NORMANDY BUSINESS SCHOOL - FEP · 5. Multinationals, strategy and geopolitics Format Formal...

NORMANDY BUSINESS SCHOOL

Updated 10/16/2009

Module/subject Brief description of content Credits

International accounting & finance Fall Semester 11 Corporate finance II : investing and financing Capital budgeting, K- structure 3 Cost management & reporting Performance measurement, reporting and control 2 International accounting Accounting choices : determinants and impacts 3 International financial markets Financial instruments, FX in an international context 3

Legal and political environment Fall Semester 9 European Law Legal environment of the firm and Institutions 3 Geopolitics Key conceptual filters to understand a globalized world 2 Business ethics How to create and implement a code of ethics 2 Lobbying in a French and international

context

Understanding the role of lobbies and the techniques

they use 2

Personal development Fall Semester 5 General culture How art, and other social sciences can enrich a

manager's perspective 2 Personal development Communication skills development and stress

management 2 Team building Team management skills development 1

Business Case – Creation /Development Fall Semester 3

Foreign Language and culture II Fall Semester 2

TOTAL FALL SEMESTRE 30

International Management Spring Semester 8 Intercultural management How to create and manage multicultural teams 2 International marketing development Strategic planning and key factors of international

development for the firm 3 Managing HR in an international context HR management and new trends 3

Organization Spring Semester 6 Production & quality management How to create and implement a quality insurance

process 3 Supply chain management SCM definition, actors and processes 2 Social auditing techniques Organizations’ theory and auditing techniques 1

Business Strategy and Information Spring Semester 11 Corporate strategy Business strategy definition, strategic choice, diagnostic 3 Sustainable development & strategy Considering the challenges of sustainable dev. in strategy 3 Brand marketing Brand definition, positioning and management 2 Information systems and strategic

information management

IS as a strategic tool, e-business management

3

Business Case II – Strategy & Sustainable

development Spring Semester 3

Foreign Language and culture II Fall and Spring Semester 2

TOTAL SPRING SEMESTRE 30

TOTAL M1 INTERNATIONAL BUSINESS 60


Updated 10/16/2009

MODULE INTERNATIONAL ACCOUNTING AND

FINANCE ECTS module 11

Subject CORPORATE FINANCE II : INVESTING

AND FINANCING ECTS Subject 3

Course taught in English

Year M1 Semester Fall

Work load (in hours)

Lecture 22 Personal and group work

36 Coaching

Lecturer(s)

Sophie Gay Anger

Status Full time X Visiting or associate

Part time

Education / Profession Ph.D., Laval University, CFA, FRM

Email address [email protected]

Pre-requisite(s)

Undergraduate financial and cost accounting

Competencies

The successful student should be able to (i)- select and apply capital budgeting techniques in order to assess the quality of an investment projet and (ii)- identify suitable financing solutions.

Learning objectives

At the end of the course students should: 1. understand the strengths and weaknesses of the most

frequently used criteria for investment selection 2. be able to estimate the profitability of investment projects 3. know the range of financing solutions available and

understand their impact on the firm’s value

Course content

1- Foundation of the NPV rule 2- Investment decision criteria : from payback to IRR 3- The Net Present Value and the Capital Asset Pricing Model 4- The Net Present Value : additional constraints 5- Risk and return in capital budgeting 6- Dividend controversy and capital structure

Format

Seminars, cases and group work

Evaluation of learning outcomes (weightings in %)

Continuous assessment 40%

Final exam 60%

Bibliography / Notes

Vernimmen, P. et al., Corporate Finance: Theory and Practice, Wiley-Blackwell, 2nd edition, 2009. Brealey, R., Myers, S., and F. Allen, Principles of Corporate Finance, McGraw-Hill Higher Education, 2008.


Updated 10/16/2009



Final exam 60%


Baker, H.K., & Powel, G.E., Understanding Financial Management—A

Practical Guide, Blackwell Publishing, 2005. Foerster, S.R., Financial Management—A Primer, W.W. Norton & Co.

College Books, 2003. Comparative International Accounting; Nobes & Parker, Prentice Hall,

2005.


