MSc in MARKETING MANAGEMENT - edhec.edu · PDF file3 ECTS CREDITS ... week to post the...
-
Upload
nguyenngoc -
Category
Documents
-
view
218 -
download
4
Transcript of MSc in MARKETING MANAGEMENT - edhec.edu · PDF file3 ECTS CREDITS ... week to post the...
1
MSc in MARKETING MANAGEMENT ACADEMIC YEAR 2015‐2016
2
INDEX
SEMESTER 1 16_M2_LI_MKT_S1_SEM_CCS_757: BUSINESS ETHICS FOR MARKETERS ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 4
16_M2_LI_MKT_S1_CCO_4408: CONSUMER CENTERED MARKETING ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 5
16_M2_LI_MKT_S1_CCO_4409: INTERNATIONAL MARKETING STRATEGY ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 7
16_M2_LI_MKT_S1_CCO_4410: INTEGRATED MARKETING COMMUNICATION ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 10
16_M2_LI_MKT_S1_CCO_4412: STRATEGIC BRAND MANAGEMENT ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 13
16_M2_LI_MKT_S1_CCO_1135: MARKETING RESEARCH & METHODS ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 16
16_BM_LI_BM_S1_CCO_CCS_4499: SPECIAL TOPICS ON FRANCE FOR INTERNATIONAL STUDENTS 20
16_M2_LI_CLA_S1_CCO_FLE_1347: IC FLE ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 22
SEMESTER 2
16_M2_LI_MKT_S2_SEM_MGT_1190: LEADERSHIP ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 24
16_M2_LI_MKT_S2_CCO_MKG_2649: STRATEGIC RETAIL MANAGEMENT‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 26
MAJOR LUXURY & FASHION
16_M2_LI_MKT_S2_CCO_4413: LUXURY STRATEGY & INNOVATION ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 28
16_M2_LI_MKT_S2_CCO_4414: GLOBAL LUXURY OPERATIONS ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 31
16_M2_LI_MKT_S2_CCO_4415: CRM FOR LUXURY ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 33
16_M2_LI_MKT_S2_CCO_4416: DIGITAL MARKETING FOR LUXURY ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 37
MAJOR ENTERTAINMENT &SERVICES
16_M2_LI_MKT_S2_CCO_4417: ENTERTAINMENT MARKETING ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 38
16_M2_LI_MKT_S2_CCO_4418: SERVICES MARKETING ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 40
16_M2_LI_MKT_S2_CCO_4419: CRM FOR ENTERTAINMENT & SERVICES ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 43
16_M2_LI_MKT_S2_CCO_4420: DIGITAL MARKETING FOR ENTERTAINMENT SERVICES ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 47
16_BM_LI_BM_S2_CCO_CCS_1333: FAMILY BUSINESS ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 48
16_M2_LI_CLA_S2_CCO_FLE_1347: IC FLE ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 50
3
ECTS CREDITS
LIBELLÉ HEURE
ÉTUDIANT GEEDHEC IC INCOMING
INCOMING DD
Business Ethics for Marketers 15 2 2 2 2
Consumer Centered Marketing 30 4 4 4 4
International Marketing Strategy 30 4 4 4 4
Integrated Marketing communication 30 4 4 4 4
Strategic Brand Management 30 4 4 4 4
Marketing Research & Methods 45 6 6 6 6
TICD 20 3 3 3
Master Project STEP 1 50 3 3 3 Special Topics on France for International Students 30 7
ERASMUS ‐ FLE 36 5 NC
SOUS TOTAL SEMESTRE 1 250 30 30 36 30
Leadership 15 2 2 2 2
Strategic Retail Management 45 4 4 4 4
Major 1: Luxury & Fashion
Luxury strategy & Innovation 30 4 4 4 4
Global Luxury Operations 30 4 4 4 4
CRM for Luxury 30 4 4 4 4
Digital Marketing for Luxury 30 4 4 4 4
Major 2: Entertainment & Services
Entertainment Marketing 30 4 4 4 4
Services Marketing 30 4 4 4 4
CRM for Entertainment & Services 30 4 4 4 4
Digital Marketing for Entertainment Services 30 4 4 4 4
TICD 20 1 1 1
Master Project STEP 2 50 7 7 7
Intersnhip / Work Experience (only for IC) 480 15 15
Family Business 15 8
French as a Second Language 36 5 nc
SOUS TOTAL SEMESTRE 2 MAJOR 1 250 30 45 35 45
SOUS TOTAL SEMESTRE 2 MAJOR 2 250 30 45 35 30
TOTAL ANNÉE 500 60 75 71 75
4
16_M2_LI_MKT_S1_SEM_CCS_757: BUSINESS ETHICS FOR MARKETERS NUMBER OF HOURS: 15 SEMESTER 1 INTERNATIONAL PROGRAMME - 2 ECTS COURSE COORDINATOR: GEERT DEMUIJNCK
To teach students how to better frame ethical issues related to business and the economy, and to become more aware of the philosophical questions which underlie individual and collective decisions. To allow students to learn about the practical implementation of ethical standards in business by participating to the Lille World Forum (forum for a responsible and sustainable economy).
After having taken this course participants will be able to:
● better frame ethical issues related to business and the economy, especially issues concerning the domain of specialization of each MSc program.
● be more aware of the philosophical questions which underlie individual and collective decisions. The aim of the course is not to provide precise answers to specific questions.
The only important prerequisite is intellectual honesty, i.e. the willingness to be led where the arguments lead you, even if you feel uncomfortable with the conclusions. Discomfort should sharpen our critical reflection, but not prevent us from thinking. The underlying optimistic assumption is that an interest for more fundamental questions is not incompatible with being an efficient executive or manager.
The course content is adapted to each MSc and is taught by experts in ethical issues concerning each domain of specialization. The lecturers will choose topics that are relevant to the future professional career of the students. Relevance is understood in a broad sense. Some of them will start from a more abstract discussion and spell out important implications for our ethical understanding of management issues. Others will rather opt for case studies in a much more applied perspective, in order to reveal the underlying ethical questions. The seminar is organized in November during the week in which the Lille World Forum takes place. EDHEC Business School as partner of this Forum gives the opportunity to all the MSc students to be invited and to assist to one of the workshops of the Forum.
The seminar consists of lectures, presentations and discussions of compulsory readings. Although the groups are rather big, some interaction is welcome and will be provoked.
ASSESSMENT
% OF THE
TOTAL MARK
DETAILS
SCHEDULE
LEARNING
OUTCOME EVALUATED
Participation to Lille World
Forum (htt // ldf
PASS
Interview and write the Best Practices of one of the speakers.
WORLD FORUM (20-
21-22 OCT. 2015)
Written assignment
proposed by each MSc. lecturer
100%*
Students will have one
week to post the assignment on bl kb d
The date will be fixed
at the end of the i
*However invited professors may propose some modification of the procedure.
Compulsory readings for each of the MSc groups will be posted on Blackboard.
READINGS
ASSESSMENT METHODS
TEACHING & LEARNING METHODS
COURSE CONTENT
PREREQUISITES
LEARNING OUTCOMES
COURSE OBJECTIVES
5
16_M2_LI_MKT_S1_CCO_4408: CONSUMER CENTERED MARKETING NUMBER OF HOURS: 30 SEMESTER 1 INTERNATIONAL PROGRAMME - 4 ECTS COURSE COORDINATOR: PIERRE D’HUY
Innovation is the motor of future business and economic and investment opportunity. At the forefront of all economic activity lies innovation and its supporting mechanisms: technology, new ideas, new ways of doing things and novel ways of experimenting with lifestyles. Innovation is the new top discipline in business schools. This course will unleash your creative skills by learning the last innovation techniques linked with clearly defined consumer insights.
After having taken this course participants will be able to:
1. Understand the difference between a product driven marketing and a consumer centered marketing approach. 2. Stimulate the right brain hemisphere and unleash new creative skills. 3. Use of “empathy” to stimulate insight seeking. 4. Focus on Design Thinking as taught in Hasso Platner D-School of Stanford University, especially on Human
centered innovation.
Four years of general business courses or Bac + 4 Business Administration, or degrees in Economics, Political Science, Applied Social Sciences
WEEK TOPIC CONTENT PREPARATORY WORK
1
Introduction Innovinsights
How to find great
consumer insights to create valuable i ti
none
2
Six strings techniques
Edison, Tesla, Altshuller,
Osborn, Buzan and De B
Reading : two articles
3
Advanced creativity
How to use your genius brain in creativity
Reading one article
4
Design thinking
Stanford University D-School approach
Movie, readings
Lectures, class discussion, reading, case studies, movie excerpt, TED conference excerpt… Several guest stars: FMCG MK director, industrial general manager…
ASSESSMENT % OF THE
TOTAL MARK DETAILS SCHEDULE LEARNING OUTCOME
EVALUATED
ASSESSMENT METHODS
TEACHING & LEARNING METHODS
COURSE CONTENT
PREREQUISITES
LEARNING OUTCOMES
COURSE OBJECTIVES
6
Unilever case
40%
Each team of 5-6 students make a detailed answer to the Unilever Innovation challenge given at the beginning of the course
The Innovation challenge is given in September dead in early December
Group work on how to write a clear innovation strategy from scratch
LO5 LO6
Final exam
60%
Individual assessment on a 3 hours written exam
Exam week
All the course content LO1 to LO6
Recommended Serious Creativity De Bono Edward, HarperCollins Publishers Ltd Kao John Jamming HarperBusiness Change by design Tim Brown HarperBusiness The Note Book of Leonardo de Vinci, Kent Press Steve Jobs Isaacson Walter, Simon & Schuster Gamestorming Gray Dave, O'Reilly Media, Inc, The Ten faces of innovation Tom Kelley, The Innovator DNA Clayton Christensen Roger Martin The Design of Business Tim Brown Change by design
READINGS
7
16_M2_LI_MKT_S1_CCO_4409: INTERNATIONAL MARKETING STRATEGY NUMBER OF HOURS: 30 SEMESTER 1 INTERNATIONAL PROGRAMME - 4 ECTS COURSE COORDINATOR: DR. ALEXANDRA CAMPBELL
This course has two related objectives. The first is to broaden students' sensitivity to different cultural, socio-economic and legal environments encountered in the global marketplace. The second is to develop students' skills in developing and implementing international marketing strategies and programs in diverse contexts.
After having taken this course participants will be able to: • Appreciate the external and firm factors that shape the global marketing manager’s job;
• Evaluate when and how firms should use different market entry strategies; • Provide advice to firms about when and how to standardize or adapt marketing programs in different global
markets.
