model
- Relationship marketing using digital platforms
Information generated by on line activities
Providers of information
Interfacing web pages and databases
Customising Customer Experience
Case Question: Design your customer Database and Define Customization
- Social Networks as a media
Using Social Media Tools to Promote and Develop Brands
Identifying and Targeting Digital Influencers in Social Media
Case Question: Design the Social
Media Marketing Mix
Implementation and Tools -------------------------------------------------------------------------- 18,00 3,00
- Delivering the On Line Customer Experience through web site
Web site ergonomy Case Question: Analyse
69
On Line consumer Behavior
E Quality
contributors to trust on different
web sites
- Providing access on Internet
Referencing strategies,
SEA,
SEO, SMO
- Use of Mobiles Technologies (mobile and tablets) and Impact on Business Models
Uses, applications, QrCode
Purchasing advertising on Mobile Platforms
Case Question: How to integrate
Mobiles technologies in delivery
processes and how to use free
models in companies
- Marketing communications Using Digital Channels: E Advertising
Principles of online Advertising
Using Tools to Advertise On Line
Purchasing E Advertising Space
Tracking tools
Case Question : Design an online
campaign
- Marketing Communications Using Digital Channels: Emailing
Designing a webmail campaign that deliver Case Question: Organize a web
mail action
- Digital Marketing and Retailing
Impact on retailing mix : multi channel, omni channels, etc…
Multichannel behaviors
Case Question: Distribute the
offerings through multi channel
approach
- Group presentations
Group presentations
39,00 3,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 40
Written exam Individual 100 3,00
Midterm exam (ME)
Continuous assessment (CA) 60
Project Group 60
Oral exam Group 40
SUGGESTED FURTHER READINGS :
- Reference books: Chaffey, D., Ellis-Chadwick, F., 2012, Digital Marketing: Strategy, Implementation and Practice, Pearson, Fifth
Edition
- Complementary books: Turban, E., King, D., Lee, J., Liang, T.P., Turban, D., 2010, Electronic commerce 2010: a managerial
perspective, Pearson Ed.
- Complementary books: Chaffey, D., 2009, E Business and E Commerce Management: Strategy, Implementation and Practice,
Prentice Hall, Fourth Ed
- Complementary books: Jelassi, T., Enders, A., 2008, Strategies for E Business: Concepts and Cases, Prentice Hall, 2nd Edition
- Complementary books: Benkler, Y., 2006, The wealth of networks: how social production transforms markets and freedom, New
Haven and London, Yale University Press.
- Articles and research refs will be delivered during class
70
4th year courses
in Budapest
71
OVERVIEW 4
TH
YEAR COURSES IN BUDAPEST
Code Title Semester
MKG462 INTERNATIONAL MARKETING 7
MKG463 ADVANCED MARKET RESEARCH 7
ENV461 ECONOMIC INTELLIGENCE 7 and 8
ENV462
DOING BUSINESS AND MANAGEMENT IN CENTRAL AND EASTERN
EUROPE 7 and 8
ENV463 STARTING NEW VENTURES 7 and 8
FIN468 INTERNATIONAL MONETARY GOVERNANCE 7 and 8
INT461 GEOPOLITICS 7 and 8
MGT410 LEADERSHIP & STRATEGY 7 and 8
MGT463 CROSS CULTURAL MANAGEMENT 7 and 8
MGT464 PROJECT MANAGEMENT 7 and 8
MGT465 PRODUCT AND PROCESS INNOVATION 7 and 8
MGT466 CRISIS MANAGEMENT 7 and 8
FIN463 CORPORATE FINANCE 8
FIN464 INVESTING 8
72
MKG462 - INTERNATIONAL MARKETING (Sept-Dec)
IDENTIFICATION :
Course title : INTERNATIONAL MARKETING
Supervisor : DELI-GRAY Zsuzsa Semester : 07
Based in : Budapest - Office : B5 Department : Marketing
E-mail : [email protected] Code : MKG462
Teaching language : English Campus : Budapest
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
In our globalised world it is of the utmost importance to understand how companies have to plan, implement and evaluate their
marketing activities in the domestic and in the foreign markets. During the course the students will get a comprehensive insight into
the different international marketing concepts the companies can follow, the many different tasks an international marketing
manager/director must do as well as the ways of controlling the performance of these activities. The students also learn how to
elaborate and present an international marketing plan. By the end of the course the students will be able to make a clear distinction
between the marketing activities which must be performed in the local market and the marketing tasks which have to be completed
in international markets.
LEARNING GOALS/LEARNING OBJECTIVES :
1.3 Graduates will be capable to identify the stakes of a situation, analyse different options and evaluate their impact.
2.3 Graduates will demonstrate a global mindset and international perspective in their management tasks.
4.3 Graduates have a good command of advanced techniques of data collection and treatment with regard to establishing a
marketing plan.
ORGANISATION :
Lecture Seminar Other
Introduction to International Marketing ----------------------------------------------------------- 4,00 5,00
- Concepts, phases and strategies of International Marketing
Deli-Gray, Zs.(2008): International
Marketing. Muegyetemi Kiado,
Budapest chapters I, II, III, IV
- Macroenvironment of International Marketing
Deli-Gray, Zs.(2008): International
Marketing. Muegyetemi Kiado,
Budapest chapter VI
- Microenvironment of International Marketing
Deli-Gray, Zs.(2008): International
Marketing. Muegyetemi Kiado,
Budapest chapter VII
International Market Research and International Market Segmentation ------------------------ 4,00 5,00
- International Market Research - International Marketing Research
Deli-Gray, Zs.(2008): International
Marketing. Muegyetemi Kiado,
Budapest chapter V
- International Market Segmentation
Deli-Gray, Zs.(2008): International
Marketing. Muegyetemi Kiado,
Budapest chapter VIII
- International targeting
Deli-Gray, Zs.(2008): International
Marketing. Muegyetemi Kiado,
Budapest chapter VIII
International Marketing Mix ------------------------------------------------------------------------ 4,00 8,00
- International Product / Services Policy
Deli-Gray, Zs.(2008): International
Marketing. Muegyetemi Kiado,
Budapest chapter X/1
- .International Pricing
Deli-Gray, Zs.(2008): International
Marketing. Muegyetemi Kiado,
Budapest chapter X/3
- International Distribution Policy
73
Deli-Gray, Zs.(2008): International
Marketing. Muegyetemi Kiado,
Budapest chapter X/4
- International Promotion
Deli-Gray, Zs.(2008): International
Marketing. Muegyetemi Kiado,
Budapest chapter X/2
Organisational Framework of International Marketing -------------------------------------------- 2,00 4,00
International Marketing Plan ----------------------------------------------------------------------- 2,00 4,00
16,00 26,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 50
Written exam Individual 50 2,00
Project Group 50
Midterm exam (ME) 50
Written exam Individual 100 1,00
Continuous assessment (CA)
SUGGESTED FURTHER READINGS :
- Usunier, J-C. (1993): International Marketing. Prentice Hall International
- Doole, I. - Lowe, R. (2004): International Marketing Strategy. Analysis, development and implementation. Thomson Learning
74
MKG463 - ADVANCED MARKET RESEARCH (Sept-Dec)
IDENTIFICATION :
Course title : ADVANCED MARKET RESEARCH
Supervisor : DELI-GRAY Zsuzsa Semester : 07
Based in : Budapest - Office : B5 Department : Marketing
E-mail : [email protected] Code : MKG463
Teaching language : English Campus : Budapest
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
During the course the students will get a comprehensive insight into the qualitative and quantitative methods of market research in
a global environment. The theoretical part of the course will be completed with a solid practical part where the students can apply
their gained knowledge in real life situations.
LEARNING GOALS/LEARNING OBJECTIVES :
1.1 Graduates will know the current theories and concepts of leadership.
1.3 Graduates will be capable to identify the stakes of a situation, analyse different options and evaluate their impact.
2.1 Graduates will have acquired interpersonal, relational and social skills required for managerial positions.
2.3 Graduates will demonstrate a global mindset and international perspective in their management tasks.
ORGANISATION :
Lecture Seminar Other
Session 1 -------------------------------------------------------------------------------------------- 2,00 2,00
- Introduction
definitions, process, project N. Malhotra: Marketing Research,
Part I.
Session 2 -------------------------------------------------------------------------------------------- 2,00 2,00
- Research design
secondary research N. Malhotra: Marketing Research,
Chapter 3-4
Session 3 -------------------------------------------------------------------------------------------- 2,00 2,00
- Qualitative research 1.
in-depth interviewing N. Malhotra: Marketing Research,
Chapter 5
Session 4 -------------------------------------------------------------------------------------------- 2,00 2,00
- Qualitative research 2.
focus group discussion N. Malhotra: Marketing Research,
Chapter 5
Session 5 -------------------------------------------------------------------------------------------- 2,00 2,00
- Observation (eye tracking)
Experimentation
(blind test, mystery shopping)
N. Malhotra: Marketing Research,
Chapter 6-7
Session 6 -------------------------------------------------------------------------------------------- 4,00
- Survey methods
(f2f, CA, on-line)
Sampling
N. Malhotra: Marketing Research,
Chapter 6, 11-12
Session 7 -------------------------------------------------------------------------------------------- 2,00 2,00
- Questionnaire development
N. Malhotra: Marketing Research,
Chapter 8-10
Session 8 -------------------------------------------------------------------------------------------- 4,00
- Data processing 1.
N. Malhotra: Marketing Research,
Chapter 13-21
Session 9 -------------------------------------------------------------------------------------------- 4,00
- Data processing 2.
N. Malhotra: Marketing Research,
Chapter 13-21
Session 10 ------------------------------------------------------------------------------------------- 2,00
- International MR
N. Malhotra: Marketing Research,
75
Chapter 23
Session 11 ------------------------------------------------------------------------------------------- 4,00
- Project presentations
N. Malhotra: Marketing Research,
Chapter 22
22,00 20,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 50
Written exam Individual 100 3,00
Midterm exam (ME)
Continuous assessment (CA) 50
Project Group 100
76
ENV461 - ECONOMIC INTELLIGENCE
IDENTIFICATION :
Course title : ECONOMIC INTELLIGENCE
Supervisor : DELI-GRAY Zsuzsa Semester : 07/08
Based in : Budapest - Office : B5 Department : Environnement de l'entreprise
E-mail : [email protected] Code : ENV461
Teaching language : English Campus : Budapest
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
The course gives a comprehensive overview of the concepts and various uses of economic intelligence and knowledge management,
from the basic terms and methods to the more advanced applications. It combines theory with practice using case study analyses in
order to put models and methods into context.
The ultimate goal of EI and knowledge management is to produce added value, in two steps: transform information into knowledge
and knowledge into sustainable added value.
LEARNING GOALS/LEARNING OBJECTIVES :
1.3 Graduates will be capable to identify the stakes of a situation, analyse different options and evaluate their impact.
2.3 Graduates will demonstrate a global mindset and international perspective in their management tasks.
4.2 Graduates know how to appreciate the specific challenges of change management and innovation management.
ORGANISATION :
Lecture Seminar Other
Session 1 -------------------------------------------------------------------------------------------- 3,00
- Introduction to the course Main aims, requirements, intended outcomes, assessment Basic terms of EI
Ec Int. Chapter 1.
Introducing Economic Intelligence
Session 2 -------------------------------------------------------------------------------------------- 3,00
- EI in the organisational system Functions of EI Implementation issues
EcInt. Chapter 2.
Putting EI to work
Session 3 -------------------------------------------------------------------------------------------- 3,00
- EI and Knowledge Management Knowledge-based assets Explicit, implicit and tacit knowledge
Frap. Chapters 2-3.
Session 4 -------------------------------------------------------------------------------------------- 3,00
- The KM flow Value and benefits of KM Social network analysis
http://www.forbes.com/sites/lisaqu
ast/2012/08/20/why-knowledge-
management-is-important-to-the-
success-of-your-company
Session 5 -------------------------------------------------------------------------------------------- 3,00
- KM in practice Users and structures of knowledge
Frap Chapters 5-6-7.
Session 6 -------------------------------------------------------------------------------------------- 3,00
- Foundation of macroeonomic data, indicators and sources
World Bank: Doing business, 2012.
selected chapters
Session 7 -------------------------------------------------------------------------------------------- 3,00
- Risks and risk assessment on national and supranational level. Corruption and related issues
Transparency International:
Transparency in Corporate
Reporting. TI Perception Index:
selected country cases
Session 8 -------------------------------------------------------------------------------------------- 3,00
- Economic Information Analysis applied to CEE countries
EBRD Transition Report, 2012
77
Selected chapters
Session 9 -------------------------------------------------------------------------------------------- 3,00
- EI methods Assessing the company position in EI practice
EcInt. Chapter 4.
Session 10 ------------------------------------------------------------------------------------------- 3,00
- Auditing the organisation’s information needs Users of EI
EcInt. Chapter 5.
Session 11 ------------------------------------------------------------------------------------------- 3,00
- Searching for infromation Analysis of Information
EcInt. Chapters 6-7.
Session 12 ------------------------------------------------------------------------------------------- 3,00
- Dissemination of information The state of the art of KM
EcInt. Chapter 8.
Frap. Chapter 6.
Session 13 ------------------------------------------------------------------------------------------- 3,00
- Contemporary issues of EI and KM, Changes, challenges, trends
Roberts, Joanne (2012).
"Organizational Ignorance: Towards
a Managerial Perspective on the
Unknown?, Management Learning,"
Session 14 ------------------------------------------------------------------------------------------- 3,00
- Presentation
42,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 50
Written exam Individual 100 2,00
Midterm exam (ME) 20
Written exam Individual 100 1,00
Continuous assessment (CA) 30
Project Individual 100
SUGGESTED FURTHER READINGS :
-http://www.cio.com/article/40343/Kn...finition_and_Solutions?page=5&taxonomyId=3011
-http://wang.ist.psu.edu/course/05/IST597/papers/Davenport_know.pdf
- Benbya, H (2008). Knowledge Management Systems Implementation: Lessons from the Silicon Valley. Oxford, Chandos Publishing.
- Wilson, T.D. (2002). "The nonsense of 'knowledge management'". Information Research 8 (1).
- Davenport, Tom (2008). "Enterprise 2.0: The New, New Knowledge Management?". Harvard Business Online, Feb. 19, 2008.
- Addicott, Rachael, McGivern, Gerry, Ferlie, Ewan (2006). "Networks, Organizational Learning and Knowledge Management: NHS
Cancer Networks".Public Money & Management 26 (2): 87–94.
- Trautman, Steve (2006). "Teach What You Know: A Practical Leader's Guide to Knowledge Transfer", Addison-Wesley
- Roberts, Joanne (2009). "From Knowledge Management to Ignorance Management". Vrije University Amsterdam. Retrieved April
25, 2012.
- ...
78
ENV462 - DOING BUSINESS AND MANAGEMENT IN CENTRAL AND EASTERN
EUROPE
IDENTIFICATION :
Course title : DOING BUSINESS AND MANAGEMENT IN CENTRAL AND EASTERN EUROPE
Supervisor : DELI-GRAY Zsuzsa Semester : 07/08
Based in : Budapest - Office : B5 Department : Environnement de l'entreprise
E-mail : [email protected] Code : ENV462
Teaching language : English Campus : Budapest
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
The course gives a general overview of the business climate and management practices in Central East European (CEE) countries,
namely Hungary, Slovakia, Slovenia, the Czech Republic, Croatia, Poland and Romania. In management practices during the socialist
time (1950-1989) special "socialist management model" was used, but after the transition by privatization and by FDI inflow CEE
region has started to quickly integrate into EU economy.
LEARNING GOALS/LEARNING OBJECTIVES :
1.3 Graduates will be capable to identify the stakes of a situation, analyse different options and evaluate their impact.
2.1 Graduates will have acquired interpersonal, relational and social skills required for managerial positions.
2.3 Graduates will demonstrate a global mindset and international perspective in their management tasks.
4.3 Graduates have good command of concepts and tools of management of cultural diversity and international mobility.
ORGANISATION :
Lecture Seminar Other
Session 1 -------------------------------------------------------------------------------------------- 2,00 1,00
- Specificities of the region
Session 2 -------------------------------------------------------------------------------------------- 2,00 1,00
- History of the economic development of the region
Maddison homepage
Session 3 -------------------------------------------------------------------------------------------- 2,00 1,00
- Management practices during the socialist time
Cameron, R., Neal, L. (2003): A
Concise Economic History of the
World. Oxford. Univ. Press. 2003.
pp. 363-402.
Session 4 -------------------------------------------------------------------------------------------- 3,00
- Transition and the regional competitively
Session 5 -------------------------------------------------------------------------------------------- 2,00 1,00
- Foreign trade and the region after the transition. Designing a global organization
Session 6 -------------------------------------------------------------------------------------------- 2,00 1,00
- Transnational companies in the region, their management practices
Lasserre, Ph. (2003): Global
Strategic Management. Palgrave,
Macmillan. pp. 67-95. and pp. 159-
186.
Session 7 -------------------------------------------------------------------------------------------- 3,00
- Transnational companies activities. Global financial management. TNCs and SMEs
Lasserre, Ph. (2003): Global
Strategic Management. Palgrave,
Macmillan. pp. 335-348. and pp.
159-186.
IMF Database,
EUROSTAT homepage
Session 8 -------------------------------------------------------------------------------------------- 1,00 2,00
79
- Midterm exam Global company management
Session 9 -------------------------------------------------------------------------------------------- 2,00 1,00
- Presentation of the taxation system and the state subsidies, EU funds
PWC – HITA:
Presentation of the legal
environment for the investors
Session 10 ------------------------------------------------------------------------------------------- 2,00 1,00
- EU Structural Funds and Cohesion Funds
Presentation of the EU funds by the
students and evaluation of their
effects
Session 11 ------------------------------------------------------------------------------------------- 2,00 1,00
- Economic crisis and management in the region
Session 12 ------------------------------------------------------------------------------------------- 3,00
- Presentation of SMEs
Session 13 ------------------------------------------------------------------------------------------- 3,00
- Presentation of TNCs
Session 14 ------------------------------------------------------------------------------------------- 3,00
- How to start and manage an SME in Hungary using EU funds for development?
Using the theoretical bases of the
Session 10 in the practice
20,00 13,00 9,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 50
Written exam Individual 100 2,00
Midterm exam (ME) 30
Written exam Individual 100 1,00
Continuous assessment (CA) 20
Oral exam Group 100
80
ENV463 - STARTING NEW VENTURES
IDENTIFICATION :
Course title : STARTING NEW VENTURES
Supervisor : DELI-GRAY Zsuzsa Semester : 07/08
Based in : Budapest - Office : B5 Department : Environnement de l'entreprise
E-mail : [email protected] Code : ENV463
Teaching language : English Campus : Budapest
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
Researching,writing and revising a business plan is a major activity in the development of any business.However,when starting a
new business venture the preparation of a business plan can have a huge impact on the likely success or failure of the business.In
order to write effective business plans,students should ideally develop understanding of various business principles and practices
such as the nature of entrepreneurialism,business structures and forms of ownership.
LEARNING GOALS/LEARNING OBJECTIVES :
1.3 Graduates will be capable to identify the stakes of a situation, analyse different options and evaluate their impact.
2.2 Graduates will demonstrate capacities of adaptation and problem-solving in managerial situations.
4.3 Graduates have good command of concepts and tools of management of cultural diversity and international mobility.
ORGANISATION :
Lecture Seminar Other
Session 1 -------------------------------------------------------------------------------------------- 3,00
- Starting New Ventures: What is it all about?
What is business and entrepreneurship? What are the various forms of ownership?
Why do businesses succeed or fail?
Mason, M. K. (2012) What Causes
Small Businesses to Prosper?
Titus, S. (2011) Key reasons why
small businesses fail Institute for
Independent Business
Session 2 -------------------------------------------------------------------------------------------- 3,00
- Business Plans
What is the purpose of the business plan? What are its major components? How does
one prepare a successful business plan? What does a Business Plan look like and how
is it structured?
Arthur R. DeThomas Ph. D. and Lin
Grensing-Bophal (2008) Part I –
Ch. 1-4 in Writing a Convincing
Business Plan
Session 3 -------------------------------------------------------------------------------------------- 3,00
- Market and Competitor Analysis
How can we analyze and assess the business environment and at which levels? What
information can be generated by PESTEL and SWOT analysis?
Collins, K. (2009) Chapters 3.5-3.9
in Exploring business. Irvington:
Flatworld Knowledge
Session 4 -------------------------------------------------------------------------------------------- 3,00
- Positioning Products and Services
What represents value from the perspective of customers? How can we manage the
value creation process? How can we design and develop successful products and
services
Collins, K. (2009) Chapter 9 and 10
in Exploring business. Irvington:
Flatworld Knowledge
Session 5 -------------------------------------------------------------------------------------------- 3,00
- Mission, Vision and Strategy
Portfolio strategy – what businesses should you have? How can we set effective
strategic objectives?
Stutel, R. (2012) Chapter 6 in The
Definitive Business Plan: The Fast
Track to Intelligent Planning for
Executives and Entrepreneurs
Session 6 -------------------------------------------------------------------------------------------- 3,00
- Creating a Draft Business Plan
Pratical seminar with Consultations.
Session 7 -------------------------------------------------------------------------------------------- 3,00
- Marketing Plan
Collins, K. (2009) Chapter 9 in
Exploring business. Irvington:
Flatworld Knowledge
Market-orientation and the
functions of marketing.
Session 8 -------------------------------------------------------------------------------------------- 3,00
- Operations Plan
Arthur R. DeThomas Ph. D. and Lin
81
Grensing-Bophal (2008) Ch. 8 in
Writing a Convincing Business Plan.
Session 9 -------------------------------------------------------------------------------------------- 3,00
- Organiaztion and People Plan
The structure and organization of the company including the key human resource
requirements needed to achieve the organization’s strategic objectives.
Arthur R. DeThomas Ph. D. and Lin
Grensing-Bophal (2008) Ch. 9 in
Writing a Convincing Business Plan.
Session 10 ------------------------------------------------------------------------------------------- 3,00
- Finance Plan
The financing that is needed to achieve the organization’s strategic objectives. Arthur R. DeThomas Ph. D. and Lin
Grensing-Bophal (2008) Ch. 10 in
Writing a Convincing Business Plan.
Session 11 ------------------------------------------------------------------------------------------- 3,00
- Raising Finance
How can we raise finance? What are the available sources of finance? What are
venture capitalists and other financiers looking for?
Arthur R. DeThomas Ph. D. and Lin
Grensing-Bophal (2008) Ch. 1 and
11 in Writing a Convincing Business
Plan.
Session 12 ------------------------------------------------------------------------------------------- 3,00
- Finalizing the Business Plan
Pratical seminar with Consultations.
Session 13 ------------------------------------------------------------------------------------------- 3,00
- Individual Oral Presentations
Each group of individuals will present together in much the same way organizations
that are seeking fianance do. Therefore individual experts from within the group will
present the specific parts of the plan for which they have responsibility.
Session 14 ------------------------------------------------------------------------------------------- 3,00
- Individual Oral Presentations
Each group of individuals will present together in much the same way organizations
that are seeking fianance do. Therefore individual experts from within the group will
present the specific parts of the plan for which they have responsibility.
42,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE)
Midterm exam (ME) 10
Written exam Individual 100 3,00
Continuous assessment (CA) 90
Oral exam Individual 60
Written exam Individual 40
SUGGESTED FURTHER READINGS :
- Collins, K. (2009) Exploring business. Irvington: Flatworld Knowledge
- Arthur R. DeThomas Ph. D. and Lin Grensing-Bophal (2008) Writing a Convincing Business Plan. (3rd ed.) Barron’s Business
Library
- Stutel, R. (2012) The Definitive Business Plan: The Fast Track to Intelligent Planning for Executives and Entrepreneurs 3rd Edition
Financial Times Press
82
FIN468 - INTERNATIONAL MONETARY GOVERNANCE
IDENTIFICATION :
Course title : INTERNATIONAL MONETARY GOVERNANCE
Supervisor : DELI-GRAY Zsuzsa Semester : 07/08
Based in : Budapest - Office : B5 Department : Finance
E-mail : [email protected] Code : FIN468
Teaching language : English Campus : Budapest
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
In this intermediary course we will deal with the financial system, money, central banks, interest rates, foreign exchange rates,
banking, business cycles and the special characteristics of the CEE region. We will see the environment banks are operating in, and
also the tools and methods, how one can analyze and rank the industry members.
