MSc in MARKETING MANAGEMENT - edhec.edu · PDF file3 ECTS CREDITS ... week to post the assignment on bl kb d The date will be fixed at the end of the i ... 16_M2_LI_MKT_S1_CCO_4410:

1

MSc in MARKETING MANAGEMENT ACADEMIC YEAR 2015‐2016

2

INDEX

SEMESTER 1 16_M2_LI_MKT_S1_SEM_CCS_757: BUSINESS ETHICS FOR MARKETERS ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 4

16_M2_LI_MKT_S1_CCO_4408: CONSUMER CENTERED MARKETING ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 5

16_M2_LI_MKT_S1_CCO_4409: INTERNATIONAL MARKETING STRATEGY ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 7

16_M2_LI_MKT_S1_CCO_4410: INTEGRATED MARKETING COMMUNICATION ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 10

16_M2_LI_MKT_S1_CCO_4412: STRATEGIC BRAND MANAGEMENT ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 13

16_M2_LI_MKT_S1_CCO_1135: MARKETING RESEARCH & METHODS ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 16

16_BM_LI_BM_S1_CCO_CCS_4499: SPECIAL TOPICS ON FRANCE FOR INTERNATIONAL STUDENTS 20

16_M2_LI_CLA_S1_CCO_FLE_1347: IC FLE ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 22

SEMESTER 2

16_M2_LI_MKT_S2_SEM_MGT_1190: LEADERSHIP ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 24

16_M2_LI_MKT_S2_CCO_MKG_2649: STRATEGIC RETAIL MANAGEMENT‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 26

MAJOR LUXURY & FASHION

16_M2_LI_MKT_S2_CCO_4413: LUXURY STRATEGY & INNOVATION ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 28

16_M2_LI_MKT_S2_CCO_4414: GLOBAL LUXURY OPERATIONS ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 31

16_M2_LI_MKT_S2_CCO_4415: CRM FOR LUXURY ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 33

16_M2_LI_MKT_S2_CCO_4416: DIGITAL MARKETING FOR LUXURY ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 37

MAJOR ENTERTAINMENT &SERVICES

16_M2_LI_MKT_S2_CCO_4417: ENTERTAINMENT MARKETING ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 38

16_M2_LI_MKT_S2_CCO_4418: SERVICES MARKETING ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 40

16_M2_LI_MKT_S2_CCO_4419: CRM FOR ENTERTAINMENT & SERVICES ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 43

16_M2_LI_MKT_S2_CCO_4420: DIGITAL MARKETING FOR ENTERTAINMENT SERVICES ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 47

16_BM_LI_BM_S2_CCO_CCS_1333: FAMILY BUSINESS ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 48

16_M2_LI_CLA_S2_CCO_FLE_1347: IC FLE ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 50

3

ECTS CREDITS

LIBELLÉ HEURE

ÉTUDIANT GEEDHEC IC INCOMING

INCOMING DD

Business Ethics for Marketers 15 2 2 2 2

Consumer Centered Marketing 30 4 4 4 4

International Marketing Strategy 30 4 4 4 4

Integrated Marketing communication 30 4 4 4 4

Strategic Brand Management 30 4 4 4 4

Marketing Research & Methods 45 6 6 6 6

TICD 20 3 3 3

Master Project STEP 1 50 3 3 3 Special Topics on France for International Students 30 7

ERASMUS ‐ FLE 36 5 NC

SOUS TOTAL SEMESTRE 1 250 30 30 36 30

Leadership 15 2 2 2 2

Strategic Retail Management 45 4 4 4 4

Major 1: Luxury & Fashion

Luxury strategy & Innovation 30 4 4 4 4

Global Luxury Operations 30 4 4 4 4

CRM for Luxury 30 4 4 4 4

Digital Marketing for Luxury 30 4 4 4 4

Major 2: Entertainment & Services

Entertainment Marketing 30 4 4 4 4

Services Marketing 30 4 4 4 4

CRM for Entertainment & Services 30 4 4 4 4

Digital Marketing for Entertainment Services 30 4 4 4 4

TICD 20 1 1 1

Master Project STEP 2 50 7 7 7

Intersnhip / Work Experience (only for IC) 480 15 15

Family Business 15 8

French as a Second Language 36 5 nc

SOUS TOTAL SEMESTRE 2 MAJOR 1 250 30 45 35 45

SOUS TOTAL SEMESTRE 2 MAJOR 2 250 30 45 35 30

TOTAL ANNÉE 500 60 75 71 75

4

16_M2_LI_MKT_S1_SEM_CCS_757: BUSINESS ETHICS FOR MARKETERS NUMBER OF HOURS: 15 SEMESTER 1 INTERNATIONAL PROGRAMME - 2 ECTS COURSE COORDINATOR: GEERT DEMUIJNCK

To teach students how to better frame ethical issues related to business and the economy, and to become more aware of the philosophical questions which underlie individual and collective decisions. To allow students to learn about the practical implementation of ethical standards in business by participating to the Lille World Forum (forum for a responsible and sustainable economy).

After having taken this course participants will be able to:

● better frame ethical issues related to business and the economy, especially issues concerning the domain of specialization of each MSc program.

● be more aware of the philosophical questions which underlie individual and collective decisions. The aim of the course is not to provide precise answers to specific questions.

The only important prerequisite is intellectual honesty, i.e. the willingness to be led where the arguments lead you, even if you feel uncomfortable with the conclusions. Discomfort should sharpen our critical reflection, but not prevent us from thinking. The underlying optimistic assumption is that an interest for more fundamental questions is not incompatible with being an efficient executive or manager.

The course content is adapted to each MSc and is taught by experts in ethical issues concerning each domain of specialization. The lecturers will choose topics that are relevant to the future professional career of the students. Relevance is understood in a broad sense. Some of them will start from a more abstract discussion and spell out important implications for our ethical understanding of management issues. Others will rather opt for case studies in a much more applied perspective, in order to reveal the underlying ethical questions. The seminar is organized in November during the week in which the Lille World Forum takes place. EDHEC Business School as partner of this Forum gives the opportunity to all the MSc students to be invited and to assist to one of the workshops of the Forum.

The seminar consists of lectures, presentations and discussions of compulsory readings. Although the groups are rather big, some interaction is welcome and will be provoked.

ASSESSMENT

% OF THE

TOTAL MARK

DETAILS

SCHEDULE

LEARNING

OUTCOME EVALUATED

Participation to Lille World

Forum (htt // ldf

PASS

Interview and write the Best Practices of one of the speakers.

WORLD FORUM (20-

21-22 OCT. 2015)

Written assignment

proposed by each MSc. lecturer

100%*

Students will have one

week to post the assignment on bl kb d

The date will be fixed

at the end of the i

*However invited professors may propose some modification of the procedure.

Compulsory readings for each of the MSc groups will be posted on Blackboard.

READINGS

ASSESSMENT METHODS

TEACHING & LEARNING METHODS

COURSE CONTENT

PREREQUISITES

LEARNING OUTCOMES

COURSE OBJECTIVES

5

16_M2_LI_MKT_S1_CCO_4408: CONSUMER CENTERED MARKETING NUMBER OF HOURS: 30 SEMESTER 1 INTERNATIONAL PROGRAMME - 4 ECTS COURSE COORDINATOR: PIERRE D’HUY

Innovation is the motor of future business and economic and investment opportunity. At the forefront of all economic activity lies innovation and its supporting mechanisms: technology, new ideas, new ways of doing things and novel ways of experimenting with lifestyles. Innovation is the new top discipline in business schools. This course will unleash your creative skills by learning the last innovation techniques linked with clearly defined consumer insights.


1. Understand the difference between a product driven marketing and a consumer centered marketing approach. 2. Stimulate the right brain hemisphere and unleash new creative skills. 3. Use of “empathy” to stimulate insight seeking. 4. Focus on Design Thinking as taught in Hasso Platner D-School of Stanford University, especially on Human

centered innovation.

Four years of general business courses or Bac + 4 Business Administration, or degrees in Economics, Political Science, Applied Social Sciences

WEEK TOPIC CONTENT PREPARATORY WORK

1

Introduction Innovinsights

How to find great

consumer insights to create valuable i ti

none

2

Six strings techniques

Edison, Tesla, Altshuller,

Osborn, Buzan and De B

Reading : two articles

3

Advanced creativity

How to use your genius brain in creativity

Reading one article

4

Design thinking

Stanford University D-School approach

Movie, readings

Lectures, class discussion, reading, case studies, movie excerpt, TED conference excerpt… Several guest stars: FMCG MK director, industrial general manager…

ASSESSMENT % OF THE

TOTAL MARK DETAILS SCHEDULE LEARNING OUTCOME

EVALUATED

ASSESSMENT METHODS


COURSE CONTENT

PREREQUISITES

LEARNING OUTCOMES

COURSE OBJECTIVES

6

Unilever case

40%

Each team of 5-6 students make a detailed answer to the Unilever Innovation challenge given at the beginning of the course

The Innovation challenge is given in September dead in early December

Group work on how to write a clear innovation strategy from scratch

LO5 LO6

Final exam

60%

Individual assessment on a 3 hours written exam

Exam week

All the course content LO1 to LO6

Recommended Serious Creativity De Bono Edward, HarperCollins Publishers Ltd Kao John Jamming HarperBusiness Change by design Tim Brown HarperBusiness The Note Book of Leonardo de Vinci, Kent Press Steve Jobs Isaacson Walter, Simon & Schuster Gamestorming Gray Dave, O'Reilly Media, Inc, The Ten faces of innovation Tom Kelley, The Innovator DNA Clayton Christensen Roger Martin The Design of Business Tim Brown Change by design

READINGS

7

16_M2_LI_MKT_S1_CCO_4409: INTERNATIONAL MARKETING STRATEGY NUMBER OF HOURS: 30 SEMESTER 1 INTERNATIONAL PROGRAMME - 4 ECTS COURSE COORDINATOR: DR. ALEXANDRA CAMPBELL

This course has two related objectives. The first is to broaden students' sensitivity to different cultural, socio-economic and legal environments encountered in the global marketplace. The second is to develop students' skills in developing and implementing international marketing strategies and programs in diverse contexts.

