STUDY GUIDE MSc PROGRAM Sophia Antipolis SEMESTER 2 JANUARY 2012 to APRIL 2012

Transcription

1 STUDY GUID DE MSc PROGRAM Sophia Antipolis SEMESTER 2 JANUARY 2012 to APRIL

2 I. MSc in Business Consulting & Information Systems Management Program Director: Corinne HIRZMANN 5 1. Risks and Change Management 5 2. Strategy and Organizational Consulting in SMEs 7 3. Innovation Management 9 4. Audit and Risk Management Elective: CAPM 12 II. MSc in Corporate Financial Management Program Director: Devraj BASU Project: Value Creation and Performance Management Financial Modeling with Excel Advanced Financial Strategy Intangible Assets Valuation Corporate Risk Management Reporting and Financial Communication Banking Relations Governance and Risk Management 24 III. MSc in Financial Markets and Investments Program Director: Tarek AMYUNI Governance and Compliance Fixed Income Elective: Financial Banking Risks Elective: Credit Elective: Commodities 31 IV. MSc in International Marketing and Business Development Program Director: Peter SPIER Gaining Market Insight Exploring Strategy for Marketers Sustainable Marketing Digital Marketing Sales, Negotiation & Key Account Management Communication & Advertising Marketing & Innovation Elective : NGO Management Elective : Creative Marketing Specialty Advertising 45 V. MSc in Strategic Events Management and Tourism Management Program Director: Mady KEUP Distribution in Events and Tourism 46 2

3 VI. 2. IT in Events IT in Tourism Elective: Project Management for Events Elective: Destination Marketing 52 MSc in Luxury and Fashion Management Program Director: Ivan COSTE MANIERE Value Management and Marketing Pricing, Distribution and Retail in Luxury and Fashion Consumers Trends and their impact on Marketing Strategies Finance and Accountability in Luxury and Fashion Sustainable Development: Sustainable Value Creation in the Luxury Industry International Trends in Retailing Elective: How to build a Luxury Brand 56 VII. MSc in Web Marketing and International Project Management Program Director: Muriel WALAS Elective: CAPM Elective: Quality Management Elective: Google Ad words & Analytics 59 VIII. MSc in International Business Program Director: Jean Claude TAGGER European Business Law Doing Business in Europe International Human Resource Management Market Communication in Europe Distribution/Consumer Behaviour Business Game Responsibility and Sustainability in a Global World Innovation in Europe International Banking & Financial System Elective: Doing Business in Middle East Elective: Doing Business in High Tech Elective: Doing Business in Latin America 82 IX. MSc in Entrepreneurship and Innovation for a Sustainable World Program Director: Philippe CHEREAU Entrepreneurship: Theory and Practice New Venture and Business Plan Strategies of High Growth Business 88 3

4 4. Technology and Innovation Management Solution Selling Elective: Creating Social Change Using the Power of Entrepreneurship Elective: Introduction to Intellectual Property Elective: New Organizational Forms for Innovation for Innovation and Value Creation Elective: Doing Business in High Tech Elective: Strategic Management of Small Firms 101 X. MSc in Strategic Human Resources Management Program Director: Florian SALA Human Resources Management Policies (People Management) Theoretical approaches in HRM Human Side of HRM Technology and HRM Health at Work Methodology Workshop for Dissertation Elective: Negotiation Skills Elective: Mergers & Acquisitions 114 XI. MSc in Supply Chain Management and Purchasing Program Director: Catherine TAUPIAC Advanced Sourcing Transportation and International Logistics Lean Manufacturing Elective: Purchasing Negotiation Elective: Sustainable Purchasing and Green SCM 121 XII. MSc in Business and Economics Program Director: Maurizio IACOPETTA Industrial Organization Economics of Information Social and Economics Networks Econometrics Advanced Macroeconomics Economics of Telecommunications Advanced Microeconomics Elective: World Trade Organization Law, Economics and Implications for Corporate Strategies Elective: Competitive Strategies Elective: Technology and Competition Elective: Information Goods 126 4

