SYLLABUS FOR EXCELLENCE IN PEDAGOGY … · SYLLABUS FOR EXCELLENCE IN PEDAGOGY MODULES ... WEEK 3...

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SYLLABUS FOR EXCELLENCE IN PEDAGOGY MODULES

PER WEEK Spring 2015

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Content page WEEK 1 – January 26 to 30 ..................................................................................................................... 4

Microfinance ....................................................................................................................................... 5

GOVERNANCE ISSUES ......................................................................................................................... 7

Small Business and Entrepreneurship ................................................................................................ 8

The Business of Crime; an Analytical Perspective ........................................................................... 10

Marketing for Entrepreneurs ........................................................................................................... 12

International finance ........................................................................................................................ 14

Product & Service Innovation ........................................................................................................... 16

Management of Technology and Innovation .................................................................................. 18

WEEK 2 – February 2 to 6 ..................................................................................................................... 20

Principles of Real Estate ................................................................................................................... 21

Wine & food tourism marketing ...................................................................................................... 23

Brand Management .......................................................................................................................... 24

Video Game Markets and Marketing ............................................................................................... 26

Change Management ....................................................................................................................... 28

Applied Business Forecasting ........................................................................................................... 30

Strategies of value creation on the Internet .................................................................................... 31

CROSS-CULTURAL COMMUNICATIONS COMPETENCES IN MARKETING AND SALES ..................... 32

WEEK 3 – February 9 to 14 ................................................................................................................... 34

Economics and Management of Cultural Organizations ................................................................. 35

Relationships with Direct and Digital Marketing............................................................................. 37

MANAGEMENT OF RESPONSIBLE ORGANIZATIONS "MORO" ........................................................ 40

Selected skills areas in personal selling ........................................................................................... 43

Strategic Management and Business Model Innovation ................................................................ 44

Cross-Cultural Management ............................................................................................................. 46

SMOFI 2015 ....................................................................................................................................... 48

NEW PRODUCT DEVELOPMENT ....................................................................................................... 51

WEEK 4 – April 13 to 17 ........................................................................................................................ 54

Investment appraisal ........................................................................................................................ 55

VALUE BASED METRICS & VALUATION OF COMPANIES ................................................................. 56

Quality Service Management in the Hotel and Tourism Industry .................................................. 57

Alternative Investments and Performance ...................................................................................... 58

International Franchising.................................................................................................................. 59

Cross cultural communication and marketing ................................................................................. 61

Corporate Strategy and Sustainability ............................................................................................. 62

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Entrepreneurship- Business Feasibility and New Ventures ............................................................ 64

WEEK 5 – April 20 to 24 ........................................................................................................................ 69

Principles of Auditing ........................................................................................................................ 70

Leadership, Strategy, and Decision Making: Using Frame Analysis to Understand Organizations

and Become Effective Leaders ......................................................................................................... 72

Evidence Based Marketing ............................................................................................................... 74

Business Negotiations ...................................................................................................................... 75

Wine Pricing Excellence .................................................................................................................... 76

Decision Making Skills ...................................................................................................................... 79

Employment Relation ....................................................................................................................... 80

Creating Value Through Customer Engagement ............................................................................. 81

All modules are worth 4 ECTS Credits

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WEEK 1 – January 26 to 30

Microfinance ....................................................................................................................................... 5

GOVERNANCE ISSUES ......................................................................................................................... 7

Small Business and Entrepreneurship ................................................................................................ 8

The Business of Crime; an Analytical Perspective ........................................................................... 10

Marketing for Entrepreneurs ........................................................................................................... 12

International finance ........................................................................................................................ 14

Product & Service Innovation ........................................................................................................... 16

Management of Technology and Innovation .................................................................................. 18

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Master Grande École 2014-2015

Module's Title : Microfinance

Subject area / specialisation : Finance

Professor : Arvind Ashta Email :[email protected]

Learning objectives :

To look at Microfinance institutions from different perspectives and understand how they work, why they work, and what is required of them in terms of strategy in the wake of sustainability and development objectives.

Supplementary objectives are developing management skills in group work and team leading as well as ability to appreciate corporate governance and business ethics issues within this field.

To know how to carry out reflection on the governance of a firm and business ethics

Description of Content :

Microfinance is a fast growing sector known for a double bottom line: profitability and providing Financial inclusion.

The course outlines the amazing growth of the microfinance institutions, their diverse business models, the sociological and management issues raised in managing these organizations and their markets, and the role of technology in promoting the growth. It looks at some aspects of risk management in the portfolios of socially responsible investment funds as well as governance issues raised by the involvement of global financial and non-governmental institutions. While the focus is predominantly on microcredit, other forms of microfinance will also be discussed. Finally, new technological developments are ushering in cloud computing, crowdfunding and mobile banking and the course will help students understand the opportunities as well as the risks of using high technology.

You will be required to develop the strategy of a microfinance institution.

Assessment :

Answering a question based on a book to be read before coming to class (20%) Problem Based Learning (50%) Final Quiz (30%)

Teaching Method :

The course is a mixture of classes, including visiting faculty from industry, and problem based Learning.

The course lays equal emphasis on lectures with active discussion, on extensive reading, and on group work to build team skills.

A Book Review is an additional tools used to the the normal ones ticked below. The PBL approach requires highly intensive discussions between group members and a

willingness to provide feedback to each other. It will be based on a case. You will be provided a country to invest in and have to formulate the complete strategy of entering the

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microfinance market in that country. High pressure targets may require working till late at night.

Bibliography :

Books:

Yunus, M. (2003). Banker to the Poor: Micro-Lending and the Battle Against World Poverty, . New

York, Public Affairs.

Armendàriz, B. and J. Morduch (2010). The Economics of Microfinance. Cambridge, MA, MIT Press.

Ashta, A., Ed. (2011). Advanced technologies for microfinance: Solutions and challenges. Hershey,

PA, IGI Global.

Armendariz, B. and M. Labie, Eds. (2011). The Handbook of Microfinance. Singapore, World

Scientific.

Papers:

Ashta, A. (2009). "Microcredit Capital Flows and Interest Rates: An Alternative Explanation."

Journal of Economic Issues (M.E. Sharpe Inc.) 43(3): 661-683.

Ashta, A., K. Dayson, R. Gera, S. Hettihewa, N. V. Krishna and C. Wright (2013). Microcredit as a

Social Innovation. The International Handbook on Social Innovation. F. Moulaert, D. MacCallum, A.

Mehmood and A. Hamdouch. Cheltenham, UK., Edward Elgar: 80-93.Ashta, A. and M. Hudon

(2012). "The Compartamos microfinance IPO: Mission conflicts in hybrid institutions with diverse

shareholding." Strategic Change: Briefings in Entrepreneurial Finance 21(7-8): 331-341.

Attuel-Mendes, L. and A. Ashta (2013). "The Truth, But Not Always The Whole Truth In Lending

Laws." Cost Management 27(2): 6-19.

Constantinou, D. and A. Ashta (2011). "Financial crisis: lessons from microfinance." Strategic

Change: Briefings in Entrepreneurial Finance 20(5/6): 187-203.

Johnson, S., A. Ashta and D. Assadi (2010). "Online or Offline? The Rise of "Peer-to-Peer" Lending

in Microfinance." Journal of Electronic Commerce in Organizations 8(3): 26-37.

Khan, S. and A. Ashta (2012). "Cost control in Microfinance: Lessons from the ASA case." Cost

Management 26(1): 5-22.

Khan, S. and A. Ashta (2013). "Managing Multi-Faceted Risks in Microfinance Operations."

Strategic Change 22(1/2): 1-16.

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Module's Title : GOVERNANCE ISSUES

Subject area / specialisation : FINANCE

Professor managing the

course:

Isabelle Allemand Email:

[email protected]

Lecturers Emmanuel Zenou, Fabrice

Galia, Guillaume Biot-

Paquerot, researchers ESC

Dijon Bourgogne

Viviane Neiter, practioner,

board member

Honorine Awounou,

researcher ISG Paris


Linked to the research activities of the Chair of Governance and the global strategy of the Burgundy

School of Business, the main learning goals of this course are the following:

To understand concepts and associated practices linked to governance To be aware of governance issues and their consequences on firms' performance To study the implications and recommendations for future managers


Diversity on boards and innovation

Issues addressed by the board of directors

Corporate governance of venture backed companies

Governance of universities.

Assessment :

Group work (report and presentation on research papers) 40

Individual assessment (report) 60

Total 100

Teaching Method :

The course is an experiential learning course designed around fundamental concepts:

Research on specific issues, reading research papers.

Reflection in action (analysis, participation and discussion).

Bibliography :

All readings and materials will be provided by the instructor.

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Module's Title : Small Business and Entrepreneurship

Subject area / specialisation :

Professor : Dr Maxine Clarke Email : [email protected]


To present a range of topical issues affecting small and medium-sized enterprises To assess the economic contribution of the SME sector To discuss growth and growth strategies and identify characteristics of successful firms To evaluate funding options for SMEs and investigate financial management challenges

for SMEs


The economic contribution of SMEs – innovation, employment and entrepreneurship; Profiles of

SMEs and entrepreneurs; Growth and strategy in SMEs; European Union and government policy

towards SMEs; The principal source of funding for SMEs; Franchising and other forms of SMEs.

Assessment :

One individual report (approx 1500 words) to be submitted two weeks after teaching of module is complete.

Teaching Method :

Interactive sessions using a variety of media, case studies and workshop material. Independent and group preparation of presentation and discussion material for class.

Bibliography :

Indicative reading includes :

Bridge, S, O’Neill, K. Understanding Enterprise (4th Ed) Palgrave 2013

Carter S, Jones-Evans D. Small Business Management and Entrepreneurship 3rd Ed Prentice-Hall

(2012)

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Deakins D, Freel M, Entrepreneurship and Small Firms (6th Ed) McGraw Hill 2012

Stokes D, Wilson N, Small Business Management and Entrepreneurship (6th Ed) South Western

2010

Spinelli S, Adams, R. New Venture Creation (9th Ed) McGraw Hill 2012

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Module's Title : The Business of Crime; an Analytical Perspective

Subject area / specialisation : Organisational Analysis

Professor : Dr Anthony Gibbs Email :

[email protected]


At the end of the module the student should;

Understand the scale and scope of international criminal activity and critically evaluate its

impact on ‘legitimate’ business.

Be able to analyse organised crime from a variety of perspectives, using a range of

business models and techniques.

Challenge the prevailing paradigms that underpin the established approaches to

controlling and combating international criminal activity


The module will analyse highly topical issues such as; People Trafficking, the Sex Industry,

Piracy, Drug Smuggling, Modern Day Slavery, Money Laundering, etc. from a variety of

business perspectives.

It will examine the way in which the public’s attitudes towards different types of criminal

activity impact on criminality, the factors that drive the globalisation of criminal activity, and,

the business models and theories that can be applied to criminal practices as a means of

better understanding and combatting them.

Ethical issues are examined in conjunction with the notion of the value proposition and

how, to varying degrees, the criminal can portray themselves as popular hero,

entrepreneur, philanthropist and victim and the impact this has on the success of the

criminal activity.

Assessment :

30 minute Group presentation. Maximum 5 students per group.

Teaching Method :

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Lectures, seminars, workshops, case studies and formative presentations

Bibliography :

Bolman, Deal, Lee, Terrence (2003). Reframing Organizations. Jossey-Bass.

Gray, Barbara (October 1985). "Conditions Facilitating Interorganizational Collaboration".

Human Relations 38 (10): 911–936.

Gottschalk P (2009), Entrepreneurship and Organised Crime, Edward Elgar Publishing,

Lea, John. (2001). Crime as Governance: Reorienting Criminology

Leap, Terry L. (2007) Dishonest Dollars: The Dynamics of White-Collar Crime. Ithaca:

Cornell University Press

Roth M (2010), Global Organised Crime, Abc-Clio

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Module's Title : Marketing for Entrepreneurs

Subject area / specialisation : Marketing

Professor : Francisco Guzmán Email:

[email protected]


To understand that marketing as a business philosophy provides the best way to reach company objectives by satisfying consumer needs.

To understand the importance of marketing in order to make business decisions. To learn the basic concepts of marketing within an entrepreneurial setting. To relate theoretical concepts to real-life marketing practices. To define marketing strategies and make decisions.


Block 1: “The Marketing and Entrepreneurship Orientations”

The importance of having a Marketing Orientation

Basic strategic marketing tools: Reference Market (Lambin, Readings)

The Entrepreneurial Mind: Crafting a Personal Entrepreneurial Strategy (Timmons & Spinelli, Ch. 1)

The Entrepreneurial Process (Timmons & Spinelli, Ch. 3)

Finding and Screening Opportunities (Timmons & Spinelli, Ch. 4)

Block 2: “Knowing the Family Enterprise Consumer: The importance of Buyer Behavior”

The Family as an Enterprise (Timmons & Spinelli, Ch. 17)

Introduction to Buyer Behavior and the Buying Decision Process (Blackwell, et. al., Ch. 1 and 3)

Block 3: “Applying Marketing Strategies to an Entrepreneurial Venture”

Positioning & Branding (Kotler & Keller, Ch. 9, 10)

Assessment :

Final case study* 65

Quiz 10

Participation/Attendance 25

Total 100

Teaching Method :

The course is an experiential learning course designed around three fundamental concepts:

Learning by doing (final case study)

Reflection in action (participation and class discussion)

Coaching

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Bibliography :


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Module's Title : International finance

Subject area / specialisation : Open macroeconomics, international capital flows,

Professor : Mojmir Mrak Email : [email protected]

Learning objectives : The main objective of the module is to give participants a focused

overview of international finance issues at the global level. The course is designed to combine

both a practical and theoretical approaches to global finance. Students will be put into

positions of a various players in international finance (foreign direct and / or portfolio

investor, creditor, government of the recipient country, multilateral financial institution, etc.).

