SYLLABUS FOR EXCELLENCE IN PEDAGOGY … · SYLLABUS FOR EXCELLENCE IN PEDAGOGY MODULES ... WEEK 3...
Transcript of SYLLABUS FOR EXCELLENCE IN PEDAGOGY … · SYLLABUS FOR EXCELLENCE IN PEDAGOGY MODULES ... WEEK 3...
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SYLLABUS FOR EXCELLENCE IN PEDAGOGY MODULES
PER WEEK Spring 2015
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Content page WEEK 1 – January 26 to 30 ..................................................................................................................... 4
Microfinance ....................................................................................................................................... 5
GOVERNANCE ISSUES ......................................................................................................................... 7
Small Business and Entrepreneurship ................................................................................................ 8
The Business of Crime; an Analytical Perspective ........................................................................... 10
Marketing for Entrepreneurs ........................................................................................................... 12
International finance ........................................................................................................................ 14
Product & Service Innovation ........................................................................................................... 16
Management of Technology and Innovation .................................................................................. 18
WEEK 2 – February 2 to 6 ..................................................................................................................... 20
Principles of Real Estate ................................................................................................................... 21
Wine & food tourism marketing ...................................................................................................... 23
Brand Management .......................................................................................................................... 24
Video Game Markets and Marketing ............................................................................................... 26
Change Management ....................................................................................................................... 28
Applied Business Forecasting ........................................................................................................... 30
Strategies of value creation on the Internet .................................................................................... 31
CROSS-CULTURAL COMMUNICATIONS COMPETENCES IN MARKETING AND SALES ..................... 32
WEEK 3 – February 9 to 14 ................................................................................................................... 34
Economics and Management of Cultural Organizations ................................................................. 35
Relationships with Direct and Digital Marketing............................................................................. 37
MANAGEMENT OF RESPONSIBLE ORGANIZATIONS "MORO" ........................................................ 40
Selected skills areas in personal selling ........................................................................................... 43
Strategic Management and Business Model Innovation ................................................................ 44
Cross-Cultural Management ............................................................................................................. 46
SMOFI 2015 ....................................................................................................................................... 48
NEW PRODUCT DEVELOPMENT ....................................................................................................... 51
WEEK 4 – April 13 to 17 ........................................................................................................................ 54
Investment appraisal ........................................................................................................................ 55
VALUE BASED METRICS & VALUATION OF COMPANIES ................................................................. 56
Quality Service Management in the Hotel and Tourism Industry .................................................. 57
Alternative Investments and Performance ...................................................................................... 58
International Franchising.................................................................................................................. 59
Cross cultural communication and marketing ................................................................................. 61
Corporate Strategy and Sustainability ............................................................................................. 62
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Entrepreneurship- Business Feasibility and New Ventures ............................................................ 64
WEEK 5 – April 20 to 24 ........................................................................................................................ 69
Principles of Auditing ........................................................................................................................ 70
Leadership, Strategy, and Decision Making: Using Frame Analysis to Understand Organizations
and Become Effective Leaders ......................................................................................................... 72
Evidence Based Marketing ............................................................................................................... 74
Business Negotiations ...................................................................................................................... 75
Wine Pricing Excellence .................................................................................................................... 76
Decision Making Skills ...................................................................................................................... 79
Employment Relation ....................................................................................................................... 80
Creating Value Through Customer Engagement ............................................................................. 81
All modules are worth 4 ECTS Credits
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WEEK 1 – January 26 to 30
Microfinance ....................................................................................................................................... 5
GOVERNANCE ISSUES ......................................................................................................................... 7
Small Business and Entrepreneurship ................................................................................................ 8
The Business of Crime; an Analytical Perspective ........................................................................... 10
Marketing for Entrepreneurs ........................................................................................................... 12
International finance ........................................................................................................................ 14
Product & Service Innovation ........................................................................................................... 16
Management of Technology and Innovation .................................................................................. 18
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Master Grande École 2014-2015
Module's Title : Microfinance
Subject area / specialisation : Finance
Professor : Arvind Ashta Email :[email protected]
Learning objectives :
To look at Microfinance institutions from different perspectives and understand how they work, why they work, and what is required of them in terms of strategy in the wake of sustainability and development objectives.
Supplementary objectives are developing management skills in group work and team leading as well as ability to appreciate corporate governance and business ethics issues within this field.
To know how to carry out reflection on the governance of a firm and business ethics
Description of Content :
Microfinance is a fast growing sector known for a double bottom line: profitability and providing Financial inclusion.
The course outlines the amazing growth of the microfinance institutions, their diverse business models, the sociological and management issues raised in managing these organizations and their markets, and the role of technology in promoting the growth. It looks at some aspects of risk management in the portfolios of socially responsible investment funds as well as governance issues raised by the involvement of global financial and non-governmental institutions. While the focus is predominantly on microcredit, other forms of microfinance will also be discussed. Finally, new technological developments are ushering in cloud computing, crowdfunding and mobile banking and the course will help students understand the opportunities as well as the risks of using high technology.
You will be required to develop the strategy of a microfinance institution.
Assessment :
Answering a question based on a book to be read before coming to class (20%) Problem Based Learning (50%) Final Quiz (30%)
Teaching Method :
The course is a mixture of classes, including visiting faculty from industry, and problem based Learning.
The course lays equal emphasis on lectures with active discussion, on extensive reading, and on group work to build team skills.
A Book Review is an additional tools used to the the normal ones ticked below. The PBL approach requires highly intensive discussions between group members and a
willingness to provide feedback to each other. It will be based on a case. You will be provided a country to invest in and have to formulate the complete strategy of entering the
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microfinance market in that country. High pressure targets may require working till late at night.
Bibliography :
Books:
Yunus, M. (2003). Banker to the Poor: Micro-Lending and the Battle Against World Poverty, . New
York, Public Affairs.
Armendàriz, B. and J. Morduch (2010). The Economics of Microfinance. Cambridge, MA, MIT Press.
Ashta, A., Ed. (2011). Advanced technologies for microfinance: Solutions and challenges. Hershey,
PA, IGI Global.
Armendariz, B. and M. Labie, Eds. (2011). The Handbook of Microfinance. Singapore, World
Scientific.
Papers:
Ashta, A. (2009). "Microcredit Capital Flows and Interest Rates: An Alternative Explanation."
Journal of Economic Issues (M.E. Sharpe Inc.) 43(3): 661-683.
Ashta, A., K. Dayson, R. Gera, S. Hettihewa, N. V. Krishna and C. Wright (2013). Microcredit as a
Social Innovation. The International Handbook on Social Innovation. F. Moulaert, D. MacCallum, A.
Mehmood and A. Hamdouch. Cheltenham, UK., Edward Elgar: 80-93.Ashta, A. and M. Hudon
(2012). "The Compartamos microfinance IPO: Mission conflicts in hybrid institutions with diverse
shareholding." Strategic Change: Briefings in Entrepreneurial Finance 21(7-8): 331-341.
Attuel-Mendes, L. and A. Ashta (2013). "The Truth, But Not Always The Whole Truth In Lending
Laws." Cost Management 27(2): 6-19.
Constantinou, D. and A. Ashta (2011). "Financial crisis: lessons from microfinance." Strategic
Change: Briefings in Entrepreneurial Finance 20(5/6): 187-203.
Johnson, S., A. Ashta and D. Assadi (2010). "Online or Offline? The Rise of "Peer-to-Peer" Lending
in Microfinance." Journal of Electronic Commerce in Organizations 8(3): 26-37.
Khan, S. and A. Ashta (2012). "Cost control in Microfinance: Lessons from the ASA case." Cost
Management 26(1): 5-22.
Khan, S. and A. Ashta (2013). "Managing Multi-Faceted Risks in Microfinance Operations."
Strategic Change 22(1/2): 1-16.
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Master Grande École 2014-2015
Module's Title : GOVERNANCE ISSUES
Subject area / specialisation : FINANCE
Professor managing the
course:
Isabelle Allemand Email:
Lecturers Emmanuel Zenou, Fabrice
Galia, Guillaume Biot-
Paquerot, researchers ESC
Dijon Bourgogne
Viviane Neiter, practioner,
board member
Honorine Awounou,
researcher ISG Paris
Learning objectives :
Linked to the research activities of the Chair of Governance and the global strategy of the Burgundy
School of Business, the main learning goals of this course are the following:
To understand concepts and associated practices linked to governance To be aware of governance issues and their consequences on firms' performance To study the implications and recommendations for future managers
Description of Content :
Diversity on boards and innovation
Issues addressed by the board of directors
Corporate governance of venture backed companies
Governance of universities.
Assessment :
Group work (report and presentation on research papers) 40
Individual assessment (report) 60
Total 100
Teaching Method :
The course is an experiential learning course designed around fundamental concepts:
Research on specific issues, reading research papers.
Reflection in action (analysis, participation and discussion).
Bibliography :
All readings and materials will be provided by the instructor.
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Master Grande École 2014-2015
Module's Title : Small Business and Entrepreneurship
Subject area / specialisation :
Professor : Dr Maxine Clarke Email : [email protected]
Learning objectives :
To present a range of topical issues affecting small and medium-sized enterprises To assess the economic contribution of the SME sector To discuss growth and growth strategies and identify characteristics of successful firms To evaluate funding options for SMEs and investigate financial management challenges
for SMEs
Description of Content :
The economic contribution of SMEs – innovation, employment and entrepreneurship; Profiles of
SMEs and entrepreneurs; Growth and strategy in SMEs; European Union and government policy
towards SMEs; The principal source of funding for SMEs; Franchising and other forms of SMEs.
Assessment :
One individual report (approx 1500 words) to be submitted two weeks after teaching of module is complete.
Teaching Method :
Interactive sessions using a variety of media, case studies and workshop material. Independent and group preparation of presentation and discussion material for class.
Bibliography :
Indicative reading includes :
Bridge, S, O’Neill, K. Understanding Enterprise (4th Ed) Palgrave 2013
Carter S, Jones-Evans D. Small Business Management and Entrepreneurship 3rd Ed Prentice-Hall
(2012)
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Deakins D, Freel M, Entrepreneurship and Small Firms (6th Ed) McGraw Hill 2012
Stokes D, Wilson N, Small Business Management and Entrepreneurship (6th Ed) South Western
2010
Spinelli S, Adams, R. New Venture Creation (9th Ed) McGraw Hill 2012
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Master Grande École 2014-2015
Module's Title : The Business of Crime; an Analytical Perspective
Subject area / specialisation : Organisational Analysis
Professor : Dr Anthony Gibbs Email :
Learning objectives :
At the end of the module the student should;
Understand the scale and scope of international criminal activity and critically evaluate its
impact on ‘legitimate’ business.
Be able to analyse organised crime from a variety of perspectives, using a range of
business models and techniques.
Challenge the prevailing paradigms that underpin the established approaches to
controlling and combating international criminal activity
Description of Content :
The module will analyse highly topical issues such as; People Trafficking, the Sex Industry,
Piracy, Drug Smuggling, Modern Day Slavery, Money Laundering, etc. from a variety of
business perspectives.
It will examine the way in which the public’s attitudes towards different types of criminal
activity impact on criminality, the factors that drive the globalisation of criminal activity, and,
the business models and theories that can be applied to criminal practices as a means of
better understanding and combatting them.
Ethical issues are examined in conjunction with the notion of the value proposition and
how, to varying degrees, the criminal can portray themselves as popular hero,
entrepreneur, philanthropist and victim and the impact this has on the success of the
criminal activity.
Assessment :
30 minute Group presentation. Maximum 5 students per group.
Teaching Method :
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Lectures, seminars, workshops, case studies and formative presentations
Bibliography :
Bolman, Deal, Lee, Terrence (2003). Reframing Organizations. Jossey-Bass.
Gray, Barbara (October 1985). "Conditions Facilitating Interorganizational Collaboration".
Human Relations 38 (10): 911–936.
Gottschalk P (2009), Entrepreneurship and Organised Crime, Edward Elgar Publishing,
Lea, John. (2001). Crime as Governance: Reorienting Criminology
Leap, Terry L. (2007) Dishonest Dollars: The Dynamics of White-Collar Crime. Ithaca:
Cornell University Press
Roth M (2010), Global Organised Crime, Abc-Clio
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Master Grande École 2014-2015
Module's Title : Marketing for Entrepreneurs
Subject area / specialisation : Marketing
Professor : Francisco Guzmán Email:
Learning objectives :
To understand that marketing as a business philosophy provides the best way to reach company objectives by satisfying consumer needs.
To understand the importance of marketing in order to make business decisions. To learn the basic concepts of marketing within an entrepreneurial setting. To relate theoretical concepts to real-life marketing practices. To define marketing strategies and make decisions.
Description of Content :
Block 1: “The Marketing and Entrepreneurship Orientations”
The importance of having a Marketing Orientation
Basic strategic marketing tools: Reference Market (Lambin, Readings)
The Entrepreneurial Mind: Crafting a Personal Entrepreneurial Strategy (Timmons & Spinelli, Ch. 1)
The Entrepreneurial Process (Timmons & Spinelli, Ch. 3)
Finding and Screening Opportunities (Timmons & Spinelli, Ch. 4)
Block 2: “Knowing the Family Enterprise Consumer: The importance of Buyer Behavior”
The Family as an Enterprise (Timmons & Spinelli, Ch. 17)
Introduction to Buyer Behavior and the Buying Decision Process (Blackwell, et. al., Ch. 1 and 3)
Block 3: “Applying Marketing Strategies to an Entrepreneurial Venture”
Positioning & Branding (Kotler & Keller, Ch. 9, 10)
Assessment :
Final case study* 65
Quiz 10
Participation/Attendance 25
Total 100
Teaching Method :
The course is an experiential learning course designed around three fundamental concepts:
Learning by doing (final case study)
Reflection in action (participation and class discussion)
Coaching
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Bibliography :
All readings and materials will be provided by the instructor.
