MSc GLOBAL BUSINESS - EDHEC Business School · PDF fileMSc GLOBAL BUSINESS ... MARC KITTEN The...

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MSc GLOBAL BUSINESS ACADEMIC YEAR 2015‐2016

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INDEX

ECTS CREDITS ........................................................................................................................................................ 3

SEMESTER 1

16_M2_LI_GLB_S1_CCO_MGT_3945: PROCUREMENT .................................................................................... 4

16_M2_LI_GLB_S1_CCO_MGT_1216: CORPORATE STRATEGY FOR INTERNATIONAL BUSINESS .................... 6

16_M2_LI_GLB_S1_CCO_LAW_1218: INTERNATIONAL BUSINESS LAW .......................................................... 9

16_M2_LI_GLB_S1_CCO_ACC_3946: NEGOCIATION ..................................................................................... 10

16_M2_LI_GLB_S1_CCO_MGT_1217: INTERNATIONAL OPERATIONS (INCLUDING IS) ................................. 12

16_M2_LI_GLB_S1_CCO_ACC_1219: PERFORMANCE AND INTERNATIONAL ACCOUNTING ........................ 14

16_M2_LI_GLB_S1_CCO_MGT_1220: QUANTITATIVE RESEARCH & METHODOLOGIES ............................... 16

16_M2_LI_GLB_S1_CCO_MGT_3693: ILLICIT BUSINESS ................................................................................. 18

16_M2_LI_GLB_S1_SEM_CCS_730: BUSINESS ETHICS .................................................................................... 20

16_BM_LI_BM_S1_CCO_CCS_4499: SPECIAL TOPICS ON FRANCE FOR INTERNATIONAL STUDENTS ............. 21

16_M2_LI_CLA_S1_CCO_FLE_1347: IC FLE ...................................................................................................... 23

SEMESTER 2 16_M2_LI_GLB_S2_CCO_MKG_3553: COUNTRY RISK ANALYSIS ................................................................... 25

16_M2_LI_GLB_S2_CCO_MKG_1227: GLOBAL MARKETING STRATEGY ........................................................ 27

16_M2_LI_GLB_S2_CCO_FIN_1228: GLOBAL FINANCE .................................................................................. 29

16_M2_LI_GLB_S2_CCO_MKG_1241: BRAND MANAGEMENT ...................................................................... 33

16_M2_LI_GLB_S2_SEM_MGT_2735: LEADERSHIP ........................................................................................ 35

16_BM_LI_BM_S2_CCO_CCS_1333: FAMILY BUSINESS .................................................................................. 37

16_M2_LI_CLA_S2_CCO_FLE_1347: IC FLE ...................................................................................................... 39

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ECTS CREDITS

LIBELLÉ ENG HEURE

ÉTUDIANT GE

EDHEC IC INCOMING INCOMING

DD

Remedial Accounting 15 nc nc

Procurement 30 4 4 4 4

Corporate Strategy for International Business 30 4 4 4 4

International Business Law 15 2 2 2 2

Negociation 15 2 2 2 2

International operations(including IS) 30 4 4 4 4

Performance and International Accounting 15 2 2 2 2

Quantitative Research & Methodologies 15 2 2 2 2

Illicit Business 15 2 2 2 2

Business Ethics 15 2 2 2 2

TICD 20 3 3 3

Master Project STEP 1 50 3 3 3

Special Topics on France for International Students 30 7

ERASMUS ‐ FLE 36 5 NC

TOTAL SEMESTER 1 295 30 30 36 30 Country Risk Analysis 15 2 2 2 2

Global Marketing Strategy 30 4 4 4 4

Global Finance 30 4 4 4 4

Brand Management 15 2 2 2 2

Leadership 15 2 2 2 2

TICD 20 1 1 1

Master Project STEP 2 50 7 7 7

Intersnhip / Work Experience (only for IC) 480 15 15

Family Business 30 8

ERASMUS ‐ FLE 36 5 NC

SOUS TOTAL SEMESTRE 2 175 22 37 27 37 STUDY ABROAD

London

Treasury & Risk 30 4 4 4

Portfolio Management & Derivatives 30 4 4 4

Boston

Networked Economy : Information and Technology Issues/ Business Models and Competition

60 8 8 8

Singapore

Business Development in Asia

60 8 8 8 Luxury Retail in Asia

Consumers and Consumption Across Asia

Supply Chain

TOTAL SEMESTRE 2 205 30 45 27 45

TOTAL ANNÉE 500 60 75 63 75

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16_M2_LI_GLB_S1_CCO_MGT_3945: PROCUREMENT NUMBER OF HOURS: 30 SEMESTER 1 INTERNATIONAL PROGRAMME - 4 ECTS COURSE COORDINATOR: CONSTANTIN BLOME

The objective of the module is to provide you with the right skill-set to directly start in strategic procurement positions. Even though procurement professionals have to learn the markets they particularly manage on the job, the course provides you with a full tool-set, methods and approaches to generate strategic benefit right from the start in your job on. Practice examples, case studies, benchmarks, and also simulations will help you to learn the necessary skills. The course is rather a managerial course, so we will predominantly focus on application of tools and the right understanding. However, theoretical underpinning is also pivotal as it helps to better understand phenomena.

After having taken this course participants will be able to:

1. Understand the trends of modern procurement 2. Understand what is the role of procurement and how it creates value for a company 3. Understand what are the typical strengths and weaknesses of todays` companies 4. Understand what a good procurement distinguishes from a bad one

Three years of general business courses or Bac + 3 Business Administration.

SESSION DATE WORKSHOP SPECIALS

1

25.11.15 pm

1. Defining the role of procurement 2. The procurement process: The specification phase & Supplier selection & assessment

West Bay Industry case, AHP assignment

2

26.11.15 am

1. The procurement process: Contract management and bidding 2. Category strategies

Mini cases

3 26.11.15 pm

Procurement strategies: Outsourcing & QualityManagement & Innovation

Sainsbury’s case & mini cases

4 27.11.15 am

Procurement strategies: Global Sourcing & Offshoring

Lego case

5 27.11.15 pm

Procurement strategies: Supply Risk Management

GSK case

6 02.12.15 am

Procurement strategies: Sustainable Procurement

Illy caffe & IKEA case

7 02.12.15 Governance & performance measurement & Mini cases

pm transformation

8 03.12.15 am

Negotiation Clinic Role play

The course content is indicative and might be adjusted based on pedagogical needs.

This course will be highly interactive. It will be based on presentations, mini-group workshops and role play cases that will be handed down to the students during sessions.

TEACHING & LEARNING METHODS

COURSE CONTENT

PREREQUISITES

LEARNING OUTCOMES

COURSE OBJECTIVES

5

ASSESSMENT % OF THE TOTAL

MARK DETAILS SCHEDULE LEARNING OUTCOME

EVALUATED

Participation 20%

Negotiation incl. reflection

20%

Team Presentation 20%

Final Exam 40% 1h30 – Open book exam

Core textbook: Van Weele, A.J (2005, 2010 or 2014) ”Purchasing and Supply Chain Management. Analysis, Strategy, Planning and Practice”, Thomson, ISBN 1-84480-024-5

In addition, you will be provided with case studies and additional reading materials during the delivery of this module.

READINGS

ASSESSMENT METHODS

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16_M2_LI_GLB_S1_CCO_MGT_1216: CORPORATE STRATEGY FOR INTERNATIONAL BUSINESS NUMBER OF HOURS: 30 SEMESTER 1 INTERNATIONAL PROGRAMME - 4 ECTS COURSE COORDINATOR: MARC KITTEN

The ability to manage across borders has become a strategic imperative for firms in an increasingly interdependent world. The contemporary environment offers a wide variety of opportunities as well as potential threats and it is the ability of the firm both to capitalize on opportunities and to neutralize potential threats that will determine its success in a globalizing world. Firms are confronted with the need to navigate across differences in economic environments, political systems, and national cultures. In this module we therefore look both at the nature of the international business environment and its implications both for the formulation of, and the successful implementation, of international business strategy. The rise of emerging markets (BRIC), the accelerating pace of technological change, and more recently the financial meltdown have all made the contemporary environment both more complex and volatile. This no doubt makes strategy formulation and implementation a messy and a complex process but by no means any less important. It is also a particularly exciting time and we will combine a discussion of the concepts developed by some of the most renowned authors of the last decades with a review of a number of practical situations around the world. This should prepare you to many of the challenges you will face in your next jobs!


● understand the international business environment and the complexities of the internationalization process; ● put the concepts of strategy in the perspective of international situations; ● appreciate alternative types of international business strategies and their corresponding organizational implications; ● develop the personal competencies necessary for managers to succeed in the global environment.