After having taken this course participants will be able to: • Appreciate the external and firm factors that shape the global marketing manager’s job;

• Evaluate when and how firms should use different market entry strategies; • Provide advice to firms about when and how to standardize or adapt marketing programs in different global

markets.

None

SESSION

TOPIC CONTENT PREPARATORY WORK

1

International Marketing Strategy: Aligning Practice & Theory

Course Overview; Adaptation vs

Standardization of the M k ti Mi

None

2

Global Market Segmentation & Buyer Behaviour

Understanding the Geo-Political and Socio-Economic Environments in World Markets

Class Discussion

Topics

Reading: “Profits at the Bottom of the Pyramid”

3

Cultural Nuances & Implementation

The Science of Cultural

Understanding; The Importance of Culture on Marketing and Management Styles; Is Self Reference

Class Discussion Topics

Criterion Good or Bad?

4

Evaluating Global Market Opportunities

Information for International marketing decisions; Thick vs Thin Information

Class Discussion

Topics

Reading: Distance Still Matters

5

Global Brand Management Part 1: Managing Brand Meaning

What is a brand? Managing

brand meaning; Can local brands compete against global brands?


COURSE CONTENT

PREREQUISITES

LEARNING OUTCOMES

COURSE OBJECTIVES

8

6

Global Brand Management Part 2: The

Challenges of Adaptation vs Standardization

Challenges of

Marketing Frameworks; What’s “core” to the brand” Counterfeiting Global Brands


7

Market Entry and Distribution Strategies

Deciding how to Enter a

Market; Impact of Market Entry on Distribution Channels; Different Market Entry Strategies

Class Discussion

Topics

Case: Tesco’s Virtual Store

8

Global Pricing Strategies

How to Extract the Maximum Value; 3 Common Pricing Mistakes; Firm Pricing Strategies in the Global Luxury Market

Class Discussion

Topics;

Case: GlaxoSmithKline and AIDS drugs in South Africa

9

Global Marketing Communications Strategies

The Challenges and

Opportunities of Global Marketing Communications;

Cultural Embeddedness of Marketing Communications


10 Class Presentations Adapting vs Standardizing

Global Marketing Strategies

Prepare

presentations

Lecture Application Exercises Small-group discussions & working sessions

ASSESSMENT % OF THE TOTAL MARK

DETAILS SCHEDULE LEARNING OUTCOME

EVALUATED

Adapting vs Standardizing Global Marketing Strategies: A Firm Analysis

30

Working in groups, students are expected to analyse and critique a firm’s global marketing strategy

Final Class

Is assessment of the

issues facing the firm compelling and convincing? Analysis of ALL aspects of the firm’s global marketing strategy

ASSESSMENT METHODS


9


20

Working in groups, students are expected to lead a class discussion on assigned topics that relate to class material

Ongoing

Is presentation

compelling, and professional within the time allowed;

Did presentation generate an interesting/relevant class discussion

Take Home Exam: Analysis of a Firm’s Exporting Opportunities

50

Individual assignment based on mini-case provided in class

2 weeks after the end of the course

Ability to prioritize

information needs; (Understanding of “thick” and “thin” information)

Research Quality (Use of different information sources; Thick and thin information)

Recommendations (Realistic given the time frame)

“Profits at the Bottom of the Pyramid”, Simans and Duke, HBR Oct 2014 (Product # R1410G) “Distance Still Matters”, Ghemawat, HBR, 2001 (Product # R0108K) CASE: “Tesco’s Virtual Store: From South Korea to the United Kingdom”, Vandenbosch & Nastasoiu, 2014 (Product #W14148) CASE: “GlaxoSmithKline and AIDS Drugs in South Africa (a): The Right for lives and profit” (Product #IMD446)

READINGS

10

16_M2_LI_MKT_S1_CCO_4410: INTEGRATED MARKETING COMMUNICATION NUMBER OF HOURS: 30 SEMESTER 1 INTERNATIONAL PROGRAMME - 4 ECTS COURSE COORDINATOR: DR. GRAHAM ROBERTS

This course has two objectives. The first is to help students understand the importance of planned, integrated communication in a marketing context. The second is to develop students’ skills in devising and implementing integrated marketing communication strategies in a variety of industrial and national contexts.


● Appreciate the variety and scope of marketing communication objectives; ● Explain the use of promotional tools in the communication process; ● Identify the factors and constraints influencing the mix of communications tools that an organisation uses, ● Outline the steps in developing effective, and integrated marketing communications, and; ● Define the main methods by which communications budgets are set.

None

SESSION


1

CM1: Introduction: What is IMC?

Course Overview: The changing

communications environment, and the different elements of the promotional mix. The role of IMC in building corporate

None

2

CM2: Components of IMC (1)

Traditional communications:

advertising and promotions; Non-traditional media (a): Sponsorship, events marketing, public relations


3

TD 1: Advertising and IMC in China

Case: “JWT China: Advertising for the New Chinese Consumer”

Class Discussion Topics;

Case: “JWT China: Advertising for the New Chinese Consumer”

4

CM3: Components of IMC (2)

Non-traditional media (b): Social media and direct marketing

Class Discussion

Topics;

5

TD2: Social Media and IMC

Case: “UnME Jeans: Branding in Web 2.0”

Class Discussion

Topics;

Case: “UnME Jeans: Branding in Web 2.0”

COURSE CONTENT

PREREQUISITES

LEARNING OUTCOMES

COURSE OBJECTIVES

11

6

CM4: Planning Considerations

Message content, structure and

format; eliciting the required emotional response; Analysing the situation in terms of target market, product and environment


7

TD3: Designing an IMC Strategy

Case:

“PSI India: Will Balbir Pasha Help Fight AIDS?”

Class Discussion

Topics; Case:

“PSI India: Will Balbir Pasha Help Fight AIDS?”

8

CM5: From Planning to Budgeting

Selecting target audience,

communication objectives and media; pre-testing; Establishing promotional budget, implementing IMC plan, and evaluating success


9

TD4: Budgeting

Case:

“Pepsi-Lipton Brink”

Class Discussion

Topics; Case:

“Pepsi-Lipton Brink”

10

TD5: Class Presentations

Case: “NIKE Football: World Cup 2010”

Prepare

presentations: Case: “NIKE Football: World Cup 2010”




EVALUATED

Integrating Marketing Communication: A Firm Analysis

30

Working in groups, students are expected to analyse and critique a firm’s integrated marketing communication strategy

Final Class


issues facing the firm compelling and convincing? Analysis of ALL aspects of the firm’s marketing communications strategy

ASSESSMENT METHODS


12


20


Ongoing

Is presentation



Take Home Exam: Analysis of a Firm’s Integrated Marketing Communication strategy

50







“JWT China: Advertising for the New Chinese Consumer”, Koll, HBR Sept 2010 (Product #809079) “UnME Jeans: Branding in Web 2.0”, Steenburgh and Avery, HBR Aug 2011 (Product #509035) “PSI India – Will Balbir Pasha Help Fight AIDS? (A)”, Ofek and Wickersham, HBR Jul 2010 (Product #507032)

“Pepsi-Lipton Brink”, Teixeira and Caverly, HBR Dec 2012 (Product #512011) “Nike Football: World Cup 2010 (B)”, Ofek and Johnson, HBR May 2012 (Product #512054)

READINGS

13

16_M2_LI_MKT_S1_CCO_4412: STRATEGIC BRAND MANAGEMENT NUMBER OF HOURS: 30 SEMESTER 1 INTERNATIONAL PROGRAMME - 4 ECTS COURSE COORDINATOR: SERGE ELBAZ

This course has two objectives. The first is to help students understand what brands are, what they represent to consumers, and how firms can most effectively manage them. The second is to develop students’ appreciation of the importance of the role of branding in marketing strategies.


● Explain what makes a strong brand, and the importance of branding to firms; ● Define key terms related to branding, such as brand equity, brand positioning, brand architecture, etc., and provide

concrete examples in relation to specific firms; ● Identify key challenges for brands in the 21st century, and make specific concrete recommendations for a given

brand.

None

SESSION


1

CM1: Introduction

Brands and brand

management; what is a brand, and what makes a strong brand?; the concept of brand equity; brands in different sectors

None

2

CM2: The new brand management

Brand identity and positioning; branding and design.

Class Discussion

Topics

3

TD1: What makes a strong brand / branding in different sectors

Case:

“Bono and U2”

Class Discussion Topics;

Case:

“Bono and U2”

4

CM3: Designing and implementing brand marketing programmes

Choosing brand elements,

designing marketing programme, and leveraging secondary brand associations to build brand equity


5

TD2: Extending the brand

Case: “Apple Inc. in 2015”

Class Discussion

Topics; Case:

“Apple Inc. in 2015”

COURSE CONTENT

PREREQUISITES

LEARNING OUTCOMES

COURSE OBJECTIVES

14

6

CM4: Measuring and interpreting brand performance

Measuring sources and outcomes of brand equity

Class Discussion

Topics

7

TD3: Branding, social media and measuring ROI

Case: “The Pepsi Refresh Project: A Thirst for Change”

Class Discussion

Topics; Case:

“The Pepsi Refresh Project: A Thirst for Change”

8

CM5: Growing and sustaining brand equity

Designing and implementing

branding architecture strategies, naming new products and brand extensions, managing brands over time and space


9

TD4: Rejuvenating the brand

Case:

“Launching the New MINI”

Class Discussion

Topics; Case:

“Launching the New MINI”

10

TD5: Class Presentations

Case: “Russian Standard”

Prepare

presentations: “Russian Standard”


ASSESSMENT % OF THE


EVALUATED

Strategic Brand Management; A Firm Analysis

30

Working in groups, students are expected to analyse and critique a firm’s brand strategy

Final Class


issues facing the firm compelling and convincing? Analysis of ALL aspects of the firm’s brand strategy