None
SESSION
TOPIC CONTENT PREPARATORY WORK
1
International Marketing Strategy: Aligning Practice & Theory
Course Overview; Adaptation vs
Standardization of the M k ti Mi
None
2
Global Market Segmentation & Buyer Behaviour
Understanding the Geo-Political and Socio-Economic Environments in World Markets
Class Discussion
Topics
Reading: “Profits at the Bottom of the Pyramid”
3
Cultural Nuances & Implementation
The Science of Cultural
Understanding; The Importance of Culture on Marketing and Management Styles; Is Self Reference
Class Discussion Topics
Criterion Good or Bad?
4
Evaluating Global Market Opportunities
Information for International marketing decisions; Thick vs Thin Information
Class Discussion
Topics
Reading: Distance Still Matters
5
Global Brand Management Part 1: Managing Brand Meaning
What is a brand? Managing
brand meaning; Can local brands compete against global brands?
Class Discussion Topics
COURSE CONTENT
PREREQUISITES
LEARNING OUTCOMES
COURSE OBJECTIVES
8
6
Global Brand Management Part 2: The
Challenges of Adaptation vs Standardization
Challenges of
Marketing Frameworks; What’s “core” to the brand” Counterfeiting Global Brands
Class Discussion Topics
7
Market Entry and Distribution Strategies
Deciding how to Enter a
Market; Impact of Market Entry on Distribution Channels; Different Market Entry Strategies
Class Discussion
Topics
Case: Tesco’s Virtual Store
8
Global Pricing Strategies
How to Extract the Maximum Value; 3 Common Pricing Mistakes; Firm Pricing Strategies in the Global Luxury Market
Class Discussion
Topics;
Case: GlaxoSmithKline and AIDS drugs in South Africa
9
Global Marketing Communications Strategies
The Challenges and
Opportunities of Global Marketing Communications;
Cultural Embeddedness of Marketing Communications
Class Discussion Topics
10 Class Presentations Adapting vs Standardizing
Global Marketing Strategies
Prepare
presentations
Lecture Application Exercises Small-group discussions & working sessions
ASSESSMENT % OF THE TOTAL MARK
DETAILS SCHEDULE LEARNING OUTCOME
EVALUATED
Adapting vs Standardizing Global Marketing Strategies: A Firm Analysis
30
Working in groups, students are expected to analyse and critique a firm’s global marketing strategy
Final Class
Is assessment of the
issues facing the firm compelling and convincing? Analysis of ALL aspects of the firm’s global marketing strategy
ASSESSMENT METHODS
TEACHING & LEARNING METHODS
9
Class Discussion Topics
20
Working in groups, students are expected to lead a class discussion on assigned topics that relate to class material
Ongoing
Is presentation
compelling, and professional within the time allowed;
Did presentation generate an interesting/relevant class discussion
Take Home Exam: Analysis of a Firm’s Exporting Opportunities
50
Individual assignment based on mini-case provided in class
2 weeks after the end of the course
Ability to prioritize
information needs; (Understanding of “thick” and “thin” information)
Research Quality (Use of different information sources; Thick and thin information)
Recommendations (Realistic given the time frame)
“Profits at the Bottom of the Pyramid”, Simans and Duke, HBR Oct 2014 (Product # R1410G) “Distance Still Matters”, Ghemawat, HBR, 2001 (Product # R0108K) CASE: “Tesco’s Virtual Store: From South Korea to the United Kingdom”, Vandenbosch & Nastasoiu, 2014 (Product #W14148) CASE: “GlaxoSmithKline and AIDS Drugs in South Africa (a): The Right for lives and profit” (Product #IMD446)
READINGS
10
16_M2_LI_MKT_S1_CCO_4410: INTEGRATED MARKETING COMMUNICATION NUMBER OF HOURS: 30 SEMESTER 1 INTERNATIONAL PROGRAMME - 4 ECTS COURSE COORDINATOR: DR. GRAHAM ROBERTS
This course has two objectives. The first is to help students understand the importance of planned, integrated communication in a marketing context. The second is to develop students’ skills in devising and implementing integrated marketing communication strategies in a variety of industrial and national contexts.
After having taken this course participants will be able to:
● Appreciate the variety and scope of marketing communication objectives; ● Explain the use of promotional tools in the communication process; ● Identify the factors and constraints influencing the mix of communications tools that an organisation uses, ● Outline the steps in developing effective, and integrated marketing communications, and; ● Define the main methods by which communications budgets are set.
None
SESSION
TOPIC CONTENT PREPARATORY WORK
1
CM1: Introduction: What is IMC?
Course Overview: The changing
communications environment, and the different elements of the promotional mix. The role of IMC in building corporate
None
2
CM2: Components of IMC (1)
Traditional communications:
advertising and promotions; Non-traditional media (a): Sponsorship, events marketing, public relations
Class Discussion Topics
3
TD 1: Advertising and IMC in China
Case: “JWT China: Advertising for the New Chinese Consumer”
Class Discussion Topics;
Case: “JWT China: Advertising for the New Chinese Consumer”
4
CM3: Components of IMC (2)
Non-traditional media (b): Social media and direct marketing
Class Discussion
Topics;
5
TD2: Social Media and IMC
Case: “UnME Jeans: Branding in Web 2.0”
Class Discussion
Topics;
Case: “UnME Jeans: Branding in Web 2.0”
COURSE CONTENT
PREREQUISITES
LEARNING OUTCOMES
COURSE OBJECTIVES
11
6
CM4: Planning Considerations
Message content, structure and
format; eliciting the required emotional response; Analysing the situation in terms of target market, product and environment
Class Discussion Topics
7
TD3: Designing an IMC Strategy
Case:
“PSI India: Will Balbir Pasha Help Fight AIDS?”
Class Discussion
Topics; Case:
“PSI India: Will Balbir Pasha Help Fight AIDS?”
8
CM5: From Planning to Budgeting
Selecting target audience,
communication objectives and media; pre-testing; Establishing promotional budget, implementing IMC plan, and evaluating success
Class Discussion Topics
9
TD4: Budgeting
Case:
“Pepsi-Lipton Brink”
Class Discussion
Topics; Case:
“Pepsi-Lipton Brink”
10
TD5: Class Presentations
Case: “NIKE Football: World Cup 2010”
Prepare
presentations: Case: “NIKE Football: World Cup 2010”
Lecture Application Exercises Small-group discussions & working sessions
ASSESSMENT % OF THE TOTAL MARK
DETAILS SCHEDULE LEARNING OUTCOME
EVALUATED
Integrating Marketing Communication: A Firm Analysis
30
Working in groups, students are expected to analyse and critique a firm’s integrated marketing communication strategy
Final Class
Is assessment of the
issues facing the firm compelling and convincing? Analysis of ALL aspects of the firm’s marketing communications strategy
ASSESSMENT METHODS
TEACHING & LEARNING METHODS
12
Class Discussion Topics
20
Working in groups, students are expected to lead a class discussion on assigned topics that relate to class material
Ongoing
Is presentation
compelling, and professional within the time allowed;
Did presentation generate an interesting/relevant class discussion
Take Home Exam: Analysis of a Firm’s Integrated Marketing Communication strategy
50
Individual assignment based on mini-case provided in class
2 weeks after the end of the course
Ability to prioritize
information needs; (Understanding of “thick” and “thin” information)
Research Quality (Use of different information sources; Thick and thin information)
Recommendations (Realistic given the time frame)
“JWT China: Advertising for the New Chinese Consumer”, Koll, HBR Sept 2010 (Product #809079) “UnME Jeans: Branding in Web 2.0”, Steenburgh and Avery, HBR Aug 2011 (Product #509035) “PSI India – Will Balbir Pasha Help Fight AIDS? (A)”, Ofek and Wickersham, HBR Jul 2010 (Product #507032)
“Pepsi-Lipton Brink”, Teixeira and Caverly, HBR Dec 2012 (Product #512011) “Nike Football: World Cup 2010 (B)”, Ofek and Johnson, HBR May 2012 (Product #512054)
READINGS
13
16_M2_LI_MKT_S1_CCO_4412: STRATEGIC BRAND MANAGEMENT NUMBER OF HOURS: 30 SEMESTER 1 INTERNATIONAL PROGRAMME - 4 ECTS COURSE COORDINATOR: SERGE ELBAZ
This course has two objectives. The first is to help students understand what brands are, what they represent to consumers, and how firms can most effectively manage them. The second is to develop students’ appreciation of the importance of the role of branding in marketing strategies.
After having taken this course participants will be able to:
● Explain what makes a strong brand, and the importance of branding to firms; ● Define key terms related to branding, such as brand equity, brand positioning, brand architecture, etc., and provide
concrete examples in relation to specific firms; ● Identify key challenges for brands in the 21st century, and make specific concrete recommendations for a given
brand.
None
SESSION
TOPIC CONTENT PREPARATORY WORK
1
CM1: Introduction
Brands and brand
management; what is a brand, and what makes a strong brand?; the concept of brand equity; brands in different sectors
None
2
CM2: The new brand management
Brand identity and positioning; branding and design.