LEARNING GOALS/LEARNING OBJECTIVES :
1.4 Graduates will know how to apply appropriate decision-making processes in the framework of their mission or tasks.
2.2 Graduates will demonstrate capacities of adaptation and problem-solving in managerial situations.
4.3 Graduates know how to interpret the financial statements of a company according to national and international norms, as
well as all elements of relevance concerning a company’s financial strategy.
ORGANISATION :
Lecture Seminar Other
Session 1 -------------------------------------------------------------------------------------------- 3,00
- Introduction The Financial System
The players, instruments and functions of the financial system. Laurence M. Ball (2012): Money,
Banking and Financial Markets.
Worth publishers, ISBN-10: 1-
4292-4409-7, pp. 1-24.
Session 2 -------------------------------------------------------------------------------------------- 3,00
- Money and Central Banks
The types of money, money today, broad money, functions of central banks. Laurence M. Ball (2012): Money,
Banking and Financial Markets.
Worth publishers, ISBN-10: 1-
4292-4409-7, pp. 25-52.
Session 3 -------------------------------------------------------------------------------------------- 3,00
- Case Studies
Laurence M. Ball (2012): Money,
Banking and Financial Markets.
Worth publishers, ISBN-10: 1-
4292-4409-7, pp. 1-52.
Session 4 -------------------------------------------------------------------------------------------- 3,00
- Asset Prices and Interest Rates
Asset valuation methods, bubbles, crashes, nominal and real rates. Laurence M. Ball (2012): Money,
Banking and Financial Markets.
Worth publishers, ISBN-10: 1-
4292-4409-7, pp. 53-84.
Session 5 -------------------------------------------------------------------------------------------- 3,00
- What Determines Interest Rates
Liquidity preference theory and the term structure of interest rates. Laurence M. Ball (2012): Money,
Banking and Financial Markets.
Worth publishers, ISBN-10: 1-
4292-4409-7, pp. 85-120.
Session 6 -------------------------------------------------------------------------------------------- 3,00
- Case Studies
Laurence M. Ball (2012): Money,
Banking and Financial Markets.
Worth publishers, ISBN-10: 1-
4292-4409-7, pp. 53-120.
Session 7 -------------------------------------------------------------------------------------------- 3,00
- Foreign Exchange Markets I
Currency markets, exchange rates, why exchange rates matter. Laurence M. Ball (2012): Money,
Banking and Financial Markets.
Worth publishers, ISBN-10: 1-
4292-4409-7, pp. 157-188.
83
Session 8 -------------------------------------------------------------------------------------------- 3,00
- Foreign Exchange Markets II Case Studies
Long and short run behaviour ef exchange rates. Laurence M. Ball (2012): Money,
Banking and Financial Markets.
Worth publishers, ISBN-10: 1-
4292-4409-7, pp. 157-188.
Session 9 -------------------------------------------------------------------------------------------- 3,00
- The Business of Banking I
Balance sheets, off balance activities, how banks make profit. Laurence M. Ball (2012): Money,
Banking and Financial Markets.
Worth publishers, ISBN-10: 1-
4292-4409-7, pp. 253-284.
Session 10 ------------------------------------------------------------------------------------------- 3,00
- The Business of Banking II
Risks, risk management, insolvency. Laurence M. Ball (2012): Money,
Banking and Financial Markets.
Worth publishers, ISBN-10: 1-
4292-4409-7, pp. 253-284.
Session 11 ------------------------------------------------------------------------------------------- 3,00
- Case Studies
Laurence M. Ball (2012): Money,
Banking and Financial Markets.
Worth publishers, ISBN-10: 1-
4292-4409-7, pp. 253-284.
Session 12 ------------------------------------------------------------------------------------------- 3,00
- Business Cycles
Money supply and interest rates, short run economic fluctuations, inflation and
deflation.
Laurence M. Ball (2012): Money,
Banking and Financial Markets.
Worth publishers, ISBN-10: 1-
4292-4409-7, pp. 315-450.
Session 13 ------------------------------------------------------------------------------------------- 3,00
- Special Characteristics of the CEE region
Growth, impaired loans, business models.
Session 14 ------------------------------------------------------------------------------------------- 3,00
- Group Presentations
42,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 60
Written exam Individual 100 3,00
Midterm exam (ME)
Continuous assessment (CA) 40
Project Group 75
Project Individual 25
84
INT461 - GEOPOLITICS
IDENTIFICATION :
Course title : GEOPOLITICS
Supervisor : DELI-GRAY Zsuzsa Semester : 07/08
Based in : Budapest - Office : B5 Department : Affaires Internationales
E-mail : [email protected] Code : INT461
Teaching language : English Campus : Budapest
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
The aim of the course is to introduce students to the geopolitical metanarratives of the post-bipolar world, with emphasis on the role
of the United States as a hegemon, the rise of China, as well as the factors that determine our geopolitical future, such as energy,
food and climate.
LEARNING GOALS/LEARNING OBJECTIVES :
1.3 Graduates will be capable to identify the stakes of a situation, analyse different options and evaluate their impact.
2.3 Graduates will demonstrate a global mindset and international perspective in their management tasks.
4.3 Graduates have good command of concepts and tools of management of cultural diversity and international mobility.
ORGANISATION :
Lecture Seminar Other
The post-bipolar world ------------------------------------------------------------------------------ 5,00
(Fukuyama 2006) (Huntington
1996)
Major political and economic blocs ----------------------------------------------------------------- 5,00
Gillingham 2003
The US as a hegemon? ----------------------------------------------------------------------------- 4,00
Johnson and Kwak 2010
Currency and trade wars --------------------------------------------------------------------------- 4,00
(Reinert 2007) (Chang 2008)
Eichengreen "Currency war or
international policy coordination?"
University of California, Berkely
available online athttp://emlab.berkeley.edu/~eichen
gr/curr_war_JPM_2013.pdf
The rise of China ------------------------------------------------------------------------------------ 4,00
G. G. Chang 2002
The Third World ------------------------------------------------------------------------------------- 5,00
Milanovic 2011
Oil and energy --------------------------------------------------------------------------------------- 5,00
Yergin 1993
The geopolitics of food ------------------------------------------------------------------------------ 5,00
Smedshaug 2010
Climate change -------------------------------------------------------------------------------------- 5,00
An Inconvenient Truth (2006) a
film by David Guggenheim
85
42,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 100
Written exam Individual 100 3,00
Midterm exam (ME)
Continuous assessment (CA)
SUGGESTED FURTHER READINGS :
- Chang, Gordon G. The Coming Collapse of China. London: Arrow, 2002
- Chang, Ha-Joon. Bad Samaritans: The Guilty Secrets of Rich Nations and the Threat to Global Prosperity. London: Random House
Business Books, 2008.
- Fukuyama, Francis. The End of History and the Last Man. Free Press, 2006.
- Gillingham, John. European Integration 1950-2003: Superstate or New Market Economy? 2003.
- Huntington, Samuel P. Clash of Civilisations and the Remaking of World Order. New York: Simon and Schuster, 1996.
- Johnson, Simon, and James Kwak. 13 Bankers: The Wall Street Takeover and the Next Financial Meltdown. Pantheon, 2010.
- Milanovic, Branko. The Haves and the Have Nots: A Brief and Idiosyncratic History of Global Inequality. New York: Basic Books,
2011.
- Reinert, Erik. How Rich Countries got Rich...And Why Poor Countries Stay Poor. Public Affairs, 2007.
- Smedshaug, Christian Anton. Feeding the World in the 21st Century: A Historical Analysis of Agriculture and Society. London:
Anthem Press, 2010.
- Yergin, Daniel. The Prize: The Epic Quest for Oil, Money, & Power. Free Press, 1993.
86
MGT410 - LEADERSHIP & STRATEGY
IDENTIFICATION :
Course title : LEADERSHIP & STRATEGY
Supervisor : DELI-GRAY Zsuzsa Semester : 07/08
Based in : Budapest - Office : B5 Department : Management
E-mail : [email protected] Code : MGT410
Teaching language : English Campus : Budapest
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
This course is intended for students in master degree who will have the authority and need personal skills to set, develop and
implement organizational strategies. This course is also structured to make good understanding and experimentation of Leadership
and Strategic frameworks and methodologies. Fundamentals traits and characteristics of both Leadership and Strategy will be
addressed. Today, working in organizations presumes the management of people and the exercise of leadership. In spite of being a
relation with others is above all a relation with oneself. This practice involves developing communication skills as well as
understanding political dimensions. A particular attention will be place on topics and considerations at crossroads between
Leadership & Strategy. Guest Speakers and a Business Game will induce vivid descriptions and experimentation for students.
LEARNING GOALS/LEARNING OBJECTIVES :
1.1 Graduates will know the current theories and concepts of leadership.
1.2 Graduates will be capable to incorporate the global strategy of a company when completing a mission or leading a service.
1.3 Graduates will be capable to identify the stakes of a situation, analyse different options and evaluate their impact.
1.4 Graduates will know how to apply appropriate decision-making processes in the framework of their mission or tasks.
2.1 Graduates will have acquired interpersonal, relational and social skills required for managerial positions.
2.2 Graduates will demonstrate capacities of adaptation and problem-solving in managerial situations.
ORGANISATION :
Lecture Seminar Other
Leadership ------------------------------------------------------------------------------------------- 15,00
- Figures of Power
Understanding the structure of power and its dynamics in organizations De Pree, M. Leadership is an art -
Chapter
Interviews with S. Vallas, N.
Fligstein, S. Clegg, J.C. Thoenig,
M@n@gement, 2011/1, vol. 14, p.
24-46
Film : Jonestown
- Forms and Types of Leadership
Manager & Leaders: similarities and Differencies
Understanding leadership styles
De Pree, M. Leadership is an art-
Chapter
Zaleznik, A. Managers and leaders,
are they different? Best of HBR
Case : "Wash Whiter than white",
Paul Hardy
- The exercise of authority in the upper-subordinate relationships
Negotiating, Communicating & creating followers
Directing a subordinate who objects indirectly
Understanding the dynamic of authority relationship
De Pree, M. Leadership is an art-
Chapter
Zaleznik, A. The dynamic of
subordinacy, HBR N°916531
Kets de Vries, MFR. Folie à deux :
acting out your superior’s fantasies
Case : Blackman and Dodds, Bob
Knowlton, Del Tronics
- The political skills in organizations: a must or a necessary evil?
Networking, Data mining and influencing events and people
Know how to develop political skills
Analyze power games
Enter the political stakes of relationships in organizations
De Pree, M. Leadership is an art-
Chapter
Ferris, R.G. & al. Political skill at
work, Organizational dynamics, vol.
28, N° 4, 2000, p.25-37
Jim Donovan, Cibola
- The vision of the leader: anticipate the future and build: exemples of innovatives organizations
Vision: a stretch & leverage approach
Empowering creativity in the organization
Mobilizing towards a mission statement
Examples of key leaders in innovative organizations
De Pree, M. Leadership is an art-
Chapter
Tichy, N, Charan, R, An interview
with Jack Welch, HBR, sept-oct
1989
Case : Dead leaves, Mag Rec Inc.
Strategy --------------------------------------------------------------------------------------------- 12,00
- The Strategic Arena
The characteristics of strategic decisions
What is and is not Strategy and strategic management
JOHNSON et al. (2011),
Fundamentals of Strategy,
87
How strategic priorities vary by level
The basic vocabulary of strategy
Strategizing?
PEARSON, Chapter 1
- Appreciating Competitiveness
Context and characteristics of competitiveness
How the external environment influences competitiveness?
Strategic tools to frame the external environment
Competitiveness drivers
Competitiveness improvement choices
JOHNSON et al. (2011),
Fundamentals of Strategy,
PEARSON, Chapter 2
- Strategic Leverage of Resources
Value Chain analysis
Core competencies
From fit & allocation to stretch & leverage perspectives
JOHNSON et al. (2011),
Fundamentals of Strategy,
PEARSON, Chapter 3
- New insights and issues in Strategy
Strategic Moves
Blue Ocean Strategies
New economics and trends in technological environments
Assessing associated Strategic issues
For a New Strategic Game Play…
KIM & MAUBORGNE (2005), Blue
Ocean Strategy, HBS Press,
Chapter 1
Business Game -------------------------------------------------------------------------------------- 14,00
- Working in group and Introduction to the Business Game
Group Dynamics and team working
Assessment and introduction to the Business Game
- 3 days challenge based on quantitative strategic decision sheets
Manage and take strategic decisions to success in international markets
- 3 days challenge based on qualitative strategic reports
Play and act as senior manager and structure your decisions in context of finance,
HRM, Marketing, Sales...
- A retrospective report on strategic and leadership outcomes of the Business Game
Guest Speakers ------------------------------------------------------------------------------------- 3,00
- Guest Speakers on Leadership & Strategy
How do leaders actually lead?
How Strategist actually think and take decisions?
- Guest Speakers on Leadership & Strategy
How do leaders actually lead?
How Strategist actually think and take decisions?
30,00 14,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE)
Midterm exam (ME) 40
Written exam Individual 100 1,00
Continuous assessment (CA) 60
Project Group 50
Written exam Individual 50
SUGGESTED FURTHER READINGS :
- JOHNSON et al. (2011), Fundamentals of Strategy, PEARSON
- KIM & MAUBORGNE (2005), Blue Ocean Strategy, HBS Press
- De Pree, M. (2004) Leadership is an art, Currency Doubleday
- Bass, B. (1990). Bass & Stogdill’s Handbook of Leadership: Theory, Research, and Managerial Applications. New York, NY: Free
Press.
- JOHNSON et al. (2010), Exploring Strategy Text & Cases, PEARSON
- THURMAN P. (2009), MBA Fundamentals: Strategy, Kaplan Test Prep
- Bryman, A. (1996). Leadership in Organizations. In S. Cleegg, C. Hardy, & W. Nord (Eds.), Handbook of Organization Studies (pp.
276-292). Thousand Oaks, CA: Sage Publications.
- Burns, J. (1978). Leadership. New York, NY: Harper & Row Publishers.
- Kellerman, B. (Ed.). (1984). Leadership: Multidisciplinary Perspectives. Englewood Cliffs, NJ: Prentice-Hall Inc.
- Pfeffer, J. (1977). The Ambiguity of Leadership. Academy of Management Review, 2(1), 104-112.
- Smircich, L., & Morgan, G. (1982). Leadership: The Management of Meaning. Journal of Applied Behavioral Science, 18(3), 257-
273.
- Yukl, G. (1981). Leadership in Organizations. Englewood Cliffs, NJ: Prentice-Hall.
88
MGT463 - CROSS CULTURAL MANAGEMENT
IDENTIFICATION :
Course title : CROSS CULTURAL MANAGEMENT
Supervisor : DELI-GRAY Zsuzsa Semester : 07/08
Based in : Budapest - Office : B5 Department : Management
E-mail : [email protected] Code : MGT463
Teaching language : English Campus : Budapest
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
This advanced course is concerned with ‘managing in a multicultural environment’. It both embraces the latest ideas in the field and
subjects them to rigorous criticism. During this course, students will debate and argue from the perspective of other cultures and
demonstrate how cultural differences affect intercultural communication and cooperation.
LEARNING GOALS/LEARNING OBJECTIVES :
2.3 Graduates will demonstrate a global mindset and international perspective in their management tasks.
3.1 Graduates know the ethical principles which guide their profession.
4.2 Graduates will have good command of project management methodology and of the tools for effective management of the
human resources involved.
ORGANISATION :
Lecture Seminar Other
The intercultural manager: which skills are needed ? -------------------------------------------- 3,00
- Definition of intercultural manager Can you develop your skills?
HOFSTEDE, Geert H. (2010).
Cultures and organizations :
software of the mind : intercultural
cooperation and its importance for
survival, New York , McGraw-Hill.
Diversity within teams ------------------------------------------------------------------------------ 3,00
- The strengths of a diverse team
The problems created by diversity management
Diversity, ethnic identities: How to cope
CHANTAL J-F., DAVEL E., DUPUIS
J-P. (2013). Cross-cultural
management : culture and
management across the world
Cultural misunderstandings ------------------------------------------------------------------------ 3,00
- key concepts Self-analysis / hetero analysis (representations, stereotypes, choc, difficulties)
To develop understandings and skills related to the intercultural management
problems
CHANTAL J-F., DAVEL E., DUPUIS
J-P. (2013). Cross-cultural
management : culture and
management across the world.
Static and dynamic approach to cultures ---------------------------------------------------------- 3,00
- An introduction to dynamic intercultural communication.
Seelye, H. Ned (1996) The
Emperor’s Pot in Experiential
Activities for Intercultural Learning:
Vol 1 Intercultural Press: Maine,
USA
The Emperor’s Pot (aka The East-West Game) --------------------------------------------------- 3,00
- An introduction to dynamic intercultural communication.
Seelye, H. Ned (1996) The
Emperor’s Pot in Experiential
Activities for Intercultural Learning:
Vol 1 Intercultural Press: Maine,
USA
East-West Debate ----------------------------------------------------------------------------------- 3,00
- To replicate the format of the famous Lincoln-Douglas debates
Said, E. (2003) Preface in
Orientalism Penguin Books: London
Cultural Identity ------------------------------------------------------------------------------------- 3,00
- How do people construct their own identities?
Holliday, A., Hyde, M. and Kullman,
89
J. (2004) Theme 1: Identity in
Intercultural Communication: An
Advanced Source Book Routledge:
London
Awaka ------------------------------------------------------------------------------------------------ 3,00
Otherization ----------------------------------------------------------------------------------------- 3,00
- Building on the lessons learned in The Emperor’s Pot and Awaka
this seminar considers the extent to which Otherization hinders the establishment of
productive business relations.
Holliday, A., Hyde, M. and Kullman,
J. (2004) Theme 2: Otherization in
Intercultural Communication: An
Advanced Source Book Routledge:
London
Representation -------------------------------------------------------------------------------------- 3,00
- we turn to the issue of representation and how refugees and immigrants are portrayed and viewed.
Despite visible tension in many developed countries, the need for refugees and
immigrants will continue to grow in North American, Austrailian and Europen
workplaces for the foreseeable future due to ageing populations.
Holliday, A., Hyde, M. and Kullman,
J. (2004) Theme 3: Representation,
Unit A3.1 Cultural Refugee in
Intercultural Communication: An
Advanced Source Book Routledge:
London
Recent developments in Cultural Models related to organizational and leadership cultures --- 3,00
- We turn to more recent models of cultural differences
Regional differences will be applied for business practice. Participants would then
discover how these new results should change the stereotypical thinkong of global
managers.
Brodbeck, F. C., Frese, M. et al.
(2000): Cultural variation of
leadership prototypes across 22
European countries Journal of
Occupational Psychology, Vol. 73,
pp. 1-29.
Organisational culture ------------------------------------------------------------------------------ 3,00
- The aim of the seminar is to demonstrate how individual values are integrated to a larger context
This seminar touches upon the organizational and individual aspects of cultural
change. . We turn our attention on how different cultural types can fit to individual
value systems, therefore being the key to carrier success.
Heidrich, B.- Primecz, H. : Cross-
Cultural Management Skills (ESSCA
Budapest, 2006)
Heidrich, B. – Réthi, G. (2012):
Services and Service Management.
In Delener (ed.) Service Science
Research, Strategy, and
Innovation: Dynamic Knowledge
Management Methods. Hershey:
IGI Global. 2012. pp 1-36.
Cultural Perspectives of M&A and Strategic alliences --------------------------------------------- 3,00
- we discuss and analyze the international experiences of M&As
The notion of corporate ethnocentrism is discussed as a barrier. The process of
acculturation (contact, conflict, adaptation) is introduced as a strategic managerial
cultural tool of M&As.
Business as Unusual. The Role of
National Cultural Background in
Corporate Life.http://www.kakanien.ac.at//beitr/t
heorie/BHeidrich1.pdf 2002
Team presentation on the project work ----------------------------------------------------------- 3,00
9,00 33,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 50
Written exam Individual 100 2,00
Midterm exam (ME) 20
Written exam Individual 100 1,00
Continuous assessment (CA) 30
Project Group 100
SUGGESTED FURTHER READINGS :
- Steers, R.M. – Sanchez-Runde, C.J. – Nardon, L. (2010). Management Across Cultures: Challenges and Strategies. Cambridge
University Press
- Said, E. (2003) Orientalism 25th Anniversary Edition, Penguin Books: London
- Holliday, A. (2010) Intercultural Communication & Ideology Sage Publications: London
90
- Holliday, A., Hyde, M. and Kullman, J (2004) Intercultural Communication: An Advanced Source Book Routledge: London
- Legrain, P. (2009) Immigrants: Your Country Needs Them Abacus: London
- d’Iribarne, P. and Henry, A. (2007) Successful Companies in the Developing World: Managing in Synergy with Cultures Agence
Française de Développement, Research Department: Paris
- Bartlett, C.A.- Ghosal, S: Transnational Management (Irwin, 2nd edition, 1995)
- Hodgetts, R. M., Luthans, F., Doh, J. (2006): International Management, Culture, Synergy, and Behavior. The McGraw-Hill
Companies Inc., London
- Minkov, M. (2012): Cross-Cultural Analysis. The Science and Art of Comparing the World’s Modern Societies and Their Cultures.
Sage Publications
91
MGT464 - PROJECT MANAGEMENT
IDENTIFICATION :
Course title : PROJECT MANAGEMENT
Supervisor : DELI-GRAY Zsuzsa Semester : 07/08
Based in : Budapest - Office : B5 Department : Management
E-mail : [email protected] Code : MGT464
Teaching language : English Campus : Budapest
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
During the semester the students will get an overall insight into what project management is, what functions and tasks it includes
and what objectives it has. One part of the course is devoted to the theoretical knowledge, the other part is reserved for the
application of the gained knowledge. The students will be expected to employ the techniques and approaches in preparing and
implementing their projects.
LEARNING GOALS/LEARNING OBJECTIVES :
1.1 Graduates will know the current theories and concepts of leadership.
1.3 Graduates will be capable to identify the stakes of a situation, analyse different options and evaluate their impact.
2.1 Graduates will have acquired interpersonal, relational and social skills required for managerial positions.
4.2 Graduates will have good command of project management methodology and of the tools for effective management of the
human resources involved.
ORGANISATION :
Lecture Seminar Other
Session 1 -------------------------------------------------------------------------------------------- 3,00
- Get acquainted
Thinking critically about projects.
Analysis of information
Identification and deconsturction of common fallacies
Causation and correlation.
Barker, S. – Cole, R.(2007):
Brilliant Project Management: What
the Best Project Managers Know,
Say and Do., Pearson Prentice Hall.
chapter 1
Session 2 -------------------------------------------------------------------------------------------- 3,00
- Process Improvement
Variation analysis
Ishikawa/Kaizen analysis as project precursor
Identifying need
Critical evaluation of need
Options appraisal
Critical evaluation of options
Barker, S. – Cole, R.(2007):
Brilliant Project Management: What
the Best Project Managers Know,
Say and Do., Pearson Prentice Hall.
chapter 1
Session 3 -------------------------------------------------------------------------------------------- 3,00
- Introduction to PM as a discipline
Project Management Framework and organizational influences (
culture/style/structures)
General management skills in the PM field.
Differential evaluation of success
Five step project approach approach
Barker, S. – Cole, R.(2007):
Brilliant Project Management: What
the Best Project Managers Know,
Say and Do., Pearson Prentice Hall.
chapter 2
Session 4 -------------------------------------------------------------------------------------------- 3,00
- Project Inception and initiation
Developing a case
Presenting the case
Stakeholder analysis
Aligning projects with a wider strategic plan?
Obtaining buy-in
Barker, S. – Cole, R.(2007):
Brilliant Project Management: What
the Best Project Managers Know,
Say and Do., Pearson Prentice Hall.
chapter 3
Session 5 -------------------------------------------------------------------------------------------- 1,50 1,50
- Team Presentations of ’case for support’
Resource planning
Evaluation planning
Risk assessment
Variation assessment
Session 6 -------------------------------------------------------------------------------------------- 3,00
- PID and project definition
Making roles explicit and documented
Making levels of authority clear
Planning according to stakeholder analysis
Planning in the light of assessed risks
Clarifying project’s primary driver: Quality, Cost or Time.
Barker, S. – Cole, R.(2007):
Brilliant Project Management: What
the Best Project Managers Know,
Say and Do., Pearson Prentice Hall.
chapter 4
92
Session 7 -------------------------------------------------------------------------------------------- 3,00
- Presentations and Test
Team presentations on project definition and structure
Mid-term paper (home/coursework based)
Session 8 -------------------------------------------------------------------------------------------- 3,00
- Breaking the project into its component parts (work breakdown)
Developing a milestone chart (Gantt)
Identifying the critical path for the project?