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Master Grande École 2014-2015
Module's Title : International finance
Subject area / specialisation : Open macroeconomics, international capital flows,
Professor : Mojmir Mrak Email : [email protected]
Learning objectives : The main objective of the module is to give participants a focused
overview of international finance issues at the global level. The course is designed to combine
both a practical and theoretical approaches to global finance. Students will be put into
positions of a various players in international finance (foreign direct and / or portfolio
investor, creditor, government of the recipient country, multilateral financial institution, etc.).
Mathematical context of the course will be kept to a minimum, with the main focus being on
institutional aspects as well as on practical application.
After the module, participants are expected to understand main international finance
concepts, their relationship to other macroeconomic aggregates as well as institutional
aspects of international finance and capital flows at the global level. More specifically,
participants will be able:
to understand key concepts in international finance,
to demonstrate ability to analyse international finance problems and to write issue
papers on this subject, and
to present ideas on international financial issues in a clear, concise and professional
manner
Description of Content : The module consists of three main parts.
It will start with the examination of the two main concepts in international finance,
namely (i) balance of payments, and (ii) exchange rates. This introduction is needed
for an analysis of the concept and evolution of the international monetary system and
of the international financial governance problems.
The second part of the module is aimed at two specific risks international finance,
namely (i) foreign exchange risk and (ii) country risk.
Within the third part of the module, selected number of specific international finance
issues will be analysed some depth. This will include (i) financial crises – the current
one and its comparisons with the crises in the 1990s, and (ii) international capital
flows to emerging economies through official flows (multilateral financial
institutions) and private flows (selected financial instruments, such as syndicated
loans and bonds).
Assessment : The final grade will be composed on the following three components:
Class participation 10 per cent
Daily home assignments 30 per cent
Final Exam 60 per cent
Students will be assessed
on their knowledge on the content domain of international finance,
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their ability to understand and analyze the issues presented in their home assignments,
and
the quality of presentations in class discussions, the written reports and the
examination questions; by quality in this context we mean the clarity and
persuasiveness of each bit of work.
Teaching Method : The module will be carried out as a combination of lectures, exercises and
home assignments to be done by the participants. Each day, participants will be asked to do
home assignments while written exam will be done on Friday afternoon.
Reading assignments will be assigned to the participants for each of the lectures. Participants
are expected to stay current in their reading assignment preparation before class, to regularly
attend class and to participate actively in the class discussions.
Bibliography :
Eiteman, David and Stonehill, Arthur and Moffett, Michael. Multinational Business
Finance. Pearson Education, selected chapters.
Calvo, Guilermo and Mishkin, Frederic. The Mirage of Exchange Rate Regimes for
Emerging Markets. NBER Working Paper No. 9808.
Mrak Mrak, Mojmir. Global Imbalances and Global Governance. European
Parliament.
Junge, Georg. Country Risk Assessment. SBC.
Mrak. Mojmir. Eurozone crisis and necessary reform of its governance structure.
Bancni Vestnik.
Allard, Celine and others. Towards a fiscal union of the Euro area. IMF staff
discussion note.
Clark, Ephraim and Levasseur, Michel and Rousseau, Patrick. International Finance.
Chapman Hill, selected chapters
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Master Grande École 2014-2015
Module's Title : Product & Service Innovation
Subject area / specialisation : Marketing
Professor : James Sallis Email : [email protected]
Learning objectives :
The broad goal of the course is to develop the student’s understanding for the important aspects
of product and service innovation. This includes developing analytical skills with respect to
developing products and services for specific markets. This is accomplished through lectures and
discussions based on several cases, articles, and practical assignments.
After the course the student will be able to:
Understand basic ethical issues surrounding innovation. Evaluate and contrast perspectives on innovation. Explain alternative ways to uncover explicit and latent customer needs. Conduct a feasibility analysis of potential innovations for market entry.
Description of Content :
Recent years have seen the development of Service Dominant Logic where value is understood as
being co-created in the customer-supplier relationship. This logic can be applied to innovation as
well. In this course we explore product and service innovation through being customer oriented.
We learn who to listen to, how to listen, when not to listen, and how to test our ideas. Listening to
customer’s expressed needs usually impacts short-term innovation, whereas discovering their
latent needs impacts more radical long-term innovation. We consider this in product and service
settings.
Assessment :
I will supply a case to be solved individually on Friday afternoon. You may solve the case
anywhere, but you are NOT PERMITTED TO WORK TOGETHER! You must e-mail your solution to
me by 17:00 Friday afternoon. All parts are obligatory:
10% Active participation in discussions (individual)
10% Group innovation assignment (group)
40% Case/article presentation and analysis (group)
40% Individual hand-in case assignment (individual)
100% TOTAL
Teaching Method :
The Plan: On the first morning I will divide the class into groups of 3-4 students. All group work will
be done within the same group. The course is a combination of lectures, case discussions, and
article presentations/discussions. The schedule is somewhat flexible depending on the pace of
covering the material. Active engagement in reading, solving, and discussing is the absolute best
way to get the most out of the course. I have taught managers and students in many countries,
and I am a Canadian who completed his Masters and PhD in Norwegian – I understand cultural and
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linguistic challenges. I’m far more interested in your ideas than your grammar, so let’s get together
and have a good course!
Cases: Most cases are 1-3 pages long and will be read and solved in class in your group. Every
group hands in or e-mails me a solution, which is followed by a discussion. The discussion will be
run by one of the groups. I will supply hard copies of the cases in class.
Articles: Each article will be assigned to a group for presentation in class. The group will also hand
in or e-mail me a copy of the presentation materials. It is highly recommended that all students
browse the articles they will not be presenting. I will supply links to pdfs of the articles.
Bibliography :
ARTICLES (There will be minor changes prior to class start)
Berthon, Pierre, James M. Hulbert, and Leyland F. Pitt (2004), "Innovation or Customer
Orientation? An Empirical Investigation," European Journal of Marketing, 38 (9/10), 1065-
90.
Bettencourt, Lance A., Stephen W. Brown, and Nancy J. Sirianni (2013), "The Secret to True
Service Innovation," Business Horizons, 56 (1), 13-22.
Bettencourt & Brown (2013) “From Goods To Great: Service Innovation In A Product-Dominant
Firm,” Business Horizons, 56 (3), 277-283.
Bitner M. J. and S. W. Brown (2008) “The Service Imperative,” Business Horizons, 51 (1), 39-46.
Bogers, Marcel, Allan Afuah, and Bettina Bastian (2010), "Users as Innovators: A Review, Critique,
and Future Research Directions," Journal of Management, 36 (4), 857-75.
de Brentani, Ulrike and Susan E. Reid (2012), "The Fuzzy Front-End of Discontinuous Innovation:
Insights for Research and Management," Journal of Product Innovation Management, 29
(1), 70-87.
Hurley, Robert F. and G. Tomas M. Hult (1998), "Innovation, Market Orientation, and
Organizational Learning: An Integration and Empirical Examination," Journal of Marketing,
62 (3), 42-54.
Jeppesen, Lars Bo (2005), "User Toolkits for Innovation: Consumers Support Each Other," Journal
of Product Innovation Management, 22 (4), 347-62.
Leonard, Dorothy and Jeffrey F. Rayport (1997), "Spark Innovation Through Empathic Design,"
Harvard Business Review, 75 (6), 102-13.
Olsen, Nina Veflen and James E. Sallis (2006), "Market Scanning for New Service Development,"
European Journal of Marketing, 40 (5/6), 466-84.
Olsen, Nina Veflen and James E. Sallis (2010), "Processes and Outcomes of Distributor Brand New
Product Development," International Journal of Retail & Distribution Management, 38 (5),
379-95.
Selnes, Fred and James Sallis (2003), "Promoting Relationship Learning," Journal of Marketing, 67
(3), 80-95.
Thomke, Stefan and Eric von Hippel (2002), "Customers as Innovators: A New Way to Create
Value," Harvard Business Review, 80 (4), 74-81.
CASES
Dacia Logan
Empathic Design
Dolce Gusto
Dyson Bagless Vacuum Cleaner
Services (case not yet decided)
Market Opportunity for Premium Coffee
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Master Grande École 2014-2015
Module's Title : Management of Technology and Innovation
Subject area / specialisation : MIS(management of Information Systems)/MOT(Management
of Technology)
Professor : Gyeung-min KIM Email : [email protected]
Learning objectives :
The success of technology does not just depend on the technical features. Innovative
companies, more than 50% whose sales revenue comes from technologies developed
within the last five years, must pay enough attention to the multiple dimensions of
technology value and various strategies leading to its success.
This course is designed to help students gain knowledge of the fundamental principles and
theories of strategic management of innovative technologies resulted from R&D activity.
This couse consists of three parts: characteristics of innovation, strategies of technology
innovation, and management of technology innovation.
This class covers both theoretical and case studies. While theory is important,
management of technology innovation is an applied discipline that students need to be
able to use. Throughout the course, Students will learn numerous successful cases such as
Samsung Electronics, Google and GlaxoSmithKline. Students will be required to analyze
and present those successful cases from the perspectives that they learned in class. The
specific learning objectives include :
Understand strategic options that an organization can take in the development of technology innovation.
Develop the knowledge and skills to have a complete understanding of the innovation procedures in companies, in terms of planning, implementation, and evaluation and control.
Understand the importance of the building organizational capabilities necessary for the management of technology innovation success; introducing innovation in business processes; and developing an entrepreneurial approach in companies.
Description of Content :
Types and patterns of innovation Standards battles and design dominance Timing of entry Defining the organization’s strategic direction Choosing innovation projects Collaboration strategies Protecting and Organizing for innovation Managing the new product development process Managing new product development teams Crafting a deployment strategy
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Assessment :
Case Analyses & Team presentation: 40% Examination (1): 40% Participation and attendance: 20%
Teaching Method :
Lecture Case Discussion
Bibliography:
Text : Schilling, M.A. 2013. Strategic Management of Technological Innovation (4th edition). McGrawHill
Harvard Business School Cases - Smasung Electronics - Google - GlaxoSmithKline : Reorganizing Drug Discovery - Alibaba.com
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WEEK 2 – February 2 to 6
Principles of Real Estate ................................................................................................................... 21
Wine & food tourism marketing ...................................................................................................... 23
Brand Management .......................................................................................................................... 24
Video Game Markets and Marketing ............................................................................................... 26
Change Management ....................................................................................................................... 28
Applied Business Forecasting ........................................................................................................... 30
Strategies of value creation on the Internet .................................................................................... 31
CROSS-CULTURAL COMMUNICATIONS COMPETENCES IN MARKETING AND SALES ..................... 32
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Master Grande École 2014-2015
Module's Title : Principles of Real Estate Subject area / specialisation :
Professor : Andreja Cirman, PhD Email :
Learning objectives :
Principles of Real Estate is a basic course in real estate economics emphasizing fundamental
principles, concepts of real property and business practices on real estate markets.
The course is designed to acquaint the student with the language and principles that govern the
business of real estate. The student will be able to explain factors and trends that influence real
estate markets, to understand what drives the value of real estate and the principles of real estate
investments. The student will be able to identify various asset classes within the real estate
industry and study the broad market cycles which lead to investment opportunities.
Students will gain practical decision-making experience by working through case studies of real
world investment situations and by analyzing a selected property market.
Description of Content :
I. Understanding real estate markets
Review of economic concepts: Why is real estate market different from the other markets?
Introduction to real estate valuation
II. Operation of property markets
Micro- and macroeconomic approach
III. Real estate market analysis
Basic approach to real estate market analysis
Project work: Analysis of a selected local housing market
IV. Real estate finance and investment principles
Real estate finance: background & logic behind real estate financing decisions
Investing in real estate
Case study
IV. Real estate cycles and capital markets
Real estate booms and banking busts
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Assessment :
Case study preparation (10%) Case study discussion (10%) Class Participation (10%) Group project (30%) Final exam (40%)
Teaching Method :
Lectures Discussions based on business practice Discussions based on a case study (students will have to prepare for the case study that will
be discussed in the class) Group project work (students will be assigned to groups of 4 people and will do an analysis
of a specific housing market
Bibliography :
Lecture notes Chancellor, E.: Between Errors of Optimism and Pessimism – Observations on Real Estate
Cycle in the United States and China. http://spectruminvestors.files.wordpress.com/2011/09/gmo-between-errors-of-optimism-and-pessimism-real-estate.pdf
Pagourtzi, E. et al.: Real estate appraisal: a review of valuation methods. Journal of Property Investment & Finance, 21(4), 2003. http://www.emeraldinsight.com/doi/pdfplus/10.1108/14635780310483656
Herring, R.J., and Wachter, S.: Real Estate Booms and Banking Busts: An International Perspective", Wharton School, University of Pennsylvania, Working Paper Series, July 1999. http://d1c25a6gwz7q5e.cloudfront.net/papers/510.pdf
Andrews, D., Caldera Sánchez, A., Johansson, A: Housing Markets and Structural Policies in OECD Countries. OECD Economics Department Working Papers, No. 836, OECD Publishing. http://dx.doi.org/10.1787/5kgk8t2k9vf3-en
Case Study (will be specified later)
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Master Grande École 2014-2015
Semestre d'excellence
Module's Title : Wine & food tourism marketing
Subject area / specialisation : Marketing
Professor : Laurence COGAN Email:Laurence.cogan-
Learning objectives :
To learn the specificities of the food & wine industry; To identify the segmented market food & wine tourism is targeted at; To identify the profile of a oeno-gastro tourist; To understand the importance of marketing food & wine; To be able to clearly market a food site or a winery on a national or an international level; To be able to identify business opportunities in this industry.