Updated 10/16/2009



Subject COST MANAGEMENT AND REPORTING ECTS Subject 2





26 Coaching

Lecturer(s)

Status Full time Visiting or associate

Part time

Education / Profession

Email address

Pre-requisite(s)

Undergraduate accounting and cost management

Competencies

The successful student should be able to 1. decide whether accepting or rejecting a new order. 2. understand the impact of seasonnality 3. choose a cost accounting method according to the specifics

of the firm 4. evaluate the performance of a division / service

Learning objectives

At the end of the course, students will : 1. understand and be able to use Activity Based Costing 2. understand and be able to use cost-volume-profit analysis 3. understand the logic of budgeting 4. be able to elaborate a master budget

Course content

• Activity based costing

• Cost-Volume-Profit analysis

• Responsibility accounting

• Budgets and management control: static and flexible budgets

• Performance analysis

Format

Formal lectures, cases and group work



Final exam 60%


Horngren, C., Foster, G., Srikant, D., Madhav, R., and C. Ittner, Cost

Accounting: A Managerial Emphasis, Prentice Hall, 13th edition, 2008. Shim, J., and J. Siegel, Modern Cost Management and Analysis, Barron’s Educational Series, 3rd edition, 2009.


Updated 10/16/2009



Subject INTERNATIONAL ACCOUNTING ECTS Subject 3





36 Coaching

Lecturer(s)


Part time


Email address

Pre-requisite(s)

Undergraduate Financial Accounting

Competencies

Informed decision making concerning the choice of accounting standards. Financial statements analysis in an international context.

Learning objectives

On completion of this module, students should be able to: 1. Understand the causes of international differences in financial

reporting 2. Be aware of alternative approaches to financial reporting 3. Understand the reasons for and the obstacles to harmonisation 4. Develop an awareness of the political dimension to accounting

policy choice in an international context

Course content

Introduction The causes of international differences Sources of accounting regulation Legal approaches Charts of accounts The development of accounting standards Major international differences in financial reporting International classification of financial reporting Harmonisation International financial analysis A comparison of financial reporting in two or more major jurisdictions The effect of international standards Foreign currency translation Converting statement to a common format Reporting the results of analysis Accounting policy choice The political dimension

Format

Seminars, cases


Updated 10/16/2009



Subject INTERNATIONAL FINANCIAL MARKETS ECTS Subject 3





35 Coaching

Lecturer(s)

Sophie Gay Anger


Part time

Education / Profession Ph.D., Laval University, Canada CFA, FRM

Email address [email protected]

Pre-requisite(s)

Undergraduate macroeconomics and accounting

Competencies

The successful student should be able to understand, analyse and critically examine the purpose, principles and fundamental concepts of today’s financial markets, instruments and institutions.

Learning objectives

The course aims at developing analytical, research and problem solving skills in the context of market finance: to find, select and use appropriate information in order to study the evolution of a market, financial asset or financial institution; to identify the macroeconomic and microeconomic factors of influence; to present in a precise and synthetic manner the findings.

Course content

� Introduction to the international monetary system and monetary policy

� Role, structure and characteristics of financial markets and instruments : money markets, stock markets, fixed income securities markets, foreign exchange markets and derivatives markets

� Basic concepts of valuation applied to stocks, bonds and derivatives

� Role and nature of financial intermediaries � International corporate governance

Format

Formal lectures will be complemented by group work and a class discussions about the evolution of financial markets.



Final exam 60%


Madura, J., Financial Markets and Institutions, South-Western College pub. ,2008.


Updated 10/16/2009

Mishkin, F. and S. Eakins, Financial Markets and Institutions, Addison Wesley, 2008.


Updated 10/16/2009

MODULE LEGAL AND POLITICAL ENVIRONMENT

OF THE FIRM ECTS module 9

Subject EUROPEAN LAW ECTS Subject 3





34 Coaching

Lecturer(s)


Part time


Email address

Pre-requisite(s)

Legal environment of the firm

Competencies

The successful student will demonstrate an overall knowledge of the the regulatory and legal framework of the EU relevant to the business scene

Learning objectives

At the end of the course, the students will: 1. understand the organisation and influence of the European

institutions

2. have acquired a global knowledge of the European legal framework relative to the creation and management of an entreprise

Course content

1. The European Institutions

The main treates of the European-Union The commission, the parliament and the council The (European-Communities) Court of Justice What about the Treaty of Lisbon …