Developing a project budget – seeking appropriate expertise.
Obtaining project funding. Debt vs Equity.
Barker, S. – Cole, R.(2007):
Brilliant Project Management: What
the Best Project Managers Know,
Say and Do., Pearson Prentice Hall.
chapter 5
Session 9 -------------------------------------------------------------------------------------------- 3,00
- Project Delivery
Identifying project control and governance – loose versus tight
Project reporting : clarity on who reports what and to whom and how
Project evaluation: mechanisms for measuring progress and direction
Barker, S. – Cole, R.(2007):
Brilliant Project Management: What
the Best Project Managers Know,
Say and Do., Pearson Prentice Hall.
chapter 6
Session 10 ------------------------------------------------------------------------------------------- 3,00
- Navigation – charting a course for home port
Contingency – defining a clear procedure for managing change
Tolerance – defining and agreeing a tolerance figure
Variation – identification and flagging of variation
Barker, S. – Cole, R.(2007):
Brilliant Project Management: What
the Best Project Managers Know,
Say and Do., Pearson Prentice Hall.
chapter 7
Session 11 ------------------------------------------------------------------------------------------- 3,00
- Investment appraisal techniques
Cost/Benefit Analysis
Internal Rate of Return Calculation
Net Present Value presentation
Return on Investment
Return on Equity
Discounted Cash Flow Appraisal
Barker, S. – Cole, R.(2007):
Brilliant Project Management: What
the Best Project Managers Know,
Say and Do., Pearson Prentice Hall.
chapter 8
Session 12 ------------------------------------------------------------------------------------------- 3,00
- Project Closedown
Result reporting
Post Project Reviews
Recording and communicating of lessons learnt
Barker, S. – Cole, R.(2007):
Brilliant Project Management: What
the Best Project Managers Know,
Say and Do., Pearson Prentice Hall.
chapter 9-10
Session 13 ------------------------------------------------------------------------------------------- 3,00
- Targeted revision session
Session 14 ------------------------------------------------------------------------------------------- 3,00
- Group Presentations wrap up
31,50 3,00 7,50
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 30
Written exam Individual 100 2,00
Midterm exam (ME) 20
Written exam Individual 100 1,00
Continuous assessment (CA) 50
Oral exam Group 50
Project Group 50
SUGGESTED FURTHER READINGS :
- Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK Guide 4th edition).
93
MGT465 - PRODUCT AND PROCESS INNOVATION
IDENTIFICATION :
Course title : PRODUCT AND PROCESS INNOVATION
Supervisor : DELI-GRAY Zsuzsa Semester : 07/08
Based in : Budapest - Office : B5 Department : Management
E-mail : [email protected] Code : MGT465
Teaching language : English Campus : Budapest
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
Organisations that excel in today’s rapidly changing business world know how to continuously innovate their products,services and
processes, or all of these at the same time.This course will focus on explaining the significance of innovation to organisations and
discuss the main challenges of product and process development.Building on the different experiences of SME’s,international
companies and diverse business sectors.
LEARNING GOALS/LEARNING OBJECTIVES :
1.3 Graduates will be capable to identify the stakes of a situation, analyse different options and evaluate their impact.
1.4 Graduates will know how to apply appropriate decision-making processes in the framework of their mission or tasks.
2.2 Graduates will demonstrate capacities of adaptation and problem-solving in managerial situations.
4.3 Graduates will demonstrate consideration for the economic and social dimensions of performance management.
ORGANISATION :
Lecture Seminar Other
Session 1 -------------------------------------------------------------------------------------------- 2,00 1,00
- The significance of innovation to business
P. K. Ahmed and C. D. Shepherd
(2010): Innovation Management.
Context, strategies, systems and
procesess, Pearson, Harlow -
Chapter 1
Session 2 -------------------------------------------------------------------------------------------- 1,00 2,00
- A new mindset for innovation: thinking out of the box
P. K. Ahmed and C. D. Shepherd
(2010): Innovation Management,
Chapter 2
Session 3 -------------------------------------------------------------------------------------------- 2,00 1,00
- Innovations in fast-changing, complex systems
P. K. Ahmed and C. D. Shepherd
(2010): Innovation Management,
Chapter 11
Session 4 -------------------------------------------------------------------------------------------- 1,00 2,00
- Corporate strategy and innovations
P. K. Ahmed and C. D. Shepherd
(2010): Innovation Management,
Chapter 3
Session 5 -------------------------------------------------------------------------------------------- 2,00 1,00
- Innovations and time: radical and incremental innovations
Session 6 -------------------------------------------------------------------------------------------- 1,00 2,00
- Kinds of innovations: product vs. process innovations
P. K. Ahmed and C. D. Shepherd
(2010): Innovation Management,
Chapter 5
Session 7 -------------------------------------------------------------------------------------------- 2,00 1,00
- Technology and innovations
P. K. Ahmed and C. D. Shepherd
(2010): Innovation Management,
Chapter 4
94
Session 8 -------------------------------------------------------------------------------------------- 1,00 2,00
- Humans side of innovation: leadership, culture and behaviour
P. K. Ahmed and C. D. Shepherd
(2010): Innovation Management,
Chapter 8-9
Session 9 -------------------------------------------------------------------------------------------- 2,00 1,00
- Entrepreneurial innovations and SMEs
Session 10 ------------------------------------------------------------------------------------------- 1,00 2,00
- Innovating on a global scale
P. K. Ahmed and C. D. Shepherd
(2010): Innovation Management,
Chapter 10
Session 11 ------------------------------------------------------------------------------------------- 2,00 1,00
- Innovations of social businesses
Session 12 ------------------------------------------------------------------------------------------- 3,00
- Visit to an innovative factory and a Hungarian social business
Session 13 ------------------------------------------------------------------------------------------- 3,00
- Visit to an innovative factory and a Hungarian social business
Session 14 ------------------------------------------------------------------------------------------- 1,00 2,00
- Knowledge, risk and financial management of innovations
P. K. Ahmed and C. D. Shepherd
(2010): Innovation Management,
Chapter 14
18,00 18,00 6,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 50
Written exam Individual 100 1,50
Midterm exam (ME) 25
Written exam Individual 100 1,50
Continuous assessment (CA) 25
Project Group 100
SUGGESTED FURTHER READINGS :
- V. Govindarajan and Chris Trimble (2010): The other side of innovation: solving the execution challenge. Harvard Business Press,
Boston
95
MGT466 - CRISIS MANAGEMENT
IDENTIFICATION :
Course title : CRISIS MANAGEMENT
Supervisor : DELI-GRAY Zsuzsa Semester : 07/08
Based in : Budapest - Office : B5 Department : Management
E-mail : [email protected] Code : MGT466
Teaching language : English Campus : Budapest
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
The course involves with a relatively new field of management the Crisis management. Crisis management is about "proactive
activities to respond to a major threat to a person, group or organization."(Nayor). The Crisis management course focuses on
different crisis methods, the Crisis Management Plan, the types of crisis, the special crisis management leadership competencies and
the models and theories of crisis management.
LEARNING GOALS/LEARNING OBJECTIVES :
1.3 Graduates will be capable to identify the stakes of a situation, analyse different options and evaluate their impact.
2.1 Graduates will have acquired interpersonal, relational and social skills required for managerial positions.
3.1 Graduates know the ethical principles which guide their profession.
ORGANISATION :
Lecture Seminar Other
Session 1 -------------------------------------------------------------------------------------------- 3,00
- Introduction: understanding the development (theory) of crisis management
Managing Crises (Pocket Mentor)
by Harvard Business School Press
(May 6, 2008)
Session 2 -------------------------------------------------------------------------------------------- 3,00
- Students should present a clear example of good or bad crisis management
Session 3 -------------------------------------------------------------------------------------------- 3,00
- Crisis prevention: the best way to present a crisis is to prevent it
Manager’s Guide to Crisis
Management (Briefcase Books
Series) by Jonathan Bernstein (Oct
17, 2011)
Session 4 -------------------------------------------------------------------------------------------- 3,00
- Types of crisis I. (natural, technological, personal, organizational,etc.)
Managing Crises (Pocket Mentor)
by Harvard Business School Press
(May 6, 2008)
Session 5 -------------------------------------------------------------------------------------------- 3,00
- Types of crisis II. – case studies : discussion of famous crisis situations
Session 6 -------------------------------------------------------------------------------------------- 3,00
- The crisis management plan: planning, development, execution of crisis
Managing Crises (Pocket Mentor)
by Harvard Business School Press
(May 6, 2008)
Session 7 -------------------------------------------------------------------------------------------- 3,00
- Communications in a crisis: the stages of crisis communication
Crisis Communications: A casebook
approach (Routledge
Communication Series) by Kathleen
Fearn-Banks (Sep 23, 2010)
Session 8 -------------------------------------------------------------------------------------------- 3,00
- Discussions : students will get different types of crisis situations
Crisis Communications: A casebook
96
approach (Routledge
Communication Series) by Kathleen
Fearn-Banks (Sep 23, 2010)
Session 9 -------------------------------------------------------------------------------------------- 3,00
- The crisis training : types of crisis training
Manager’s Guide to Crisis
Management (Briefcase Books
Series) by Jonathan Bernstein (Oct
17, 2011)
Session 10 ------------------------------------------------------------------------------------------- 3,00
- Cultural issues in crisis management: how to manage a crisis in a multicultural environment
Crisis Communications: A casebook
approach (Routledge
Communication Series) by Kathleen
Fearn-Banks (Sep 23, 2010)
Session 11 ------------------------------------------------------------------------------------------- 3,00
- Crisis recovery: the three steps
Manager’s Guide to Crisis
Management (Briefcase Books
Series) by Jonathan Bernstein (Oct
17, 2011)
Session 12 ------------------------------------------------------------------------------------------- 3,00
- : Learning from crises: Ethics and crisis management : business ethics during crisis
Managing Crises (Pocket Mentor)
by Harvard Business School Press
(May 6, 2008)
Session 13 ------------------------------------------------------------------------------------------- 3,00
- Students should prepare a Crisis Management Plan and present it
Session 14 ------------------------------------------------------------------------------------------- 3,00
- Summary of crisis management, preparing for the final exam
30,00 12,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 60
Written exam Individual 100 3,00
Midterm exam (ME)
Continuous assessment (CA) 40
Oral exam Individual 60
Oral exam Group 40
SUGGESTED FURTHER READINGS :
- Understanding Family Firms: Case Studies on the Management of Crises, Uncertainty and Change (SpringerBriefs in Business) by
Alan L. Carsrud and Malin Brännback (Sep 14, 2011)
- Case Studies in Crisis Communication: International Perspectives on Hits and Misses by Amiso M. George and Cornelius B. Pratt
(Mar 21, 2012)
- Websites given before course starts about the latest crisis
97
FIN463 - CORPORATE FINANCE (Jan-May)
IDENTIFICATION :
Course title : CORPORATE FINANCE
Supervisor : DELI-GRAY Zsuzsa Semester : 08
Based in : Budapest - Office : B5 Department : Finance
E-mail : [email protected] Code : FIN463
Teaching language : English Campus : Budapest
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
The aim of the course is to provide the students with the comprehensive understanding of the principles and techniques of corporate
finance and appying them to the main decisions faced by the financial manager.
LEARNING GOALS/LEARNING OBJECTIVES :
4.1 Graduates have command of the essential knowledge in the field of finance, theories, concepts, mechanisms and tools, both
in a national and international context.
4.2 Graduates have a good understanding of the corporate environment and the financial issues concerning their company, both
on a national and international level.
4.3 Graduates know how to interpret the financial statements of a company according to national and international norms, as well
as all elements of relevance concerning a company’s financial strategy.
ORGANISATION :
Lecture Seminar Other
Session 1 -------------------------------------------------------------------------------------------- 3,00
- Present and Future Value, Special Cash-Flows
Richard A. Brealey, Stewart C.
Myers, Franklin Allen (2013):
Principles of Corporate Finance.
ISBN: 0078034760.
Chapter 2
Session 2 -------------------------------------------------------------------------------------------- 3,00
- Special Cash-Flows
Richard A. Brealey, Stewart C.
Myers, Franklin Allen (2013):
Principles of Corporate Finance.
ISBN: 0078034760.
Chapter 2
Session 3 -------------------------------------------------------------------------------------------- 3,00
- Valuing Bonds
Richard A. Brealey, Stewart C.
Myers, Franklin Allen (2013):
Principles of Corporate Finance.
ISBN: 0078034760.
Chapter 3
Session 4 -------------------------------------------------------------------------------------------- 3,00
- Valuing Shares
Richard A. Brealey, Stewart C.
Myers, Franklin Allen (2013):
Principles of Corporate Finance.
ISBN: 0078034760.
Chapter 4
Session 5 -------------------------------------------------------------------------------------------- 3,00
- Stock Market Game
Richard A. Brealey, Stewart C.
Myers, Franklin Allen (2013):
Principles of Corporate Finance.
ISBN: 0078034760.
Chapter 4
Session 6 -------------------------------------------------------------------------------------------- 3,00
- Cash-flow, Investment decisions I
Richard A. Brealey, Stewart C.
Myers, Franklin Allen (2013):
Principles of Corporate Finance.
ISBN: 0078034760.
Chapter 5
98
Session 7 -------------------------------------------------------------------------------------------- 3,00
- Incestment decisions II
Richard A. Brealey, Stewart C.
Myers, Franklin Allen (2013):
Principles of Corporate Finance.
ISBN: 0078034760.
Chapter 6
Session 8 -------------------------------------------------------------------------------------------- 3,00
- Corporate financing
Richard A. Brealey, Stewart C.
Myers, Franklin Allen (2013):
Principles of Corporate Finance.
ISBN: 0078034760.
Chapter 13,14,15
Session 9 -------------------------------------------------------------------------------------------- 3,00
- Payout policy
Richard A. Brealey, Stewart C.
Myers, Franklin Allen (2013):
Principles of Corporate Finance.
ISBN: 0078034760.
Chapter 16
Session 10 ------------------------------------------------------------------------------------------- 3,00
- Debt policy
Richard A. Brealey, Stewart C.
Myers, Franklin Allen (2013):
Principles of Corporate Finance.
ISBN: 0078034760.
Chapter 17,18
Session 11 ------------------------------------------------------------------------------------------- 3,00
- Mergers
Richard A. Brealey, Stewart C.
Myers, Franklin Allen (2013):
Principles of Corporate Finance.
ISBN: 0078034760.
Chapter 31
Session 12 ------------------------------------------------------------------------------------------- 3,00
- Case Studies
Session 13 ------------------------------------------------------------------------------------------- 3,00
- Group presentations
Session 14 ------------------------------------------------------------------------------------------- 3,00
- Summary
42,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 50
Written exam Individual 100 3,00
Midterm exam (ME)
Continuous assessment (CA) 50
Project Individual 60
Project Group 40
99
FIN464 – INVESTING (Jan-May)
IDENTIFICATION :
Course title : INVESTING
Supervisor : DELI-GRAY Zsuzsa Semester : 08
Based in : Budapest - Office : B5 Department : Finance
E-mail : [email protected] Code : FIN464
Teaching language : English Campus : Budapest
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
Investing focuses both on financial and strategic aspects of investments. During the course participants can get a deep knowledge
on the most important financial products and learn how to value these financial instruments. Investing is necessary for everybody
who would like to get in any contact with investments and financial markets: for those who would like to work in financial institutions
(banks, investment funds etc.) or just would like to manage their own investments. The course is practice oriented: the sessions
start with theoretical presentation and follow with exercises and case studies to make participants understand deeply the given
problem. It requires basic studies of microeconomics and reliable knowledge in Microsoft Excel.
LEARNING GOALS/LEARNING OBJECTIVES :
1.1 Graduates will know the current theories and concepts of leadership.
1.2 Graduates will be capable to incorporate the global strategy of a company when completing a mission or leading a service.
4.1 Graduates have command of the essential knowledge in the field of finance, theories, concepts, mechanisms and tools, both
in a national and international context.
4.4 Graduates know how to implement the acquired knowledge in professional situations (in functions of auditing, controlling, risk
management, consulting and financial engineering).
ORGANISATION :
Lecture Seminar Other
Session 1 -------------------------------------------------------------------------------------------- 1,00 2,00
- Introduction
• Introductory lecture about financial products
• Discussion about the financial knowledge of the students
• VBA programming
Bodie-Kane-Marcus (2009):
Investments
Chapter 2 Page 23-53
Session 2 -------------------------------------------------------------------------------------------- 1,00 2,00
- Bonds I.
• CFs of bonds (interest bearing, zero coupon)
• Price of bonds (return, implicit return of zero coupon bonds, component prices,
gross and net price)
• Yield of bonds (yield to maturity)
Bodie-Kane-Marcus (2009):
Investments
Chapter 14 Page 445-448, 452-466
Session 3 -------------------------------------------------------------------------------------------- 1,00 2,00
- Shares I.
• Analysis of stock prices (daily log returns, independency, normal distribution)
• Measurement of risk
• Empirical vs. theoretical distribution of returns
• Risk and return of portfolios (correlation, diversification effect)
Bodie-Kane-Marcus (2009):
Investments
Chapter 5 Page 113-155
Chapter 7 Page 194-204
Session 4 -------------------------------------------------------------------------------------------- 1,00 2,00
- Derivatives I.
• Basic definitions of derivatives
• Forward, futures (definitions, prices, position values)
• Swaps (Interest rate, FX swap)
• Options (definitions, position charts, option strategies)
• VBA programming
Bodie-Kane-Marcus (2009):
Investments
Chapter 20 Page 671-681
Chapter 22 Page 759-787
Chapter 23 Page 788-822
Session 5 -------------------------------------------------------------------------------------------- 1,00 2,00
- Derivatives II.
• Options (binomial option pricing, Black-Scholes
option valuation)
• VBA programming
Bodie-Kane-Marcus (2009):
Investments
Chapter 21 Page 715-758
Session 6 -------------------------------------------------------------------------------------------- 1,00 2,00
- Derivatives III.
• Combined option positions
• Using options, sensitivities
• VBA programming
Bodie-Kane-Marcus (2009):
Investments
Chapter 20 Page 682-714
Session 7 -------------------------------------------------------------------------------------------- 1,00 2,00
- Bonds II.
• Yield curves (spot, forward, par)
• Term structure theories
• Risk of bonds (price/return relationship)
Bodie-Kane-Marcus (2009):
Investments
Chapter 15 Page 484-511
100
• Duration, Convexity Chapter 16 Page 512-525
Session 8 -------------------------------------------------------------------------------------------- 1,00 2,00
- Shares II.
• Efficient portfolio theory
• Capital Allocation Line, Capital Market Line
• Beta (regression, covariance)
• Security Market Line
• CAPM
Bodie-Kane-Marcus (2009):
Investments
Chapter 6 Page 156-188
Chapter 7 Page 204-243
Chapter 8 Page 244-259
Chapter 9 Page 280-300
Session 9 -------------------------------------------------------------------------------------------- 1,00 2,00
- Portfolio management
• Share portfolio management (active and passive techniques)
• Bond portfolio management (active and passive techniques)
Bodie-Kane-Marcus (2009):
Investments
Chapter 16 Page 530-552
Chapter 27 Page 925-949
Session 10 ------------------------------------------------------------------------------------------- 3,00
- Examples
Solving examples
Session 11 ------------------------------------------------------------------------------------------- 3,00
- Strategic Investments
Up-to-date sources
Session 12 ------------------------------------------------------------------------------------------- 3,00
- The Effects of Investments on Relations I.
Up-to-date sources
Session 13 ------------------------------------------------------------------------------------------- 3,00
- The Effects of Investments on Relations II.
Up-to-date sources
Session 14 ------------------------------------------------------------------------------------------- 3,00
- Summing-up
• Solving together a sample exam
• Clarification of questions
9,00 33,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 60
Written exam Individual 100 3,00
Midterm exam (ME)
Continuous assessment (CA) 40
Written exam Individual 30
Project Group 70
101
5th YEAR
102
Professionalisation major
“International Business”
(in Angers)
103
INT511 - BUSINESS COMMUNICATION IN AN INTERNATIONAL ENVIRONMENT
IDENTIFICATION :
Course title : BUSINESS COMMUNICATION IN AN INTERNATIONAL ENVIRONMENT
Supervisor : KERNEVEZ Lydia Semester : 09
Based in : Angers - Office : J1925 Department : Affaires Internationales
E-mail : [email protected] Code : INT511
Teaching language : English Campus : Angers
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
The module provides an advanced understanding of how communication can be optimized in international business. It is composed
of 4 main parts : Business and intercultural communication, International negotiation, Business habits in Latin America, Trade
Shows and Promotion. The first parts show how to adapt communication to international teams, examines cultural styles of
leadership and how culture affects human resource management and organizational design. The third part adresses various Latin
American Business singularities. The last part explains how to promote efficiently on foreign markets and how trade shows can
impact a company’s development abroad (selection of the right trade show, importance for a company to adapt its communication
(press, advertising) when entering a foreign.
LEARNING GOALS/LEARNING OBJECTIVES :
2.3 Graduates will demonstrate a global mindset and international perspective in their management tasks.
5.1 Graduates will be capable of adapting the communication strategy for a better promotion on international trade shows
5.2 Students develop an awareness on how culture impact business
ORGANISATION :
Lecture Seminar Other
Business and intercultural communication -------------------------------------------------------- 15,00
- Dimensions of Culture
- Review common building blocks of culture and definition
- How values such as religion have an impact on how we work
- Why do conflicts in communication arise?
Case Study to be prepared :
Daimler Chrysler Case
- The importance of Context
- Examines how History, Geography, Climate, External influences shape our
values and behaviors
- Eastern vs Western modes of thinking
Case Study to be prepared :
Ikea's Transformational leader
- Team Work and Leadership
- How cultural diversity affects teamwork
- Employee motivation
- Managerial leadership in an intercultural environment
Case Study to be prepared :
Schlumberger Profits from
Geocentric Staffing
- International Human Ressources Management
- How international companies need to adapt HR policies
- How firms recruit and select managers
- Expatriation-Opportunities and Challenges
- Performance appraisals
Case Study to be prepared :
They May Speak the Same
Language,
but...
- Organizational Design
- How does organization have an impact on performance for global companies Case Study to be prepared :
Fizz and Film- Pepsi in Middle East
International Negociation --------------------------------------------------------------------------- 6,00
Business Environment in Latin America ---------------------------------------------------------- 9,00
- The current geographical, historical and political situation of LATAM countries
Identify the current geographical, historical and political indicators that may affect
business with the region.
Report Doing Business in Colombia
(2013). Available at:
www,doingbusiness.org.
Report Doing Business in Mexico
(2012). Available at:
www,doingbusiness.org.
- The current economical situation of LATAM countries
Assess economical development of various LATAM countries. Jain, N. Lahiri, S. & Hausknecht, D.
(2013). Emerging market
multinationals location choice.
European Business Review, 25, 3,
263-280.
- Cultures and sub-cultures in LATAM
Revise cultural similarities and differences within the region. Friedrich, P., Mesquita, L., &
Hatum, A. (2006). The meaning of
difference: Beyond cultural &
managerial homogeneity
stereotypes of Latin America.
Management Research, 4, 1, 53-
71.
Lenartowicz, T. & Johnson, J.
(2003). A cross-national
104
assessment of values of Latin
America managers: Contrasting
hues or shades of gray? Journal of
International Business Studies, 34,
266-281.
Trade Shows and Promotion ----------------------------------------------------------------------- 12,00
- Major Players of the Trade Show Industry , Reasons to Participate
Trade shows : Criteria of selection.
Students will learn how to select the right trade show for their company taking into
account specific criteria.
- Optimizing your Trade Show participation
The objective of this course is to know how to organize and participate at a trade
show in an efficient way. This session is based on a case study that students’ will be
requested to prepare after the first session.
Case Study to be prepared
Hortifair
- The Importance of Values in International Communication
This session will focus on cultural values and how they impact a company’s
communication in a foreign country (language, translation, stereotypes, imagery…).