5 XIII. French as a Foreign Language 126 I. MSc in Business Consulting & Information Systems Management Program Director: Corinne HIRZMANN 1. Risks and Change Management Thursday/Friday CODE DU COURS / COURSE CODE RISKS AND CHANGE MANAGEMENT Crédits / Credits 4 Charge de travail / Student workload Langue d enseignement / Teaching Language Pré-requis / Prerequisite Période d enseignement / Teaching period Responsable du cours / Course Coordinator Intervenant(s) / Instructor(s) ENGLISH NONE Semester 2 Face à face / Class Pascal VEDEL Pascal VEDEL 30 hrs Travail individuel et/ou de groupe / Personal &/or Team Work Evaluation / Evaluation Evaluateur(s) / Evaluator(s) Description du cours / Course description Pascal VEDEL Cours paragraphe de presentation des grands objectifs et de la thématique The course aims at giving the students the ability to identify situations when changes have to be managed and provide them with the concepts, tools and methods to manage or help managing these changes. The focus will be on the people aspects (Behaviours, basic psychology, culture) which are characteristic of changes and which become most relevant when dealing with many stakeholders and changing elements of strategy, organization, systems, methods or culture. The course itself will be treated as much as possible as a case of Change management and case studies drawn from instructor s experience of 10+ years Change management in a Petrochemicals global company will be extensively used for case studies and exercises... Connaissances / Knowledge and Understanding (subject specific) A l issue de la formation, l étudiant devrait être capable de : have understood why and how specific approaches must be used for change management Have an overview of main steps involved in managing changes to control the related risks Grasp some basic notions on people behaviours and psychology useful in managing changes Résultats d apprentissage / Learning Outcomes Aptitudes cognitives / Cognitive/Intellectual skills (generic) know what are the characteristics of Change management activities Know an 11 steps approach to managing and implementing changes Know how change management is related to project management, Continuous improvement, Risk management and leadership Attitudes / Key transferable skills (generic)be more open to empathy and accepting people diversity More impactful in promoting and pushing one s ideas 5

6 Increase one s awareness about benefits of teamwork, group solution and people involvement To apply more a risk based approach to business decisions listening Compétences pratiques / Practical skills (subject specific) Cours inscrit dans le process Assurance of Learning AACSB Evaluation des étudiants / Student Assessment be able to identify situations where change management concept should be applied for maximum effectiveness To analyze a change situation and select among the various methods and tools those who could be best applied for the benefit of change deployment To increase one s efficiency and impact in participating to change initiatives OUI/NON, si oui le(s) Learning Goals et Learning Objectives concernés doivent être précisés par le responsable Assurance of Learning Devoir surveillé (DS) / Written examination Exact definition to be discussed and defined at the beginning of the course End of course QCM (20%) - Individual End of course presentation or case study (40%) - Contrôle continu / Continuous Assessment Préciser % 20% 40% Pre-class readings and assignment ( 15%) - Individual (to be sent to the students 15 days before the beginning of the first session) Class participation (25%) Individual and/or Group 15% 25% Méthodes d enseignement / Teaching Methods Cours / Lectures Lesson 0 Introductions of participants Objectives of the course and expectations Discussion and finalization of method for written examination Nomination of Teams Lesson 1: Introduction & basic concepts Why Change? Why manage the changes? Change & Leadership Change & People Change & Projects Change & Risks Change vs. Business processes vs.? Continuous improvement Change & Complexity Lesson 2 : Overview critical steps of a change management / Define and structure the vision Key elements required to overall manage a Change with the best chance to succeed Vision & objectives of a change and key success factors Plan de cours / Course plan Lesson 3: Mobilize & Structure Communication, why communicate? Elevator talk What is it for me? Inventory of organizational elements useful for managing a change Lesson 4: Concretize & drive A day in the life of... Force field analysis Team work / Innovation & creativity List of items to be reviewed & Risks to be appraised in a steering team Lesson 5: Stakeholder Engagement / Involvement Communication, how to communicate effectively Formation and coaching Stakeholder management & assessment Psychology & irrational behaviours Behaviours useful to a change leader Lesson 6: Wrapping up the changes Monitor and control risks in a stable state Sustaining in the organization / freezing: business processes Learning from projects and changes Continuous improvement Lesson 7: and Now? What knowledge, behaviours and tools to be taken away for my early professional life? This session will include the presentation of the case studies if this is the choice which is confirmed at the 6