Three years of general business courses or Bac + 3 Business Administration, or degrees in Economics, Political Science, Applied Social Sciences

Session 1: Globalisation

● Globalisation and the evolving international business environment ● Multinational enterprise and host country relations ● Entry modes and the internationalization process of the firm ● @ Case Study: Hermitage Capital (to read)

READING ● C.W. Hill. (2011). International Business: Competing in the Global Market Place. New York: McGraw Hill (chapters

1-8) ● Henisz, W., & Zelner, B.A. (2005). Legitimacy, interest group pressures, and change in emergent institutions: The

case of foreign investors and host country governments. Academy of Management Review, 30: 361-382 ● Hermitage case to prepare

Session 2: Strategy and Value Creation

● Objectives of strategy ● Value drivers ● @ Case Study: Three Active Acquirers (to read)

READING

● GRANT R. and JORDAN J. (2012), Foundations of Strategy, Wiley (chapter 1) ● Three Active Acquirers case to prepare

Session 3: Strategy and Value Creation (2/2)

● What is Strategy? ● Introduction to Starbucks ● Concepts

READING

● GRANT R. and JORDAN J. (2012), Foundations of Strategy, Wiley (chapters 2-7)

COURSE CONTENT

PREREQUISITES

LEARNING OUTCOMES

COURSE OBJECTIVES

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● Prahalad and Hamel – The Core Competence of the Corporation – 1990 Session 4: Global strategies and the multinational company

● Market entry strategies Competitive advantage in global strategyThe Bartlett-Ghoshal modelThe Porter modelA

practical framework ● Managing and Negotiating Strategic partnerships (alliances)

READING

● Ghemawat P. (2002). Competition and Business Strategy in Historical Perspective - Business History Review ● GRANT R. and JORDAN J. (2012), Foundations of Strategy, Wiley (chapter 8) ● C.W. Hill. (2011). International Business: Competing in the Global Market Place. New York: McGraw Hill (chapter

14) Session 5: Global strategies and the multinational company (2/3)

● @ Case Study: Resuming Internationalization at Starbucks (to submit, graded)

READING

● Ghemawat P. (2007). Managing Differences. The Central Challenge of Global Strategy - HBR ● Starbucks case to prepare and submit

Session 6: Global strategies and the multinational company (3/3)

● Challenges of international business ● Benefits of global strategies ● How to succeed in emerging markets ● @ Case Study: Lupin: From India to Japan (to submit, assessed)

READING

● C.W. Hill. (2011). International Business: Competing in the Global Market Place. New York: McGraw Hill (chapters 9-12)

● Ghemawat, P. (2001). Distance still matters: The hard reality of global expansion. Harvard Business Review, 79: 137-147

● McKinsey Quarterly - Winning the $30 trillion decathlon ● Lupin case to prepare and submit

Session 7: Organisation of international business (Birk +Maitland+Westney)

● Strategic Control and Governance ● Outsourcing and offshoring in international business

● Introduction to innovation: When strategy fails

READING

● C.W. Hill. (2011). International Business: Competing in the Global Market Place. New York: McGraw Hill (chapter 13)

● McKinsey - Beyond Offshoring Assess Your Company’s Global Potential - HBR 2004 ● GRANT R. and JORDAN J. (2012), Foundations of Strategy, Wiley (chapters 9-10) ● Clayton Christensen – Foundations for growth – MIT Sloan 2002

Session 8: The management of innovation

● Innovation and the multinational corporation (Hamel) ● @ Case Study: Samsung (to research and submit) ● Disruptive innovation (Christensen)

READING Birkinshaw, J. & Hood, N. (2001): Unleash innovation in foreign subsidiaries, Harvard Business Review, 79, 131-138 (6+7)

Session 9: Applying the concepts

● Methodologies of strategy consulting ● Strategic frameworks

READING Session 10: Applying the concepts (2/2)

● More cases

Multimedia lectures, class discussion, simulation, reading, case studies TEACHING & LEARNING METHODS

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Term Project in groups of 4 students, with internal team evaluation: 70% Case study in class and participation: 30%

Cases:

● HERMITAGE: http://hermitagefund.com/hermitage-effect.html (select Harvard case) ● THREE ACTIVE ACQUIRERS (public case) SSRN-id90942: http://papers.ssrn.com/sol3/Delivery.cfm/UVA-F-

1255.pdf?abstractid=909428&mirid=1 ● RESUMING INTERNATIONALIZATION AT STARBUCKS, Ivey, Reference: 9B10M073 ● LUPIN: FROM INDIA TO JAPAN: EDHEC Case study TBC

NOTE ON THE PREPARATION OF CASE-STUDIES When working with cases with compulsory presentation to submit, participants are supposed to go through the following steps:

Step 1: Individual Preparation (before class, individual) – objective is to come up with a basic understanding of the problem and with ideas of possible solutions prior to any discussion with peers.

Step 2: Small-Group Preparation (before class, in small groups) – objective is for every group to come up with a consensus understanding of the problem and to propose solutions. For each assigned case study, you will be required to submit a group note to the instructor at the beginning of class – the note should summarize facts, identify and analyze key question(s), and address(answer) them.

Step 3: In-Class Discussion (in class, with participants contributing as group members and individuals) – objective is to present analyses and solutions, compare and confront them to progress towards a large-consensus on the nature of the key question(s), the form of possible answers and the preferred course(s) of action.

Step 4: In-Class Debriefing – objective is to analyze proposed course(s) of action, (possibly) to contrast it/them with the instructor’s own approach, and to underline salient concepts as they relate to key learning objectives.

Keep in mind that the grade is a priori given to each group member. In case of free riding, the individual grade might be reduced. An assessment of individual contribution within teams may be organized.

C.W. Hill. (2011). International Business: Competing in the Global Market Place. New York: McGraw Hill Robert GRANT and Judith JORDAN, « Foundations of Strategy » Wiley Required Articles (see Blackboard): (C1) Prahalad and Hamel – The Core Competence of the Corporation – 1990 (C2) Ghemawat - Competition and Business Strategy in Historical Perspective - Business History Review 2002 (C3) Clayton Christensen – Foundations for growth – MIT Sloan 2002 (G1) Ghemawat, P. (2001). Distance still matters: The hard reality of global expansion. Harvard Business Review, 79: 137-147. (G2) Birkinshaw, J. & Hood, N. (2001): Unleash innovation in foreign subsidiaries, Harvard Business Review, 79, 131- 138 (6+7) (G3) McKinsey - Beyond Offshoring Assess Your Company’s Global Potential - HBR 2004 (G4) Ghemawat – Managing Differences. The Central Challenge of Global Strategy - HBR 2007 (G5) McKinsey Quarterly - Winning the $30 trillion decathlon (G6) Henisz, W., & Zelner, B.A. (2005). Legitimacy, interest group pressures, and change in emergent institutions: The case of foreign investors and host country governments. Academy of Management Review, 30: 361-382.

Other recommended readings: Johnson, G., K. Scholes and R. Whittington, Exploring Corporate Strategy (8th edition), Prentice Hall, 2008. Chapter 1 to 5. Porter, M., 1996. What is Strategy? Harvard Business Review, November-December: 61-78.

READINGS

ASSESSMENT METHODS

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16_M2_LI_GLB_S1_CCO_LAW_1218: INTERNATIONAL BUSINESS LAW NUMBER OF HOURS: 15 SEMESTER 1 INTERNATIONAL PROGRAMME - 2 ECTS COURSE COORDINATOR: NICOLAS SIMON

The course takes a practical and professional perspective on how national and international law shapes the practices of a multinational organization as it develops, expands, employs, sources and engages in a host of other activities in several countries, all such activity possibly leading to litigation of different forms that can take place in international and transnational transactions. The case studies of specific situations faced by multinational organizations reviewed in light of international business constraints, objectives and legal environment are featured in this module.

After having taken this course participants will be able to: Understand and anticipate the general legal implications of projects, strategies and operations of multinational organizations Use and understand important international terminology related to the processes of law Identify typical legal conflicts and expected issues from international business situations Know when to seek expert advice and support to find and extract important legal information, including in the context of country risk analysis


Why understanding international law basics is a key knowledge component of handling operations and projects in multinational corporations:

International Contracts Principles And Negotiation Contractual Relationship Structuring (Key Structures And Key Terms) Disputes Resolution Mechanisms And Strategies Corporate Decision-Making Legal Processes

Mergers And Acquisitions, Joint Ventures And Divestitures Compliance, Ethics, Competition and Anti-trust, Intellectual Property Basics Employment Law Principles

Multimedia lectures, class discussion, simulation/role play, reading, case studies, quizzes.

ASSESSMENT % OF THE TOTAL MARK DETAILS SCHEDULE LEARNING OUTCOME EVALUATED

Continuous Assessment

40%

Final Exam 60% 2h00

Books: International Business Law and its environment, Schaffer, Agusti, Dhooge and Earle; South Western Legal Studies in Business - Academic Series , 8th edition Websites: U.N. Convention on International Sale of Goods", Vienna 1980 http://www.cisg.law.pace.edu/cisg/text/treaty.html World Intellectual Property Organization www.wipo.int European Union :

READINGS

ASSESSMENT METHODS


COURSE CONTENT

PREREQUISITES

LEARNING OUTCOMES

COURSE OBJECTIVES

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http://europa.eu/ and http://europa.eu/eu-law/index_en.htm

16_M2_LI_GLB_S1_CCO_ACC_3946: NEGOCIATION NUMBER OF HOURS: 15 SEMESTER 1 INTERNATIONAL PROGRAMME - 2 ECTS COURSE COORDINATOR: PHILIPPE BIANCHI

Cultural differences and international context increase dramatically the difficulty level to come to terms with well-balanced agreements in business negotiation. Only a greater level of mastering of academic methods to conduct these international negotiation throughout every phases from “contact” to “closing” can help overcome the intrinsic difficulties of having 2 or more business people securing a valid and profitable agreement. This experiential and practical seminar aims at giving participants several academic method, practical tools, and behavioural guidance to "getting to yes" in this challenging environment.

● This course aims at formalizing, sharing and organizing the first experience of each participant and their future endeavors in negotiation, with the additional dimension of international and cultural differences

● Participants will acquire an academic method to analyze the negotiation power ratio, prepare their negotiation more efficiently and finally compose the tactical plays to drive discussion to conclusion, faster, and consequently more often coming to agreement.