Class Discussion
Topics
3
TD1: What makes a strong brand / branding in different sectors
Case:
“Bono and U2”
Class Discussion Topics;
Case:
“Bono and U2”
4
CM3: Designing and implementing brand marketing programmes
Choosing brand elements,
designing marketing programme, and leveraging secondary brand associations to build brand equity
Class Discussion Topics
5
TD2: Extending the brand
Case: “Apple Inc. in 2015”
Class Discussion
Topics; Case:
“Apple Inc. in 2015”
COURSE CONTENT
PREREQUISITES
LEARNING OUTCOMES
COURSE OBJECTIVES
14
6
CM4: Measuring and interpreting brand performance
Measuring sources and outcomes of brand equity
Class Discussion
Topics
7
TD3: Branding, social media and measuring ROI
Case: “The Pepsi Refresh Project: A Thirst for Change”
Class Discussion
Topics; Case:
“The Pepsi Refresh Project: A Thirst for Change”
8
CM5: Growing and sustaining brand equity
Designing and implementing
branding architecture strategies, naming new products and brand extensions, managing brands over time and space
Class Discussion Topics
9
TD4: Rejuvenating the brand
Case:
“Launching the New MINI”
Class Discussion
Topics; Case:
“Launching the New MINI”
10
TD5: Class Presentations
Case: “Russian Standard”
Prepare
presentations: “Russian Standard”
Lecture Application Exercises Small-group discussions & working sessions
ASSESSMENT % OF THE
TOTAL MARK DETAILS SCHEDULE LEARNING OUTCOME
EVALUATED
Strategic Brand Management; A Firm Analysis
30
Working in groups, students are expected to analyse and critique a firm’s brand strategy
Final Class
Is assessment of the
issues facing the firm compelling and convincing? Analysis of ALL aspects of the firm’s brand strategy
Class Discussion Topics
20
Working in groups, students are expected to lead a class discussion on assigned topics that relate to class material
Ongoing
Is presentation
compelling, and professional within the time allowed;
Did presentation generate an interesting/relevant class discussion
ASSESSMENT METHODS
TEACHING & LEARNING METHODS
15
Take Home Exam: Analysis of a Firm’s brand strategy
50
Individual assignment based on mini-case provided in class
2 weeks after the end of the course
Ability to prioritize
information needs; (Understanding of “thick” and “thin” information)
Research Quality (Use of different information sources; Thick and thin information)
Recommendations (Realistic given the time frame)
“Bono and U2”, Koehn, Miller and Wilcox, HBR Apr 2012 (Product #809148) “Apple Inc. in 2015”, Yoffie and Baldwin, HBR May 2015 (Product #715456) “The Pepsi Refresh Project: A Thirst for Change”, Norton and Avery, HBR Aug 2013 (Product #512018) “Launching the New MINI”, Holt and Quelch, HBR Oct 2004 (Product #505020) “Russian Standard”, Deshpande, HBR Apr 2008 (Product #508053)
READINGS
16
16_M2_LI_MKT_S1_CCO_1135: MARKETING RESEARCH & METHODS NUMBER OF HOURS: 45 SEMESTER 1 INTERNATIONAL PROGRAMME - 6 ECTS COURSE COORDINATOR: DRS. GUERGANA GUINTCHEVA, PAUL N’GOBO
PART 1: QUALITATIVE TECHNIQUES & MASTER PROJECT COACHING (25h)
● Introduce methodological knowledge and skills concerning collection, analysis, and application of qualitative data in marketing and consumer research;
● Guide students with the master project (thesis or case) writing. PART 2: QUANTITATIVE TECHNIQUES (20h) The goal of the course is to familiarize students with the fundamentals of Marketing Research. Marketing Research involves developing research questions, collecting data, analyzing it and drawing inferences, with a view to making better business decisions. In essence, this is an Applied Statistics course where we focus on inference from Marketing Research data.
PART 1: QUALITATIVE TECHNIQUES & MASTER PROJECT COACHING (25h) After having taken this course participants will be able to:
1. the objectives of marketing research 2. qualitative techniques to their final master project (thesis or case) 3. their own master project research design
PART 2: QUANTITATIVE TECHNIQUES (20h) After having taken this course participants will be able to:
1. be aware of the many sources of marketing information and the various means for gathering such information; 2. have a general understanding of univariate, bivariate and multivariate data analysis techniques (i.e., should be able
to decide when a technique is appropriate and understand the managerial implications of analytical results); and 3. be able to design and execute a basic survey research project.
PART 1: QUALITATIVE TECHNIQUES & MASTER PROJECT COACHING (25h) None PART 2: QUANTITATIVE TECHNIQUES (20h) There is no prerequisite per se. However, having attended an Applied Statistics course in the past should help understand this course very easily. Furthermore, familiarity with Excel is important.
PART 1: QUALITATIVE TECHNIQUES & MASTER PROJECT COACHING (25h)
SESSION
TOPIC CONTENT PREPARATORY WORK
1/
Introduction 3h
Master’s project requirements
Presentation of master project options (individual thesis or group case study)
Steps in research process Library database presentation
NA
COURSE CONTENT
PREREQUISITES
LEARNING OUTCOMES
COURSE OBJECTIVES
17
2/
Finding and formulating the research question 3h
Workshop in groups based on the preparatory work
Criteria of a “good” research questions
Individual coaching aiming to clarify submitted research questions
Browse the academic
online sources from the library
List 3 areas worth searching in marketing that could interest you
Formulate one research objective & question
3/
Case writing 1h30
Appreciate what makes a good case and
the benefits of a teaching note;
NA
4/
Literature Review & Bibliography 1h30
How to write a research conceptual
framework (state of knowledge) Formulate proposals/hypothesis Type of bibliographical references Constructing the literature review Problematizing the literature review
By pairs, each student reads one academic article
Write a summary (research contribution, method, results)
Discuss within the pair
5/
Academic critical discussion 1h30
Understand how to organize diverse academic points of view on a given subject into lit review;
Figure out the structure of the final lit review in the master project (thesis or case);
How do you organize the succession of concepts
List 5-10 academic
references on your topic;
Read the 3-5 most relevant;
Make a summary of EACH on the following elements (contributions, results, method)
Write a half page of critical discussion of your academic readings
6/ Methodology & Data
collection 3h
Overview of methods & qualitative
techniques
NA
How to choose the sample size?
Individual & Focus group techniques Laddering technique
Netnography technique
Final oral defense preparation & structure
7/
Interview guide
Write your interview guide
Administer it to one of your classmates. Record it
Group exercises – need to write the interview guide for data collection
8/ Qualitative data analysis
Content analysis Transcribe your interview
18
9/
Poster session 4h
Students present individually their master project
Prepare a ppt 7mn
presentation: research/business questions
Justification of the importance
Literature review & concepts
Data collection design
PART 2: QUANTITATIVE TECHNIQUES (20h)
WEEK TOPIC CONTENT PREPARATORY WORK
Session 1
Introductory session
Questionnaire
Design, Measurement, and Scaling, and Sampling and Sample Size
N/A
Session 2
Descriptive analysis
Measures of central
tendency, dispersion, and shape
N/A
Session 3
Analysis of nominal variables
Chi square test of
goodness-of-fit and of association
N/A
Session 4
Comparing means &
experimental data analysis
Analysis of variance and its variants
N/A
Session 5
Associations
between quantitative variables
Correlations Regression
N/A
Session 6 Wrap-up session Preparation of the
final exam
N/A
PART 1: QUALITATIVE TECHNIQUES & MASTER PROJECT COACHING (25h) Lectures & workshops PART 2: QUANTITATIVE TECHNIQUES (20h) The entire course uses the SPSS software.
PART 1: QUALITATIVE TECHNIQUES & MASTER PROJECT COACHING (25h)
ASSESSMENT % OF THE TOTAL MARK
DETAILS SCHEDULE LEARNING OUTCOME
EVALUATED
Intermediary
document
80% Submission early
January 2015
1/ & 2/ & 3/
Poster 20% Last session 1/ & 2/ & 3/
PART 2: QUANTITATIVE TECHNIQUES (20h)
Assessment % of the total mark
Details
Schedule Learning
outcome evaluated
ASSESSMENT METHODS
TEACHING & LEARNING METHODS
19
Group project
40%
Datasets are given to groups of students
Generally 15 days before the final exam
Ability to address
a marketing problem using consumer data
Final exam
60%
A series of SPSS
output is provided with specific marketing
EDHEC
administration
Ability to
interpret results (based on marketing data) from a statistical software.
PART 1: QUALITATIVE TECHNIQUES & MASTER PROJECT COACHING (25h) Malhotra, Naresh (2009), Marketing Research: an Applied Orientation, 6th edition, Pearson/Prentice Hall PART 2: QUANTITATIVE TECHNIQUES (20h) Compulsory Basic Marketing Research (4th Edition) by Naresh K Malhotra Recommended Marketing Research by David A. Aaker, V. Kumar, Robert Leone and George S. Day (Oct 1, 2012)
READINGS
20
16_BM_LI_BM_S1_CCO_CCS_4499: SPECIAL TOPICS ON FRANCE FOR INTERNATIONAL STUDENTS NUMBER OF HOURS: 30
SEMESTER 1
INTERNATIONAL PROGRAMME - 7 ECTS
● To become familiar with the specifics of the French economy and business history. To study French businesses with a focus on governance.
● To study the long term development of French businesses with a focus on leadership, management styles and practices.
● To compare and contrast various French companies in the context of the strategic development of the French economy
● To reflect on the impact of Americanization and the European integration on French business practices
After having taken this course participants will be able to: ● identify and speak knowledgeably about the business history of France ● understand the complexity of the evolving environment of French corporations, the role of institutions and
individuals. ● understand the origins and the evolution of management practices and tools and the national differences ● develop an understanding of the role of entrepreneurs in the globalization phenomenon ● apprehend the stakes of governance and succession issues faced by French companies ● recognize and describe corporate cultures and leadership styles in French contemporary business
Three years of general business courses or Bac + 3 Business Administration.
● The long view: 19th and 20th century major trends in the economic development of France ● State and Industry: a long and complex relationship: education, regulation and industrial policy ● Managerial practices: the adoption and hybridization of foreign examples ● Foreign Direct Investment and the internationalization of French companies from the 1880s to the 21st century ● French entrepreneurs and enduring family capitalism with a focus on sectors: Aerospace, Retail, Beauty Business
and Luxury.
Lectures, student study cohorts, Socratic dialogue, reading
Participation and continuous assessment: 50% Participation and continuous assessment include speed talks (20%) and final project (30%) Final Exam 50%
Speed talks Students will be asked to prepare a short talk (2-3 minutes/student) during the course, comparing one or more business themes for their own country vs. France. Students will be teamed together with others. First speed talk due Oct. 1 and explained in first class.
Final project Students will form teams of 5 students (maximum) and do an in depth comparison of two French businesses which should be similar in size and from the same sector, at least broadly speaking (e.g. manufacturing, retail, construction) but differ in family ownership/governance (e.g. large publicly-held family vs. nonfamily firm, where a family firm is defined as a block holder with at least 10% of the total common shares, and has significant influence over company decisions). Two different groups may not study the same firm.
