EDHEC BBA...€Grammaire Progressive du Français, Niveau Intermédiaire, CLE INTERNATIONAL...

EDHEC BBA Fall semester

International Business Track

2016-2017

17_EB0_NI_IBT_S1_CCO_FLE_3361: INTERMEDIATE FRENCH FOR VISITING

STUDENTS S1 NUMBER OF HOURS: 30

SEMESTER 1

INTERNATIONAL PROGRAMME - 4 ECTS

BBA EDHEC 1A 2A 3A 4A

2016/2017

COURSE OBJECTIVES

Discover France and Aspects of French society and culture●

Learn to master daily life communication situations, both written and oral●

Participate in discussions and present one’s opinions clearly●

LEARNING OUTCOMES

Master written and spoken French in daily life and in a social context

PREREQUISITES

To be able to speak, write and understand basic French

COURSE CONTENT

Communicate with ease using daily life vocabulary●

Undertake administrative procedures●

Write e-mail messages and simple letters●

Understand texts in French and discuss a particular topic.●

TEACHING & LEARNING METHODS

Listening and video●

Discussions and debates●

Applied exercises both spoken and written, individual and in groups●

Role playing●

Grammar and vocabulary exercises as needed●

ASSESSMENT METHODS

Continuous assessment: 70%●

Participation: 30%●

READINGS

Grammaire Progressive du Français, Niveau Intermédiaire, CLE INTERNATIONAL●

Newspapers and magazines : Le Monde, Libération, L’Express, Le Figaro, le Nouvel Observateur, Le Point…●

WEBSITES

http://jt.france2.fr/●

http://www.france5.fr/c-dans-l-air/videos●

http://www.lepointdufle.net●

http://jt.france2.fr/

http://www.tv5.org/TV5Site/enseigner-apprendre-francais/accueil_apprendre.php●

17_EB0_NI_IBT_S1_CCO_FLE_4061: FRENCH FOR BEGINNERS FOR VISITING

STUDENTS S1 NUMBER OF HOURS: 30

SEMESTER 1


BBA EDHEC 1A 2A 3A 4A

2016/2017

COURSE OBJECTIVES

To use the fundamental structures of standard French●

To acquire basic French vocabulary●

To acquire cultural knowledge so as to better apprehend the French speaking word●

To be able to use the French language in daily life●

LEARNING OUTCOMES

Being able to communicate using daily life expressions and basic sentences in elementary French.●

Better understanding the area they are going to live in and French culture●

PREREQUISITES

This course is aimed at complete beginners

COURSE CONTENT

Developing communication skills●

Using grammatical structures in context●

Using daily life vocabulary●

Apprehending the French-speaking world●


Listening●

Applied exercises both spoken and written, individual and in groups●

Role playing●

Grammar and vocabulary exercises as needed●

ASSESSMENT METHODS

Continuous assessment: 70%●


READINGS

Grammaire Progressive du Français, Niveau débutant, CLE INTERNATIONAL●

Vocabulaire Progressif du Français, Niveau Débutant, CLE INTERNATIONAL●

WEBSITES

http://www.lepointdufle.net●

http://www.tv5.org/TV5Site/enseigner-apprendre-francais/accueil_apprendre.php●

17_EB4_NI_IBT_S1_CCO_ANG_3349: BUSINESS ENGLISH NUMBER OF HOURS: 30

SEMESTER 1


BBA EDHEC 4

2016/2017

COURSE OBJECTIVES

- To develop and apply the necessary oral and written skill in professional communication situations at an advanced level

- To be able to effectively analyze a case study, identify problems and causes and present the findings in English

- To acquire and develop presentation and negotiation skills, using techniques of effective public speaking

LEARNING OUTCOMES

- To be at ease in using the English language in professional business situations

- To express oneself clearly in English in a social, academic and professional context