Mathematical context of the course will be kept to a minimum, with the main focus being on

institutional aspects as well as on practical application.

After the module, participants are expected to understand main international finance

concepts, their relationship to other macroeconomic aggregates as well as institutional

aspects of international finance and capital flows at the global level. More specifically,

participants will be able:

to understand key concepts in international finance,

to demonstrate ability to analyse international finance problems and to write issue

papers on this subject, and

to present ideas on international financial issues in a clear, concise and professional

manner

Description of Content : The module consists of three main parts.

It will start with the examination of the two main concepts in international finance,

namely (i) balance of payments, and (ii) exchange rates. This introduction is needed

for an analysis of the concept and evolution of the international monetary system and

of the international financial governance problems.

The second part of the module is aimed at two specific risks international finance,

namely (i) foreign exchange risk and (ii) country risk.

Within the third part of the module, selected number of specific international finance

issues will be analysed some depth. This will include (i) financial crises – the current

one and its comparisons with the crises in the 1990s, and (ii) international capital

flows to emerging economies through official flows (multilateral financial

institutions) and private flows (selected financial instruments, such as syndicated

loans and bonds).

Assessment : The final grade will be composed on the following three components:

Class participation 10 per cent

Daily home assignments 30 per cent

Final Exam 60 per cent

Students will be assessed

on their knowledge on the content domain of international finance,

mailto:[email protected]

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their ability to understand and analyze the issues presented in their home assignments,

and

the quality of presentations in class discussions, the written reports and the

examination questions; by quality in this context we mean the clarity and

persuasiveness of each bit of work.

Teaching Method : The module will be carried out as a combination of lectures, exercises and

home assignments to be done by the participants. Each day, participants will be asked to do

home assignments while written exam will be done on Friday afternoon.

Reading assignments will be assigned to the participants for each of the lectures. Participants

are expected to stay current in their reading assignment preparation before class, to regularly

attend class and to participate actively in the class discussions.

Bibliography :

Eiteman, David and Stonehill, Arthur and Moffett, Michael. Multinational Business

Finance. Pearson Education, selected chapters.

Calvo, Guilermo and Mishkin, Frederic. The Mirage of Exchange Rate Regimes for

Emerging Markets. NBER Working Paper No. 9808.

Mrak Mrak, Mojmir. Global Imbalances and Global Governance. European

Parliament.

Junge, Georg. Country Risk Assessment. SBC.

Mrak. Mojmir. Eurozone crisis and necessary reform of its governance structure.

Bancni Vestnik.

Allard, Celine and others. Towards a fiscal union of the Euro area. IMF staff

discussion note.

Clark, Ephraim and Levasseur, Michel and Rousseau, Patrick. International Finance.

Chapman Hill, selected chapters

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Module's Title : Product & Service Innovation


Professor : James Sallis Email : [email protected]


The broad goal of the course is to develop the student’s understanding for the important aspects

of product and service innovation. This includes developing analytical skills with respect to

developing products and services for specific markets. This is accomplished through lectures and

discussions based on several cases, articles, and practical assignments.

After the course the student will be able to:

Understand basic ethical issues surrounding innovation. Evaluate and contrast perspectives on innovation. Explain alternative ways to uncover explicit and latent customer needs. Conduct a feasibility analysis of potential innovations for market entry.


Recent years have seen the development of Service Dominant Logic where value is understood as

being co-created in the customer-supplier relationship. This logic can be applied to innovation as

well. In this course we explore product and service innovation through being customer oriented.

We learn who to listen to, how to listen, when not to listen, and how to test our ideas. Listening to

customer’s expressed needs usually impacts short-term innovation, whereas discovering their

latent needs impacts more radical long-term innovation. We consider this in product and service

settings.

Assessment :

I will supply a case to be solved individually on Friday afternoon. You may solve the case

anywhere, but you are NOT PERMITTED TO WORK TOGETHER! You must e-mail your solution to

me by 17:00 Friday afternoon. All parts are obligatory:

10% Active participation in discussions (individual)

10% Group innovation assignment (group)

40% Case/article presentation and analysis (group)

40% Individual hand-in case assignment (individual)

100% TOTAL

Teaching Method :

The Plan: On the first morning I will divide the class into groups of 3-4 students. All group work will

be done within the same group. The course is a combination of lectures, case discussions, and

article presentations/discussions. The schedule is somewhat flexible depending on the pace of

covering the material. Active engagement in reading, solving, and discussing is the absolute best

way to get the most out of the course. I have taught managers and students in many countries,

and I am a Canadian who completed his Masters and PhD in Norwegian – I understand cultural and

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linguistic challenges. I’m far more interested in your ideas than your grammar, so let’s get together

and have a good course!

Cases: Most cases are 1-3 pages long and will be read and solved in class in your group. Every

group hands in or e-mails me a solution, which is followed by a discussion. The discussion will be

run by one of the groups. I will supply hard copies of the cases in class.

Articles: Each article will be assigned to a group for presentation in class. The group will also hand

in or e-mail me a copy of the presentation materials. It is highly recommended that all students

browse the articles they will not be presenting. I will supply links to pdfs of the articles.

Bibliography :

ARTICLES (There will be minor changes prior to class start)

Berthon, Pierre, James M. Hulbert, and Leyland F. Pitt (2004), "Innovation or Customer

Orientation? An Empirical Investigation," European Journal of Marketing, 38 (9/10), 1065-

90.

Bettencourt, Lance A., Stephen W. Brown, and Nancy J. Sirianni (2013), "The Secret to True

Service Innovation," Business Horizons, 56 (1), 13-22.

Bettencourt & Brown (2013) “From Goods To Great: Service Innovation In A Product-Dominant

Firm,” Business Horizons, 56 (3), 277-283.

Bitner M. J. and S. W. Brown (2008) “The Service Imperative,” Business Horizons, 51 (1), 39-46.

Bogers, Marcel, Allan Afuah, and Bettina Bastian (2010), "Users as Innovators: A Review, Critique,

and Future Research Directions," Journal of Management, 36 (4), 857-75.

de Brentani, Ulrike and Susan E. Reid (2012), "The Fuzzy Front-End of Discontinuous Innovation:

Insights for Research and Management," Journal of Product Innovation Management, 29

(1), 70-87.

Hurley, Robert F. and G. Tomas M. Hult (1998), "Innovation, Market Orientation, and

Organizational Learning: An Integration and Empirical Examination," Journal of Marketing,

62 (3), 42-54.

Jeppesen, Lars Bo (2005), "User Toolkits for Innovation: Consumers Support Each Other," Journal

of Product Innovation Management, 22 (4), 347-62.

Leonard, Dorothy and Jeffrey F. Rayport (1997), "Spark Innovation Through Empathic Design,"

Harvard Business Review, 75 (6), 102-13.

Olsen, Nina Veflen and James E. Sallis (2006), "Market Scanning for New Service Development,"

European Journal of Marketing, 40 (5/6), 466-84.

Olsen, Nina Veflen and James E. Sallis (2010), "Processes and Outcomes of Distributor Brand New

Product Development," International Journal of Retail & Distribution Management, 38 (5),

379-95.

Selnes, Fred and James Sallis (2003), "Promoting Relationship Learning," Journal of Marketing, 67

(3), 80-95.

Thomke, Stefan and Eric von Hippel (2002), "Customers as Innovators: A New Way to Create

Value," Harvard Business Review, 80 (4), 74-81.

CASES

Dacia Logan

Empathic Design

Dolce Gusto

Dyson Bagless Vacuum Cleaner

Services (case not yet decided)

Market Opportunity for Premium Coffee

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Module's Title : Management of Technology and Innovation

Subject area / specialisation : MIS(management of Information Systems)/MOT(Management

of Technology)

Professor : Gyeung-min KIM Email : [email protected]


The success of technology does not just depend on the technical features. Innovative

companies, more than 50% whose sales revenue comes from technologies developed

within the last five years, must pay enough attention to the multiple dimensions of

technology value and various strategies leading to its success.

This course is designed to help students gain knowledge of the fundamental principles and

theories of strategic management of innovative technologies resulted from R&D activity.

This couse consists of three parts: characteristics of innovation, strategies of technology

innovation, and management of technology innovation.

This class covers both theoretical and case studies. While theory is important,

management of technology innovation is an applied discipline that students need to be

able to use. Throughout the course, Students will learn numerous successful cases such as

Samsung Electronics, Google and GlaxoSmithKline. Students will be required to analyze

and present those successful cases from the perspectives that they learned in class. The

specific learning objectives include :

Understand strategic options that an organization can take in the development of technology innovation.

Develop the knowledge and skills to have a complete understanding of the innovation procedures in companies, in terms of planning, implementation, and evaluation and control.

Understand the importance of the building organizational capabilities necessary for the management of technology innovation success; introducing innovation in business processes; and developing an entrepreneurial approach in companies.


Types and patterns of innovation Standards battles and design dominance Timing of entry Defining the organization’s strategic direction Choosing innovation projects Collaboration strategies Protecting and Organizing for innovation Managing the new product development process Managing new product development teams Crafting a deployment strategy

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Assessment :

Case Analyses & Team presentation: 40% Examination (1): 40% Participation and attendance: 20%

Teaching Method :

Lecture Case Discussion

Bibliography:

Text : Schilling, M.A. 2013. Strategic Management of Technological Innovation (4th edition). McGrawHill

Harvard Business School Cases - Smasung Electronics - Google - GlaxoSmithKline : Reorganizing Drug Discovery - Alibaba.com

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WEEK 2 – February 2 to 6

Principles of Real Estate ................................................................................................................... 21

Wine & food tourism marketing ...................................................................................................... 23

Brand Management .......................................................................................................................... 24

Video Game Markets and Marketing ............................................................................................... 26

Change Management ....................................................................................................................... 28

Applied Business Forecasting ........................................................................................................... 30

Strategies of value creation on the Internet .................................................................................... 31

CROSS-CULTURAL COMMUNICATIONS COMPETENCES IN MARKETING AND SALES ..................... 32

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Module's Title : Principles of Real Estate Subject area / specialisation :

Professor : Andreja Cirman, PhD Email :

[email protected]


Principles of Real Estate is a basic course in real estate economics emphasizing fundamental

principles, concepts of real property and business practices on real estate markets.

The course is designed to acquaint the student with the language and principles that govern the

business of real estate. The student will be able to explain factors and trends that influence real

estate markets, to understand what drives the value of real estate and the principles of real estate

investments. The student will be able to identify various asset classes within the real estate

industry and study the broad market cycles which lead to investment opportunities.

Students will gain practical decision-making experience by working through case studies of real

world investment situations and by analyzing a selected property market.


I. Understanding real estate markets

Review of economic concepts: Why is real estate market different from the other markets?

Introduction to real estate valuation

II. Operation of property markets

Micro- and macroeconomic approach

III. Real estate market analysis

Basic approach to real estate market analysis

Project work: Analysis of a selected local housing market

IV. Real estate finance and investment principles

Real estate finance: background & logic behind real estate financing decisions

Investing in real estate

Case study

IV. Real estate cycles and capital markets

Real estate booms and banking busts

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Assessment :

Case study preparation (10%) Case study discussion (10%) Class Participation (10%) Group project (30%) Final exam (40%)

Teaching Method :

Lectures Discussions based on business practice Discussions based on a case study (students will have to prepare for the case study that will

be discussed in the class) Group project work (students will be assigned to groups of 4 people and will do an analysis

of a specific housing market

Bibliography :

Lecture notes Chancellor, E.: Between Errors of Optimism and Pessimism – Observations on Real Estate

Cycle in the United States and China. http://spectruminvestors.files.wordpress.com/2011/09/gmo-between-errors-of-optimism-and-pessimism-real-estate.pdf

Pagourtzi, E. et al.: Real estate appraisal: a review of valuation methods. Journal of Property Investment & Finance, 21(4), 2003. http://www.emeraldinsight.com/doi/pdfplus/10.1108/14635780310483656

Herring, R.J., and Wachter, S.: Real Estate Booms and Banking Busts: An International Perspective", Wharton School, University of Pennsylvania, Working Paper Series, July 1999. http://d1c25a6gwz7q5e.cloudfront.net/papers/510.pdf

Andrews, D., Caldera Sánchez, A., Johansson, A: Housing Markets and Structural Policies in OECD Countries. OECD Economics Department Working Papers, No. 836, OECD Publishing. http://dx.doi.org/10.1787/5kgk8t2k9vf3-en

Case Study (will be specified later)

http://spectruminvestors.files.wordpress.com/2011/09/gmo-between-errors-of-optimism-and-pessimism-real-estate.pdf

http://spectruminvestors.files.wordpress.com/2011/09/gmo-between-errors-of-optimism-and-pessimism-real-estate.pdf

http://www.emeraldinsight.com/doi/pdfplus/10.1108/14635780310483656

http://d1c25a6gwz7q5e.cloudfront.net/papers/510.pdf

http://dx.doi.org/10.1787/5kgk8t2k9vf3-en

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Semestre d'excellence

Module's Title : Wine & food tourism marketing


Professor : Laurence COGAN Email:Laurence.cogan-

[email protected]


To learn the specificities of the food & wine industry; To identify the segmented market food & wine tourism is targeted at; To identify the profile of a oeno-gastro tourist; To understand the importance of marketing food & wine; To be able to clearly market a food site or a winery on a national or an international level; To be able to identify business opportunities in this industry.