ASSESSMENT METHODS
TEACHING & LEARNING METHODS
COURSE CONTENT
PREREQUISITES
LEARNING OUTCOMES
COURSE OBJECTIVES
21
Possible issues to consider in examining the firms include: a. Corporate culture (e.g. artifacts, values, underlying assumptions, entrepreneurial dimensions such as risk taking;
competitiveness vs. collaboration) b. Leadership/decision-making style (e.g. authoritarian vs. democratic, professionalization, decision-making process,
organizational design) c. Succession issues : How it is/has been managed, past experience and current dilemmas d. Corporate governance: How are shareholders’ interests protected e. Corporate social responsibility f. Family business characteristics in evidence in governance, ownership and management g. Internationalization/globalization strategy h. Entrepreneurial orientation
Barjot, D., J. Gillingham and T. Hara. (2002) Catching up with America: productivity missions and the diffusion of American economic and technological influence after the Second World War. Paris, Presses de l'Université de Paris- Sorbonne. Bensadon, D. (2010) The introduction of group accounts in French large firm during the sixties: some insight into the real motivations, 35 th Economic & Business Historical Society (EBHS), Annual Conference, Braga, Portugal. <halshs- 00640548> Bonin H., F. de Goey (2008) American Firms in Europe (1880-1980), Genève: Librairie Droz, 704 pages. Cailluet, L. (1997). "Accounting and accountants as essential elements in the development of central administration during the inter-war period: management ideology and technology at Alais, Froges et Camargue (AFC-Pechiney)." Accounting, Business & Financial History 7(3), pp. 295-314. Cailluet, L. (2014). The Challenge of fruitful long-term cooperation: a Japanese-French joint-venture in the cosmeticsindustry. An Analysis of Japanese Management Styles, Business and Accounting for Business Researchers,Tokyo: Maruzen Planet, pp. 34-50. Caron, F. (2012) An Economic History of Modern France (Routledge Revivals), London: Routledge. Berland, N. and T. Boyns (2002). "The Development of Budgetary Control in France and Britain from the 1920s to the 1960s: A Comparison." The European Accounting Review 11(2): 329-356. Casper, C., A.K. Dlas and H. Elstrodt (2010) “The Five Attributes of Enduring Family Businesses, McKinsey Quarterly, 1: 1-10. Desvaux, G. and B. Regout (2010) « Older, Smarter, More Value Conscious : The French Consumer Transformation”, McKinsey Quarterly, June: 1-5.
DORGAN, S.J., J.J. DOWDY and T.M. RIPPIN (2006) “Who Should-and Shoudn’t Run the Family Business, McKinsey Quarterly, 3: 13-15. Hancke, B. (2001) “Revisiting the French Model: Coordination and Restructuring in French Industry,” in P.A. Hall and D. Soskice (eds.) Varieties of Capitalism, Oxford, Oxford University Press. Jones G. & L. Gálvez-Muñoz (2002) Foreign multinationals in the United States : management and performance, London: Routledge. Kuisel, R. F. (1993). Seducing the French, the Dilemna of Americanization. Berkeley, University of California Press. Landes, D. (2006). Dynasties. New York, NY: Viking Adult (Penguin). Especially Chapter 2: The Rothschilds: Persistance, Tenacity and Continuity (pp. 37-74). McCahery, J.A. P. Moerland, T. Raaijmakers and L. Renneboog, (eds.) (2002). Corporate Governance Regimes: Convergence and Diversity. Oxford: Oxford University Press.
Miller, M. M. (1994) The Bon Marche. Bourgeois Culture and the Department store, Princeton University Press Smith, M. S. (2005) The Emergence of Modern Business Enterprise in France, 1800-1930 . Cambridge, MA: Harvard University Press, 575 pp. Zdatny, S. M. (1990). The politics of survival: artisans in twentieth-century France. New York, Oxford University Press.
READINGS
22
16_M2_LI_CLA_S1_CCO_FLE_1347: IC FLE NB HEURES : 36 SEMESTRE 1 PROGRAMME INTERNATIONAL - 5 ECTS RESPONSABLE DU COURS : LUCIE BENAGROUBA
● Acquérir un niveau intermédiaire à expérimenté en langue française tels que définis par le CECRL. ● Comprendre et s’exprimer dans les situations courantes de la vie sociale et professionnelle.
A l’issue de ce cours, l’étudiant sera capable de : ● Maîtriser les actes de communication quotidienne dans un contexte professionnel. ● Présenter l’entreprise, son organisation, son activité, son marché, sa politique commerciale ainsi que sa situation
financière, ses résultats ; exprimer des quantités, indiquer l’évolution, faire des comparaisons, interpréter et commenter des tableaux, des graphiques.
● Parler du cadre et des conditions de travail : le poste de travail, les horaires, les salaires, les congés, les relations avec les collègues, etc.
● Rechercher un emploi, un stage : lire/rédiger une petite annonce, un CV, une lettre de candidature, mener/passer un entretien d’embauche.
● Connaître les principaux acteurs socio-économiques du monde du travail en France. ● Découvrir les principales institutions et personnages-clés de la vie politique française et comprendre les relations
entre ces institutions. ● Acquérir les notions de base pour comprendre la vie sociale en France, les nouvelles tendances et les défis qui
attendent le monde du travail en France et dans le monde.
Niveau A1 à B2 du CECRL : le contenu des cours est décliné en différents groupes de niveaux.
SEMAINE SUJET CONTENU TRAVAIL PRÉPARATOIRE
Comprendre le monde du travail en France
Notions d’interculturalité dans les pratiques professionnelles
Caractéristiques des entreprises en France
Le monde de l'entreprise - organigramme, forme juridique, chiffres clés…
Se positionner dans l’entreprise
Organigramme, fonctions et tâches
Se présenter Décrire un parcours professionnel
Communication orale 1 La réunion de travail.
Communication orale 2
Présenter un projet, un produit, un programme et présenter des faits hypothétiques
Préparation à la recherche d’un stage
La recherche d'un emploi : le CV, la lettre de motivation et l'entretien d'embauche
Etre salarié dans une entreprise française
Les conditions de travail : horaires, salaires, contrats, formations, congés…
Les documents de travail Faire un compte-rendu, faire des propositions, convaincre
CONTENU DU COURS
PRE-REQUIS
OBJECTIFS D'APPRENTISSAGE
OBJECTIFS DU COURS
23
Interactions entreprise / environnement
L'environnement économique : partenaires, réseaux, institutions
❍
La communication interne et externe.
● Pédagogie de la tâche, telle que définie par le CECRL. • Documents authentiques extraits de publications grand public ou spécialisées, sites web • Documents multimédias disponibles sur la plateforme Blackboard. • Activités issues de la méthode Objectif Express (Hachette FLE).
• Approche inductive de la grammaire (exemples en situation puis identification et théorisation par l’apprenant) • Exercices en situation : jeux de rôles plus ou moins dirigés, débats, simulations de réunions. • Alternance de travail individuel et travail en groupe.
Par semestre :
EVALUATION % DE LA NOTE FINALE
DETAILS DURÉE OBJECTIFS
D’APPRENTISSAGE ÉVALUÉ
Examen partiel
40%
Ecrit Présentation orale
Grammaire et compétences de communication
Examen final 40% Ecrit et oral Lecture, écriture, oral
Participation en classe
20% Présence et participation
http://www.lesechos.fr http://www.lejournaldunet.com http://www.tv5.org/cms/chaine-francophone/lf/p-26292-Langue-francaise.htm
LECTURES
METHODES D'EVALUATION
METHODES PEDAGOGIQUES
24
16_M2_LI_MKT_S2_SEM_MGT_1190: LEADERSHIP NUMBER OF HOURS: 15 SEMESTER 2 INTERNATIONAL PROGRAMME - 2 ECTS COURSE COORDINATOR: CAMILLE PRADIES - OLIVIER PIAZZA
Because the students will soon have the opportunity to manage teams, projects and even businesses, this course would like to familiarize them with the study and the practice of leadership i.e. the art and science of influencing and motivating people. This seminar aims at
1. Understanding the importance and the nature of leadership and leadership development 2. Learning how to build a leadership case study 3. Identifying their leadership purpose, roles and skills within their professional horizons 4. Developing their personal charisma in a business context
After having taken this course participants will be able to: 1. Define what leadership and leadership development are 2. Build on a rigorous methodology and authoritative models to study leadership cases an make professional
recommendations 3. Describe their personal leadership style and have a clear idea of what they should do to develop their personal
leadership within their future professional context 4. Demonstrate leadership and charisma in situation
None
2 days seminars (15h)
SESSIONS TOPIC CONTENT PREPARATORY WORK
Session 1
What is Leadership? Lecture
Case study
Compulsory reading
Self-assessment questionnaire
Session 2
How to demonstrate personal charisma?
Lecture
Case Study Speech contest
Compulsory reading Speech writing
The course will use multiple instructive methods such as 1. Lectures, 2. Case Study 3. Class discussions 4. Peer coaching exercise 5. Self-learning exercises and self-assessment, 6. Speech contest.
TEACHING & LEARNING METHODS
COURSE CONTENT
PREREQUISITES
LEARNING OUTCOMES
COURSE OBJECTIVES
25
ASSESSMENT % OF THE TOTAL MARK
SCHEDULE LEARNING OUTCOME EVALUATED
Case Study 40% 2 weeks after the seminar #2
Leadership Report
30% During the seminar #1 #3
Discourse 40% During the seminar #4
Northouse, Peter, G. 2013. Leadership: theory and practice: Sage Additional readings will be given one month before the course
READINGS
ASSESSMENT METHODS
26
16_M2_LI_MKT_S2_CCO_MKG_2649: STRATEGIC RETAIL MANAGEMENT NUMBER OF HOURS: 45 SEMESTER 2 INTERNATIONAL PROGRAMME - 4 ECTS COURSE COORDINATOR: ANDRÉ TORDJMAN
This course is a summary of strategic issues and managerial decisions as applied to one of the biggest industries in the world: Retail. This course has three main objectives:
● To understand global retailers’ strategic and managerial decisions, ● To measure the impact from decisions on economic results, ● To train the implementation of decisions.
During the 20 sessions, we will cover different strategic issues such as:
● Growth opportunities, ● Creating new concept, ● Brand positioning, ● Brand extension, ● Internationalisation of concepts, ● Product category diversification of …
Students will be working on real cases, discussing the importance of developing and applying a retail strategy, and implementing management decisions. It will require that they make the link between strategic decision making and the economic impact on the business model. This course covers the main management aspects: marketing, finance, logistics, law, human resources. It covers food and non-food industries, leaders and start-ups, click and mortar formats, on a national and international scope. The faculty is a mix team of Edhec faculty Professors (Marketing, Finance, Logistics, Law) and companies executives. The pedagogy is based on concepts and tools on one side, and cases and decisions on the other side. This course will require preparing each session as if you were the manager in charge of taking and implementing the decisions. It will be (very) demanding, but hopefully interesting.
Students attending this course should have basic knowledge of marketing management, as developed in “Principles of Marketing” by Kotler & Armstrong.