PREREQUISITES

Advanced level in English– minimum B2/C1

COURSE CONTENT

- Methods of recruitment for employers and job interviews

- Presenting an innovative idea to business investors

- Problem solving for companies

- Negotiation and presentation skills

- Preparing, planning and leading business meetings


- Small group projects

- Personal study

- Individual reading and research

- Debates, discussions, simulations, presentations

- Case studies

ASSESSMENT METHODS

- Continuous Assessment: 40%

- Participation: 30%

- Final Oral: 30%

READINGS

- Guide to Managerial Communication – Effective Business and Writing – NJ:Prentice Hall 2009

RULES FOR ABSENCE AND PLAGIARISM

Guide to Managerial Communication - Effective Business Writing and Speaking - NJ: Prentice Hall 2009

Business roles - Cambridge, 1997

www.businessweek.com

www.cnn.co.uk

www.bbc.co.uk

http://www.businessweek.com

http://www.cnn.co.uk

http://www.bbc.co.uk

17_EB4_NI_IBT_S1_CCO_CCS_3454: CONTEMPORARY FRENCH BUSINESS &

SOCIETY NUMBER OF HOURS: 30

SEMESTER 1


COURSE COORDINATOR: Isabelle SEQUEIRA

BBA EDHEC 4

2016/2017

COURSE OBJECTIVES

This course has been created for international students studying in France for one year or one semester. It introducesthem to key social, cultural and economic indicators of French society including a glimpse at corporate best practices,areas of excellence and a critical view of performance. A weekly review of current issues allows students to get theirbearings in their socio-cultural surroundings. Product legends will be studied to give students the opportunity to get aglimpse into everyday life and to make the “French experience”. Behavioural tendencies linked to underlying culturalvalues of the French society will be surfaced to allow students to better understand what can be called the Frenchmindset.

LEARNING OUTCOMES

After having taken this course participants will be able to :

identify the key cultural features of contemporary French society with a particular focus on its values●

give examples of large French corporations and compare them with international competitors●

analyze key themes of French opportunity and threats, particularly those related to society and culture●

develop an understanding of the city of the multicultural heritage●

PREREQUISITES

Junior year of Bachelor

General management, strategy and marketing knowledge

Proficiency in English

Advanced use of data search

COURSE CONTENT

Part I - An overview of France throughout history with a particular focus on monarchy, centralization, the production ofluxury goods, engineering and the creative industries

Part II - Public and private corporations of France, a critical and comparative perspective

Part III - Consumer habits and legend products

Part IV - Doing Business in France (World Bank Publications)

Part V - Application Exercises (case study and/or project work)


Course lectures●

Case Studies●

Project Work●

Preliminary Reading●

Interactive contents to prepare, consolidate and reviews class contents via Blackboard●

ASSESSMENT METHODS

Participation 25%

Group project 25%

Final Exam 50% (2 hours)

READINGS

BRECHON, Pierre editor. (2003) Les valeurs des français, Paris: Armand Colin.

Philippe D’Iribarne, (2009) National Cultures and Organisations in Search of a Theory: An Interpretative Approach,Journal of Cross Cultural Management, 9, 309-321

DUBOYS FRESNEY, Laurence (2001) Atlas des français : Grand angle sur un peuple singulier, Editions autrement,Collection Atlas Monde & Sciences humaines

Hancke, B. (2001) “Revisiting the French Model: Coordination and Restructruing in French Industry,” in P.A. Hall and D.Soskice (eds.) Varieties of Capitalism, Oxford, Oxford University Press.

HAMPDEN-TURNER, C. & Trompenaars, F. (1994) The Seven Cultures of Capitalism: value systems for creatingwealth in the United States, Britain, Japan, Germany, France, Sweden, and the Netherlands, London, Piatkus.

LANDES, David « French Entrepreneurship and Industrial Growth in The Nineteeth Century » Journal of EconomicHistory 9 (1949) : 45-61.

Levy, Jonah (1999) Tocqueville's Revenge: State', society and economy in contemporary France, Cambridge: HarvardUniversity Press.

Maclean, Mairi & Charles Harvey, (2006) Business elites and corporate governance in France and the UK, New York: Palgrave.

