MSc PROGRAMS. Sophia Antipolis FALL SEMESTER COURSE CATALOGUE

MSc PROGRAMS Sophia Antipolis FALL SEMESTER COURSE CATALOGUE SEPTEMBER 2012 DECEMBER 2012

M2-MSc courses... 5 1. Research Methods and Critical Thinking... 5 2. Globalization... 7 MSc in Corporate Financial Management... 11 1. International Financial Economics... 11 2. Asset Valuation... 13 3. Corporate Restructuring... 15 4. Financial Analysis... 17 5. Long term Financing... 18 6. Statistical Methods... 21 7. Ethics... 23 MSc in Entrepreneurship and Innovation for a Sustainable World... 25 1. Managing diversity... 25 2. Identifying and managing entrepreneurial opportunities... 28 3. Eco-system of innovation... 30 4. New business models for sustainable growth... 32 5. New venture and business plan... 34 6. Entrepreneurial finance... 36 7. Effectual marketing strategy... 40 8. Créer une entreprise innovante en France... 43 9. Creating Social Change Using the Power of Entrepreneurship... 45 10. Open innovation... 47 11. Entrepreneurship theories... 50 12. Business Plan competition "Challenge Jeunes Pousses"... 51 MSc in Business Consulting and Information Systems Management... 53 1. Strategy & Organizational consulting in SMEs... 53 MSc in Financial Markets and Investments... 56 1. Introduction to stochastic calculus... 56 2. Financial Econometrics... 57 3. International Financial Economics... 57 4. Derivative instruments... 62 5. Commodities... 62

6. Country Risk... 64 7. Macro economic indicators... 64 8. Asset Valuation (M&A)... 64 9. Technical Analysis... 64 MSc in Luxury and Fashion Management... 65 1. Integrated luxury and Fashion Communication... 65 2. State of the Art in Fashion and Luxury... 65 MSc in Strategic Events Management and Tourism Management... 67 1. MICE... 67 2. Sustainability in Tourism... 70 3. Team Management... 72 4. Destination Marketing... 75 MSc in International Business... 77 1. International Finance... 77 2. Internationalization of the firm... 79 3. Doing Business in Europe 1... 81 4. Executive consulting... 83 5. NGO Management... 86 MSc in Strategic Human Resources Management... 88 1. Basic seminar: contemporary HRM... 88 2. Theoretical issues in HRM... 88 3. HRM Audit (project)... 90 4. International dynamics in HRM... 93 5. Human Side of HRM... 95 6. Elective: English for HRM... 95 7. Human Resource Management in the Supply Chain... 95 8. Corporate communication... 98 9. Negotiation skills... 100 MSc in Supply Chain Management and Purchasing... 102 1. Supply Chain Strategy and SCOR model... 102 2. Fundamentals of Procurement and Purchasing... 105 3. Advanced Sourcing... 108 4. Elective: Supplier Relationship Management... 110 MSc in Business and Economics... 113 1. Microeconomics I (Consumers)... 113

2. Introduction to Econometrics... 114 3. Macroeconomics... 114 4. Quantitative Methods for Business and Economics... 114 5. International Economics I (Trade)... 115 6. International Economics II (Money and Finance)... 115 7. International Financial Economics (IFE)... 116 MSc in International Marketing and Business Development... 117 1. Understanding the elusive consumer... 117 2. Strategic brand management... 119 3. Gaining market insight... 121 4. Retail marketing... 123 5. B2B marketing... 125 6. Digital marketing... 128 7. Advertising and Communication... 130 8. Introduction to project management... 132 9. Essential negotiation skills... 133 10. Luxury goods management... 135 11. E-commerce... 138 12. Creative Marketing: Specialty Advertising... 140 13. Corporate Communication... 142