2. European -Law The four freedoms Competition Law Anticompetitive Practices Mergers State Aids Implementation of Competition Law EC External Relationship Common Trade Policy commercial Defense Economic and Affairs Main policies of the European Union

Format

Formal lectures and seminars complemented by cases

Evaluation of learning Continuous assessment 40%


Updated 10/16/2009

outcomes (weightings in %)

Final exam 60%


Fairhurst, J., and C. Vincenzi, Law of the European Community, Longman Group UK, 4th edition, 2003. Gueguen, D., Le nouveau guide pratique du labyrinthe communautaire, 11th edition, Europolitique, 2006.


Updated 10/16/2009



Subject GEOPOLITICS ECTS Subject 2





26 Coaching

Lecturer(s)


Part time


Email address

Pre-requisite

None

Competencies

The sucessful student will be able to : - analyse the dynamics of geography, politics and power - decipher the economic and political challenges of today’s

world

Learning objectives

At the end of the course, students will : - have acquired geopolitic analysis filters enabling them to interpret

the roles played by nations and multinational firms in a globalized context

- be able to analyse economic, political and cultural contemporary conflits

- grasp today’s world complexities through an historical perpective

Course content

Introduction : a breaf history of power 1. The sovereignty of states 2.Conflits over territories and/or identities 3. Shifts and recomposition of power 4. World governance 5. Multinationals, strategy and geopolitics

Format

Formal lectures, class discussions and case analysis



Final exam 60%


Flint, C., Introduction to geopolitics: tensions, conflicts and resolutions, Routledge, 2006. Bernard Cohen, S., Geopolitics: the geography of international relations, Rowman & Littlefield, 2nd edition, 2008.


Updated 10/16/2009



Subject BUSINESS ETHICS ECTS Subject 2





26 Coaching

Lecturer(s)


Part time


Email address

Pre-requisite

None

Competencies

To be able to understand business ethics as an applied discipline of ethics To develop a set of individual and professional morals and awareness of relevant issues in the business arena

Learning objectives

As future managers students will be expected to develop an understanding of : - the significance of ethical thinking and practice in business - the diversity of perspectives on the theory, philosophy, policy and practice of ethics - the relevance of the cases for and against corporate social responsibility - the components of ethical decision-making

Course content

The course will cover The definitions and social, economic and political origins of ethics in business. Regulations, codes and charters introduced across the business community. Theories of ethics as they apply to contemporary business practice. A discussion of examples of best practice for corporate social responsibility.

Format

Formal lectures, case study, exercices in small groups.



Final exam 60%


Fisher, C and Lovell, A (2006) Business Ethics and Values: Individual,

Corporate and International Perspectives, 3rd edition, Prentice Hall,

2009.


Updated 10/16/2009



Subject LOBBYING IN THE EUROPEAN UNION

AND FRANCE ECTS Subject 2





27 Coaching

Lecturer(s)


Part time


Email address

Pre-requisite

None

Competencies

The successful student should acquire a global understanding of what lobbyists do, how they proceed and to what effect. The specific cases of the European Union and France will be treated.

Learning objectives

At the end of the course, students should be able to : - understand the architecture of European instances - understand the role of interest groups in the policy making process

Course content

Introduction : definitions and ethics of lobbying 1. Lobbying in Brussels 2. European financing programs and their

philosophy 3. Sectoral studies

Format

Formal lectures, case studies



Final exam 60%


Freeman, R.E., Pierce, J., and H. Dodd, “Environmentalism and the New Logic of Business”, Pitman, 2002. Coen, D. and J. Richardson, “Lobbying the European Union: Institutions, Actors and Issues”, Oxford University Press, 2009. Clamen, M., Manuel du Lobbying, Dunod, 2005.


Updated 10/16/2009

MODULE PERSONAL DEVELOPMENT ECTS module 5

Subject GENERAL CULTURE ECTS Subject 2





20 Coaching

Lecturer(s)


Part time


Email address

Pre-requisite

None

Competencies

The successful student should acquire a global understanding of European history (political development, geopolitics, arts, litterature, …) in order to gain a broader perspective on European business management.