MERMET, Gérard, (2001) Francoscopie, Paris: Larousse.

OECD Economic Surveys: France, March 2011.

REDDING, Gordon (2005) « The Thick Description and Comparison of Societal Systems of Capitalism, » Journal ofInternational Business Studies, 36, pp. 123-155.

Sciolino, Elaine (2011)Seduction:How the French play the game of life, Times Books.

Schwartz, Viven (2011) Modern France: A very short introdution: Oxford: Oxford Univesity Press.

17_EB4_NI_IBT_S1_CCO_FIN_3402: IBT4-MF- MULTINATIONAL FINANCIAL

MANAGEMENT NUMBER OF HOURS: 30

SEMESTER 1


BBA EDHEC 4

2016/2017

COURSE OBJECTIVES

This course deals with the fundamentals of the international business environment and their impact on theresource allocation of the multinational manager. It also seeks to provide students with a comprehensive frameworkfor understanding multinational corporations’ key economic and financial decisions.

LEARNING OUTCOMES

Upon completion of the course, students will be able to:

Analyze the multinational environment●

Strengthen their knowledge and understanding of the functioning of international capital markets, in particular the

foreign exchange market

●

Manage the exchange rate risk●

Analyze firm risk exposure and hedging decisions. ●

Make appropriate decisions in terms of international investments●

Understand the financing process of foreign operations.●

PREREQUISITES

Financial accounting, macroeconomics, introductory finance course.

COURSE CONTENT

Major topics addressed include : exchange rate determination, the international monetary system, interest rate paritytheory, purchasing power parity, currency forecasting, managing real exchange rate risk, political and country risk,foreign currency derivatives, international financial markets, international portfolio investment, international capitalbudgeting and management of working capital.


10 sessions of 3 hours plus a final examination. Lectures and exercises.

ASSESSMENT METHODS


Midterm exam: 30 %●

Final exam: 50%●

READINGS

“International Financial Management”, by Alan Shapiro and Peter Moles, Wiley, 2014.●

“International Financial Management”, by Eun Cheol S. and Resnick Bruce G., Mac Graw Hill, 2012.●

“International Finance - Theory into Practice”, by Sercu Piet, Princeton University Press, 2009. ●

http://alexweb.edhec.asso.fr/Record.htm?Record=19186806157919040889&idlist=5




17_EB4_NI_IBT_S1_CCO_FIN_4724: IBT4-MF- CORPORATE GOVERNANCE NUMBER OF HOURS: 30

SEMESTER 1


BBA EDHEC 4

2016/2017

COURSE OBJECTIVES

The aim of this course is to assist participants to understand and apply the principles of effective corporate governance and totarget and achieve their objectives more effectively.

The following key areas of corporate governance will be explored in depth: governance structures, performance management andrisk management. Students will learn to apply effective corporate governance when directing and controlling public and privatesector organizations.

LEARNING OUTCOMES

After a successful completion of this course, the students will be familiar with the different approaches of corporate governance, itsstructure models and its relevant practices.

Students completing this course should be able to:

Explain the main approaches of corporate governance; ●

Understand the corporate governance stakes and problems;●

Know and compare the different corporate governance structures and practices;●

Understand the typical causes of corporate governance failures and how to prevent those situations.●

PREREQUISITES

No specific prerequisites other than an undergraduate education.

COURSE CONTENT

1. Explanatory theories on corporate governance (9h)

Introduction to the corporate governance stakes and problems;●

Stakeholder approaches: revisiting corporate governance management and value creation;●

Stewardship and Business enterprise as quasi political actor;●

Critical review of explanatory theories.●

2. Corporate governance structures (9h)

Board models and hybridization structures;●

Capital, voting structure and employee participation.●

3. Corporate governance practices (12h)

Shareholder rights and activism;●

Governance of executive compensation;●

Corporate governance failures, best practices codes and "comply or explain";●

Conclusion and new corporate governance stakes.●


A series of lectures illustrated by projected slides and active group discussions.