20


Ongoing

Is presentation



ASSESSMENT METHODS


15

Take Home Exam: Analysis of a Firm’s brand strategy

50







“Bono and U2”, Koehn, Miller and Wilcox, HBR Apr 2012 (Product #809148) “Apple Inc. in 2015”, Yoffie and Baldwin, HBR May 2015 (Product #715456) “The Pepsi Refresh Project: A Thirst for Change”, Norton and Avery, HBR Aug 2013 (Product #512018) “Launching the New MINI”, Holt and Quelch, HBR Oct 2004 (Product #505020) “Russian Standard”, Deshpande, HBR Apr 2008 (Product #508053)

READINGS

16

16_M2_LI_MKT_S1_CCO_1135: MARKETING RESEARCH & METHODS NUMBER OF HOURS: 45 SEMESTER 1 INTERNATIONAL PROGRAMME - 6 ECTS COURSE COORDINATOR: DRS. GUERGANA GUINTCHEVA, PAUL N’GOBO

PART 1: QUALITATIVE TECHNIQUES & MASTER PROJECT COACHING (25h)

● Introduce methodological knowledge and skills concerning collection, analysis, and application of qualitative data in marketing and consumer research;

● Guide students with the master project (thesis or case) writing. PART 2: QUANTITATIVE TECHNIQUES (20h) The goal of the course is to familiarize students with the fundamentals of Marketing Research. Marketing Research involves developing research questions, collecting data, analyzing it and drawing inferences, with a view to making better business decisions. In essence, this is an Applied Statistics course where we focus on inference from Marketing Research data.

PART 1: QUALITATIVE TECHNIQUES & MASTER PROJECT COACHING (25h) After having taken this course participants will be able to:

1. the objectives of marketing research 2. qualitative techniques to their final master project (thesis or case) 3. their own master project research design

PART 2: QUANTITATIVE TECHNIQUES (20h) After having taken this course participants will be able to:

1. be aware of the many sources of marketing information and the various means for gathering such information; 2. have a general understanding of univariate, bivariate and multivariate data analysis techniques (i.e., should be able

to decide when a technique is appropriate and understand the managerial implications of analytical results); and 3. be able to design and execute a basic survey research project.

PART 1: QUALITATIVE TECHNIQUES & MASTER PROJECT COACHING (25h) None PART 2: QUANTITATIVE TECHNIQUES (20h) There is no prerequisite per se. However, having attended an Applied Statistics course in the past should help understand this course very easily. Furthermore, familiarity with Excel is important.


SESSION


1/

Introduction 3h

Master’s project requirements

Presentation of master project options (individual thesis or group case study)

Steps in research process Library database presentation

NA

COURSE CONTENT

PREREQUISITES

LEARNING OUTCOMES

COURSE OBJECTIVES

17

2/

Finding and formulating the research question 3h

Workshop in groups based on the preparatory work

Criteria of a “good” research questions

Individual coaching aiming to clarify submitted research questions

Browse the academic

online sources from the library

List 3 areas worth searching in marketing that could interest you

Formulate one research objective & question

3/

Case writing 1h30

Appreciate what makes a good case and

the benefits of a teaching note;

NA

4/

Literature Review & Bibliography 1h30

How to write a research conceptual

framework (state of knowledge) Formulate proposals/hypothesis Type of bibliographical references Constructing the literature review Problematizing the literature review

By pairs, each student reads one academic article

Write a summary (research contribution, method, results)

Discuss within the pair

5/

Academic critical discussion 1h30

Understand how to organize diverse academic points of view on a given subject into lit review;

Figure out the structure of the final lit review in the master project (thesis or case);

How do you organize the succession of concepts

List 5-10 academic

references on your topic;

Read the 3-5 most relevant;

Make a summary of EACH on the following elements (contributions, results, method)

Write a half page of critical discussion of your academic readings

6/ Methodology & Data

collection 3h

Overview of methods & qualitative

techniques

NA

How to choose the sample size?

Individual & Focus group techniques Laddering technique

Netnography technique

Final oral defense preparation & structure

7/

Interview guide

Write your interview guide

Administer it to one of your classmates. Record it

Group exercises – need to write the interview guide for data collection

8/ Qualitative data analysis

Content analysis Transcribe your interview

18

9/

Poster session 4h

Students present individually their master project

Prepare a ppt 7mn

presentation: research/business questions

Justification of the importance

Literature review & concepts

Data collection design

PART 2: QUANTITATIVE TECHNIQUES (20h)


Session 1

Introductory session

Questionnaire

Design, Measurement, and Scaling, and Sampling and Sample Size

N/A

Session 2

Descriptive analysis

Measures of central

tendency, dispersion, and shape

N/A

Session 3

Analysis of nominal variables

Chi square test of

goodness-of-fit and of association

N/A

Session 4

Comparing means &

experimental data analysis

Analysis of variance and its variants

N/A

Session 5

Associations

between quantitative variables

Correlations Regression

N/A

Session 6 Wrap-up session Preparation of the

final exam

N/A

PART 1: QUALITATIVE TECHNIQUES & MASTER PROJECT COACHING (25h) Lectures & workshops PART 2: QUANTITATIVE TECHNIQUES (20h) The entire course uses the SPSS software.




EVALUATED

Intermediary

document

80% Submission early

January 2015

1/ & 2/ & 3/

Poster 20% Last session 1/ & 2/ & 3/

PART 2: QUANTITATIVE TECHNIQUES (20h)

Assessment % of the total mark

Details

Schedule Learning

outcome evaluated

ASSESSMENT METHODS


19

Group project

40%

Datasets are given to groups of students

Generally 15 days before the final exam

Ability to address

a marketing problem using consumer data

Final exam

60%

A series of SPSS

output is provided with specific marketing

EDHEC

administration

Ability to

interpret results (based on marketing data) from a statistical software.

PART 1: QUALITATIVE TECHNIQUES & MASTER PROJECT COACHING (25h) Malhotra, Naresh (2009), Marketing Research: an Applied Orientation, 6th edition, Pearson/Prentice Hall PART 2: QUANTITATIVE TECHNIQUES (20h) Compulsory Basic Marketing Research (4th Edition) by Naresh K Malhotra Recommended Marketing Research by David A. Aaker, V. Kumar, Robert Leone and George S. Day (Oct 1, 2012)

READINGS

20

16_BM_LI_BM_S1_CCO_CCS_4499: SPECIAL TOPICS ON FRANCE FOR INTERNATIONAL STUDENTS NUMBER OF HOURS: 30

SEMESTER 1

INTERNATIONAL PROGRAMME - 7 ECTS

● To become familiar with the specifics of the French economy and business history. To study French businesses with a focus on governance.

● To study the long term development of French businesses with a focus on leadership, management styles and practices.

● To compare and contrast various French companies in the context of the strategic development of the French economy

● To reflect on the impact of Americanization and the European integration on French business practices

After having taken this course participants will be able to: ● identify and speak knowledgeably about the business history of France ● understand the complexity of the evolving environment of French corporations, the role of institutions and

individuals. ● understand the origins and the evolution of management practices and tools and the national differences ● develop an understanding of the role of entrepreneurs in the globalization phenomenon ● apprehend the stakes of governance and succession issues faced by French companies ● recognize and describe corporate cultures and leadership styles in French contemporary business

Three years of general business courses or Bac + 3 Business Administration.

● The long view: 19th and 20th century major trends in the economic development of France ● State and Industry: a long and complex relationship: education, regulation and industrial policy ● Managerial practices: the adoption and hybridization of foreign examples ● Foreign Direct Investment and the internationalization of French companies from the 1880s to the 21st century ● French entrepreneurs and enduring family capitalism with a focus on sectors: Aerospace, Retail, Beauty Business

and Luxury.

Lectures, student study cohorts, Socratic dialogue, reading

Participation and continuous assessment: 50% Participation and continuous assessment include speed talks (20%) and final project (30%) Final Exam 50%

Speed talks Students will be asked to prepare a short talk (2-3 minutes/student) during the course, comparing one or more business themes for their own country vs. France. Students will be teamed together with others. First speed talk due Oct. 1 and explained in first class.

Final project Students will form teams of 5 students (maximum) and do an in depth comparison of two French businesses which should be similar in size and from the same sector, at least broadly speaking (e.g. manufacturing, retail, construction) but differ in family ownership/governance (e.g. large publicly-held family vs. nonfamily firm, where a family firm is defined as a block holder with at least 10% of the total common shares, and has significant influence over company decisions). Two different groups may not study the same firm.

ASSESSMENT METHODS


COURSE CONTENT

PREREQUISITES

LEARNING OUTCOMES

COURSE OBJECTIVES

21

Possible issues to consider in examining the firms include: a. Corporate culture (e.g. artifacts, values, underlying assumptions, entrepreneurial dimensions such as risk taking;

competitiveness vs. collaboration) b. Leadership/decision-making style (e.g. authoritarian vs. democratic, professionalization, decision-making process,

organizational design) c. Succession issues : How it is/has been managed, past experience and current dilemmas d. Corporate governance: How are shareholders’ interests protected e. Corporate social responsibility f. Family business characteristics in evidence in governance, ownership and management g. Internationalization/globalization strategy h. Entrepreneurial orientation

Barjot, D., J. Gillingham and T. Hara. (2002) Catching up with America: productivity missions and the diffusion of American economic and technological influence after the Second World War. Paris, Presses de l'Université de Paris- Sorbonne. Bensadon, D. (2010) The introduction of group accounts in French large firm during the sixties: some insight into the real motivations, 35 th Economic & Business Historical Society (EBHS), Annual Conference, Braga, Portugal. <halshs- 00640548> Bonin H., F. de Goey (2008) American Firms in Europe (1880-1980), Genève: Librairie Droz, 704 pages. Cailluet, L. (1997). "Accounting and accountants as essential elements in the development of central administration during the inter-war period: management ideology and technology at Alais, Froges et Camargue (AFC-Pechiney)." Accounting, Business & Financial History 7(3), pp. 295-314. Cailluet, L. (2014). The Challenge of fruitful long-term cooperation: a Japanese-French joint-venture in the cosmeticsindustry. An Analysis of Japanese Management Styles, Business and Accounting for Business Researchers,Tokyo: Maruzen Planet, pp. 34-50. Caron, F. (2012) An Economic History of Modern France (Routledge Revivals), London: Routledge. Berland, N. and T. Boyns (2002). "The Development of Budgetary Control in France and Britain from the 1920s to the 1960s: A Comparison." The European Accounting Review 11(2): 329-356. Casper, C., A.K. Dlas and H. Elstrodt (2010) “The Five Attributes of Enduring Family Businesses, McKinsey Quarterly, 1: 1-10. Desvaux, G. and B. Regout (2010) « Older, Smarter, More Value Conscious : The French Consumer Transformation”, McKinsey Quarterly, June: 1-5.