Introduction to the food/wine tourism concept

Profile of the oeno-gastro tourist

Creating and managing a food & or wine tourism festival/event

Role of the winery or the food production site in wine/food marketing and distribution

Function of wine/food routes and trails

Wine region brand building

New trends in food & wine tourism

Final project: designing an innovative food & or wine tourism concept

Assessment :

Final project presentation (Group) 60

Profile of wine tourists (Individual) 20

Participation/Attendance (Individual) 20

Total 100

Teaching Method :


Learning by doing (designing an innovative & realistic wine/food tourism project)


Coaching

Bibliography :


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Module's Title : Brand Management

Subject area / specialisation :

Professor : Joana César Machado Email :[email protected]


The management of intangible assets is one of the main sources of differentiation against

competition. Among all intangible assets, the brand is considered to be one of the most important

assets. Thus, this course aims to provide essential theoretical and empirical knowledge about

brand management activities. Students should be able to understand the strategic importance of

branding as a critical tool that should be used to build sustained differentiation.

By the end of the course, students will:

Have a broad perspective about the latest concepts and theories related to brand management

Be able to analyze and solve issues related to brand management in different markets

Be able to develop successful brand strategies to manage brands in different business situations.


1. The brand concept

2. Brand object

2.1 Brand vision and purpose

2.2 Brand extensions

2.3 Brand marketing activities

2.4 Corporate identity structure

3. Brand identity signs

3.2 Brand name

3.3 Brand logo

3.4 Brand slogan and other identity signs

4. Brand response

4.1. Brand awareness

4.2. Brand affect

4.3 Brand associations

5. Customer-based brand equity

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Assessment :

Assessment will include a group assignment - a case study developped and presented in classes

(60%) and an individual assignment – a short paper (40%).

Teaching Method :

The methodology of the course focuses on the presentation of brand case studies, chosen and

developed by the students, throughout the course. The idea is to give students the opportunity to

reflect and discuss real business situations, that will allow them to demonstrate the practical

importance of the research and the theoretical concepts transmitted during classes.

Bibliography :

- Kapferer, J.-N. 2008. The New Strategic Brand Management. London: Kogan Page. - Aaker, D.A. and Joachimsthaler, E. 2000. The brand relationship spectrum: the key to the

brand architecture challenge. California Management Review, 42(4): 8-23. - de Chernatony, L. 2001. A model for strategically building brands. Journal of Brand

Management, 9(1): 32-44. - Henderson, P. W. and Cote, J.A. 1998. Guidelines for selecting and modifying logos. Journal

of Marketing, 62(April): 14-30. - Kay, M-J. 2006. Strong brands are corporate brands. European Journal of Marketing,

40(7/8): 742-760. - Keller, K.-L. 1993. Conceptualizing, measuring and managing customer-based brand equity.

Journal of Marketing, 57: 1-22. - Keller, K-L, Stenthal, B. and Tybout, A. 2002. Three things you need to know about your

brand. Harvard Business Review, September: 80-87. - Lencastre, P. and Côrte-Real, A. 2010. One, two, three: a practical brand anatomy. Journal

of Brand Management, February: 1-14. - Olins, W. 1990. Corporate Identity, Making Business Strategy Visible Through Design.

Boston: Harvard Business Press.

- Salinas, G. and Ambler, T. 2009. A taxonomy of brand valuation practice: methodologies and purposes. Journal of Brand Management, 17(1): 39–61.

- Other papers distributed before the course begins

26


Module's Title : Video Game Markets and Marketing Subject area / specialisation : Marketing

Professor : Mathieu-Claude Chaboud Email: Mathieu-

[email protected]


This course is dedicated to the exploration of all sides of the video game industry markets. To gain market specific knowledge about the industry and its components. To learn about game product development and funding related to markets and distribution. To understand its specific consumers segments and the typologies of other stakeholders.


Block 1: Introduction to video game markets

The video game industry structure

Publishers

Studios

Independents

Block 2: Video game consumers

From hardcore to casual gamers and everything in between

Archetypal genres and the question of gameplay

Franchises, AAA and indy successes

Block 3: Market structures in the video game industry

Distribution

Brick & mortar and dematerialized platforms

PC, console and mobile markets

Block 4: Customer relationships and long term success

Funding projects

Legitimacy and consumer adoption

Social media and web 2.0 effects

The free-to-play revolution

Block 5: Piracy and anti-piracy in the video game industry

Intellectual property protection

Grey markets and piracy channels

Network externalities and the impact of piracy

Legacy video gaming: exploitation, use and abuse

Assessment :

27

Final case study 75

Participation/Attendance 25

Total 100

Teaching Method :

In addition to lectures, the course is an experiential learning course designed around three

fundamental concepts:

Learning by doing (final case study)


Coaching

Bibliography :


28


Module's Title : Change Management

Subject area / specialisation : Change Management, Innovation and Governance

Professor : John W. Munro Email : [email protected]


1: Appreciate the relationship between change interventions and ethical practice.

2: Demonstrate competencies in organizational analysis and diagnosis.

3: Examine relevant theories related to managing change and business innovation.

4: Identify barriers to creativity and innovation.

5: Practice creative thinking as individuals and teams.

6: Explore entrepreneurial approaches to innovation taken by contemporary business leaders.

7: Understand the concept of corporate governance by examining strategic leadership and

stakeholder concerns.

8: Undertake a problem focused approach to organizational change, business innovation and

creativity.

9: Develop individual strategies for leading change in the organization.


The module focuses on the relationship between organizational change and business innovation. However, this is contextualized by encouraging an understanding of ethical practice and corporate governance. The focus on organizational change indicates a growing concern about the best way to encourage effective organizational interventions. There are two central arguments here. The first is that all change initiatives require analytical awareness and diagnostic skills. To this end, the first part of the module encourages students to develop or enhance their analytical and diagnostic competencies. The second part of the module focuses on two central themes related to business innovation and creativity. These are firstly, the nature of creativity in organizational settings and secondly an appreciation of entrepreneurial and intrapreneurial practices. The final part of the module deals with corporate governance. This requires awareness of effective leadership at strategic and operational levels. But it also engages with the previous themes by asking participants to consider how organizational interventions contain ethical implications.

Assessment :

One two-hour closed book examination (60%) One 15 minute group presentation (40%)

Teaching Method :

The following learning and teaching strategies are used within this module:

29

Students will develop their knowledge and understanding of change management and leadership, creativity and entrepreneurship through lecture inputs, case studies, video analysis, open discussion and related in-class exercises.

Bibliography :

Grieves, J. (2010), Organizational Change: themes and issues, Oxford: Oxford University Press.

Other texts :

Ahmed P & Shepherd, C. (2010), Innovation Management: context, strategies, systems and

processes, Ft Prentice Hall.

Conway, S. & Steward, F. (2009) Managing and shaping innovation. Oxford: Oxford University

Press.

Dawson P & Andriopoulos C (2008), Managing change, creativity and innovation, Sage.

Fiet J.O. and Patel P.C.,(2008), Prescriptive Entrepreneurship, Edward Elgar

Kuratko DF, & Hodgetts R M (2007), Entrepreneurship: Theory, Process & Practice, 7th edition

Rae D.,(2007), Entrepreneurship: From Opportunity to Action, Palgrave MacMillan

Townley B & Beech N (2010), Managing creativity: exploring the paradox, Cambridge

University Press

Trott P (2008), Innovation management and new product development, FT Prentice Hall.

Tricker, B. (2009) Corporate governance: Principles, Policies and Practices. Oxford: Oxford

University Press.

30


Module's Title : Applied Business Forecasting

Subject area / specialisation : Economics/Finance

Professor : Eon Smit Email : [email protected]

Learning Objectives :

To form an understanding of the forecasting problem and to understand the main approaches towards forecasting. At the conclusion of the course the student will be able to identify a forecasting problem, collect the data, choose the best forecasting method, apply the selected method using the appropriate statistical software and interpret the results of the forecasting exercise. The managerial dimension of the technical forecasting problem is extensively addressed.


Monday 9:00-12:00 The forecasting problem, forecasting accuracy, data, the goals of

forecasting, typology of forecasts, qualitative features of time series

Monday 13:00-15:00 Case Study I

Tuesday 9:00-12:00 Naïve models and exponential smoothing

Tuesday 13:00-15:00 Case Study II

Wednesday 9:00-12:00 Regression Analysis in Time Series context

Wednesday 13:00-15:00 Case Study III

Thursday 9:00-12:00 Time series decomposition

Case Study IV

Friday 9:00-12:00 Box Jenkins method

Friday 13:00-16:00 Class evaluation – Open book case study using forecasting software

Assessment :

Class work and class presentations in groups – 50% Final open book case study individually – 50%

Teaching Method :

Lectures, case studies, class discussion and computer modelling PowerPoint slides, data and Statistica software will be provided

Bibliography :

PowerPoint slides, data series and statistical software will be supplied before the lectures begin. Students should have the ability (hardware) to run programmes in a Windows environment. An appropriate textbook is Hanke, JE and Wichern, DW. Business Forecasting, Prentice Hall.


31


Module's Title : Strategies of value creation on the Internet Subject area / specialisation : Marketing

Professor : Djamchid ASSADI Email: [email protected]


Explain the founding concept of value in economic and business strategic actions Discern the strategic business models of value creation on the Internet Understand the potentials of the Internet for marketing strategies Understand what Web 2.0 is all about and the P2P revolution Work in teams and communicate in public.


Course Presentation Concept of value and value creation strategies Business models of selling Cyberspace and infomediation Exchange facilitation Back office and cost reduction Customer value generating marketing Product online and enriched product policies Net Pricing and transaction costs Disintermediation and reintermediation on the Internet Cyber integrated communication mix The Web 2.0 technology and the revolution of social media Theories of Hit Rate and Long Tail

Assessment :

The final grade will be based on:

Course Work - Workshop preparation and presentation (50%)

Final Exam - Multiple-choice questions (50%)

Teaching Method: This course aims to provide with insights and frameworks to understand the

dynamism of the cyberspace for business and commerce. The teaching approach gives a balanced

approach of theoretical enlightenment and practical enrichment; and accordingly mixes:

Lectures. Each session is opened by the professor’ lecture.

Discussion. The professor will discuss the concepts and encourage questions and critical thinking.

Workshops. Student teams will apply theories and concepts to practical cases.

Bibliography :

Anderson Chris, “The Long Tail: Forget squeezing millions from a few megahits at the top of the charts. The future of entertainment is in the millions of niche markets at the shallow end of the bit stream", Wired, and October 2004.

O’Reilly Tim, “What is Web 2.0. Design Patterns and Business Models for the Next Generation of Software”

Porter M. E. (2001), Strategy and the Internet, Harvard Business Review, March Money from Friends: Finding the Right Revenue Model for Social Media, Knowledge@Wharton,

August 29, 2012. Four ways to get more value from digital marketing, Published : March 2010, in McKinsey

Quarterly Online The professor will distribute supplemental readings in class.

32

Master Grande École 2014-2015 Groupe ESC Dijon Bourgogne

Module's Title : CROSS-CULTURAL COMMUNICATIONS COMPETENCES IN

MARKETING AND SALES Subject area /

specialisation : Marketing and Management

Professor : Irena Vida, University of

Ljubljana, Faculty of Economics,

Slovenia

Email : [email protected]

Learning objectives : The aim of the course is to enhance participants’ cross-cultural competences

to efficiently interact with the multiplicity of cultures as they relate to management, marketing

and sales communications.

Key learning outcomes: After the core-module students should be able to

demonstrate awareness of cross-cultural frameworks as they apply to the activities in marketing

and sales, a knowledge of why they can be useful, and some practice responding to them in ways

that can lead to efficacious communications outcomes.

Description of Content : Globalization, strategic approaches and the role of communication Conceptual Framework for the course: The three levels of cross-cultural business communication Low vs. High-context culture discussion. Verbal vs. Nonverbal Communications. Understanding culture and its implications for marketing and sales management. Understanding differences/similarities via Cultural dimensions models. The work of Hofstede,

Trompenaars, GLOBE project, Walker et al’s model. Desired cross-cultural communication outcomes and how to achieve them. The role of cultural

intelligence.

Assessment :

Pre-class assignments..…………………………………….… 20% Class participation …………………………..………………… 20% Team project (paper & presentation)…………………... 30% Final Class Review –closed book exam…………………. 30%

Teaching Method :

Through interactive class discussions, pre-class assignments as well as group and individual exercises designed to test knowledge and practice behaviors, participants will expand their knowledge and build cultural sensitivity. Video material, role playing.

Bibliography :

Ghemawat, P. & Reiche, S. (2011). National culture differences and multinational business. Globalization Note Series. William Davidson Institute at the University of Michigan. pre-class assignment A

CASE STUDY Adapted from: Amine, L.S. (2011). The Not-So-Wonderful World of

EuroDisney. In Cateora, P. R., Gilly, M.C. & Graham, J.L. International Marketing, 15th ed. McGraw-Hill Irwin. pre-class assignment B


33

Walker, D., Walker T. & Schmitz J. (2003). Cultural Orientations Model (CH3). In Doing

Business Internationally: The Guide to Cross-Cultural Success.(3rd Ed.) Chicago, IL: McGraw- Hill Publishers.