Learning objectives

Students will study a selection of works of arts and interpret them in their cultural, historical and social context. They will also exercice their adaptation skills by being exposed to new and different way to present reality.

Course content

1. Art History 2. Art classifications 3. Art and socio economic development 4. General culture: an overview of French history

Format

Formal lectures, analysis of works of art, group discussions


Continuous assessment

Final exam 100%


Honour, H., and J. Fleming, “A World History of Art”, Laurence King, 7th ed. 2005. Fernie, E., “Art History and its Methods: A Reader”, Phaidon Press Ltd, 1995. Price, R., “A Concise History of France”, Cambridge University Press, 2nd ed., 2005.


Updated 10/16/2009


Subject COMMUNICATION AND PERSONAL

DEVELOPMENT ECTS Subject 2





20 Coaching

Lecturer(s)


Part time


Email address

Pre-requisite

None

Competencies

The succesful student should be able to communicate effectively in a business situation, to manage her stress level and emotions as well as to handle conflictual situations.

Learning objectives

At the end of the course students will be able to undestand the sources of typical behaviors in a business context.

Course content

1. Communication and barriers to communication a. Emotions and needs b. Effectice listening c. Non verbal communication d. Assertion

2. Stress mecanisms 3. Conflict management

a. Conflict is unavoidable b. Conflit control methods c. Emotional components of conflits

4. Negociation and conviction

Format

Role playing, formal lecture, case studies



Final exam 60%


Goffman, E., “The Presentation of Self in Everyday Life”, Peter Smith Pub., 1999. Bolton, R., “People skills: How to assert Yourself, Listen to Others, and resolve Conflicts”, Touchstone, 1986. McKay, M., “Messages: The Communication Skills Book”, New Harbinger Pub., 3rd ed., 2009.


Updated 10/16/2009


Subject TEAM BUILDING ECTS Subject 1





10 Coaching

Lecturer(s)


Part time


Email address

Pre-requisite

None

Competencies

To be able to built and manage teams in the workplace.

Learning objectives

At the end of the course, students will : - understand the difference between groups and teams - be able to identify the various types of teams - know how to built cohesiveness - know how to influence with integrity

Course content

1. Teams and groups 2. A typology of groups within the firm 3. Employee empowerment teams 4. The role of a Team leader : cohesiveness 5. Conflicts witin and among teams 6. Building a positive environment

Format

Role playing, lectures, group and individual exercises



Final exam


Dessler, G., “Framework for Management”, Prentice-Hall, 2nd ed., 2001. Institute of Leadership and Management, “Building the Team”, Super Series, Pergamon Flexible Learning, 5th ed., 2007. Quick, T., “Successful Team Building”, Amacom, 1992. Lencioni, P., “Overcoming the 5 Dysfunction of a Team: A Field Guide for Leaders, Managers and Facilitators”, Jossey-Bass, 2005.


Updated 10/16/2009

MODULE INTERNATIONAL MANAGEMENT ECTS module 8

Subject INTERCULTURAL MANAGEMENT ECTS Subject 2


Year M1 Semester Spring



26 Coaching

Lecturer(s)


Part time


Email address

Pre-requisite

Undergraduate course in Intercultural Management

Competencies

The successful student should be able to - understand the implications of intercultural management (analysis and decision making) in terms of personal development.

- Identify the skils and behavioral responses they have to develop in order to better manage intercultural management situations.

Learning objectives

At the end of the course, students will - understand the key concepts and instruments to manage cultural differences

- know how to identify the behavioral, psychological and intellectual skils required to put cultural management into practice

Course content

1. Management and Culture 2. Building and managing multicultural teams 3. Communicating and negociating across cultures 4. Learning through the intercultural relationship 5. Globalization and cultural change

Format

Formal lectures, personal work, cases



Final exam 60%


Halle, E.T., “Understanding Cultural Differences”, Intercultural Press, 1990. Hofstede, G., Hofstede, G.J., “Cultures and Organizations: Software of the Mind”, HcGraw-Hill, 2nd ed., 2004.


Updated 10/16/2009


Subject INTERNATIONAL MARKETING

DEVELOPMENT ECTS Subject 3





39 Coaching

Lecturer(s)


Part time


Email address

Pre-requisite

Undergraduate course in Marketing (Maketing fundamentals, Market study, Marketing Strategy)

Competencies

The successful student should develop a managerial understanding of international marketing as well as identifiy the impact of cultural, economic and politic differences.