Description of Content :
Introduction to the food/wine tourism concept
Profile of the oeno-gastro tourist
Creating and managing a food & or wine tourism festival/event
Role of the winery or the food production site in wine/food marketing and distribution
Function of wine/food routes and trails
Wine region brand building
New trends in food & wine tourism
Final project: designing an innovative food & or wine tourism concept
Assessment :
Final project presentation (Group) 60
Profile of wine tourists (Individual) 20
Participation/Attendance (Individual) 20
Total 100
Teaching Method :
The course is an experiential learning course designed around three fundamental concepts:
Learning by doing (designing an innovative & realistic wine/food tourism project)
Reflection in action (participation and class discussion)
Coaching
Bibliography :
All readings and materials will be provided by the instructor.
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Master Grande École 2014-2015
Module's Title : Brand Management
Subject area / specialisation :
Professor : Joana César Machado Email :[email protected]
Learning objectives :
The management of intangible assets is one of the main sources of differentiation against
competition. Among all intangible assets, the brand is considered to be one of the most important
assets. Thus, this course aims to provide essential theoretical and empirical knowledge about
brand management activities. Students should be able to understand the strategic importance of
branding as a critical tool that should be used to build sustained differentiation.
By the end of the course, students will:
Have a broad perspective about the latest concepts and theories related to brand management
Be able to analyze and solve issues related to brand management in different markets
Be able to develop successful brand strategies to manage brands in different business situations.
Description of Content :
1. The brand concept
2. Brand object
2.1 Brand vision and purpose
2.2 Brand extensions
2.3 Brand marketing activities
2.4 Corporate identity structure
3. Brand identity signs
3.2 Brand name
3.3 Brand logo
3.4 Brand slogan and other identity signs
4. Brand response
4.1. Brand awareness
4.2. Brand affect
4.3 Brand associations
5. Customer-based brand equity
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Assessment :
Assessment will include a group assignment - a case study developped and presented in classes
(60%) and an individual assignment – a short paper (40%).
Teaching Method :
The methodology of the course focuses on the presentation of brand case studies, chosen and
developed by the students, throughout the course. The idea is to give students the opportunity to
reflect and discuss real business situations, that will allow them to demonstrate the practical
importance of the research and the theoretical concepts transmitted during classes.
Bibliography :
- Kapferer, J.-N. 2008. The New Strategic Brand Management. London: Kogan Page. - Aaker, D.A. and Joachimsthaler, E. 2000. The brand relationship spectrum: the key to the
brand architecture challenge. California Management Review, 42(4): 8-23. - de Chernatony, L. 2001. A model for strategically building brands. Journal of Brand
Management, 9(1): 32-44. - Henderson, P. W. and Cote, J.A. 1998. Guidelines for selecting and modifying logos. Journal
of Marketing, 62(April): 14-30. - Kay, M-J. 2006. Strong brands are corporate brands. European Journal of Marketing,
40(7/8): 742-760. - Keller, K.-L. 1993. Conceptualizing, measuring and managing customer-based brand equity.
Journal of Marketing, 57: 1-22. - Keller, K-L, Stenthal, B. and Tybout, A. 2002. Three things you need to know about your
brand. Harvard Business Review, September: 80-87. - Lencastre, P. and Côrte-Real, A. 2010. One, two, three: a practical brand anatomy. Journal
of Brand Management, February: 1-14. - Olins, W. 1990. Corporate Identity, Making Business Strategy Visible Through Design.
Boston: Harvard Business Press.
- Salinas, G. and Ambler, T. 2009. A taxonomy of brand valuation practice: methodologies and purposes. Journal of Brand Management, 17(1): 39–61.
- Other papers distributed before the course begins
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Master Grande École 2014-2015
Module's Title : Video Game Markets and Marketing Subject area / specialisation : Marketing
Professor : Mathieu-Claude Chaboud Email: Mathieu-
Learning objectives :
This course is dedicated to the exploration of all sides of the video game industry markets. To gain market specific knowledge about the industry and its components. To learn about game product development and funding related to markets and distribution. To understand its specific consumers segments and the typologies of other stakeholders.
Description of Content :
Block 1: Introduction to video game markets
The video game industry structure
Publishers
Studios
Independents
Block 2: Video game consumers
From hardcore to casual gamers and everything in between
Archetypal genres and the question of gameplay
Franchises, AAA and indy successes
Block 3: Market structures in the video game industry
Distribution
Brick & mortar and dematerialized platforms
PC, console and mobile markets
Block 4: Customer relationships and long term success
Funding projects
Legitimacy and consumer adoption
Social media and web 2.0 effects
The free-to-play revolution
Block 5: Piracy and anti-piracy in the video game industry
Intellectual property protection
Grey markets and piracy channels
Network externalities and the impact of piracy
Legacy video gaming: exploitation, use and abuse
Assessment :
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Final case study 75
Participation/Attendance 25
Total 100
Teaching Method :
In addition to lectures, the course is an experiential learning course designed around three
fundamental concepts:
Learning by doing (final case study)
Reflection in action (participation and class discussion)
Coaching
Bibliography :
All readings and materials will be provided by the instructor.
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Master Grande École 2014-2015
Module's Title : Change Management
Subject area / specialisation : Change Management, Innovation and Governance
Professor : John W. Munro Email : [email protected]
Learning objectives :
1: Appreciate the relationship between change interventions and ethical practice.
2: Demonstrate competencies in organizational analysis and diagnosis.
3: Examine relevant theories related to managing change and business innovation.
4: Identify barriers to creativity and innovation.
5: Practice creative thinking as individuals and teams.
6: Explore entrepreneurial approaches to innovation taken by contemporary business leaders.
7: Understand the concept of corporate governance by examining strategic leadership and
stakeholder concerns.
8: Undertake a problem focused approach to organizational change, business innovation and
creativity.
9: Develop individual strategies for leading change in the organization.
Description of Content :
The module focuses on the relationship between organizational change and business innovation. However, this is contextualized by encouraging an understanding of ethical practice and corporate governance. The focus on organizational change indicates a growing concern about the best way to encourage effective organizational interventions. There are two central arguments here. The first is that all change initiatives require analytical awareness and diagnostic skills. To this end, the first part of the module encourages students to develop or enhance their analytical and diagnostic competencies. The second part of the module focuses on two central themes related to business innovation and creativity. These are firstly, the nature of creativity in organizational settings and secondly an appreciation of entrepreneurial and intrapreneurial practices. The final part of the module deals with corporate governance. This requires awareness of effective leadership at strategic and operational levels. But it also engages with the previous themes by asking participants to consider how organizational interventions contain ethical implications.
Assessment :
One two-hour closed book examination (60%) One 15 minute group presentation (40%)
Teaching Method :
The following learning and teaching strategies are used within this module:
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Students will develop their knowledge and understanding of change management and leadership, creativity and entrepreneurship through lecture inputs, case studies, video analysis, open discussion and related in-class exercises.
Bibliography :
Grieves, J. (2010), Organizational Change: themes and issues, Oxford: Oxford University Press.
Other texts :
Ahmed P & Shepherd, C. (2010), Innovation Management: context, strategies, systems and
processes, Ft Prentice Hall.
Conway, S. & Steward, F. (2009) Managing and shaping innovation. Oxford: Oxford University
Press.
Dawson P & Andriopoulos C (2008), Managing change, creativity and innovation, Sage.
Fiet J.O. and Patel P.C.,(2008), Prescriptive Entrepreneurship, Edward Elgar
Kuratko DF, & Hodgetts R M (2007), Entrepreneurship: Theory, Process & Practice, 7th edition
Rae D.,(2007), Entrepreneurship: From Opportunity to Action, Palgrave MacMillan
Townley B & Beech N (2010), Managing creativity: exploring the paradox, Cambridge
University Press
Trott P (2008), Innovation management and new product development, FT Prentice Hall.
Tricker, B. (2009) Corporate governance: Principles, Policies and Practices. Oxford: Oxford
University Press.
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Master Grande École 2014-2015
Module's Title : Applied Business Forecasting
Subject area / specialisation : Economics/Finance
Professor : Eon Smit Email : [email protected]
Learning Objectives :
To form an understanding of the forecasting problem and to understand the main approaches towards forecasting. At the conclusion of the course the student will be able to identify a forecasting problem, collect the data, choose the best forecasting method, apply the selected method using the appropriate statistical software and interpret the results of the forecasting exercise. The managerial dimension of the technical forecasting problem is extensively addressed.
Description of Content :
Monday 9:00-12:00 The forecasting problem, forecasting accuracy, data, the goals of
forecasting, typology of forecasts, qualitative features of time series
Monday 13:00-15:00 Case Study I
Tuesday 9:00-12:00 Naïve models and exponential smoothing
Tuesday 13:00-15:00 Case Study II
Wednesday 9:00-12:00 Regression Analysis in Time Series context
Wednesday 13:00-15:00 Case Study III
Thursday 9:00-12:00 Time series decomposition
Case Study IV
Friday 9:00-12:00 Box Jenkins method
Friday 13:00-16:00 Class evaluation – Open book case study using forecasting software
Assessment :
Class work and class presentations in groups – 50% Final open book case study individually – 50%
Teaching Method :
Lectures, case studies, class discussion and computer modelling PowerPoint slides, data and Statistica software will be provided
Bibliography :
PowerPoint slides, data series and statistical software will be supplied before the lectures begin. Students should have the ability (hardware) to run programmes in a Windows environment. An appropriate textbook is Hanke, JE and Wichern, DW. Business Forecasting, Prentice Hall.
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Master Grande École 2014-2015
Module's Title : Strategies of value creation on the Internet Subject area / specialisation : Marketing
Professor : Djamchid ASSADI Email: [email protected]
Learning objectives :
Explain the founding concept of value in economic and business strategic actions Discern the strategic business models of value creation on the Internet Understand the potentials of the Internet for marketing strategies Understand what Web 2.0 is all about and the P2P revolution Work in teams and communicate in public.
Description of Content :
Course Presentation Concept of value and value creation strategies Business models of selling Cyberspace and infomediation Exchange facilitation Back office and cost reduction Customer value generating marketing Product online and enriched product policies Net Pricing and transaction costs Disintermediation and reintermediation on the Internet Cyber integrated communication mix The Web 2.0 technology and the revolution of social media Theories of Hit Rate and Long Tail
Assessment :
The final grade will be based on:
Course Work - Workshop preparation and presentation (50%)
Final Exam - Multiple-choice questions (50%)
Teaching Method: This course aims to provide with insights and frameworks to understand the
dynamism of the cyberspace for business and commerce. The teaching approach gives a balanced
approach of theoretical enlightenment and practical enrichment; and accordingly mixes:
Lectures. Each session is opened by the professor’ lecture.
Discussion. The professor will discuss the concepts and encourage questions and critical thinking.
Workshops. Student teams will apply theories and concepts to practical cases.
Bibliography :
Anderson Chris, “The Long Tail: Forget squeezing millions from a few megahits at the top of the charts. The future of entertainment is in the millions of niche markets at the shallow end of the bit stream", Wired, and October 2004.
O’Reilly Tim, “What is Web 2.0. Design Patterns and Business Models for the Next Generation of Software”
Porter M. E. (2001), Strategy and the Internet, Harvard Business Review, March Money from Friends: Finding the Right Revenue Model for Social Media, Knowledge@Wharton,
August 29, 2012. Four ways to get more value from digital marketing, Published : March 2010, in McKinsey
Quarterly Online The professor will distribute supplemental readings in class.
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Master Grande École 2014-2015 Groupe ESC Dijon Bourgogne
Module's Title : CROSS-CULTURAL COMMUNICATIONS COMPETENCES IN
MARKETING AND SALES Subject area /
specialisation : Marketing and Management
Professor : Irena Vida, University of
Ljubljana, Faculty of Economics,
Slovenia
Email : [email protected]
Learning objectives : The aim of the course is to enhance participants’ cross-cultural competences
to efficiently interact with the multiplicity of cultures as they relate to management, marketing
and sales communications.
Key learning outcomes: After the core-module students should be able to
demonstrate awareness of cross-cultural frameworks as they apply to the activities in marketing
and sales, a knowledge of why they can be useful, and some practice responding to them in ways
that can lead to efficacious communications outcomes.
Description of Content : Globalization, strategic approaches and the role of communication Conceptual Framework for the course: The three levels of cross-cultural business communication Low vs. High-context culture discussion. Verbal vs. Nonverbal Communications. Understanding culture and its implications for marketing and sales management. Understanding differences/similarities via Cultural dimensions models. The work of Hofstede,
Trompenaars, GLOBE project, Walker et al’s model. Desired cross-cultural communication outcomes and how to achieve them. The role of cultural
intelligence.
Assessment :
Pre-class assignments..…………………………………….… 20% Class participation …………………………..………………… 20% Team project (paper & presentation)…………………... 30% Final Class Review –closed book exam…………………. 30%
Teaching Method :
Through interactive class discussions, pre-class assignments as well as group and individual exercises designed to test knowledge and practice behaviors, participants will expand their knowledge and build cultural sensitivity. Video material, role playing.
Bibliography :
Ghemawat, P. & Reiche, S. (2011). National culture differences and multinational business. Globalization Note Series. William Davidson Institute at the University of Michigan. pre-class assignment A
CASE STUDY Adapted from: Amine, L.S. (2011). The Not-So-Wonderful World of
EuroDisney. In Cateora, P. R., Gilly, M.C. & Graham, J.L. International Marketing, 15th ed. McGraw-Hill Irwin. pre-class assignment B
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Walker, D., Walker T. & Schmitz J. (2003). Cultural Orientations Model (CH3). In Doing
Business Internationally: The Guide to Cross-Cultural Success.(3rd Ed.) Chicago, IL: McGraw- Hill Publishers.