ASSESSMENT METHODS

Class Participation: 10%

Participation will be evaluated during the class sessions in which students are expected to actively participate.

Continuous assessment: 30%

3 Multiple choice and open questions individual assessments.

Final Exam: 60%

READINGS

We will use the following book as the reference textbook: Mallin Christine A. (2010), Corporate Governance, 3rd edition(OUP, Oxford).

17_EB4_NI_IBT_S1_CCO_FIN_4725: IBT4-MF-EMERGING MARKETS NUMBER OF HOURS: 30

SEMESTER 1


BBA EDHEC 4

2016/2017

COURSE OBJECTIVES

This course examines the position of the emerging countries in the new global economy. Globalization offers thesecountries the opportunity for economic development. By participating in the international marketplace, emergingcountries increase their chances of raising wages and incomes, accumulating wealth, and reducing poverty. Thesecountries also provide opportunities for companies, mostly from the developed economies, to extend their markets.

LEARNING OUTCOMES

This course will help students to: - Study the institutions of emerging markets that are relevant for managers - Explorethe differences in context and the role of various actors - Analyze opportunities and risks presented by emergingmarkets - Analyze the strategies of firms dealing with emerging markets

PREREQUISITES

Business economics

COURSE CONTENT

The first part of the course will cover some basic concepts from development economics and international finance thatserve as a foundation to understand the dynamics of emerging markets. The second part will focus more on practicalissues related to investing in emerging markets


This course is taught through a combination of lectures and individual exercises. Teaching methodology emphasizes apractical approach.

Student participation in class discussions is encouraged through an interactive teaching style, and the instructor willendeavor to provide personalized attention – especially when students encounter problems.

ASSESSMENT METHODS

There will be a midterm (30%) and a final examination (40%) – both open-book.

Class participation is actively encouraged (10%).

There will be a class assignments and homework (20%).

READINGS

Anil K. Gupta and Haiyan Wang (2009). Getting China and India Right: Strategies for Leveraging the World's

Fastest Growing Economies for Global Advantage. San Francisco: Jossey-Bass.

●

Tarun Khanna and Krishna G. Palepu (2010). Winning in Emerging Markets: A Road Map for Strategy and●

Execution. Boston: Harvard Business Press.

Central Banking and Monetary Policy in Emerging Nations, by David De Rosa, (Research Foundation of CFA

Institute, 2009).

●

The Little Book of Emerging Markets: How To Make Money in the World's Fastest Growing Markets, by Mark

Mobius (Wiley, 2012)

●

17_EB4_NI_IBT_S1_CCO_MGT_3396: IBT4 -INTERNATIONAL BUSINESS

DEVELOPMENT STRATEGIES NUMBER OF HOURS: 30

SEMESTER 1


BBA EDHEC 4

2016/2017

COURSE OBJECTIVES

Understand why companies develop business abroad●

Learn about processes of international development●

Understand what determines the success or failure of international strategies developed by companies●

Raise awareness about specific issues attached to business in transition and emerging economies●

Understand the criminal and ethical challenges faced by companies throughout the world●

Learn how to elaborate a project of international business development●

LEARNING OUTCOMES

After having taken this course participants should be able to:

Select the appropriate conceptual tools for taking internationalization decisions●

Take into consideration both economic and ethical challenges associated with international strategic development●

Make well-grounded strategic decisions●

Design a project of international strategic development●

PREREQUISITES

A course in strategy (strategic analysis or strategy formulation) is recommended, but not mandatory.

COURSE CONTENT

Overview

This course deals with the strategic challenges confronting companies that compete in the global economy. Top andmiddle managers of international companies must make decisions about markets, location of value chain activities,outsourcing, modes of development, and also about the organization and processes for managing efficiently internationaloperations. This course will provide students with conceptual tools that are useful for understanding the internationalcontext and take appropriate strategic decisions.