M2-MSc courses 1. Research Methods and Critical Thinking Research Methods Crédits / Credits Nombre / Number : 2 Charge de travail / Student workload Programme / Program Face à face / Contact Hours Distanciel / Autonomous Personal &/or Team work Evaluation / Evaluation Durée Nbh : 15 Nbh : Nbh : 60 Nbh : Nbh : PGE MS PGE FC MSc PGE COOP Bachelor DDA ESDHEM CCA PhD Département / Department Droit et Fiscalité / Law and Taxation Economie / Economics Finance, comptabilité, contrôle / Accounting and Finance Management de Projets / Project Management Marketing Vente / Marketing Management Ressources Humaines et Comportement Organisationnel / Human Resource Management & Organizational Behaviour Stratégie et Entrepreneuriat / Strategy & Entrepreneurship Systèmes d information et Organisation / Information System & Organization Langues / Languages Type de cours / Course type Commun / Core Electif / Elective Optionnel /Optional Année / Year 2012-2013 Campus / Campus LILLE PARIS SOPHIA SUZHOU RALEIGH Cours ouvert aux étudiants en échanges in / Course open to students in exchange Langue d enseignement / Teaching Language Période d enseignement / Teaching period Responsable du cours / Course Coordinator Noms des Intervenant(s) par campus/ Instructor(s) Names by campus Evaluateur(s) / Evaluator(s) English Semester 1 Corinne POROLI (MSc EISW) SOPHIA Corinne Poroli Corinne Poroli LILLE PARIS SUZHOU RALEIGH Description du cours / Course description This course aims at helping students to undertake their dissertation in the field of entrepreneurship. Thus, it provides students with tools and methods to turn ideas into dissertation project, to make the links between academic literature and empirical information (theory and practice) and to develop their own way of well-argued thinking based on a chosen topic. Connaissances / Knowledge and Understanding (subject specific) Résultats d apprentissage / Learning Outcomes - Understand the dissertation process. - Understand the process of in-depth analysis of academic articles in the field of entrepreneurship. - Understand the challenges of a literature review. - Understand the formulation and the justification of a research topic. - Understand different research methodologies. - Understand the links between theory and practice.

Aptitudes cognitives / Cognitive/Intellectual skills (generic) - Analyze academic articles with rigor. - Compare authors and theories in the field of entrepreneurship. - Clarify and justify a research topic. - Choose an adequate design for data collection. - Increase his/her capacity for arguing. Attitudes / Key transferable skills (generic) - Demonstrate thinking and analysis skills. - Demonstrate an open-minded attitude. - Link theory with practice. - Develop critical thinking. Compétences pratiques / Practical skills (subject specific) - Implement scientific research methods. - Organize data in a logic way in coherence with a given research topic. - Write up a well-argued literature review in the field of entrepreneurship. - Write up a well-argued dissertation in the field of entrepreneurship. Evaluation finale (DS) / Final examination Evaluation des étudiants / Student Assessment QCM (quizz) % Etude de cas (case study) % Questions (questions) % Exercices (exercises) % Autre (other) % Contrôle continu / Continuous Assessment Présentation orale (oral presentation) % QCM (quizz) % Dossier 100 % Etude de cas (case study) % Autre (other) % Méthodes d enseignement / Teaching Methods Format de cours / Course format Cours / Lectures Séminaire / Seminar Tutorat / Tutorial sessions TD Activités d apprentissage / Learning activities Etude de cas / Case Studies Travail personnel guidé / Guided personal work Travail personnel autonome / Autonomous personal work Projet / Project Autre (expliquer) / Other (explain) : Plan de cours / Course plan Seminar 1: Seminar 2: Presentation of dissertation s objectives Method for in-depth analysis of an academic article in the field of entrepreneurship Research topic. Comparative analysis of authors and theories Data collection methodology

Data analysis methodology (qualitative analysis) Focus on links between empirical data and theory Detailed schedule for the dissertation. Bibliographie / References Lecture obligatoire / Required reading Optionnelle / Recommended Fisher C.M. (2010), Researching and writing a dissertation. An essential guide for business students, third edition, Pearson Education Limited. Ghauri P., Gronhaug K. (2010), Research methods in business Studies, fourth edition, Pearson Education Limited. Salkind N.J. (2009), Exploring research, seventh edition, Pearson International Edition. Saunders M., Lewis P. and Thorhill A., (2009), Research methods for business students, fifth edition, Pearson Education Limited Nombre CM Amphi Durée CM Amphi Nombre TD SOPHIA 2 LILLE PARIS CHINE RALEIGH Durée TD Modalités de délivrance du cours (par campus si différent) Autres (Distance learning, etc ) Préciser les spécificités de programmation (TD journée, cadencement spécifique des séances) TD1 : 8 h TD2 : 7 h 2. Globalization Emerging Markets & Sovereign Risk Assessment: The way forward Crédits / Credits Nombre / Number : 3 Charge de travail / Student workload Programme / Program Face à face / Contact Hours 15h Distanciel / Autonomous Personal &/or Team work Evaluation / Evaluation Durée Nbh : Nbh : Nbh : Nbh : Nbh : PGE MS PGE FC MSc PGE COOP Bachelor DDA ESDHEM CCA PhD