Recommended Readings
Deresky, Helen (2014 or 2011). International Management: Managing Across Borders and Cultures (8th or 7th ed.- International Edition). Upper Saddle River, NJ, USA, Chapter 3-4.
Earley, C.P. & Mosakowsky, E. (2004). Cultural intelligence, Harvard Business Review, October, 139-146.
Crowne, K. . (2008).What leads to cultural intelligence? Business Horizons, 51, 391-399.
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WEEK 3 – February 9 to 14
Economics and Management of Cultural Organizations ................................................................. 35
Relationships with Direct and Digital Marketing............................................................................. 37
MANAGEMENT OF RESPONSIBLE ORGANIZATIONS "MORO" ........................................................ 40
Selected skills areas in personal selling ........................................................................................... 43
Strategic Management and Business Model Innovation ................................................................ 44
Cross-Cultural Management ............................................................................................................. 46
SMOFI 2015 ....................................................................................................................................... 48
NEW PRODUCT DEVELOPMENT ....................................................................................................... 51
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Master Grande École 2014-2015
Module's Title : Economics and Management of Cultural Organizations Subject area / specialisation :
Professor : Fabio Donato Email : [email protected]
Learning objectives :
By the end of this course, students will have developed an understanding of the critical areas
which cultural organizations managers must deal with, including Strategy, Budgeting,
Development, Stakeholder Engagement, Audience Development.
Additionally, students will have debated international case-studies in the field of cultural
management, and discovered advanced concepts applied by cultural managers
Description of Content :
Day 1: Introduction to Economics and Management of Cultural Organizations Day 2: Analysis of the effects of the current financial crisis: towards innovative governance
and management models Day 3: The management of cultural organizations at a micro and at a meso organizational
level Day 4: Performance management, with a special focus on the role of the intellectual
capital Day 5: Conclusions and individual assessment
Assessment :
Exam will consist of one-two questions related to the issues debated during the days 1-4. The exam will take place on the day 5. The questions will NOT be announced in advance. Students may use the bibliography of the course during the exam and may bring notes with them from which to write their answers
Teaching Method :
Lecturing and explaining Debate of articles and book chapters (the teaching materials will be provided in advance) Selected study-cases to be discussed through study groups (the cases will be analysed
through cultural organizations websites)
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Bibliography (the references will be provided in advance by the lecturer)
Day 1 and Day 2
- F. Donato, L. Bonet, The financial crisis and its impact on the current models of governance and
management of the cultural sector in Europe, "Journal of Cultural Management and Policy", vol.
1, n. 1, 2011.
Day 3
- F. Donato, F. Badia, Performance Measurement in World Heritage Sites: per Aspera ad Astra,
"International Journal of Arts Management", Vol.16 n.1, 2013
- F. Donato, A. Lohrasbi, Cultural Heritage Management for Sustainable Development in Rural
Cultural Landscapes: The Case of Throne of Solomon in Iran, DEM Working papers, University of
Ferrara, vol. 3, n. 7, 2014.
Day 4
F. Donato, Managing IC by antennae: evidences from cultural organizations, in “Journal of
Intellectual Capital” vol. 9, n. 2, 2008
F. Donato, Intangibles and performance measurement systems in Opera Houses, in S.Zambon, G.
Marzo (eds) “Visualising intangibles: measuring and reporting in the knowledge economy”,
Ashgate, 2007
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ESC Dijon
Spring 2015
Master in Management Year 1
Relationships with Direct and Digital Marketing Tutor: Richard Gay
Module Overview
Direct and Interactive Marketing is an evolving set of activities of fundamental importance to
marketers in the new digital age. Many ‘direct’ techniques are now being adopted by all types of
organisations, be it large or small, profit or non-profit, as a cost effective method of communication
with a defined target market(s) in mind. The module will consider a wide range of ‘direct’ media such
as direct mail, all aspects of evolving digital marketing and mobile marketing. In addition, the module
will also consider the growing use Social Media and Multichannel Marketing and that have
transformed marketing strategies and tactics.
Students will also study the developing web-related and mobile technologies that have been adopted
and refined in recent years. An important element and function for all ‘DM’ activities is the database
and its usage, together with the role of ‘relationship marketing’ and how direct marketing can assist
in the development of longer-term relationships rather than purely transactional marketing.
Students will consider the process of target marketing and strategies including customer insights for
acquiring and retaining customers through strategic and creative campaigns, together with
budgeting, measurement and evaluation techniques.
The module will combine interactive lectures, seminars and presentations with exemplars of best
international practice
Session Lecture Seminar/Workshop
1 Lecture 1 Direct and Digital Marketing – Philosophy and Function Objectives To introduce the development of direct and digitsl marketing in a historical context To understand direct and digital marketing as essential elements in integrated marketing strategy and practice
Seminar one: First Direct Case
2 Acquisition, Retention, and Customer Loyalty Objectives: To understand the fundamental differences and applications of acquisition and retention strategies To appreciate the relationship between concepts such as satisfaction, repeat purchase and loyalty To consider how interactive communications can be used to develop customer loyalty
Seminar 2 Gatorade Reply Case
3 Customer Centric Database Marketing/CRM To understand the importance of data for marketing purposes.
Seminar Three BMW database activity
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To appreciate the critical role of the database for effective customer relationship management (including an intro to data mining techniques). To appreciate the importance of the database as a key strategic resource
4 Direct & Digital Customer Profiling Techniques To illustrate the fundamental importance of target marketing. To introduce some of the main profiling techniques applied in mainstream direct marketing including an intro to CHAID Analysis To consider the importance of behavioural / lifestyle segmentation criteria To explore how organisations identify the most attractive market segments to target
Seminar 4 FT.com profiling case study
5 Multi-Channel Marketing To consider the reasons behind the growth in multi-channel marketing To consider how to plan and implement integrated campaigns To evaluate methods of evaluation for integrated campaigns
Seminar 5 - Review of academic articles on multichannel marketing
6 Testing, Evaluation and Measurement To demonstrate the importance of testing in direct marketing campaigns To appreciate the importance of testing and measurement for budgetary control. To appreciate the role of measurement and evaluation in direct campaigns for future planning.
Seminar 6 – exercise in budgeting and measurement
7 Creativity in Direct Marketing To introduce students to exemplars in direct and digital creative work To illustrate key components in the development of an ‘offer’ to a chosen target market. To introduce the use of persuasive writing.
Seminar 7 - creative writing workshop
8 Web Design and Usability : To understand how a web site is developed To evaluate best practice in web site design. To critically evaluate good practice in web copy and content To understand the concept of usability
Seminar 8 Nielsen Usability case study
9 Direct and Online Marketing Legislation To introduce students to the most relevant legislation impacting upon direct and digital marketers To consider regulatory bodies that monitor company marketing activity To consider the implications of developing marketing communications that do not comply with legislation.
Seminar 9 Cases in EU legislation and marketing impacts
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10 Search Engine Optimisation and Pay per click advertising To appreciate the importance of search engine marketing (SEM) and optimisation (SEO) for online success. To understand SEM and SEO techniques To consider paid for means of generating web traffic
Seminar 10 – Growing Organic Traffic A Case of NIke
11 Mobile Marketing To address the principles of m-marketing To consider its application as an integrated and interactive marketing tool To consider the impact of changing patterns of IT ownership and usage on digital marketers To examine the use of techniques such as QR codes, location marketing etc.
Module Review
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Master Grande École 2014-2015
Module's Title : MANAGEMENT OF RESPONSIBLE ORGANIZATIONS
"MORO"
Subject area / specialisation : Management of organizations
Professor : GALIA Fabrice HAVARD Christelle INGHAM Marc Members of the Chair of Management and Responsible Innovations - MIR
Email :
Objectives of the course:
Linked to the research activities of the Chair of Management and Responsible Innovations -
MIR and the global strategy of the Burgundy School of Business, the main learning goals of
this course are the following:
- Understand concepts and associated practices linked to responsible management
and innovations
- Analyze the responsibility of organizations at the levels of strategy, environment,
innovations and management
- Study the implications and recommendations for future managers
Main targeted competencies and skills developed – BSB® Portfolio:
MGE GK4.1 - To be acquainted with, to understand and to be capable of explaining the behavior of individuals and groups within organizations
MGE GK4.2 - To be acquainted with and to understand the principal dimensions of the analysis of organizations
MGE GS1 - To know how to analyze and solve a problem and to know how to structure one’s thinking
MGE GS3 - To show open-mindedness and integrity MGE GS3.5 To be sensitive to corporate social responsibility and to behave in a
responsible manner
Description of Content :
Contents: (18h = 4 sessions of 4 hours and 1 session of 2 hours)
Session 1 (4h): Introduction on Corporate Social Responsibility of Organizations by Marc Ingham
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Session 2 (4h): Responsible Innovations in Organizations by Fabrice Galia
Session 3 (4h): Social Responsibility of Organisations and responsible Managers by Christelle Havard
Session 4 (4h): Strategic Integration of Responsible Management and Innovations by Marc Ingham Supported by Fabrice Galia and Christelle Havard to help student to prepare their case study)
Session 5 (2h): Mini Cases Presentations and Conclusions by Fabrice Galia, Christelle Havard and Marc Ingham,
Assessment methods - Exam modalities:
1- Individual final exercise: Each student will present a personal reflection on the experience lived during the course (30%)
Main ideas drawn from the texts to be read, complementarity between texts and contents of the course, the complementarity between the knowledge stemming from texts and from the class on one hand and construction of a mini-case on the other hand, what the course allowed to bring to the knowledge of the responsible organizations and to the critical glance which we can concern the Corporate Social Responsibility
2- Collective Group work a. Dossier: building a mini-case of an responsible organization (40%) b. Presention of this mini-case during the last session (30%)
Teaching Method :
Pedagogical methods:
This course is based on advanced pedagogical methods based the combination and
integration of various resources to sustain and strengthen the learning process and
outcomes: - Mandatory readings, - Cases and illustrations (ex: La poste, SEB, Triodos,
Jegay Lagoute, Salomon, Patagonia,…) - Videos, - E-learning, - Links to web sites (Harvard,
Insead, Stanford, MIT,…), Individual readings, -Group presentations on mini-case projects,
Group report and active interactions during the sessions.
Participants will work in group on a mini-case project that will be presented and discussed
during the last session. This project will be presented at the end of the week, during the 6th
session.
Bibliography :
Mandatory readings : Maon, F., Lindgreen, A., Swaen, V., (2008). Designing and Implementing Corporate Social
Responsibility: An Integrative Framework Grounded in Theory and Practice, Journal of Business Ethics, Vol. 87, pp. 71-89.
Del Rio-Gonzales, P., (2009). The Empirical Analysis of the Determinants for Environmental Technological Change: A Research Agenda, Ecological Economics, Vol. 68, pp. 861-878.
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Baumann-Pauly, D., Wickert , C., Spence, L., Scherer, A. G., (2013). Organizing Corporate
Social Responsibility in Small and Large Firms: Size Matters, Journal of Business
Ethics, Vol. 115, pp. 693-705.
Gond, J.-P., Igalens, J., Swaen V., El Akremi, A., (2011). The Human Resources
Contribution to Responsible Leadership: an Exploration of the CSR-HR Interface,
Journal of Business Ethics, Vol. 98, pp.115-132.
Complementary readings available on Elearning:
Garriga, E., Melé, D., (2004). Corporate Social Responsibility Theories: Mapping the
Territory, Journal of Business Ethics, Vol. 53, pp. 51-71.
Porter, M., Kramer, M., (2011). Creating Shared Value – How to Reinvent Capitalism-and
Unleash a Wave of Innovation and Growth, Harvard Business Review, Jan.-Feb.
2011, pp. 1-17.
Horbach, J., Rammer, C., Rennings, K., (2012). Determinants of Eco-Innovations by Type of Environmental Impact — The Role of Regulatory Push/Pull, Technology Push and Market Pull, Ecological Economics, Vol. 78- pp 112-122
De Marchi, V., (2012). Environmental Innovation and R&D Cooperation: Empirical Evidence from Spanish Manufacturing Firms, Research Policy, Vol. 41, pp. 614– 623.
Birkinshaw, J., Hamel, G., Mol, M., (2008). Management Innovation. Academy of
Management Review, Vol. 33, No. 4, pp. 825-845.
Mol, M., Birkinshaw, J., (2009). The Sources of Management Innovation: When Firms
Introduce New Management Practices. Journal of Business Research, Vol. 62, pp.
1269-1280.
Sharma, S., Sharma, J., Devi, A., (2009). Corporate Social Responsibility: the
Key Role of Human Resource Management, Business Intelligence Journal,
January, pp. 205-212.
L'Etang, J., (1995). Ethical Corporate Social Responsibility: A Framework for Managers,
Journal of Business Ethics, Vol. 14, pp. 125-132.