One unique perspective presented in this course is “criminal risks management”. Managers are often seeking foropportunities throughout the world, but operations in many areas of our planet are nowadays threatened by criminal actslike corruption, extortion, kidnapping, predation or destruction. Accordingly, this course will offer to students a morecomplex and mitigated view of international strategic development than the one usually presented in business schools.


Lectures, case studies, readings and elaboration of a project of international strategic development for an actualcompany.

ASSESSMENT METHODS

25% Assignments about Case studies

25% Project of international development

50% Final Exam

READINGS

Research articles will be provided for each course session.

17_EB4_NI_IBT_S1_CCO_MGT_3397: IBT4 -LEADERSHIP NUMBER OF HOURS: 30

SEMESTER 1


BBA EDHEC 4

2016/2017

COURSE OBJECTIVES

This practical course prepares future managers for working collectively in diverse teams, knowing how and when toexercise leadership, engage others’ abilities and competence and understand the interpersonal challenges intrinsic tocross border ambiguity. Developing self and peer awareness builds the confidence necessary for self-management priorto managing or leading others; examining the boundaries between management and leadership provides a structureenabling each individual to position themselves within a learning framework and monitor their own learning during theprogram and the next stages in their managerial development..

LEARNING OUTCOMES

After having taken this course, participants will be able to:

Identify, explain and integrate core leadership competencies●

Give and receive feedback on targeted leadership roles●

Use several frameworks for understanding and appreciating diversity while working with, or leading others●

PREREQUISITES

Junior year of Bachelor

General management

Proficiency in English

COURSE CONTENT

Part I – An overview of Leadership theories and laying foundations for moving from theory to practical applications ofLeadership as a Managerial Competence.

Part II – Frameworks for developing awareness of self and others. Aligning the MBTI with the accurate self-awarenessrequired within diverse and changing business environments.

Part III – Four core Leadership Competencies: their current relevance to students and their applications to the businessworld.

Part IV – Learning circles, simulations and practical exercises for monitoring leadership development.


Course lectures●

Film●

Simulations●

Presentations●

Required reading●

Keeping a personal learning log that captures how theory is applied●

Reviewing work in ‘support teams’. Four or five students meet regularly to review their progress in applying personal

leadership challenges discussed during class sessions.

●

ASSESSMENT METHODS

Participation 50%●

Group project 25 %●

Personal learning log 25 %●

READINGS

Pre-course required reading communicated on enrollment to this course

Additional reading requirements introduced during course sessions

17_EB4_NI_IBT_S1_CCO_MGT_3398: IBT4 -OPERATIONS MANAGEMENT :

PURCHASING AND SUPPLY CHAIN NUMBER OF HOURS: 30

SEMESTER 1


BBA EDHEC 4

2016/2017

COURSE OBJECTIVES

This course explores the key issues associated with the design and management of supply chains which are concernedwith the efficient integration of suppliers, factories, warehouses and stores. The demand for integration and cooperationbetween different actors will therefore be more accentuated.

The main objective is to show how resources and activities can be coordinated all through the supply chain for increasedeffectiveness. This covers diagnosis, methods and basic tools for effective and efficient supply chain coordination andpurchasing management.

The lectures will be focused on the strategic role of purchasing and supply management.

LEARNING OUTCOMES

Upon successful completion of this course, students will:

Be able to describe and explain fundamentals of Supply Chain●

To develop a general managerial perspective on the role of the supply chain management;●

To familiarize the student with the issues confronting purchasing department;●

To provide the student with vocabulary, concepts, methods and tools to deal with these issues.●

COURSE CONTENT

Purchasing, Logistics and Supply Chain Management Core Concepts●

Planning Demand: Procurement and Supply in a Supply Chain●

Strategic Sourcing●

Purchasing Operations and Structure●

Supply Chain Performance Measurement and Analysis●

Purchasing, Risk Management, Corporate Social Responsibility and Ethics●

ASSESSMENT METHODS

The grade will be based on class participation, group cases, presentations and other graded assignments. Gradesare weighted as follows:

Presentation/case study/Class participation 40%●

Final exam 60%●

READINGS

Van Weele Arjan j., Purchasing and Supply Chain Management – Analysis, Strategy, Planning and Practice, CengageLearning EMEA, , 5th edition 2010

17_EB4_NI_IBT_S1_CCO_MGT_3400: IBT4 -ENTREPRENEURSHIP NUMBER OF HOURS: 30

SEMESTER 1


BBA EDHEC 4

2016/2017

COURSE OBJECTIVES

This course provides students with an introduction to the entrepreneurial process and the unique environment ofentrepreneurship and new ventures.