42,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 70
Written exam Individual 100 3,00
Midterm exam (ME)
Continuous assessment (CA) 30
Project Group 50
Written exam Individual 50
SUGGESTED FURTHER READINGS :
- Gary P. FERRARO The Cultural Dimension of International Business
- Geert HOFSTEDE, Culture's consequences : International differences in work-related values, 1980, Cultures and organizations :
Software of the mind, 1991, last ed. 2004
- Jeffrey E. CURRY A Short Course in International Negotiating, 2008
- Jeremy RIFKIN The Empathic Civilization, 2009
- Jonathan PASSMORE, Diversity in Coaching, 2009
- Mark MENDENHALL, Joyce OSLAND, Allan BIRD, Gary ODDOU,Martha MAZNEVSKI Global Leadership, 2008
- Nancy ADLER, International Dimensions of Organizational Behavior,1991, last ed. 2002
- Philippe D’IRIBARNE, Successful Companies in the Developing World,2007
- Albrecht SONNTAG, Les Identités du football européen, 2008
- RUTH P. STEVENS (2005), Trade Show and Event Marketing, Thomson (Racom Communication),
- XAVIER LUCRON (2001), Optimisez votre investissement salon, Les Editions Demos
- BARRY SISKIND (2005), Powerful Exhibit Marketing: The Complete Guide To Successful Trade Shows, Conferences And Consumer
Shows, Wiley
- Hernandez-Pozaz O & hernandez-Acosta J (2001) Determinant of music piracy in Puerto Rico, Proceedings AIMAC Conference
- Akhter S. & Pinto F. (2010), Can Bresilian firms survive the Chinese Challenge? effect of globalization on markets, strategies, and
Performance, European Business review, 23, 5, 52-523.
- Romero E. (2004), Latin America Leadership: El Patron & el lider moderno, Cross cultural Management, 11, 3, 25-37.
- Robertson ch. & Suarez C. (2009), An empirical test of peruvian subcultural values, Cross Cultural Management: an International
Journal, 16, 2, 215-229.
- RUTH P. STEVENS (2005), Trade Show and Event Marketing, Thomson (Racom Communication), 340p.
- BARRY SISKIND (2005), Powerful Exhibit Marketing: The Complete Guide To Successful Trade Shows, Conferences And Consumer
Shows, Wiley, 301 p.
- Lenartowicz, T. Roth, K. (2001). Does subculture within a country matter? A cross-cultural study of motivational domains and
business performance in Brazil. Journal of International Business Studies, 32, 2, 305-325.
105
INT512 - BUSINESS INTERNATIONALIZATION
IDENTIFICATION :
Course title : BUSINESS INTERNATIONALIZATION
Supervisor : KERNEVEZ Lydia Semester : 09
Based in : Angers - Office : J1925 Department : Affaires Internationales
E-mail : [email protected] Code : INT512
Teaching language : English Campus : Angers
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
This modules combines a course dealing with international business theory and a professionally oriented project applying trade
practices. The course studies how firms position themselves in global markets and diversify their activities across national borders. It
provides theory and approaches for assessing the global competitive context, decisions to enter markets, how to compete in global
markets and how to develop and implement a global strategy. The applied part involves small groups of students working on
international development projects elaborated by real companies.
LEARNING GOALS/LEARNING OBJECTIVES :
1.3 Graduates will be capable to identify the stakes of a situation, analyse different options and evaluate their impact.
2.1 Graduates will have acquired interpersonal, relational and social skills required for managerial positions.
5.1 Know how to handle the tools of international development advisors/export managers
ORGANISATION :
Lecture Seminar Other
International Business Strategies ------------------------------------------------------------------ 21,00
- Global Strategies
Consider various options facing Tata as it goes from an Indian company to a global
one : partnership, price leadership, premium services, consideration of geoographic
costs, acquisitions, executives from other countries
Reading: 1A. Managing
Differences: The Central Challenge
of Global Strategy
1B. Case: Tata
Consultancy Services: Globalization
of IT Services
- The competitive advantage of nations
1.How did the French become the dominant competitors?
2. What are the changes in the wine industry?
3. What advice would you offer to the French and Australian Ministers of Agriculture,
the French wine association, the owner of a Bordeaux vineyard?
Reading: 2A. The Competitive
Advantage of Nations
2B. Case: Global
Wine War 2009: New World versus
Old
- Foreign Market entries
1. Where would you invest? Why?
2. Has the ABC Programme been successful?
3. What benefits and drawbacks did this programme offer to Barloworld?
Reading: 3A. Strategies That Fit
Emerging Markets
3B. Case:
Barloworld: Action Learning in
Argentina, Brazil and Chile
- Cultural Distance and Entry mode
1.What is Euro Disney’s target market and what are the implications for the
development?
2.What aspects of the Disney park can be transferrable to Euro Disney?
3.What issues should a company think through before extending across boundaries?
Reading: 4A. Cultural
Distance Revisited
4B. Case: Euro
Disney
Group presentation:
Choose a multinational company,
analyze its modes of entry to
different markets. Analyze the
target emerging market’s
opportunities and threats, and
relate the country factor to the
company’s foreign market entry.
- Global Value chain
1. Compare Zara with an average retailer.
2.Was Galicia/Spain fertile ground for the emergency of an apparel retailing
powerhouse?
3.Evaluate Zara’s international mode of entry.
Reading: 5A. The Innovative
Organization: Creating Value
Through Outsourcing
5B. Case: Zara: Fast
Fashion
Group presentation:
Choose a company that outsources
part of the operation. Focus on the
decision on outsourcing and the
country chosen for outsourcing.
Analyze how the decision process
of outsourcing or not outsourcing is
a learning experience.
- Strategy and Structure
1.Does SK-II have the potential to become a global brand? Reading: 6A. Regional
106
2.Which of the three market options should Paolo Decesare recommend to the GLT?
3.What are the implications for P&G’s new organization? What support or resistance
do you expect?
Strategies for Global Leadership
6B. P&G Japan: The SK-
II Globalization Project
Group presentation:
Present a multinational company’s
different/or similar strategy in
foreign subsidiaries. Focus on the
competing demands between local
responsiveness, global integration,
and worldwide diffusion of
innovation.
- International Alliance
1.What are the issues with international partnerships?
2.What can you do to reduce the difficulty of managing such partnerships?
3.Can a broken mirror be repaired?
Reading: 7A. Distance Still
Matters: The Hard Reality of Global
Expansion
7B. Danone &
Wahaha: A Bitter-Sweet
Partnership
Group presentation:
Choose a company that forms
alliances with companies from a
different country. Analyze the
challenges of alliances including
intellectual property and
relationship management.
- Corporate Social Responsibility
1.How can Orange grow in Cameroon?
2.How does Orange deal with the challenges?
3.What is the impact of the government in a country like Cameroon?
Reading: 8A. Strategy &
Society
8B. Orange
Cameroon: A Global
Telecommunications Company in
Africa
Group presentation:
Choose a company that expresses
its corporate social responsibility or
social mission overseas. Analyze
the opportunities and challenges of
maintaining the social mission.
International Developement project --------------------------------------------------------------- 21,00
- International Development project Methodology
- Tutorial 1
Presentation of the export project by the company and discussion of expected results Reading : description of the export
project submitted by the company
- Tutorial 2
Presentation by groups of progress. Feedback on direction and progress of project
and general orientation.
Each group will prepare the
relevant data and information
regarding the market study and
competition
- Tutorial 3
Presentation by group of progress. Advice on written project and oral presentation. Each group will prepare the
relevant data and information
regarding the distribution and
communication strategy.
21,00 21,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 50
Written exam Individual 100 3,00
Midterm exam (ME)
Continuous assessment (CA) 50
Project Group 100
107
INT513 - GLOBAL SUPPLY CHAIN MANAGEMENT
IDENTIFICATION :
Course title : GLOBAL SUPPLY CHAIN MANAGEMENT
Supervisor : KERNEVEZ Lydia Semester : 09
Based in : Angers - Office : J1925 Department : Affaires Internationales
E-mail : [email protected] Code : INT513
Teaching language : English Campus : Angers
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
The educational goal is to make the students fully understands the logistic process and the supply chain management in an
international context. It gives key learning material to make students capable of mentioning and analysing the drivers of a supply
chain performance. The courses discusses the criteria governing supply chain and planning decisions. It provides information on
European Union's performances based on a profound understanding of historical and contemporary processes. On completion of this
module students are able to plan the logistics activities of a firm and understand how the components of the supply chain
management are connected to each other. Students are also able to make decisions on whether it is profitable to outsource these
activities (or part of them) instead of performing them in house.
LEARNING GOALS/LEARNING OBJECTIVES :
1.3 Graduates will be capable to identify the stakes of a situation, analyse different options and evaluate their impact.
5.1 Understand the basic functions of the different members of a supply chain and their interaction
5.2 Know how to handle the tools of supply chain managers and their potential effects
ORGANISATION :
Lecture Seminar Other
Global Supply Chain Management ----------------------------------------------------------------- 18,00
- Introduction to SCM
Introduction to Supply Chain Management
Replenishment cycle
Lead time
Exercise: comparing book supply
chains
Amazon.com vs bookstore chain
Barnes & Noble
- Strategy and SCM
Strategic fit : drivers
Network design
Exercice in groups/Pharmaceutical
company case
- Supply Chain optimization
Efficient / reactive supply chain
Agile supply chain
Logistics of footwear in France
Practical cases : footwear logistics
in France and shirt distributor in
the USA
- Risk Management
Recovery plans
Business contingency planning
Supplier risk management
Supplier diversification
Supplier selection
Contracts
•Collaboration and coordination
Case study : the beer Game
International Logistics management --------------------------------------------------------------- 24,00
- Introduction to international logistics and SMC
-An introduction to the course
-The evolution of logistics and SMC
- The grand purpose of SCM
- Key SCM functions and activities
Reading :
MGSC Chapter 1
Mini Case - FLOWERS B.V.
Kopczak, L.R. and Jonhson, M. Eric
(2003), "The Supply Chain
Management Effect", MIT Sloan
Management Review, Vol. 44, N°3,
pp. 27-34.
Mentzer, T., de Witt, W. Keebler,
J., Min, S., Nix, N., Smith, C. &
Zacharia, Z. (2001):
Defining supply chain management.
Journal of Business Logistics, Vol.
22, No. 2, pp. 1-26.
- The global context of logistics and supply chain management
The importance of logistics & SCM in global value chains
- The global environment of logistics and scm
- Risk and complexity in managing cross-border operations
- Barriers and constraints in going international
Reading :
MGSC Chapter 14
CASE: Kay, M. J.: Toys "R" Us
Japan, CLM Case Study (Access
through sitescape)
Manuj, Ila and John T. Mentzer
(2008). "Global Supply Chain Risk
Management," Journal
108
of Business Logistics, Vol. 29, No.
1, pp. 133-155.
- Supply chain organization and management principles
- Organisation, coordination and integration issues in the global supply chain
- The Bullwhip effect
- From transaction to intra- and inter-organisational relationships
- Supply chain collaboration methods and initiatives
Reading :
MGSC Chapters 2, 3
CASE - A pain in the (supply) chain
(Access through sitescape)
7. Lee H. L., Padmanabhan, V. &
Wang, S. (1997): The Bullwhip
Effect in Supply Chains
Sloan Management Review, Vol.
38, No. 3, pp. 93-102.
- Managing production systems and processes
- Milestones in the history of production
- Lean Production, JIT and Toyota Production system
-Inventory control
Reading :
MGSC, Chapter 6
Holweg, M. (2002): The genealogy
of lean production, in: Journal of
Operations
Management, Vol. 25, No. 2, pp.
420-437.
Levy, David (1997): Lean
Production in an international
Supply Chain, in: Sloan
Management Review, Vol 38, No. 2,
pp. 94-102.
- Managing Supply Networks
- Outsourcing, global sourcing, off-shoring
- Sourcing Strategies
- The Suyppky Innovative interface
- Platform and product architecture
SCLM Chapters 7, 8
Christiansen, P. E. & Maltz, A.
(2002) Becoming an "Interesting"
Customer: Procurement
Strategies for buyers without
leverage. International Journal of
Logistics , Research and
Applications 5 (2) pp. 177-195.
Tallman, S. (2011), "Offshoring,
outsourcing, and strategy in the
global firm", AIB Insights,
Vol. 11., No. 1, pp. 3-7.
- Managing Logistics and distribution activities
- The strategic role of marketing, logistics and distribution
- Managing marketing and distribution channels in foreign markets
- International logistics
- The global logistics environment and challenges for distribution
SCLM Chapters 5, 9
Flint, D. (2004). "Strategic
marketing in global supply chains:
four challenges",
Industrial Marketing Management,
Vol. 33, pp. 45-50.
Cooper, J. C. (1993). "Logistics
strategies for global businesses",
International Journal of
Physical Distribution and Logistics
Management, Vol. 23, No. 4, pp.
12-23.
- Supply Chain Strategy and Design
- SCM and the strategy hierarchy
- Supply Chain strategic levers and decision making components
- generic supply chain strategies and configurations
- Supply cahin design, mass customization and postponement
Reading :
SCLM Chapter 12
Fisher, M. (1997): What is the
Right Supply Chain for Your
Product. Harvard Business
Review, Vol. 75, No.2, pp. 105-
116.
Christopher, M., Peck, H. and
Towill, D. (2006), "A taxonomy for
selecting global supply
chain strategies", The International
Journal of Logistics Management,
Vol. 17, No. 2, pp.
277-287.
Pagh, J. D. & Cooper, M.C. (1998)
Supply Chain Postponement and
speculation strategies, Journal of
Business Logistics.19 (2) pp. 13-
34.
- International Logistics management recap/Evaluation/Closing Comment
- Current trands, strategies and challenges
- "What's in it for me?", salient features of the course, key learning points,
managerial implications
Reading :
Hameri, A-P. and Hintsa, J. (2009).
"Assessing the drivers of change for
cross-border supply
chains", International Journal of
109
Physical Distribution & Logistics
Management, Vol. 39,
No. 9, pp. 741-761.
Case study to be prepared :
"Turning into clients needs:
matching supply and demand for
the television tuner division at
infineon asia -Pacific"
42,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 70
Written exam Individual 100 3,00
Midterm exam (ME)
Continuous assessment (CA) 30
Project Group 50
Written exam Individual 50
SUGGESTED FURTHER READINGS :
- Skjøtt-Larsen, T., Schary, P.B., Mikkola, J.H. and Kotzab, H. (2007), Managing the Global
- Kopczak, L. R. and Johnson, M. Eric (2003): The Supply-Chain management effect. MIT
- Mentzer, T., de Witt, W. Keebler, J., Min, S., Nix, N., Smith, C. & Zacharia, Z. (2001):
- Manuj, Ila and John T. Mentzer (2008). "Global Supply Chain Risk Management," Journal of Business Logistics, Vol. 29, No. 1, pp.
133-155.
- Lee H. L., Padmanabhan, V. & Wang, S. (1997): The Bullwhip Effect in Supply Chains Sloan Management Review, Vol. 38, No. 3,
pp. 93-102.
- Holweg, M. (2002): The genealogy of lean production, in: Journal of Operations Management, Vol. 25, No. 2, pp. 420-437.
- Levy, David (1997): Lean Production in an international Supply Chain, in: Sloan Management Review, Vol 38, No. 2, pp. 94-102.
- Christiansen, P. E. & Maltz, A. (2002) Becoming an "Interesting" Customer: Procurement Strategies for buyers without leverage.
International Journal of Logistics , Research and Applications 5 (2) pp. 177-195.
- Tallman, S. (2011), "Offshoring, outsourcing, and strategy in the global firm", AIB Insights, Vol. 11., No. 1, pp. 3-7.
- Flint, D. (2004). "Strategic marketing in global supply chains: four challenges",Industrial Marketing Management, Vol. 33, pp. 45-
50.
- Min, H. (1996): Distribution Channels in Japan: challenges and opportunities for the Japanese market entry International Journal of
Physical Distribution and Logistics Management, Vol. 26, No. 10, pp. 22–36.
- Cooper, J. C. (1993). "Logistics strategies for global businesses", International Journal of Physical Distribution and Logistics
Management, Vol. 23, No. 4, pp. 12-23.
- Rashid, M.A., Hossain, L. and Patrick, J.D. (2001), The evolution of ERP systems. A historical perspective, in: Entreprise resource
planning – global opportunities & challenges, Idea group publishing, pp. 1-16.
- Premkumar, G. P. (2000). Interorganization Systems and supply chain management: An information processing perspective.
Information Systems Management. Summer. pp. 56-69.
- Evgeniou, T. (2002). Information Integration and Information Strategies for Adaptive Enterprises, European Management Journal,
Vol.20,No 5, pp.486-494.
- Carter, Craig, Rogers, Dale (2008): A framework of sustainable supply chain management: moving toward new theory, in:
International Journal of Physical Distribution & Logistics Management, Vol 38, No 5, pp. 360-387.
- Fisher, M. (1997): What is the Right Supply Chain for Your Product. Harvard Business Review, Vol. 75, No.2, pp. 105-116.
- Christopher, M., Peck, H. and Towill, D. (2006), "A taxonomy for selecting global supply chain strategies", The International
Journal of Logistics Management, Vol. 17, No. 2, pp. 277-287.
- Pagh, J. D. & Cooper, M.C. (1998) Supply Chain Postponement and speculation strategies: How to choose the right strategy.
Journal of Business Logistics.19 (2) pp. 13-34.
- Hameri, A-P. and Hintsa, J. (2009). "Assessing the drivers of change for cross-border supply chains", International Journal of
Physical Distribution & Logistics Management, Vol. 39,No. 9, pp. 741-761.
110
INT514 - INTERNATIONAL TRADE ENVIRONMENT
IDENTIFICATION :
Course title : INTERNATIONAL TRADE ENVIRONMENT
Supervisor : KERNEVEZ Lydia Semester : 09
Based in : Angers - Office : J1925 Department : Affaires Internationales
E-mail : [email protected] Code : INT514
Teaching language : English Campus : Angers
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
The aim of this module is to make the students familiar with key principles and daily practices governing the international trade
environment. 3 topics are adressed : Business Ethics, International monetary System and Doing Business in.... Business Ethics
studies the implications of corporate responsability and tax policy for social welfare and real-world business environments. The
second one deals with the interplay between money, finance and governance in the international system. It analyses theories of
money and the evolution of the international monetary system . A focus is given to contemporary risk management strategies in
regards to exchange rate and financial operations. The third part highlights realistic ways and methods of doing business in
emerging markets. On completion of this module, students are aware of cultural, moral, financial as well as practical risks to be dealt
with when breaking into foreign markets.
LEARNING GOALS/LEARNING OBJECTIVES :
1.2 Graduates will be capable to incorporate the global strategy of a company when completing a mission or leading a service.
2.3 Graduates will demonstrate a global mindset and international perspective in their management tasks.
3.1 Graduates know the ethical principles which guide their profession.
5.1 Students are able to adress issues related to the social efficiency of the market, corporate social responsability, tax
structure and distributive justice in developped countries
5.2 Students understand the interplay between money, finance and governance in the international system
5.3 Students are aware of contemporary risk management strategies in regards to exchange rate and financial operations
5.4 Students know usual business practices on emerging markets and can apply them in a professional environment
ORGANISATION :
Lecture Seminar Other
Business Ethics -------------------------------------------------------------------------------------- 12,00
- Introduction
Case studies:
- Mobile First smart phone.
- The Case of the Sole Remaining Supplier.
- Easy on the Wallet or Easy on the Earth.
News and media:
- BBC radio: Is there a moral limit to economic growth?
Self-presentation of students and
exploratory dialog about business
ethics.
- Allocative efficiency and the ethics of the market
- Market efficiency and welfare maximization. What is this all about?
- Perfect market vs. free market.
Practical activities:
- Classroom experiment to illustrate market failure (the lemon principle).
Papers:
, Is Shareholder Wealth
Maximization Immoral? by John
Dobson in Financial Analyst
Journal, Vol. 55, No 5, 1999.
, Profit Maximization: The
Ethical Mandate of Business, by
Patrick Primeaux and John Stieber
in Journal of Business Ethics, Vol.
13, No 4, 1994.
, Business Ethics in a
Competitive Market, by Julianne
Nelson in Journal of Business
Ethics, Vol. 13, No 9, 1994.
News and media:
, BBC Radio, business
daily: Innovation.
- Stockholders or society? Outlining corporate social responsibility
- Stockholders vs. stakeholders. Implication for profit-maximization.
- Stakeholders and firms’ decision-making.
Papers:
, The Case For and
Against Business Assumptions of
Social Responsibilities, by Keith
Davis in Academy of Management
Journal, Vol. 16, Nº. 2, 1973.
, The Social Responsibility
of Business Is to Increase Its
Profits, by Milton Friedman in
Ethical Issues in Business. A
Philosophical Approach. By Thomas
Donaldson (comp), (Prentice Hall,
2002).
111
- Welfare regimes and women participation in the job market
- Distributive justice and tax structures in OECD countries.
- Institutional determinants of women participation in the job market.
Practical activities:
- Classroom experiment to illustrate distributive justice.
Books:
, Comparative Welfare
Regimes Re-examined, in Social
Foundations of Post-industrial
Economies. By Gosta Esping-
Andersen (Oxford University Press,
2000).
, A New Gender Contract,
in Why We Need a New Welfare
State. By Gosta Esping-Andersen
(Oxford University Press, 2002).
Inrternational Monetary System ------------------------------------------------------------------- 15,00
- Theories of Money:
The Metallist School of Money
The Nominalist School of Money
Money and Power
International Currencies
Reading :
Graeber, D. (2011) Debt: The First
5000 Years
Ingham, G. (2004) The Nature of
Money, Chap. 1 and 2.
Ingham, G. (2006) Further
reflections on the ontology of
money: responses to Lapavitsas
and Dodd
Ferguson, N. (2001) The Cash
Nexus: Money and Power in the
Modern World
Cohen, B.J (1998) The Geography
of Money, pp. 1-46.
Question to discuss :
Hegemonic Stability Theory vs.
Benign Competition Theory Debate
in International Currencies? Why?
- The history
The Gold Standard
Bretton Woods
From Fixed to Flexible Exchange Rates
The Exorbitant Privilege
Coping with Dollar Shocks
Reading :
Knafo S. (2006)
Eichengreen B. (2008)
Rodrik D. (2011)
Gavin, F. (2003)
Henning C.R. (1998)
Cohen B. J. (2006)
Strange, S. (1986)
Questions for Discussion:
What parallels exist between the
British pound and the US dollar?
Did the dollar benefit or hurt the
US?
Can international business operate
more easily under a flexible
exchange rate system?
- The Arrival of the Euro and Its Troubles
The History Behind the Single Currency
The Euro Framework
The International Role of the Euro
The Euro vs. The Dollar Debate
The Future of the Euro
Reading :
Eichengreen, B. (2008)
Marsh, D. (2009)
Jabko, N. (2010)
McNamara, K.R. (1998)
De Grauwe, P. (2006)
Cafruny A. and M. Ryner (2007)
Cohen, B.J. (2003)
Chinn, M. and J. Frankel (2008)
Otero-Iglesias, M. (2011)
Trichet, J.C. (2011)
Bergsten F. and J.F. Kirkegaard
(2012).
Questions for Discussion :
There is a lot of talk about political
union. Germany is calling for it?
What is the German Strategy? Will
it work? What is France’s strategy?
- Causes of the Global Financial Crisis
The Savings Glut Theory
Financial Engineering Theory
The Democratisation of Finance Theory
The Triffin Dilemma Theory
Reading :
Helleiner, E. (1994)
Strange S. (1998)
Rodrik, D. (2011)
Minsky, H. (1986)
Bernanke, B. (2005)
Rajan, R.R. (2010)
112
Ferguson, C.H. (2010)
Zhou, X. (2009)
Chin, G. and Y. Wang (2010)
Hudson, M. (2010) Wolf, M.
(2010b)
Assignment
- The Great Recession and Its Aftermath
Choice of Currency
Method of Payment
Financing of Trade
Reading :
Wolf, M. (2011)
Bank of England (2011)
Morgan, P. (2011)
Trichet, J.C. (2010)
The Economist (2012)
Hudson, M. (2010)
Wolf, M. (2010b)
Otero-Iglesias & Steinberg (2012)
Padoa-Schioppa, T. (2010)
Chey, H-K. (2012)
Learning points from the
assignment
Doing Business in... --------------------------------------------------------------------------------- 15,00
- Doing Business in European Eastern countries
- Doing Business in Middle Est countries
- Doing Business in Asia
- Doing Business in Russia
42,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 70
Written exam Individual 100 3,00
Midterm exam (ME)
Continuous assessment (CA) 30
Written exam Individual 50
Oral exam Group 50
SUGGESTED FURTHER READINGS :
- Capitalism and Freedom. By Milton Friedman (University of Chicago Press, 2002).
- Individualism and Economic Order. By F.A. Hayek (University of Chicago Press, 1958).