DORGAN, S.J., J.J. DOWDY and T.M. RIPPIN (2006) “Who Should-and Shoudn’t Run the Family Business, McKinsey Quarterly, 3: 13-15. Hancke, B. (2001) “Revisiting the French Model: Coordination and Restructuring in French Industry,” in P.A. Hall and D. Soskice (eds.) Varieties of Capitalism, Oxford, Oxford University Press. Jones G. & L. Gálvez-Muñoz (2002) Foreign multinationals in the United States : management and performance, London: Routledge. Kuisel, R. F. (1993). Seducing the French, the Dilemna of Americanization. Berkeley, University of California Press. Landes, D. (2006). Dynasties. New York, NY: Viking Adult (Penguin). Especially Chapter 2: The Rothschilds: Persistance, Tenacity and Continuity (pp. 37-74). McCahery, J.A. P. Moerland, T. Raaijmakers and L. Renneboog, (eds.) (2002). Corporate Governance Regimes: Convergence and Diversity. Oxford: Oxford University Press.

Miller, M. M. (1994) The Bon Marche. Bourgeois Culture and the Department store, Princeton University Press Smith, M. S. (2005) The Emergence of Modern Business Enterprise in France, 1800-1930 . Cambridge, MA: Harvard University Press, 575 pp. Zdatny, S. M. (1990). The politics of survival: artisans in twentieth-century France. New York, Oxford University Press.

READINGS

22

16_M2_LI_CLA_S1_CCO_FLE_1347: IC FLE NB HEURES : 36 SEMESTRE 1 PROGRAMME INTERNATIONAL - 5 ECTS RESPONSABLE DU COURS : LUCIE BENAGROUBA

● Acquérir un niveau intermédiaire à expérimenté en langue française tels que définis par le CECRL. ● Comprendre et s’exprimer dans les situations courantes de la vie sociale et professionnelle.

A l’issue de ce cours, l’étudiant sera capable de : ● Maîtriser les actes de communication quotidienne dans un contexte professionnel. ● Présenter l’entreprise, son organisation, son activité, son marché, sa politique commerciale ainsi que sa situation

financière, ses résultats ; exprimer des quantités, indiquer l’évolution, faire des comparaisons, interpréter et commenter des tableaux, des graphiques.

● Parler du cadre et des conditions de travail : le poste de travail, les horaires, les salaires, les congés, les relations avec les collègues, etc.

● Rechercher un emploi, un stage : lire/rédiger une petite annonce, un CV, une lettre de candidature, mener/passer un entretien d’embauche.

● Connaître les principaux acteurs socio-économiques du monde du travail en France. ● Découvrir les principales institutions et personnages-clés de la vie politique française et comprendre les relations

entre ces institutions. ● Acquérir les notions de base pour comprendre la vie sociale en France, les nouvelles tendances et les défis qui

attendent le monde du travail en France et dans le monde.

Niveau A1 à B2 du CECRL : le contenu des cours est décliné en différents groupes de niveaux.

SEMAINE SUJET CONTENU TRAVAIL PRÉPARATOIRE

Comprendre le monde du travail en France

Notions d’interculturalité dans les pratiques professionnelles

Caractéristiques des entreprises en France

Le monde de l'entreprise - organigramme, forme juridique, chiffres clés…

Se positionner dans l’entreprise

Organigramme, fonctions et tâches

Se présenter Décrire un parcours professionnel

Communication orale 1 La réunion de travail.

Communication orale 2

Présenter un projet, un produit, un programme et présenter des faits hypothétiques

Préparation à la recherche d’un stage

La recherche d'un emploi : le CV, la lettre de motivation et l'entretien d'embauche

Etre salarié dans une entreprise française

Les conditions de travail : horaires, salaires, contrats, formations, congés…

Les documents de travail Faire un compte-rendu, faire des propositions, convaincre

CONTENU DU COURS

PRE-REQUIS

OBJECTIFS D'APPRENTISSAGE

OBJECTIFS DU COURS

23

Interactions entreprise / environnement

L'environnement économique : partenaires, réseaux, institutions

❍

La communication interne et externe.

● Pédagogie de la tâche, telle que définie par le CECRL. • Documents authentiques extraits de publications grand public ou spécialisées, sites web • Documents multimédias disponibles sur la plateforme Blackboard. • Activités issues de la méthode Objectif Express (Hachette FLE).

• Approche inductive de la grammaire (exemples en situation puis identification et théorisation par l’apprenant) • Exercices en situation : jeux de rôles plus ou moins dirigés, débats, simulations de réunions. • Alternance de travail individuel et travail en groupe.

Par semestre :

EVALUATION % DE LA NOTE FINALE

DETAILS DURÉE OBJECTIFS

D’APPRENTISSAGE ÉVALUÉ

Examen partiel

40%

Ecrit Présentation orale

Grammaire et compétences de communication

Examen final 40% Ecrit et oral Lecture, écriture, oral

Participation en classe

20% Présence et participation

http://www.lesechos.fr http://www.lejournaldunet.com http://www.tv5.org/cms/chaine-francophone/lf/p-26292-Langue-francaise.htm

LECTURES

METHODES D'EVALUATION

METHODES PEDAGOGIQUES

24

16_M2_LI_MKT_S2_SEM_MGT_1190: LEADERSHIP NUMBER OF HOURS: 15 SEMESTER 2 INTERNATIONAL PROGRAMME - 2 ECTS COURSE COORDINATOR: CAMILLE PRADIES - OLIVIER PIAZZA

Because the students will soon have the opportunity to manage teams, projects and even businesses, this course would like to familiarize them with the study and the practice of leadership i.e. the art and science of influencing and motivating people. This seminar aims at

1. Understanding the importance and the nature of leadership and leadership development 2. Learning how to build a leadership case study 3. Identifying their leadership purpose, roles and skills within their professional horizons 4. Developing their personal charisma in a business context

After having taken this course participants will be able to: 1. Define what leadership and leadership development are 2. Build on a rigorous methodology and authoritative models to study leadership cases an make professional

recommendations 3. Describe their personal leadership style and have a clear idea of what they should do to develop their personal

leadership within their future professional context 4. Demonstrate leadership and charisma in situation

None

2 days seminars (15h)

SESSIONS TOPIC CONTENT PREPARATORY WORK

Session 1

What is Leadership? Lecture

Case study

Compulsory reading

Self-assessment questionnaire

Session 2

How to demonstrate personal charisma?

Lecture

Case Study Speech contest

Compulsory reading Speech writing

The course will use multiple instructive methods such as 1. Lectures, 2. Case Study 3. Class discussions 4. Peer coaching exercise 5. Self-learning exercises and self-assessment, 6. Speech contest.


COURSE CONTENT

PREREQUISITES

LEARNING OUTCOMES

COURSE OBJECTIVES

25


SCHEDULE LEARNING OUTCOME EVALUATED

Case Study 40% 2 weeks after the seminar #2

Leadership Report

30% During the seminar #1 #3

Discourse 40% During the seminar #4

Northouse, Peter, G. 2013. Leadership: theory and practice: Sage Additional readings will be given one month before the course

READINGS

ASSESSMENT METHODS

26

16_M2_LI_MKT_S2_CCO_MKG_2649: STRATEGIC RETAIL MANAGEMENT NUMBER OF HOURS: 45 SEMESTER 2 INTERNATIONAL PROGRAMME - 4 ECTS COURSE COORDINATOR: ANDRÉ TORDJMAN

This course is a summary of strategic issues and managerial decisions as applied to one of the biggest industries in the world: Retail. This course has three main objectives:

● To understand global retailers’ strategic and managerial decisions, ● To measure the impact from decisions on economic results, ● To train the implementation of decisions.

During the 20 sessions, we will cover different strategic issues such as:

● Growth opportunities, ● Creating new concept, ● Brand positioning, ● Brand extension, ● Internationalisation of concepts, ● Product category diversification of …

Students will be working on real cases, discussing the importance of developing and applying a retail strategy, and implementing management decisions. It will require that they make the link between strategic decision making and the economic impact on the business model. This course covers the main management aspects: marketing, finance, logistics, law, human resources. It covers food and non-food industries, leaders and start-ups, click and mortar formats, on a national and international scope. The faculty is a mix team of Edhec faculty Professors (Marketing, Finance, Logistics, Law) and companies executives. The pedagogy is based on concepts and tools on one side, and cases and decisions on the other side. This course will require preparing each session as if you were the manager in charge of taking and implementing the decisions. It will be (very) demanding, but hopefully interesting.

Students attending this course should have basic knowledge of marketing management, as developed in “Principles of Marketing” by Kotler & Armstrong.