Recommended Readings

Deresky, Helen (2014 or 2011). International Management: Managing Across Borders and Cultures (8th or 7th ed.- International Edition). Upper Saddle River, NJ, USA, Chapter 3-4.

Earley, C.P. & Mosakowsky, E. (2004). Cultural intelligence, Harvard Business Review, October, 139-146.

Crowne, K. . (2008).What leads to cultural intelligence? Business Horizons, 51, 391-399.

34

WEEK 3 – February 9 to 14

Economics and Management of Cultural Organizations ................................................................. 35

Relationships with Direct and Digital Marketing............................................................................. 37

MANAGEMENT OF RESPONSIBLE ORGANIZATIONS "MORO" ........................................................ 40

Selected skills areas in personal selling ........................................................................................... 43

Strategic Management and Business Model Innovation ................................................................ 44

Cross-Cultural Management ............................................................................................................. 46

SMOFI 2015 ....................................................................................................................................... 48

NEW PRODUCT DEVELOPMENT ....................................................................................................... 51

35


Module's Title : Economics and Management of Cultural Organizations Subject area / specialisation :

Professor : Fabio Donato Email : [email protected]


By the end of this course, students will have developed an understanding of the critical areas

which cultural organizations managers must deal with, including Strategy, Budgeting,

Development, Stakeholder Engagement, Audience Development.

Additionally, students will have debated international case-studies in the field of cultural

management, and discovered advanced concepts applied by cultural managers


Day 1: Introduction to Economics and Management of Cultural Organizations Day 2: Analysis of the effects of the current financial crisis: towards innovative governance

and management models Day 3: The management of cultural organizations at a micro and at a meso organizational

level Day 4: Performance management, with a special focus on the role of the intellectual

capital Day 5: Conclusions and individual assessment

Assessment :

Exam will consist of one-two questions related to the issues debated during the days 1-4. The exam will take place on the day 5. The questions will NOT be announced in advance. Students may use the bibliography of the course during the exam and may bring notes with them from which to write their answers

Teaching Method :

Lecturing and explaining Debate of articles and book chapters (the teaching materials will be provided in advance) Selected study-cases to be discussed through study groups (the cases will be analysed

through cultural organizations websites)

36

Bibliography (the references will be provided in advance by the lecturer)

Day 1 and Day 2

- F. Donato, L. Bonet, The financial crisis and its impact on the current models of governance and

management of the cultural sector in Europe, "Journal of Cultural Management and Policy", vol.

1, n. 1, 2011.

Day 3

- F. Donato, F. Badia, Performance Measurement in World Heritage Sites: per Aspera ad Astra,

"International Journal of Arts Management", Vol.16 n.1, 2013

- F. Donato, A. Lohrasbi, Cultural Heritage Management for Sustainable Development in Rural

Cultural Landscapes: The Case of Throne of Solomon in Iran, DEM Working papers, University of

Ferrara, vol. 3, n. 7, 2014.

Day 4

F. Donato, Managing IC by antennae: evidences from cultural organizations, in “Journal of

Intellectual Capital” vol. 9, n. 2, 2008

F. Donato, Intangibles and performance measurement systems in Opera Houses, in S.Zambon, G.

Marzo (eds) “Visualising intangibles: measuring and reporting in the knowledge economy”,

Ashgate, 2007

37

ESC Dijon

Spring 2015

Master in Management Year 1

Relationships with Direct and Digital Marketing Tutor: Richard Gay

Module Overview

Direct and Interactive Marketing is an evolving set of activities of fundamental importance to

marketers in the new digital age. Many ‘direct’ techniques are now being adopted by all types of

organisations, be it large or small, profit or non-profit, as a cost effective method of communication

with a defined target market(s) in mind. The module will consider a wide range of ‘direct’ media such

as direct mail, all aspects of evolving digital marketing and mobile marketing. In addition, the module

will also consider the growing use Social Media and Multichannel Marketing and that have

transformed marketing strategies and tactics.

Students will also study the developing web-related and mobile technologies that have been adopted

and refined in recent years. An important element and function for all ‘DM’ activities is the database

and its usage, together with the role of ‘relationship marketing’ and how direct marketing can assist

in the development of longer-term relationships rather than purely transactional marketing.

Students will consider the process of target marketing and strategies including customer insights for

acquiring and retaining customers through strategic and creative campaigns, together with

budgeting, measurement and evaluation techniques.

The module will combine interactive lectures, seminars and presentations with exemplars of best

international practice

Session Lecture Seminar/Workshop

1 Lecture 1 Direct and Digital Marketing – Philosophy and Function Objectives To introduce the development of direct and digitsl marketing in a historical context To understand direct and digital marketing as essential elements in integrated marketing strategy and practice

Seminar one: First Direct Case

2 Acquisition, Retention, and Customer Loyalty Objectives: To understand the fundamental differences and applications of acquisition and retention strategies To appreciate the relationship between concepts such as satisfaction, repeat purchase and loyalty To consider how interactive communications can be used to develop customer loyalty

Seminar 2 Gatorade Reply Case

3 Customer Centric Database Marketing/CRM To understand the importance of data for marketing purposes.

Seminar Three BMW database activity

38

To appreciate the critical role of the database for effective customer relationship management (including an intro to data mining techniques). To appreciate the importance of the database as a key strategic resource

4 Direct & Digital Customer Profiling Techniques To illustrate the fundamental importance of target marketing. To introduce some of the main profiling techniques applied in mainstream direct marketing including an intro to CHAID Analysis To consider the importance of behavioural / lifestyle segmentation criteria To explore how organisations identify the most attractive market segments to target

Seminar 4 FT.com profiling case study

5 Multi-Channel Marketing To consider the reasons behind the growth in multi-channel marketing To consider how to plan and implement integrated campaigns To evaluate methods of evaluation for integrated campaigns

Seminar 5 - Review of academic articles on multichannel marketing

6 Testing, Evaluation and Measurement To demonstrate the importance of testing in direct marketing campaigns To appreciate the importance of testing and measurement for budgetary control. To appreciate the role of measurement and evaluation in direct campaigns for future planning.

Seminar 6 – exercise in budgeting and measurement

7 Creativity in Direct Marketing To introduce students to exemplars in direct and digital creative work To illustrate key components in the development of an ‘offer’ to a chosen target market. To introduce the use of persuasive writing.

Seminar 7 - creative writing workshop

8 Web Design and Usability : To understand how a web site is developed To evaluate best practice in web site design. To critically evaluate good practice in web copy and content To understand the concept of usability

Seminar 8 Nielsen Usability case study

9 Direct and Online Marketing Legislation To introduce students to the most relevant legislation impacting upon direct and digital marketers To consider regulatory bodies that monitor company marketing activity To consider the implications of developing marketing communications that do not comply with legislation.

Seminar 9 Cases in EU legislation and marketing impacts

39

10 Search Engine Optimisation and Pay per click advertising To appreciate the importance of search engine marketing (SEM) and optimisation (SEO) for online success. To understand SEM and SEO techniques To consider paid for means of generating web traffic

Seminar 10 – Growing Organic Traffic A Case of NIke

11 Mobile Marketing To address the principles of m-marketing To consider its application as an integrated and interactive marketing tool To consider the impact of changing patterns of IT ownership and usage on digital marketers To examine the use of techniques such as QR codes, location marketing etc.

Module Review

40


Module's Title : MANAGEMENT OF RESPONSIBLE ORGANIZATIONS

"MORO"

Subject area / specialisation : Management of organizations

Professor : GALIA Fabrice HAVARD Christelle INGHAM Marc Members of the Chair of Management and Responsible Innovations - MIR

Email :

[email protected]

[email protected]

[email protected]

Objectives of the course:

Linked to the research activities of the Chair of Management and Responsible Innovations -

MIR and the global strategy of the Burgundy School of Business, the main learning goals of

this course are the following:

- Understand concepts and associated practices linked to responsible management

and innovations

- Analyze the responsibility of organizations at the levels of strategy, environment,

innovations and management

- Study the implications and recommendations for future managers

Main targeted competencies and skills developed – BSB® Portfolio:

MGE GK4.1 - To be acquainted with, to understand and to be capable of explaining the behavior of individuals and groups within organizations

MGE GK4.2 - To be acquainted with and to understand the principal dimensions of the analysis of organizations

MGE GS1 - To know how to analyze and solve a problem and to know how to structure one’s thinking

MGE GS3 - To show open-mindedness and integrity MGE GS3.5 To be sensitive to corporate social responsibility and to behave in a

responsible manner


Contents: (18h = 4 sessions of 4 hours and 1 session of 2 hours)

Session 1 (4h): Introduction on Corporate Social Responsibility of Organizations by Marc Ingham




41

Session 2 (4h): Responsible Innovations in Organizations by Fabrice Galia

Session 3 (4h): Social Responsibility of Organisations and responsible Managers by Christelle Havard

Session 4 (4h): Strategic Integration of Responsible Management and Innovations by Marc Ingham Supported by Fabrice Galia and Christelle Havard to help student to prepare their case study)

Session 5 (2h): Mini Cases Presentations and Conclusions by Fabrice Galia, Christelle Havard and Marc Ingham,

Assessment methods - Exam modalities:

1- Individual final exercise: Each student will present a personal reflection on the experience lived during the course (30%)

Main ideas drawn from the texts to be read, complementarity between texts and contents of the course, the complementarity between the knowledge stemming from texts and from the class on one hand and construction of a mini-case on the other hand, what the course allowed to bring to the knowledge of the responsible organizations and to the critical glance which we can concern the Corporate Social Responsibility

2- Collective Group work a. Dossier: building a mini-case of an responsible organization (40%) b. Presention of this mini-case during the last session (30%)

Teaching Method :

Pedagogical methods:

This course is based on advanced pedagogical methods based the combination and

integration of various resources to sustain and strengthen the learning process and

outcomes: - Mandatory readings, - Cases and illustrations (ex: La poste, SEB, Triodos,

Jegay Lagoute, Salomon, Patagonia,…) - Videos, - E-learning, - Links to web sites (Harvard,

Insead, Stanford, MIT,…), Individual readings, -Group presentations on mini-case projects,

Group report and active interactions during the sessions.

Participants will work in group on a mini-case project that will be presented and discussed

during the last session. This project will be presented at the end of the week, during the 6th

session.

Bibliography :

Mandatory readings : Maon, F., Lindgreen, A., Swaen, V., (2008). Designing and Implementing Corporate Social

Responsibility: An Integrative Framework Grounded in Theory and Practice, Journal of Business Ethics, Vol. 87, pp. 71-89.

Del Rio-Gonzales, P., (2009). The Empirical Analysis of the Determinants for Environmental Technological Change: A Research Agenda, Ecological Economics, Vol. 68, pp. 861-878.

42

Baumann-Pauly, D., Wickert , C., Spence, L., Scherer, A. G., (2013). Organizing Corporate

Social Responsibility in Small and Large Firms: Size Matters, Journal of Business

Ethics, Vol. 115, pp. 693-705.

Gond, J.-P., Igalens, J., Swaen V., El Akremi, A., (2011). The Human Resources

Contribution to Responsible Leadership: an Exploration of the CSR-HR Interface,

Journal of Business Ethics, Vol. 98, pp.115-132.

Complementary readings available on Elearning:

Garriga, E., Melé, D., (2004). Corporate Social Responsibility Theories: Mapping the

Territory, Journal of Business Ethics, Vol. 53, pp. 51-71.

Porter, M., Kramer, M., (2011). Creating Shared Value – How to Reinvent Capitalism-and

Unleash a Wave of Innovation and Growth, Harvard Business Review, Jan.-Feb.

2011, pp. 1-17.

Horbach, J., Rammer, C., Rennings, K., (2012). Determinants of Eco-Innovations by Type of Environmental Impact — The Role of Regulatory Push/Pull, Technology Push and Market Pull, Ecological Economics, Vol. 78- pp 112-122

De Marchi, V., (2012). Environmental Innovation and R&D Cooperation: Empirical Evidence from Spanish Manufacturing Firms, Research Policy, Vol. 41, pp. 614– 623.

Birkinshaw, J., Hamel, G., Mol, M., (2008). Management Innovation. Academy of

Management Review, Vol. 33, No. 4, pp. 825-845.

Mol, M., Birkinshaw, J., (2009). The Sources of Management Innovation: When Firms

Introduce New Management Practices. Journal of Business Research, Vol. 62, pp.

1269-1280.

Sharma, S., Sharma, J., Devi, A., (2009). Corporate Social Responsibility: the

Key Role of Human Resource Management, Business Intelligence Journal,

January, pp. 205-212.

L'Etang, J., (1995). Ethical Corporate Social Responsibility: A Framework for Managers,

Journal of Business Ethics, Vol. 14, pp. 125-132.