SESSION TOPIC CONTENT PREPARATORY

WORK

1

Situational negotiation Negotiating with short term vision

A typical business negotiation "Green Roof" 1 vs 1

readings

2

Preparation method Focus on “Contact” and “Discovery” phases Negotiating with long term vision

A win-win negotiation "Welcome on board" 1 vs 1

readings

3

Dealing with concession in negotiation. Arguing usefully in negotiation

A give and take or a dead-end situation? "Is it rolling ?”

readings

Tactics to agree : part 1 of 2 2 vs 2

4

Coming to terms in a complex deal & Managing a large team in final negotiation meeting Tactics to agree : part 2 of 2

Tactics in negotiation "The seventh heaven" 3 vs 3

readings

● Lectures, training workshops at every session, video debriefing ● For the video debriefing, we are using a new generation of digital studio, including double digital camera and a

biometric sensor device.


COURSE CONTENT

PREREQUISITES

LEARNING OUTCOMES

COURSE OBJECTIVES

11

Part 1 – 50 % on participation and results obtained during workshops Actual contribution to the role playing simulation is paramount in the participation note. It grants 50% of the participation note itself.

Additional points are earned when;

● participants are video recorded (1 to 3 points) ● participants reach an agreement (succeed in the exercise) (1 to 3 points) ● participants perform significantly better in their role than their peers ( 1 to 3 points)

Final participation note is scale to 20/20 for the best student and adjusted consequently for others.

Compulsory ● Getting to Yes: Negotiating an agreement without giving In ● by Roger Fisher and William Ury (original edition 1981 but any edition will be fine)

Houghton Mifflin Company Recommended

● How to win friends & influence people ● by Dale Carnegie

Vermillion London - 2012 (original edition 1936 but any edition will be fine)

It is compulsory to attend each session in order to score points in relation with the negotiation workshops. The participation evaluation is based on the actual negotiation conducted by the students during the session, the results obtained (best results per roles) and the video recording of one encounter. Additional points can be obtained with keynotes on cultural differences.

RULES FOR ABSENCE AND PLAGIARISM

READINGS

ASSESSMENT METHODS

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16_M2_LI_GLB_S1_CCO_MGT_1217: INTERNATIONAL OPERATIONS (INCLUDING IS) NUMBER OF HOURS: 30 SEMESTER 1 INTERNATIONAL PROGRAMME - 4 ECTS COURSE COORDINATOR: VINCENT VAN PETEGHEM

In today’s globalised economy, organisations operate internationally. Their main focus is not longer only on their home market, but shifts to more international markets and customers. This shift not only affects the scale on which the organisations are performing, but also increases the complexity and importance of operations management decision- making.

In this course we will focus on the main topics within the operations management field. The main focus is on how operations should be managed in order to keep or obtain a competitive position in a global and international environment. The consequence of the decisions made will be felt throughout the whole organisation and will affect the competitive position of the organisation for many years.


1. Understand the influence of the global economy on the operations of an organization 2. Understand the complexity and importance of operations management decision-making 3. Understand the dynamics of global operations strategy and develop one for a company 4. Plan and control processes and know which approach is appropriate in what situation 5. Apply quantitative and qualitative problem-solving techniques in operations management

The students should be able to proof a basic understanding of operations management.

WEEK TOPIC CONTENT PREPARATORY WORK

1

Introduction

Operations are strategic Performance objectives Transformation model

B1 Chapter 1 and 2 + case

2 Supply Chain Management Operations network Bullwhip effect

None

3

Supply Chain Management

Internationalisation Outsourcing Global sourcing

B1 Chapter 3 and 4 + B2 Chapter 7 + case

4 Production Location Decisions Facility decisions B1 Chapter 5 + case

Techniques Strategic role and purpose

5 Capacity Management Demand forecasting Capacity planning

B1 Chapter 6 + case

6

Inventory Management

Economic Order Quantity Newsvendor model ABC analysis

B2 Chapter 9 + case

COURSE CONTENT

PREREQUISITES

LEARNING OUTCOMES

COURSE OBJECTIVES

13

7

Planning and control

Sequencing and scheduling Theory of constraints ERP

B1 Chapter 9 + case

8

Process technology and design

Product design Disruptive innovation Process types

B2 Chapter 4 and 5 + case

9

Lean management

Waste management 5S Matching supply and demand

B2 Chapter 11 + Case

10 Trends and issues Company presentation Innovation case

Innovation case

This course includes various pedagogical tools: lectures, videos, academic articles, books and business case studies. Pedagogical tools will include class exercises, simulation games and cases.

ASSESSMENT % OF THE TOTAL MARK DETAILS SCHEDULE LEARNING OUTCOME

EVALUATED

Group presentation 30% Innovation case Week 10 All

Class participation 30% Every week All

Final exam 40% At the end of the course

All

Textbook (available in the library) -Operations management: an international perspective, David Barnes (book B1) -Operations and Process Management: Principles and Practice for Strategic Impact, N. Slack, S. Chambers, R. Johnston and A. Betts (book B2)

READINGS

ASSESSMENT METHODS


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16_M2_LI_GLB_S1_CCO_ACC_1219: PERFORMANCE AND INTERNATIONAL ACCOUNTING NUMBER OF HOURS: 15 SEMESTER 1 INTERNATIONAL PROGRAMME - 2 ECTS COURSE COORDINATOR: ARNT VERRIEST

The course is an overview of international accounting concepts and practices, with an emphasis on analyzing, understanding and interpreting basic financial accounting numbers of stock-listed companies. During the course, students will also get familiar with IFRS and international accounting practices. Students become familiar with the key techniques used in multinational corporations to manage incoming and outgoing equity, transfers of funds, performance evaluation and efficiency.

After having taken this course participants will be able to: Read and understand financial information in the annual report (income statement, balance sheet, cash flow statement, equity statement and footnote disclosures). Evaluate and analyse a firm's financial statements.


On-line prerequisite course - Basics of Accounting (all international students must pass this course) The on-line course is designed to make sure that all international students have a basic knowledge of financial accounting and can understand financial statements including the balance sheet, the income statement and the cash flow statement.

Course covers working capital, cash conversion cycle, equity/debt, cash flow, accounts receivable and inventories. At the end of the course all students are required to be able to analyze, interpret and communicate financial information. Although the subject focuses on the use of accounting information, students will also become familiar with the basic vocabulary and tools related to corporate finance.

WEEK TOPIC CONTENT PREPARATORY WORK

Lecture 1 Introduction to Financial Recapitulation of how accounting occurs for TBA

Reporting and Financial Statements

basic transactions Balance sheet Income Statement Cash flow statement Equity Statement

Lecture 2 Financial Statements: Overview of the core FS

Overview of the Core Financial Statements and examples from IFRS and US GAAP

TBA

Lecture 3 Financial Statement Analysis: Core

Disaggregation of ROE TBA

Lecture 4 Operating Income and Operating Assets

Detailed analysis of relevant operating income items and operating asset items

TBA

Lecture 5 Special Topics Discussion of the role of accounting in a global context

TBA

The prerequisite course is delivered in an e-learning format between July and September and it requires students to TEACHING & LEARNING METHODS

COURSE CONTENT

PREREQUISITES

LEARNING OUTCOMES

COURSE OBJECTIVES

15

develop skills in e-communication, e-business and e-learning.

30% Group assignments 10% Basics of Accounting Exam (1h30) prerequisite for Internationals only 60% (Internationals)/70% - Final Exam (2h00)

The text book used in this course is “Financial Accounting for MBAs” by Easton, Wild, Halsey and McAnally, 6th Edition, Cambridge Business Publishers.

READINGS

ASSESSMENT METHODS

16

16_M2_LI_GLB_S1_CCO_MGT_1220: QUANTITATIVE RESEARCH & METHODOLOGIES NUMBER OF HOURS: 15 SEMESTER 1 INTERNATIONAL PROGRAMME - 2 ECTS COURSE COORDINATOR: ANNE E. WITTE

International Business takes place in a technical, cultural, regulatory and material environment requiring strong abilities to find, analyze, understand and transform qualitative and quantitative data. This module explores value creation through research. It covers concept formulation, data gathering and data analysis by way of surveys, desk and field research. Students are invited to engage with on-line research methods practice, creative practical applications of survey tools and use of theory generated research, to gain expertise in a variety of approaches to corporate consulting projects, and sociological and anthropological enquiry of target markets.


1. Use the language and concepts of the research cycle to formulate a research proposal 2. Identify primary data resources for business research 3. Use Qualtrics software to conduct a survey and create valid data 4. Present statistical information using graphic software 5. Interpret and analyse critically statistical information 6. Formulate a value added question


SESSION TOPIC CONTENT PREPARATORY WORK

1

Research Basics

Key Research Concepts, Finding Data, Critical Thinking concepts

Supplementary on-line course materials and reading on questioning techniques

2

The Survey

Survey techniques & Basic Statistics

Qualtrics survey tool is learned and applied; supplementary online course

3

Quantitative Data and its analysis

Validity, Statistical Tests, Generating data formats

Survey results are analysed and interpreted; supplementary online course

4 Creative concepts and creativity of expressing them

Mindmaps, digital tools, interview techniques Infographic assignment supplementary online course; master project

proposal with infographics

5 Finding a Value Added Idea

Feedback on proposals and infographics Supplementary online course

Lectures, student study cohorts, Socratic dialogue, reading and a substantial supplementary online course.