WEEK
TOPIC CONTENT PREPARATORY
WORK1 Strategic and Operational Issues for
Global Retailers
Lecture Readings
2 The Retail Business & Economic Mortar
Model
Lecture Readings
3 & 4 Managing the firm finance (1 & 2) Lecture / small cases Readings
5
Defining a Position for International
Growth: The UNIQLO Case
Uniqlo case
Case in study group
6 & 7 Preventing Legal Risks (1 & 2) Mini Cases and
lecture
Readings
8
Building a Brand Extension for
International Retailers
Starbucks case
Case in study group
9 Creating a New Concept Store KUSMI TEA Case Case in study
group10 Extending Luxury Manufacturer Brands LVMH Case Case in study
group
COURSE CONTENT
PREREQUISITES
LEARNING OUTCOMES
COURSE OBJECTIVES
27
11& 12
Optimizing Supply Chain Management Mini Cases and
lecture
Readings
13 Defining a Location Strategy The KASE Case Mini Cases and
lecture14 Developing new growth opportunities for
food retailers
The drive case Case study
group15 Managing cross canal The SEB Case Case in study
group16 The retail business and economics click
model
Lecture and small
cases
Reading and
small cases17 Communicating the Difference Ikéa Case in study
group18 Implementing Digital Marketing Men Look.com Case in study
group19 Conclusion and Key Learnings Lecture Readings
The course consists of lectures, case studies, presentations and discussions. Students will be required to participate in class discussions. Participation is an essential part of the learning experience and every student should contribute. Cases will be prepared and worked on in groups of 5; this is an important element to promote class discussions. Senior executives from the cases studied and presented will be attending classes in order to debrief and answer questions. This course is intensive, challenging, and will require many hours of work.
ASSESSMENT % OF THE
TOTAL MARK DETAILS SCHEDULE LEARNING OUTCOME
EVALUATED
Cases 60% 8 cases Every week Analysis
Extra case 40% 3 days April Key learnings
NA
● Participants must attend all classes. The presence will be checked randomly at the beginning of each session. ● Participants must arrive on time. No tardiness will be tolerated. ● Laptops and other electronic devices are not allowed during the sessions.
RULES FOR ABSENCE AND PLAGIARISM
READINGS
ASSESSMENT METHODS
TEACHING & LEARNING METHODS
28
16_M2_LI_MKT_S2_CCO_4413: LUXURY STRATEGY & INNOVATION NUMBER OF HOURS: 30 SEMESTER 2 INTERNATIONAL PROGRAMME - 4 ECTS COURSE COORDINATOR: PROF. MICHAEL ANTIOCO
● Reaching a common definition of luxury and luxury branding ● Raise awareness to the specificities of doing business in the luxury sector and managing luxury brands: develop
participants’ “luxury thinking” ● Expose and debate luxury business models to sustain luxury brands ● Identify the main challenges facing luxury brands and assess the macro trends in the industry to encourage
participants to manage luxury innovation respecting luxury branding principles and cultural specificities ● Raise awareness to marketing research in the field of luxury branding ● Provide a selected luxury brand with ideas for innovation by implementing course material from course slides,
personal readings, press articles, and academic papers
Upon successful completion of this course, participants will be able:
● Identify new opportunities for one brand in the luxury sector (communicated in class) - LO1 ● Assess the long-term viability of luxury business models – LO2 ● Respect the fundamental principles of luxury branding – LO3 ● Manage luxury brand/line extensions for economic viability – LO4 ● Stay aware of the importance of life-long learning – LO5
Marketing Management course or equivalent.
SESSION S
TOPIC
CONTENT*
PREPARATORY WORK FOR
THE CORRESPONDING SESSION
Session 1
Intro session
Defining luxury
Presenting the Industry Luxury firm specificities
Presentation of the Business Case
None
Session 2
Making money in the luxury industry
Luxury and Culture Business Models (2h) Group** 1 presents a paper
Group 2 presents a
Session 3
WORKING SESSION ON A BUSINESS CASE
Group Work – personal coaching:
DEFINITION OF LUXURY PESTEL/LUXURY TRENDS IN GENERAL
MISSION IDENTIFICATION BUSINESS MODELS (2h)
Session 4
Dividing the market
Luxury Segmentation (2h)
Group 3 presents a
paper
Group 4 presents a paper
Session 5
WORKING SESSION ON A BUSINESS CASE
Group Work – personal coaching:
CLIENTS NEEDS SEGMENTATION LUXURY TRENDS PER SEGMENT
COURSE CONTENT
PREREQUISITES
LEARNING OUTCOMES
COURSE OBJECTIVES
29
Session 6
Luxury branding
Luxury branding
Group 5 presents a
paper
Group 6 presents a paper
Session 7
WORKING SESSION ON A BUSINESS CASE
Group Work – personal coaching
DEVELOP DIFFERENT IDEAS FOR THE CHALLENGE FROM CLASS, YOUR READINGS, PAPER PRESENTATIONS AND TEST THEM – GET PRIMARY INSIGHTS
Session 8
Creating the value proposition
Luxury Innovation/Product
Group 7 presents a
paper
Group 8 presents a paper
Session 9
WORKING SESSION ON A BUSINESS CASE
Group Work – personal coaching
REFINE YOUR BUSINESS PROPOSAL, WORK ON YOUR FINAL PRESENTATION
Session 10:
Closing
Group presentations
Group presentations
All groups prepare their assignment presentation
*: Course content is subject to slight changes **: The number of groups may be adapted based on student registration for this class.
This course aims at stimulating thinking, practical and interpersonal skills. Participants will learn about luxury marketing with the following teaching methods:
● Lectures with presentations based on conceptual insights and real-life business examples as well as in-class discussions
● Lectures with brief presentations of current marketing research relevant to luxury marketing management practices ● Group presentations of relevant academic research in the field of luxury marketing ● Real business case (Innovation for a luxury brand)
ASSESSMENT % OF THE
TOTAL
DETAILS SCHEDULE LEARNING OUTCOME
EVALUATED
Academic paper presentation
25 %
Group presentation of an academic paper + managerial relevance with an example
Precise dates and
papers will be announced in l
LO3, LO5
Group assignment***
65%
Business Case **** Due date will be announced in class
LO1, LO2, LO3, LO4
Participation 10% In-Class participation and
attendance
LO5
ASSESSMENT METHODS
TEACHING & LEARNING METHODS
30
***: Group Reports must be PRINTED (black & white is fine) and given to the reception desk on a due date that will be announced in class. This is to prevent any failed uploaded report or accidentally deleted reports from Blackboard.
****: Participants will be asked to share 100 points amongst them on the FIRST PAGE of their printed group reports to display individual involvement in group assignments.
Information about readings will be provided in class and posted on Blackboard
READINGS
31
16_M2_LI_MKT_S2_CCO_4414: GLOBAL LUXURY OPERATIONS NUMBER OF HOURS: 30 SEMESTER 2 INTERNATIONAL PROGRAMME - 4 ECTS COURSE COORDINATOR: DR. MARIE-CECILE CERVELLON
This course will enable students to learn how retail and operational elements support marketing and branding strategies. ● Acquire an in-depth understanding of the operational challenges specific to the luxury industry ● Be able to reflect the luxury brand identity and respect the codes of luxury along the value chain
Participation to L’Oreal Brandstorm will:
● Develop students’ understanding of international brand management and operations through hands-on application to a global brand
● Engage students in creative thinking and problem solving through immersion in a business situation within a global context
● Allow students to work on a collaborative project with a team spirit to win a competition
After having taken this course participants will be able to: 1. Demonstrate an understanding of the complexity and specificities of the luxury industry operations, in particular
regarding luxury retailing (LO1) 2. Have a global perspective whilst consider the cultural dimensions when operating in the luxury industry (LO2) 3. Understand the challenges faced by luxury brands regarding social and environmental responsibility and the
importance of operating ethically and responsibly (LO3) 4. Develop and implement a multi-channel strategy which respects the codes of luxury and the brand identity (LO4) 5. Build a brand management strategy for a global brand (L’Oreal group) taking into account a global context (LO5)
Marketing Management course or equivalent.
WEEK TOPIC CONTENT PREPARATORY WORK
Session 1
Introduction to the course
Global operations in
context
Delivering the luxury experience along the value chain
Session 2 L’Oreal Brandstorm Challenge presentation &
Session 3
Global luxury distribution evolving landscape
Wholesale/retail
advantages
The flagship as market entry strategy
e-commerce business models
Travel retail: the 6th
continent
To be or not to
Case preparation Articles
Session 4 L’Oreal Brandstorm Team Coaching
COURSE CONTENT
PREREQUISITES
LEARNING OUTCOMES
COURSE OBJECTIVES
32
Session 5
Communicating with the global shopper and creating an omnichannel experience
Communication codes in
luxury & the art of storytelling
Store concepts and design Visual merchandising
In-store communication
Orchestration of a
Case preparation Articles
Session 6 L’Oreal Brandstorm Team Coaching
Session 7
Operating in a socially and environmentally responsible way globally
The challenges of
responsible Luxury
CSR in actions and eco luxury in ethos
Case preparation Articles
Session 8 L’Oreal Brandstorm Team coaching
Session 9
Luxury in emerging and mature markets
Cross-cultural differences
in the luxury industry
Brand value and the value of “Country of
Case preparation Articles
Session 10 L’Oreal Brandstorm Final presentation
This course is taught through a combination of readings, lectures, case studies, discussions, and individual and team exercise. Teaching methodology emphasizes a practical approach and real-world applications, as well as a focus on best business and industry practices. In addition, the L’Oreal brandstorm offers a near-to-professional experience in International Marketing through taking the role of an International Marketing Hub Director at L’OREAL. It engages students in creative thinking and problem solving through immersion in a business situation.
ASSESSMENT % OF THE
TOTAL
DETAILS SCHEDULE LEARNING OUTCOME
EVALUATED
Cases
40%
Case analysis + presentation
Cases will be
announced in class
LO1, LO2, LO3, LO4
Group assignment
50%
L’Oreal Brandstorm Due dates will be announced in class
LO4, LO5
Participation 10% In-Class participation and
attendance
LO1
Information about readings will be provided in class and posted on Blackboard.
READINGS
ASSESSMENT METHODS
TEACHING & LEARNING METHODS
33
16_M2_LI_MKT_S2_CCO_4415: CRM FOR LUXURY NUMBER OF HOURS: 30 SEMESTER 2 INTERNATIONAL PROGRAMME - 4 ECTS COURSE COORDINATOR: DR. ARNE DE KEYSER
In this course, you will learn strategies for customer management. In recent years, a fundamental shift has occurred in marketing from managing and marketing products to understanding and managing customers. This necessitates an understanding of the customer management process and the value of customers to the firm – the firm’s customer equity. In this course, students will gain a solid understanding of customer relationship management, including both strategic and analytic approaches. The course will provide students with tools that are critical in today’s business environment, as leading firms focus their marketing efforts on understanding the value of their customers and developing and growing profitable customer relationships. The course will also teach skills related to customer selection and acquisition, customer management, managing the customer experience, customer retention and customer lifetime value. Additionally, as firms seek to make their marketing investments financially accountable, students will also gain an understanding of the link between marketing and finance.