- The Mystery of Capital. Why Capitalism Triumphs in the West and Fails Everywhere Else? By Hernando de Soto (Black Swan,2000).
- Using the Market for Social Development, by Milton Development, by Milton 08, Nº 3, 1989.
- "Wealth Maximization Revisited," by Richard Posner in Journal of Law, Ethics & Public Policy, Vol. 02, 1985.
- Stakeholder Theory and Organizational Ethics. By Robert Phillips (Berrett-Koehler Publisher, 2003).
- Capitalism and Freed. By Milton Friedman (University of Chicago Press, 2002).
- Corporations and Conscience: the Issues, by Daniel Bell and others in Sloan Management Review, Vol. 13, Nº 1, 1971.
- "The Social Responsibility of Business Is to Increase Its Profits," by Milton Friedman in Ethical Issues in Business. A Philosophical
Approach. By Thomas Donaldson (comp), (Prentice Hall, 2002).
- "The Case For and Against Business Assumptions of Social Responsibilities," by Keith Davis in Academy of Management Journal,
Vol. 16, Nº. 2, 1973.
- "A Kantian Approach to Business Ethics," by Norman Bowie in Ethical Issues in Business. A Philosophical Approach. By Thomas
Donaldson (comp), (Prentice Hall, 2002).
- A Theory of Justice. By John Rawls (Harvard University Press, 1999, revised edition).
- Social Foundations of Postindustrial Economies. By Gosta Esping-Andersen (Oxford University Press, 2000).
- After Progress. American Social Reform and European Socialim in the Twentieth Century. By Norman Birnbaum (Oxford University
Press, 2001).
- "Some Reasons for the Maximin Criterion," by John Rawls in The American Economic Review, Vol.64, Nº 2, 1974.
- "Distributive Justice, Welfare Economics, and the Theory of Fairness," by Hal R. Varian in Philosophy and Public Affairs, Vol. 4, Nº
3, 1975.
- "Distributive Justice," by Robert Nozick in Philosophy and Public Affairs, Vol. 3, Nº 1, 1973.
- Graeber, D. (2011) Debt: The First 5000 Years, New York: Melville House Publishing, pp. 1-42
- Ingham, G. (2004) The Nature of Money, Cambridge: Polity. Chap. 1 and 2.
113
- Ingham, G. (2006) Further reflections on the ontology of money: responses to Lapavitsas and Dodd, Economy and Society, 35(2),
pp. 259-78.
- Ferguson, N. (2001) The Cash Nexus: Money and Power in the Modern World, London: Allen Lane. Section 2.
- Cohen, B.J (1998) The Geography of Money, New York, Cornell University Press, pp. 1-46.
- Knafo, S. (2006) The Gold Standard and the Origins of the Modern International System, Review of International Political Economy,
13(1), pp.78-102.
- Eichengreen, B. (2008) Globalizing Capital: A History of the International Monetary System, Princeton: Princeton University Press,
Chapters 2, 3 and 4.
- Rodrik, D. (2011) The Globalisation Paradox, Oxford: Oxford University Press. Ch. 4.
- Gavin, F. (2003) Ideas, Power and the Politics of US International Monetary Policy during the 1960s, in J. Kirshner (ed.) Monetary
Orders: Ambiguous Economics, Ubiquitous Politics, New York: Cornell University Press.
- Henning, C.R. (1998) Systemic Conflict and Regional Monetary Integration: The Case of Europe, International Organization, 52(3),
537-73.
- Cohen, B. J. (2006) The Macrofoundations of Monetary Power, in D. M. Andrews (ed.) International Monetary Power, Ithaca,
Cornell University Press, 31-50.
- Strange, S. (1986) Casino Capitalism, Oxford, Blackwell. Chapters 1-3.
- Eichengreen, B. (2008) Globalizing Capital: A History of the International Monetary System, Princeton: Princeton University Press,
Chapter 5.
- Marsh, D. (2009) The Euro: The Politics of the New Global Currency, New Haven, Yale University Press. Chapter 3, 6.
- Jabko, N. (2010) The hidden face of the euro, Journal of European Public Policy, 17(3), 318-34.
- McNamara, K.R. (1998) The Currency of Ideas: Monetary Politics in the European Union, Ithaca and London, Cornell University
Press. Chapters 6-7.
- De Grauwe, P. (2006) What Have we Learnt about Monetary Integration since the Maastricht Treaty, Journal of Common Market
Studies, 44(4), 711-30.
- Cafruny A. and M. Ryner (2007) Monetary Union and the Transatlantic and Social Dimensions of Europe´s Crisis, New Political
Economy, 12(2), pp. 141-65.
- Cohen, B.J. (2003) Global Currency Rivalry: Can the Euro Ever Challenge the Dollar? Journal of Common Market Studies, 41(4),
575-95.
- Chinn, M. and J. Frankel (2008) Why the Euro Will Rival the Dollar, International Finance, 11(1), 49-73.
- Otero-Iglesias, M. (2011) The Euro vs. Dollar Debate: A Review, Working Paper 5/2011, Real Instituto Elcano, Madrid, February 7.
- Trichet, J.C. (2011) Building Europe, Building Institutions, Speech on receiving the Karlspreis, Aachen, June 2.
- Bergsten F. and J.F. Kirkegaard (2012) The Coming Resolution of the European Crisis, Policy Brief 12-1, Peterson Institute for
International Economics.
- Helleiner, E. (1994) States and the Reemergence of Global Finance: From Bretton Woods to the 1990s, Ithaca, NY, Cornell
University Press. Ch. 4,5,6.
- Strange S. (1998) Mad Money, Manchester, Manchester University Press. Chapters 1,2, 8 and 9,
- Rodrik, D. (2011) The Globalization Paradox, Oxford, Oxford University Press, Ch. 5.
- Kindleberger, C. (1978, 2011) Manias, Panics and Crashes: A History of Financial Crises, New York: Palgrave Macmillan. Chapters
1-3 and 14-15
- Minsky, H. (1986) Stabilising an Unstable Economy Yale University Press. Ch. 12
- Bernanke, B. (2005) The Global Saving Glut and the US Current Account Deficit, Sandridge Lecture, Virginia Association of
Economics, Richmond, Virginia, March 10.
- Rajan, R.R. (2010) Fault Lines: How Hidden Fractures Still Threaten the World Economy, Princeton and Oxford, Princeton
University Press, pp. 1-45.
- Zhou, X. (2009) Reform of the International Monetary System, Speeches, People’s Bank of China, 23 March.
- Chin, G. and Y. Wang (2010) Debating the International Currency System, China Security, 6(1), 3-20.
- Hudson, M. (2010) Why the US has Launched a New Financial World War – And How the Rest of the World Will Fight Back,
CounterPunch, October 11.
- Wolf, M. (2010) Why America is going to win the global currency battle, Financial Times, October 2012,
- Wolf, M. (2011) Why British fiscal policy is a huge gamble, Financial Times, 28 April.
- Wolf, M. (2012) A hard slog in the foothills of debt, Financial Times, 13 March.
- Bank of England (2011) Quantitative Easing Explained, Bank of England, Available online.
- Morgan, P. (2011) Impact of US Quantitative Easing Policy on Emerging Asia, ADBI Working Paper Series, Asian Development Bank
Institute, November.
- Trichet, J.C. (2010) Stimulate no more – it is now time for all to tighten, Financial Times, July 22.
- The Economist (2012) Draghi strickes back II, The Economist, 29 February.
- Hudson, M. (2010) Why the US has Launched a New Financial World War – And How the Rest of the World Will Fight Back,
CounterPunch, October 11.
- Wolf, M. (2010) Why America is going to win the global currency battle, Financial Times, October 2012.
- Otero-Iglesias & Steinberg (2012) Reframing the euro vs. dollar through the perceptions of financial elites in key dollar-holding
countries, Review of International Political Economy, 19 March.
- Padoa-Schioppa, T. (2010) The Ghost of Bancor: The Economic Crisis and Global Monetary Disorder, Louvain-la-Neuve, 25
February.
- Chey, H-K. (2012) Theories of International Currencies and the Future of the World Monetary Order, International Studies Review,
14, 51-77.
114
Professionalisation major
“Corporate Finance”
(in Angers)
115
FIN531 - MANAGEMENT CONTROL AND REPORTING
IDENTIFICATION :
Course title : MANAGEMENT CONTROL AND REPORTING
Supervisor : BEN HMIDEN Oussama Semester : 09
Based in : Angers - Office : J1913 Department : Finance
E-mail : [email protected] Code : FIN531
Teaching language : English Campus : Angers
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
The module aims to provide students with an understanding of strategic management accounting, the management control systems,
as well as the use of management accounting information in the financial and operating decision making process. It details the
processes for defining strategic objectives, measuring performance, analyzing, reporting and reviewing performance. The
performance management processes allow organizations to define and communicate their strategies, measure, report and monitor
progress in order to manage and improve business performance. Particular attention is given to the management control
environment and process.
LEARNING GOALS/LEARNING OBJECTIVES :
1.4 Graduates will know how to apply appropriate decision-making processes in the framework of their mission or tasks.
5.1 Understand managerial decision making and strategic management accounting.
5.2 Understand the management control environment and process.
5.3 Introduce the student to the rationale for acquiring and implementing ERP systems used by a financial controller through
the use of business cases studies.
ORGANISATION :
Lecture Seminar Other
Strategic management accounting ---------------------------------------------------------------- 15,00
- Traditional cost accounting methods
Review of different types of cost behavior
Direct/indirect costs, Variable/Fixed costs, Volume-Profit relationship, Contribution
Margins
Using Break-even analysis for better planning
Horngren and all (2009), Cost
accounting: a managerial
emphasis, thirteenth edition, p 52.
- How cost behave
Cost Object
Cost behavior
Understanding cost behavior to cost products
Activity based costing
Nonmanufacturing Costs as Product Costs
Horngren and all (2009), Cost
accounting: a managerial
emphasis, thirteenth edition, p
362.
- Customer profitability analysis
Tracing Marketing-Related Costs to Customers
Managing customer Profitability
Atkinson and all (2012),
Management accounting:
information for decision-Making and
strategy execution, Sixth Edition, p
242.
- Decision-making
Opportunity Costs, Outsourcing and constraints
Equipment-Replacement
Decisions
Qualitative Factors
Atkinson and all (2012),
Management accounting:
information for decision-Making and
strategy execution, Sixth Edition,
p86.
- Elements of budgeting
Business planning and budgeting
Types of budgets
Flexible budgets, direct-cost variances and management control
Flexible budgets, overhead cost variances and management control
Horngren and all (2009), Cost
accounting: a managerial
emphasis, thirteenth edition, p
206.
Horngren and all (2009), Cost
accounting: a managerial
emphasis, thirteenth edition, p
250.
Performance management and reporting --------------------------------------------------------- 15,00
- Performance measurement
Goals of performance evaluation systems
Limitation of financial performance measurement
Bamber, Braun and Harrison
(2008), Managerial accounting, p
691.
- Measuring the financial performance of cost, revenue and profit centers
Cost center performance reports
Profit center performance reports
Revenue center performance reports
Bamber, Braun and Harrison
(2008), Managerial accounting, p
705.
- Measuring the financial performance of investment centers
116
Return on Investment
Residual Income
Economic Value Added
Limitation of financial performance measures
Bamber, Braun and Harrison
(2008), Managerial accounting, p
691.
- The balanced Scorecard
The four perspectives of the Balanced Scorecard Kevin Hendricks, Larry Menor and
Christine Wiedman, "The balanced
scorecard: to adopt or not to adopt
it?", Ivey Business Journal,
November/December 2004.
- Benchmarking
Different stages
Practices
Atkinson and all (2012),
Management accounting:
information for decision-Making and
strategy execution, Sixth Edition,
p299.
Sik Wah Fong, Eddie W.L. Cheng
and Danny C.K. Ho,
"Benchmarking: a general reading
for management practitioners",
Management Decision 36/6 (1998),
pp. 407-418.
Behavioural Management Control ------------------------------------------------------------------ 12,00
- Motivation in management control
Provision of course documentation
- Behavioral implications of management control
Provision of course documentation
- Behavioral implications of management control
Provision of course documentation
- Case study
42,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 70
Written exam Individual 100 3,00
Midterm exam (ME)
Continuous assessment (CA) 30
Project Group 100
SUGGESTED FURTHER READINGS :
- BHIMANI A. et al (2008), Management and cost accounting, Fourth Edition, Ed Prentice Hall, 959p.
- BAMBER L..S. et al (2008), Managerial accounting, Pearson International Edition, 788 p.
- KAPLAN R.S., NORTON D.P. (1996), « The balanced scorecard », Harvard business school press, 322 p.
117
FIN532 - ADVANCED CORPORATE FINANCE
IDENTIFICATION :
Course title : ADVANCED CORPORATE FINANCE
Supervisor : BEN HMIDEN Oussama Semester : 09
Based in : Angers - Office : J1913 Department : Finance
E-mail : [email protected] Code : FIN532
Teaching language : English Campus : Angers
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
This module consists on an in-depth study of the use of information contained in financial reports in various business decision-
making contexts with an emphasis on how decisions on the financing side of a firm’s business can create or destroy value. We will
develop the ideas and tools that help student make decisions. This module includes several days of case studies as well as
testimonials of professionals from the corporate world.
LEARNING GOALS/LEARNING OBJECTIVES :
1.4 Graduates will know how to apply appropriate decision-making processes in the framework of their mission or tasks.
3.1 Graduates know the ethical principles which guide their profession.
5.1 Formalise method, tools and idea to assist in decision-making
5.2 Understand and analyze real-world corporate finance problems
ORGANISATION :
Lecture Seminar Other
Advanced Financial Analysis ------------------------------------------------------------------------ 15,00
- Introduction to financial analysis -
Goals of the enterprises activity in the market economy,
Fundamental concepts in financial analysis
Financial analysis and forecasting
P.Quiry, M.Dallocchio, Y.Le Fur and
A.Salvi "Corporate Finance" Part
One.
- Margin and ratio analysis
Financial analysis from diversified and credit perspective.
EBITDA margin analysis. Analysis of efficiency and turnover ratio. Analysis of
leverage
and financial risk. Working Capital management and risk perspective.
S. Ross, R. Westerfield, J. Jaffe,
"Corporate Finance" seventh or
eighth editions.
- Capital Expenditure, Financing & Return (1)
CAPM and Capital budgeting rules revision. Cost of capital, dividend and investment
policy. Capital structure – MM theory and limits of the use of debt.
S. Ross, R. Westerfield, J. Jaffe,
"Corporate Finance" seventh or
eighth editions.
- Capital Expenditure, Financing & Return (2)
Reconciliation of FCFF, FCFE, EVA in capital budgeting and valuation. S. Ross, R. Westerfield, J. Jaffe,
"Corporate Finance" seventh or
eighth editions
- Final case study
Financial Engineering ------------------------------------------------------------------------------- 15,00
- Capital structure
Shareholder structure
Initial public offerings (IPO)
How to strengthen control over a company
P.Quiry, M.Dallocchio, Y.Le Fur and
A.Salvi "Corporate Finance".
- Financial elements of acquisition process.
M&A forms and structure. Strategy & financial framework for M&A decisions. M&A
process. Determining synergy from acquisition.Research on the results and problems
of M&A transactions. Ownership and assets structure and the threat of hostile
takeover.
S. Ross, R. Westerfield, J. Jaffe,
"Corporate Finance" seventh or
eighth editions
- The Fundamentals of Private Equity Investments
Characteristics of a Strong LBO Candidate
Economies of LBOs
Due Diligence
LBO Analysis
Primary Exit Strategies
Understanding and Evaluating Private Equity Firms
Leveraged Buyouts
Case study
- Dividend and other payouts
Different types of payouts
Standard method of cash dividend payment
Dividend versus repurchases
S. Ross, R. Westerfield, J. Jaffe,
"Corporate Finance" seventh or
eighth editions
- Final case study
Corporate governance and ethics ------------------------------------------------------------------ 12,00
118
- Corporate Governance
Theoretical Foundations and Business Practice
Corporate governance in Different Socio-Economic Contexts
"Stakeholders vs. shareholders in
corporate governance" by Alberto
Chilosi and Mirella Damiani (2007),
MPRA Paper No. 2334
OECD Principles of Corporate
Governance (2004), ONLY read
part I.
"A New Idolatry", The Economist,
April 22, 2010
- Business Ethics
Business Ethics in different Socio-Economic Contexts
Business Ethics Management
Bob Tricker (2012), Corporate
Governance (Oxford Uni. Press)
Andrew Crane and Dirk Matten
(2010), Business Ethics (Oxford
Uni. Press)
42,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 70
Written exam Individual 100 3,00
Midterm exam (ME)
Continuous assessment (CA) 30
Project Group 100
SUGGESTED FURTHER READINGS :
- Sudarsanam S. (2010), Creating Value from Mergers and Acquisitions, Financial Times Press Paper, 816 pp.
119
FIN533 - INTERNAL AUDITING AND RISK MANAGEMENT
IDENTIFICATION :
Course title : INTERNAL AUDITING AND RISK MANAGEMENT
Supervisor : BEN HMIDEN Oussama Semester : 09
Based in : Angers - Office : J1913 Department : Finance
E-mail : [email protected] Code : FIN533
Teaching language : English Campus : Angers
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
This module offers a comprehensive perspective on the different risks faced by an organization and explains the role of the internal
audit function, senior management and the board of directors in enterprise risk management.
LEARNING GOALS/LEARNING OBJECTIVES :
1.4 Graduates will know how to apply appropriate decision-making processes in the framework of their mission or tasks.
5.1 To discuss the different frameworks of internal control and integrate internal controls within an enterprise
5.2 To develop analytical and integrative thinking in understanding and implementing risk management practices and
techniques
ORGANISATION :
Lecture Seminar Other
Internal control and auditing ----------------------------------------------------------------------- 15,00
- Definitions and characteristics of the internal control
Internal control: definitions and key notions
General principles of the internal control
Legal frame and international references of the internal control
Principles for best internal control
Area of the internal control
Merna and Al-Thani, corporate risk
management, second edition,
2008.
- The actors of the internal control
Board of directors
Head office or Management Board
Staff of the company
Internal audit service
Promotion and appropriation of the internal control
Handouts to read
- Internal control evaluation
Internal Control and quality
Evaluation of the existing internal control
Control of the constant implementation of the procedures
Handouts to read
- Internal audit
Internal audit and corporate governance
Differences between external and internal audit
The scope of the internal audit function
Outsourcing the internal audit department
Internal audit assignments
Merna and Al-Thani, corporate risk
management, second edition,
2008.
- Case study
Financial markets Risk management -------------------------------------------------------------- 15,00
- Risk management tools
foreign exchange: spot, outights and options
interest rates: FRA, swap, caps and floors
commodities: futures
Merna and Al-Thani, corporate risk
management, second edition,
2008.
Girardeau-Montaut et Isabelle
Klein, Stratégies d’options de
change, Couverture et
investissement, 2012.
- Risk Management in International Companies
Who does what in the finance department
Identification: what is a risk in : FX, Interest rates
Quantification : Sensitivity analysis, Value at risk
Merna and Al-Thani, corporate risk
management, second edition,
2008.
- Managing risks
What policy?
Segregation of duties
Controls
Merna and Al-Thani, corporate risk
management, second edition,
2008.
- Choosing the appropriate hedge
What is a hedge? Economic, Hedge accounting
Basic hedging strategies
Case Study
Girardeau-Montaut et Isabelle Klein
(2012), Stratégies d’options de
change, Couverture et
investissement, 128p.
- New risks: Managing the weather
120
Corporate cash management ---------------------------------------------------------------------- 12,00
- Reasons for holding cash
The speculative and precautionary motives
The transaction motive
compensating balances
costs of holding cash
Cash management versus liquidity management
Ross, Westerfield, Jaffe, Corporate
Finance, seventh or eighth editions,
p 824.
- Cash Management
Cash budgeting
Forecasting horizons
Optimising cash management
Quiry, Dallocchio, Le Fur and Salvi,
corporate finance, p 942.
- Cash Management within a group
Centralised cash management
Different types and degrees of centralisation
International cash management
Quiry, Dallocchio, Le Fur and Salvi,
corporate finance, p 947
- Final case study
42,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 70
Written exam Individual 100 3,00
Midterm exam (ME)
Continuous assessment (CA) 30
Project Group 100
121
FIN534 - PROJECT FINANCIAL MANAGEMENT
IDENTIFICATION :
Course title : PROJECT FINANCIAL MANAGEMENT
Supervisor : BEN HMIDEN Oussama Semester : 09
Based in : Angers - Office : J1913 Department : Finance
E-mail : [email protected] Code : FIN534
Teaching language : English Campus : Angers
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
In exercising their profession, financial directors of large and smaller companies must take in charge and manage several projects.
This module outlines the financial aspects of project management giving the students all the financial tools necessary to take the
right decision at the right moment.
LEARNING GOALS/LEARNING OBJECTIVES :
1.4 Graduates will know how to apply appropriate decision-making processes in the framework of their mission or tasks.
5.1 Understand the environement of project financing.
5.2 Be able to assess the risks involved in structuring a project finance.
5.3 Understand project financing methods.
ORGANISATION :
Lecture Seminar Other
Business valuation ---------------------------------------------------------------------------------- 15,00
- Techniques for evaluating corporate investments
NPV, IRR, MIRR, AAR, Payback
Ranking mutually exclusive investments
Berk, Jonathan and DeMarzo,
Peter, 2011, Corporate Finance,
Second
Global Edition, Pearson Education,
Chapter 6.
Bierman, Harold Jr. and Smidt,
Seymour, 2007, The Capital
Budgeting
Decision – Economic Analysis of
investment projects, 9th edition,
Routledge, Chapter 7.
- Building the Corporate Investment Analysis Model – 5
Step 1 – Determining the cost of capital: Company vs Project cost of
capital
Berk, Jonathan and DeMarzo,
Peter, 2011, Corporate Finance,
Second
Global Edition, Pearson Education,
Chapter 12.
Bierman, Harold Jr. and Smidt,
Seymour, 2007, The Capital
Budgeting
Decision – Economic Analysis of
investment projects, 9th edition,
Routledge, Chapter 7.
- Building the Corporate Investment Analysis Model – 5
Step 2 - Estimating revenues/earnings: Sensitivity Analysis, Scenario
Analysis, Break-even analysis
Step 3 – Converting earnings into incremental cashflows –
considerations of taxation, depreciation, working capital
Berk, Jonathan and DeMarzo,
Peter, 2011, Corporate Finance,
Second
Global Edition, Pearson Education,
Chapter 7.
Dayananda, D., Irons, R., Harrison,
S., Herbohn, J., and Rowland, P.,
2002, Capital Budgeting – Financial
appraisal of investment projects,
Cambridge University Press,
Chapter 3, 4, 8 and 9.
- Building the Corporate Investment Analysis Model – 5
Step 4 – Side costs and benefits in project – sunk costs, opportunity
costs, synergistic benefits
Step 5 – Time weighting of cashflows
Berk, Jonathan and DeMarzo,
Peter, 2011, Corporate Finance,
Second
Global Edition, Pearson Education,
Chapter 7.
- Issues in Corporate Investment Analysis
- Mutually exclusive vs Independent projects
- Evaluating projects of different lives
- Replacement decisions and Investment timing decisions
- Capital rationing and Profitability index
- Inflation and Capital investments
Bierman, Harold Jr. and Smidt,
Seymour, 2007, The Capital
Budgeting
Decision – Economic Analysis of
investment projects, 9th edition,
Routledge, Chapter 4 and 5.
122
Dayananda, D., Irons, R., Harrison,
S., Herbohn, J., and Rowland, P.,
2002, Capital Budgeting – Financial
appraisal of investment projects,
Cambridge University Press,
Chapter 6..
Project Finance -------------------------------------------------------------------------------------- 15,00
- Project Finance: what it is and what is is not.
Comparing project finance with Structured Export finance, Asset finance and
corporate
finance. The Special Purpose Company as central unit of debt and equity
injection. The parties involved in the project and their different approaches
Merna and Al-Thani, corporate risk
management, second edition,
2008.
Class handouts
- financial modelling.
Case study
- The project loan structuring and its standard security & covenants’ package.
Merna and Al-Thani, corporate risk
management, second edition,
2008.
- Rating a PPP project analysed with the risk analysis’
The role of Multilateral agencies (World Bank Group, EIB, EBRD, ADB etc…) in Project
Finance. Introduction to Asset finance. Comparative study with Project finance
techniques.