It exposes participants to the concepts, practices, and tools of the entrepreneurial world, with emphasis on aninternational context..

LEARNING OUTCOMES

Upon completion of this course, students will gain knowledge on the following topics and be able to assess their ownpotential and interest in becoming an entrepreneur.

Entrepreneurship as a particular set of skills to be an entrepreneur●

Entrepreneurship as an analytical and managerial process●

Entrepreneurship as a process of sharing risks and rewards between the entrepreneur and his / her stakeholders●

PREREQUISITES

Knowledge of general management and marketing●

Proficiency in English●

COURSE CONTENT

What makes entrepreneurs entrepreneurial ?1.

Attitudes on failure2.

Start-up strategies and principles3.

Business idea generation4.

Value proposition5.

Business model6.

Pitching a business idea7.

Venture financing8.

Going international: Starting up and doing business in Asia9.

Social ventures: Opportunities at the Bottom of the Pyramid10.


Lectures, class discussion, exercises, readings, cases, video clips and student presentations.

The most effective way to understand entrepreneurship is to practice it. This course is highly interactive and students areexpected to actively participate in class discussions and in the teaching / learning process.

ASSESSMENT METHODS

Class participation and engagement in learning 20%

Group project: Originate, develop and present your entrepreneurship idea 50%

Final examination 30%

Total 100%

READINGS

Read, S., Sarasvathy, S., Dew, N. et al. (2011), Effectual Entrepreneurship, Routledge●

Ries, A. (2011), The Lean Startup, Penguin●

Osterwalder, A. & Pigneur Y. (2010), Business Model Generation, Wiley●

Stevenson, H.H., Roberts, M.J. et al. (1994), The Entrepreneurial Venture, HBS Press●

17_EB4_NI_IBT_S1_CCO_MGT_4008: IBT4 -ADVANCES IN STRATEGIC

MANAGEMENT AND BUSINESS GAME NUMBER OF HOURS: 30

SEMESTER 1


BBA EDHEC 4

2016/2017

COURSE OBJECTIVES

The basic course of Strategic Management endows students with the knowledge and tools that enable them to makesense of the journey companies follow from the engagement in the strategic analysis until the assessment of thedecisions taken at both the corporate and business level. The course of Advances in Strategic Management offers thestudents the challenge to go beyond the basic assumptions and to discover recent and new advances in the field ofStrategy. As the global environment has never been so complex, unexpected and unanticipated, students need to gobeyond the conventional wisdom to tackle unconventional business issues.

LEARNING OUTCOMES

After a successful completion of the course, the students will be able to understand how to question basic assumption sin strategy and how to challenge the classic postulation when reconsidering companies’ competitive advantage.

PREREQUISITES

Strategic management course (strategic analysis, strategic options, evaluation of strategy)

COURSE CONTENT

The course is 12 hours-long and is based on recent developments in the field of strategy that will mainly tackle thefollowing topics:

Understand the new drivers of competitive advantage●

Discover how executives can learn from failure●

Learn how companies can combine social value and competitive advantage●

Figure-out how networks can help companies reconsider their strategies●

Business Game (18 hours)

Students work in teams and make finance, sales and production decisions based on strategic objectives and

situation analysis; they are required to solve an ethical dilemma.

●

Companies compete for market share and leadership while monitoring internal strengths and weaknesses, external

opportunities and threats

●

Companies therefore adjust decision-making and optimize performance on the basis of changing environmental

conditions.