WEEK

TOPIC CONTENT PREPARATORY

WORK1 Strategic and Operational Issues for

Global Retailers

Lecture Readings

2 The Retail Business & Economic Mortar

Model

Lecture Readings

3 & 4 Managing the firm finance (1 & 2) Lecture / small cases Readings

5

Defining a Position for International

Growth: The UNIQLO Case

Uniqlo case

Case in study group

6 & 7 Preventing Legal Risks (1 & 2) Mini Cases and

lecture

Readings

8

Building a Brand Extension for

International Retailers

Starbucks case

Case in study group

9 Creating a New Concept Store KUSMI TEA Case Case in study

group10 Extending Luxury Manufacturer Brands LVMH Case Case in study

group

COURSE CONTENT

PREREQUISITES

LEARNING OUTCOMES

COURSE OBJECTIVES

27

11& 12

Optimizing Supply Chain Management Mini Cases and

lecture

Readings

13 Defining a Location Strategy The KASE Case Mini Cases and

lecture14 Developing new growth opportunities for

food retailers

The drive case Case study

group15 Managing cross canal The SEB Case Case in study

group16 The retail business and economics click

model

Lecture and small

cases

Reading and

small cases17 Communicating the Difference Ikéa Case in study

group18 Implementing Digital Marketing Men Look.com Case in study

group19 Conclusion and Key Learnings Lecture Readings

The course consists of lectures, case studies, presentations and discussions. Students will be required to participate in class discussions. Participation is an essential part of the learning experience and every student should contribute. Cases will be prepared and worked on in groups of 5; this is an important element to promote class discussions. Senior executives from the cases studied and presented will be attending classes in order to debrief and answer questions. This course is intensive, challenging, and will require many hours of work.

ASSESSMENT % OF THE


EVALUATED

Cases 60% 8 cases Every week Analysis

Extra case 40% 3 days April Key learnings

NA

● Participants must attend all classes. The presence will be checked randomly at the beginning of each session. ● Participants must arrive on time. No tardiness will be tolerated. ● Laptops and other electronic devices are not allowed during the sessions.

RULES FOR ABSENCE AND PLAGIARISM

READINGS

ASSESSMENT METHODS


28

16_M2_LI_MKT_S2_CCO_4413: LUXURY STRATEGY & INNOVATION NUMBER OF HOURS: 30 SEMESTER 2 INTERNATIONAL PROGRAMME - 4 ECTS COURSE COORDINATOR: PROF. MICHAEL ANTIOCO

● Reaching a common definition of luxury and luxury branding ● Raise awareness to the specificities of doing business in the luxury sector and managing luxury brands: develop

participants’ “luxury thinking” ● Expose and debate luxury business models to sustain luxury brands ● Identify the main challenges facing luxury brands and assess the macro trends in the industry to encourage

participants to manage luxury innovation respecting luxury branding principles and cultural specificities ● Raise awareness to marketing research in the field of luxury branding ● Provide a selected luxury brand with ideas for innovation by implementing course material from course slides,

personal readings, press articles, and academic papers

Upon successful completion of this course, participants will be able:

● Identify new opportunities for one brand in the luxury sector (communicated in class) - LO1 ● Assess the long-term viability of luxury business models – LO2 ● Respect the fundamental principles of luxury branding – LO3 ● Manage luxury brand/line extensions for economic viability – LO4 ● Stay aware of the importance of life-long learning – LO5

Marketing Management course or equivalent.

SESSION S

TOPIC

CONTENT*

PREPARATORY WORK FOR

THE CORRESPONDING SESSION

Session 1

Intro session

Defining luxury

Presenting the Industry Luxury firm specificities

Presentation of the Business Case

None

Session 2

Making money in the luxury industry

Luxury and Culture Business Models (2h) Group** 1 presents a paper

Group 2 presents a

Session 3

WORKING SESSION ON A BUSINESS CASE

Group Work – personal coaching:

DEFINITION OF LUXURY PESTEL/LUXURY TRENDS IN GENERAL

MISSION IDENTIFICATION BUSINESS MODELS (2h)

Session 4

Dividing the market

Luxury Segmentation (2h)

Group 3 presents a

paper

Group 4 presents a paper

Session 5


Group Work – personal coaching:

CLIENTS NEEDS SEGMENTATION LUXURY TRENDS PER SEGMENT

COURSE CONTENT

PREREQUISITES

LEARNING OUTCOMES

COURSE OBJECTIVES

29

Session 6

Luxury branding

Luxury branding

Group 5 presents a

paper


Session 7


Group Work – personal coaching

DEVELOP DIFFERENT IDEAS FOR THE CHALLENGE FROM CLASS, YOUR READINGS, PAPER PRESENTATIONS AND TEST THEM – GET PRIMARY INSIGHTS

Session 8

Creating the value proposition

Luxury Innovation/Product

Group 7 presents a

paper


Session 9


Group Work – personal coaching

REFINE YOUR BUSINESS PROPOSAL, WORK ON YOUR FINAL PRESENTATION

Session 10:

Closing

Group presentations

Group presentations

All groups prepare their assignment presentation

*: Course content is subject to slight changes **: The number of groups may be adapted based on student registration for this class.

This course aims at stimulating thinking, practical and interpersonal skills. Participants will learn about luxury marketing with the following teaching methods:

● Lectures with presentations based on conceptual insights and real-life business examples as well as in-class discussions

● Lectures with brief presentations of current marketing research relevant to luxury marketing management practices ● Group presentations of relevant academic research in the field of luxury marketing ● Real business case (Innovation for a luxury brand)

ASSESSMENT % OF THE

TOTAL


EVALUATED

Academic paper presentation

25 %

Group presentation of an academic paper + managerial relevance with an example

Precise dates and

papers will be announced in l

LO3, LO5

Group assignment***

65%

Business Case **** Due date will be announced in class

LO1, LO2, LO3, LO4

Participation 10% In-Class participation and

attendance

LO5

ASSESSMENT METHODS


30

***: Group Reports must be PRINTED (black & white is fine) and given to the reception desk on a due date that will be announced in class. This is to prevent any failed uploaded report or accidentally deleted reports from Blackboard.

****: Participants will be asked to share 100 points amongst them on the FIRST PAGE of their printed group reports to display individual involvement in group assignments.

Information about readings will be provided in class and posted on Blackboard

READINGS

31

16_M2_LI_MKT_S2_CCO_4414: GLOBAL LUXURY OPERATIONS NUMBER OF HOURS: 30 SEMESTER 2 INTERNATIONAL PROGRAMME - 4 ECTS COURSE COORDINATOR: DR. MARIE-CECILE CERVELLON

This course will enable students to learn how retail and operational elements support marketing and branding strategies. ● Acquire an in-depth understanding of the operational challenges specific to the luxury industry ● Be able to reflect the luxury brand identity and respect the codes of luxury along the value chain

Participation to L’Oreal Brandstorm will:

● Develop students’ understanding of international brand management and operations through hands-on application to a global brand

● Engage students in creative thinking and problem solving through immersion in a business situation within a global context

● Allow students to work on a collaborative project with a team spirit to win a competition

After having taken this course participants will be able to: 1. Demonstrate an understanding of the complexity and specificities of the luxury industry operations, in particular

regarding luxury retailing (LO1) 2. Have a global perspective whilst consider the cultural dimensions when operating in the luxury industry (LO2) 3. Understand the challenges faced by luxury brands regarding social and environmental responsibility and the

importance of operating ethically and responsibly (LO3) 4. Develop and implement a multi-channel strategy which respects the codes of luxury and the brand identity (LO4) 5. Build a brand management strategy for a global brand (L’Oreal group) taking into account a global context (LO5)

Marketing Management course or equivalent.


Session 1

Introduction to the course

Global operations in

context

Delivering the luxury experience along the value chain

Session 2 L’Oreal Brandstorm Challenge presentation &

Session 3

Global luxury distribution evolving landscape

Wholesale/retail

advantages

The flagship as market entry strategy

e-commerce business models

Travel retail: the 6th

continent

To be or not to

Case preparation Articles

Session 4 L’Oreal Brandstorm Team Coaching

COURSE CONTENT

PREREQUISITES

LEARNING OUTCOMES

COURSE OBJECTIVES

32

Session 5

Communicating with the global shopper and creating an omnichannel experience

Communication codes in

luxury & the art of storytelling

Store concepts and design Visual merchandising

In-store communication

Orchestration of a


Session 6 L’Oreal Brandstorm Team Coaching

Session 7

Operating in a socially and environmentally responsible way globally

The challenges of

responsible Luxury

CSR in actions and eco luxury in ethos


Session 8 L’Oreal Brandstorm Team coaching

Session 9

Luxury in emerging and mature markets

Cross-cultural differences

in the luxury industry

Brand value and the value of “Country of


Session 10 L’Oreal Brandstorm Final presentation

This course is taught through a combination of readings, lectures, case studies, discussions, and individual and team exercise. Teaching methodology emphasizes a practical approach and real-world applications, as well as a focus on best business and industry practices. In addition, the L’Oreal brandstorm offers a near-to-professional experience in International Marketing through taking the role of an International Marketing Hub Director at L’OREAL. It engages students in creative thinking and problem solving through immersion in a business situation.

ASSESSMENT % OF THE

TOTAL


EVALUATED

Cases

40%

Case analysis + presentation

Cases will be

announced in class

LO1, LO2, LO3, LO4

Group assignment

50%

L’Oreal Brandstorm Due dates will be announced in class

LO4, LO5

Participation 10% In-Class participation and

attendance

LO1

Information about readings will be provided in class and posted on Blackboard.

READINGS

ASSESSMENT METHODS


33

16_M2_LI_MKT_S2_CCO_4415: CRM FOR LUXURY NUMBER OF HOURS: 30 SEMESTER 2 INTERNATIONAL PROGRAMME - 4 ECTS COURSE COORDINATOR: DR. ARNE DE KEYSER

In this course, you will learn strategies for customer management. In recent years, a fundamental shift has occurred in marketing from managing and marketing products to understanding and managing customers. This necessitates an understanding of the customer management process and the value of customers to the firm – the firm’s customer equity. In this course, students will gain a solid understanding of customer relationship management, including both strategic and analytic approaches. The course will provide students with tools that are critical in today’s business environment, as leading firms focus their marketing efforts on understanding the value of their customers and developing and growing profitable customer relationships. The course will also teach skills related to customer selection and acquisition, customer management, managing the customer experience, customer retention and customer lifetime value. Additionally, as firms seek to make their marketing investments financially accountable, students will also gain an understanding of the link between marketing and finance.