Département / Department Droit et Fiscalité / Law and Taxation Economie / Economics Finance, comptabilité, contrôle / Accounting and Finance Management de Projets / Project Management Marketing Vente / Marketing Management Ressources Humaines et Comportement Organisationnel / Human Resource Management & Organizational Behaviour Stratégie et Entrepreneuriat / Strategy & Entrepreneurship Systèmes d information et Organisation / Information System & Organization Langues / Languages Type de cours / Course type Commun / Core Electif / Elective Optionnel /Optional Année / Year 2012-2013 Campus / Campus LILLE PARIS SOPHIA SUZHOU RALEIGH Cours ouvert aux étudiants en échanges in / Course open to students in exchange Langue d enseignement / Teaching Language Pré-requis / Prerequisite English Each class will start with a country risk breaking news presentation by students who will cast light on country risk hot spots. Active class participation is a must. Période d enseignement / Teaching period Responsable du cours / Course Coordinator Noms des Intervenant(s) par campus/ Instructor(s) Names by campus S1 Michel- Henry Bouchet SOPHIA Michel- Henry Bouchet LILLE PARIS SUZHOU Michel- Henry Bouchet RALEIGH Michel- Henry Bouchet Evaluateur(s) / Evaluator(s) Michel- Henry Bouchet Description du cours / Course description Sovereign risk is a broad concept that comprises an underlying combination of economics, finance, geopolitics, sociology, and history issues. As the new global economy raises the level of uncertainty and complexity for the international firm s cross-border strategy, country risk analysis has become today an essential component of strategy decisions regarding export, direct investment, partnership and mergers, as well as takeovers. Global terrorism shows there is no safe sanctuary, even in the world s largest economies. The seminar aims at providing students with a solid understanding of the concepts, historical perspectives, theoretical debates and methodologies surrounding country risk assessment in the global economic system. Risk analysis and forecasting will be approached as management tools, with an emphasis on China. The course is composed of lectures, case studies, briefings by group mates, and debates. At the end of the 20-hour introduction seminar, the students will be expected to gauge the risks and opportunities of globalization regarding emerging and developed markets, and in China. Connaissances / Knowledge and Understanding (subject specific) At the end of the introduction seminar, we expect the student to be able to assess country risk situations with regard to cross-border investment, trade and lending purposes, and identify risks and opportunities, especially in emerging market economies and in China. Résultats d apprentissage / Learning Outcomes Aptitudes cognitives / Cognitive/Intellectual skills (generic) Understanding the multi-faceted dimensions of cross-border risk Assessing the main sources of risks arising from the growing integration of international markets from the firm s standpoint; Attitudes / Key transferable skills (generic) Assess and manage the risks and opportunities of cross-border investment in a globalized economic environment

Compétences pratiques / Practical skills (subject specific) A l issue de la formation, l étudiant devrait être capable : Apprehending the range of risk-analysis methodologies, and their respective pros and cons Understanding the various approaches to country risk hedging, starting with up to date reliable information and economic intelligence, as well as guarantee, insurance, and mitigation techniques. Contribution aux objectifs pédagogiques du programme / Contribution to learning objectives Indiquer les learning objectives auxquels contribue le cours (en se basant sur le curriculum mapping du programme) LO4.1 To analyze globalization and evaluate its effects on business Evaluation finale (DS) / Final examination Evaluation des étudiants / Student Assessment QCM (quizz) % Etude de cas (case study) % Questions (questions) % Exercices (exercises) % Autre (other) % Précisez (precise): Contrôle continu / Continuous Assessment Présentation orale (oral presentation) % QCM (quizz) % Dossier % Etude de cas (case study) % Autre (other) % Précisez (precise): Méthodes d enseignement / Teaching Methods Format de cours / Course format Cours / Lectures Séminaire / Seminar Tutorat / Tutorial sessions TD Autre (other) Précisez (precise) Activités d apprentissage / Learning activities Etude de cas / Case Studies Travail personnel guidé / Guided personal work Travail personnel autonome / Autonomous personal work Projet / Project Autre (expliquer) / Other (explain) : SESSION 1 Introduction: Course presentation What is risk? What is uncertainty? Where does risk come from? The specificity of sovereign risk and the various types of cross-border risk Globalization and country risk: Why is globalization a turbulent socio-economic process? Plan de cours / Course plan A small number of documents must be read BEFORE the seminar Michael Pettis: http://mpettis.com/2010/08/chinese-consumption-and-the-japanese- %e2%80%9csorpasso%e2%80%9d/ October 2010 China and the IMF October 2010 : http://www.imf.org/external/am/2010/imfc/statement/eng/chn.pdf IMF July 2011 Economic Report: http://www.imf.org/external/pubs/ft/scr/2011/cr11192.pdf CLASS 2 Country Risk assessment: Information and Economic intelligence gathering Uncertainty = a by-product of a deficit of information and economic intelligence 1. Key Public information sources: IFIs & Regional development banks