Learning objectives

At the end of the course, students will be able to : - understand the challenges faced when entering the global

marketplace - identify the differences between national and international

marketing planning - estimate the attractivity of a foreing market and design a

foreing market entry plan - understand the main difficulties of sustaining an

international market position

Course content

1- Challenges of the global marketplace 2- Global economic, politica, legal et regulatory environments 3- Cultural differences 4- Potential market assessment and operational environment

assessment 5- Foreing market entry strategies 6- “Mix” decisions 7- Sustaining a global market position

Format

Formal lectures, group work and presentations, cases



Final exam 60%


Muhlbacher, H., Leihs, H., and L. Dahringer, “International Marketing: A Global Perspective”, Thomson Learning, 3rd ed., 2006. Ghauri, P. and G. Cateora, “International Marketing”, McGraw-Hill Higher Education, 2nd ed., 2005.


Updated 10/16/2009


Subject MANAGING HR IN AN INTERNATIONAL

CONTEXT ECTS Subject 3





26 Coaching

Lecturer(s)


Part time


Email address

Pre-requisite

U3 courses in management

Competencies

The successful student should - understand the role of HR management and be familiar

with its main practices and instruments - understand the distinctiveness of national management

system and how it impacts HR management

Learning objectives

At the end of the course, students will be able to : - understand the key concepts and practices of HR

management - understand how global strategy and HR strategy interact - understand the problematics of global leadership and

team selection - grasp the key difficulties of managing HR at home and

abroad for multinational companies

Course content

1. The HR management function 2. HR management in practice 3. Internationalization and impact of national cultures

a. Structure of international companies b. Staffing and training c. Compensating and motivating d. Managing performance

Format

Formal lectures, exercices, case study



Final exam 60%


Lucas, R., Mathieson, H. and B. Lupton, “Human Resources Management in an International Context”, Chartered Institute of Personnel and development, 2007. Mathis, R., and J. Jackson, “Human Resources Management”, South Western College, 12th ed. 2007. Marchington, M., and A. Wilkinson, “Human Resources


Updated 10/16/2009

Management at Work: People Management and Development”, Chartered Institute of Personnel and development, 2008.


Updated 10/16/2009

MODULE ORGANIZATION ECTS module 6

Subject PRODUCTION & QUALITY

MANAGEMENT ECTS Subject 3





35 Coaching

Lecturer(s)


Part time


Email address

Pre-requisite

None

Competencies

The successful student should be able to - carry a diagnostic analysis on a production process - identify the key quality objectives of an organization - list the directives required for quality and performance

monitoring

Learning objectives

At the end of the course, the student will: - have acquired an industrial culture permitting an informed

assessment of a production process - dispose of the necessary toolkit to satisfy the needs of an

organisazation in terms of quality objectives

Course content

Production Management 1. Caracteristics and components of industrial production 2. Organization of the production process and support units 3. Introduction to value chain 4. Cartography and value chain 5. Major dysfunctions and solutions 6. Performance indicators 7. The 7 major sources of waste 8. Security and HR management

Quality Management 9. Quality systems 10. Key principles to manage quality 11. ISO9001 and quality management 12. Quality Management System and monitoring tools 13. Documentation procedures

Format

Formal lectures, case studies, group work



Updated 10/16/2009


Final exam 100%


Nahmias, S., “Production and operations analysis”, McGraw-Hill/Irwin, 6th ed., 2008. Stevenson, W., “Operations Management”, McGraw-Hill/Irwin, 10th ed., 2008. Summers, D., “Quality Management”, Prentice-Hall, 2nd ed., 2008. The 9000 Store, “ISO9001: 2008 Quality Manual”, the 9000 store, 2008.


Updated 10/16/2009


Subject SUPPLY CHAIN MANAGEMENT ECTS Subject 2





26 Coaching

Lecturer(s)

Status Full time x Visiting or associate

Part time


Email address

Pre-requisite

None

Competencies

Understand the strategic role of supply chain management and logistics within value chains as well as within individual organizations.

Learning objectives

Familiarize students with the importance of implementing logistics and supply chains networks in support of international trade.