After having taken this course participants will be able to:
1. Understand the fundamentals of CRM 2. Analyze and develop a customer management strategy for an organization 3. Evaluate the value of and determine appropriate customer selection strategies 4. Calculate the worth of customers (CLV, CRV, CIV, CKV) 5. Understand the importance and appropriateness of different customer metrics 6. Apply basic CRM tools
Knowledge of Excel, basic statistics
WEEK TOPIC CONTENT PREPARATORY WORK*
1
Intro to CRM
Goals of Customer
Management; Customer Equity; Customer Value
Readin
“Customer-Centered Brand Management”
“The Ultimate Marketing Machine”
“The Consumer Decision Journey”
2 Customer Centricity & Customer Experience Readin
COURSE CONTENT
PREREQUISITES
LEARNING OUTCOMES
COURSE OBJECTIVES
34
CLV
“The Truth About
Customer Experience”
“Understanding Customer Experience”
“HBS Marketing Reading
– Customer Centricity”
“Using Customer Relationship Management to Analyze the Lifetime Value of a Customer”
Case: Maru Batting Center
3
Customer Analytics as a Tool for Determining Marketing Strategy
The total worth of a customer: customer influence value, customer referral value, RFM, …
Readin
“The Customer Pyramid” “How Valuable is WOM?”
“Undervalued or overvalued: Capturing Total Customer Engagement Value”
Case: Internet Customer Acquisition Strategy at Bankinter
Case: Slots, Tables and All That Jazz…. MGM Grand Hotel
4
Customer Segmentation, Acquisition and Retention
Developing a sound customer segmentation scheme; Profiling: Customer Selection …
Readin
“HBS Marketing Reading: Customer Management”
“Using Customer Analytics to Improve Customer Retention”
“Getting the Most out of All Your Customers”
“Knowing What to Sell, When, to Whom”
Case: Pilgrim BankReadin
35
5
Managing Difficult Customers; B2B CRM
Understanding how to manage unprofitable customers; CRM applications in a B2B environment
“Firing Customers”
“Getting the Right Payoff From Customer Penalty Fees”
“S i U f i Customers”
“The Right Way to Manage Unprofitable Customers”
Case: Filene
6
Loyalty Programs
Understanding the value of loyal customers
Readin
“Building and Sustaining Profitable Customer Loyalty for the 21st
Century”
“Developing an Effective Loyalty Program”
“The Drivers of Loyalty Program Success”
“The Wallet-Allocation Rule”
Case: Nectar
7
CRM in Multichannel Environments
Understand how different marketing and sales channel impact the customer-firm relationship and value
Readin
“Big Data and Dynamic Customer Strategy”
“The Decline of Main Street, the Rise of Multichannel Retail”
“Are Multichannel Customers Really More Valuable?”
8
CRM and Firm Value
Understanding how CRM links to firm value
Readin
“Linking Customer Loyalty to Growth”
“Customer Life-Time Value and Firm Valuation”
“Customer Satisfaction and Stock Prices: High Returns, Low Risk”
Readin
36
9
Evolutions in CRM – Ethics in CRM
Understanding how technological advancement impacts CRM; Understanding the ethics behind a good CRM program
”Social CRM as a Business Strategy”
“Social CRM Insights”
“Data-driven Ethics: Exploring Customer Privacy in the Information Era”
“Customer Management and CRM: Addressing the Dark Side”
10 Presentations Group Presentations on
f
//
* The course instructor holds the right to change the assigned writing as the course develops. Any change will be communicated timely.
Lecture, group discussions, case studies You are enrolled as a co-creator! Hence, advanced preparation and active participation are expected throughout the course. Every student is responsible for preparing each class by reading the assigned cases and readings. More information on the expectations will be given on a weekly basis.
ASSESSMENT % OF THE
TOTAL MARK DETAILS SCHEDULE LEARNING OUTCOME
EVALUATED
Individual Class Participation
15%
Individual comments in class
Ongoing
Grade based on quality
of the comments provided throughout the lecture
Individual CLV Assignment
5%
Calculations of Maru Batting Center case
Due in week 4
Grade based on correct
calculation, discussion and interpretation of the CLV case
Group Presentation
20%
Presentation on a CRM-topic of a list provided at the beginning of the course
Week 10 –
10 min/group
Grade based on
application of the course of a specific topic, the attractiveness of the presentation and the generation of novel insights
Final Exam
60%
Questions (open-
ended, multiple- choice) and Cases
To be announced
Knowledge acquisition
Compulsory: See assigned readings above – all details will be provided on BlackBoard Highly Recommended: Customer Relationship Management – Concepts, Strategy, and Tools, 2nd Edition, V. Kumar & Werner Reinartz, Springer
Class participation is expected No cellphones is the classroom
RULES FOR ABSENCE AND PLAGIARISM
READINGS
ASSESSMENT METHODS
TEACHING & LEARNING METHODS
37
No computer or tablet (expect when requested) 16_M2_LI_MKT_S2_CCO_4416: DIGITAL MARKETING FOR LUXURY NUMBER OF HOURS: 30 SEMESTER 2 INTERNATIONAL PROGRAMME - 4 ECTS
● Introduce digital marketing and e-commerce key concepts; ● Acquire an understanding of ergonomy of an e-commerce website. ● Develop students’ sensitivity regarding search engine optimization and search engine marketing. ● Discuss social media optimization, social media marketing, cross media advertising etc. ● Apply the above concepts for the luxury sector (examples, cases)
After having taken this course participants will be able to: 1. Understand main issues related to digital marketing LO1; 2. Apply marketing knowledge to build a website LO2; 3. Analyze the set up of a search engine optimization strategy LO3; 4. Analyze the set up of a social media optimization strategy LO4.
None
SESSION TOPIC CONTENT PREPARATORY WORK
1/ Introduction Overview of web statistics, usages,
None
2/ Website structure Users’ needs analysis, content
edition, website ergonomy,
None
3/ Website development Pre-conception, tests, launch None
4/ Online presence optimization SEO, SEM, social media Case
5/ Online content management Content update, Web analytics, None
Lectures, in class exercises, cases
ASSESSMENT % OF THE
TOTAL MARK DETAILS SCHEDULE LEARNING OUTCOME
EVALUATED
Individual exam 100% Exam week All cited above
None
READINGS
ASSESSMENT METHODS
TEACHING & LEARNING METHODS
COURSE CONTENT
PREREQUISITES
LEARNING OUTCOMES
COURSE OBJECTIVES
38
16_M2_LI_MKT_S2_CCO_4417: ENTERTAINMENT MARKETING NUMBER OF HOURS: 30 SEMESTER 2 INTERNATIONAL PROGRAMME - 4 ECTS COURSE COORDINATOR: DR. GUERGANA GUINTCHEVA
The course introduces several issues related to recreational activities (vacation occupations, cinema, gaming, cultural marketing, sport management, new media, Internet etc.) in several industries. It emphasizes the changing patterns of leisure time and their consequences on how consumers represent themselves entertainment activities.
1. Understand the specificities of experience products & services and their marketing (L1); 2. Apply marketing techniques on management of entertainment services/products (L2);
NA
SESSIO
NTOPIC CONTENT PREPARATORY WORK
Session 1
Introduction The experiential marketing: history, genesis and
managerial implications.
Article readings
Session 2
Sport Management
LOSC & FFR - Sport Brand Equity Management: the
f
NA
Session 3
Video games
management
Business models of video games industry – P2P vs.
NA
Session 4
Amusement Parks
DISNEYLAND - Moving from product to experiential
f
NA
Session 5&6
Cinema Management
Sequential distribution of movies on different
channels (cinema theatre, subscription TV, free TV, DVD etc.)/ Importance of emotions
Article reading
Session 7
Publishing From book to movie – challenges of adaptation
Session 8&9
Marketing of
cultural products/service
Specificities of cultural products & services – Museums
NA
Session 10
Conclusion Presentation of class projects Continuous
preparation
Each session is dedicated on one specific entertainment activity where one or several professionals give their expertise on the subject.
ASSESSMENT % OF THE
TOTAL MARK DETAILS SCHEDULE LEARNING OUTCOME
EVALUATED
Individual project 80% 5pages essay on a
End of the course L1 & L2
Class participation
20% L1
Session 1: Holbrook, M. B., & Hirschman, E. C. (1982). The experiential aspects of consumption: Consumer fantasies,
READINGS
ASSESSMENT METHODS
TEACHING & LEARNING METHODS
COURSE CONTENT
PREREQUISITES
LEARNING OUTCOMES
COURSE OBJECTIVES
39
feelings, and fun. Journal of Consumer Research, 9 (2), 134-140. OR Arnould E. J., & Price, L. L. (1993). River magic: extraordinary experience and the extended service encounter. Journal of Consumer Research, 20 (2), 25-45.
Session 5: Lehmann, D.R. & C.B. Weinberg (2000). Sales through sequential distribution channels an application to movies and videos. Journal of Marketing, 64 (3), 18-33.
Additional readings: Movies: Ladhari R. (2007). The movie experience: A revised approach to determinants of satisfaction, Journal of Business Research, 60 (5), 454–462. Cooper-Martin, E. (1991). Consumers and movies: some findings on experiential products. Advances in Consumer Research, 18, 372-378. Green M. C., Brock T. C., & Kaufman G. F. (2004). Understanding Media Enjoyment:The Role of Transportation IntoNarrative Worlds, Communication Theory, 14 (4), 311-327. Botti S. (2000). What role for marketing in the arts? An analysis of arts consumption and artistic value, International Journal of Arts Management, 2 (3), 14-27.
40
16_M2_LI_MKT_S2_CCO_4418: SERVICES MARKETING NUMBER OF HOURS: 30 SEMESTER 2 INTERNATIONAL PROGRAMME - 4 ECTS COURSE COORDINATOR: DR. ARNE DE KEYSER
Services constitute approximately 73 percent of the European economy (79 percent in France) and are an integral part of consumers’ daily lives. Examples are numerous: interactions with retailers, financial institutions, telecommunication companies, government services, healthcare providers, etc. As such, many people are employed in the service industry. Interestingly, the importance of services also holds for manufacturing firms. Management in these industries increasingly realizes that in order to survive and achieve competitive advantage, excellence in service will be a decisive criterion (e.g. computer and car industry). IBM, for instance, generates over half of its current revenues through services, while companies like General Electric (GE) boast similar statistics. As such, the need to implement service successfully in various industries becomes pertinent. Some scholars even argue that “all business are service businesses”. The objectives of this course are to understand how a service mindset is different from and exceeds traditional product- oriented thinking. In particular, students will learn to implement quality service and service strategies for competitive advantage across industries.