●

Companies adopt the best organizational structure and task allocation system.●


Articles, cases, lectures and computer-based simulation game

ASSESSMENT METHODS

Case studies: 50%

Business game: 50% learning incorporating assessment of group progress, monitoring of individual commitment andperformance, evaluation of written and oral reports.

Due to the format of the course, successful performance requires participants to demonstrate excellent teamwork,analytical skills and managerial capabilities. In delivering their final presentation, participants must be able tocommunicate their strategy effectively.

READINGS

Dawar Niraj, (2013), “When Strategy is Marketing “, Harvard Business Review. Vol. 91 Issue 12, p100-108

Edmondson, Amy C (2011), “Strategies for learning from failure”, Harvard Business Review. Vol. 89 Issue 4, p48-55

Porter, Michael E.; Kramer, Mark R. (2011), “Creating Shared Value”, Harvard Business Review. Vol. 89 Issue 1/2, p62-77

Boudreau, Kevin J and Lakhani, Karim R, (2013) “Using the Crowd as an Innovation Partner”, Harvard Business Review. Vol. 91 Issue 4, p60-69. 10

17_EB4_NI_IBT_S1_CCO_MKG_3401: IBT4-MM-INTERNATIONAL MARKETING NUMBER OF HOURS: 30

SEMESTER 1


BBA EDHEC 4

2016/2017

COURSE OBJECTIVES

The course is about Marketing in an international environment when the customer is mainly a consumer but it couldalso be a company; the course will therefore cover both Business to Consumer (BtoC) as well as some facets ofBusiness to Business (BtoB).

The specificities of the European market environment will also be addressed in several modules of the course which willbe of a particular interest for visiting students coming from other continents.

The course will be illustrated with practical examples and cases from real business situations from the consumer andindustrial market segments.

The overall objective of the class is to introduce the students to the main steps of the identification of a market and theadaptation of the 4 P’s of Marketing to an international and multicultural environment.

More specifically, the students will acquire the basic skills:

To understand, create/adapt and sell products and services to international markets,1.

To set prices and build up a coherent pricing strategy across borders,2.

To coordinate international distribution networks and communication campaigns,3.

To prepare a marketing plan to be submitted to the Management of a Company or external financial investors.

They will also develop their ability to communicate and make a professional business presentation in a

multinational environment.

4.

In order to understand the implications linked to internationalization, students (by groups of two or three) will select aproduct and, after performing a market analysis, they will discuss and present the opportunity to market and sell itabroad.

The students will acquire the basic knowledge to be able to fulfill later junior positions in Marketing, BusinessDevelopment, or Communication in international companies.

They should be able to develop further their career in multinational groups or start up their own business in aninternational market environment.


Lectures, Team Work, Case Studies, Presentations

ASSESSMENT METHODS

40% Continuous Assessments●

8%: Individual participation to class and cases and professional conduct. 8%: Individual case study 24%: Group

project presentation (2 or 3 students), 20 minutes 12%: Individual part: Ability to deliver a convincing business

●

presentation. 12%: Team part: Content of the presentation, managerial style.

60%: Final Exam●

Final Exam, individual, 3 hours, material distributed in class and personal notes allowed●

READINGS

Czinkota M.R & I.A Ronkainen (2013), International Marketing,

Keegan W & M.C. Green, Global Marketing (2014), Pearson Higher Education/Prentice Hall

Cateora P., M.G. Gilly & J. Graham (2013), International Marketing, 16th edition, Mc Graw Hill

17_EB4_NI_IBT_S1_CCO_MKG_4726: IBT4-MM-MARKETING SERVICES NUMBER OF HOURS: 30

SEMESTER 1


BBA EDHEC 4

2016/2017

COURSE OBJECTIVES

Introduce the specific challenges involved in managing and marketing services●

Identify and analyze the various ‘service marketing mix’ (7P)●

Understand the key issues associated to customer service and service quality management●

Appreciate the importance of other key elements in the service businesses (employees, supply & demand

management, relationship management…)

●

Evaluate sources of competitive advantages in the service businesses and better apprehend the service-dominant

logic to manage effectively organizations

●

LEARNING OUTCOMES

After having taken this course, participants will be able to:

Comprehend the unique characteristics of services and the specific marketing challenges to address in this field,●

Design value-based marketing strategy for services businesses●

Develop and manage operational marketing plans to ultimately better satisfy the consumer●

PREREQUISITES

Marketing Management1.