Survey Questionnaire 33% (Learning Objective 1 & 3) Survey Results and Data Analysis 33% (Learning Objective 4 & 5) Creating value added ideas using infographics 34% (Learning Objective 1, 2, 3, 4, 5)

ASSESSMENT METHODS


COURSE CONTENT

PREREQUISITES

LEARNING OUTCOMES

COURSE OBJECTIVES

17

Exemplary or poor participation may lead to bonus or penalties.

Kahneman, D. (2011) Thinking, fast and slow. London: Allen Lane. Lehrer, Jonah, (2010) How we decide, New York: Houghton Mifflin Lofland J., Snow D., Anderson L. and Lofland L.H. (2006), Analyzing Social Settings, a guide to qualitative observation and analysis Riley M., Wood R.C., Clarck M.A., Wilkie E. and Szivas E. (2000), Researching and Writing Dissertations in Business Management

Robson C. (2007), How to do a research project, a guide for undergraduate students Shirky, Clay (2010) Cognitive Surplus, New York: Penguin Taleb, Nassim Nicholas (2009) The Black Swan : The Impact of the Highly Improbable, London : Penguin Books.

Walliman N. (2004), Your undergraduate dissertation, the essential guide for success Wheelan, Charles (2013) Naked Statistics: Stripping the Dread from the Data: New York: Norton.

READINGS

18

16_M2_LI_GLB_S1_CCO_MGT_3693: ILLICIT BUSINESS NUMBER OF HOURS: 15 SEMESTER 1 INTERNATIONAL PROGRAMME - 2 ECTS COURSE COORDINATOR: BERTRAND MONNET

The class has 2 objectives: To present each component of illicit business:

- The development of the criminal economy, which is mainly based on the production, transport and distribution (traffics) of illicit goods, products and services (drugs, weapons, human beings…). - The attack of the legal economy, which is mainly based on three modes of action: Predation (massive theft of strategic products, ie oil, extortion, kidnapping, fraud, piracy, cybercrime) – Parasitism (money laundering, illicit use of the supply chain) - Competition (contraband, counterfeiting).

To present the multiple stakeholders of illicit business:

- Mafias and other transnational / local criminal organizations - Terrorist organizations and guerillas - Unfair competitors (companies) - Corrupted public stakeholders - Internal and external fraudsters (employees, commercial partners, contractors..)

To present the efficient solutions that can be set up by multinational companies to protect their legal business against illicit business:

- To transfer the risks towards insurance - To protect their people, business, data and assets - To anticipate their potential contact with illicit business on their future markets

After the class, the students of the Msc will be able to: Understand the economic model of illicit economy Identify the presence of illicit stakeholders in their business environment Mobilize efficient solutions to mitigate the risks generated by the contact of their company with illicit stakeholders

Three years of general business courses or Bac + 3 Business Administration, or degrees in Economics, Political Science, Applied Social Sciences.

Part 1: Analysis of the illicit economy

● External stakeholders: organised crime and terrorist organizations ● Internal stakeholders: employees, competitors, public partners ● Modes of action

Part 2: Analysis of the risk management processes and supports ● External risk management solutions ● Internal risk management solutions

Part 3: Focuses ● Fraud risk management ● Cybercrime ● Corruption

Pedagogical resources The class will be based on 2 main resources:

● The feedback of the researches led by the EHEC research center on criminal risks management, and specifically on feedbacks of ongoing field surveys conducted in close contact with criminal organizations in Italy, Colombia, Nigeria, Liberia, Sierra Leone, Japan, and the western Balkans;

● The intervention of high level professionals, including the Vice – President of DHL in charge of Crisis and fraud risk management, the Head of EUROPOL Anti – cybercrime Department, the Corporate security Director of a multinational company, ie SANOFI.

Students involvement The students will be mobilized through in class case studies and preliminary preparation of each class session, based on readings and guided information research and monitoring.


COURSE CONTENT

PREREQUISITES

LEARNING OUTCOMES

COURSE OBJECTIVES

19


EVALUATED

Personal involvement in the class

25%

Individual research paper

75%

Adams J.R et Frantz D, A full service bank, New York, Pocket Books, 1992. Brisard Jean-Charles, Terrorism Financing : roots and trends of Saudi terrorism financing, Rapport au Président du

Conseil de sécurité des Nations Unies, 2002. Costigan, S et Gold, D. Terrornomics, Aldershot (UK): Ashgate Publishing, 2007. Ehrenfeld, R, Funding evil : how terrorism is financed and the nexus of terrorist and criminal organizations, in Costigan,

S et Gold, D. Terrornomics, Aldershot (UK): Ashgate Publishing, 2007. Gregory F. Treverton, Carl Matthies, Karla J. Cunningham, Jeremiah Goulka, Greg Ridgeway, Anny Wong, Film Piracy,

Organized Crime, and Terrorism, Rand corporation, March 2009. Grutzner C, How to lock out the mafia, Harvard Business Review, 1970. Jenkins Brian Michael, Corporate Security in the post 9 – 11 World, International Chamber of Commerce, Commercial

crime services, Annual lecture 2003. Kaplan D et Dubro A, Yakuza: Japan’s criminal underworld. Berkeley, University of California Press, 2003 Mitnick, Kevin D, The art of intrusion : the real stories behind the exploits of hackers, intruders and deceivers,

Indianapolis, IN: Wiley, 2005. Napoleoni Loretta, The Evolution of Terrorism Financing since 9/11 : how the new generation of Jihadists fund

themselves, in Costigan, S et Gold, D. Terrornomics, Aldershot Ashgate Publishing, 2007. Napoleoni Loretta, Terror Incorporated, NY : Seven Stories Press, 2004. OCDE, Security in Maritime Transport : Risk factors and Economic Impact. Maritime Transport Committee, Directorate

for Science, Technology and Industry, 2003. Sali Li, Stephen B. Tallman, Manuel P. Ferreira, Developing the eclectic paradigm as a model of global strategy: An

application to the impact of the Sep. 11 terrorist attacks on MNE performance levels, Journal of International Management 11, 2005. Saviano Robertro, Gomorra, Gallimard, 2007 Very, P. et Monnet, B (2010) “The Paradox of Honesty: How Multinationals Contribute to the Spread of Organised

Crime” in Milliot, E. & N. Tournois (eds) The paradoxes of globalisation, Basingstoke (UK): Palgrave-McMillan, p.84-94. Very, P., Duplat, V. & B. Monnet, Identification and economic analysis of governance mechanisms in legitimate mafia

firms, M@n@gement, Septembre 2011. Williams P, Organized crime and cyber-crime: implications for business, www.cert.org/archive/pdf/cybercrime-

business.pdf World Drug Report 2012, UNODC (United Nations Office on Drug and Crime)

READINGS

ASSESSMENT METHODS

20

16_M2_LI_GLB_S1_SEM_CCS_730: BUSINESS ETHICS NUMBER OF HOURS: 15 SEMESTER 1 INTERNATIONAL PROGRAMME - 2 ECTS COURSE COORDINATOR: GEERT DEMUIJNCK

To teach students how to better frame ethical issues related to business and the economy, and to become more aware of the philosophical questions which underlie individual and collective decisions. To allow students to learn about the practical implementation of ethical standards in business by participating to the Lille World Forum (forum for a responsible and sustainable economy).


● better frame ethical issues related to business and the economy, especially issues concerning the domain of specialization of each MSc program.

● be more aware of the philosophical questions which underlie individual and collective decisions. The aim of the course is not to provide precise answers to specific questions.

The only important prerequisite is intellectual honesty, i.e. the willingness to be led where the arguments lead you, even if you feel uncomfortable with the conclusions. Discomfort should sharpen our critical reflection, but not prevent us from thinking. The underlying optimistic assumption is that an interest for more fundamental questions is not incompatible with being an efficient executive or manager.

The course content is adapted to each MSc and is taught by experts in ethical issues concerning each domain of specialization. The lecturers will choose topics that are relevant to the future professional career of the students. Relevance is understood in a broad sense. Some of them will start from a more abstract discussion and spell out important implications for our ethical understanding of management issues. Others will rather opt for case studies in a much more applied perspective, in order to reveal the underlying ethical questions. The seminar is organized in November during the week in which the Lille World Forum takes place. EDHEC Business School as partner of this Forum gives the opportunity to all the MSc students to be invited and to assist to one of the workshops of the Forum.

The seminar consists of lectures, presentations and discussions of compulsory readings. Although the groups are rather big, some interaction is welcome and will be provoked.

ASSESSMENT % OF THE DETAILS SCHEDULE LEARNING

total mark outcome evaluated

Participation to Lille World Forum (http://www.worldforum- lille.org/en/)

PASS

Interview and write the Best Practices of one of the speakers.

WORLD FORUM (20-21-22 OCT. 2015)

Written assignment proposed by each MSc. lecturer

100%*

Students will have one week to post the assignment on blackboard

The date will be fixed at the end of the seminar.

*However invited professors may propose some modification of the procedure.

Compulsory readings for each of the MSc groups will be posted on Blackboard.

READINGS

ASSESSMENT METHODS


COURSE CONTENT

PREREQUISITES

LEARNING OUTCOMES

COURSE OBJECTIVES

21

16_BM_LI_BM_S1_CCO_CCS_4499: SPECIAL TOPICS ON FRANCE FOR INTERNATIONAL STUDENTS NUMBER OF HOURS: 30

SEMESTER 1

INTERNATIONAL PROGRAMME - 7 ECTS

● To become familiar with the specifics of the French economy and business history. To study French businesses with a focus on governance.