After having taken this course participants will be able to:
1. Understand the importance of the service sector in the global economy 2. Understand critical frameworks needed for customer-focused service management 3. Apply strategies, tools and approaches (e.g., service blueprinting) that allow developing better services and
addressing the challenges of service management and marketing 4. Become better managers through understanding the complexities of service design, delivery, and communication 5. Evaluate the necessity for inter-functional integration and coordination to deliver quality services. 6. Understand the synergies between customers, employees and technology for successful implementation of
services
None
WEEK TOPIC CONTENT PREPARATORY WORK*
1 Intro Session Intro to services Chapter 1, 2, 3, 4, 5 in the
handbook Consumer Behavior in
Services
Customer Expectations Customer Perceptions
The Gaps Model of Service Quality
“HBS Readings –
Customer Value”
“A Service Lens on Value Creation”
Case: Starbucks
2
Listening to Customers Through Research
Survey Research Qualitative Research
Chapter 6 in the handbook
Case: Toronto Transit
COURSE CONTENT
PREREQUISITES
LEARNING OUTCOMES
COURSE OBJECTIVES
41
3
Building Customer Relationships & Understanding The Service Ecosystem
Customer-Firm Relationship
Service-Delivery Network Service Ecosystems
Chapter 7 in the handbook
“The Service-Delivery Network”
“Rethinking Marketing”
“The Complexity of Context”
Case: Tesco
4
Service Design & Innovation
Service Design Principles
& Tools; Service Blueprinting; Customer Journey Mapping; Servicescape;
Chapter 8, 10 in the handbook
“Service Blueprinting”
5
Employee Roles & Customer Roles in the Service Delivery
Understanding how employees and customers co-create the service experience
Chapter 11, 12 in the
handbook
Prepare discussion question 2 (p. 269)
6
Service Delivery Through Intermediaries & Technology
Understanding the role of technology in service delivery
Chapter 13 in handbook
“High-tech vs High-Touch” “Smart Technologies”
7
Service Failure & Recovery
Understanding the importance of service recovery, service guarantees, …
Chapter 15 in the
handbook
“How to Deal with Customer Shakedowns”
“Customer Intentions to Invoke Service Guarantees”
Case: Chantale and Clinton Call for Service
8
Servitization
Understanding how product-oriented industries can benefit from a service mindset
“Exploring the financial
consequences of servitization”
“Profiting from Services: What Product-Centric
Firms Need to Know”
“Service Logic”
“Winning in the Aftermarket”
42
9
Pricing and the financial outcomes of good service
Understanding the service-profit chain
Chapter 17, 18 in the
handbook
“Putting the Service Profit Chain to work”
Case: Cathay Pacific Airways
10 Presentations Group Presentation on
topic of choice
//
* The course instructor holds the right to change the assigned writing as the course develops. Any change will be communicated timely.
Lecture, group discussions, case studies You are enrolled as a co-creator! Hence, advanced preparation and active participation are expected throughout the course. Every student is responsible for preparing each class by reading the assigned cases and readings. More information on the expectations will be given on a weekly basis.
ASSESSMENT % OF THE TOTAL MARK
DETAILS SCHEDULE
LEARNING OUTCOME
EVALUATED
Individual Class Participation
15%
Individual comments in class
Ongoing
Grade based on quality of
the comments provided throughout the lecture
Individual Case Assignment ‘Starbucks’
10%
Individual solving of case based on info in lecture 1
Due in week 2
Grade based on
completeness and critical reflection on the Starbucks Case
Group Presentation
20%
Presentation on a service marketing topic of a list provided at the beginning of the course
Week 10 –
10 min/group
Grade based on
application of the course of a specific topic, the attractiveness of the presentation and the generation of novel insights
Final Exam
55%
Questions (open-
ended, multiple- choice) and C
To be announced
Knowledge acquisition
Compulsory:
Wilson, Alan, Valarie A. Zeithaml, Mary Jo Bitner, and Dayne D. Gremler (2012), “Service Marketing: Integrating Customer Focus Across the Firm – Integrating Customer Focus Across the Firm”, Second European Edition, McGraw Hill.
See assigned readings above – all details will be provided on BlackBoard
Class participation is expected No cellphones is the classroom
No computer or tablet (expect when requested)
RULES FOR ABSENCE AND PLAGIARISM
READINGS
ASSESSMENT METHODS
TEACHING & LEARNING METHODS
43
16_M2_LI_MKT_S2_CCO_4419: CRM FOR ENTERTAINMENT & SERVICES NUMBER OF HOURS: 30 SEMESTER 2 INTERNATIONAL PROGRAMME - 4 ECTS COURSE COORDINATOR: DR. ARNE DE KEYSER
In this course, you will learn strategies for customer management. In recent years, a fundamental shift has occurred in marketing from managing and marketing products to understanding and managing customers. This necessitates an understanding of the customer management process and the value of customers to the firm – the firm’s customer equity. In this course, students will gain a solid understanding of customer relationship management, including both strategic and analytic approaches. The course will provide students with tools that are critical in today’s business environment, as leading firms focus their marketing efforts on understanding the value of their customers and developing and growing profitable customer relationships. The course will also teach skills related to customer selection and acquisition, customer management, managing the customer experience, customer retention and customer lifetime value. Additionally, as firms seek to make their marketing investments financially accountable, students will also gain an understanding of the link between marketing and finance.
After having taken this course participants will be able to:
Understand the fundamentals of CRM
Analyze and develop a customer management strategy for an organization
Evaluate the value of and determine appropriate customer selection strategies
Calculate the worth of customers (CLV, CRV, CIV, CKV)
Understand the importance and appropriateness of different customer metrics
Apply basic CRM tools
Knowledge of Excel, basic statistics
WEEK TOPIC CONTENT PREPARATORY WORK*
1
Intro to CRM
Goals of Customer
Management; Customer Equity; Customer Value
Readin
“Customer-Centered Brand Management”
“The Ultimate Marketing Machine”
“The Consumer Decision Journey”
Readin
COURSE CONTENT
PREREQUISITES
LEARNING OUTCOMES
COURSE OBJECTIVES
44
2
Customer Centricity & Customer Lifetime Value
Customer Experience Management & Analysis; CLV
“The Truth About Customer Experience”
“Understanding Customer Experience”
“HBS Marketing Reading
– Customer Centricity”
“Using Customer Relationship Management to Analyze the Lifetime Value of a Customer”
Case: Maru Batting Center
3
Customer Analytics as a Tool for Determining Marketing Strategy
The total worth of a customer: customer influence value, customer referral value, RFM, …
Readin
“The Customer Pyramid” “How Valuable is WOM?”
“Undervalued or overvalued: Capturing Total Customer Engagement Value”
Case: Internet Customer Acquisition Strategy at Bankinter
Case: Slots, Tables and All That Jazz…. MGM Grand Hotel
4
Customer Segmentation, Acquisition and Retention
Developing a sound customer segmentation scheme; Profiling: Customer Selection …
Readin
“HBS Marketing Reading: Customer Management”
“Using Customer Analytics to Improve Customer Retention”
“Getting the Most out of All Your Customers”
“Knowing What to Sell, When, to Whom”
Case: Pilgrim BankUnderstanding how to Readin
45
5
Managing Difficult Customers; B2B CRM
manage unprofitable customers; CRM applications in a B2B environment
“Firing Customers”
“Getting the Right Payoff From Customer Penalty Fees”
“Serving Unfair
Customers”
“The Right Way to Manage Unprofitable Customers”
Case: Filene
6
Loyalty Programs
Understanding the value of loyal customers
Readin
“Building and Sustaining Profitable Customer Loyalty for the 21st
Century”
“Developing an Effective Loyalty Program”
“The Drivers of Loyalty Program Success”
“The Wallet-Allocation Rule”
Case: Nectar
7
CRM in Multichannel Environments
Understand how different marketing and sales channel impact the customer-firm relationship and value
Readin
“Big Data and Dynamic Customer Strategy”
“The Decline of Main Street, the Rise of Multichannel Retail”
“Are Multichannel Customers Really More Valuable?”
8
CRM and Firm Value
Understanding how CRM links to firm value
Readin
“Linking Customer Loyalty to Growth”
“Customer Life-Time Value and Firm Valuation”
“Customer Satisfaction and Stock Prices: High Returns, Low Risk”
Readin
46
9
Evolutions in CRM – Ethics in CRM
Understanding how technological advancement impacts CRM; Understanding the ethics behind a good CRM program
”Social CRM as a Business Strategy”
“Social CRM Insights”
“Data-driven Ethics: Exploring Customer Privacy in the Information Era”
“Customer Management and CRM: Addressing the
Dark Side”
10 Presentations Group Presentations on
f
//
* The course instructor holds the right to change the assigned writing as the course develops. Any change will be communicated timely.
Lecture, group discussions, case studies You are enrolled as a co-creator! Hence, advanced preparation and active participation are expected throughout the course. Every student is responsible for preparing each class by reading the assigned cases and readings. More information on the expectations will be given on a weekly basis.
ASSESSMENT % OF THE TOTAL MARK
DETAILS SCHEDULE LEARNING OUTCOME
EVALUATED
Individual Class Participation
15%
Individual comments in class
Ongoing
Grade based on quality
of the comments provided throughout the lecture
Individual CLV Assignment
5%
Calculations of Maru Batting Center case
Due in week 4
Grade based on correct
calculation, discussion and interpretation of the CLV case
Group Presentation
20%
Presentation on a CRM-topic of a list provided at the beginning of the course
Week 10 –
10 min/group
Grade based on
application of the course of a specific topic, the attractiveness of the presentation and the generation of novel insights
Final Exam
60%
Questions (open-
ended, multiple- choice) and Cases
To be announced
Knowledge acquisition
Compulsory:
See assigned readings above – all details will be provided on BlackBoard
Highly Recommended:
Customer Relationship Management – Concepts, Strategy, and Tools, 2nd Edition, V. Kumar & Werner Reinartz, Springer
Class participation is expected No cellphones is the classroom
No computer or tablet (expect when requested)
RULES FOR ABSENCE AND PLAGIARISM
READINGS
ASSESSMENT METHODS
TEACHING & LEARNING METHODS
47
16_M2_LI_MKT_S2_CCO_4420: DIGITAL MARKETING FOR ENTERTAINMENT SERVICES NUMBER OF HOURS: 30 SEMESTER 2 INTERNATIONAL PROGRAMME - 4 ECTS
● Introduce digital marketing and e-commerce key concepts; ● Acquire an understanding of ergonomy of an e-commerce website. ● Develop students’ sensitivity regarding search engine optimization and search engine marketing. ● Discuss social media optimization, social media marketing, cross media advertising etc. ● Apply the above concepts for the entertainment & services sectors (examples, cases)
After having taken this course participants will be able to: 1. Understand main issues related to digital marketing LO1; 2. Apply marketing knowledge to build a website LO2; 3. Analyze the set up of a search engine optimization strategy LO3; 4. Analyze the set up of a social media optimization strategy LO4.