Merna and Al-Thani, corporate risk
management, second edition,
2008.
Case study
- The main asset financing structures: leasing, buyer credits….
Class handouts
Applied financial management --------------------------------------------------------------------- 12,00
- Concepts of risk
Use of Indifference curves
Measurement of risk
Risk reduction – portfolio theory
Merna and Al-Thani, corporate risk
management, second edition,
2008.
- Investment Decisions & Capital Asset Pricing Model
Extended Portfolio Theory
Capital Asset Pricing (1)
Sources of Capital & Risk Implications
Markowitz H Portfolio Seclection –
Journal of Finance vol 7 page 13-
37.
- Risk Management as part of running a Business, not an end in itself
Use of Business Models to help us understand how to do this
Risk management impact in the logistics & express transportation and fashion sectors
Risk Management impact in publishing and technology sectors
Butler D (2006), Enterprise
Planning & Development – small
business start-up, survival &
growth.
- Theory vs. Practice, Risk management impact in all areas of Business
Workshops. Risk Management in: Small Enterprise vs. Corporations
Workshop: Links to Other S09 subjects
Workshop - Conclusion
Merna and Al-Thani, corporate risk
management, second edition,
2008.
Case study
42,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 70
Written exam Individual 100 3,00
Midterm exam (ME)
Continuous assessment (CA) 30
Project Group 100
SUGGESTED FURTHER READINGS :
- Berk J. & DeMarzo P. (2007), Corporate Finance, Pearson International Edition
- Brealey R. & Myers S. (2003), principles of corporate finance, Pearson Education.
123
FIN535 - CFO’S ENVIRONMENT
IDENTIFICATION :
Course title : CFO’S ENVIRONMENT
Supervisor : BEN HMIDEN Oussama Semester : 09
Based in : Angers - Office : J1913 Department : Finance
E-mail : [email protected] Code : FIN535
Teaching language : French Campus : Angers
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
Exercise a profession within financial department of companies requires to be constantly informed about the economic environment
characteristics. This additional module will be compulsory for all French students of M2 Corporate Finance., it focuses on recent and
topical issues around social policy, business law and administrations relations, tax, information systems and credit rating in France.
LEARNING GOALS/LEARNING OBJECTIVES :
5.1 Learn other skills in order to consolidate the financial expertise.
ORGANISATION :
Lecture Seminar Other
Corporate Banking relationship management ----------------------------------------------------- 6,00
- How to sustain the banking relationship
Provision of course documentation
- Practices from real situations
CFO and taxation ------------------------------------------------------------------------------------ 12,00
- Tax risk and transfer pricing
Provision of course documentation
- The control of transfer pricing by the tax authorities
- Digital economy and transfer pricing
Provision of course documentation
- The transfer pricing evolution: OCDE guidelines
Provision of course documentation
Excel and management control practices --------------------------------------------------------- 12,00
- Cost accounting using Excel
Case study
- Cost of goods sold methodology
Case study
- Budgeting and accounting using Excel
Case study
- Case study
Information system management ----------------------------------------------------------------- 6,00
- Enterprise resource planning
ERP : definition and stakes
ERP: Advantages, drawbacks and alternative solutions
Specific software and actors of the market
Life cycle of the ERP
Organisational consequences
Horngren and all (2009), Cost
accounting: a managerial
emphasis, thirteenth edition, p
739.
- ERP case study
Presentation
Technical Basics
Functional presentation
Case study
Corporate credit rating ----------------------------------------------------------------------------- 6,00
- Credit rating agencies methodology
Provision of course documentation
- Case studies
42,00
124
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 60
Written exam Individual 100 2,00
Midterm exam (ME) 40
Written exam Individual 100 1,00
Continuous assessment (CA)
SUGGESTED FURTHER READINGS :
- DIZEL-CHANFREAU Martine, Droit des affaires et gestion des entreprises, 2004
- MIGNON Sophie, Pilotage de la pérennité organisationnelle : Normes, représentations et contrôles, EMS, 2013
125
Professionalisation major
“Consulting and Financial
Engineering”
(in Paris)
126
FIN541 - CORPORATE FINANCE & PORTFOLIO MANAGEMENT
IDENTIFICATION :
Course title : CORPORATE FINANCE & PORTFOLIO MANAGEMENT
Supervisor : BATNINI Faras Semester : 09
Based in : Paris - Office : 404 Department : Finance
E-mail : [email protected] Code : FIN541
Teaching language : French/English Campus : Paris
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
The purpose of this module is to introduce students to logic and financial issues faced by businesses. It's about equipping students
to analytical tools and financial action, to put into perspective in contemporary economic and financial environment for enterprise
and stand back when the critical methods.
LEARNING GOALS/LEARNING OBJECTIVES :
1. Leadership, strategy, decision-making
Graduates will know the concepts of leadership, corporate strategy and decision-making processes.
2. Management skills
Graduates will have developed the skills required for managerial positions.
3. Ethics
Graduates possess awareness of the ethical dimensions of decision-making
5. Specific competences according to the Master2 professionalisation major.
Finance Track
5.1 Graduates will know how to apply appropriate decision-making processes in the framework of their mission or tasks
5.2 The graduates will know the main modes of financing, their advantages and their drawbacks
ORGANISATION :
Lecture Seminar Other
International financial analysis --------------------------------------------------------------------- 18,00
- The framework for financial analysis
- The consolidated financial statements
- Consolidation methods
- The financial diagnosis
- synthesis financial diagnosis
- Case study
Long term financing --------------------------------------------------------------------------------- 18,00
- The mechanics of rising equity capital
- IPO
- Equity financing for private companies
- Bond covenants
- Debt financing and leasing
- Payout policy
- Distributions to shareholders
- Comparison of dividends and share repurchases
- The tax disadvantage of dividends
- Taxes on dividends and capital gains
- Optimal dividend policy with taxes
- Bankruptcy risk
Private equity --------------------------------------------------------------------------------------- 6,00
- Venture capital
- Private equity
42,00
127
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 70
Written exam Individual 100 3,00
Midterm exam (ME)
Continuous assessment (CA) 30
Written exam Individual 100
128
FIN542 - FINANCIAL RISK ANALYSIS
IDENTIFICATION :
Course title : FINANCIAL RISK ANALYSIS
Supervisor : BATNINI Faras Semester : 09
Based in : Paris - Office : 702 Department : Finance
E-mail : [email protected] Code : FIN542
Teaching language : English Campus : Paris
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
This course will cover the general principles of the financial reporting system, underscoring the critical role of financial reporting
analysis in investment decision-making. First we will introduce the range of information that an analyst may use in assessing the
financial performance of a company, including the main financial statements—the income statement, balance sheet, statement of
cash flows, and statement of changes in owners' equity—notes to those statements, as well as management's discussion and
analysis of results. Then we will explore the role of financial reporting standard-setting bodies worldwide and the International
Financial Reporting Standards framework promulgated by the International Accounting Standards Board. The movement towards
worldwide convergence of financial reporting standards will also be introduced. Finally we will study the most frequently used tools
and techniques in corporate evaluation including common size analysis, cross-sectional analysis, trend analysis, and ratio analysis.
We also discuss analyst adjustments to reported financials—such adjustments are often needed to put companies' reported results
on a comparable basis.
LEARNING GOALS/LEARNING OBJECTIVES :
1. Leadership, strategy, decision-making
Graduates will know the concepts of leadership, corporate strategy and decision-making processes.
2. Management skills
Graduates will have developed the skills required for managerial positions.
3. Ethics
Graduates possess awareness of the ethical dimensions of decision-making
5. Specific competences according to the Master2 professionalisation major.
Finance Track
5.1 Graduates will be capable to identify the stakes of a situation, analyse different options and evaluate their impact
ORGANISATION :
Lecture Seminar Other
Financial statement analysis: ---------------------------------------------------------------------- 6,00
- Financial statement analysis: an introduction
1. Introduction
2. Scope of financial statement analysis
3. Major financial statements and other information sources
4. Financial statement analysis framework
5. Practice exercises
Handouts to read and exercises to
do
Financial reporting mechanics ---------------------------------------------------------------------- 5,00
- Accounts and financial statements
1. The accounting process
2. Accruals and valuation adjustments
3. Accounting system
4. Using financial statements in security analysis
5. Practice exercises
Handouts to read and exercises to
do
The income statement ------------------------------------------------------------------------------ 6,00
- Understanding the income statement
Handouts to read and exercises to
do
The balance sheet ----------------------------------------------------------------------------------- 6,00
- Understanding the balance sheet
Handouts to read and exercises to
do
The cash flow statement --------------------------------------------------------------------------- 6,00
- Understanding the cash flow statement
Handouts to read and exercises to
do
The financial analysis process ---------------------------------------------------------------------- 6,00
- Practice exercises
Handouts to read and exercises to
do
129
Inventories, long-lived assets, income taxes, and non-current liabilities ----------------------- 3,00
- Introduction
1. Inventories
2. Long-lived assets
3. Income taxes
4. Non-current (long-term) liabilities introduction
5. Practice exercises
Handouts to read and exercises to
do
International standards convergence -------------------------------------------------------------- 4,00
- Introduction
1. The ifrs framework
2. The balance sheet
3. The income statement
4. The cash flow statement
5. Effect of differences between accounting standards
6. Practice exercises
Handouts to read and exercises to
do
42,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 70
Written exam Individual 100 2,00
Midterm exam (ME) 30
Written exam Individual 100 1,00
Continuous assessment (CA)
130
FIN543 - VBA & QUANTITATIVE METHODS
IDENTIFICATION :
Course title : VBA & QUANTITATIVE METHODS
Supervisor : BATNINI Faras Semester : 09
Based in : Paris - Office : 404 Department : Finance
E-mail : [email protected] Code : FIN543
Teaching language : French Campus : Paris
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
This module leads to introduce students to the finance through applications on real data, allowing them to perform such simple
examples of evaluation of financial products and risk modeling. The course will include an introduction to VBA for Excel sufficient to
enable them to manipulate financial data.
LEARNING GOALS/LEARNING OBJECTIVES :
1. Leadership, strategy, decision-making
Graduates will know the concepts of leadership, corporate strategy and decision-making processes.
2. Management skills
Graduates will have developed the skills required for managerial positions.
3. Ethics
Graduates possess awareness of the ethical dimensions of decision-making
5. Specific competences according to the Master2 professionalisation major.
Finance Track
5.1 The graduates will master the fundamental of the finance and can solve problems thanks to the IT tool
ORGANISATION :
Lecture Seminar Other
VBA applied to finance ------------------------------------------------------------------------------ 21,00
- Introduction to Excel VBA
- VBA
- Case study in insurance
- Case study in finance
Modeling --------------------------------------------------------------------------------------------- 21,00
- Risk mapping
- Insurance risk modeling
- Monte Carlo
42,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 100
Project Individual 50
Written exam Individual 50 3,00
Midterm exam (ME)
Continuous assessment (CA)
131
FIN544 - FINANCIAL ENGINEERING
IDENTIFICATION :
Course title : FINANCIAL ENGINEERING
Supervisor : BATNINI Faras Semester : 09
Based in : Paris - Office : 404 Department : Finance
E-mail : [email protected] Code : FIN544
Teaching language : French Campus : Paris
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
This module covers the main aspects of financial analysis and engineering. It will enable students to optimize complex financing
packages by combining varied financial instruments (securities, loans, derivatives of any kind), or by creating financial vehicles
adapted to a project or a given operation (project financing, credit securitization, M&As, and so on).
LEARNING GOALS/LEARNING OBJECTIVES :
1. Leadership, strategy, decision-making
Graduates will know the concepts of leadership, corporate strategy and decision-making processes.
2. Management skills
Graduates will have developed the skills required for managerial positions.
3. Ethics
Graduates possess awareness of the ethical dimensions of decision-making
5. Specific competences according to the Master2 professionalisation major.
Finance Track
5.1 The graduates will be able to understand and to analyze the various types of financial plans
5.2 The students have to realize M&A financial plans
ORGANISATION :
Lecture Seminar Other
Assesment & evaluation ---------------------------------------------------------------------------- 15,00
- Accounting evaluation
Handout to read and exercises to
do
- Discounting and capitalization methods
Handout to read and exercises to
do
- Combined methods
- Method direct
- Method indirect
- Method EVA
Handout to read and exercises to
do
- Comprarable methods
Handout to read and exercises to
do
- Case studies
Exercises to do
Operations of restructuring ------------------------------------------------------------------------- 12,00
- Initial public Offerings
Handout to read and exercises to
do
- Operations affecting the nombre of shares
Handout to read and exercises to
do
- Securization
Handout to read and exercises to
do
- Leveradging operations
Handout to read and exercises to
do
Mergers & Acquisitions ----------------------------------------------------------------------------- 15,00
- Takeovers 1
- Operational analysis
- Merger methods
Handout to read and exercises to
do
- Takeovers 2
- Crossed shareholdings Handout to read and exercises to
do
- Mergers
- Operational analysis
- Merger methods
Handout to read and exercises to
do
132
- Devisive reorganization
Handout to read and exercises to
do
- Partial share provision
Handout to read and exercises to
do
42,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 70
Written exam Individual 100 3,00
Midterm exam (ME)
Continuous assessment (CA) 30
Written exam Individual 100
133
FIN545 - DERIVATIVES, EQUITY AND FIXED INCOME
IDENTIFICATION :
Course title : DERIVATIVES, EQUITY AND FIXED INCOME
Supervisor : BATNINI Faras Semester : 09
Based in : Paris - Office : 702 Department : Finance
E-mail : [email protected] Code : FIN545
Teaching language : English Campus : Paris
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
The course of Equities aims to address the characteristics of different classes of equities, their risks and returns, the difference
between book value and market value. At the end of this class, students should know how to finance a company with equities and
how to invest in non-domestic stock and get familiar with Industry analysis and equities’ valuation principles.
The main objective of the course of Derivatives is to introduce students to the major derivative instruments and derivative markets
as well as the basic concepts that underlie these instruments. It will also adress the general arbitrage framework.
LEARNING GOALS/LEARNING OBJECTIVES :
5.1 Graduates will know the current theories and concepts of derivatives and fixed incomes
ORGANISATION :
Lecture Seminar Other
Equities ---------------------------------------------------------------------------------------------- 15,00
- 1. Types of equities and their characteristics
- 2. Risk and return on equity
- 3. Book value/ Market value
- 4. Methods for investing in equity
- 5. Equity Analysis
- 6. Valuation principles
Derivatives ------------------------------------------------------------------------------------------ 12,00
- 1. Types of derivatives and their basic characteristics
- 2. Arbitrage
- 3. Forward markets and contracts
- 4. Futures markets and contracts
- 5. Options
- 6. Swaps
Fixed Income ---------------------------------------------------------------------------------------- 15,00
- features of Debt securities
Handouts to read and exercises to
do
- Risks associated with investing in bonds
- Overview of bonds sectors and instruments
- understanding yield spreads
- Analysis and valuation
- Introduction to the measurement of interest rate risk
42,00
134
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 70
Written exam Individual 100 3,00
Midterm exam (ME)
Continuous assessment (CA) 30
Written exam Individual 35
Written exam Individual 35
Written exam Individual 30
135
Professionalisation major
“Entrepreneurship”
(in Angers)
136
MGT511 - BUSINESS MODELING AND PLANNING
IDENTIFICATION :
Course title : BUSINESS MODELING AND PLANNING
Supervisor : LESAGE Xavier Semester : 09
Based in : Angers - Office : H1709B Department : Management
E-mail : [email protected] Code : MGT511
Teaching language : English Campus : Angers
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
This module is dedicated to the strategic process by which an entrepreneur has to go to give a reality to a business opportunity.
Three key stages will be addressed in this course: the business modeling stage , the business planning and the strategic
communication of the business opportunity , the fundraising of the venture.
LEARNING GOALS/LEARNING OBJECTIVES :
1.2 Graduates will be capable to incorporate the global strategy of a company when completing a mission or leading a service.
1.3 Graduates will be capable to identify the stakes of a situation, analyse different options and evaluate their impact.
2.2 Graduates will demonstrate capacities of adaptation and problem-solving in managerial situations.
5.1 Graduates have advanced understanding of issues of business modeling processes.
5.2 Graduates know how to appreciate the specific challenges of business planning.
5.3 Graduates have good understanding of strategic communication to potential financial stakeholders
ORGANISATION :
Lecture Seminar Other
Strategic patterns behind the launching of new ventures ---------------------------------------- 12,00
- From a structuralist to a reconstructionist view of strategy
Competitor analysis: goals, strategy, assumptions and capabilities
Incumbents’ response to a new entrant: accommodation vs. retaliation
Case: Dogfight over Europe -
Ryanair (A)
a. What is your assessment of
Ryanair’s launch strategy? Can the
Ryan brothers make money at the
98 fare they propose?
b. How do you expect Aer Lingus
and British Airways to respond?
Why? How costly would it be for
Aer Lingus and British Airwyas to
retaliate against Ryanair’s launch
rather than accommodate it?
Part B and C distributed during
classes.
- Paths to creating new market space
Noncustomers: reach beyond existing demand
Exercise: Gillette
BOS summary – something old, something new, something borrowed, something
blue…
Case: The Evolution of the Circus
Industry (A)
a. How would you assess the
attractiveness of the circus industry
in the early 1980s? What would you
conclude from your industry
analysis?
b. What were the factors the
traditional circus companies
competed on? What do you like or
dislike about traditional circus?
Part B distributed during classes.
Business Modeling ---------------------------------------------------------------------------------- 6,00
- The Business Model - definition and characteristics
Business Model: Architectural stage of Strategic Planning
Definition and components
Auditing Business Models: their value and their implications
Business Case: "Distributing e-music: which Business Model ?"
Barringer BR et Ireland RD.(2012),
Entrepreneurship, succesfully
launching new ventures, New
jersey, Pearson Education -
Chapter 6
- Innovations and Value Proposition
Elaborating and formalizing a value proposition.
- process, product and services innovations
- Protecting a value proposition
Business Case: "NATOORA"
Barringer BR et Ireland RD.(2012),
Entrepreneurship, succesfully
launching new ventures, New
jersey, Pearson Education -
Chapter 6
- Value Architecture of a Business Model
How to deliver product and services properly?
- identifying key activities and resources
- formalizing a value network of business partners
Business Case
Barringer BR et Ireland RD.(2012),
Entrepreneurship, succesfully
launching new ventures, New
jersey, Pearson Education -
137
Chapter 6
- Formalizing a Revenue Stream
How to monetize the value proposition?
- A Typology of Revenue Streams
- Defining the right revenue stream
Business Case
Barringer BR et Ireland RD.(2012),
Entrepreneurship, succesfully
launching new ventures, New
jersey, Pearson Education -
Chapter 6
Business Planning ----------------------------------------------------------------------------------- 18,00
- Business Plan Methodology
Systemic Approach
- Definitions
- Topics
- From business model to business plan
Business Cases: Auditing Business Plans
FORD B. (2007), The Ernst & Young
Business Plan Guide, 3rd ED., John
Wiley & Sons Ltd, 256 p. - Part I.
- Testing and Auditing Business Plans 1
Customer test of a business plan
Market study methodology applied to new ventures
Experimentation of a Business Plan and a Value Proposition
Barringer BR et Ireland RD.(2008),
Entrepreneurship, succesfully
launching new ventures, New
jersey, Pearson Education, 542 p.
Grandval & Ronteau (2011),
Business Model : Configuration et
Renouvellement, Hachette
- Testing and Auditing Business Plans 2
Remodeling the original Business Plan
Solvability, Profitability & Rentability
Profit equation analysis
Sustainability of a Business Plan
Barringer BR et Ireland RD.(2008),
Entrepreneurship, succesfully
launching new ventures, New
jersey, Pearson Education, 542 p.
Grandval & Ronteau (2011),
Business Model : Configuration et
Renouvellement, Hachette
- Testing and Auditing Business Plans 3
Integrating strategic roadmapping in a business plan
Business Cases: Auditing effective Business Plans
Barringer BR et Ireland RD.(2008),
Entrepreneurship, succesfully
launching new ventures, New
jersey, Pearson Education, 542 p.
Grandval & Ronteau (2011),
Business Model : Configuration et
Renouvellement, Hachette
Fundraising New Ventures -------------------------------------------------------------------------- 6,00
- Valuation of a Venture
Identifying key assets
Key Methods of valuation
- Strategic Communication to Financial Partners
Elevator Pitch Tips
Communicating key elements to key partners
Venture Capitalists, Business Angels: what are they expecting ?
Business Cases
42,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 60
Written exam Individual 100 3,00
Midterm exam (ME) 20
Oral exam Individual 30
Oral exam Group 70
Continuous assessment (CA) 20
Project Group 100
SUGGESTED FURTHER READINGS :
- COSTER (2009), Entrepreneuriat, Pearson Education
- GRANDVAL et RONTEAU (2011), Business Model : Configuration et Renouvellement, Coll. Les Fondamentaux, Hachette Supérieur
- CARPENTER MA., SANDERS WG. (2009), Strategic mangement, a dynamic perspective, concepts and cases, New Jersey, Pearson
Education, 884 p.
- BARRINGER BR et IRELAND RD.(2012), Entrepreneurship, succesfully launching new ventures, Fourth Ed. New jersey, Pearson
Education, 542 p.
- OSTERWALDER & PIGNEUR (2010), Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers ,
John Wiley & Sons Ltd, 288 p.
- KIM & MAUBORGNE (2005), Blue Ocean Strategy, HBS Press
- FORD B. (2007), The Ernst & Young Business Plan Guide, 3rd ED., John Wiley & Sons Ltd, 256 p.
138
MGT512 - BUSINESS DEVELOPMENT AND INTRAPRENEURSHIP
IDENTIFICATION :
Course title : BUSINESS DEVELOPMENT AND INTRAPRENEURSHIP
Supervisor : LESAGE Xavier Semester : 09
Based in : Angers - Office : H1709B Department : Management
E-mail : [email protected] Code : MGT512
Teaching language : English Campus : Angers
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
This module is dedicated to the study of entrepreneurial practices in major corporations. Three topics will be presented : corporate
entrepreneurship, business development and project management.
LEARNING GOALS/LEARNING OBJECTIVES :
1.3 Graduates will be capable to identify the stakes of a situation, analyse different options and evaluate their impact.
2.2 Graduates will demonstrate capacities of adaptation and problem-solving in managerial situations.
5.1 Graduates have advanced understanding of issues and practices of business development.
5.2 Graduates know how to appreciate the specific challenges of corporate entrepreneurship.
5.3 Graduates have good command of concepts and tools of project management in context of innovation and business
development.
ORGANISATION :
Lecture Seminar Other
Strategic frameworks of Business Development -------------------------------------------------- 6,00
- Introducing Business Development in Strategy
what is strategy and why does it matter? Passion and discipline in strategic
management.
Exercise: Gold Mine (no home preparation required)
Case 1: Class or mass?
a. Should Neptun lunch a mass-
market brand? What are other
growth options?
₋,Pros & cons
₋,Recommendation
- Strategic domains of Business development – product, market and technology aspects
Competitive advantage and value creation
Growth strategies: how and where to grow?
Exercise: Yogho (no home preparation required)
Hoskisson, R.E., Hitt, M.A., Ireland,
R.D., Harrison, J.S. (2012),
Competing for Advantage, Cengage
Learning - Chapters 1, 3 & 5
Business Development Management -------------------------------------------------------------- 6,00
- Effectuation and Opportunities of development
- Giving a reality to Business opportunities in context of existing firms
- Business Development Arena
Business Case
- Practices of Business Development
- Network animation
- Defending a project to the board
- products and services innovation
- geographical developments
Business Case
Project Management dedicated to business development practices ----------------------------- 12,00
- Introduction to Projects and Project Management
Definition of a project and of the role of a project manager/program manager ,
Presentation of the main characteristics of a project ,
Outlining of the key phases and associated information flows in a project
management process
GARDINER, P.D. (2005), Project
Management: A Strategic Planning
Approach, Palgrave Macmillan.
GRAY, C. & LARSON, E. (2006),
Project Management- The
managerial process, 3rd Edition,
NY: MacGraw-Hill.
MIDLER, C. (1994), A management
revolution at Renault, Centre de
Recherche en Gestion de l’Ecole
Polytechnique.
SCHWALBE, K. (2006). Information
technology project management
(4th ed.). Thompson Learning.
- Managing a Project team and Implementing Project Management Tools
Preparation of a feasinility study and analysis of a project charter
Presentation of a variety of approaches for project prioritization
Utilization of simple techniques to help optimize a project schedule and resources
GARDINER, P.D. (2005), Project
Management: A Strategic Planning
Approach, Palgrave Macmillan.