Course content

1. Introduction to Logistics and Supply Chain Management:

Origins and evolution of logistics and SCM 2. The Role of Logistics in the Firm : how logistics is linked to

other business functions, total cost of logistics 3. Logistical functions and activites: Customer services,

network design, information management, transportation management, inventory management, global operations

Format

Class discussions based on compulsory readings, formal lectures



Final exam 60%


Ballou, R.H., (2007), “The evolution and future of logistics and supply chain management”, European Business Review, vol. 19, no. 4, pp. 332-348. Christopher, M. (2005), Logistics and Supply Chain Management, Chapter 1: pages 1-19. Croxton, K.L., Garcia-Dastugue, S.J., Lambert, D.M., Rogers, D.S., (2001), “The Supply Chain Management Processes”, The International Journal of Logistics Management, vol. 12, no. 2, pp. 13-36. Kent, J.L. Jr. and Flint, D.J., (1997), Perspectives on the Evolution of Logistics Thought. Journal of Business Logistics, Vol. 18 No. 2, pages 15 – 29.


Updated 10/16/2009

LeKashman, R., Stolle, J.F., (1965), “The total cost approach to distribution”, Business Horizons, vol. 8 no. 4, pp. 33-46. Farris, M.T., (1997), Evolution of Academic concerns with Transportation and Logistics, Transportation journal, vol. 37, no1, pp. 42-50. Lambert, D.M., Garcia-Dastugue, S.J., Croxton, K.L., (2008), The role of Logistics Managers in the Cross-Functional Implementation of Supply Chain Management. Journal of Business Logistics, vol. 29, no. 1, pp. 113-132.


Updated 10/16/2009


Subject SOCIAL AUDITING TECHNIQUES ECTS Subject 1





15 Coaching

Lecturer(s)


Part time


Email address

Pre-requisite

None

Competencies

The successful student will be able to analyse the social organization of the firm in order to assess its adequacy and issue recommendations.

Learning objectives

At the end of the course, students will: - understand how a firm is organized and functions - have acquired the necessary tools to audit the firms in

terms of social organization

Course content

1. Organization analysis Historical perspective Strategic choices and objectives Roles, organigrams and units

2. Internal processes of the firm 3. HR and HR management auditing 4. Identifying the strengths and weaknesses of the organization

Format

Formal lecture, extended case study



Final exam 60%



Updated 10/16/2009

MODULE BUSINESS STRATEGY AND

INFORMATION ECTS module 11

Subject CORPORATE STRATEGY ECTS Subject 3





40 Coaching

Lecturer(s)


Part time


Email address

Pre-requisite

None

Competencies

The successful student should acquire a solid understanding of strategic management concepts and theory. They also should be able to evaluate the strategy of a firm and issue adequate recommandations.

Learning objectives

At the end of the course, students will : - understand the theoretical foundation, tools and

implementation methods of strategic management - be able to analyze the strategy of a firm and issue

recommendations - be able to identify success as well as failure - discuss the relevance of strategy in multinational

corporations

Course content

1. The vocabulary of strategic management 2. Strategy analysis

a. Firm’s strengths and weaknesses b. Strategy formulation framework c. BCG Matrix, TOWS / SWOT Matrices

3. Strategic options and choice 4. Implementing strategy

Format

Formal lectures, multimedia, exercises, case study



Final exam 60%


Barney, J., “Gaining and Sustaining Competitive Advantage”, Prentice-Hall, 3rd ed., 2006. Johnson, G., Scholes, K., and R. Whittington, R., “Fundamentals of Strategy”, Financial Times Prentice-Hall, 2008.


Updated 10/16/2009



Subject SUSTAINABLE DEVELOPMENT &

STRATEGY ECTS Subject 3





38 Coaching

Lecturer(s)


Part time


Email address

Pre-requisite

None

Competencies

The successful student should understand what sustainable development means in practice, why compagnies engage in sustainable development strategies and how they proceed.