Customer behavior2.

COURSE CONTENT

Introduction the Service Economy

Marketing in the Service EconomyI.

Consumer Behaviour in Service SettingsII.

Managing Demand and CapacityIII.

Designing Service EnvironmentIV.

Implementing Profitable Services StrategiesV.

Managing Relationships and Building LoyaltyVI.


Lectures including multimodal presentations, Individual and group projects, Case studies, poster sessions.

ASSESSMENT METHODS

Continuous Assessment : 40% ( Case Studies : 10%, Team Work : 20%, Participation : 10%)

Final Exam : 60%

READINGS

Services Marketing : Global Edition, Lovelock ( Christopher), Wirtz ( Jochen), 7th edition, Pearson Higher Education,2011

Essentials of Services Marketing, Wirtz (Jochen), Chew ( Patricia), Lovelock (Christopher), 2nd edition, Pearson HigherEducation, 2015

Services Marketing : Integrating Customer Focus Across the Firm, Zeithalm (Valérie), Bitner ( Mary-Jo), Gremler(Dwayne), 2nd edition, Mc Graw Hill Education, 2012

RULES FOR ABSENCE AND PLAGIARISM

The final grade in a class is affected by attendance (active participation in the class). The final grade in this class will beaffected by active participation, including attendance. In case of cheating or plagiarism, students will receive directly agrad of zero on the assignment and will be referred for a disciplinary procedure. Students are expected to be honest andadopt an exemplar behavior towards their professors. In case of violation of this last rule concerning their behavior,students can be referred for disciplinary actions.

17_EB4_NI_IBT_S1_CCO_MKG_4727: IBT4-MM-INTEGRATED MARKETING

COMMUNICATION NUMBER OF HOURS: 30

SEMESTER 1


BBA EDHEC 4

2016/2017

COURSE OBJECTIVES

Communication is nowadays crucial for brands and companies. This course then examines the theory & techniquesapplicable to Advertising, Events, Digital Communication and related tools within the context of the overall marketingcommunication program.

This course develops analytical and decision-making abilities for IMC, grounded in a marketing context, in order toenable the student to develop various types of strategic and tactical methods and evaluate the effectiveness of theoverall IMC campaign.

LEARNING OUTCOMES

At the end of this course, students should:

Understand the principles and the philosophy of IMC●

Apprehend how key elements within the marketing communications mix are integrated●

Create and Implement an IMC program●

Measure the consistency & effectiveness of IMC Programs●

PREREQUISITES

Fundamental notions in Advertising & Communication

COURSE CONTENT

Introduction to Integrated Marketing Communication●

Defining Integrated Marketing Communication Foundations●

Branding and Communication●

Creative Strategies : planning ,development and implementation●

Advertising, Traditional Media & Media Planning●

Events,Promotions & Public Relations strategies●

Digital & Social Media●

Budgeting & Evaluating IMC●


The course will be a mixture between lectures, practical examples, case studies and discussions.

ASSESSMENT METHODS

Continuous assignments: 40%

Written exam: 60%

READINGS

Advertising & Promotion : an integrated Marketing Communication Perspective, Belch ( G.E) & Belch ( M.A), 10th

edition, McGraw Hill, 2014

Advertising & IMC : Principles & Practice, Moriarty (S), Mitchell (N) and & Wells (W.D), 10th edition, Pearson Education,2015

EDHEC BBA...€Grammaire Progressive du Français, Niveau Intermédiaire, CLE INTERNATIONAL...

Documents

Transcript of EDHEC BBA...€Grammaire Progressive du Français, Niveau Intermédiaire, CLE INTERNATIONAL...