43


Module's Title : Selected skills areas in personal selling


Professor :David Jones, Ph.D. Email :[email protected]


To understand and appreciate how selling is fundamental, interpersonal problem solving skills

To learn interactive selling tactics that build lasting customer relationships To learn how to sell to customers’ needs with product benefits To understand and use psychological persuasion theory to improve selling strategies and

interactions To understand and appreciate the role selling plays in marketing buyer To be able to extend selling techniques to non-profit and interpersonal situations beyond

profit-making enterprises To be a better consumer by understanding how selling techniques can influence buyers


Selling’s role in marketing and business strategies Selling’s role in promotional strategy Information processing and persuasion : Psychological theory and research Verbal and non-verbal communication Game theory and relationships applied to selling interaction and relationships Participation in professional sales training exercises

Assessment :

Written assignments applying course content Performance in simulated sales interactions (roleplays) Assessment of fellow students’ performance in sales roleplays Group sales and buyer presentation preparation assignments « Student as salesperson » summary learnings’ diaries Final examination

Teaching Method :

Discussion and lecture Small group content application exercises Simulated sales training exercises

Bibliography :

Course content will be online Supplimental text Weitz, Castleberry & Tanner, Selling : Building Relationships) (multiple

editions available), McGraw-Hill (not required)

44


Module's Title : Strategic Management and Business Model Innovation

Subject area / specialisation : Management / Strategic Management

Professor : Bongjin Kim Email : [email protected]


This course is designed to help students gain knowledge of the fundamental principles and theories

of strategic management to understand the competitive forces facing a firm, to assess the

attractiveness of the industry, and to identify potential sources of competitive advantage and

disadvantage of a firm from the point of view of the practicing general manager. The key focus of

this course is on the creation and maintenance of the long-term health of the entire firm or a major

division of a corporation. As such, this course is concerned with strategic decisions, and with both

the content of those decisions and the process by which general managers position the businesses

and allocate resources in the face of competition and uncertainty. This means that this course

stresses the determination of strategic direction and the management of the strategic process.

Develop knowledge and skills to apply course material/learning to improve strategic

thinking, problem solving skills, and management decisions in the real world.

Understand fundamental principles, various tools, theoretical views, and ethical/leadership

issues of strategic management to analyze the competitive forces, assess the attractiveness

of the industry, evaluate and develop the critical resources and capabilities, and gain and

sustain a competitive advantage.

Develop skills to critically analyze and evaluate strategic issues and problems, arguments,

and point of view for successful formulation and implementation of strategy both

quantitatively and qualitatively.

Understand the importance of business model innovation in association with strategic

management in creating a sustainable competitive advantage


The concept of strategy Business model and innovation Industry analysis and competitive dynamics Core capabilities and core competenices The sources and dimensions of competitive advantage Vertical integration and diversification strategy Global strategy and the multinational corporation CSR (Corporate Social Responsibility) & CSV (Creating Shared Value) Ambidextrous organization : SAMSUNG’s key success factors

Assessment :

Harvard Business School (HBS) Case Analysis/Presentation – Team Task (30%) Test (50%) Class Participation (20%)

45

Teaching Method :

Lecture Case Discussion

Bibliography :

Text: Contemporary Strategy Analysis, Robert M. Grant (Wiley 8th Ed.) Harvard Business School Cases

- Global Wine War 2009 : New World versus Old (#9-910-405) - Netflix (#9-607-183) - Apple Inc. in 2012 (#9-712-490) - Royal Dutch/Shell in Nigeria (9-399-126)

46


Module's Title : Cross-Cultural Management

Subject area / specialisation : Organisation management

Professor : Irina Petrovskaya, Ph.D.

Associate professor

Lomonosov Moscow State

University Business School,

Russia



To develop an awareness of the concept of culture and its influence on management practices and organizational functioning

To develop cultural sensitivity as an ability to understand and analyze the behavior of other people in the specific organizational and cultural context, and to develop cultural self-awareness as an ability to recognize one’s own cultural values, beliefs, attitudes and judgments.

On successful completion of the module, students will be able to:

Understand the term “Culture”, identify and analyze the components of culture

Identify and explain the key concepts used for comparing cultures, critically assessing the applicability of these in the context of cross-cultural management and leadership

Identify and analyze the issues of cross-cultural communication

Identify and explain the role of perceptual process in cross-cultural conflicts.


The course will start with the exploration of the concept of national culture and its dimensions in order to understand underlying determinants of behavior of people with different cultural backgrounds (sessions 1-2). Then the issues of cross-cultural interaction will be addressed, including perception, communication and leadership (sessions 3-4). At the end of the course (session 5) we will discuss Russian culture and its influence on management and organizational behavior.

Assessment :

Class attendance and participation – 30% Critical incident analysis – 30% Exam – 40%

Attendance and participation. Students are expected to attend all the classes. Less than 80%

attendance qualifies as a fail grade. During the classes, students are expected to engage in

meaningful classroom participation. This implies that students read the assigned cases before the

class and are ready to contribute their opinions and experiences to the discussion during the class.

Critical incident analysis. Critical incident is a situation in which a misunderstanding arises due to

cultural differences between the interacting people, and which challenges one’s assumptions and

cultural biases, leading to reflection and increased self-awareness. Each student shall describe and

analyse one critical incident from their personal experience, focusing on the “breakthrough” that

47

they have made in their understanding of the culture and themselves in relation to the culture.

Further guidance will be provided during session 1. Critical incident analyses need to be handed in

before session 4.

Exam. The exam will cover the material discussed during the course and will include multiple-

choice, definition and essay questions. The exam will be held on the last day of the course –

Friday, February 13.

Teaching Method :

Interactive lectures, case and video discussions, in-class group work

Bibliography :

All reading materials required for this course will be distributed to students. For additional reading

on Cross-Cultural Organizational Behavior students may address: Adler, Nancy J. International

Dimensions of Organizational Behavior, 4th edition. South-Western, 2001. ISBN: 0324057865.

Chapters of this text corresponding to the topics of the course will be included for reference in the

Course schedule. Other basic additional materials for optional reading are listed below.

Hall, Edward T. 1976. Beyond Culture. New York: Anchor Books.

Hofstede G. 1993. Cultural constraints in management theories. Academy of Management Executive, vol. 7, № 1, p. 81-94

Hofstede G. 2001. Culture’s Consequences: Comparing Values, Behaviors, Institutions and Organizations Across Nations. 2nd ed. Thousand Oaks, CA: Sage Publications.

Hofstede G., Hofstede G.J. 2005. Cultures and Organizations: Software of the Mind. Revised and Expanded 2nd Edition. New York: McGraw Hill.

House, R.J., Hanges, P.J., Javidan, M., Dorfman. P. W., & Gupta, V. (Eds.). 2005. Culture, Leadership and Organizations. The Globe Study of 62 Societies. Thousand Oaks, London: Sage Publications.

Lewis, R. D. 2005. When Cultures Collide: Leading Across Cultures, 3rd Edition. London; Naperville, Ill.: Nicholas Brealey.

Trompenaars, F., and Hampden-Turner, Ch. 1997. Riding The Waves of Culture: Understanding Diversity in Global Business. New York: McGraw Hill.

48

SMOFI 2015 Short Syllabus

Strategic Management of Innovation

Lecturer : Prof. Sophie Reboud, PhD, HDR

This course is an introductory course. At the end of the course, the student should:

1. understand the innovation, its evolution and diffusion patterns,

2. be able to analyse technologies as part of a competitive system,

3. know how to select and assess innovative projects 4. Understand elements of the management of

innovation in a firm Summary of content:

First part: Innovation diffusion and adoption, Second part: Innovation and creativity, Third part: Strategy and IP Fourth part: Strategic management of innovation

Pedagogical tools and methods Presentations by lecturers, exercises and case studies E-

learning ; Textbook

Assessment

The evaluation is designed to

assess the way the student has

reached the learning objectives.

50% Short case studies in group assesses the ability to write

a diagnosis and use main tools provided,

50% A final individual exam assesses the acquisition of

knowledge and knowhow.

Copyright and quotation The sources of references used in the essays and

homework must be cited and quoted in appropriate

terms.

A student who would note indicate the references he or

she used would be excluded from the course.

49

Main Topic and schedule Learning objectives Sessions content

1. Innovation dynamics – 3h

Learning Objectives:

- Getting aware of the importance of Innovation

- Understand why innovation is everyday life in any firm

- Understand what it means to manage an innovative firm

Course topics

Introduction to the course

Definitions and importance of Innovation, Main theories of innovation diffusion and adoption

Work on a case study

Essay: What kind of adopter are you?

Based on the course online

2. Innovation and Creativity

–3h


- Getting to know what Creativity is and what it is not

- Understand how creativity is linked to innovation

- Recognise the drivers fostering creativity

Course topics

Introduction Creative process toward innovation

How are innovation and creativity linked?

Innovation, complexity and uncertainty

Schools and creativity

Innovation: adaptation to a complex and uncertain environment

3. Strategic Issues - 3h


- Understand how innovation and strategy are linked

- Being able to design an innovation process sustaining the strategic choices

Course topics

Introduction: Strategy, 1st part

Assessing strategic direction and evolution

NPD management

Effectuation and causation Work on a case study

Essay: Innovation can help a small business

to be free. Discuss

4. Managing IP issues as a

strategic tool– 6h


- Knowing what IP and IP protection mean

- Being able to use IP as a strategic lever

Strategy and IP, 2nd part

IP tools

Strategy and IP Management

Brand and trademarks Work on a case study

5. Strategic Management of

Innovation –3h Learning Objectives:

- Understand how innovation, strategy and management are linked in a firm

Strategic Management of Innovation

Work on a case study

50

- Understand the stakes involved in the management of innovation

Assessment: Case study

3h

51


Module's Title : NEW PRODUCT DEVELOPMENT

Subject area/specialisation : Marketing and Management

Professor : Dr. Narongsak (Tek)

Thongpapanl



This course is designed to achieve a number of objectives, as follows:

To provide students with the fundamentals of the innovation and NPD processes.

To equip students with the analytical tools and evaluation methods used to increase

the success rate in new product development.

To make students aware of both the external and internal influences on the

methodologies needed to produce new products.

To familiarize students with the procedures associated with and issues critical to the

new product launch.


This course aims to explore the major issues, problems, and challenges faced by new

product development managers and their teams. Overall, this course is structured to cover:

(1) the key stages of product development (i.e., opportunity identification, idea generation;

product design); product testing; launch issues; and life-cycle management; (2) new

analytical methods to reduce risk and improve innovativeness at both new product team

level and firm-level, and (3) a variety of new product development strategies (i.e.,

incremental versus radical innovativeness; technological discontinuities and dominant

designs; new product diffusion and adoption; and exploration versus exploitation) from the

perspective of large companies and start-ups.

Assessment :

Individual Participation/Preparation (20%):

Considerable emphasis will be placed on student involvement. A seminar-type atmosphere

will be encouraged during lecture and case discussions. For each meeting, students will be

expected to come to class totally prepared with extensive notes covering any qualitative and

quantitative analyses required in order to make a worthwhile contribution to the class

discussion and play a critical and challenging role. Students are advised to read the

chapter(s) to be discussed and the critical thinking and application questions before coming

to class in order to gain more from the lectures and to be able to participate during class

discussions. Students should also read the assigned case (if any) and be fully prepared to

discuss when called upon. The caliber of individual participation is noted for each class

session. You must participate in class, and this is possible only with preparation before

class begins. Students who attend classes but do not participate in class discussions will

receive a grade of zero, regardless of the number of classes attended.


52

Mini-tests/Quizzes (80%)

There will be five 1-hour tests/exams at the end of the each lecture’s day (i.e., the last hour

of the day) as shown in the enclosed class schedule. All course materials covered during

the day of the lecture will be considered testable material. The tests/exams can consist of

multiple choice, definition, short answer and/or short essay questions. Each test/exam

contributes to 16% of your final grade.

Teaching Method :

The following is the tentative course schedule. Please amend with additions or corrections.

Class Date Read Topic/Activity

Monday,

February 9

PART ONE:

Overview and

Opportunity

Identification/Selection

(Chapters 1, 2, 3)

1. The Strategic Elements of Product Development

2. The New Products Process

3. Opportunity Identification and Selection:

Strategic Planning for New Products

***TEST ONE: Chapters 1, 2, 3***

Tuesday,

February 10

PART TWO:

Concept Generation (Chapters 4, 5, 6, 7)

4. Creativity and the Product Concept

5. Finding and Solving Customers’ Problems

6. Analytical Attribute Approaches: Introduction

and Perceptual Mapping

7. Analytical Attribute Approaches: Trade-Off

Analysis and Qualitative Techniques

***TEST TWO: Chapters 4, 5, 6, 7***

Wednesday,

February 11

PART THREE:

Concept/Project

Evaluation

(Chapters 8, 9, 10, 11, 12)

8. The Concept Evaluation System

9. Concept Testing

10. The Full Screen

11. Sales Forecasting and Financial Analysis

12. Product Protocol

***TEST THREE: Chapters 8, 9, 10, 11, 12***

Thursday,

February 12

PART FOUR:

Development

(Chapters 13, 14, 15)

13. Design

14. Development Team Management

15. Product Use Testing

***TEST FOUR: Chapters 13, 14, 15***

Friday,

February 13

PART FIVE:

Launch

(Chapters 16, 17, 18, 19)

16. Strategic Launch Planning

17. Implementation of the Strategic Plan

18. Market Testing

19. Launch Management

***TEST FIVE: Chapters 16, 17, 18, 19***

Bibliography :

Required Text:

Merle C. Crawford, Anthony C. Di Benedetto (2014), New Products Management,

11th Edition (McGraw-Hill/Irwin Series in Marketing).

53

Suggested Readings:

Robert G. Cooper (2011), Winning at New Products: Creating Value Through

Innovation, 4th Edition (Basic Books).