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Master Grande École 2014-2015
Module's Title : Selected skills areas in personal selling
Subject area / specialisation : Marketing
Professor :David Jones, Ph.D. Email :[email protected]
Learning objectives :
To understand and appreciate how selling is fundamental, interpersonal problem solving skills
To learn interactive selling tactics that build lasting customer relationships To learn how to sell to customers’ needs with product benefits To understand and use psychological persuasion theory to improve selling strategies and
interactions To understand and appreciate the role selling plays in marketing buyer To be able to extend selling techniques to non-profit and interpersonal situations beyond
profit-making enterprises To be a better consumer by understanding how selling techniques can influence buyers
Description of Content :
Selling’s role in marketing and business strategies Selling’s role in promotional strategy Information processing and persuasion : Psychological theory and research Verbal and non-verbal communication Game theory and relationships applied to selling interaction and relationships Participation in professional sales training exercises
Assessment :
Written assignments applying course content Performance in simulated sales interactions (roleplays) Assessment of fellow students’ performance in sales roleplays Group sales and buyer presentation preparation assignments « Student as salesperson » summary learnings’ diaries Final examination
Teaching Method :
Discussion and lecture Small group content application exercises Simulated sales training exercises
Bibliography :
Course content will be online Supplimental text Weitz, Castleberry & Tanner, Selling : Building Relationships) (multiple
editions available), McGraw-Hill (not required)
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Master Grande École 2014-2015
Module's Title : Strategic Management and Business Model Innovation
Subject area / specialisation : Management / Strategic Management
Professor : Bongjin Kim Email : [email protected]
Learning objectives :
This course is designed to help students gain knowledge of the fundamental principles and theories
of strategic management to understand the competitive forces facing a firm, to assess the
attractiveness of the industry, and to identify potential sources of competitive advantage and
disadvantage of a firm from the point of view of the practicing general manager. The key focus of
this course is on the creation and maintenance of the long-term health of the entire firm or a major
division of a corporation. As such, this course is concerned with strategic decisions, and with both
the content of those decisions and the process by which general managers position the businesses
and allocate resources in the face of competition and uncertainty. This means that this course
stresses the determination of strategic direction and the management of the strategic process.
Develop knowledge and skills to apply course material/learning to improve strategic
thinking, problem solving skills, and management decisions in the real world.
Understand fundamental principles, various tools, theoretical views, and ethical/leadership
issues of strategic management to analyze the competitive forces, assess the attractiveness
of the industry, evaluate and develop the critical resources and capabilities, and gain and
sustain a competitive advantage.
Develop skills to critically analyze and evaluate strategic issues and problems, arguments,
and point of view for successful formulation and implementation of strategy both
quantitatively and qualitatively.
Understand the importance of business model innovation in association with strategic
management in creating a sustainable competitive advantage
Description of Content :
The concept of strategy Business model and innovation Industry analysis and competitive dynamics Core capabilities and core competenices The sources and dimensions of competitive advantage Vertical integration and diversification strategy Global strategy and the multinational corporation CSR (Corporate Social Responsibility) & CSV (Creating Shared Value) Ambidextrous organization : SAMSUNG’s key success factors
Assessment :
Harvard Business School (HBS) Case Analysis/Presentation – Team Task (30%) Test (50%) Class Participation (20%)
45
Teaching Method :
Lecture Case Discussion
Bibliography :
Text: Contemporary Strategy Analysis, Robert M. Grant (Wiley 8th Ed.) Harvard Business School Cases
- Global Wine War 2009 : New World versus Old (#9-910-405) - Netflix (#9-607-183) - Apple Inc. in 2012 (#9-712-490) - Royal Dutch/Shell in Nigeria (9-399-126)
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Master Grande École 2014-2015
Module's Title : Cross-Cultural Management
Subject area / specialisation : Organisation management
Professor : Irina Petrovskaya, Ph.D.
Associate professor
Lomonosov Moscow State
University Business School,
Russia
Email : [email protected]
Learning objectives :
To develop an awareness of the concept of culture and its influence on management practices and organizational functioning
To develop cultural sensitivity as an ability to understand and analyze the behavior of other people in the specific organizational and cultural context, and to develop cultural self-awareness as an ability to recognize one’s own cultural values, beliefs, attitudes and judgments.
On successful completion of the module, students will be able to:
Understand the term “Culture”, identify and analyze the components of culture
Identify and explain the key concepts used for comparing cultures, critically assessing the applicability of these in the context of cross-cultural management and leadership
Identify and analyze the issues of cross-cultural communication
Identify and explain the role of perceptual process in cross-cultural conflicts.
Description of Content :
The course will start with the exploration of the concept of national culture and its dimensions in order to understand underlying determinants of behavior of people with different cultural backgrounds (sessions 1-2). Then the issues of cross-cultural interaction will be addressed, including perception, communication and leadership (sessions 3-4). At the end of the course (session 5) we will discuss Russian culture and its influence on management and organizational behavior.
Assessment :
Class attendance and participation – 30% Critical incident analysis – 30% Exam – 40%
Attendance and participation. Students are expected to attend all the classes. Less than 80%
attendance qualifies as a fail grade. During the classes, students are expected to engage in
meaningful classroom participation. This implies that students read the assigned cases before the
class and are ready to contribute their opinions and experiences to the discussion during the class.
Critical incident analysis. Critical incident is a situation in which a misunderstanding arises due to
cultural differences between the interacting people, and which challenges one’s assumptions and
cultural biases, leading to reflection and increased self-awareness. Each student shall describe and
analyse one critical incident from their personal experience, focusing on the “breakthrough” that
47
they have made in their understanding of the culture and themselves in relation to the culture.
Further guidance will be provided during session 1. Critical incident analyses need to be handed in
before session 4.
Exam. The exam will cover the material discussed during the course and will include multiple-
choice, definition and essay questions. The exam will be held on the last day of the course –
Friday, February 13.
Teaching Method :
Interactive lectures, case and video discussions, in-class group work
Bibliography :
All reading materials required for this course will be distributed to students. For additional reading
on Cross-Cultural Organizational Behavior students may address: Adler, Nancy J. International
Dimensions of Organizational Behavior, 4th edition. South-Western, 2001. ISBN: 0324057865.
Chapters of this text corresponding to the topics of the course will be included for reference in the
Course schedule. Other basic additional materials for optional reading are listed below.
Hall, Edward T. 1976. Beyond Culture. New York: Anchor Books.
Hofstede G. 1993. Cultural constraints in management theories. Academy of Management Executive, vol. 7, № 1, p. 81-94
Hofstede G. 2001. Culture’s Consequences: Comparing Values, Behaviors, Institutions and Organizations Across Nations. 2nd ed. Thousand Oaks, CA: Sage Publications.
Hofstede G., Hofstede G.J. 2005. Cultures and Organizations: Software of the Mind. Revised and Expanded 2nd Edition. New York: McGraw Hill.
House, R.J., Hanges, P.J., Javidan, M., Dorfman. P. W., & Gupta, V. (Eds.). 2005. Culture, Leadership and Organizations. The Globe Study of 62 Societies. Thousand Oaks, London: Sage Publications.
Lewis, R. D. 2005. When Cultures Collide: Leading Across Cultures, 3rd Edition. London; Naperville, Ill.: Nicholas Brealey.
Trompenaars, F., and Hampden-Turner, Ch. 1997. Riding The Waves of Culture: Understanding Diversity in Global Business. New York: McGraw Hill.
48
SMOFI 2015 Short Syllabus
Strategic Management of Innovation
Lecturer : Prof. Sophie Reboud, PhD, HDR
This course is an introductory course. At the end of the course, the student should:
1. understand the innovation, its evolution and diffusion patterns,
2. be able to analyse technologies as part of a competitive system,
3. know how to select and assess innovative projects 4. Understand elements of the management of
innovation in a firm Summary of content:
First part: Innovation diffusion and adoption, Second part: Innovation and creativity, Third part: Strategy and IP Fourth part: Strategic management of innovation
Pedagogical tools and methods Presentations by lecturers, exercises and case studies E-
learning ; Textbook
Assessment
The evaluation is designed to
assess the way the student has
reached the learning objectives.
50% Short case studies in group assesses the ability to write
a diagnosis and use main tools provided,
50% A final individual exam assesses the acquisition of
knowledge and knowhow.
Copyright and quotation The sources of references used in the essays and
homework must be cited and quoted in appropriate
terms.
A student who would note indicate the references he or
she used would be excluded from the course.
49
Main Topic and schedule Learning objectives Sessions content
1. Innovation dynamics – 3h
Learning Objectives:
- Getting aware of the importance of Innovation
- Understand why innovation is everyday life in any firm
- Understand what it means to manage an innovative firm
Course topics
Introduction to the course
Definitions and importance of Innovation, Main theories of innovation diffusion and adoption
Work on a case study
Essay: What kind of adopter are you?
Based on the course online
2. Innovation and Creativity
–3h
Learning Objectives:
- Getting to know what Creativity is and what it is not
- Understand how creativity is linked to innovation
- Recognise the drivers fostering creativity
Course topics
Introduction Creative process toward innovation
How are innovation and creativity linked?
Innovation, complexity and uncertainty
Schools and creativity
Innovation: adaptation to a complex and uncertain environment
3. Strategic Issues - 3h
Learning Objectives:
- Understand how innovation and strategy are linked
- Being able to design an innovation process sustaining the strategic choices
Course topics
Introduction: Strategy, 1st part
Assessing strategic direction and evolution
NPD management
Effectuation and causation Work on a case study
Essay: Innovation can help a small business
to be free. Discuss
4. Managing IP issues as a
strategic tool– 6h
Learning Objectives:
- Knowing what IP and IP protection mean
- Being able to use IP as a strategic lever
Strategy and IP, 2nd part
IP tools
Strategy and IP Management
Brand and trademarks Work on a case study
5. Strategic Management of
Innovation –3h Learning Objectives:
- Understand how innovation, strategy and management are linked in a firm
Strategic Management of Innovation
Work on a case study
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- Understand the stakes involved in the management of innovation
Assessment: Case study
3h
51
Master Grande École 2014-2015
Module's Title : NEW PRODUCT DEVELOPMENT
Subject area/specialisation : Marketing and Management
Professor : Dr. Narongsak (Tek)
Thongpapanl
Email : [email protected]
Learning objectives :
This course is designed to achieve a number of objectives, as follows:
To provide students with the fundamentals of the innovation and NPD processes.
To equip students with the analytical tools and evaluation methods used to increase
the success rate in new product development.
To make students aware of both the external and internal influences on the
methodologies needed to produce new products.
To familiarize students with the procedures associated with and issues critical to the
new product launch.
Description of Content :
This course aims to explore the major issues, problems, and challenges faced by new
product development managers and their teams. Overall, this course is structured to cover:
(1) the key stages of product development (i.e., opportunity identification, idea generation;
product design); product testing; launch issues; and life-cycle management; (2) new
analytical methods to reduce risk and improve innovativeness at both new product team
level and firm-level, and (3) a variety of new product development strategies (i.e.,
incremental versus radical innovativeness; technological discontinuities and dominant
designs; new product diffusion and adoption; and exploration versus exploitation) from the
perspective of large companies and start-ups.
Assessment :
Individual Participation/Preparation (20%):
Considerable emphasis will be placed on student involvement. A seminar-type atmosphere
will be encouraged during lecture and case discussions. For each meeting, students will be
expected to come to class totally prepared with extensive notes covering any qualitative and
quantitative analyses required in order to make a worthwhile contribution to the class
discussion and play a critical and challenging role. Students are advised to read the
chapter(s) to be discussed and the critical thinking and application questions before coming
to class in order to gain more from the lectures and to be able to participate during class
discussions. Students should also read the assigned case (if any) and be fully prepared to
discuss when called upon. The caliber of individual participation is noted for each class
session. You must participate in class, and this is possible only with preparation before
class begins. Students who attend classes but do not participate in class discussions will
receive a grade of zero, regardless of the number of classes attended.
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Mini-tests/Quizzes (80%)
There will be five 1-hour tests/exams at the end of the each lecture’s day (i.e., the last hour
of the day) as shown in the enclosed class schedule. All course materials covered during
the day of the lecture will be considered testable material. The tests/exams can consist of
multiple choice, definition, short answer and/or short essay questions. Each test/exam
contributes to 16% of your final grade.
Teaching Method :
The following is the tentative course schedule. Please amend with additions or corrections.
Class Date Read Topic/Activity
Monday,
February 9
PART ONE:
Overview and
Opportunity
Identification/Selection
(Chapters 1, 2, 3)
1. The Strategic Elements of Product Development
2. The New Products Process
3. Opportunity Identification and Selection:
Strategic Planning for New Products
***TEST ONE: Chapters 1, 2, 3***
Tuesday,
February 10
PART TWO:
Concept Generation (Chapters 4, 5, 6, 7)
4. Creativity and the Product Concept
5. Finding and Solving Customers’ Problems
6. Analytical Attribute Approaches: Introduction
and Perceptual Mapping
7. Analytical Attribute Approaches: Trade-Off
Analysis and Qualitative Techniques
***TEST TWO: Chapters 4, 5, 6, 7***
Wednesday,
February 11
PART THREE:
Concept/Project
Evaluation
(Chapters 8, 9, 10, 11, 12)
8. The Concept Evaluation System
9. Concept Testing
10. The Full Screen
11. Sales Forecasting and Financial Analysis
12. Product Protocol
***TEST THREE: Chapters 8, 9, 10, 11, 12***
Thursday,
February 12
PART FOUR:
Development
(Chapters 13, 14, 15)
13. Design
14. Development Team Management
15. Product Use Testing
***TEST FOUR: Chapters 13, 14, 15***
Friday,
February 13
PART FIVE:
Launch
(Chapters 16, 17, 18, 19)
16. Strategic Launch Planning
17. Implementation of the Strategic Plan
18. Market Testing
19. Launch Management
***TEST FIVE: Chapters 16, 17, 18, 19***
Bibliography :
Required Text:
Merle C. Crawford, Anthony C. Di Benedetto (2014), New Products Management,
11th Edition (McGraw-Hill/Irwin Series in Marketing).
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Suggested Readings:
Robert G. Cooper (2011), Winning at New Products: Creating Value Through
Innovation, 4th Edition (Basic Books).