● To study the long term development of French businesses with a focus on leadership, management styles and practices.

● To compare and contrast various French companies in the context of the strategic development of the French economy

● To reflect on the impact of Americanization and the European integration on French business practices

After having taken this course participants will be able to: ● identify and speak knowledgeably about the business history of France ● understand the complexity of the evolving environment of French corporations, the role of institutions and

individuals. ● understand the origins and the evolution of management practices and tools and the national differences ● develop an understanding of the role of entrepreneurs in the globalization phenomenon ● apprehend the stakes of governance and succession issues faced by French companies ● recognize and describe corporate cultures and leadership styles in French contemporary business


● The long view: 19th and 20th century major trends in the economic development of France ● State and Industry: a long and complex relationship: education, regulation and industrial policy ● Managerial practices: the adoption and hybridization of foreign examples ● Foreign Direct Investment and the internationalization of French companies from the 1880s to the 21st century ● French entrepreneurs and enduring family capitalism with a focus on sectors: Aerospace, Retail, Beauty Business

and Luxury.

Lectures, student study cohorts, Socratic dialogue, reading

Participation and continuous assessment: 50% Participation and continuous assessment include speed talks (20%) and final project (30%) Final Exam 50%

Speed talks Students will be asked to prepare a short talk (2-3 minutes/student) during the course, comparing one or more business themes for their own country vs. France. Students will be teamed together with others. First speed talk due Oct. 1 and explained in first class. Final project Students will form teams of 5 students (maximum) and do an in depth comparison of two French businesses which should be similar in size and from the same sector, at least broadly speaking (e.g. manufacturing, retail, construction) but differ in family ownership/governance (e.g. large publicly-held family vs. nonfamily firm, where a family firm is defined as a block holder with at least 10% of the total common shares, and has significant influence over company decisions). Two different groups may not study the same firm.

ASSESSMENT METHODS


COURSE CONTENT

PREREQUISITES

LEARNING OUTCOMES

COURSE OBJECTIVES

22

Possible issues to consider in examining the firms include:

a. Corporate culture (e.g. artifacts, values, underlying assumptions, entrepreneurial dimensions such as risk taking; competitiveness vs. collaboration)

b. Leadership/decision-making style (e.g. authoritarian vs. democratic, professionalization, decision-making process, organizational design)

c. Succession issues : How it is/has been managed, past experience and current dilemmas d. Corporate governance: How are shareholders’ interests protected e. Corporate social responsibility f. Family business characteristics in evidence in governance, ownership and management g. Internationalization/globalization strategy h. Entrepreneurial orientation

Barjot, D., J. Gillingham and T. Hara. (2002) Catching up with America: productivity missions and the diffusion of American economic and technological influence after the Second World War. Paris, Presses de l'Université de Paris- Sorbonne. Bensadon, D. (2010) The introduction of group accounts in French large firm during the sixties: some insight into the real motivations, 35 th Economic & Business Historical Society (EBHS), Annual Conference, Braga, Portugal. <halshs- 00640548> Bonin H., F. de Goey (2008) American Firms in Europe (1880-1980), Genève: Librairie Droz, 704 pages. Cailluet, L. (1997). "Accounting and accountants as essential elements in the development of central administration during the inter-war period: management ideology and technology at Alais, Froges et Camargue (AFC-Pechiney)." Accounting, Business & Financial History 7(3), pp. 295-314. Cailluet, L. (2014). The Challenge of fruitful long-term cooperation: a Japanese-French joint-venture in the cosmeticsindustry. An Analysis of Japanese Management Styles, Business and Accounting for Business Researchers,Tokyo: Maruzen Planet, pp. 34-50. Caron, F. (2012) An Economic History of Modern France (Routledge Revivals), London: Routledge. Berland, N. and T. Boyns (2002). "The Development of Budgetary Control in France and Britain from the 1920s to the 1960s: A Comparison." The European Accounting Review 11(2): 329-356. Casper, C., A.K. Dlas and H. Elstrodt (2010) “The Five Attributes of Enduring Family Businesses, McKinsey Quarterly, 1: 1-10. Desvaux, G. and B. Regout (2010) « Older, Smarter, More Value Conscious : The French Consumer Transformation”, McKinsey Quarterly, June: 1-5.

DORGAN, S.J., J.J. DOWDY and T.M. RIPPIN (2006) “Who Should-and Shoudn’t Run the Family Business, McKinsey Quarterly, 3: 13-15. Hancke, B. (2001) “Revisiting the French Model: Coordination and Restructuring in French Industry,” in P.A. Hall and D. Soskice (eds.) Varieties of Capitalism, Oxford, Oxford University Press. Jones G. & L. Gálvez-Muñoz (2002) Foreign multinationals in the United States : management and performance, London: Routledge. Kuisel, R. F. (1993). Seducing the French, the Dilemna of Americanization. Berkeley, University of California Press. Landes, D. (2006). Dynasties. New York, NY: Viking Adult (Penguin). Especially Chapter 2: The Rothschilds: Persistance, Tenacity and Continuity (pp. 37-74). McCahery, J.A. P. Moerland, T. Raaijmakers and L. Renneboog, (eds.) (2002). Corporate Governance Regimes: Convergence and Diversity. Oxford: Oxford University Press.

Miller, M. M. (1994) The Bon Marche. Bourgeois Culture and the Department store, Princeton University Press Smith, M. S. (2005) The Emergence of Modern Business Enterprise in France, 1800-1930 . Cambridge, MA: Harvard University Press, 575 pp. Zdatny, S. M. (1990). The politics of survival: artisans in twentieth-century France. New York, Oxford University Press.

READINGS

23

16_M2_LI_CLA_S1_CCO_FLE_1347: IC FLE NB HEURES : 36 SEMESTRE 1 PROGRAMME INTERNATIONAL - 5 ECTS RESPONSABLE DU COURS : LUCIE BENAGROUBA

● Acquérir un niveau intermédiaire à expérimenté en langue française tels que définis par le CECRL. ● Comprendre et s’exprimer dans les situations courantes de la vie sociale et professionnelle.

A l’issue de ce cours, l’étudiant sera capable de : ● Maîtriser les actes de communication quotidienne dans un contexte professionnel. ● Présenter l’entreprise, son organisation, son activité, son marché, sa politique commerciale ainsi que sa situation

financière, ses résultats ; exprimer des quantités, indiquer l’évolution, faire des comparaisons, interpréter et commenter des tableaux, des graphiques.

● Parler du cadre et des conditions de travail : le poste de travail, les horaires, les salaires, les congés, les relations avec les collègues, etc.

● Rechercher un emploi, un stage : lire/rédiger une petite annonce, un CV, une lettre de candidature, mener/passer un entretien d’embauche.

● Connaître les principaux acteurs socio-économiques du monde du travail en France. ● Découvrir les principales institutions et personnages-clés de la vie politique française et comprendre les relations

entre ces institutions. ● Acquérir les notions de base pour comprendre la vie sociale en France, les nouvelles tendances et les défis qui

attendent le monde du travail en France et dans le monde.

Niveau A1 à B2 du CECRL : le contenu des cours est décliné en différents groupes de niveaux.

SEMAINE SUJET CONTENU TRAVAIL PRÉPARATOIRE

Comprendre le monde du travail en France

Notions d’interculturalité dans les pratiques professionnelles

Caractéristiques des entreprises en France

Le monde de l'entreprise - organigramme, forme juridique, chiffres clés…

Se positionner dans l’entreprise

Organigramme, fonctions et tâches

Se présenter Décrire un parcours professionnel

Communication orale 1 La réunion de travail.

Communication orale 2

Présenter un projet, un produit, un programme et présenter des faits hypothétiques

Préparation à la recherche d’un stage

La recherche d'un emploi : le CV, la lettre de motivation et l'entretien d'embauche

Etre salarié dans une entreprise française

Les conditions de travail : horaires, salaires, contrats, formations, congés…

Les documents de travail Faire un compte-rendu, faire des propositions, convaincre

CONTENU DU COURS

PRE-REQUIS

OBJECTIFS D'APPRENTISSAGE

OBJECTIFS DU COURS

24

Interactions entreprise / environnement

L'environnement économique : partenaires, réseaux, institutions

❍

La communication interne et externe.

● Pédagogie de la tâche, telle que définie par le CECRL. • Documents authentiques extraits de publications grand public ou spécialisées, sites web • Documents multimédias disponibles sur la plateforme Blackboard. • Activités issues de la méthode Objectif Express (Hachette FLE).

• Approche inductive de la grammaire (exemples en situation puis identification et théorisation par l’apprenant) • Exercices en situation : jeux de rôles plus ou moins dirigés, débats, simulations de réunions. • Alternance de travail individuel et travail en groupe.

Par semestre :

EVALUATION % DE LA NOTE FINALE

DETAILS DURÉE OBJECTIFS

D’APPRENTISSAGE ÉVALUÉ

Examen partiel

40%

Ecrit Présentation orale

Grammaire et compétences de communication

Examen final 40% Ecrit et oral Lecture, écriture, oral

Participation en classe

20% Présence et participation

http://www.lesechos.fr http://www.lejournaldunet.com http://www.tv5.org/cms/chaine-francophone/lf/p-26292-Langue-francaise.htm

LECTURES

METHODES D'EVALUATION

METHODES PEDAGOGIQUES

25

16_M2_LI_GLB_S2_CCO_MKG_3553: COUNTRY RISK ANALYSIS NUMBER OF HOURS: 15 SEMESTER 2 INTERNATIONAL PROGRAMME - 2 ECTS COURSE COORDINATOR: SERGE BESANGER

This course offers an intensive study of how firms, agencies and organizations assess country risk on a global basis. Our objective is to provide students with hands-on experience in country risk analysis through a structured approach to the analysis of sovereign and country risk in both mature and developing markets.