Innovator's Toolkit: 10 Practical Strategies to Help You Develop and Implement

Innovation (Harvard Business Review Press 2009)

Devanathan Sudharshan (2003), Market Thinker (Prentice-Hall)

Preston G. Smith, Donald G. Reinertsen (1998), Developing the Product in Half the

Time, 2nd Edition (Wiley & Sons)

54

WEEK 4 – April 13 to 17

Investment appraisal ........................................................................................................................ 55

VALUE BASED METRICS & VALUATION OF COMPANIES ................................................................. 56

Quality Service Management in the Hotel and Tourism Industry .................................................. 57

Alternative Investments and Performance ...................................................................................... 58

International Franchising.................................................................................................................. 59

Cross cultural communication and marketing ................................................................................. 61

Corporate Strategy and Sustainability ............................................................................................. 62

Entrepreneurship- Business Feasibility and New Ventures ............................................................ 64

55


Module's Title : Investment appraisal


Professor : Bernd Britzelmaier Email :

[email protected]


A thorough understanding of investment appraisal techniques.

An appreciation of how to account for risk and uncertainty in investment appraisal.

Awareness of the qualitative issues relevant to the decision making process.

Recognition and understanding of some of the behavioural aspects of a decision

making process


Practitioners’ instruments versus academic methods Optimal economic lifetime Dynamic unit costing Dynamic life cycle costing Consideration of taxes and price increases Investment decisions and risk (practitioners’ approaches, probability based methods,

capital market oriented models=

Assessment :

Final exam

Teaching Method :

Lectures Exercices Case studies

Bibliography :

Brealey, R. ; Myers, S. ; Allen, F.: Principles of Corporate Finance. Britzelmaier, B. (2013): Controlling. Britzelmaier, B. ; Schlegel, D. (2011): An analysis of dysfunctions and biases in financial

performance measures, in: Global Business and Economics Review, 13(3/4) Britzelmaier, B.; Kraus, P.; Mayer, B.; Häberle, M.; Beck, V.: Cost of capital in SMEs –

Theoretical considerations and practical implications of a case study, Euromed Journal of Business, 8/1, 2013, pp. 4-16

Schlegel. D.; Dean, A.; Britzelmaier, B.: Cost-of-Capital of Business Units: Comparison of methodology in previous empirical research, International Journal of Management Cases, 14/4, 2012, pp. 117-131

56


Module's Title : VALUE BASED METRICS & VALUATION OF COMPANIES Subject area / specialisation : Corporate Finance

Professor : Dr Johan du P Smith Email : [email protected]


After the course, students should have an understanding of

key financial value drivers

how value enhancing decisions impact on shareholder value

key metrics used by analysts to rate companies

interpreting and drawing conclusions from valuation metrics reported by analysts and

obtained from financial data providers such as Bloombergs, Reuters and others.


The course is case study driven

The specific cases chosen, focus on the impact of high growth, risk, supply chain

efficiencies and synergies, on valuation.

The valuation of Facebook and Twitter and their IPO’s are amongst the cases

discussed.

Other than focusing on identifying value drivers and the impact on valuation, the

cases also present an opportunity to apply and better understand the theory presented

in a standard Corporate Finance course (an assumed prerequisite).

Students are introduced to the real world of equity markets

Relative valuation techniques and DCF techniques are used to evaluate and discuss

stock market valuation of companies

Students are required to investigate a real company and make a presentation

explaining their understanding of key value drivers of the company and its relative

competitive position, and their understanding of analysts’ views of the company, and

comment on how the company is rated by the market.

Assessment :

Group assignments (questions arising from case studies) 30%

Group assignment presented during last session 50%

Individual contribution to group assignments/class participation 20%


57


Module's Title : Quality Service Management in the Hotel and Tourism

Industry Subject area / specialisation :

Professor : Cathy Hsu Email : [email protected]

Learning objectives : Upon completion of the subject, the student should be able to:

1. Address the importance and current issues of service quality in rapid changing hotel and tourism industry.

2. Be equipped with a thorough understanding of service concepts, theories, models, and techniques which can be integrated into the hotel and tourism industry and will assist them to develop internal and external strategies for their organizations.

3. Be able to integrate other functional management disciplines to fully implement the “Total Quality” actions in the hotel and tourism industry.

4. Be able to establish an assurance system to monitor the quality outputs.


Service quality concepts Customer expectations and perceptions Customer defined service standards Service development and design Service recovery Physical evidence and the servicescape Employees’ role in service delivery Customers’ role in serice delivery

Assessment :

Consulting project (service quality gap analysis or service blueprint design) 40% Case study 15% Reflective journal 25% Participation and attendance 20%

Teaching Method :

Lecture Discussion Case study Field work Student presentation

58

Bibliography :

All readings and materials will be provided by the instructor


Module's Title : Alternative Investments and Performance Subject area / specialisation : Finance

Professor : Georges Hübner Email : [email protected]


Understand the specifics of alternative investments and, in particular, hedge fund strategies

Identify the issues with alternative investments and the way to overcome them Construct and analyse portfolio strategies involving hedge funds Construct and analyse other alternative strategies Compute the different measures that translate the riskiness of an investment strategy Build performance measures based on risk measures Apply the appropriate performance measures to different investments styles Recognize the pitfalls inherent in each performance measure Discriminate between the part of return that can be explained by the risk incurred and the

part that can be attributed to the investment manager


Each block features 2.5 days of teaching. Each case involves in-class teamwork of 2 hours

a) Block 1: Alternative investments (days 1 -2) i) Hedge funds and other alternative instruments ii) Analysis of alternative instruments iii) Alternative strategies (+ case 1)

b) Block 2: Performance measurement: classical and alternative investments (days 3-4-5) i) The classical performance measures revisited (+ case 2) ii) Extensions and alternative performance measures (+ case 3) iii) Attribution, manipulation and persistence analysis

Assessment :

3 in-class case studies by groups of 3 to 5 students, with a written report (10% of total grade each)

Final written exam, closed-book (70% of total grade) on Friday pm

Teaching Method :

Lectures Group assignments with tutoring of the professor (on Tuesday, Wednesday, Thursday) In-class discussion of the cases

Bibliography :

Anson, M. (2008), Handbook of Alternative Assets (2nd edition) Bodson, L., Grandin, P., Hübner, G. & Lambert, M. (2010), Performance de portefeuille,

Pearson Education France, coll. Synthex. (in French)

59

Cobbaut, R., Gillet, R. & Hübner, G. (2011), Gestion de portefeuille – Instruments, Stratégies et Performance, De Boeck, ch. 13, 17, 19 (in French)

Lhabitant, F.-S. (2004), Hedge Funds: Quantitative Insights, Wiley.


Module's Title : International Franchising

Subject area / specialisation : Franchising

Professor : Mahmood A. Khan, Ph.D. Email : [email protected]


Understand the basics and importance of franchising globally. Study concepts and definitions used in franchising. Learn the legal aspects of franchising. Realize the growing importance of franchises as a method of business internationally. Analyze the advantages and disadvantages of franchising in different parts of the world. Learn the techniques for success by using franchising as a method of business in different

countries.


The focus of this module will be to understand the rapidly growing role of franchising in different types of businesses all over the world. Cases and examples of success by franchising will be used under each topic of discussion. Necessary tips and know-how will be provided giving details of functioning of franchises. The role of franchisor and franchisees will be defined. Concept development and adaptations in different parts of the world will be discussed.

Assessment :

Assessment will be based on an individual or group project to be completed and presented on the final day of the module. Details of the project will be discussed on the first day explaining all requirements.

Teaching Method :

The morning session on each day will include about four hours of lectures, mostly in the mornings with afternoons devoted to working on assigned project. The tentative topics to be included are :

Session 1. Monday. Introduction to franchising. Pros and Cons of franchising. Role of franchisors and franchisees in franchising. Case Study : Glocalization and Franchising.

Session 2. Tuesday. Standard Franchisor services ; Franchise Concept Development ; Franchisor-franchisee roles in international franchising. Case Study : Successful international concepts.

Session 3. Wednesday. International Franchising. Factors affecting international expansion ; Points to consider in international franchising. Case Study : Adaptations

Session 4. Thursday. Going global. Reasons for going global ; expansion strategy ; methods and modes of entry ; Master franchising.

60

Session 5. Friday. Project presentations and submission.

Bibliography :

Reference Text : Khan, M. A. Restaurant Franchising : Concepts, Regulations, and Practices. Apple Academic Press. (Third Edition, 2014). Selected chapters from this book will be assigned for reading.

Case Studies : Current case studies and research publications will be assigned for study.

61


Module's Title : Cross cultural communication and marketing

Subject area / specialisation : Marketing, Intercultural communication

Professor : Dr. Malota Erzsébet,

Associate Professor Email : erzsebet.malota@uni-

corvinus.hu


At the end of the course students should be able to:

- understand the role of cultural differences in intercultural communication and marketing strategies

use the appropriate cultural models and theories

- identify several country stereotypes and images

- develop decision-making and analytical skills through the use of real cases and exercises

- develop cultural understanding and tolerance for international marketing strategies

- develop skills on how to work effectively as part of a team, and build a cooperative atmosphere

among team members while analysing and presenting group projects.


The course is designed to provide students with an understanding of different cultures and the role of

cultural differences and country images in everyday communication and in corporate marketing

strategies as well. It helps students appreciate the issues, problems, and challenges inherent in cultural

differences and aims to develop intercultural tolerance. The focus of the course will be on discussing

cultures, different theories of culture, country images, stereotypes and on analysing specific countries

from different points of view in frame of the marketing strategy.

Assessment :

exam 50% in-class participation 10% individual presentation 10% group presentation 20%

Teaching Method :

interactive lectures, case studies, simulation games, group work, group presentations

Bibliography :

lecture notes and written materials provided by the instructor

62


Module's Title : Corporate Strategy and Sustainability

Subject area / specialisation : International Strategy/Strategic Management

Professor : Michael W Zhang (PhD) Email : [email protected]


to provide students with a set of knowledge that is at the forefront of the field of strategic management

to equip students with established analytical frameworks and skills that incorporate the essential features of strategy analysis with a dynamic and holistic view of organizations

to help improve students’ academic performance at the master level on the one hand and to prepare them for a better understanding of the reality of the ‘real business’ life on the other

to guide students the ways in which they will not only enhance independent learning capabilities at the individual level but also further develop their skills to be members of dynamic groups at the collective level


As a guide, the module comprises 18 contact hours and 32 hours of individual directed study

making it 50 hours in total. These hours include all formal contact hours, the time devoted to

background reading, and all preparation and reading time associated both with the formal contact

hours and the formative and summative assessments.

Introducing the topic and case study approach

Sustainable Competitive Advantage and Corporate Sustainability

Strategic Innovation and business models

Resource-based View and Dynamic Capabilities

Conclusion: Multidisciplinary and Interdisciplinary Research

Exam: an ECCH case (will be distributed on Tuesday)

Assessment :

Group presentation of an ECCH case study (70%) on Friday 17 April 2015 starting from 1300 hour

The group presentation assessment accounts for 70% weighting of the total mark. Class participation accounts for 30% as contributions to class learning and discussion are very important of the learning process. A marking scheme is designed as a guidance. Group members are required to keep a Journal of your participation in the group work and your contribution to the preparation of the group presentation

Teaching Method :

63

Lecture workshops Individual reading and research Group-based case studies

Bibliography :

JOHNSON, G., SCHOLES, K., and WHITTINGTON, R. (2011). Exploring Corporate Strategy. 9th Ed., Harlow: Financial Times Prentice Hall.

DE WIT, B. and MEYER, R. (2014). Strategy – An International Perspective. 5th Ed., Andover: Cengage EMEA.

GRANT, R.M., (2010). Contemporary Strategic Analysis. 7th Ed., Oxford: Blackwell. IRELAND, D., HOSKISSON, R. and HITT, M. (2013). The Management of Strategy: Concepts

and Cases. International Edition and 10th Ed., Andover: Cengage EMEA. LASZLO, C. and ZHEXEMBAYEVA, N (2011). Embedded Sustainability: The Next Big

Competitive Advantage. Sheffield: Greenleaf Publishing.

Academy of Management Journal

Academy of Management Review

British Journal of Management

European Management Journal

Harvard Business Review

International Small Business Journal

Journal of International Business Studies

Journal of Management Studies

Journal of Sustainable Mobility

Strategic Management Journal

64

Entrepreneurship- Business Feasibility and New Ventures

Instructor: Jeff Vanevenhoven, Ph.D. AKA Dr. V. Rev. 11/6/14

Phone: 262.472.5465 Cell: 414.915.2911

Email: [email protected]

Office Hours: Tuesday from 12:15-2:00 and 3:45-5:00

Thursday from12:15-12:45 and 3:30-5:00

Online hours on Monday from 1-4

If you want to make sure you find me in, send me an e-mail and we will set up an

appointment.

Office: 4505 Hyland Hall E-Docs on D2L

TEXT: Ostewalder. (Reis optional).

Other readings online (and ones that you find…see Inc., Entrepreneur magazines, Small

Business Administration, Wall Street Journal/Small Business for a few examples)

COURSE DESCRIPTION --This course concentrates on identifying and evaluating

opportunities that may become the foundation for a new business or non-profit entity.

Identification focuses on exploring demographic and societal trends, consumer and industrial

needs, technological and knowledge changes. Evaluation involves customer and industry

market assessments, potential for intellectual property protection and financial feasibility.

We’ll also look at the acquisition of resources to turn opportunities into businesses.

COURSE OBJECTIVES: The primary objectives of the Entrepreneurship course are to provide you the

opportunity to:

Build confidence in the pursuit of creating and leading a new venture as a career option (while maintaining a healthy dose of fear?)

Create and critically evaluate new venture ideas. Expand your creative thinking skills.