7 beginning of the course Review all what was discussed during the previous sessions under a different angle Focus on the most significant aspect of Change & Risk Management Provide a series of tools and template Bibliographie / References At the end of the session, attendants should be able to Have integrated what they feel are the most significant areas of change management have at their disposal a pool of concepts and tools useful in the early phase of their professional life have identified several items that can be directly applied to their current job Obligatoire pour le module / Required for the course Optionnelle pour le module / Recommended references Site(s) web / Web sites Nombre et durée des CM Nombre et durée des TD SOPHIA 3 hours for lesson 0 3 hours for lesson 1 3 * 7 hours for lessons 2/3, 4/5a, 5b/6 4 hours for lesson 7 Modalités de délivrance du cours (Par campus si différent) Autres (ex : coaching projets, distance learning, etc.) Préciser les spécificités de programmation (TD en journée complète, cadencement spécifique des séances) 2. Strategy and Organizational Consulting in SMEs Thursday/Friday CODE DU COURS / COURSE CODE STRATEGIC AND ORGANIZATIONAL CONSULTING IN SMES Crédits / Credits 4 Charge de travail / Student workload Langue d enseignement / Teaching Language Pré-requis / Prerequisite Période d enseignement / Teaching period Face à face / Contact Hours English 30 Basics in strategy 2 Travail individuel et/ou de groupe / Personal &/or Team Work 10 for group case study in class + individual case study (homework) Evaluation / Evaluation Group case study + individual case study 7

8 Responsable du cours / Course Coordinator Intervenant(s) / Instructor(s) Evaluateur(s) / Evaluator(s) Philippe CHEREAU Philippe CHEREAU Philippe CHEREAU Description du cours / Course description This course is dedicated to transferring methods and tools of Executive Consulting in the field of strategy and organization management in SMEs. Methods are based on a robust understanding of strategic and organizational management theories transposed into consulting and change management best practices adapted to Small and Medium businesses. Connaissances / Knowledge and Understanding (subject specific) A l issue de la formation, l étudiant devrait être capable de : Students are expected to be prepared to conduct strategic management consulting missions. Aptitudes cognitives / Cognitive/Intellectual skills (generic) A l issue de la formation, l étudiant devrait être capable de : Students are expected to master strategic management practices based on robust strategy and organization academic knowledge and to use this knowledge through consulting tools specifically designed for the conduct of executive consulting in SMEs Résultats d apprentissage / Learning Outcomes Attitudes / Key transferable skills (generic) Students will have developed savoir-faire and savoir-être capacities, highly valuable for any strategic management situation as manager or consultant Compétences pratiques / Practical skills (subject specific) A l issue de la formation, l étudiant devrait être capable : Students are expected to be prepared to join executive consulting teams specialized SMEs consultancy and be effectively operational on the very short term. Cours inscrit dans le process Assurance of Learning AACSB Evaluation des étudiants / Student Assessment Méthodes d enseignement / Teaching Methods Plan de cours / Course plan Devoir surveillé (DS) / Written examination Group case study + Individual case study Contrôle continu / Continuous Assessment Cours / Lectures Etude de cas / Case Studies 0 Course objectives, structure and evaluation 1 Introduction to Strategic Consulting for SMEs 2 Strategy: proposal for definitions and perspectives 3 The strategic consulting approach 4 The framework of reference : the starting point for a consulting mission 5 The strategic analysis toolbox 5.1 The strategic segmentation 5.2 Generic strategies 5.3 The life cycle 5.4 Opportunities and threats 5.5 Key Success Factors 5.6 The chain of value 5.7 The competitive advantage 5.8 The benchmarking 6 The analysis of the environment 6.1 The demand 6.2 The competition 6.3 Other influences 7 The internal diagnostic 8 The strategic diagnostic 9 Strategic choices and formulations 9.1 Objectives 9.2 Types of strategy 9.3 Criteria of evaluation of the scenarios Préciser % 50% / 50% 8