GRAY, C. & LARSON, E. (2006),
Project Management- The
managerial process, 3rd Edition,
NY: MacGraw-Hill.
SCHWALBE, K. (2006). Information
139
technology project management
(4th ed.). Thompson Learning.
VALLET, G. (2003), Techniques de
Suivi de Projets : Assurer les
conditions d’achèvement d’un
projet, L’Usine Nouvelle, Dunod.
- International Project Management Specifics
Defining, organizing, and Managing a project in an international context
Prensentetion of the specifics through short case studies
GARDINER, P.D. (2005), Project
Management: A Strategic Planning
Approach, Palgrave Macmillan.
GRAY, C. & LARSON, E. (2006),
Project Management- The
managerial process, 3rd Edition,
NY: MacGraw-Hill.
SCHWALBE, K. (2006). Information
technology project management
(4th ed.). Thompson Learning.
Intrapreneurship : strategic, tactical and operational considerations --------------------------- 12,00
- From Entrepreneurial facts to entrepreneurial orientation
social construction of entrepreneurial orientation
strategical and cultural dimensions of firm's resilience
BUSINESS CASE "Stockeasy"
BUSINESS CASE "APPLE"
- Corporate entrepreneurship / Intraprneurship : a matter of organizational design ?
Entrepreneurial Orientation in action
Manifestations of Corporate entreprneurship
Shapping the organizational environment for intrapreneurs
Ahuja, G. et Lampert, C. M. (2001).
"Entrepreneurship in the Large
Corporation: A Longitudinal Study
of how Established Firms create
Breakthrough Invention." Strategic
Management Journal. Vol.22,
n°(6/7), pp. 521-543.
- Intrapreneurial profiles
Typology
Profiles and the intrapreneurial process
3 levels of resilience : individuals, groups, strategy
Research Article
BUENO-MERINO P, GRANDVAL S.
et RONTEAU S. (2011), L’accès à
l’excédent de ressources comme
préalable au succès des initiatives
intrapreneuriales : les leçons tirées
du projet Snowblade de Salomon,
Gestion, Vol. 36, N°4, pp.34-43.
- Managing corporate entrepreneurship
Benchmarking and best practices
inventing a well-balanced management
management devices
strategic management of recognition
BONNAFOUS-BOUCHER et alii
(2010), Comment favoriser
l'innovation par la participation des
salariés ?, 3èmes Journées Georges
Doriot, Caen, 4-5 mars.
Intellectual Property -------------------------------------------------------------------------------- 6,00
- Definitions and Legal Aspects
Definitions
Awareness and recognition of the Value
Protecting the Value
Maximising the Value
42,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 60
Written exam Individual 100 3,00
Midterm exam (ME)
Continuous assessment (CA) 40
Project Group 100
SUGGESTED FURTHER READINGS :
- GARDINER, P.D, Project Management: a Strategic Planning Approach, Palgrave Macmilan, 2005
- Hoskisson, R.E., Hitt, M.A., Ireland, R.D., Harrison, J.S. (2012), Competing for Advantage, Cengage Learning
- SHARMA, P. and J. J. CHRSIMAN (1999). Toward a reconciliation of the definitional issues in the field of corporate
entrepreneurship, Entrepreneurship Theory and Practice, 23(3), 11-28.
- Uijttenbroek (2008), BDM Business Development Methodology, Core Processe
- GRAY, C. & LARSON, E., Project Management - The Managerial Process, 3rd Edition, NY: MacGraw-Hill, 2006
- BURNS ( 2008), Corporate Entrepreneurship: Building the Entrepreneurial Organization, 2d Ed., Palgrave Macmillan
140
MGT513 - SME STRATEGIC MANAGEMENT
IDENTIFICATION :
Course title : SME STRATEGIC MANAGEMENT
Supervisor : LESAGE Xavier Semester : 09
Based in : Angers - Office : H1711 Department : Management
E-mail : [email protected] Code : MGT513
Teaching language : English Campus : Angers
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
The objective of this module is to present the principal strategic mechanisms deployed by small and medium-sized companies in the
context of their growth (diversification, externalisation, globalisation, inter-company cooperation, etc.) and their needs in terms of
creating value. This strategic approach will also be supplemented by a study of succession and transmission plans in context of SME.
LEARNING GOALS/LEARNING OBJECTIVES :
1.2 Graduates will be capable to incorporate the global strategy of a company when completing a mission or leading a service.
1.3 Graduates will be capable to identify the stakes of a situation, analyse different options and evaluate their impact.
2.2 Graduates will demonstrate capacities of adaptation and problem-solving in managerial situations.
5.1 Graduates have advanced understanding of growth management's issues in context of SME.
5.2 Graduates know how to appreciate the specific challenges of SMEs internationalisation.
5.3 Graduates have good command of concepts and tools underlying succession plans.
ORGANISATION :
Lecture Seminar Other
Internationalization process and location choices ------------------------------------------------- 6,00
- Why to engage in international exchange?
From Mercantilism to New Trade Theory Hill, C. (2010) International
Business: Competing in the Global
Marketplace, 8th ed., Chapter: …
McGraw-Hill, ALSO: Peng, M.W.
(2012), GLOBAL, 2nd ed., Cengage
Learning. Chapter: …
Sharma, D.D. and Blomstermo, A.
(2003) "The internationalization
process of born globals: A network
view"
- Internationalization patterns: from Uppsala to Born-Global model.
What is a "born global" firm? What makes it possible?
What are the possible success factors in the internationalisation of born global firms?
Example: Audioteka
Case: Go global or no?
Going global in context of SME --------------------------------------------------------------------- 6,00
- Born Global SMEs
Strategic vision
Managerial issues
Business Case
- Managerial and operational implications of internationalization
Globalizing operations in context of SME
Global Sourcing in context of SME
Key actors and institutional partners
Business Case
Growth management in context of SME ----------------------------------------------------------- 18,00
- Introduction to Franchises and franchising management
Definitions
Key-figures and development of a business phenomenon
BOULAY et CHANUT ( 2010),
Chapters 1 & 2
- Developing a franchise network
Lifecycle of franchises
Relationships between franchised and franchisers
BOULAY et CHANUT ( 2010),
Chapter 3
- Franchising its venture
Postionning its franchise
Value Proposition
an "intuitus personae" relationship
selecting franchised : business tools
Business Case : promotional
package « Auchan vient à vous ! »
- managing a franchise network
managing franchiser/franchised relationship
budget management
- Multi-canal distribution
How to put in place a multi-canal distribution
Definitions
Strategic implications
Managerials issues
Marketing assessments
141
Takeovers and succession plans in context of SMEs ---------------------------------------------- 12,00
- Identification and Valuation of assets
Definitions
Basics of identification
Financial issues of takeovers
Business Case
- Mounting the succession plan
Specificities and issues
Key dimensions
Closing and negociation
Business Case
- Post-succession Management
first month management
focusing on objectives and targets
awareness to employee commitment
Business Case
42,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 60
Written exam Individual 100 3,00
Midterm exam (ME)
Continuous assessment (CA) 40
Project Group 100
SUGGESTED FURTHER READINGS :
- BARRINGTON B. and DUANE I. (2004), Entrepreneurship, Hardback.
- BOULAY et CHANUT ( 2010), Les Réseaux de Franchise, Coll. Repères, La Découverte
- FILION L.-J. (2007), Management de la PME : de la création à la croissance, Pearson Education.
- COULARDEAU et LE PRADO (2009), Reprise d'Entreprise Gestion Appliquée, Pearson Education
- PARRAT (2010), Reprise et transmission de l'entreprise, Economica
- Hill, C. (2010) International Business: Competing in the Global Marketplace, 8th ed.
142
MGT514 - ENTREPRENEURIAL PROJECT
IDENTIFICATION :
Course title : ENTREPRENEURIAL PROJECT
Supervisor : LESAGE Xavier Semester : 09
Based in : Angers - Office : H1709B Department : Management
E-mail : [email protected] Code : MGT514
Teaching language : French/English Campus : Angers
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
The main objective of this module is to develop knowledge and skills related to the structuring and conduct of entrepreneurial
projects. To this end, the principal financial and legal tools that are required for the launch of an entrepreneurial project will be
presented.
LEARNING GOALS/LEARNING OBJECTIVES :
1.3 Graduates will be capable to identify the stakes of a situation, analyse different options and evaluate their impact.
2.2 Graduates will demonstrate capacities of adaptation and problem-solving in managerial situations.
5.1 Graduates have advanced understanding of business planning's issues.
5.2 Graduates know how to implement creativity and innovativity in context of business planing a new venture creation.
5.3 Graduates have good command of financial, jurdical and fiscal issues in new venture creation.
ORGANISATION :
Lecture Seminar Other
Business Plan : Formalisation & experimentation ------------------------------------------------- 12,00
- The entrepreneur's idea
From the entrepreneur's idea to the concept Business Case
Documentation APCE
- Drawing up the Value Proposition
Market segmentation, target definition, product positioning
Market analysis and test marketing
Value Proposition
Business Case
Documentation APCE
- Drafting the Value Architecture
Study of the technical means
Definition of the value chain
Logistics and supply-chain management
Business Case
Documentation APCE
- Business Model and Pitching
Revenue-generating model definition
Drafting of the financial plan
Pitching
Business Case
Documentation APCE
Entrepreneurial Finance ---------------------------------------------------------------------------- 6,00 9,00
- Financial analysis
balance sheet
Financial case
Income statement
Business Case
- Rentability
income statement intermediate balance
Business Cases based on different ventures (industry, services, B2B, B2C)
Business Case
- Operating budget
Business Cases based on different ventures (industry, services, B2B, B2C) Business Case
- cash flow forecast
Exploitation and investments
Debt capacity
Financing sources
Business Case
- financial feasibility of the project
Projects evaluation
balanced financial scorecard analysis
Business Case
Legal aspects of new ventures and takeovers ---------------------------------------------------- 3,00 12,00
- Legal status
for the entrepreneur
for the new venture
legal status and taxation
- Intellectual Property
Brand
Patents
Design
Softwares
Oral presentation of the entrepreneurial project (BP) -------------------------------------------- 1,00
9,00 9,00 25,00
143
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 60
Project Individual 75
Oral exam Individual 25
Midterm exam (ME) 20
Written exam Individual 100 2,00
Continuous assessment (CA) 20
Project Individual 100
SUGGESTED FURTHER READINGS :
- APCE (2008), Créer ou reprendre une entreprise, Editions d’Organisation.
- COURRENT J.-M. et SAMMUT S. (2006), Elaborer son dossier financier de création, Dunod
- HINDLZ K. and MAINPRIZE B. (2006), A Systematic Approach to Writing and Rating Entrepreneurial Business Plans, The Journal of
Private Equity, vol. 9, iss. 3, pp.7-23.
- HUMAN S.E., CLARK T. and BAUCUS M.S. (2004), Idea or Prime Opportunity ? A Framework for Evaluating Business Ideas for New
and Small Ventures, Journal of Small Business Strategy, vol.15, iss. 1, pp.61-79.
- LEGER-JARNIOU C. et KALOUSIS G. (2006), Construire son business plan, Dunod.
- PAPIN R. (2007), Stratégie pour la creation d’entreprise – Création, Reprise, Développement, Dunod, 12ème Edition.
- Mémentos FRANCIS LEFEBVRE (fiscal, social et sociétés)
144
MGT514 - PROJET ENTREPRENEURIAL
IDENTIFICATION :
Intitulé : PROJET ENTREPRENEURIAL
Responsable : LESAGE Xavier Semestre : 09
Site : Angers - Bureau : H1710 Département : Management
Mél : [email protected] Code : MGT514
Langue d'enseignement : Français/Anglais Site : Angers
Heures totales : 45,00 / crédits ECTS : 6,00
PRÉSENTATION GÉNÉRALE :
Ce module a pour principal objectif le développement de connaissances et de compétences afférentes à la construction et la conduite
de projets entrepreneuriaux. A cette fin seront présentés les principaux outils financiers et juridiques qui doivent être maîtrisés par
tout candidat au lancement d’un projet entrepreneurial.
COMPÉTENCES VISÉES :
1.3 Les diplômés seront capables d'identifier les enjeux globaux d'une situation, analyser les différents choix possibles et
apprécier leurs implications.
2.2 Les diplômés auront des capacités d'adaptation et de résolution de problèmes dans des situations managériales diverses.
5.1 Les diplômés auront une compréhension approfondie des enjeux du processus de structuration d'un business plan
5.2 Les diplômés sauront faire preuve de créativité et d'innovativité tout le long du processus entrepreneurial
5.3 Les diplômés maîtriseront les éléments financiers, juridiques et fiscaux associés à l'entrepreneuriat
ORGANISATION :
CM TD TP
Formalisation du Business Plan -------------------------------------------------------------------- 12,00
- L'idée entrepreneuriale
De l'idée au concept entrepreneurial Business Case
Documentation APCE
- Elaboration et Formalisation de la proposition de Valeur
Segmentation, Ciblage et Positionnement
Etude de marché et test
Proposition de valeur
Business Case
Documentation APCE
- Définition de l'architecture de valeur
Etude des moyens
Définition de la chaîne de valeur
Elaboration de l'architecture de valeur
Business Case
Documentation APCE
- Définition du modèle de revenus et pitching
Modèle de génération de revenus
Bouclage du plan financier
Préparation du pitch
Business Case
Documentation APCE
Finance Entrepreneuriale --------------------------------------------------------------------------- 6,00 9,00
- Analyse financière
L’analyse du bilan : fonds de roulement et besoin en fonds de roulement
Cas d’analyse financière
Exemples : industrie/services/B to B/B to C
L’analyse de l’exploitation : VA, EBE, CAF
Cas "Analyse Financière"
- La rentabilité
Analyse des soldes intermédiaires de gestion
Simulation d’exemples dans des activités diversifiées d’industrie, de négoce ou de
services
Cas "rentabilité"
- L’élaboration de budgets prévisionnels
Simulation d’exemples dans des activités diversifiées d’industrie, de négoce ou de
services
Cas à traiter
Cas "prévisions budgétaires"
- La prévision de trésorerie
L’analyse des flux d’exploitation et ceux du circuit financement investissement
L’évolution des besoins de financement
Les sources de financement, les capacités d’endettement et de remboursement
Jugement sur la faisabilité du projet
Cas "Trésorerie"
- La faisabilité financière
Evaluation des projets entrepreneuriaux
Analyse des équilibres et de la faisabilité des projets et appréciation des équilibres
Environnement juridique de l’entrepreneur et du repreneur ------------------------------------- 3,00 12,00
- Le statut juridique
Statut de l'entrepreneur
145
Statut de l'entreprise
Statut et fiscalités
- La propriété intellectuelle
Marque
Brevets
Dessins et modèles
Droit logiciel
- Aspects juridiques de la reprise d'entreprise
clauses de garantie de passif et d’actif, révision de prix
Le choix du montage juridique adapté à la reprise
Fiscalité des groupes de sociétés
Soutenance du projet entrepreneurial (business plan) ------------------------------------------- 1,00
9,00 9,00 25,00
ÉVALUATION :
% de
l'évaluation
globale
Mode d'évaluation % Durée (heures)
Examen Final (EF) 60
Projet Individuel 75
Oral Individuel 25
Examen Intermédiaire (EI) 20
Ecrit Individuel 100 2,00
Contrôle Continu (CC) 20
Projet Individuel 100
LECTURE RECOMMANDÉE :
- APCE (2008), Créer ou reprendre une entreprise, Editions d’Organisation.
- COURRENT J.-M. et SAMMUT S. (2006), Elaborer son dossier financier de création, Dunod
- HINDLZ K. and MAINPRIZE B. (2006), A Systematic Approach to Writing and Rating Entrepreneurial Business Plans, The Journal of
Private Equity, vol. 9, iss. 3, pp.7-23.
- HUMAN S.E., CLARK T. and BAUCUS M.S. (2004), Idea or Prime Opportunity ? A Framework for Evaluating Business Ideas for New
and Small Ventures, Journal of Small Business Strategy, vol.15, iss. 1, pp.61-79.
- LEGER-JARNIOU C. et KALOUSIS G. (2006), Construire son business plan, Dunod.
- PAPIN R. (2007), Stratégie pour la creation d’entreprise – Création, Reprise, Développement, Dunod, 12ème Edition.
- Mémentos FRANCIS LEFEBVRE (fiscal, social et sociétés)
- DURAND X. & SIMON E. (2011), Réaliser son BP en 48h, Edition des Organisations, 268 p
146
MGT515 - SOCIAL AND WEB ENTREPRENEURSHIP
IDENTIFICATION :
Course title : SOCIAL AND WEB ENTREPRENEURSHIP
Supervisor : LESAGE Xavier Semester : 09
Based in : Angers - Office : H1709B Department : Management
E-mail : [email protected] Code : MGT515
Teaching language : English Campus : Angers
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
This course is dedicated for students specilaized in Entrepreneurship.
The first part draws from Yunus’s social business perspective although making room for neighboring approaches like shared value
and for-profit social entrepreneurship, in order to delve into the rationale of social innovation and the third sector. The course is
meant to deal with the productive role of a new operator within the third sector, the social enterprise, and how its business model
compares with the for-profit business model.
The second part will assess and develop an accurate know-how of Internet and Digital ventures by focusing on issues and
specificities, which will face web-entrepreneurs
LEARNING GOALS/LEARNING OBJECTIVES :
1.2 Graduates will be capable to incorporate the global strategy of a company when completing a mission or leading a service.
1.3 Graduates will be capable to identify the stakes of a situation, analyse different options and evaluate their impact.
3.1 Graduates know the ethical principles which guide their profession.
5.1 Graduates have advanced understanding of issues of business modeling processes in context of social businesses and web
ventures
ORGANISATION :
Lecture Seminar Other
SOCIAL ENTREPRENEURSHIP ---------------------------------------------------------------------- 21,00
- Introduction to Social Entrepreneurship and Social Businesses
Examples and Best Practices Self-presentation of students and
exploratory dialog about social
business. Screening and discussion
of news and media sources.
- Allocative Efficiency and the ethics of the market
Discussion addressing the topic of profit maximization and the ethical issues it raises.
Practical activities:
Classroom experiment to illustrate market failure (the lemon principle).
"Shareholder Wealth
Maximization," by Duane Windsor
in Finance Ethics. Critical Issues in
Theory and Practice. By John R.
Boatright (et.al.), (Wiley, 2010).
"The Social Responsibility of
Business Is to Increase Its
Profits,"by Milton Friedman in
Ethical Issues in Business. A
Philosophical Approach. By Thomas
Donaldson (comp),
(Prentice Hall, 2002).
- What does a social entrepreneur do?
Discussion addressing the topic of what social entrepreneurship is. "Social Entrepreneurship: Why We
Don’t Need a New Theory and How
We move Forward From Here," by
Peter Dacin, Tina Dacin and
Margaret Metear in Academy of
Management Perspectives, Vol 24,
No 3, 2010.
"Creating Shared Value," by
Michael Porter and Mark Kramer in
Harvard Business Review, Jan-Feb
2011.
- What is a Social Entreprise?
Discussion addressing the topic of what a social enterprise is. "Economic Theories of Nonprofit
Organization," by Henry Hansmann
in The Economics of
Nonprofit Enterprises. By R.
Steinberg (comp), (Edward Elgar
Publishing, 2004).
"Social Enterprises in Context-The
Story So Far," in Management for
Social Enterprise. By Bob Doherty
(et.al.), (SAGE, 2009).
- The Multi-stakeholder approach to social enterprises
Discussion addressing the topic of stakeholders’ integration in social enterprises’
decisions.
"Original Position," by Samuel
Freeman in The Stanford
147
Practical activities: Classroom experiment to illustrate multi-stakeholder principles. Encyclopedia of Philosophy(Spring
2012 Edition).
"Work Integration Social
Enterprises. Are They Multiplegoal
and Multi-stakeholder
Organisations," by S. Campi, J.
Defourny and O. Gregoire in Social
Enterprise – At the
Crossroads of Market, Public
Policies and Civil Society. By M.
Nyssens (ed.), (Routledge, London
and New York, 2006).
WEB ENTREPRENEURSHIP -------------------------------------------------------------------------- 21,00
- Introduction to MebMarketing
Exemples and best practices GODIN S (1999), Permission
Marketing: turning strangers into
friends, and friends into customers,
New York:Simon & Schuster.
PINE J. & GILMORE J. (1999), The
Experience Economy, Harvard
Business School Press, Boston.
- Understand basics of web maketing channels
Web marketing is still marketing
Single channel vs. multi channel vs omni channel
Web marketing expands adressable market
GODIN S (1999), Permission
Marketing: turning strangers into
friends, and friends into customers,
New York:Simon & Schuster.
PINE J. & GILMORE J. (1999), The
Experience Economy, Harvard
Business School Press, Boston.
ANDERSON C. (2006), The Long
Tail: Why the Future of Business is
Selling Less of More, New York:
Hyperion.
- Identify key players and technologies
Tools and Technology
Technology / Platforms / Media : who are the key players?
Search Engine Optimisation (SEO)
Search Engine Marketing (SEM)
Social Media Optimization (SMO)
Affiliate Marketing and Display Advertising
GODIN S (1999), Permission
Marketing: turning strangers into
friends, and friends into customers,
New York:Simon & Schuster.
PINE J. & GILMORE J. (1999), The
Experience Economy, Harvard
Business School Press, Boston.
ANDERSON C. (2006), The Long
Tail: Why the Future of Business is
Selling Less of More, New York:
Hyperion.
- Capture key drivers of performance
Market segmentation and data marketing
Customer focus : permission vs. Interruption marketing
Focus on performance
Focus on attribution
Data-driven marketing
GODIN S (1999), Permission
Marketing: turning strangers into
friends, and friends into customers,
New York:Simon & Schuster.
PINE J. & GILMORE J. (1999), The
Experience Economy, Harvard
Business School Press, Boston.
ANDERSON C. (2006), The Long
Tail: Why the Future of Business is
Selling Less of More, New York:
Hyperion.
LEVINE R., SEARLS D.,
WEINBERGER D. & LOCKE C.
(2000), The Cluetrain Manifesto:
the End of Business as Usual,
Perseus Bookks Cambridge, MA,
USA.
- Webmarketing for Entrepreneurs
Get Real - Meetic
Get Viral - Volvo
Perspectives
ANDERSON C. (2013), Makers: The
New Industrial Revolution
42,00
148
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 60
Written exam Individual 100 3,00
Midterm exam (ME)
Continuous assessment (CA) 40
Oral exam Group 50
Oral exam Individual 50
SUGGESTED FURTHER READINGS :
- BORNSTEIN & DAVIS (2010), Social Entrepreneurship: What Everyone Needs to Know, Oxford University Press.
- JARVIS J. (2010), What Would Google Do?, London: Collins.
- ANDERSON C. (2013), Makers: The New Industrial Revolution, Random House Business Books.
- GODIN S (1999), Permission Marketing: turning strangers into friends, and friends into customers, New York:Simon & Schuster.
- PINE J. & GILMORE J. (1999), The Experience Economy, Harvard Business School Press, Boston.
- ANDERSON C. (2006), The Long Tail: Why the Future of Business is Selling Less of More, New York: Hyperion.
- LEVINE R., SEARLS D., WEINBERGER D. & LOCKE C. (2000), The Cluetrain Manifesto: the End of Business as Usual, Perseus
Bookks Cambridge, MA, USA.
149
Professionalisation major
“Marketing of retail products”
(in Angers)
150
MKG541 - BRAND MANAGEMENT
IDENTIFICATION :
Course title : BRAND MANAGEMENT
Supervisor : FEENSTRA Florence Semester : 09
Based in : Paris - Office : 308 Department : Marketing
E-mail : [email protected] Code : MKG541
Teaching language : English Campus : Angers
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
Brand managers’ responsibilities are broad and multi-dimensional in a continuously changing environment rich in information. This
module aims at training students to use professional brand/product management concepts and tools. It focuses on the know-how of
the job of brand manager.