Understand the value of entrepreneurship to the economy and society, and understand that “entrepreneurship” and “small business” are different things

Experience the frustration of ambiguity and uncertainty and appreciate the value of adaptability and resourcefulness as key entrepreneurial traits. (Frustration is frustrating but fleeting ))

Understand the process of feasibility or business plan creation

Understand that marketing as an entrepreneur involves many audiences and strategies

Better understand your own “core competencies” and entrepreneurial capabilities

Understand profitability (not as obvious as it seems…)

Explore the vast array of financing options

Develop or enhance key business skills, including project management, negotiation, research, analysis, planning, and report writing.

Develop a broad array of communication skills, not only in traditional presentation and writing, but also the ability to network effectively, “cold call,” listen, interview, and observe—all of which are critical to entrepreneurial success


65

PROFESSOR OBJECTIVE: To help you become professionally successful

GRADING:

Points

Class Participation*/Informal

Presentations/Short Assigns I

10

Elevator Pitches/Presentations (Practice and

Final) T

5

1. Bug List and Experience List I 3

2. Idea Generation I 4

3. Market Investigation-Case Product I 5

4. $10 Prototype Exercise I 5

5. Trademark/Patent Searches T 5

6. Ind/Market Analysis T 10

7. Marketing Strategy T 10

8. Financial Feasibility T 10

9. Feasibility Plan T 33

TOTAL 100

I=Individual T=Team

* Successful class participation is contingent upon adequate preparation. Assigned text and case readings should be completed prior to class. (I also call on people randomly in class.)

SCALE: A 100-93; A- 92-90; B+ 89-87; B 86-83; B- 82-80: C+ 79-77; C 76-73; C- 72-70; D+

69-67; D 66-63; D- 62-60; F < 60.

NOTE: Does this class look like a lot of work? It is!

It assumes a high level of ability to learn independently and plan in advance as well as

a willingness to take on new challenges.

Prior student comment:

“I really enjoyed the learning experience this class has provided me with. Unlike most classes you are challenged

to create something that you can apply to any business situation the rest of your life because of the experiences

you have learning the ins/outs of a business plan. The speakers that came to class provided EXCELLENT real-life

examples of how to operate as an entrepreneur. Overall I am thankful I took a class that was indeed a challenge

but a challenge that I will look back on as a great opportunity to learn!”

And a number of other students said the class was too much work…

66

“The greater danger for most of us lies not in setting our aim too high and falling

short, but in setting our aim too low, and achieving our mark.”

---Michelangelo

TEXT: There are no exams in this class, but this text was carefully selected for its practical

value and direct relevance to providing direction and insight on creating a business plan.

Class time cannot feasibly cover all you need to know. You are responsible for

knowing the material in the assigned readings and finding your own supplemental

material.

BUSINESS OPPORTUNITIES: Entrepreneurship and small business are not the same thing.

“Entrepreneurship” pertains to businesses that are innovative and growth-oriented, rather

than “imitative.” The opportunities chosen for development in this course are expected to

meet these criteria. MOST restaurants, bars, retailers, and other “low impact” (i.e., low

“wealth-creating”) businesses do not. Opportunities should also be “socially-responsible.”

Non-profits are acceptable. In a sense, however, the opportunity chosen is not that

important; this course is about learning a process rather than focusing on a particular

opportunity.

TEAMS:

Early assignments in this class are based on individual work, but you’ll work in teams of 2 on

Assignments 5-9.

LATE ASSIGNMENTS POLICY: Late assignments will not be accepted.

Details for Major Assignments 1- 9 are provided well in advance of the due dates.

Please keep all your returned plan related assignments (5- 9) with feedback in a binder

or folder. They should be turned in with the draft and final plans.

67

CLASS SCHEDULE

Date Topic Assignment Due

March 24,

2014

Course Success Factors

Discuss Bug and Experience List assignment

Read syllabus

Why is Entrepreneurship a Hot Topic? Creativity Skill Building/Opportunity Outlook Discuss Bug and Experience List results

1.Bug and Experience Lists

Reading: “Major Assignments” posted on

D2L (more to come)

Check out the sites on “A Few Suggested

Eship Sites” (on D2L)

Afternoon Speed Networking—Member Connections Discuss article ”Start-Ups We Don’t Need”

Reading: Read article “The Start-Ups We Don’t Need”

March 25

Business Models Idea Generation Presentations and Class

Reaction/Critique/Discussion

Discuss Threadless article

Reading:

2. Idea Generation Paper

Read/consider Threadless article

Teams Formed

Estimating Market Potential Reading:

Student profiles/skill inventory/Eship interest

Individual Interviews/survey review with professor—by appointment - NO CLASS

Individual Interview Questions

Afternoon First Round of Plans ( Abstracts) Reading: Chapter Plan Abstracts Due

Estimating Market Potential Elevator Pitches

Reading: Chapter Business Idea Selected: Elevator Pitches (Practice)

Networking Skills Discuss Case Product Market

Reading: Chapter 3. Market Investigation—Case Product

March 26 $10 Prototype Presentations Reading: Chapter

4. $10 Prototype

Protecting your Innovations: Intellectual Property

Issues with Patents and Trademarks—You Might

Be Surprised…

Competition Discussion

Reading: Chapter

Afternoon Business Plan Overview

Trademark/Patent Search Highlights

Reading: Chapter

5. Trademark/Patent Searches

68

March 27 Marketing Strategy: Strategic Positioning/Competitive Analysis Promotion/CEO as Salesperson Networking in Many Ways

Reading: Chapter 6. Industry/ Market Analysis

Pricing—Flunked by Many Entrepreneurs… Sales Forecasts and Understanding Costs

Reading: Chapter

Work on Marketing Strategy Afternoon Financial Feasibility Basics

Reading: Chapter 7. Marketing Strategy

March 28 Debt Financing/ Equity Financing Financial Statement Questions

Reading: Chapter

Continue Financial Feasibility and other parts of Plan

New Venture Team: Recruiting and Rewarding

Business Formation—Organization Choice Legal Issues

Reading: Chapter

Continue Financial Feasibility and other parts of Plan

Designing Entrepreneurial

Organizations/Operations

Social Entrepreneurship

Reading: Chapter

8. Financial Feasibility

Growth Stages to Harvest Innovation Fallacies

Reading: Chapter Financial Feasibility returned Work on Plan

Afternoon Final “Pitch” Presentations 9. Revised Plan- Final Version Extra Credit Assigns.

Schedule and topics are subject to change.

To respect your colleagues, guests and all presenters, please:

Turn off all electronic devices

Eat outside the classroom

Be on time and stay in the classroom once you get here (unless you’re going to throw up and/or you’re having a baby…)

69

WEEK 5 – April 20 to 24

Principles of Auditing ........................................................................................................................ 70

Leadership, Strategy, and Decision Making: Using Frame Analysis to Understand Organizations

and Become Effective Leaders ......................................................................................................... 72

Evidence Based Marketing ............................................................................................................... 74

Business Negotiations ...................................................................................................................... 75

Wine Pricing Excellence .................................................................................................................... 76

Decision Making Skills ...................................................................................................................... 79

Employment Relation ....................................................................................................................... 80

Creating Value Through Customer Engagement ............................................................................. 81

70


Module's Title : Principles of Auditing


Professor : Heri RAKOTOVOLOLONA Email: [email protected]


There are three major objectives in this module:

1. Describe the auditing practice to a range of accounting issues and identify the key international auditing standards that should be applied,

2. understand the framework and context within which audit of financial statements is conducted, including the ability to assess, explain and evaluate current and emerging developments in auditing in the post-Enron era, and

3. Discuss and assess the key differences between assurances and non-assurance engagements with an emphasis on the professional standards promulgated by the International Auditing and Assurance Standards Board (IAASB)


This module is intended to provide a basic foundation for students to understand the principles of

auditing financial statements. It is based on the International Standards of Auditing (ISAs). It will

focus on the nature and objectives of auditing and its usefulness for shareholders and other

stakeholders. A prior knowledge in financial accounting and financial analysis is recommended but

not required

This module will have a comprehensive overview on the process of auditing including audit

planning, audit risk, materiality, analytical review, the collection of evidence to support the audit

opinion, and methods of reporting to shareholders and others. A careful balance between theory

and real practice will be respected.

Main topics covered:

- General principles governing and audit of financial statements - The nature of audit, audit practice and environment - Auditor independence & professional ethics - Framework of audit planning and performance - Audit committee and internal audit - International auditing & assurance services - Fraud examination and other audit services

Assessment :

A final assessment will be organized during the last session. It will be a combination of practical

exercises and/or case study, and may cover any material taught in the module. It tests the students

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on their assimilation of the main concepts, on their ability to apply them judiciously on exercises

and/or on their aptitude to critically analyze a situation (contents and date will be released in due

course).

Teaching Method :

Materials will be introduced in short lectures and developed using discussion groups and

case studies. There is a heavy reliance on student preparation in order to support the

identification of conceptual and practical issues and problems. The topic identified in

the Learning Objectives above will be covered during the four (4) sessions.

The approach puts the burden on the student to take charge of his/her own learning!

Students are expected to read the materials in advance and be prepared for every class

meeting.

As a basis for understanding the environment facing auditors and the auditing profession, issues examined include the regulatory framework of auditing, corporate governance, independence and ethics and audit liability. A series of case studies will be used for class discussion or debate to facilitate the understanding of principles and their application to audit situations.

Bibliography :

Hayes R., Wallage Ph. and Görtemaker H. (2014) “Principles of Auditing: An introduction to

International Standards on Auditing”, 3rd edition, Pearson Higher Education.

IFAC (2013), Handbook of International Quality Control, Auditing Review, Other Assurance, and

Related Services Pronouncements, International Federation of Accountants publication.

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Module's Title : Leadership, Strategy, and Decision Making: Using Frame

Analysis to Understand Organizations and Become

Effective Leaders

Subject area / specialisation : Leadership, Organizational Behavior, Strategy

Professor : Gregg Glover Email :

[email protected]


1. Students will be introduced to frame analysis, a set of theory taken from organizational

behavior that guides leaders in how to engage in effective strategic decision making while

better understanding their organizations.

2. Students will reflect on the differences between leadership and management, and how to

define and recognize both. Examples of varying kinds of leadership will be presented and

discussed.

3. Students will learn about their own leadership style and preferences by engaging in an

exercise in-class, and debriefing on the results.

4. Students will analyze and discuss a Harvard Business School case study using the theory

discussed in class to understand the business organization profiled—and the decisions

leaders face within it—from multiple perspectives.


Business leaders and managers use functional analysis, from marketing, finance, human resources,

etc. to inform a direction or strategy for action. Instead of a functional analysis, this module

proposes a “frames” analysis on leadership strategy, the nature of organizations, and

administrative challenges. The module will introduce students to a set of theory that will prepare

them to be effective leaders and decision-makers who better understand how their organizations

function, and how to lead within them.

Four distinct frames, or “lenses,” (human resource, political, symbolic, and structural) leaders to

perform three vital functions: analyze an organization, strategize a solution to an administrative

challenge or crisis, and demonstrate personal leadership. During the second part of this module,

students will explore how to identify and define their personal leadership, and to recognize the

leadership style of others.

Assessment :

Students will be asked to complete a small-scale analysis of an organization (business, program, or

office) of their choosing using the frame analysis and theory presented in class, and submit a final

paper (5-7 pages in English, due one week after the end of the module).

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Teaching Method :

Class presentation and discussion, incorporating readings, video, and case studies will be

employed. We will also discuss leadership and decision making through case study teaching

method of an actual buisness situation.

Bibliography :

Lee Bolman and Terrance Deal, Reframing Organizations: Artistry, Choice, and Leadership, Fifth Edition, 2013. San Francisco : Jossey-Bass, Inc.

Kotter, John. “What Leaders Really Do,” Harvard Business School Classic Series, 2001, Boston, MA.

Evergreen Natural Foods Case, 2012 (by Rosabeth Moss Kanter and Paul S. Myers), Boston, MA : Harvard Business School Publishing.

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Module's Title : Evidence Based Marketing


Professor : François-André ALLAERT

Patrice PICCARDI

Email:

[email protected]


Know and understand what Evidence Based Marketing (EBM) is. Develop the skills to identify, access, and use quality evidence particularly from scientific research

in making better marketing decisions. Learn to use evidence Based Marketing Tools to enhanced marketing practices.


Marketing managers practicing EBM learn how to rethink their approaches to data and knowledge

in order to make more effective marketing decisions.

The challenge of EBM is making marketing with only scientific evidence.

These evidences should be based on the best obtainable scientific findings and/or unbiased

organizational facts.

Course Topics

What It Means to be an Evidence-Based Marketer Finding, Interpreting, and Using Scientific Evidence as Marketers (and undertaking Critically Appraised Topics or CATs) Building an EBM Culture and Change Processes Planning Your On-Going Development as an Evidence Based Marketer

Assessment :

Individual Assessment 100

Teaching Method :


Learning by doing (CAT to be designed)


Coaching

Bibliography :

All readings and materials including articles and cases will be provided by the instructor.