9 9.4 Strategic choices and formulations 10 Implementing change management 10.1 Leading change: the 8 steps 10.2 A few tools to leading change 11 Practical advices to consultants 11.1 Selling a consulting mission 11.2 Some pieces of advice for a successful mission Optionnelle pour le module / Recommended references Bibliographie / References Obligatoire pour le module / Required for the course R.E. Miles, C. Snow Organizational strategy, structure and Process Stanford University Press, 2003 R.E. Miles, C. Snow Fit, failure and the hall of fame Free Press, 1994 M.E. Porter Competitive strategy: techniques for analyzing industries and competitors Free press, 1998 M.E. Porter What is strategy? Harvard Business Review, Vol. 74, 1996 Blue Ocean Strategy: W.C. Kim, R. Mauborgne - Harvard Business School Press, 2006 G. Johnson, R. Whittington, K. Scholes Exploring strategy Prentice Hall, 2008 Site(s) web / Web sites SOPHIA Nombre et durée des CM 2 sessions of 3 hours including mini case studies. Nombre et durée des TD 6 sessions of 4 hours Modalités de délivrance du cours (Par campus si différent) Autres (ex : coaching projets, distance learning, etc.) Préciser les spécificités de programmation (TD en journée complète, cadencement spécifique des séances) 3. Innovation Management Thursday/Friday CODE DU COURS / COURSE CODE INNOVATION MANAGEMENT Crédits / Credits 4 Charge de travail / Student workload Face à face / 15 hrs Travail individuel et/ou de groupe / Personal &/or Team Work Evaluation / Evaluation 9

10 Langue d enseignement / Teaching Language Pré-requis / Prerequisite Période d enseignement / Teaching period Responsable du cours / Course Coordinator Intervenant(s) / Instructor(s) Evaluateur(s) / Evaluator(s) Description du cours / Course description ENGLISH NONE Semester 2 Valéry MERMINOD Florence TRESSOLS et Valéry MERMINOD Valéry MERMINOD This course aims at presenting major information technologies available for management and insists on the objective which is to integrate business process Connaissances / Knowledge and Understanding (subject specific) Understand the concept of Innovation Management Understand the strategy, organization and major processes for innovation Basic understanding of PLM solution Aptitudes cognitives / Cognitive/Intellectual skills (generic) Résultats d apprentissage / Learning Outcomes Be able to participate to Innovation projects in their future career Attitudes / Key transferable skills (generic) Not applicable Compétences pratiques / Practical skills (subject specific) Be able to generate a business model, organize an innovation process Be able to identify constraints for innovation Cours inscrit dans le process Assurance of Learning AACSB OUI/NON, si oui le(s) Learning Goals et Learning Objectives concernés doivent être précisés par le responsable Assurance of Learning Devoir surveillé (DS) / Written examination Préciser % Evaluation des étudiants / Student Assessment End of course QCM (20%) - Individual (30 mns in Session n 7) End of course presentation or case study (40%) - Group (2 hrs in session n 8) Contrôle continu / Continuous Assessment Pre-class readings and assignment ( 15%) - Individual (to be sent to the students 15 days before the beginning of the first session) Class participation (25%) Individual and/or Group 20% 40% 15% 25% Méthodes d enseignement / Teaching Methods Plan de cours / Course plan Bibliographie / References Cours / Lectures Session 1 : Strategy and Business Models for innovation Session 2 : Open innovation Session 3 : Organization of innovation Session 4: Tools for innovation process: PLM Session 5: Methodology for creativity Obligatoire pour le module / Required for the course Optionnelle pour le module / Recommended references Site(s) web / Web sites Modalités de délivrance du cours (Par campus si différent) 10