Learning objectives

At the end of the course, students will : - understand the fundamentals of sustainable development - understand why and how firms implement their

sustainable development strategies - be able to identify the key elements of a sustainable

development project for a firm - understand how sustainable development can become a

component of business strategy

Course content

1. What is sustainable development ? a. Definitions b. History of sustainability

2. Business strategy and sustainable development a. SD and competitive advantage b. SD and economic performance c. Monitoring impacts

3. Managing a sustainable development project a. SD and economic factors b. SD and social factors

Format

Formal lectures, case studies



Final exam 60%


Epstein, M., Elkington, J., and H. Leonard, “Making Sustainability Work: Best Practices in Managing and Measuring Corporate Social, Environmental and Economic Impacts”, Berrett-Koehler Publishers,


Updated 10/16/2009

2008. Reinhardt, F.,“Sustainable Development: A Business Strategy Perspective.”, Harvard Business School, 2004


Updated 10/16/2009



Subject BRAND MARKETING ECTS Subject 2





28 Coaching

Lecturer(s)

Samy Belaid


Part time


Email address

Pre-requisite

None

Competencies

In today’s competitive environment companies must find ways to differentiate their offerings. Brand management is one of the most relevant ways.

Learning objectives

To develop the participants' understanding of the importance of brand marketing. To address the main issues in brand management. Participants will be able to to perform a critical analysis of a brand from a marketing point of view and implement a brand

Course content

1.

Brands: Their Functions for Buyers and Sellers Understanding Brand Equity: awareness, associations, quality, loyalty

2.

Brand evaluation: perception, needs, attitudes and values The emotional decision process.

3.

Brand Identity and Personality: understanding and evaluation: Functional, emotional and relational benefits. Brand core values Brand essence

4. Brand implementation and development: Brand names Brand Portfolio Management Experiential Marketing Students Presentations.

Format

Formal lectures and exercises.



Updated 10/16/2009


Final exam 60%


Aaker, D. A. & Joachimsthaler, E. Brand Leadership: The Next Level of

the Brand Revolution, (2000). The Free press.


Updated 10/16/2009



Subject INFORMATION SYSTEMS AND

STRATEGIC INFORMATION MANAGEMENT

ECTS Subject 3





38 Coaching

Lecturer(s)


Part time


Email address

Pre-requisite

Undergraduate course in IS

Competencies

The successful student should be able to: - be familiar with the concepts of information codification

and modelling - build and use a DB with Access - familiar with new firm level information mangement tools,

and ERP in particular - understand the links between IS, firm organization and

firm strategy

Learning objectives

At the end of the course, students will: - be able to build a DB according to the Merise method - be able to use Access for practical DB management

purposes - view IS management as a key element of business

development

Course content

1. IS and firm management a. What is information ? b. Types of IS c. Evolution of IS and firm development

2. IS and firm strategy a. Productivity and competitiveness b. Business Process Reengineering

3. DB Management a. Merise Method b. Data models c. Using Access for DB management

4. ERP, SCM and CRM a. What is ERP ? b. New trends in ERP c. Selection criteria for an ERP d. SCM e. CRM


Updated 10/16/2009

Format

Formal lectures, DB creation and management exercises



Final exam 60%


Laudon, J., and K. Laudon, “Management Information Systems”, Prentice-Hall, 11th ed., 2009.


Updated 10/16/2009

MODULE BUSINESS CASE SEMINAR ECTS module 3

Subject STARTING A NEW ENTERPRISE ECTS Subject 3





35 Coaching

Lecturer(s)

Visiting lecturer from Glamorgan University


x Part time


Email address

Pre-requisite

Undergraduate courses in accounting, law and marketing.

Competencies

The successful student will - understand the key elements of a business creation project

(legal, social, economic context and strategy) - be able to use the appropriate business planning tools in

order to demonstrate the value creating dimension of the business idea

Learning objectives

At the end of the course, students will : - understand the qualities and competencies required to

manage a business creation project - identify the sequential steps as well as the management

tools required to create a business

Course content

1. qualities and competencies of a successful entrepreneur 2. key steps in a business creation project 3. understanding the environment of the new entreprise 4. networking 5. how to mobilise resources for a successful start

Format

Présentations des concepts et applications en cours par groupes de travail. Simulations et développement d'une idée de création d'entreprise



Final exam 60%


Lecture notes, "Starting a new enterprise : The entrepreneur", Glamorgan University, 2009

NORMANDY BUSINESS SCHOOL - FEP · 5. Multinationals, strategy and geopolitics Format Formal...

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