1. Understand the fundamentals of CRM 2. Analyze and develop a customer management strategy for an organization 3. Evaluate the value of and determine appropriate customer selection strategies 4. Calculate the worth of customers (CLV, CRV, CIV, CKV) 5. Understand the importance and appropriateness of different customer metrics 6. Apply basic CRM tools

Knowledge of Excel, basic statistics

WEEK TOPIC CONTENT PREPARATORY WORK*

1

Intro to CRM

Goals of Customer

Management; Customer Equity; Customer Value

Readin

“Customer-Centered Brand Management”

“The Ultimate Marketing Machine”

“The Consumer Decision Journey”

2 Customer Centricity & Customer Experience Readin

COURSE CONTENT

PREREQUISITES

LEARNING OUTCOMES

COURSE OBJECTIVES

34

CLV

“The Truth About

Customer Experience”

“Understanding Customer Experience”

“HBS Marketing Reading

– Customer Centricity”

“Using Customer Relationship Management to Analyze the Lifetime Value of a Customer”

Case: Maru Batting Center

3

Customer Analytics as a Tool for Determining Marketing Strategy

The total worth of a customer: customer influence value, customer referral value, RFM, …

Readin

“The Customer Pyramid” “How Valuable is WOM?”

“Undervalued or overvalued: Capturing Total Customer Engagement Value”

Case: Internet Customer Acquisition Strategy at Bankinter

Case: Slots, Tables and All That Jazz…. MGM Grand Hotel

4

Customer Segmentation, Acquisition and Retention

Developing a sound customer segmentation scheme; Profiling: Customer Selection …

Readin

“HBS Marketing Reading: Customer Management”

“Using Customer Analytics to Improve Customer Retention”

“Getting the Most out of All Your Customers”

“Knowing What to Sell, When, to Whom”

Case: Pilgrim BankReadin

35

5

Managing Difficult Customers; B2B CRM

Understanding how to manage unprofitable customers; CRM applications in a B2B environment

“Firing Customers”

“Getting the Right Payoff From Customer Penalty Fees”

“S i U f i Customers”

“The Right Way to Manage Unprofitable Customers”

Case: Filene

6

Loyalty Programs

Understanding the value of loyal customers

Readin

“Building and Sustaining Profitable Customer Loyalty for the 21st

Century”

“Developing an Effective Loyalty Program”

“The Drivers of Loyalty Program Success”

“The Wallet-Allocation Rule”

Case: Nectar

7

CRM in Multichannel Environments

Understand how different marketing and sales channel impact the customer-firm relationship and value

Readin

“Big Data and Dynamic Customer Strategy”

“The Decline of Main Street, the Rise of Multichannel Retail”

“Are Multichannel Customers Really More Valuable?”

8

CRM and Firm Value

Understanding how CRM links to firm value

Readin

“Linking Customer Loyalty to Growth”

“Customer Life-Time Value and Firm Valuation”

“Customer Satisfaction and Stock Prices: High Returns, Low Risk”

Readin

36

9

Evolutions in CRM – Ethics in CRM

Understanding how technological advancement impacts CRM; Understanding the ethics behind a good CRM program

”Social CRM as a Business Strategy”

“Social CRM Insights”

“Data-driven Ethics: Exploring Customer Privacy in the Information Era”

“Customer Management and CRM: Addressing the Dark Side”

10 Presentations Group Presentations on

f

//

* The course instructor holds the right to change the assigned writing as the course develops. Any change will be communicated timely.

Lecture, group discussions, case studies You are enrolled as a co-creator! Hence, advanced preparation and active participation are expected throughout the course. Every student is responsible for preparing each class by reading the assigned cases and readings. More information on the expectations will be given on a weekly basis.

ASSESSMENT % OF THE


EVALUATED

Individual Class Participation

15%

Individual comments in class

Ongoing

Grade based on quality

of the comments provided throughout the lecture

Individual CLV Assignment

5%

Calculations of Maru Batting Center case

Due in week 4

Grade based on correct

calculation, discussion and interpretation of the CLV case

Group Presentation

20%

Presentation on a CRM-topic of a list provided at the beginning of the course

Week 10 –

10 min/group

Grade based on

application of the course of a specific topic, the attractiveness of the presentation and the generation of novel insights

Final Exam

60%

Questions (open-

ended, multiple- choice) and Cases

To be announced

Knowledge acquisition

Compulsory: See assigned readings above – all details will be provided on BlackBoard Highly Recommended: Customer Relationship Management – Concepts, Strategy, and Tools, 2nd Edition, V. Kumar & Werner Reinartz, Springer

Class participation is expected No cellphones is the classroom


READINGS

ASSESSMENT METHODS


37

No computer or tablet (expect when requested) 16_M2_LI_MKT_S2_CCO_4416: DIGITAL MARKETING FOR LUXURY NUMBER OF HOURS: 30 SEMESTER 2 INTERNATIONAL PROGRAMME - 4 ECTS

● Introduce digital marketing and e-commerce key concepts; ● Acquire an understanding of ergonomy of an e-commerce website. ● Develop students’ sensitivity regarding search engine optimization and search engine marketing. ● Discuss social media optimization, social media marketing, cross media advertising etc. ● Apply the above concepts for the luxury sector (examples, cases)

After having taken this course participants will be able to: 1. Understand main issues related to digital marketing LO1; 2. Apply marketing knowledge to build a website LO2; 3. Analyze the set up of a search engine optimization strategy LO3; 4. Analyze the set up of a social media optimization strategy LO4.

None

SESSION TOPIC CONTENT PREPARATORY WORK

1/ Introduction Overview of web statistics, usages,

None

2/ Website structure Users’ needs analysis, content

edition, website ergonomy,

None

3/ Website development Pre-conception, tests, launch None

4/ Online presence optimization SEO, SEM, social media Case

5/ Online content management Content update, Web analytics, None

Lectures, in class exercises, cases

ASSESSMENT % OF THE


EVALUATED

Individual exam 100% Exam week All cited above

None

READINGS

ASSESSMENT METHODS


COURSE CONTENT

PREREQUISITES

LEARNING OUTCOMES

COURSE OBJECTIVES

38

16_M2_LI_MKT_S2_CCO_4417: ENTERTAINMENT MARKETING NUMBER OF HOURS: 30 SEMESTER 2 INTERNATIONAL PROGRAMME - 4 ECTS COURSE COORDINATOR: DR. GUERGANA GUINTCHEVA

The course introduces several issues related to recreational activities (vacation occupations, cinema, gaming, cultural marketing, sport management, new media, Internet etc.) in several industries. It emphasizes the changing patterns of leisure time and their consequences on how consumers represent themselves entertainment activities.

1. Understand the specificities of experience products & services and their marketing (L1); 2. Apply marketing techniques on management of entertainment services/products (L2);

NA

SESSIO

NTOPIC CONTENT PREPARATORY WORK

Session 1

Introduction The experiential marketing: history, genesis and

managerial implications.

Article readings

Session 2

Sport Management

LOSC & FFR - Sport Brand Equity Management: the

f

NA

Session 3

Video games

management

Business models of video games industry – P2P vs.

NA

Session 4

Amusement Parks

DISNEYLAND - Moving from product to experiential

f

NA

Session 5&6

Cinema Management

Sequential distribution of movies on different

channels (cinema theatre, subscription TV, free TV, DVD etc.)/ Importance of emotions

Article reading

Session 7

Publishing From book to movie – challenges of adaptation

Session 8&9

Marketing of

cultural products/service

Specificities of cultural products & services – Museums

NA

Session 10

Conclusion Presentation of class projects Continuous

preparation

Each session is dedicated on one specific entertainment activity where one or several professionals give their expertise on the subject.

ASSESSMENT % OF THE


EVALUATED

Individual project 80% 5pages essay on a

End of the course L1 & L2

Class participation

20% L1

Session 1: Holbrook, M. B., & Hirschman, E. C. (1982). The experiential aspects of consumption: Consumer fantasies,

READINGS

ASSESSMENT METHODS


COURSE CONTENT

PREREQUISITES

LEARNING OUTCOMES

COURSE OBJECTIVES

39

feelings, and fun. Journal of Consumer Research, 9 (2), 134-140. OR Arnould E. J., & Price, L. L. (1993). River magic: extraordinary experience and the extended service encounter. Journal of Consumer Research, 20 (2), 25-45.

Session 5: Lehmann, D.R. & C.B. Weinberg (2000). Sales through sequential distribution channels an application to movies and videos. Journal of Marketing, 64 (3), 18-33.

Additional readings: Movies: Ladhari R. (2007). The movie experience: A revised approach to determinants of satisfaction, Journal of Business Research, 60 (5), 454–462. Cooper-Martin, E. (1991). Consumers and movies: some findings on experiential products. Advances in Consumer Research, 18, 372-378. Green M. C., Brock T. C., & Kaufman G. F. (2004). Understanding Media Enjoyment:The Role of Transportation IntoNarrative Worlds, Communication Theory, 14 (4), 311-327. Botti S. (2000). What role for marketing in the arts? An analysis of arts consumption and artistic value, International Journal of Arts Management, 2 (3), 14-27.

40

16_M2_LI_MKT_S2_CCO_4418: SERVICES MARKETING NUMBER OF HOURS: 30 SEMESTER 2 INTERNATIONAL PROGRAMME - 4 ECTS COURSE COORDINATOR: DR. ARNE DE KEYSER

Services constitute approximately 73 percent of the European economy (79 percent in France) and are an integral part of consumers’ daily lives. Examples are numerous: interactions with retailers, financial institutions, telecommunication companies, government services, healthcare providers, etc. As such, many people are employed in the service industry. Interestingly, the importance of services also holds for manufacturing firms. Management in these industries increasingly realizes that in order to survive and achieve competitive advantage, excellence in service will be a decisive criterion (e.g. computer and car industry). IBM, for instance, generates over half of its current revenues through services, while companies like General Electric (GE) boast similar statistics. As such, the need to implement service successfully in various industries becomes pertinent. Some scholars even argue that “all business are service businesses”. The objectives of this course are to understand how a service mindset is different from and exceeds traditional product- oriented thinking. In particular, students will learn to implement quality service and service strategies for competitive advantage across industries.