11 4. Audit and Risk Management Thursday/Friday CODE DU COURS / COURSE CODE AUDIT AND RISK MANAGEMENT Crédits / Credits 4 Charge de travail / Student workload Langue d enseignement / Teaching Language Pré-requis / Prerequisite Période d enseignement / Teaching period Responsable du cours / Course Coordinator Intervenant(s) / Instructor(s) ENGLISH NONE Semester 2 Face à face / Class Caroline Trilles Caroline Trilles 30 hrs Travail individuel et/ou de groupe / Personal &/or Team Work Evaluation / Evaluation Evaluateur(s) / Evaluator(s) Description du cours / Course description Caroline Trilles This course aims at giving the students the ability to master IS concepts and tools and to understand the IS risk management principles. Illustrated by many real life examples from the instructor 8 years experience as IT auditor, the course also aims at giving the students more information about the role of the auditor and the stakes of an IS audit assignment. Connaissances / Knowledge and Understanding (subject specific) A l issue de la formation, l étudiant devrait être capable de : - Identifying the main tools used for IS audit - Identifying the information sources about IS audit and IS auditor job Aptitudes cognitives / Cognitive/Intellectual skills (generic) A l issue de la formation, l étudiant devrait être capable de : - Mastering IS audit concepts - Understanding the main domains of the IS internal control - Understanding how and when to use the CobiT (basics) as an auditor or as a IS manager - Detecting IS internal control issues Résultats d apprentissage / Learning Outcomes Attitudes / Key transferable skills (generic) - Expressing ideas - Facilitating group discussion - Identifying problems - Imagining alternatives - Gathering information - Extracting important information - Analyzing - Listening Compétences pratiques / Practical skills (subject specific) A l issue de la formation, l étudiant devrait être capable : - Presenting a case study (oral skills) - Defining the main phases and steps of an IS audit Cours inscrit dans le process Assurance of Learning AACSB Evaluation des étudiants / Student Assessment Devoir surveillé (DS) / Written examination Préciser % 11

12 End of course QCM (20%) - Individual (30 mns in Session n 7) End of course presentation or case study (40%) - Group (2 hrs in session n 8) 20% 40% Contrôle continu / Continuous Assessment Pre-class readings and assignment ( 15%) - Individual (to be sent to the students 15 days before the beginning of the first session) Class participation (25%) Individual and/or Group 15% 25% Méthodes d enseignement / Teaching Methods Cours / Lectures Exercices / Exercises Cas pratique / Case study 5. Elective: CAPM tbd CODE DU COURS / COURSE CODE CAPM Crédits / Credits 2 Charge de travail / Student workload Langue d enseignement / Teaching Language Pré-requis / Prerequisite Période d enseignement / Teaching period Responsable du cours / Course Coordinator Intervenant(s) / Instructor(s) Face à face / Contact Hours English Semester 2 15 HIRZMANN Corinne HIRZMANN Corinne Travail individuel et/ou de groupe / Personal &/or Team Work Evaluation / Evaluation Evaluateur(s) / Evaluator(s) Description du cours / Course description HIRZMANN Corinne Preparation for PMI CAPM /PMP exam How to prepare for exam (tips for personal work) Summary of Knowledge areas and processes Training on sample questionnaires same format as PMI Connaissances / Knowledge and Understanding (subject specific) A l issue de la formation, l étudiant devrait être capable de : Aptitudes cognitives / Cognitive/Intellectual skills (generic) A l issue de la formation, l étudiant devrait être capable de : -. Résultats d apprentissage / Learning Outcomes Attitudes / Key transferable skills (generic) Compétences pratiques / Practical skills (subject specific) A l issue de la formation, l étudiant devrait être capable : Cours inscrit dans le process Assurance of Learning AACSB 12