Innovator's Toolkit: 10 Practical Strategies to Help You Develop and Implement
Innovation (Harvard Business Review Press 2009)
Devanathan Sudharshan (2003), Market Thinker (Prentice-Hall)
Preston G. Smith, Donald G. Reinertsen (1998), Developing the Product in Half the
Time, 2nd Edition (Wiley & Sons)
54
WEEK 4 – April 13 to 17
Investment appraisal ........................................................................................................................ 55
VALUE BASED METRICS & VALUATION OF COMPANIES ................................................................. 56
Quality Service Management in the Hotel and Tourism Industry .................................................. 57
Alternative Investments and Performance ...................................................................................... 58
International Franchising.................................................................................................................. 59
Cross cultural communication and marketing ................................................................................. 61
Corporate Strategy and Sustainability ............................................................................................. 62
Entrepreneurship- Business Feasibility and New Ventures ............................................................ 64
55
Master Grande École 2014-2015
Module's Title : Investment appraisal
Subject area / specialisation : Finance
Professor : Bernd Britzelmaier Email :
Learning objectives :
A thorough understanding of investment appraisal techniques.
An appreciation of how to account for risk and uncertainty in investment appraisal.
Awareness of the qualitative issues relevant to the decision making process.
Recognition and understanding of some of the behavioural aspects of a decision
making process
Description of Content :
Practitioners’ instruments versus academic methods Optimal economic lifetime Dynamic unit costing Dynamic life cycle costing Consideration of taxes and price increases Investment decisions and risk (practitioners’ approaches, probability based methods,
capital market oriented models=
Assessment :
Final exam
Teaching Method :
Lectures Exercices Case studies
Bibliography :
Brealey, R. ; Myers, S. ; Allen, F.: Principles of Corporate Finance. Britzelmaier, B. (2013): Controlling. Britzelmaier, B. ; Schlegel, D. (2011): An analysis of dysfunctions and biases in financial
performance measures, in: Global Business and Economics Review, 13(3/4) Britzelmaier, B.; Kraus, P.; Mayer, B.; Häberle, M.; Beck, V.: Cost of capital in SMEs –
Theoretical considerations and practical implications of a case study, Euromed Journal of Business, 8/1, 2013, pp. 4-16
Schlegel. D.; Dean, A.; Britzelmaier, B.: Cost-of-Capital of Business Units: Comparison of methodology in previous empirical research, International Journal of Management Cases, 14/4, 2012, pp. 117-131
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Master Grande École 2014-2015
Module's Title : VALUE BASED METRICS & VALUATION OF COMPANIES Subject area / specialisation : Corporate Finance
Professor : Dr Johan du P Smith Email : [email protected]
Learning objectives :
After the course, students should have an understanding of
key financial value drivers
how value enhancing decisions impact on shareholder value
key metrics used by analysts to rate companies
interpreting and drawing conclusions from valuation metrics reported by analysts and
obtained from financial data providers such as Bloombergs, Reuters and others.
Description of Content :
The course is case study driven
The specific cases chosen, focus on the impact of high growth, risk, supply chain
efficiencies and synergies, on valuation.
The valuation of Facebook and Twitter and their IPO’s are amongst the cases
discussed.
Other than focusing on identifying value drivers and the impact on valuation, the
cases also present an opportunity to apply and better understand the theory presented
in a standard Corporate Finance course (an assumed prerequisite).
Students are introduced to the real world of equity markets
Relative valuation techniques and DCF techniques are used to evaluate and discuss
stock market valuation of companies
Students are required to investigate a real company and make a presentation
explaining their understanding of key value drivers of the company and its relative
competitive position, and their understanding of analysts’ views of the company, and
comment on how the company is rated by the market.
Assessment :
Group assignments (questions arising from case studies) 30%
Group assignment presented during last session 50%
Individual contribution to group assignments/class participation 20%
57
Master Grande École 2014-2015
Module's Title : Quality Service Management in the Hotel and Tourism
Industry Subject area / specialisation :
Professor : Cathy Hsu Email : [email protected]
Learning objectives : Upon completion of the subject, the student should be able to:
1. Address the importance and current issues of service quality in rapid changing hotel and tourism industry.
2. Be equipped with a thorough understanding of service concepts, theories, models, and techniques which can be integrated into the hotel and tourism industry and will assist them to develop internal and external strategies for their organizations.
3. Be able to integrate other functional management disciplines to fully implement the “Total Quality” actions in the hotel and tourism industry.
4. Be able to establish an assurance system to monitor the quality outputs.
Description of Content :
Service quality concepts Customer expectations and perceptions Customer defined service standards Service development and design Service recovery Physical evidence and the servicescape Employees’ role in service delivery Customers’ role in serice delivery
Assessment :
Consulting project (service quality gap analysis or service blueprint design) 40% Case study 15% Reflective journal 25% Participation and attendance 20%
Teaching Method :
Lecture Discussion Case study Field work Student presentation
58
Bibliography :
All readings and materials will be provided by the instructor
Master Grande École 2014-2015
Module's Title : Alternative Investments and Performance Subject area / specialisation : Finance
Professor : Georges Hübner Email : [email protected]
Learning objectives :
Understand the specifics of alternative investments and, in particular, hedge fund strategies
Identify the issues with alternative investments and the way to overcome them Construct and analyse portfolio strategies involving hedge funds Construct and analyse other alternative strategies Compute the different measures that translate the riskiness of an investment strategy Build performance measures based on risk measures Apply the appropriate performance measures to different investments styles Recognize the pitfalls inherent in each performance measure Discriminate between the part of return that can be explained by the risk incurred and the
part that can be attributed to the investment manager
Description of Content :
Each block features 2.5 days of teaching. Each case involves in-class teamwork of 2 hours
a) Block 1: Alternative investments (days 1 -2) i) Hedge funds and other alternative instruments ii) Analysis of alternative instruments iii) Alternative strategies (+ case 1)
b) Block 2: Performance measurement: classical and alternative investments (days 3-4-5) i) The classical performance measures revisited (+ case 2) ii) Extensions and alternative performance measures (+ case 3) iii) Attribution, manipulation and persistence analysis
Assessment :
3 in-class case studies by groups of 3 to 5 students, with a written report (10% of total grade each)
Final written exam, closed-book (70% of total grade) on Friday pm
Teaching Method :
Lectures Group assignments with tutoring of the professor (on Tuesday, Wednesday, Thursday) In-class discussion of the cases
Bibliography :
Anson, M. (2008), Handbook of Alternative Assets (2nd edition) Bodson, L., Grandin, P., Hübner, G. & Lambert, M. (2010), Performance de portefeuille,
Pearson Education France, coll. Synthex. (in French)
59
Cobbaut, R., Gillet, R. & Hübner, G. (2011), Gestion de portefeuille – Instruments, Stratégies et Performance, De Boeck, ch. 13, 17, 19 (in French)
Lhabitant, F.-S. (2004), Hedge Funds: Quantitative Insights, Wiley.
Master Grande École 2014-2015
Module's Title : International Franchising
Subject area / specialisation : Franchising
Professor : Mahmood A. Khan, Ph.D. Email : [email protected]
Learning objectives :
Understand the basics and importance of franchising globally. Study concepts and definitions used in franchising. Learn the legal aspects of franchising. Realize the growing importance of franchises as a method of business internationally. Analyze the advantages and disadvantages of franchising in different parts of the world. Learn the techniques for success by using franchising as a method of business in different
countries.
Description of Content :
The focus of this module will be to understand the rapidly growing role of franchising in different types of businesses all over the world. Cases and examples of success by franchising will be used under each topic of discussion. Necessary tips and know-how will be provided giving details of functioning of franchises. The role of franchisor and franchisees will be defined. Concept development and adaptations in different parts of the world will be discussed.
Assessment :
Assessment will be based on an individual or group project to be completed and presented on the final day of the module. Details of the project will be discussed on the first day explaining all requirements.
Teaching Method :
The morning session on each day will include about four hours of lectures, mostly in the mornings with afternoons devoted to working on assigned project. The tentative topics to be included are :
Session 1. Monday. Introduction to franchising. Pros and Cons of franchising. Role of franchisors and franchisees in franchising. Case Study : Glocalization and Franchising.
Session 2. Tuesday. Standard Franchisor services ; Franchise Concept Development ; Franchisor-franchisee roles in international franchising. Case Study : Successful international concepts.
Session 3. Wednesday. International Franchising. Factors affecting international expansion ; Points to consider in international franchising. Case Study : Adaptations
Session 4. Thursday. Going global. Reasons for going global ; expansion strategy ; methods and modes of entry ; Master franchising.
60
Session 5. Friday. Project presentations and submission.
Bibliography :
Reference Text : Khan, M. A. Restaurant Franchising : Concepts, Regulations, and Practices. Apple Academic Press. (Third Edition, 2014). Selected chapters from this book will be assigned for reading.
Case Studies : Current case studies and research publications will be assigned for study.
61
Master Grande École 2014-2015
Module's Title : Cross cultural communication and marketing
Subject area / specialisation : Marketing, Intercultural communication
Professor : Dr. Malota Erzsébet,
Associate Professor Email : erzsebet.malota@uni-
corvinus.hu
Learning objectives :
At the end of the course students should be able to:
- understand the role of cultural differences in intercultural communication and marketing strategies
use the appropriate cultural models and theories
- identify several country stereotypes and images
- develop decision-making and analytical skills through the use of real cases and exercises
- develop cultural understanding and tolerance for international marketing strategies
- develop skills on how to work effectively as part of a team, and build a cooperative atmosphere
among team members while analysing and presenting group projects.
Description of Content :
The course is designed to provide students with an understanding of different cultures and the role of
cultural differences and country images in everyday communication and in corporate marketing
strategies as well. It helps students appreciate the issues, problems, and challenges inherent in cultural
differences and aims to develop intercultural tolerance. The focus of the course will be on discussing
cultures, different theories of culture, country images, stereotypes and on analysing specific countries
from different points of view in frame of the marketing strategy.
Assessment :
exam 50% in-class participation 10% individual presentation 10% group presentation 20%
Teaching Method :
interactive lectures, case studies, simulation games, group work, group presentations
Bibliography :
lecture notes and written materials provided by the instructor
62
Master Grande École 2014-2015
Module's Title : Corporate Strategy and Sustainability
Subject area / specialisation : International Strategy/Strategic Management
Professor : Michael W Zhang (PhD) Email : [email protected]
Learning objectives :
to provide students with a set of knowledge that is at the forefront of the field of strategic management
to equip students with established analytical frameworks and skills that incorporate the essential features of strategy analysis with a dynamic and holistic view of organizations
to help improve students’ academic performance at the master level on the one hand and to prepare them for a better understanding of the reality of the ‘real business’ life on the other
to guide students the ways in which they will not only enhance independent learning capabilities at the individual level but also further develop their skills to be members of dynamic groups at the collective level
Description of Content :
As a guide, the module comprises 18 contact hours and 32 hours of individual directed study
making it 50 hours in total. These hours include all formal contact hours, the time devoted to
background reading, and all preparation and reading time associated both with the formal contact
hours and the formative and summative assessments.
Introducing the topic and case study approach
Sustainable Competitive Advantage and Corporate Sustainability
Strategic Innovation and business models
Resource-based View and Dynamic Capabilities
Conclusion: Multidisciplinary and Interdisciplinary Research
Exam: an ECCH case (will be distributed on Tuesday)
Assessment :
Group presentation of an ECCH case study (70%) on Friday 17 April 2015 starting from 1300 hour
The group presentation assessment accounts for 70% weighting of the total mark. Class participation accounts for 30% as contributions to class learning and discussion are very important of the learning process. A marking scheme is designed as a guidance. Group members are required to keep a Journal of your participation in the group work and your contribution to the preparation of the group presentation
Teaching Method :
63
Lecture workshops Individual reading and research Group-based case studies
Bibliography :
JOHNSON, G., SCHOLES, K., and WHITTINGTON, R. (2011). Exploring Corporate Strategy. 9th Ed., Harlow: Financial Times Prentice Hall.
DE WIT, B. and MEYER, R. (2014). Strategy – An International Perspective. 5th Ed., Andover: Cengage EMEA.
GRANT, R.M., (2010). Contemporary Strategic Analysis. 7th Ed., Oxford: Blackwell. IRELAND, D., HOSKISSON, R. and HITT, M. (2013). The Management of Strategy: Concepts
and Cases. International Edition and 10th Ed., Andover: Cengage EMEA. LASZLO, C. and ZHEXEMBAYEVA, N (2011). Embedded Sustainability: The Next Big
Competitive Advantage. Sheffield: Greenleaf Publishing.
Academy of Management Journal
Academy of Management Review
British Journal of Management
European Management Journal
Harvard Business Review
International Small Business Journal
Journal of International Business Studies
Journal of Management Studies
Journal of Sustainable Mobility
Strategic Management Journal
64
Entrepreneurship- Business Feasibility and New Ventures
Instructor: Jeff Vanevenhoven, Ph.D. AKA Dr. V. Rev. 11/6/14
Phone: 262.472.5465 Cell: 414.915.2911
Email: [email protected]
Office Hours: Tuesday from 12:15-2:00 and 3:45-5:00
Thursday from12:15-12:45 and 3:30-5:00
Online hours on Monday from 1-4
If you want to make sure you find me in, send me an e-mail and we will set up an
appointment.
Office: 4505 Hyland Hall E-Docs on D2L
TEXT: Ostewalder. (Reis optional).
Other readings online (and ones that you find…see Inc., Entrepreneur magazines, Small
Business Administration, Wall Street Journal/Small Business for a few examples)
COURSE DESCRIPTION --This course concentrates on identifying and evaluating
opportunities that may become the foundation for a new business or non-profit entity.
Identification focuses on exploring demographic and societal trends, consumer and industrial
needs, technological and knowledge changes. Evaluation involves customer and industry
market assessments, potential for intellectual property protection and financial feasibility.
We’ll also look at the acquisition of resources to turn opportunities into businesses.
COURSE OBJECTIVES: The primary objectives of the Entrepreneurship course are to provide you the
opportunity to:
Build confidence in the pursuit of creating and leading a new venture as a career option (while maintaining a healthy dose of fear?)