LEARNING GOALS/LEARNING OBJECTIVES :
5.1 graduates will be able to analyse marketing panels indicators for decision-making in the different marketing mix
pillars
5.2 graduates are able to demonstrate the ability to analyse marketing situations, to summarise high levels of information and
to prioritise key points
5.3 graduates know how to identify stakes and implications of a marketing situation, identify possible solutions and make
appropriate decisions
5.4 gradates will know how to manage the product launch with external and internal stakeholders
ORGANISATION :
Lecture Seminar Other
DATA ANALYSIS ------------------------------------------------------------------------------------- 9,00
- Consumer and retailer panels
Panel methodology
Data provided by panels
Special studies/ modelling tools
How to brief you panel consultant
Case studies with Nielsen /Iri
documents
- How to analyse the data provided by a consumer panel
How to exploit Home scan data/Kantar WorldPanel
Case study
Case studies with Nielsen /Kantar
world panel documents
- How to analyse the data provided by a retailer panel
How to exploit Scan Track/ InfoScan
Case study
Case studies with Nielsen /Info
scan documents
STRATEGIC BRAND AND PRODUCT MANAGEMENT ----------------------------------------------- 24,00
- Brands and brand equity
The importance of brand-led business
The role of the brand manager
Brands and branding
Brand equity and approach to building brand equity
Group assessment: exercise on
brands
- Establishing brand positioning
Background to positioning: Segmentation and targeting
Brand positioning strategy
Group assessment: exercise on
brand positioning
- Growing and sustaining brand equity
Brand architecture strategies (brand portfolios and hierarchies)
Managing brands over time
New products & brand extensions
Group assessment: exercise on
growing brand equity
- New product development
Challenges in developing new products
Organisational structures to manage NPD
Managing the NPD process and the stages of NPD
Link between NPD and brand extension strategy
Group assessment: Group project
brand extension
- Brand elements and packaging
Developing brand elements (including the brand name)
Packaging and brand design development
The brand design/packaging brief
- Integrated marketing communications
Developing the integrated marketing communications strategy
The communications brief
Group assessment: exercise on
communications
- Marketing and launch plan
Developing the marketing plan
Developing the launch plan
Consideration of financial aspects
Group assessment: exercise on
brand positioning
- Case study: Development and launch of a brand extension
Presentation and case study on the Partner Company brand Individual assessment: written
project
ONE DAY IN THE PRODUCT MANAGER SHOES ---------------------------------------------------- 6,00
151
- Workshops
Individual assessment: written
project
FINAL EXAM ----------------------------------------------------------------------------------------- 3,00
- group project
evelopment and launch of a brand extensionoral presentation Written report
42,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 40
Written exam Individual 20 2,00
Written exam Individual 80 1,00
Midterm exam (ME)
Continuous assessment (CA) 60
Project Group 90
Project Group 10
SUGGESTED FURTHER READINGS :
- Marketing Management, Kotler and Keller, 14th edition, 2011, Pearson International
- The new strategic brand management, Kapferer, 5th edition, 2012, Kogan Page
- Strategic Brand Management: A European Perspective, Keller et al., 2nd edition, 2011, Financial Times/ Prentice Hall
152
MKG542 - OPERATIONAL MARKETING
IDENTIFICATION :
Course title : OPERATIONAL MARKETING
Supervisor : FEENSTRA Florence Semester : 09
Based in : Paris - Office : 8 Department : Marketing
E-mail : [email protected] Code : MKG542
Teaching language : French Campus : Angers
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
While manufacturers and retailers may have different objectives, they have in common to all focus on consumers. This module starts
by shedding light on shoppers’ behaviors at the point of sales. It then presents the main concepts and tools for managing categories
before providing the keys to set the stage for the product offer through state-of-the-art merchandising and innovative trade
marketing approaches.
LEARNING GOALS/LEARNING OBJECTIVES :
5.1 Graduates will be able to analyse the shopper behavior and find category management solutions
5.2 Graduates will be able to write a category business review
5.3 Graduates will be able to define the differents axis of a merchandising strategy
5.4 Graduates will be able to define the promotion plan for retailer
ORGANISATION :
Lecture Seminar Other
SHOPPING BEHAVIOR AT THE POINT OF SALE --------------------------------------------------- 12,00
- Manufaturer-retailer cooperation: what is at stake?
The new context of retailing
The win-win credo
Customer orientation: from the birth of Efficient Consumer Response (ECR) to the
role of Category management and Trade marketing
read the article Benoun M &
Hélies-Hassid H(2004): category
management : mythes et réalités,
Revue Française du marketing, Vol
N°198
- Point of sale selection
The consumer-point of sale relationship
Point of sale attendance
Attendance versus buying motivations and type of purchase
Adapting the point of sales to the shopper
- The consumer within the store: the shopper
Store traffic: consumers expectations and types of routes within the store
Purchase logics and products associations
Management of categories by retailers
Read the article Bonnin Gaël (
2003): la mobilité du
consommateur en magasin:une
étude exploratoire de l'influence de
l'aménagement spatial sur les
stratégies d'appropriation des
espaces de grande distribution,
R.A.M,vol 18, N°3
- Consumer behavior at the store shelf
The premeditation of the purchase
Analysing products and shopper's attitudes
CATEGORY MANAGEMENT -------------------------------------------------------------------------- 6,00
- CM process: concepts and tools
ECR methodology: the 8 steps
Tactical tools: assortment, price, promotion, innovation, merchandising
- CM: from strategy to implementation
Consumer dramatization and enthusiasm
Building Parnership : the role of category captain / supplier and the customer record
From the concept to reality: the limits to CM (SME, outside mass consumption)
MERCHANDISING ----------------------------------------------------------------------------------- 9,00
- Introduction to merchandising
Defining what merchandising is and what it covers
Identifying merchandising objectives for the various partners in the marketing
channel
The various ways to develop a merchandising strategy
Read the article Drèze, X., Hoch,
S. J., & Purk, M.E. (1994). Shelf
Management and Space Elasticity.
Journal of Retailing, 70(4), 301-
326
- Merchandising strategy and objectives
The various levels of merchandising
Mix merchandising
How to build an efficient merchandising
The salesforce relay
- From merchandising research at the point of sale to re-implementation
Execution of a complete merchandising study
Preparation of a sales report for a merchandising study
153
The key elements in a successful shelf re-implementation
TRADE MARKETING --------------------------------------------------------------------------------- 9,00
- The role of trade marketing
The specific roles of trade marketing (mass consumer products / selective) Read the article Siang (1998) :Les
enjeux du Trade Marketing dans la
relation marque enseigne.
1er colloque Etienne Thil, La
Rochelle
- Adapting promotion plan to retailer
Retailer analysis based on panels data
Analysis of strengths and weaknesses by markets/segments
key success Trade Marketing actions
- Organizing trade marketing plans for mass consumer and selective sectors
Preparation of the trade marketing plan
Planning time & events / retailer
Exercices
CATMAN GAME -------------------------------------------------------------------------------------- 3,00
COMPANY'S DAY ------------------------------------------------------------------------------------ 3,00
42,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 50
Written exam Individual 100 3,00
Midterm exam (ME)
Continuous assessment (CA) 50
Project Group 50
Project Group 50
SUGGESTED FURTHER READINGS :
- DARPY D., VOLLE P., Comportement du consommateur: concepts et outils, Dunod, 2007
- COGITORE S., Le category management, Dunod, 2010
- ZEYL A., Le trade marketing, Vuibert, 1996
- FADY A., RENAUDIN V. et VYT D., Le merchandising, 6ème édition, Vuibert Gestion, 2007
154
MKG542 - MARKETING OPERATIONNEL
IDENTIFICATION :
Intitulé : MARKETING OPERATIONNEL
Responsable : FEENSTRA Florence Semestre : 09
Site : Paris - Bureau : 308 Département : Marketing
Mél : [email protected] Code : MKG542
Langue d'enseignement : Français Site : Angers
Heures totales : 45,00 / crédits ECTS : 6,00
PRÉSENTATION GÉNÉRALE :
Ce module permet de mieux comprendre le comportement du consommateur au point de vente (shopper) et ses critères de choix.
De cette compréhension dépend le succès des démarches catégorielles mises en œuvre par les industriels et les enseignes. Le
module présente successivement les concepts et les outils de la gestion par catégorie avant de fournir les clés pour théâtraliser et
animer l’offre produit à travers le merchandising et le trade marketing.
COMPÉTENCES VISÉES :
5.1 Les étudiants sauront analyser le comportement du consommateur au point de vente
5.2 Les étudiants sauront capables de mener une revue de catégorie
5.3 Les étudiants seront concevoir et exploiter les différents axes d'une démarche merchandising
5.4 Les étudiants sauront concevoir un Plan promo trade marketing
ORGANISATION :
CM TD TP
LE COMPORTEMENT DU CONSOMMATEUR AU POINT DE VENTE -------------------------------- 12,00
- Les enjeux de la coopération producteurs & distributeurs
Le contexte nouveau de la distribution
Les 3 forces en présence et le credo win-win
L'orientation client : de la naissance de l'ECR au rôle du category management et
Trade Marketing
Lire l'article Benoun M & Hélies-
Hassid H(2004): category
management : mythes et réalités,
Revue Française du marketing, Vol
N°198
- Le choix du point de vente
La relation consommateur / point de vente
Mode de sélection et fréquentation du point de vente
Fréquentation versus motivation et types d’achat
L'adaptation du point de vente au shopper: les évolutions dans un commerce
interconnecté
- Le consommateur au point de vente : le shopper
Circulation en magasin : attentes consommateurs et types de parcours
Logiques d’achat et association produit
Univers de consommation : catégorisation et limites conceptuelles
Lire l'article Bonnin Gaël ( 2003):
la mobilité du consommateur en
magasin:une étude exploratoire de
l'influence de l'aménagement
spatial sur les stratégies
d'appropriation des espaces de
grande distribution, R.A.M,vol 18,
N°3
- Le comportement du consommateur au linéaire
La préméditation de l’achat
Modes d’accès aux produits et attitudes du shopper
Evaluation des comportements consommateurs
CATEGORY MANAGEMENT -------------------------------------------------------------------------- 6,00
- Le process Category Management : la démarche / les outils
les 8 étapes de du management d’une catégorie
Les outils tactiques (assortiment, prix, promotion, innovation, merchandising)
- Category Management : de l’approche stratégique à la mise en oeuvre
De la catégorie à l’univers : Théâtralisation et enthousiasme consommateur
construire un partenariat: rôle du category captain industriel et connaissance du
client distributeur:la revue d'enseigne
enjeux et limites du category management
MERCHANDISING ----------------------------------------------------------------------------------- 9,00
- Les concepts du merchandising
La notion du merchandising et son périmètre d'action
Identifier les objectifs du merchandising pour les différents partenaires et leur
évolution
Les différentes logiques de gestion et leurs indicateurs de performance
lire l'article Drèze, X., Hoch, S. J.,
& Purk, M.E. (1994). Shelf
Management and Space Elasticity.
Journal of Retailing, 70(4), 301-
326
- Stratégie et missions du merchandising dans l'entreprise
Les axes du mix merchandising
Construire une démarche merchandising: mode d'emploi
L’importance de l’animation terrain
- De l'étude merchandising au point de vente à la réimplantation
155
Réalisation d’une étude linéaire
Elaboration d’un dossier de vente d’une étude merchandising
Les éléments clefs d’une réimplantation réussie
TRADE MARKETING --------------------------------------------------------------------------------- 9,00
- La démarche trade marketing
Les rôles spécifiques du Trade Marketing (grande conso / sélectif)
Les enjeux de la promotion côté distributeurs/ industriels
Siang (1998) :Les enjeux du Trade
Marketing dans la relation marque
enseigne.
1er colloque Etienne Thil, La
Rochelle.
- Une stratégie promotionnelle adaptée à chaque client
L’analyse du client via les panels: forces et faiblesses par marché
Identification des leviers promo trade à actionner / client
les principes de réussite d'une offre Trade Marketing
- Construction des plans trade en grande conso et en sélectif
L'élaboration d’un Plan Trade en grande conso/ sélectif
Planning time & events / enseigne
Travail sur un cas grande conso
CATMAN GAME -------------------------------------------------------------------------------------- 3,00
JOURNEE PARTENAIRE ----------------------------------------------------------------------------- 3,00
42,00
ÉVALUATION :
% de
l'évaluation
globale
Mode d'évaluation % Durée (heures)
Examen Final (EF) 50
Ecrit Individuel 100 3,00
Examen Intermédiaire (EI)
Contrôle Continu (CC) 50
Projet Collectif 50
Projet Collectif 50
LECTURE RECOMMANDÉE :
- DARPY D., VOLLE P., Comportement du consommateur : concepts et outils, Dunod, 2007
- COGITORE S., Le Category Management, Dunod, 2010
- ZEYL A., Le trade marketing, Vuibert, 1997
- FADY A., RENAUDIN V. et VYT D., Le merchandising, 6ème édition, Vuibert Gestion, 2007
156
MKG543 - SALES DEVELOPMENT
IDENTIFICATION :
Course title : SALES DEVELOPMENT
Supervisor : FEENSTRA Florence Semester : 09
Based in : Paris - Office : 308 Department : Marketing
E-mail : [email protected] Code : MKG543
Teaching language : English Campus : Angers
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
This module covers the main concepts and tools to perform effective negociations with its marketing channel partners, both in
economic and relational terms. It gives students the opportunity to develop skills and personal relational style in a context of
integrativ negociation. The objectif is to make the students able to negociate with customers and other business partners, with a
win-win approach.The ethical challenges which lay at the core of marketing ans sales functions are also covered.
LEARNING GOALS/LEARNING OBJECTIVES :
3.1 Graduates know the ethical principles which guide their profession.
5.1 Graduates know how to define the quantitative framework of their negocation.
5.2 Graduate will be able to conduct persuasive negociations
ORGANISATION :
Lecture Seminar Other
PREPARING THE SALES NEGOCIATION ------------------------------------------------------------ 15,00
- Introduction: what' s negociate?
Concepts
Tools
Texts and documents will be
handed over during session 1
- Part 1. Strategy
Checking off all business conditions,
Understanding both sides business models and positions,
Evaluating the balance of power.
- Part 2. Value and calculations
Evaluating each business condition impact on revenues, margins and profit,
Integrating soft values
Training sessions: study cases
- Part 3. Tactics guidelines: "The 5 rules to win"
- Defining goals and setting bounds,
- Having arguments of defense,
- Matching concessions and counterparties
- Going ahead step by step,
- Closing with mutual commitment
- Part 4. Play the game
role-playing games
NEGOCIATE IN A PERSUASIVE WAY --------------------------------------------------------------- 15,00
- Strategy of Relationship
Communication skills
Styles of negotiation (exercises)
How to become an assertive negotiator
The behaviors and the powers of the buyer
Read : chap 5, 11 and 12 of the
book "vendre et defendre ses
marges" P Korda
- The foundations of negocation
- Understand negotiation: the Phases of negotiation
- Prepare a proposition
bjectives and questions- Discover the person,explore the situation:The motivations of the buyer SPICEM ,
Personal and professional discovery
Read : part 1 (phases) of the book
"Negociations" Anne Laws
Read : chap 6 of the book "vendre
et defendre ses marges" P Korda
exercises on scenario (role play)
- Sell the proposition
-Knowing and respecting mutual interests for a win-win negotiation
- Mastering the process of agreement AIDA (role play)
Read "the truth about negociations"
Leigh L Thompson p31 to 51
- Make the argumentation
Answering objections
Working on concessions and support (play role)
Managing tensions DESC (role play)
Read : chap 7, 8 of the book
"vendre et defendre ses marges" P
Korda
- After the negotiation
Adjust the negotiation : Reaching agreement and concluding
Dealing with "after negotiation service"
Maintaining relationship
Positive approach to negotiation :Mastering tips and tricks
Read : part 2 of the book
"Negociations" Anne Laws
Read : chap 10 of the book "vendre
et defendre ses mlarges" P Korda
ETHICS, MARKETING AND SALES ------------------------------------------------------------------ 9,00
- Principles of Business Ethics
Texts and documents will be
handed over during session 1
critical analysis of academic text
157
- Integrating ethics in the sales process
- Case study
COMPANY'S DAY ------------------------------------------------------------------------------------ 3,00
42,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 60
Written exam Individual 100 3,00
Midterm exam (ME)
Continuous assessment (CA) 40
Written exam Individual 20
Project Group 40
Oral exams Individual 40
SUGGESTED FURTHER READINGS :
- WALKER O.C., CHURCHILL G.A., FORD N.M., JOHNSTON M.W. and MARSHALL G.W. (2008), Sales force Management (9th edition),
McGraw-Hill
- ANQUETIL A., Qu'est ce que l'éthique des affaires? Vrin, 2008.
- Negociations , Anne Laws, The business skills Series-Summertown Publishing (2008)
- The truth about negociations "you may want to make the first offer" Leigh L Thompson, Pearson (2008)
- Vendre et défendre ses marges. P. Korda. Ed d’Organisation (2003)
- Negotiation: Readings, Exercices, and Cases. Roy J. Lewicki. McGraw-Hill (2009)
- Negotiate to win. J Thomas. ED Collins (2005)
- International Business Negotiations. Pervez N. Ghauri & J-C Usunier(2003)
158
MKG544 - RETAILERS'S STRATEGY AND MARKETING
IDENTIFICATION :
Course title : RETAILERS'S STRATEGY AND MARKETING
Supervisor : FEENSTRA Florence Semester : 09
Based in : Paris - Office : 308 Department : Marketing
E-mail : [email protected] Code : MKG544
Teaching language : English Campus : Angers
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
Retailers’ strategy and marketing gives students the opportunity to discover and practice retail marketing through a hands-on
approach. The objective is to give students a thorough understanding of how retailers build and implement their marketing strategy
in a highly competitive environment. Drawing from real-life situations and various examples, the aim is to place students in the
middle of the store so that they can apprehend how professionals can act to better serve their final market
LEARNING GOALS/LEARNING OBJECTIVES :
5.1 Graduates will be able to analyse the retailers' s marketing strategy
5.2 Graduates will know the current tools and concepts used by the retailer's marketing manager
ORGANISATION :
Lecture Seminar Other
THE CONTEXT --------------------------------------------------------------------------------------- 6,00
- The birth of modern commerce
Modern commerce at the turn of the centuries
Is big versus small still relevant? The cases of store chains and e-commerce
Read syllabus
- Contemporary challenges for modern commerce
E-commerce business models
From multi to cross-channel strategies: optimizing the mix of bricks and clicks
Sustainable development: is being green more profitable?
Ethical issues: to be fair or not to be fair
THE STORE ------------------------------------------------------------------------------------------ 9,00
- The retailer as a brand
From the wheel to the rocket: the theories of retailing
Retail formats and marketing mix of retailers
- The store concept
Recent trends in consumption: Is your consumer postmodern?
Theme development and the codes of the selling space: a question of brand
positioning
- The store atmospherics
The components of the store atmospherics: cognitive versus affective
Designing a store concept via atmospherics
- Visual merchandising and store layout
The role of visual merchandising in the store environment
Alternative store layouts
THE ASSORTMENT ---------------------------------------------------------------------------------- 12,00
- building an assortment: Retailer strategy, objectives and relationships with suppliers.
Different kinds of products: Brands, PLB, value priced offerings.
The construction of the assortment: Selection of the right product
Sourcing and relationships with suppliers: Which role for the supplier in front of the
retailer?
Business Case and exercises
- Managing an assortment: The retailer performance through the efficient assortment
The structure of the assortment: stratums and banners
Managing the assortment: choices, tools and measure of the performance
Managing the assortment through different channels: Store, web and drive…
Business case and exercises
- The pricing management: Strategies, stakes and regulations
Pricing Strategy in retailing
Relationships Suppliers/Retailers about pricing
Pricing regulations and Margins
Business case and exercises
THE PROMOTION ------------------------------------------------------------------------------------ 9,00
- Building a retailer’s promotion strategy
The different kinds of promotion devices
The objective and the role of a promotion: margin, market share, Loyalty
Building an annual promotion plan: stakes and seasonality
Business Case and exercises
- Managing the promotion: From the set-up to the performance report
Before the promotion: relationships with suppliers, supply chain issues, Stock
shortages
During the promotion: In store promotion management, relationships between
stakeholders
After promotion: measure of the performance, indicators and tools
Business case and exercises
159
- Promotion and Shoppers: Increasing sales through a cross-channels promotion strategy
The Consumer and the Shopper in front of a promotion: Impacts on his out-store and
in-store behaviors
How to deal with different channels : Store, Web and Drive
Using IT for a more efficient promotion
Business case and exercises
PARTNER’S DAY/Translating strategy into action ------------------------------------------------- 6,00
- Store concept
Analysing a store concept with his environment's eye-view CASE STUDY
- Retailer 's Challenge
Operational marketing purpose in- store written report and oral presentation
42,00
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 50
Written exam Individual 100 3,00
Midterm exam (ME)
Continuous assessment (CA) 50
Project Group 50
Project Group 50
SUGGESTED FURTHER READINGS :
- Dawson J., Larke R. and Mukoyama M., Strategic Issues in International Retailing, Routledghe, 2006
- Kumar N. and Steenkamp J-B.E.M., Private Label Strategy: How to Meet the Store Brand Challenge, Harvard Business School
Press, 2007
- Levy M. and Weitz B.A., Retailing Management, 7th edition international edition, Mc Graw-Hill, 2009
160
MKG545 - DIGITAL EXPERTISE
IDENTIFICATION :
Course title : DIGITAL EXPERTISE
Supervisor : FEENSTRA Florence Semester : 09
Based in : Paris - Office : 308 Department : Marketing
E-mail : [email protected] Code : MKG545
Teaching language : English Campus : Angers
Total number of hours : 45,00 / ECTS credits : 6,00
OVERALL DESCRIPTION :
The digital changes the Consumer Goods Marketing practices. For brand managers, it offers new opportunities for developping
global and interactive offers or managing 360° customer experience across a large range of touch points. Omni channel retail
redefines the purchasing process and the way the shopper access to products. This module aims to develop student's digital skills
and agility , both indispensable for their futur job.
LEARNING GOALS/LEARNING OBJECTIVES :
5.1 Graduates know and are able to use the major Competitive Intelligence , Open Innovation and Research digital tools to
define a brand strategy
5.2 Graduates understand the cross channel retail challenges and are able to define marketing mix and commercial policies
taking into account the digital opportunities
5.3 Graduates are able to analyse and build a 360° CRM in the Consumer Goods Market
ORGANISATION :
Lecture Seminar Other
Chapter 1 : Strategic analysis and product developping at the digital time -------------------- 9,00
- Role of digital tools in the renewal of Research
-Definition and scope of digital research
-Measuring the impact and effectiveness of digital and cross media ad campaigns
-Enriching traditional research through online conversations listening
-Involving Consumers in online Communities
case studies and MCQ
- Competitive Intelligence for Brands
-Introduction to Competitive intelligence
-Business Intelligence Dashboard Tools (Netvibes, Scoop.it, RSS feeds)
-How to gather, analyze, validate, use and disseminate information
homework : creating your
Business Intelligence Dashboard
MCQ
- Open Innovation for consumer goods markets
-Principles of innovation co-creation
-Open Innovation platforms
-Benefits and limitations of Open Innovation
Chapter 2 : Sales Activation in the omni channel context --------------------------------------- 27,00
- Cross channel retail changes
-Meet the connected shopper: new shopping trip
-Cross chanel retailing : new access to the products
-Introduction to e- supply chain : the cross channel challenges
case studies + MCQ
- The connected store of tomorrow
-Using digital NT : international retail best practices
- Managing Digital shopping experience in- store
-The place of the salesperson at the digital time
case studies + MCQ
- Defining marketing strategies for a multichannel retail
-Developing products offers: think ATAWAD and USER experiences
-Adapting price policies to on/off competition
-Taking advantage of digital opportunities for promoting Consumer Goods
case studies and MCQ
- From category management to e category management
E shopper ‘s Browsing behavior
E merchandising and e promotion : key- areas and offer displaying strategies
case studies and MCQ
- Supplier - retailer relationship on the vritual channels
E key account management : understanding drive and pure players business models
Ethic & e-commerce
case studies and MCQ
Chapter 3: Customer Relationship Management 360° ----------------------------------------- 6,00
- CRM to a customer relationship increased
Course Introduction about CRM in Consumer Goods Market
Before to start your CRM plan
Awarness and Consideration
To come, Recruitment and Retention
case studies and MCQ
- CRM Return to active
Advocacy
Case Study | Nestlé,Nescafé, Mixa, Oasis
cases studies and MCQ
PARTNER' S DAY ----------------------------------------------------------------------------------- 3,00
45,00
161
ASSESSMENT :
% of final grade Assessment type % Duration (hours)
Final exam (FE) 40
Oral exam Group 100
Midterm exam (ME)
Continuous assessment (CA) 60
Written exam Individual 70
Written exams Group 30
162
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