13 Evaluation des étudiants / Student Assessment Devoir surveillé (DS) / Written examination Contrôle continu / Continuous Assessment Préciser % Méthodes d enseignement / Teaching Methods Plan de cours / Course plan Cours / Lectures 5 sessions x 3hrs sessions (CAPM/PMP exam preparation complement) Covering Knowledge areas / Processes and questions for PMP/CAPM exam Session 1 PM Overview Framework Fundamentals - Scope Session 2 Time - Cost Session 3 Quality - Risks Session 4 Communication / Human Resources Session 5 - Procurement - Integration - Summary Bibliographie / References Obligatoire pour le module / Required for the course Optionnelle pour le module / Recommended references CAPM / PMP Exam Prep A course in a Book, by Rita Mulcahy (6th Edition - ~ 66 on Amazon) Includes Summary, guidelines - QCM with answers and explanations Site(s) web / Web sites Modalités de délivrance du cours (Par campus si différent) II. MSc in Corporate Financial Management Program Director: Devraj BASU 1. Project: Value Creation and Performance Management January 5 th & 13 th: 8:30-11:45/14:00-17:15; February 13 th to 15 th : 8:30-11:45/14:00-17:15 CODE DU COURS / COURSE CODE Project: Value Creation and Performance Management Crédits / Credits 4 Charge de travail / Student workload Langue d enseignement / Teaching Language Pré-requis / Prerequisite Période d enseignement / Teaching period Responsable du cours / Course Coordinator Intervenant(s) / Instructor(s) Face à face / Contact Hours English None 2nd semester 30 hours Arnaud Hoffstetter Arnaud Hoffstetter Travail individuel et/ou de groupe / Personal &/or Team Work Evaluation / Evaluation Evaluateur(s) / Evaluator(s) Description du cours / Course description Arnaud Hoffstetter Value creation is the firm s capacity to make investments providing a higher return than the one demanded by shareholders taking into account the risk. 13

14 Value creation is the rational goal of any firm s management. Nevertheless, in a competitive environment, it is a hard job to find investments returning more money than what is required by funds providers. Indeed, such opportunities attract new actors, consequently this makes decrease the level of return. Firms with high sustainable value creation profile can easily attract new investors because they pay them more than what they demand, these firms also have more capacity to leverage funds and attract potential bidders. Connaissances / Knowledge and Understanding (subject specific) A l issue de la formation, l étudiant devrait être capable de : Aptitudes cognitives / Cognitive/Intellectual skills (generic) A l issue de la formation, l étudiant devrait être capable de : - Résultats d apprentissage / Learning Outcomes Attitudes / Key transferable skills (generic) Compétences pratiques / Practical skills (subject specific) A l issue de la formation, l étudiant devrait être capable : Cours inscrit dans le process Assurance of Learning AACSB Evaluation des étudiants / Student Assessment Devoir surveillé (DS) / Written examination Contrôle continu / Continuous Assessment Les étudiants devront réaliser un travail de groupe par équipe de 5 à partir d'une société non quotée et de définir la capacité de cette société à créer de la valeur Préciser % 100% Méthodes d enseignement / Teaching Methods Cours / Lectures Séminaire / Seminar Atelier / Workshops Etude de cas / Case Studies Projet / Project To be determined Plan de cours / Course plan Optionnelle pour le module / Recommended references Bibliographie / References Obligatoire pour le module / Required for the course DAMODARAN Aswath, Investment valuation : tools and techniques for determining the value of any asset, John Wiley & Sons, 2002, 992 p. HAWAWINI Gabriel and VIALLET Claude, Finance for executives : managing for value creation, 14

15 Thomson Learning, 2007, 606 p. VERNIMMEN Pierre, QUIRY Pascal, DALLOCCHIO Maurizio, LE FUR Yann, SALVI Antonio, Corporate finance : theory and practice, John Wiley & Sons, 2009, 1036 p. 2. Financial Modeling with Excel February 24th : / March 9 th and 16 th : / More dates to be determined CODE DU COURS / COURSE CODE Financial Modeling with Excel Crédits / Credits 4 Charge de travail / Student workload Langue d enseignement / Teaching Language Pré-requis / Prerequisite Période d enseignement / Teaching period Responsable du cours / Course Coordinator Intervenant(s) / Instructor(s) Evaluateur(s) / Evaluator(s) Face à face / Contact Hours English 30 hours Background in finance 2nd Semester Mark Pilkington Andre Millieri/Mark Pilkington Travail individuel et/ou de groupe / Personal &/or Team Work Evaluation / Evaluation Description du cours / Course description Cours paragraphe de presentation des grands objectifs et de la thématique Connaissances / Knowledge and Understanding (subject specific) A l issue de la formation, l étudiant devrait être capable de :. The course is intended to strengthen financial techniques in corporate finance and develop your analytical skills. Aptitudes cognitives / Cognitive/Intellectual skills (generic) A l issue de la formation, l étudiant devrait être capable de : -. Résultats d apprentissage / Learning Outcomes Implement financial models using Excel Attitudes / Key transferable skills (generic) Acquire a good knowledge of Excel, VBA programming Have practical experience of applications in corporate finance ; Compétences pratiques / Practical skills (subject specific) A l issue de la formation, l étudiant devrait être capable : 15