Create and critically evaluate new venture ideas. Expand your creative thinking skills.
Understand the value of entrepreneurship to the economy and society, and understand that “entrepreneurship” and “small business” are different things
Experience the frustration of ambiguity and uncertainty and appreciate the value of adaptability and resourcefulness as key entrepreneurial traits. (Frustration is frustrating but fleeting ))
Understand the process of feasibility or business plan creation
Understand that marketing as an entrepreneur involves many audiences and strategies
Better understand your own “core competencies” and entrepreneurial capabilities
Understand profitability (not as obvious as it seems…)
Explore the vast array of financing options
Develop or enhance key business skills, including project management, negotiation, research, analysis, planning, and report writing.
Develop a broad array of communication skills, not only in traditional presentation and writing, but also the ability to network effectively, “cold call,” listen, interview, and observe—all of which are critical to entrepreneurial success
65
PROFESSOR OBJECTIVE: To help you become professionally successful
GRADING:
Points
Class Participation*/Informal
Presentations/Short Assigns I
10
Elevator Pitches/Presentations (Practice and
Final) T
5
1. Bug List and Experience List I 3
2. Idea Generation I 4
3. Market Investigation-Case Product I 5
4. $10 Prototype Exercise I 5
5. Trademark/Patent Searches T 5
6. Ind/Market Analysis T 10
7. Marketing Strategy T 10
8. Financial Feasibility T 10
9. Feasibility Plan T 33
TOTAL 100
I=Individual T=Team
* Successful class participation is contingent upon adequate preparation. Assigned text and case readings should be completed prior to class. (I also call on people randomly in class.)
SCALE: A 100-93; A- 92-90; B+ 89-87; B 86-83; B- 82-80: C+ 79-77; C 76-73; C- 72-70; D+
69-67; D 66-63; D- 62-60; F < 60.
NOTE: Does this class look like a lot of work? It is!
It assumes a high level of ability to learn independently and plan in advance as well as
a willingness to take on new challenges.
Prior student comment:
“I really enjoyed the learning experience this class has provided me with. Unlike most classes you are challenged
to create something that you can apply to any business situation the rest of your life because of the experiences
you have learning the ins/outs of a business plan. The speakers that came to class provided EXCELLENT real-life
examples of how to operate as an entrepreneur. Overall I am thankful I took a class that was indeed a challenge
but a challenge that I will look back on as a great opportunity to learn!”
And a number of other students said the class was too much work…
66
“The greater danger for most of us lies not in setting our aim too high and falling
short, but in setting our aim too low, and achieving our mark.”
---Michelangelo
TEXT: There are no exams in this class, but this text was carefully selected for its practical
value and direct relevance to providing direction and insight on creating a business plan.
Class time cannot feasibly cover all you need to know. You are responsible for
knowing the material in the assigned readings and finding your own supplemental
material.
BUSINESS OPPORTUNITIES: Entrepreneurship and small business are not the same thing.
“Entrepreneurship” pertains to businesses that are innovative and growth-oriented, rather
than “imitative.” The opportunities chosen for development in this course are expected to
meet these criteria. MOST restaurants, bars, retailers, and other “low impact” (i.e., low
“wealth-creating”) businesses do not. Opportunities should also be “socially-responsible.”
Non-profits are acceptable. In a sense, however, the opportunity chosen is not that
important; this course is about learning a process rather than focusing on a particular
opportunity.
TEAMS:
Early assignments in this class are based on individual work, but you’ll work in teams of 2 on
Assignments 5-9.
LATE ASSIGNMENTS POLICY: Late assignments will not be accepted.
Details for Major Assignments 1- 9 are provided well in advance of the due dates.
Please keep all your returned plan related assignments (5- 9) with feedback in a binder
or folder. They should be turned in with the draft and final plans.
67
CLASS SCHEDULE
Date Topic Assignment Due
March 24,
2014
Course Success Factors
Discuss Bug and Experience List assignment
Read syllabus
Why is Entrepreneurship a Hot Topic? Creativity Skill Building/Opportunity Outlook Discuss Bug and Experience List results
1.Bug and Experience Lists
Reading: “Major Assignments” posted on
D2L (more to come)
Check out the sites on “A Few Suggested
Eship Sites” (on D2L)
Afternoon Speed Networking—Member Connections Discuss article ”Start-Ups We Don’t Need”
Reading: Read article “The Start-Ups We Don’t Need”
March 25
Business Models Idea Generation Presentations and Class
Reaction/Critique/Discussion
Discuss Threadless article
Reading:
2. Idea Generation Paper
Read/consider Threadless article
Teams Formed
Estimating Market Potential Reading:
Student profiles/skill inventory/Eship interest
Individual Interviews/survey review with professor—by appointment - NO CLASS
Individual Interview Questions
Afternoon First Round of Plans ( Abstracts) Reading: Chapter Plan Abstracts Due
Estimating Market Potential Elevator Pitches
Reading: Chapter Business Idea Selected: Elevator Pitches (Practice)
Networking Skills Discuss Case Product Market
Reading: Chapter 3. Market Investigation—Case Product
March 26 $10 Prototype Presentations Reading: Chapter
4. $10 Prototype
Protecting your Innovations: Intellectual Property
Issues with Patents and Trademarks—You Might
Be Surprised…
Competition Discussion
Reading: Chapter
Afternoon Business Plan Overview
Trademark/Patent Search Highlights
Reading: Chapter
5. Trademark/Patent Searches
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March 27 Marketing Strategy: Strategic Positioning/Competitive Analysis Promotion/CEO as Salesperson Networking in Many Ways
Reading: Chapter 6. Industry/ Market Analysis
Pricing—Flunked by Many Entrepreneurs… Sales Forecasts and Understanding Costs
Reading: Chapter
Work on Marketing Strategy Afternoon Financial Feasibility Basics
Reading: Chapter 7. Marketing Strategy
March 28 Debt Financing/ Equity Financing Financial Statement Questions
Reading: Chapter
Continue Financial Feasibility and other parts of Plan
New Venture Team: Recruiting and Rewarding
Business Formation—Organization Choice Legal Issues
Reading: Chapter
Continue Financial Feasibility and other parts of Plan
Designing Entrepreneurial
Organizations/Operations
Social Entrepreneurship
Reading: Chapter
8. Financial Feasibility
Growth Stages to Harvest Innovation Fallacies
Reading: Chapter Financial Feasibility returned Work on Plan
Afternoon Final “Pitch” Presentations 9. Revised Plan- Final Version Extra Credit Assigns.
Schedule and topics are subject to change.
To respect your colleagues, guests and all presenters, please:
Turn off all electronic devices
Eat outside the classroom
Be on time and stay in the classroom once you get here (unless you’re going to throw up and/or you’re having a baby…)
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WEEK 5 – April 20 to 24
Principles of Auditing ........................................................................................................................ 70
Leadership, Strategy, and Decision Making: Using Frame Analysis to Understand Organizations
and Become Effective Leaders ......................................................................................................... 72
Evidence Based Marketing ............................................................................................................... 74
Business Negotiations ...................................................................................................................... 75
Wine Pricing Excellence .................................................................................................................... 76
Decision Making Skills ...................................................................................................................... 79
Employment Relation ....................................................................................................................... 80
Creating Value Through Customer Engagement ............................................................................. 81
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Master Grande École 2014-2015
Module's Title : Principles of Auditing
Subject area / specialisation : Finance
Professor : Heri RAKOTOVOLOLONA Email: [email protected]
Learning objectives :
There are three major objectives in this module:
1. Describe the auditing practice to a range of accounting issues and identify the key international auditing standards that should be applied,
2. understand the framework and context within which audit of financial statements is conducted, including the ability to assess, explain and evaluate current and emerging developments in auditing in the post-Enron era, and
3. Discuss and assess the key differences between assurances and non-assurance engagements with an emphasis on the professional standards promulgated by the International Auditing and Assurance Standards Board (IAASB)
Description of Content :
This module is intended to provide a basic foundation for students to understand the principles of
auditing financial statements. It is based on the International Standards of Auditing (ISAs). It will
focus on the nature and objectives of auditing and its usefulness for shareholders and other
stakeholders. A prior knowledge in financial accounting and financial analysis is recommended but
not required
This module will have a comprehensive overview on the process of auditing including audit
planning, audit risk, materiality, analytical review, the collection of evidence to support the audit
opinion, and methods of reporting to shareholders and others. A careful balance between theory
and real practice will be respected.
Main topics covered:
- General principles governing and audit of financial statements - The nature of audit, audit practice and environment - Auditor independence & professional ethics - Framework of audit planning and performance - Audit committee and internal audit - International auditing & assurance services - Fraud examination and other audit services
Assessment :
A final assessment will be organized during the last session. It will be a combination of practical
exercises and/or case study, and may cover any material taught in the module. It tests the students
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on their assimilation of the main concepts, on their ability to apply them judiciously on exercises
and/or on their aptitude to critically analyze a situation (contents and date will be released in due
course).
Teaching Method :
Materials will be introduced in short lectures and developed using discussion groups and
case studies. There is a heavy reliance on student preparation in order to support the
identification of conceptual and practical issues and problems. The topic identified in
the Learning Objectives above will be covered during the four (4) sessions.
The approach puts the burden on the student to take charge of his/her own learning!
Students are expected to read the materials in advance and be prepared for every class
meeting.
As a basis for understanding the environment facing auditors and the auditing profession, issues examined include the regulatory framework of auditing, corporate governance, independence and ethics and audit liability. A series of case studies will be used for class discussion or debate to facilitate the understanding of principles and their application to audit situations.
Bibliography :
Hayes R., Wallage Ph. and Görtemaker H. (2014) “Principles of Auditing: An introduction to
International Standards on Auditing”, 3rd edition, Pearson Higher Education.
IFAC (2013), Handbook of International Quality Control, Auditing Review, Other Assurance, and
Related Services Pronouncements, International Federation of Accountants publication.
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Master Grande École 2014-2015
Module's Title : Leadership, Strategy, and Decision Making: Using Frame
Analysis to Understand Organizations and Become
Effective Leaders
Subject area / specialisation : Leadership, Organizational Behavior, Strategy
Professor : Gregg Glover Email :
Learning objectives :
1. Students will be introduced to frame analysis, a set of theory taken from organizational
behavior that guides leaders in how to engage in effective strategic decision making while
better understanding their organizations.
2. Students will reflect on the differences between leadership and management, and how to
define and recognize both. Examples of varying kinds of leadership will be presented and
discussed.
3. Students will learn about their own leadership style and preferences by engaging in an
exercise in-class, and debriefing on the results.
4. Students will analyze and discuss a Harvard Business School case study using the theory
discussed in class to understand the business organization profiled—and the decisions
leaders face within it—from multiple perspectives.
Description of Content :
Business leaders and managers use functional analysis, from marketing, finance, human resources,
etc. to inform a direction or strategy for action. Instead of a functional analysis, this module
proposes a “frames” analysis on leadership strategy, the nature of organizations, and
administrative challenges. The module will introduce students to a set of theory that will prepare
them to be effective leaders and decision-makers who better understand how their organizations
function, and how to lead within them.
Four distinct frames, or “lenses,” (human resource, political, symbolic, and structural) leaders to
perform three vital functions: analyze an organization, strategize a solution to an administrative
challenge or crisis, and demonstrate personal leadership. During the second part of this module,
students will explore how to identify and define their personal leadership, and to recognize the
leadership style of others.
Assessment :
Students will be asked to complete a small-scale analysis of an organization (business, program, or
office) of their choosing using the frame analysis and theory presented in class, and submit a final
paper (5-7 pages in English, due one week after the end of the module).
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Teaching Method :
Class presentation and discussion, incorporating readings, video, and case studies will be
employed. We will also discuss leadership and decision making through case study teaching
method of an actual buisness situation.
Bibliography :
Lee Bolman and Terrance Deal, Reframing Organizations: Artistry, Choice, and Leadership, Fifth Edition, 2013. San Francisco : Jossey-Bass, Inc.
Kotter, John. “What Leaders Really Do,” Harvard Business School Classic Series, 2001, Boston, MA.
Evergreen Natural Foods Case, 2012 (by Rosabeth Moss Kanter and Paul S. Myers), Boston, MA : Harvard Business School Publishing.
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Master Grande École 2014-2015
Module's Title : Evidence Based Marketing
Subject area / specialisation : Marketing
Professor : François-André ALLAERT
Patrice PICCARDI
Email:
Learning objectives :
Know and understand what Evidence Based Marketing (EBM) is. Develop the skills to identify, access, and use quality evidence particularly from scientific research
in making better marketing decisions. Learn to use evidence Based Marketing Tools to enhanced marketing practices.
Description of Content :
Marketing managers practicing EBM learn how to rethink their approaches to data and knowledge
in order to make more effective marketing decisions.
The challenge of EBM is making marketing with only scientific evidence.
These evidences should be based on the best obtainable scientific findings and/or unbiased
organizational facts.
Course Topics
What It Means to be an Evidence-Based Marketer Finding, Interpreting, and Using Scientific Evidence as Marketers (and undertaking Critically Appraised Topics or CATs) Building an EBM Culture and Change Processes Planning Your On-Going Development as an Evidence Based Marketer
Assessment :
Individual Assessment 100
Teaching Method :
The course is an experiential learning course designed around three fundamental concepts:
Learning by doing (CAT to be designed)
Reflection in action (participation and class discussion)
Coaching
Bibliography :
All readings and materials including articles and cases will be provided by the instructor.