None
SESSION TOPIC CONTENT PREPARATORY WORK
1/ Introduction Overview of web statistics, usages,
None
2/ Website structure Users’ needs analysis, content
edition, website ergonomy,
None
3/ Website development Pre-conception, tests, launch None
4/ Online presence optimization SEO, SEM, social media Case
5/ Online content management Content update, Web analytics, None
Lectures, in class exercises, cases
ASSESSMENT % OF THE
TOTAL MARK DETAILS SCHEDULE LEARNING OUTCOME
EVALUATED
Individual exam 100% Exam week All cited above
None READINGS
ASSESSMENT METHODS
TEACHING & LEARNING METHODS
COURSE CONTENT
PREREQUISITES
LEARNING OUTCOMES
COURSE OBJECTIVES
48
16_BM_LI_BM_S2_CCO_CCS_1333: FAMILY BUSINESS NUMBER OF HOURS: 30 SEMESTER 2 INTERNATIONAL PROGRAMME - 8 ECTS COURSE COORDINATOR: FABIEN BERNHARD
To familiarize students with the notion of a family business, as well as provide more specific exposure to family firms in France and in each student’s native country.
After having taken this course participants will be able to:
1. Have the notion of family business and how such businesses contribute to national economies in the European Union;
2. Become more familiar with a select group of multigenerational family firms in France and other countries in Europe with (both publicly traded and privately owned), which span a range of key industries in retailing, manufacturing and service sectors;
3. Become familiar with family and corporate governance practices which distinguish well-run from poorly run family firms, and more importantly increase their chances of survival and growth;
4. Understand some other aspects of family firms, including the unique challenges facing such firms in contrast to firms more generally.
5. Be able to apply key concepts learned in the course to analyse their own selected case.
Three years of general business courses or Bac + 3 Business Administration.
WEEK
TOPIC CONTENT
PREPARATORY WORK
1
Introduction to the topic of Family Business
Definition, Role of family business in the economy Well known French firms, Successful attributes
Neubauer & Lank. 1998. Casper, Dias and Elstrodt. 2010. Case assignment
2
Governance and Management of the Family Firm
Values/Philosophy Best practices in governance
Gersick, & al, 1997 Poza, 2010a Case assignment Optional: Dorgan, et al, 2006
3 Succession in the Family
Firm Family strategy, introduction
Challenges of succession Typologies The succession process Using family for competitive advantage
Poza, 2010b
Miller&LeBreton Miller, 2005 Case assignment
4
Family strategy, continued The Entrepreneuring family GROUP PRESENTATIONS- Part 1
Case applications
Case assignment
Final presentations as assigned
5
WRAP UP GROUP PRESENTATIONS- Part 2
Final presentations as assigned.
COURSE CONTENT
PREREQUISITES
LEARNING OUTCOMES
COURSE OBJECTIVES
49
Lectures, student study cohorts, Socratic dialogue, reading, case-based discussion.
ASSESSMENT % OF THE
TOTAL MARK
DETAILS SCHEDULE LEARNING OUTCOME EVALUATED
Continuous assessment
35%
class participation, group work (mandatory make up work if absent).
Throughout the term.
LO1 to LO5
Group presentations
30%
Each group will present once as main presenter, and once as devil’s advocate.
Each group will present twice during the term,
LO1 to LO5
Final group projects
35%
Comprehensive case study of one European family business, based on structure provided in class.
Due after the end of the course. Due date to be announced.
LO1 to LO5
PLEASE NOTE: Self-peer evaluation forms will be compulsory to receive a final grade. Group project grade may be adjusted upwards or downwards depending upon individual contribution to the project.
COMPULSORY AND RECOMMANDED READINGS: Casper, C., Dlas, A.K. and Elstrodt, H. 2010. The Five Attributes of Enduring Family Businesses. McKinsey Quarterly, 1: 1-10. DORGAN, S.J., DOWDY, J.J. and RIPPIN, T.M. 2006. Who Should-and Shouldn’t Run the Family Business. McKinsey Quarterly, 3: 13-15. Gersick, K.E., Davis, J.A., Hampton, M.M., & Lansberg, I. 1997. Generation to Generation: Life Cycles of the Family Business. Excerpts including Figure 1-3 (p. 17) and Chapter 1: The Ownership Developmental Dimension. Boston, MA: Harvard Business School Press, pp. 17; 29-56. LANDES, D. 2006. Dynasties, Chapter 6: Peugeot, Renault, and Citroën: French Car Dynasties (pp. 168-193). New York, NY: Viking Adult (Penguin). Miller, D. & Le Breton-Miller, I. 2005. Managing the Long Run: Lessons in Competitive Advantage from Great Family Businesses. Exerpts including Table 1-2 (p. 17) and Chapter 2: Potent Priorities at the Great Family-Controlled Businesses: The Four C’s (p. 31-52). Boston, MA: Harvard Business School Press. Neubauer, F. & Lank, A.G. 1998. The Family Business: Its Governance for Sustainability, Chapter 1: Nature and Significance of Family Business. London, UK: Macmillan Press, pp. 3-25. Poza, Ernesto J. 2010a. Family Business, Chapter 2: Great Families in Business: Building Trust and Commitment,. Third ed. South-Western, CENGAGE learning. pp. 27-46. Poza, Ernesto J. 2010b. Family Business, Chapter 5: Succession and the Transfer of Power. Third ed., South-Western, CENGAGE learning. pp. 107-118.
ADDITIONNAL READINGS: Aronoff, C.E., Astrachan, J.H. &Ward, J.L. 1998. Developing Family Business Policies: Your Guide to the Future. Marietta, GA: Family Enterprise Publishers. Carlock, R.S. &Ward, J.L. 2001. Strategic Planning for the Family business: Parallel Planning to Unify the Family and Business. New York, NY: Palgrave. ELSTRODT, H. 2003. Keeping the Family in Business. McKinsey Quarterly, 4: 94-103. Gersick, K.E., Davis, J.A., Hampton, M.M., & Lansberg, I. 1997. Generation to Generation: Life Cycles of the Family Business. Boston, MA: Harvard Business School Press. Landes, D. 2006. Dynasties. New York, NY: Viking Adult (Penguin). Especially Chapter 2: The Rothschilds: Persistance, Tenacity and Continuity (pp. 37-74) and Chapter 6: Peugeot, Renault, and Citroën: French Car Dynasties (pp. 168-193). Miller, D. & Le Breton-Miller, I. 2005. Managing the Long Run: Lessons in Competitive Advantage from Great Family Businesses. Boston, MA: Harvard Business School Press. Neubauer, F. & Lank, A.G. 1998. The Family Business: Its Governance for Sustainability. London, UK: Macmillan Press.
READINGS
ASSESSMENT METHODS
TEACHING & LEARNING METHODS
50
16_M2_LI_CLA_S2_CCO_FLE_1347: IC FLE NB HEURES : 36 SEMESTRE 1 PROGRAMME INTERNATIONAL - 5 ECTS RESPONSABLE DU COURS : LUCIE BENAGROUBA
● Acquérir un niveau intermédiaire à expérimenté en langue française tels que définis par le CECRL. ● Comprendre et s’exprimer dans les situations courantes de la vie sociale et professionnelle.
A l’issue de ce cours, l’étudiant sera capable de : ● Maîtriser les actes de communication quotidienne dans un contexte professionnel. ● Présenter l’entreprise, son organisation, son activité, son marché, sa politique commerciale ainsi que sa situation
financière, ses résultats ; exprimer des quantités, indiquer l’évolution, faire des comparaisons, interpréter et commenter des tableaux, des graphiques.
● Parler du cadre et des conditions de travail : le poste de travail, les horaires, les salaires, les congés, les relations avec les collègues, etc.
● Rechercher un emploi, un stage : lire/rédiger une petite annonce, un CV, une lettre de candidature, mener/passer un entretien d’embauche.
● Connaître les principaux acteurs socio-économiques du monde du travail en France. ● Découvrir les principales institutions et personnages-clés de la vie politique française et comprendre les relations
entre ces institutions. ● Acquérir les notions de base pour comprendre la vie sociale en France, les nouvelles tendances et les défis qui
attendent le monde du travail en France et dans le monde.
Niveau A1 à B2 du CECRL : le contenu des cours est décliné en différents groupes de niveaux.
SEMAINE SUJET CONTENU TRAVAIL PRÉPARATOIRE
Comprendre le monde du travail en France
Notions d’interculturalité dans les pratiques professionnelles
Caractéristiques des entreprises en France
Le monde de l'entreprise - organigramme, forme juridique, chiffres clés…
Se positionner dans l’entreprise
Organigramme, fonctions et tâches
Se présenter Décrire un parcours professionnel
Communication orale 1 La réunion de travail.
Communication orale 2
Présenter un projet, un produit, un programme et présenter des faits hypothétiques
Préparation à la recherche d’un stage
La recherche d'un emploi : le CV, la lettre de motivation et l'entretien d'embauche
CONTENU DU COURS
PRE-REQUIS
OBJECTIFS D'APPRENTISSAGE
OBJECTIFS DU COURS
51
Etre salarié dans une entreprise française
Les conditions de travail : horaires, salaires, contrats, formations, congés…
Les documents de travail Faire un compte-rendu, faire des propositions, convaincre
Interactions entreprise / environnement
L'environnement économique : partenaires, réseaux, institutions
❍
La communication interne et externe.
● Pédagogie de la tâche, telle que définie par le CECRL. • Documents authentiques extraits de publications grand public ou spécialisées, sites web • Documents multimédias disponibles sur la plateforme Blackboard. • Activités issues de la méthode Objectif Express (Hachette FLE).
• Approche inductive de la grammaire (exemples en situation puis identification et théorisation par l’apprenant) • Exercices en situation : jeux de rôles plus ou moins dirigés, débats, simulations de réunions. • Alternance de travail individuel et travail en groupe.
Par semestre :
EVALUATION % DE LA NOTE FINALE
DETAILS DURÉE OBJECTIFS
D’APPRENTISSAGE ÉVALUÉ
Examen partiel
40%
Ecrit Présentation orale
Grammaire et compétences de communication
Examen final 40% Ecrit et oral Lecture, écriture, oral
Participation en classe
20% Présence et participation
http://www.lesechos.fr http://www.lejournaldunet.com http://www.tv5.org/cms/chaine-francophone/lf/p-26292-Langue-francaise.htm
LECTURES
METHODES D'EVALUATION
METHODES PEDAGOGIQUES