16 Be able to do DCF and company valuations as well as capital budgeting and financial forecasting using Excel Cours inscrit dans le process Assurance of Learning AACSB Evaluation des étudiants / Student Assessment Devoir surveillé (DS) / Written examination Contrôle continu / Continuous Assessment Préciser % Méthodes d enseignement / Teaching Methods Cours / Lectures personal work Projet / Project explain) : Plan de cours / Course plan Bibliographie / References This course is designed to simulate a business working environment. You will be given problem solving assignments where you are instructed to take an issue and come back with a solution. Obligatoire pour le module / Required for the course Optionnelle pour le module / Recommended references Site(s) web / Web sites Nombre et durée des CM Nombre et durée des TD SOPHIA 30 Hours LILLE PARIS CHINE US Modalités de délivrance du cours (Par campus si différent) Autres (ex : coaching projets, distance learning, etc.) Préciser les spécificités de programmation (TD en journée complète, cadencement spécifique des séances) 3. Advanced Financial Strategy Thursday / Friday CODE DU COURS / COURSE CODE ADVANCED FINANCIAL STRATEGY Crédits / Credits 4 Charge de travail / Student workload Langue d enseignement / Teaching Language Face à face / Contact Hours English 30 Travail individuel et/ou de groupe / Personal &/or Team Work Evaluation / Evaluation 16

17 Pré-requis / Prerequisite Période d enseignement / Teaching period Responsable du cours / Course Coordinator Intervenant(s) / Instructor(s) Background in finance 2nd Semester Torben Sommer Torben Sommer Evaluateur(s) / Evaluator(s) Description du cours / Course description Cours paragraphe de presentation des grands objectifs et de la thématique Connaissances / Knowledge and Understanding (subject specific) A l issue de la formation, l étudiant devrait être capable de : Understand how to use quantitative techniques to formulate and aid corporate strategy Aptitudes cognitives / Cognitive/Intellectual skills (generic) A l issue de la formation, l étudiant devrait être capable de : -. Résultats d apprentissage / Learning Outcomes Understand how to apply various valuation methods in the context of corporate strategy, particularly the use of real options Attitudes / Key transferable skills (generic) Perform valuations both at the level of projects and real options Compétences pratiques / Practical skills (subject specific) A l issue de la formation, l étudiant devrait être capable : Understand the basic quantitative tools that may be employed in corporate strategy. Cours inscrit dans le process Assurance of Learning AACSB Evaluation des étudiants / Student Assessment OUI/NON, si oui le(s) Learning Goals et Learning Objectives concernés doivent être précisés par le responsable Assurance of Learning Devoir surveillé (DS) / Written examination Préciser % Préciser nature (étude de cas, qcm,etc) Contrôle continu / Continuous Assessment Préciser nature (étude de cas, projet, dossier etc.) Méthodes d enseignement / Teaching Methods Bibliographie / References Cours / Lectures personal work Projet / Project explain) : Obligatoire pour le module / Required for the course Optionnelle pour le module / Recommended references Site(s) web / Web sites Modalités de délivrance du cours (Par campus si différent) Nombre et durée des CM Nombre et durée des TD SOPHIA 30 Hours LILLE PARIS CHINE US Autres 17