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Master Grande École 2014-2015
Module's Title : Business Negotiations
Subject area / specialisation : Marketing and Management
Professor : Dr. Ann M. Torres Email :
Learning objectives :
The aims of this module are to introduce the concepts and principles fundamental to
negotiation theory, to develop your negotiation skills through participation in simulation
cases, and to hone your negotiation ability through informed reflection based on your
reading of the assigned core texts. This module will give you a solid foundation in the
following areas:
Comparing distributive and integrative negotiations
Identifying the sub-processes of negotiations
Distinguishing between interests and positions
Outlining the elements of principled negotiations
Applying active listening techniques
Summarising the seven-elements framework
Investigating the joint outcome space through BATNA, ZOPA and anchoring
Exploring the agent-client dynamics in negotiations
Crafting solutions via standards and persuasion
Identifying ethical issues in negotiations
Managing hardball tactics and non-engagement
Description of Content :
Negotiation is a dialogue to discover common ground among parties with differing aims,
needs and perspectives in order to achieve a solution. The aim is to seek a process by which
parties may pursue a mutually acceptable outcome, which typically involves an element of
compromise. Business Negotiations explore how two or more parties with competing
interests discuss and manage issues so as to attain an agreement, settle a matter of mutual
concern, or resolve a conflict. Negotiation is a valuable leadership and management skill,
which is employed in a wide range of business contexts, such as contracts, deal-making,
employment discussions, team building, and disputes. Negotiations occur in commercial,
non-profit and governmental organisations.
Assessment :
Assignment 1: Descriptor of a negotiation and analysis 35%
Assignment 2: In-class participation and online tutorial 35%
Assignment 3: In-class individual case analysis 30%
Total 100%
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Master Grande École 2014-2015
Module's Title : Wine Pricing Excellence
Subject area / specialisation : Marketing
Professors : Damien Wilson Email:
Learning objectives :
To recognise the different needs and applications of pricing methods for the wine sector
Outline and manage a project based on available resources.
Compare and contrast options to select the best option.
Apply theoretical knowledge to the management of wine pricing
To deal with the complexity and unpredictability of the conduct of market research
Apply theoretical understanding to creative and original problem solving
Appreciate the values of the various actors in the wine sector that exhibit excellence in their pricing methods
Description of Content :
1. Pricing Strategies adapted to the Wine Sector (Dawes 2005): This course summarises the
aims and progression of the module, from skimming and penetration pricing strategies, along with
the tactics for getting there as the wine progresses through the product life cycle, across formats
and markets. The class will be prepared for the delivery of a webinar by a wine retailer and major
International producer, as well as being introduced to the final assessment task. Introductory
exercise in communicating on pricing models via the internet, so as to identify topical cases for
discussion in class.
2. Research and Excellence in Price Planning (Holden and Burton 2008): Illustrates the methods
used in collecting information on the behaviour of the wine consumer with respect to different
pricing segments, by the leaders in the wine sector. Strategic approaches and applications of
pricing decisions are presented and debated. Strengths and weaknesses in strategy are illustrated
so that students interpret how the enacting of pricing strategy depends on the concentration of
business and competition in the market.
3. *Application Exercise – Group Assessment: Groups are provided with a wine purchasing
scenario, and are set the challenge of identifying a product that will attract more interest from their
classmates through a choice decision tasks based on prices they set for a target audience. Groups
will be assessed on the number and margin they nominatively achieve based on the sales they
achieve in this exercise. Most points are awarded based on their post-experience decisions to adapt
their pricing strategy
4. Pricing Tactics (Foxall et al. 2013, Poundstone 2011): Introduces the most common practice
in wine businesses of discounting practice, including the implementation of a template model for
calculating the best time and volumes required to do so. Also explains non-price impacts on sales,
and how and when to increase prices in order to maximise long-term revenue.
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5. Vendor's Involvement (w) (Corsetti and Dedola 2005): Opens with a webinar with a local
wine importer, a major wine exporter, and a retail negociant to explain the market considerations
for assessing and setting prices across numerous wine markets.
6. *Adopting the pricing role – Individual Assessment: Students will be familiar with the role
that price plays along the distribution channel by this point. They are then assigned the role of a
product manager within a wine producer. Within their role, they will be given market statistics for a
market they wish to enter, and then need to cost out and decide on the format and pricing
structure that their new product will adopt.
7. Market Pricing Project: The course concludes with the students' needing to choose, sample
and evaluate a number of wines being introduced into a wine retailer. Students will be evaluated by
both academic and practitioners in order to establish their credentials in excellence as wine buyers
and sellers. Wines chosen based on the cases identified throughout the week's e-communications.
Assessment :
Group Exercise – Pricing decision scenario 50
Wine Evaluation Exercise 25
Individual Assessment – Price setting exercise 25
Total 100
Teaching Method :
The course is an experiential learning course designed around three fundamental concepts:
Learning by doing (Pricing décision scenario)
Reflection in action (wine évaluation)
Applying theory (Market pricing project)
Bibliography :
All readings and materials will be provided by the instructors
Teaching Method :
This module will combine lectures, discussions, case studies and role simulations. As this
module is highly experiential, the key to success is to engage reflectively with the assigned
readings and to participate fully in the case simulations. As an area of study, Business
Negotiations is highly accessible, as it can be readily observed in our everyday personal and
professional lives. For this reason, many find studying negotiations interesting and useful.
Bibliography :
1. Fisher, R. & Ury, W. (2012) Getting To Yes: Negotiating agreement without giving
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in. Random House Business. ISBN-13: 978-1847940933 (N.B. earlier editions of
this book are acceptable.)
2. Stone, D., Patton, B. & Heen, S. (2000) Difficult conversations: How to discuss
what matters most. Penguin: New Ed edition. ISBN-13: 978-014027782
3. Ury, W. (2009) Getting Past No: Negotiating with difficult people. Revised edn.,
24th reissue. Bantam. ISBN-13 978-0553371314.
Supplemental and optional text:
4. Lewicki, R.J., Barry, B. & Saunders, D.M. (2010) Negotiation: Readings, exercises,
and cases. 6th edn. McGraw-Hill Higher Education. ISBN-13: 978-0071267748
(N.B. earlier editions of this book are acceptable.)
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Master Grande École 2014-2015
Module's Title : Decision Making Skills Subject area / specialisation : Management
Professor : Prof. Dr. Zita Zoltay Paprika Email :
Learning objectives :
Gain an understanding of central concepts in decision making Understand the intersection of analytical and behavioral perspectives on decision
making Develop expertise in decision making Improve decision making skills, creativity Develop ability to think critically Learn to avoid common decision making errors
Description of Content :
This course will provide an overview of the field of behavioral decision making and decision analytical perspectives. It addresses both the theoretical and practical processes and skills of decision making at the individual and organisational levels. The course starts with a short historical introduction to give an understanding of the field of decision theory. It provides a comprehensive examination of issues in personal decision making: how to describe the processes involved in forming judgements, how to plan actions and evaluate consequences, how to understand the dynamics of organizational decision making in the context of conflicting personal objectives, how to manage risk.
Assessment :
Course participation (attendance and active participation) and quizzes constitute 50% and 50%.
Teaching Method :
Lecture/Seminar Case studies Role playings Self assessment tests (satisficing, creativity, brain dominance, risk preferences etc.)
Bibliography :
Harvard Business Review on Decision Making, Harvard Business Review Paperback, 2001 http://ebookee.org/Harvard-Business-Review-on-Decision-Making_1975298.html
Ariely, Dan: Predictably Irrational, Harper Collins, NY, 2009 Kahneman, Daniel: Thinking Fast and Slow, Farrar, Straus and Giroux, New York, 2011
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Module outline for ‘Excellence in Pedagogy’ 2014
Groupe ESC Dijon Bourgogne- Burgundy School of Business
Employment Relation
Delivered by: Dr Gwen Chen
Learning outcomes:
At the end of the module, students will be able to:
Demonstrate the ability to critically discuss the concept and philosophy of employment
relations
Critically assess and understand employment relation theories and the process of
globalisation
Consider both organisational and individual perspectives of employment relations in
contemporary organisations
Description of module:
This module is designed to provide students with a depth of understanding and knowledge
in one of the most discussed topics in the HRM field, Employment Relations (ER). Analysis of
the relationships between employees, mangers and unions in the organisational context, are
discussed. This module will explore a wide range of topics that link ER with employment
engagement, labour relations, contemporary business practice and organisational change.
Through the investigation of key influences, this module will shape and define our current ER
theories and look at cutting edge research to speculate how these theories may develop in
the future.
Module assessment:
If student number is less than 12,
Type of assessment: 15- minute individual presentation
Learning outcomes assessed: 1, 2 and 3.
If the student number is more than 12:
Type of assessment: one- hour multiple choice examination
Learning outcomes assessed: 1, 3 and 3.
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School of Business Administration
Creating Value Through Customer Engagement
Course : Creating Value through Customer Engagement
Program : Excellence in Pedagogy
Start/End Date : April 20th to 24th
Sessions : 5 sessions of lectures
Credits : 2 credit hours (15 contact hours)
Professor : Yiorgos A. Bakamitsos, PhD.
E-mail : [email protected]
Phone : + 1 (321) 939 - 7621
I. GENERAL DESCRIPTION
This course takes an analytical approach to the study of how the marketing function within a firm
contributes to value creation for the organization. Attention focuses on the influence of the
marketing effort to engage customers in value creation and transform them from passive recipients
of information, products and services to active co-creators of value.
The major objectives of this course are:
To critically analyze the task of marketing in the process of creating value for the firm through the
active engagement of customers.
To provide students with a sound conceptual and theoretical “tool kit” for analyzing marketing
problems faced by both profit and nonprofit organizations.
To provide students with a forum for presenting and defending their recommendations, and for
critically examining and discussing the recommendations of others.
The course is organized around five themes. The first theme deals with the importance of
relationships in context of marketing strategy. Issues related to building, managing and growing
relationships with customers as well as value delivery network partners will be explored.
The second theme explores the enhanced role that consumers can play in the value creation process
through marketing research. The importance of big data and data analytics will also be addressed.
The third theme examines the impact of customization on the product/service (value offering)
creation process. Issues ranging from boundary conditions and different types of customization to
the “Design Approach” and product/service portfolio management will be discussed.
The fourth topic explores in greater depth services and highlights their key differences from physical
products and their implications for marketers in the value creation process.
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The fifth and final topic deals with the new communication landscape. We will discuss the impact of
social media, viral marketing, gamification, cause marketing and augmented reality in crafting a
communication strategy.
II. LEARNING OBJECTIVES
The general objective of this course is to provide students with an understanding of the challenges
and opportunities involved in designing and deploying marketing strategies that rely on consumer
engagement.
By the completion of this course students will be able to:
Articulate the value of consumer engagement.
Demonstrate knowledge of tools and practices for structuring and controlling marketing programs
based on consumer engagement.
Demonstrate an understanding of the complexity to orchestrate consumer engagement marketing
efforts in local and global markets.
III CLASS MATERIALS
Required Text: Case Packet
All required readings are included in the case packet or will be handed out in class during the course.
Class notes, based on the overheads that I will use, will be handed out at the beginning of each class.
While class notes cover the key issues that we will discuss in each class, they are not meant to be
exhaustive and they do not substitute the assigned readings.
IV. METHODOLOGY & STUDENT EVALUATION
Class Sessions
Most of the class sessions will be composed of two parts; lectures and case discussions. During the
lecture part the conceptual and theoretical aspects of the course will be presented. Lectures aim at
emphasizing the key concepts presented in the readings and at shedding light on aspects of the
course that are of significant importance. Please note that although I will not lecture directly on the
assigned readings, you are expected to be familiar with them before coming to class.
The second part of the class will be devoted to the discussion of a case that aims at demonstrating
the key concepts presented in the lecture. Each student is expected to thoroughly prepare for each
case and contribute to class discussion. The benefit that you derive from assignments is closely
related to your willingness to expose your ideas to the critical judgment of the class. While I may
probe and challenge you to defend your opinion, please understand that I do so in order to
encourage precision in thinking and argument quality, and not because I do not like you or your
opinion. As a professor of mine used to say, the poorest quality opinion is the one left unvoiced, so
please do not hesitate to voice your opinion and to ask questions.
Class Contribution
As mentioned above, every class session will involve interaction in the form of class discussion, and
all students are expected to participate by making comments and/or asking questions. Feel free to
ask questions if a point is not clear. Chances are that the same question is on the mind of some of
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your classmates as well, and thus, you are doing them a favor by asking it. The criteria that will be
used in assessing class contribution are listed below:
In order to be able to participate in class discussions, attendance is mandatory. Attendance will be
taken at the beginning of each class. If for any reason you cannot attend a class session please let me
know in advance.
Consistent and active participation in class discussion. Mere attendance will earn you only fifteen
(15) points towards your class contribution grade.
Quality comments that enhance our understanding of a given situation and go beyond the simple
repetition of facts presented in a case.
Final Exam
The final exam will be a take home, open book, open notes simulation, due on Friday, April
24th 2015 at 5:00 p.m. The simulation will describe a marketing situation and will require you
to make decisions over several periods (Fiscal Years) based on the conceptual and analytical
tools that we developed throughout the course. The evaluation of your performance in the
final exam will be based on your score and how it compares relative to the scores of your
peers as well as a one to two page reflection paper, explaining your strategy and discussing
the insights you developed as you interacted with the simulation. Your reflection paper
should be submitted electronically no later than the deadline specified above. NO LATE
SUBMISSIONS WILL BE ACCEPTED. Please anticipate any scheduling conflicts and submit
early if necessary.
Quizzes and in class exercises
Quizzes and/or in class exercises/presentations related to the assigned material for that particular
day of classes may be administered.
Evaluation of Student Work
Quizzes & in class exercises/presentations 20%
Final Exam 40%
Peer Evaluation 10%
Class Contribution 30%
Total 100%
Honor Code
The Honor Code will be applied to the course in the following manner:
Discussion cases may be prepared in groups or individually.
The final examination is to be prepared individually.