● Understand the key drivers of country and sovereign risk in both mature and emerging Asian markets. ● Identify quantitative, qualitative and market indicators of vulnerability, ● Assess the impact of sovereign support and country risk on other exposures, including public sector entities, and ● Analyse high-risk situations.

Three years of general business courses or Bac + 3 Business Administration, or degrees in Economics, Political Science, Applied Social Sciences.

TOPIC CONTENT PREPARATORY WORK

Day One Morning

Introductory lectures

• A brief history of sovereign default and crises • A comparison between current and previous economic crises • The role and functioning of the IMF, Paris Club and other multilateral bodies

Read chapters I-IV of the book

Day One afternoon

Fundamentals of country risk in Asia

• Understanding ratings agency methodology • Assessing political risk, international trade and political links • Assessing economic growth, inflation,and income levels

Read Ch. V-VIII of the book

• Savings vs. investments • Assessing the balance of payments

COURSE CONTENT

PREREQUISITES

LEARNING OUTCOMES

COURSE OBJECTIVES

26

Day Two morning

Monetary and fiscal policy, forex, debt and other sources of risk

• The impact of monetary and fiscal policies • Central bank policy, reserves, and liquidity ratios • Sustainable debt, liquidity, and solvency • Foreign exchange regime risk profiling • Assessing the quality of governance, legal system, property rights, and corruption

Read ch. IX and beyond

Day Two Afternoon

Financial leverage and contingent risks assessment

• Financial leverage, size and strength of the banking system ; financial sector and overall intermediation levels, debt and equity capital markets • Contingent risks aéssessment

Read mini case-studies

Lectures, class discussions, readings, case studies, exercises, and interaction with sponsor company.

Continuous assessment (readings, oral presentations 50%) and final exam (quiz 2hrs 50%).

ASSESSMENT % OF THE TOTAL MARK DETAILS SCHEDULE LEARNING OUTCOME EVALUATED

Continuous

50

Oral presentation

Afternoon of Day 2

Understanding and explaining a corporate risk prevention strategy in Asia

Final exam

50

MCQ + short essay

One week after the course

Course learning outcomes + ability to draft a short essay on a topic highlighted during the course.

Compulsory: Country Risk Assessment: A Guide to Global Investment Strategy by Michel Henry Bouchet, Ephraim Clarke, and Bertrand Groslambert (Wiley, 2003)

Recommended: Capital structure and financial risk: Evidence from foreign debt use in East Asia G Allayannis, GW Brown, LF Klapper - The Journal of Finance, 2003 - Wiley

The Financial Crisis: A watershed in economic thought about East Asia R Garnaut - Asian-Pacific Economic Literature, 1998 - Wiley Financial sector crisis and restructuring: lessons from Asia CJ

READINGS

ASSESSMENT METHODS


27

Lindgren - 1999 - International monetary fund

16_M2_LI_GLB_S2_CCO_MKG_1227: GLOBAL MARKETING STRATEGY NUMBER OF HOURS: 30 S EMESTER 2 INTERNATIONAL PROGRAMME - 4 ECTS COURSE COORDINATOR: ALEXANDRA CAMPBELL

This course has two related objectives. The first is to broaden students' sensitivity to different cultural, socio-economic and legal environments encountered in the global marketplace. The second is to develop students' skills in developing and implementing international marketing strategies and programs in diverse contexts. The course examines both large and small firms marketing consumer products and services in developing and developed markets. In this course, students will develop a critical appreciation of marketing in a global context.

After having taken this course participants will be able to: 1. Appreciate the external and firm factors that shape the global marketing manager’s job; 2. Evaluate when and how firms should use different market entry strategies; 3. Provide advice to firms about when and how to standardize or adapt marketing programs in different global markets.


Session 1: Global Marketing Strategy: Aligning Practice & Theory Triple Bottom Line Thinking

Adaptation vs Standardization of the Marketing Mix Session 2: Global Market Segmentation, Targeting and Positioning

Embracing Market Complexity How and Why firms are targeting BOP Markets Positioning in different international markets

READING: “Profits at the Bottom of the Pyramid”, Simans and Duke HBR 2014 Session 3: Cultural Nuances & Implementation

The Science of Cultural Understanding The Importance of Culture on Marketing and Management Styles How Culture affects the way firms market their products/services

Session 4: Market Research

Evaluating Global Opportunities in a Complex World Information for going International

Why firms make International Research Mistakes CASE: Mademoiselle Bigoudi

READING: “Distance Still Matters”, Ghemawat, HBR

Session 5: Global Brand Management Managing

brand meaning Brand Equity: Counterfeiting Global Brands CASE:

“Incredible India: Evolution of Brand India” Session 6: Market Entry Decisions: Exporting

Deciding how to Enter a Market Different Exporting Strategies

CASE: “Tesco’s Virtual Store: From South Korea to the United Kingdom” Session 7: Market Entry Decisions: Other Modes of Market Entry Licensing,

Franchising, Foreign Direct Investment The Impact of Market Entry on Distribution Channels

COURSE CONTENT

PREREQUISITES

LEARNING OUTCOMES

COURSE OBJECTIVES

28

CASE: “NTT DoCoMo – Joint Venture with Tata in Indian Mobile Telecom” Session 8: Global Marketing Mix: Pricing

How to Extract the Maximum Value 3 Common Pricing Mistakes The Ethical Implications of Firm Pricing Strategies

CASE: “GlaxoSmithKline and AIDS Drugs in South Africa (A): The right for lives and profit ”

Session 9: Global Marketing Mix: Communication Strategies

The Challenges and Opportunities of Global Marketing Communications When and why do Global vs Local Marketing Communication Strategies work? Cultural Embeddedness of Marketing Communications

Session 10: Developing an Emergent Global Marketing Strategy

An Analysis of a Firm’s Global Marketing Strategy (graded group project)

Multimedia lectures, class discussion, readings, case studies

30% Group Project: Analysis of a Firm’s Global Marketing Strategy 20% Action Learning Discussions 20% Participation in small and large group discussions 30% Final Take-Home Exam

International Marketing, 3rd edition, (2010) by Ghauri and Cateroa from McGraw-Hill Education Nigel Hollis, (2008) The global brand: How to Create and Develop Lasting Brand Value in the World Market, New York: Palgrave Macmillan.

READINGS

ASSESSMENT METHODS


29

16_M2_LI_GLB_S2_CCO_FIN_1228: GLOBAL FINANCE NUMBER OF HOURS: 30 SEMESTER 2 INTERNATIONAL PROGRAMME - 4 ECTS COURSE COORDINATOR: JONATHAN JEFFERY

The course surveys key concepts of market finance and corporate finance in an effort to acquaint participants with core concepts, terminology, analytical tools and techniques in understanding opportunity and risk pertaining to global transactions in global environments. Risk, foreign exchange, capital flows, budgeting and financial management are covered from the perspective of the business unit and its strategies. Foreign exchange risks, hedging policies, exchange rates, pricing mechanisms and international capital budgeting are considered in light of corporate financial strategy.


1. Understand the concept of Corporate Capital and the Capital Formation Process (Debt, Equity and Leverage) 2. Read and speak knowledgeably about the core themes and concepts related to Finance in International Business

from the perspective of the company and the perspective of the investor (Working Capital, Cash Conversion Cycle, Cost of Capital, Return on Equity, Capital Asset Pricing Model, Foreign Currency)

3. Evaluate, analyse and compare financial information used for corporate decision making (Financial Statement Analysis, Time Value of Money, Discounted Cash Flow, Present Value and Net Present Value, Internal Rate of Return, Project Analysis, Application of Financial Statistics)

4. Propose decision making strategies and conceptual approaches to data in a variety of financial tools (Debt versus Equity, Dividends versus Reinvestment, Business Planning, Forecasting and Financial Strategy)

None

SESSION TOPIC CONTENT PREPARATORY WORK

0

Introduction

● Overview of the module ● Work requirements ● Overview of the assessment

Reading the appropriate section of the course notes and the directed reading outlined in the course guide.

1

The Finance Function and Corporate Governance

● Key roles in a finance function ● Corporate objectives ● Shareholder wealth maximisation ● Agency problem and how it can be

managed ● Corporate Governance


2 The Time Value of Money ● Time value of money ● Discounting and compounding

Reading the appropriate section of the course

● Effective Annual Rate ● Annuities ● Perpetuities

notes and the directed reading outlined in the course guide.