1. Understand the importance of the service sector in the global economy 2. Understand critical frameworks needed for customer-focused service management 3. Apply strategies, tools and approaches (e.g., service blueprinting) that allow developing better services and

addressing the challenges of service management and marketing 4. Become better managers through understanding the complexities of service design, delivery, and communication 5. Evaluate the necessity for inter-functional integration and coordination to deliver quality services. 6. Understand the synergies between customers, employees and technology for successful implementation of

services

None


1 Intro Session Intro to services Chapter 1, 2, 3, 4, 5 in the

handbook Consumer Behavior in

Services

Customer Expectations Customer Perceptions

The Gaps Model of Service Quality

“HBS Readings –

Customer Value”

“A Service Lens on Value Creation”

Case: Starbucks

2

Listening to Customers Through Research

Survey Research Qualitative Research

Chapter 6 in the handbook

Case: Toronto Transit

COURSE CONTENT

PREREQUISITES

LEARNING OUTCOMES

COURSE OBJECTIVES

41

3

Building Customer Relationships & Understanding The Service Ecosystem

Customer-Firm Relationship

Service-Delivery Network Service Ecosystems

Chapter 7 in the handbook

“The Service-Delivery Network”

“Rethinking Marketing”

“The Complexity of Context”

Case: Tesco

4

Service Design & Innovation

Service Design Principles

& Tools; Service Blueprinting; Customer Journey Mapping; Servicescape;

Chapter 8, 10 in the handbook

“Service Blueprinting”

5

Employee Roles & Customer Roles in the Service Delivery

Understanding how employees and customers co-create the service experience

Chapter 11, 12 in the

handbook

Prepare discussion question 2 (p. 269)

6

Service Delivery Through Intermediaries & Technology

Understanding the role of technology in service delivery

Chapter 13 in handbook

“High-tech vs High-Touch” “Smart Technologies”

7

Service Failure & Recovery

Understanding the importance of service recovery, service guarantees, …

Chapter 15 in the

handbook

“How to Deal with Customer Shakedowns”

“Customer Intentions to Invoke Service Guarantees”

Case: Chantale and Clinton Call for Service

8

Servitization

Understanding how product-oriented industries can benefit from a service mindset

“Exploring the financial

consequences of servitization”

“Profiting from Services: What Product-Centric

Firms Need to Know”

“Service Logic”

“Winning in the Aftermarket”

42

9

Pricing and the financial outcomes of good service

Understanding the service-profit chain

Chapter 17, 18 in the

handbook

“Putting the Service Profit Chain to work”

Case: Cathay Pacific Airways

10 Presentations Group Presentation on

topic of choice

//




DETAILS SCHEDULE

LEARNING OUTCOME

EVALUATED


15%


Ongoing

Grade based on quality of

the comments provided throughout the lecture

Individual Case Assignment ‘Starbucks’

10%

Individual solving of case based on info in lecture 1

Due in week 2

Grade based on

completeness and critical reflection on the Starbucks Case

Group Presentation

20%

Presentation on a service marketing topic of a list provided at the beginning of the course

Week 10 –

10 min/group

Grade based on


Final Exam

55%

Questions (open-

ended, multiple- choice) and C

To be announced


Compulsory:

Wilson, Alan, Valarie A. Zeithaml, Mary Jo Bitner, and Dayne D. Gremler (2012), “Service Marketing: Integrating Customer Focus Across the Firm – Integrating Customer Focus Across the Firm”, Second European Edition, McGraw Hill.

See assigned readings above – all details will be provided on BlackBoard


No computer or tablet (expect when requested)


READINGS

ASSESSMENT METHODS


43

16_M2_LI_MKT_S2_CCO_4419: CRM FOR ENTERTAINMENT & SERVICES NUMBER OF HOURS: 30 SEMESTER 2 INTERNATIONAL PROGRAMME - 4 ECTS COURSE COORDINATOR: DR. ARNE DE KEYSER

In this course, you will learn strategies for customer management. In recent years, a fundamental shift has occurred in marketing from managing and marketing products to understanding and managing customers. This necessitates an understanding of the customer management process and the value of customers to the firm – the firm’s customer equity. In this course, students will gain a solid understanding of customer relationship management, including both strategic and analytic approaches. The course will provide students with tools that are critical in today’s business environment, as leading firms focus their marketing efforts on understanding the value of their customers and developing and growing profitable customer relationships. The course will also teach skills related to customer selection and acquisition, customer management, managing the customer experience, customer retention and customer lifetime value. Additionally, as firms seek to make their marketing investments financially accountable, students will also gain an understanding of the link between marketing and finance.


Understand the fundamentals of CRM

Analyze and develop a customer management strategy for an organization

Evaluate the value of and determine appropriate customer selection strategies

Calculate the worth of customers (CLV, CRV, CIV, CKV)

Understand the importance and appropriateness of different customer metrics

Apply basic CRM tools

Knowledge of Excel, basic statistics


1

Intro to CRM

Goals of Customer

Management; Customer Equity; Customer Value

Readin

“Customer-Centered Brand Management”

“The Ultimate Marketing Machine”

“The Consumer Decision Journey”

Readin

COURSE CONTENT

PREREQUISITES

LEARNING OUTCOMES

COURSE OBJECTIVES

44

2

Customer Centricity & Customer Lifetime Value

Customer Experience Management & Analysis; CLV

“The Truth About Customer Experience”

“Understanding Customer Experience”

“HBS Marketing Reading

– Customer Centricity”

“Using Customer Relationship Management to Analyze the Lifetime Value of a Customer”

Case: Maru Batting Center

3

Customer Analytics as a Tool for Determining Marketing Strategy

The total worth of a customer: customer influence value, customer referral value, RFM, …

Readin

“The Customer Pyramid” “How Valuable is WOM?”

“Undervalued or overvalued: Capturing Total Customer Engagement Value”

Case: Internet Customer Acquisition Strategy at Bankinter

Case: Slots, Tables and All That Jazz…. MGM Grand Hotel

4

Customer Segmentation, Acquisition and Retention

Developing a sound customer segmentation scheme; Profiling: Customer Selection …

Readin

“HBS Marketing Reading: Customer Management”

“Using Customer Analytics to Improve Customer Retention”

“Getting the Most out of All Your Customers”

“Knowing What to Sell, When, to Whom”

Case: Pilgrim BankUnderstanding how to Readin

45

5

Managing Difficult Customers; B2B CRM

manage unprofitable customers; CRM applications in a B2B environment

“Firing Customers”

“Getting the Right Payoff From Customer Penalty Fees”

“Serving Unfair

Customers”

“The Right Way to Manage Unprofitable Customers”

Case: Filene

6

Loyalty Programs

Understanding the value of loyal customers

Readin

“Building and Sustaining Profitable Customer Loyalty for the 21st

Century”

“Developing an Effective Loyalty Program”

“The Drivers of Loyalty Program Success”

“The Wallet-Allocation Rule”

Case: Nectar

7

CRM in Multichannel Environments

Understand how different marketing and sales channel impact the customer-firm relationship and value

Readin

“Big Data and Dynamic Customer Strategy”

“The Decline of Main Street, the Rise of Multichannel Retail”

“Are Multichannel Customers Really More Valuable?”

8

CRM and Firm Value

Understanding how CRM links to firm value

Readin

“Linking Customer Loyalty to Growth”

“Customer Life-Time Value and Firm Valuation”

“Customer Satisfaction and Stock Prices: High Returns, Low Risk”

Readin

46

9

Evolutions in CRM – Ethics in CRM

Understanding how technological advancement impacts CRM; Understanding the ethics behind a good CRM program

”Social CRM as a Business Strategy”

“Social CRM Insights”

“Data-driven Ethics: Exploring Customer Privacy in the Information Era”

“Customer Management and CRM: Addressing the

Dark Side”

10 Presentations Group Presentations on

f

//





EVALUATED


15%


Ongoing

Grade based on quality

of the comments provided throughout the lecture

Individual CLV Assignment

5%

Calculations of Maru Batting Center case

Due in week 4

Grade based on correct

calculation, discussion and interpretation of the CLV case

Group Presentation

20%

Presentation on a CRM-topic of a list provided at the beginning of the course

Week 10 –

10 min/group

Grade based on


Final Exam

60%

Questions (open-

ended, multiple- choice) and Cases

To be announced


Compulsory:

See assigned readings above – all details will be provided on BlackBoard

Highly Recommended:

Customer Relationship Management – Concepts, Strategy, and Tools, 2nd Edition, V. Kumar & Werner Reinartz, Springer


No computer or tablet (expect when requested)


READINGS

ASSESSMENT METHODS


47

16_M2_LI_MKT_S2_CCO_4420: DIGITAL MARKETING FOR ENTERTAINMENT SERVICES NUMBER OF HOURS: 30 SEMESTER 2 INTERNATIONAL PROGRAMME - 4 ECTS

● Introduce digital marketing and e-commerce key concepts; ● Acquire an understanding of ergonomy of an e-commerce website. ● Develop students’ sensitivity regarding search engine optimization and search engine marketing. ● Discuss social media optimization, social media marketing, cross media advertising etc. ● Apply the above concepts for the entertainment & services sectors (examples, cases)

After having taken this course participants will be able to: 1. Understand main issues related to digital marketing LO1; 2. Apply marketing knowledge to build a website LO2; 3. Analyze the set up of a search engine optimization strategy LO3; 4. Analyze the set up of a social media optimization strategy LO4.