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Module's Title : Business Negotiations

Subject area / specialisation : Marketing and Management

Professor : Dr. Ann M. Torres Email :

[email protected]


The aims of this module are to introduce the concepts and principles fundamental to

negotiation theory, to develop your negotiation skills through participation in simulation

cases, and to hone your negotiation ability through informed reflection based on your

reading of the assigned core texts. This module will give you a solid foundation in the

following areas:

Comparing distributive and integrative negotiations

Identifying the sub-processes of negotiations

Distinguishing between interests and positions

Outlining the elements of principled negotiations

Applying active listening techniques

Summarising the seven-elements framework

Investigating the joint outcome space through BATNA, ZOPA and anchoring

Exploring the agent-client dynamics in negotiations

Crafting solutions via standards and persuasion

Identifying ethical issues in negotiations

Managing hardball tactics and non-engagement


Negotiation is a dialogue to discover common ground among parties with differing aims,

needs and perspectives in order to achieve a solution. The aim is to seek a process by which

parties may pursue a mutually acceptable outcome, which typically involves an element of

compromise. Business Negotiations explore how two or more parties with competing

interests discuss and manage issues so as to attain an agreement, settle a matter of mutual

concern, or resolve a conflict. Negotiation is a valuable leadership and management skill,

which is employed in a wide range of business contexts, such as contracts, deal-making,

employment discussions, team building, and disputes. Negotiations occur in commercial,

non-profit and governmental organisations.

Assessment :

Assignment 1: Descriptor of a negotiation and analysis 35%

Assignment 2: In-class participation and online tutorial 35%

Assignment 3: In-class individual case analysis 30%

Total 100%

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Module's Title : Wine Pricing Excellence


Professors : Damien Wilson Email:

[email protected]


To recognise the different needs and applications of pricing methods for the wine sector

Outline and manage a project based on available resources.

Compare and contrast options to select the best option.

Apply theoretical knowledge to the management of wine pricing

To deal with the complexity and unpredictability of the conduct of market research

Apply theoretical understanding to creative and original problem solving

Appreciate the values of the various actors in the wine sector that exhibit excellence in their pricing methods


1. Pricing Strategies adapted to the Wine Sector (Dawes 2005): This course summarises the

aims and progression of the module, from skimming and penetration pricing strategies, along with

the tactics for getting there as the wine progresses through the product life cycle, across formats

and markets. The class will be prepared for the delivery of a webinar by a wine retailer and major

International producer, as well as being introduced to the final assessment task. Introductory

exercise in communicating on pricing models via the internet, so as to identify topical cases for

discussion in class.

2. Research and Excellence in Price Planning (Holden and Burton 2008): Illustrates the methods

used in collecting information on the behaviour of the wine consumer with respect to different

pricing segments, by the leaders in the wine sector. Strategic approaches and applications of

pricing decisions are presented and debated. Strengths and weaknesses in strategy are illustrated

so that students interpret how the enacting of pricing strategy depends on the concentration of

business and competition in the market.

3. *Application Exercise – Group Assessment: Groups are provided with a wine purchasing

scenario, and are set the challenge of identifying a product that will attract more interest from their

classmates through a choice decision tasks based on prices they set for a target audience. Groups

will be assessed on the number and margin they nominatively achieve based on the sales they

achieve in this exercise. Most points are awarded based on their post-experience decisions to adapt

their pricing strategy

4. Pricing Tactics (Foxall et al. 2013, Poundstone 2011): Introduces the most common practice

in wine businesses of discounting practice, including the implementation of a template model for

calculating the best time and volumes required to do so. Also explains non-price impacts on sales,

and how and when to increase prices in order to maximise long-term revenue.

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5. Vendor's Involvement (w) (Corsetti and Dedola 2005): Opens with a webinar with a local

wine importer, a major wine exporter, and a retail negociant to explain the market considerations

for assessing and setting prices across numerous wine markets.

6. *Adopting the pricing role – Individual Assessment: Students will be familiar with the role

that price plays along the distribution channel by this point. They are then assigned the role of a

product manager within a wine producer. Within their role, they will be given market statistics for a

market they wish to enter, and then need to cost out and decide on the format and pricing

structure that their new product will adopt.

7. Market Pricing Project: The course concludes with the students' needing to choose, sample

and evaluate a number of wines being introduced into a wine retailer. Students will be evaluated by

both academic and practitioners in order to establish their credentials in excellence as wine buyers

and sellers. Wines chosen based on the cases identified throughout the week's e-communications.

Assessment :

Group Exercise – Pricing decision scenario 50

Wine Evaluation Exercise 25

Individual Assessment – Price setting exercise 25

Total 100

Teaching Method :


Learning by doing (Pricing décision scenario)

Reflection in action (wine évaluation)

Applying theory (Market pricing project)

Bibliography :

All readings and materials will be provided by the instructors

Teaching Method :

This module will combine lectures, discussions, case studies and role simulations. As this

module is highly experiential, the key to success is to engage reflectively with the assigned

readings and to participate fully in the case simulations. As an area of study, Business

Negotiations is highly accessible, as it can be readily observed in our everyday personal and

professional lives. For this reason, many find studying negotiations interesting and useful.

Bibliography :

1. Fisher, R. & Ury, W. (2012) Getting To Yes: Negotiating agreement without giving

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in. Random House Business. ISBN-13: 978-1847940933 (N.B. earlier editions of

this book are acceptable.)

2. Stone, D., Patton, B. & Heen, S. (2000) Difficult conversations: How to discuss

what matters most. Penguin: New Ed edition. ISBN-13: 978-014027782

3. Ury, W. (2009) Getting Past No: Negotiating with difficult people. Revised edn.,

24th reissue. Bantam. ISBN-13 978-0553371314.

Supplemental and optional text:

4. Lewicki, R.J., Barry, B. & Saunders, D.M. (2010) Negotiation: Readings, exercises,

and cases. 6th edn. McGraw-Hill Higher Education. ISBN-13: 978-0071267748

(N.B. earlier editions of this book are acceptable.)

79


Module's Title : Decision Making Skills Subject area / specialisation : Management

Professor : Prof. Dr. Zita Zoltay Paprika Email :

[email protected]


Gain an understanding of central concepts in decision making Understand the intersection of analytical and behavioral perspectives on decision

making Develop expertise in decision making Improve decision making skills, creativity Develop ability to think critically Learn to avoid common decision making errors


This course will provide an overview of the field of behavioral decision making and decision analytical perspectives. It addresses both the theoretical and practical processes and skills of decision making at the individual and organisational levels. The course starts with a short historical introduction to give an understanding of the field of decision theory. It provides a comprehensive examination of issues in personal decision making: how to describe the processes involved in forming judgements, how to plan actions and evaluate consequences, how to understand the dynamics of organizational decision making in the context of conflicting personal objectives, how to manage risk.

Assessment :

Course participation (attendance and active participation) and quizzes constitute 50% and 50%.

Teaching Method :

Lecture/Seminar Case studies Role playings Self assessment tests (satisficing, creativity, brain dominance, risk preferences etc.)

Bibliography :

Harvard Business Review on Decision Making, Harvard Business Review Paperback, 2001 http://ebookee.org/Harvard-Business-Review-on-Decision-Making_1975298.html

Ariely, Dan: Predictably Irrational, Harper Collins, NY, 2009 Kahneman, Daniel: Thinking Fast and Slow, Farrar, Straus and Giroux, New York, 2011


http://ebookee.org/Harvard-Business-Review-on-Decision-Making_1975298.html

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Module outline for ‘Excellence in Pedagogy’ 2014

Groupe ESC Dijon Bourgogne- Burgundy School of Business

Employment Relation

Delivered by: Dr Gwen Chen

Learning outcomes:

At the end of the module, students will be able to:

Demonstrate the ability to critically discuss the concept and philosophy of employment

relations

Critically assess and understand employment relation theories and the process of

globalisation

Consider both organisational and individual perspectives of employment relations in

contemporary organisations

Description of module:

This module is designed to provide students with a depth of understanding and knowledge

in one of the most discussed topics in the HRM field, Employment Relations (ER). Analysis of

the relationships between employees, mangers and unions in the organisational context, are

discussed. This module will explore a wide range of topics that link ER with employment

engagement, labour relations, contemporary business practice and organisational change.

Through the investigation of key influences, this module will shape and define our current ER

theories and look at cutting edge research to speculate how these theories may develop in

the future.

Module assessment:

If student number is less than 12,

Type of assessment: 15- minute individual presentation

Learning outcomes assessed: 1, 2 and 3.

If the student number is more than 12:

Type of assessment: one- hour multiple choice examination

Learning outcomes assessed: 1, 3 and 3.

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School of Business Administration

Creating Value Through Customer Engagement

Course : Creating Value through Customer Engagement

Program : Excellence in Pedagogy

Start/End Date : April 20th to 24th

Sessions : 5 sessions of lectures

Credits : 2 credit hours (15 contact hours)

Professor : Yiorgos A. Bakamitsos, PhD.

E-mail : [email protected]

Phone : + 1 (321) 939 - 7621

I. GENERAL DESCRIPTION

This course takes an analytical approach to the study of how the marketing function within a firm

contributes to value creation for the organization. Attention focuses on the influence of the

marketing effort to engage customers in value creation and transform them from passive recipients

of information, products and services to active co-creators of value.

The major objectives of this course are:

To critically analyze the task of marketing in the process of creating value for the firm through the

active engagement of customers.

To provide students with a sound conceptual and theoretical “tool kit” for analyzing marketing

problems faced by both profit and nonprofit organizations.

To provide students with a forum for presenting and defending their recommendations, and for

critically examining and discussing the recommendations of others.

The course is organized around five themes. The first theme deals with the importance of

relationships in context of marketing strategy. Issues related to building, managing and growing

relationships with customers as well as value delivery network partners will be explored.

The second theme explores the enhanced role that consumers can play in the value creation process

through marketing research. The importance of big data and data analytics will also be addressed.

The third theme examines the impact of customization on the product/service (value offering)

creation process. Issues ranging from boundary conditions and different types of customization to

the “Design Approach” and product/service portfolio management will be discussed.

The fourth topic explores in greater depth services and highlights their key differences from physical

products and their implications for marketers in the value creation process.


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The fifth and final topic deals with the new communication landscape. We will discuss the impact of

social media, viral marketing, gamification, cause marketing and augmented reality in crafting a

communication strategy.

II. LEARNING OBJECTIVES

The general objective of this course is to provide students with an understanding of the challenges

and opportunities involved in designing and deploying marketing strategies that rely on consumer

engagement.

By the completion of this course students will be able to:

Articulate the value of consumer engagement.

Demonstrate knowledge of tools and practices for structuring and controlling marketing programs

based on consumer engagement.

Demonstrate an understanding of the complexity to orchestrate consumer engagement marketing

efforts in local and global markets.

III CLASS MATERIALS

Required Text: Case Packet

All required readings are included in the case packet or will be handed out in class during the course.

Class notes, based on the overheads that I will use, will be handed out at the beginning of each class.

While class notes cover the key issues that we will discuss in each class, they are not meant to be

exhaustive and they do not substitute the assigned readings.

IV. METHODOLOGY & STUDENT EVALUATION

Class Sessions

Most of the class sessions will be composed of two parts; lectures and case discussions. During the

lecture part the conceptual and theoretical aspects of the course will be presented. Lectures aim at

emphasizing the key concepts presented in the readings and at shedding light on aspects of the

course that are of significant importance. Please note that although I will not lecture directly on the

assigned readings, you are expected to be familiar with them before coming to class.

The second part of the class will be devoted to the discussion of a case that aims at demonstrating

the key concepts presented in the lecture. Each student is expected to thoroughly prepare for each

case and contribute to class discussion. The benefit that you derive from assignments is closely

related to your willingness to expose your ideas to the critical judgment of the class. While I may

probe and challenge you to defend your opinion, please understand that I do so in order to

encourage precision in thinking and argument quality, and not because I do not like you or your

opinion. As a professor of mine used to say, the poorest quality opinion is the one left unvoiced, so

please do not hesitate to voice your opinion and to ask questions.

Class Contribution

As mentioned above, every class session will involve interaction in the form of class discussion, and

all students are expected to participate by making comments and/or asking questions. Feel free to

ask questions if a point is not clear. Chances are that the same question is on the mind of some of

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your classmates as well, and thus, you are doing them a favor by asking it. The criteria that will be

used in assessing class contribution are listed below:

In order to be able to participate in class discussions, attendance is mandatory. Attendance will be

taken at the beginning of each class. If for any reason you cannot attend a class session please let me

know in advance.

Consistent and active participation in class discussion. Mere attendance will earn you only fifteen

(15) points towards your class contribution grade.

Quality comments that enhance our understanding of a given situation and go beyond the simple

repetition of facts presented in a case.

Final Exam

The final exam will be a take home, open book, open notes simulation, due on Friday, April

24th 2015 at 5:00 p.m. The simulation will describe a marketing situation and will require you

to make decisions over several periods (Fiscal Years) based on the conceptual and analytical

tools that we developed throughout the course. The evaluation of your performance in the

final exam will be based on your score and how it compares relative to the scores of your

peers as well as a one to two page reflection paper, explaining your strategy and discussing

the insights you developed as you interacted with the simulation. Your reflection paper

should be submitted electronically no later than the deadline specified above. NO LATE

SUBMISSIONS WILL BE ACCEPTED. Please anticipate any scheduling conflicts and submit

early if necessary.

Quizzes and in class exercises

Quizzes and/or in class exercises/presentations related to the assigned material for that particular

day of classes may be administered.

Evaluation of Student Work

Quizzes & in class exercises/presentations 20%

Final Exam 40%

Peer Evaluation 10%

Class Contribution 30%

Total 100%

Honor Code

The Honor Code will be applied to the course in the following manner:

Discussion cases may be prepared in groups or individually.

The final examination is to be prepared individually.

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