COURSE CONTENT

PREREQUISITES

LEARNING OUTCOMES

COURSE OBJECTIVES

30

3

Bond and Equity Valuation

● Key bond terminology ● Bond valuation ● Coupon rates and yield to maturity ● Level bonds, zero coupon bonds

and convertible bonds ● Dividend growth model with and

without level/differential growth ● Capital asset pricing model


4

Capital Structure

● The financing decision ● Bank debt Vs. market debt ● Debt seniority ● Debt maturity profile ● Calculating the cost of finance for

equity, debt, preference shares, bank debt

● Interpolation ● Weighted average cost of capital ● Capital structure theory


5

Investment Appraisal

● Pay Back Period ● Discounted Payback Period ● Profitability Index ● Net Present Value ● Internal Rate of Return ● Capital Rationing


6 In Class Test ● In Class Test NA

7

Foreign Exchange Rates and Commodity Markets

● Foreign Exchange Rate Basics ● Exchange rate Conventions ● Cross rates ● Commodity Market Basics


8

Financial Ratio Analysis

● Overview of the Key Financial Statements

● Income Statement ● Balance Sheet ● Cash Flow Statement ● Key Purpose of Ratio Analysis ● Benchmarking ● Profitability ratios ● Activity ratios ● Liquidity Ratios ● Gearing Ratios ● Shareholder Ratios ● Other contents within Annual

Reports.


9

Financial Strategy and IPOs

● Internal and External Financing ● Impact of the Current Economic

Conditions On Financial Strategy

Reading the appropriate section of the course notes and the directed reading outlined in the

31

● Initial Public Offerings and Underwriting

● Life Cycle Financing ● Rights Issues

course guide.

10

Cash and liquidity Management

● Cash Liquidity and Net debt ● Cash in/out Flows ● Liquidity Needs ● Over Trading ● Liquidity Management ● Arranging Borrowing Facilities ● Headroom ● Internal methods of raising Liquidity ● Borrowing and Investment Policies ● Cash Flow Forecasting ● Debtor and Creditor Management


11 Group Presentation ● Group Presentation NA

12 Revision ● Overview of the exam and key advice

NA

Students will receive a detailed course guide providing guidance on reading lists, general background material, specialist texts, journal items and contemporary professional literature, giving ample scope for both the broadening and deepening of prior knowledge. This guide will be made available in electronic form in advance of the course to ensure sufficient time for preparation. Exposure to a wide-ranging literature and substantial reading activities form the bedrock of the programme of study for this course. Minimum reading requirements prior to contact sessions will be fully documented in the course guide. Prior to each session students will be made aware of session content and seminar questions to facilitate appropriate preparation. Contact sessions will be used for three main purposes:

● The delivery of formal interactive lectures, intended to provide the foci for study and to stimulate an enquiring and

exploratory approach within students.

● Group discussion, dealing with questions and issues highlighted by the course leader for consideration by students within the context of their private study, and with questions and issues raised by students themselves. Group presentations will also be used.

● Case study analysis, integrating theoretical literature and practical application, and involving workshops, to be led by students

The course will be based on 30 hours of class contact. A further 60 hours of work should be devoted to directed learning, emphasising the use of on-line information sources, self-directed reading, information exploration and research, problem investigation, group work, and personal reflection on the learning experience.

Directed learning, emphasising directed reading and the use of learning resources (including data bases, internet media sources and relevant printed journals), will account for at least as much time as the total allocated to contact sessions. In addition, students will be expected to devote at least as much time as that devoted to contact sessions plus directed learning to undertaking general background reading, self-directed research, problem investigation and personal reflection on the learning experience.

Additional reading will be outlined in the course guide with particular attention to recent articles and market developments.

The overall emphasis upon reading the literature, guided analysis and reflection, the preparation for workshops and classes is felt to be the most appropriate teaching and learning package for achieving the learning outcomes of this course.

ASSESSMENT % OF THE TOTAL

MARK DETAILS SCHEDULE LEARNING OUTCOME

EVALUATED

ASSESSMENT METHODS


32

Group Presentation

30%

Students will be allocated into small groups and be asked to design and give a presentation on a topical finance topic.

Session 9

1, 2, 4

Individual In Class Test

10%

Students will sit a 30 minute in class test which will assess their ability to undertake key numerical calculations and analysis. The test will cover the full range of content taught in sessions 1-5. Marks and feedback will be released within 72 hours of the test

Session 6

1, 2, 3

Individual Exam

60%

Students will sit an individual exam requiring the demonstration of awareness andunderstanding of the key concepts, techniques and skills identified as learning outcomes for the course, and, importantly, embodying the application of those concepts, techniques and skills to the analysis of live finance issues. The exam duration is 2 hours

End of Course

All

Students will be provided with a detailed topic-by-topic reading list, encompassing general background material, specialist texts, journal items and contemporary professional literature, giving ample scope for both the broadening and deepening of prior knowledge. Exposure to a wide-ranging literature and substantial reading activities form the bedrock of the programme of study for this course. Minimum reading requirements prior to contact sessions will be fully documented. Specific examples include

● Course notes written by the course leader and distributed freely to students. The notes form part of the students’

core reading which should be done prior to each session.

● The course guide and seminar questions booklets. These will be used to direct students to what reading they must do and to the questions to be discussed in class. These will be distributed at the start of the first session.

Given the nature of the course there is a significant emphasis on learner autonomy. Students are encouraged to seek out their own additional reading to support their knowledge and assignments.

In addition to the course notes the following reading is recommended.

● Brearley, Myers, Allen, (2014) : Principles of Corporate Finance: Global edition, McGraw-Hill Education ISBN 10- 0077151569

As per the standard school rules

RULES FOR ABSENCE AND PLAGIARISM

READINGS

33

16_M2_LI_GLB_S2_CCO_MKG_1241: BRAND MANAGEMENT NUMBER OF HOURS: 15 SEMESTER 2 INTERNATIONAL PROGRAMME - 2 ECTS COURSE COORDINATOR: MARIE-CÉCILE CERVELLON

This course is designed to introduce key issues in brand management. Most small or large companies operating in consumer markets own and market more than one brand (i.e., they have a brand portfolio). Owning a larger number of brands enables a firm to attract and retain the best brand managers and enjoy synergies in the development and sharing of specialized brand management capabilities, such as brand equity tracking, market research, and media buying. Nevertheless, the portfolio brand management raises several issues: How to manage a brand portfolio to minimize cannibalization? Is it more cost-effective to reposition a brand or launch a new one? Which brands in the portfolio should be used to protect other brands and which to exploit new opportunities? The first objective of this course is to acquire a clear understanding of brand equity concept: the attributes of a brand that influence customer behavior. The second objective is to develop students’ sensitivity regarding portfolio brand management through a clever company’s brand strategy.

After having taken this course participants should: - be aware of the brand value and its importance in the capital of the company - understand the added value of good brand positioning and clear identity - build a brand (brand architecture, brand launching) and the techniques to maintain or develop a brand (renovation, innovation tools) - manage brand portfolio and complementarity between brands - understand risks and opportunities of co-branding and licensing agreements - understand brand market research


● Brand equity and brand identity ● Brand performance analysis ● Brand strategy and brand architecture ● Brand portfolio positioning ● Brand communication

Alternation of theory and practice (exercises and case study).


EVALUATED

Case analysis

20%

Team work

Apply problem- solving techniques to brand management situations.

Brand audit or brand workshop

30%

Team work

Articulate analyses and formulate recommendations using theoretical models.

ASSESSMENT METHODS


COURSE CONTENT

PREREQUISITES

LEARNING OUTCOMES

COURSE OBJECTIVES

34

Final exam

50%

Individual

Demonstrate understanding of theoretical concepts, principles and issues related to retail management.

Keller, Kevin Lane. . Strategic Brand Management: Building, Measuring and Managing Brand Equity. Global Edition. Pearson Education.

READINGS

35

16_M2_LI_GLB_S2_SEM_MGT_2735: LEADERSHIP NUMBER OF HOURS: 15 SEMESTER 2 INTERNATIONAL PROGRAMME - 2 ECTS COURSE COORDINATOR: CAMILLE PRADIES

Because the students will soon have the opportunity to manage teams, projects and even businesses, this course would like to familiarize them with the study and the practice of leadership i.e. the art and science of influencing and motivating people. This seminar aims at

1. Understanding the importance and the nature of leadership and leadership development 2. Learning how to build a leadership case study 3. Identifying their leadership purpose, roles and skills within their professional horizons 4. Developing their personal charisma in a business context

After having taken this course participants will be able to: 1. Define what leadership and leadership development are 2. Build on a rigorous methodology and authoritative models to study leadership cases an make professional

recommendations 3. Describe their personal leadership style and have a clear idea of what they should do to develop their personal

leadership within their future professional context 4. Demonstrate leadership and charisma in situation

None

2 days seminars (15h)

SESSIONS TOPIC CONTENT PREPARATORY WORK

Session 1

What is Leadership? Lecture Case study Peer coaching exercise

Compulsory reading Self-assessment questionnaire

Session 2 How to demonstrate personal charisma?

Lecture Case Study Speech contest

Compulsory reading Speech writing

The course will use multiple instructive methods such as 1. Lectures, 2. Case Study 3. Class discussions 4. Peer coaching exercise 5. Self-learning exercises and self-assessment, 6. Speech contest.

ASSESSMENT % OF THE TOTAL MARK SCHEDULE LEARNING OUTCOME EVALUATED

Case Study 40% 2 weeks after the seminar #2

Leadership Report 30% During the seminar #1 #3

Discourse 40% During the seminar #4

ASSESSMENT METHODS


COURSE CONTENT

PREREQUISITES

LEARNING OUTCOMES

COURSE OBJECTIVES

36

Northouse, Peter, G. 2013. Leadership: theory and practice: Sage Additional readings will be given one month before the course

READINGS

37

16_BM_LI_BM_S2_CCO_CCS_1333: FAMILY BUSINESS NUMBER OF HOURS: 30 SEMESTER 2 INTERNATIONAL PROGRAMME - 8 ECTS COURSE COORDINATOR: FABIEN BERNHARD

To familiarize students with the notion of a family business, as well as provide more specific exposure to family firms in France and in each student’s native country.