None

SESSION TOPIC CONTENT PREPARATORY WORK

1/ Introduction Overview of web statistics, usages,

None

2/ Website structure Users’ needs analysis, content

edition, website ergonomy,

None

3/ Website development Pre-conception, tests, launch None

4/ Online presence optimization SEO, SEM, social media Case

5/ Online content management Content update, Web analytics, None

Lectures, in class exercises, cases

ASSESSMENT % OF THE


EVALUATED

Individual exam 100% Exam week All cited above

None READINGS

ASSESSMENT METHODS


COURSE CONTENT

PREREQUISITES

LEARNING OUTCOMES

COURSE OBJECTIVES

48

16_BM_LI_BM_S2_CCO_CCS_1333: FAMILY BUSINESS NUMBER OF HOURS: 30 SEMESTER 2 INTERNATIONAL PROGRAMME - 8 ECTS COURSE COORDINATOR: FABIEN BERNHARD

To familiarize students with the notion of a family business, as well as provide more specific exposure to family firms in France and in each student’s native country.


1. Have the notion of family business and how such businesses contribute to national economies in the European Union;

2. Become more familiar with a select group of multigenerational family firms in France and other countries in Europe with (both publicly traded and privately owned), which span a range of key industries in retailing, manufacturing and service sectors;

3. Become familiar with family and corporate governance practices which distinguish well-run from poorly run family firms, and more importantly increase their chances of survival and growth;

4. Understand some other aspects of family firms, including the unique challenges facing such firms in contrast to firms more generally.

5. Be able to apply key concepts learned in the course to analyse their own selected case.

Three years of general business courses or Bac + 3 Business Administration.

WEEK

TOPIC CONTENT

PREPARATORY WORK

1

Introduction to the topic of Family Business

Definition, Role of family business in the economy Well known French firms, Successful attributes

Neubauer & Lank. 1998. Casper, Dias and Elstrodt. 2010. Case assignment

2

Governance and Management of the Family Firm

Values/Philosophy Best practices in governance

Gersick, & al, 1997 Poza, 2010a Case assignment Optional: Dorgan, et al, 2006

3 Succession in the Family

Firm Family strategy, introduction

Challenges of succession Typologies The succession process Using family for competitive advantage

Poza, 2010b

Miller&LeBreton Miller, 2005 Case assignment

4

Family strategy, continued The Entrepreneuring family GROUP PRESENTATIONS- Part 1

Case applications

Case assignment

Final presentations as assigned

5

WRAP UP GROUP PRESENTATIONS- Part 2

Final presentations as assigned.

COURSE CONTENT

PREREQUISITES

LEARNING OUTCOMES

COURSE OBJECTIVES

49

Lectures, student study cohorts, Socratic dialogue, reading, case-based discussion.

ASSESSMENT % OF THE

TOTAL MARK

DETAILS SCHEDULE LEARNING OUTCOME EVALUATED

Continuous assessment

35%

class participation, group work (mandatory make up work if absent).

Throughout the term.

LO1 to LO5

Group presentations

30%

Each group will present once as main presenter, and once as devil’s advocate.

Each group will present twice during the term,

LO1 to LO5

Final group projects

35%

Comprehensive case study of one European family business, based on structure provided in class.

Due after the end of the course. Due date to be announced.

LO1 to LO5

PLEASE NOTE: Self-peer evaluation forms will be compulsory to receive a final grade. Group project grade may be adjusted upwards or downwards depending upon individual contribution to the project.

COMPULSORY AND RECOMMANDED READINGS: Casper, C., Dlas, A.K. and Elstrodt, H. 2010. The Five Attributes of Enduring Family Businesses. McKinsey Quarterly, 1: 1-10. DORGAN, S.J., DOWDY, J.J. and RIPPIN, T.M. 2006. Who Should-and Shouldn’t Run the Family Business. McKinsey Quarterly, 3: 13-15. Gersick, K.E., Davis, J.A., Hampton, M.M., & Lansberg, I. 1997. Generation to Generation: Life Cycles of the Family Business. Excerpts including Figure 1-3 (p. 17) and Chapter 1: The Ownership Developmental Dimension. Boston, MA: Harvard Business School Press, pp. 17; 29-56. LANDES, D. 2006. Dynasties, Chapter 6: Peugeot, Renault, and Citroën: French Car Dynasties (pp. 168-193). New York, NY: Viking Adult (Penguin). Miller, D. & Le Breton-Miller, I. 2005. Managing the Long Run: Lessons in Competitive Advantage from Great Family Businesses. Exerpts including Table 1-2 (p. 17) and Chapter 2: Potent Priorities at the Great Family-Controlled Businesses: The Four C’s (p. 31-52). Boston, MA: Harvard Business School Press. Neubauer, F. & Lank, A.G. 1998. The Family Business: Its Governance for Sustainability, Chapter 1: Nature and Significance of Family Business. London, UK: Macmillan Press, pp. 3-25. Poza, Ernesto J. 2010a. Family Business, Chapter 2: Great Families in Business: Building Trust and Commitment,. Third ed. South-Western, CENGAGE learning. pp. 27-46. Poza, Ernesto J. 2010b. Family Business, Chapter 5: Succession and the Transfer of Power. Third ed., South-Western, CENGAGE learning. pp. 107-118.

ADDITIONNAL READINGS: Aronoff, C.E., Astrachan, J.H. &Ward, J.L. 1998. Developing Family Business Policies: Your Guide to the Future. Marietta, GA: Family Enterprise Publishers. Carlock, R.S. &Ward, J.L. 2001. Strategic Planning for the Family business: Parallel Planning to Unify the Family and Business. New York, NY: Palgrave. ELSTRODT, H. 2003. Keeping the Family in Business. McKinsey Quarterly, 4: 94-103. Gersick, K.E., Davis, J.A., Hampton, M.M., & Lansberg, I. 1997. Generation to Generation: Life Cycles of the Family Business. Boston, MA: Harvard Business School Press. Landes, D. 2006. Dynasties. New York, NY: Viking Adult (Penguin). Especially Chapter 2: The Rothschilds: Persistance, Tenacity and Continuity (pp. 37-74) and Chapter 6: Peugeot, Renault, and Citroën: French Car Dynasties (pp. 168-193). Miller, D. & Le Breton-Miller, I. 2005. Managing the Long Run: Lessons in Competitive Advantage from Great Family Businesses. Boston, MA: Harvard Business School Press. Neubauer, F. & Lank, A.G. 1998. The Family Business: Its Governance for Sustainability. London, UK: Macmillan Press.

READINGS

ASSESSMENT METHODS


50

16_M2_LI_CLA_S2_CCO_FLE_1347: IC FLE NB HEURES : 36 SEMESTRE 1 PROGRAMME INTERNATIONAL - 5 ECTS RESPONSABLE DU COURS : LUCIE BENAGROUBA

● Acquérir un niveau intermédiaire à expérimenté en langue française tels que définis par le CECRL. ● Comprendre et s’exprimer dans les situations courantes de la vie sociale et professionnelle.

A l’issue de ce cours, l’étudiant sera capable de : ● Maîtriser les actes de communication quotidienne dans un contexte professionnel. ● Présenter l’entreprise, son organisation, son activité, son marché, sa politique commerciale ainsi que sa situation

financière, ses résultats ; exprimer des quantités, indiquer l’évolution, faire des comparaisons, interpréter et commenter des tableaux, des graphiques.

● Parler du cadre et des conditions de travail : le poste de travail, les horaires, les salaires, les congés, les relations avec les collègues, etc.

● Rechercher un emploi, un stage : lire/rédiger une petite annonce, un CV, une lettre de candidature, mener/passer un entretien d’embauche.

● Connaître les principaux acteurs socio-économiques du monde du travail en France. ● Découvrir les principales institutions et personnages-clés de la vie politique française et comprendre les relations

entre ces institutions. ● Acquérir les notions de base pour comprendre la vie sociale en France, les nouvelles tendances et les défis qui

attendent le monde du travail en France et dans le monde.

Niveau A1 à B2 du CECRL : le contenu des cours est décliné en différents groupes de niveaux.

SEMAINE SUJET CONTENU TRAVAIL PRÉPARATOIRE

Comprendre le monde du travail en France

Notions d’interculturalité dans les pratiques professionnelles

Caractéristiques des entreprises en France

Le monde de l'entreprise - organigramme, forme juridique, chiffres clés…

Se positionner dans l’entreprise

Organigramme, fonctions et tâches

Se présenter Décrire un parcours professionnel

Communication orale 1 La réunion de travail.

Communication orale 2

Présenter un projet, un produit, un programme et présenter des faits hypothétiques

Préparation à la recherche d’un stage

La recherche d'un emploi : le CV, la lettre de motivation et l'entretien d'embauche

CONTENU DU COURS

PRE-REQUIS

OBJECTIFS D'APPRENTISSAGE

OBJECTIFS DU COURS

51

Etre salarié dans une entreprise française

Les conditions de travail : horaires, salaires, contrats, formations, congés…

Les documents de travail Faire un compte-rendu, faire des propositions, convaincre

Interactions entreprise / environnement

L'environnement économique : partenaires, réseaux, institutions

❍

La communication interne et externe.

● Pédagogie de la tâche, telle que définie par le CECRL. • Documents authentiques extraits de publications grand public ou spécialisées, sites web • Documents multimédias disponibles sur la plateforme Blackboard. • Activités issues de la méthode Objectif Express (Hachette FLE).

• Approche inductive de la grammaire (exemples en situation puis identification et théorisation par l’apprenant) • Exercices en situation : jeux de rôles plus ou moins dirigés, débats, simulations de réunions. • Alternance de travail individuel et travail en groupe.

Par semestre :

EVALUATION % DE LA NOTE FINALE

DETAILS DURÉE OBJECTIFS

D’APPRENTISSAGE ÉVALUÉ

Examen partiel

40%

Ecrit Présentation orale

Grammaire et compétences de communication

Examen final 40% Ecrit et oral Lecture, écriture, oral

Participation en classe

20% Présence et participation

http://www.lesechos.fr http://www.lejournaldunet.com http://www.tv5.org/cms/chaine-francophone/lf/p-26292-Langue-francaise.htm

LECTURES

METHODES D'EVALUATION

METHODES PEDAGOGIQUES