18 (ex : coaching projets, distance learning, etc.) Préciser les spécificités de programmation (TD en journée complète, cadencement spécifique des séances) 4. Intangible Assets Valuation February 2 nd & 9 th : / tbd CODE DU COURS / COURSE CODE Intangible Assets Valuation Crédits / Credits 2 Charge de travail / Student workload Langue d enseignement / Teaching Language Pré-requis / Prerequisite Période d enseignement / Teaching period Responsable du cours / Course Coordinator Intervenant(s) / Instructor(s) Evaluateur(s) / Evaluator(s) Face à face / Contact Hours English 15 Background in finance 2nd Semester Mark Pilkington Mark Pilkington Travail individuel et/ou de groupe / Personal &/or Team Work Evaluation / Evaluation Description du cours / Course description Cours paragraphe de presentation des grands objectifs et de la thématique Connaissances / Knowledge and Understanding (subject specific) A l issue de la formation, l étudiant devrait être capable de : Have worked through examples of how to value intangible assets Aptitudes cognitives / Cognitive/Intellectual skills (generic) A l issue de la formation, l étudiant devrait être capable de : Résultats d apprentissage / Learning Outcomes Understand how to evaluate Brands, Intellectual Capital, Information on databases, Efficient processes, Product innovation, Customer loyalty and Societal and political approval. Attitudes / Key transferable skills (generic) Understand accounting and other issues underlying intangible asset valuation 18

19 Compétences pratiques / Practical skills (subject specific) A l issue de la formation, l étudiant devrait être capable : Understand the importance of and techniques for valuing intangible assets. Cours inscrit dans le process Assurance of Learning AACSB Evaluation des étudiants / Student Assessment Devoir surveillé (DS) / Written examination Contrôle continu / Continuous Assessment Préciser % Méthodes d enseignement / Teaching Methods Cours / Lectures personal work Projet / Project explain) : Plan de cours / Course plan Bibliographie / References This elective course is designed to recognise the importance of intangibles in today s changing economies. Obligatoire pour le module / Required for the course Optionnelle pour le module / Recommended references Site(s) web / Web sites Nombre et durée des CM Nombre et durée des TD SOPHIA 30 Hours LILLE PARIS CHINE US Modalités de délivrance du cours (Par campus si différent) Autres (ex : coaching projets, distance learning, etc.) Préciser les spécificités de programmation (TD en journée complète, cadencement spécifique des séances) 5. Corporate Risk Management January 5 th & 12 th : / Tbd CODE DU COURS / COURSE CODE Corporate Risk Management Crédits / Credits 4 Charge de travail / Student workload Face à face / Contact Hours Travail individuel et/ou de groupe / Personal &/or Team Work Evaluation / Evaluation 19

20 Langue d enseignement / Teaching Language Pré-requis / Prerequisite Période d enseignement / Teaching period Responsable du cours / Course Coordinator Intervenant(s) / Instructor(s) 30 English Background in finance 2nd Semester Devraj Basu Devraj Basu/ Andrew Marshall Evaluateur(s) / Evaluator(s) Description du cours / Course description Cours paragraphe de presentation des grands objectifs et de la thématique Connaissances / Knowledge and Understanding (subject specific) A l issue de la formation, l étudiant devrait être capable de : Understand the basics of options and how to use them in the context of corporate risk management Aptitudes cognitives / Cognitive/Intellectual skills (generic) A l issue de la formation, l étudiant devrait être capable de : -. Résultats d apprentissage / Learning Outcomes Understand the role of options in hedging risks that corporations face Attitudes / Key transferable skills (generic) Assess financial risks within a corporation and identify suitable hedging instruments Compétences pratiques / Practical skills (subject specific) A l issue de la formation, l étudiant devrait être capable : Acquire a knowledge of risk management in a corporate context Cours inscrit dans le process Assurance of Learning AACSB Evaluation des étudiants / Student Assessment Devoir surveillé (DS) / Written examination Contrôle continu / Continuous Assessment Préciser % Méthodes d enseignement / Teaching Methods Cours / Lectures personal work Projet / Project explain) : Plan de cours / Course plan Bibliographie / References This course focuses on how corporations manage various financial risks. It provides a basic overview of options and futures and then goes on to assess the financial risks facing large multinational corporations such as foreign exchange risk and interest rate risk. It then discusses the hedging instruments available and their suitability in relation to the risks identified, Obligatoire pour le module / Required for the course Optionnelle pour le module / Recommended references Site(s) web / Web sites Modalités de délivrance du cours (Par campus si différent) SOPHIA LILLE PARIS CHINE US 20