1. Have the notion of family business and how such businesses contribute to national economies in the European Union;

2. Become more familiar with a select group of multigenerational family firms in France and other countries in Europe with (both publicly traded and privately owned), which span a range of key industries in retailing, manufacturing and service sectors;

3. Become familiar with family and corporate governance practices which distinguish well-run from poorly run family firms, and more importantly increase their chances of survival and growth;

4. Understand some other aspects of family firms, including the unique challenges facing such firms in contrast to firms more generally.

5. Be able to apply key concepts learned in the course to analyse their own selected case.


WEEK

TOPIC CONTENT

PREPARATORY WORK

1

Introduction to the topic of Family Business

Definition, Role of family business in the economy Well known French firms, Successful attributes

Neubauer & Lank. 1998. Casper, Dias and Elstrodt. 2010. Case assignment

2

Governance and Management of the Family Firm

Values/Philosophy Best practices in governance

Gersick, & al, 1997 Poza, 2010a Case assignment Optional: Dorgan, et al, 2006

3 Succession in the Family

Firm Family strategy, introduction

Challenges of succession Typologies The succession process Using family for competitive advantage

Poza, 2010b

Miller&LeBreton Miller, 2005 Case assignment

4

Family strategy, continued The Entrepreneuring family GROUP PRESENTATIONS- Part 1

Case applications

Case assignment

Final presentations as assigned

COURSE CONTENT

PREREQUISITES

LEARNING OUTCOMES

COURSE OBJECTIVES

38

5

WRAP UP GROUP PRESENTATIONS- Part 2

Final presentations as assigned.

Lectures, student study cohorts, Socratic dialogue, reading, case-based discussion.

ASSESSMENT % OF THE

TOTAL MARK

DETAILS SCHEDULE LEARNING OUTCOME EVALUATED

Continuous assessment

35%

class participation, group work (mandatory make up work if absent).

Throughout the term.

LO1 to LO5

Group presentations

30%

Each group will present once as main presenter, and once as devil’s advocate.

Each group will present twice during the term,

LO1 to LO5

Final group projects

35%

Comprehensive case study of one European family business, based on structure provided in class.

Due after the end of the course. Due date to be announced.

LO1 to LO5

PLEASE NOTE: Self-peer evaluation forms will be compulsory to receive a final grade. Group project grade may be adjusted upwards or downwards depending upon individual contribution to the project.

COMPULSORY AND RECOMMANDED READINGS: Casper, C., Dlas, A.K. and Elstrodt, H. 2010. The Five Attributes of Enduring Family Businesses. McKinsey Quarterly, 1: 1-10. DORGAN, S.J., DOWDY, J.J. and RIPPIN, T.M. 2006. Who Should-and Shouldn’t Run the Family Business. McKinsey Quarterly, 3: 13-15. Gersick, K.E., Davis, J.A., Hampton, M.M., & Lansberg, I. 1997. Generation to Generation: Life Cycles of the Family Business. Excerpts including Figure 1-3 (p. 17) and Chapter 1: The Ownership Developmental Dimension. Boston, MA: Harvard Business School Press, pp. 17; 29-56. LANDES, D. 2006. Dynasties, Chapter 6: Peugeot, Renault, and Citroën: French Car Dynasties (pp. 168-193). New York, NY: Viking Adult (Penguin). Miller, D. & Le Breton-Miller, I. 2005. Managing the Long Run: Lessons in Competitive Advantage from Great Family Businesses. Exerpts including Table 1-2 (p. 17) and Chapter 2: Potent Priorities at the Great Family-Controlled Businesses: The Four C’s (p. 31-52). Boston, MA: Harvard Business School Press. Neubauer, F. & Lank, A.G. 1998. The Family Business: Its Governance for Sustainability, Chapter 1: Nature and Significance of Family Business. London, UK: Macmillan Press, pp. 3-25. Poza, Ernesto J. 2010a. Family Business, Chapter 2: Great Families in Business: Building Trust and Commitment,. Third ed. South-Western, CENGAGE learning. pp. 27-46. Poza, Ernesto J. 2010b. Family Business, Chapter 5: Succession and the Transfer of Power. Third ed., South-Western, CENGAGE learning. pp. 107-118.

ADDITIONNAL READINGS: Aronoff, C.E., Astrachan, J.H. &Ward, J.L. 1998. Developing Family Business Policies: Your Guide to the Future. Marietta, GA: Family Enterprise Publishers. Carlock, R.S. &Ward, J.L. 2001. Strategic Planning for the Family business: Parallel Planning to Unify the Family and Business. New York, NY: Palgrave. ELSTRODT, H. 2003. Keeping the Family in Business. McKinsey Quarterly, 4: 94-103. Gersick, K.E., Davis, J.A., Hampton, M.M., & Lansberg, I. 1997. Generation to Generation: Life Cycles of the Family Business. Boston, MA: Harvard Business School Press. Landes, D. 2006. Dynasties. New York, NY: Viking Adult (Penguin). Especially Chapter 2: The Rothschilds: Persistance, Tenacity and Continuity (pp. 37-74) and Chapter 6: Peugeot, Renault, and Citroën: French Car Dynasties (pp. 168-193). Miller, D. & Le Breton-Miller, I. 2005. Managing the Long Run: Lessons in Competitive Advantage from Great Family Businesses. Boston, MA: Harvard Business School Press. Neubauer, F. & Lank, A.G. 1998. The Family Business: Its Governance for Sustainability. London, UK: Macmillan Press.

READINGS

ASSESSMENT METHODS


39

16_M2_LI_CLA_S2_CCO_FLE_1347: IC FLE NB HEURES : 36 SEMESTRE 1 PROGRAMME INTERNATIONAL - 5 ECTS RESPONSABLE DU COURS : LUCIE BENAGROUBA

● Acquérir un niveau intermédiaire à expérimenté en langue française tels que définis par le CECRL. ● Comprendre et s’exprimer dans les situations courantes de la vie sociale et professionnelle.

A l’issue de ce cours, l’étudiant sera capable de : ● Maîtriser les actes de communication quotidienne dans un contexte professionnel. ● Présenter l’entreprise, son organisation, son activité, son marché, sa politique commerciale ainsi que sa situation

financière, ses résultats ; exprimer des quantités, indiquer l’évolution, faire des comparaisons, interpréter et commenter des tableaux, des graphiques.

● Parler du cadre et des conditions de travail : le poste de travail, les horaires, les salaires, les congés, les relations avec les collègues, etc.

● Rechercher un emploi, un stage : lire/rédiger une petite annonce, un CV, une lettre de candidature, mener/passer un entretien d’embauche.

● Connaître les principaux acteurs socio-économiques du monde du travail en France. ● Découvrir les principales institutions et personnages-clés de la vie politique française et comprendre les relations

entre ces institutions. ● Acquérir les notions de base pour comprendre la vie sociale en France, les nouvelles tendances et les défis qui

attendent le monde du travail en France et dans le monde.

Niveau A1 à B2 du CECRL : le contenu des cours est décliné en différents groupes de niveaux.

SEMAINE SUJET CONTENU TRAVAIL PRÉPARATOIRE

Comprendre le monde du travail en France

Notions d’interculturalité dans les pratiques professionnelles

Caractéristiques des entreprises en France

Le monde de l'entreprise - organigramme, forme juridique, chiffres clés…

Se positionner dans l’entreprise

Organigramme, fonctions et tâches

Se présenter Décrire un parcours professionnel

Communication orale 1 La réunion de travail.

Communication orale 2

Présenter un projet, un produit, un programme et présenter des faits hypothétiques

Préparation à la recherche d’un stage

La recherche d'un emploi : le CV, la lettre de motivation et l'entretien d'embauche

CONTENU DU COURS

PRE-REQUIS

OBJECTIFS D'APPRENTISSAGE

OBJECTIFS DU COURS

40

Etre salarié dans une entreprise française

Les conditions de travail : horaires, salaires, contrats, formations, congés…

Les documents de travail Faire un compte-rendu, faire des propositions, convaincre

Interactions entreprise / environnement

L'environnement économique : partenaires, réseaux, institutions

❍

La communication interne et externe.

● Pédagogie de la tâche, telle que définie par le CECRL. • Documents authentiques extraits de publications grand public ou spécialisées, sites web • Documents multimédias disponibles sur la plateforme Blackboard. • Activités issues de la méthode Objectif Express (Hachette FLE).

• Approche inductive de la grammaire (exemples en situation puis identification et théorisation par l’apprenant) • Exercices en situation : jeux de rôles plus ou moins dirigés, débats, simulations de réunions. • Alternance de travail individuel et travail en groupe.

Par semestre :

EVALUATION % DE LA NOTE FINALE

DETAILS DURÉE OBJECTIFS

D’APPRENTISSAGE ÉVALUÉ

Examen partiel

40%

Ecrit Présentation orale

Grammaire et compétences de communication

Examen final 40% Ecrit et oral Lecture, écriture, oral

Participation en classe

20% Présence et participation

http://www.lesechos.fr http://www.lejournaldunet.com http://www.tv5.org/cms/chaine-francophone/lf/p-26292-Langue-francaise.htm

LECTURES

METHODES D'EVALUATION

METHODES PEDAGOGIQUES

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