National sources, central banks and Paris Club National intelligence agencies 2. Key Private sources: Risk rating agencies (The Big Three, Dagong, Coface & others) Private commercial and investment banks Specialized agencies, think tanks, and NGOs Suggested Readings: IMF 2011: Definition and Measurement of Sovereign Risk http://www.imf.org/external/np/sec/pr/2011/pr1191.htm D. Strauss-Kahn: Peace and Economic Stability are interconnected http://www.imf.org/external/pubs/ft/survey/so/2009/new102309a.htm, CLASS 3 Country Risk : Assessment Methodologies I Political risk analysis: analysis of structural and institutional deficiencies: governance and corruption The Prince Model and China s political system Sources for country s political analysis : Frost & Sullivan, EIU, CIA, Credit Risk International, Transparency International, Heritage Foundation, www.groupegeos.com Suggested Readings: www.africa-asia-confidential.com http://www.vcc.columbia.edu/content/how-bric-mnes-deal-international-political-risk CLASS 4 Country Risk : Assessment Methodologies II Ranking and rating approach to country risk: usefulness and pitfalls Country s rating agencies: Moody s, S&Ps, Fitch, DAGONG, Euromoney, Institutional Investor, COFACE. Sources for country political risk ratings: OECD, EIU, World Bank s governance indicators, ICRG, Transparency International, Opacity Index, and Heritage Foundation. Suggested Readings: World Bank- Doing Business 2011 Transparency International 2011 Report CLASS 5 Country Risk : Assessment Methodologies III Balance of payments approach and country risk assessment Solvency and liquidity ratios: Asian countries and China Measuring risk: Risk pricing, bond spreads, and Credit Default Swaps (CMA) Recommended Reading: Case study: China CLASS 6 CONCLUSION- Country Risk : Assessment and early warning systems Financial crisis: searching for early warning signals Expatriated savings and capital flight as indicators of upcoming crisis? 2010-11: Global financial crisis and EMCs: contagion and spill-over effects Insurance and Risk cover: Hiscox, MIGA, COFACE, and CDS Suggested Readings: Goldman Sachs: Damocles and Early Warning Indicators CLASS 7 Group Oral presentations of Risk assessment reports

Bibliographie / References Required for the course Recommended readings: Bouchet, Michel Henry., Groslambert, B., and Clark, E., 2005, Country Risk Assessment, London: Wiley. Bouchet, Michel Henry., Groslambert, B., 2006, Governance & Risk in Emerging Markets, edited by Sima Motamen-Samadian, London: Palgrave. Bouchet, M.H. La Globalisation: Introduction à l Economie du Nouveau Monde (Pearson, 2009) Suggested background readings: Bernstein, Peter L., 1998, Against The Gods, Wiley: New York. Mandelbrot, Benoit and Richard L. Hudson : The (Mis)Behaviour of Markets: A Fractal View of Risk, Ruin and Reward, 2006. http://www.dailymotion.com/video/xeye7m_fractales-ala-recherche-de-la-dime_tech Additional readings and other sources: International Monetary Fund, Annual Report 2011, Part I: The Global Economy: CHINA World Bank, Global Development Finance, Part 1, Volume I, 2011 World Bank; World Development Report 2011 Web sites : World Bank, IMF, BIS, OECD, CIA, Coface, S&P, Moody s, Fitch IBCA, IIF Site(s) web / Web sites www.developingfinance.org www.globafinance.org MSc in Corporate Financial Management 1. International Financial Economics Crédits / Credits Nombre / Number : International Financial Economics Charge de travail / Student workload Programme / Program Face à face / Contact Hours Distanciel / Autonomous Personal &/or Team work Evaluation / Evaluation Durée Nbh : 30 Nbh : Nbh : 10 Nbh : 3 Nbh : PGE MS PGE FC MSc PGE COOP Bachelor DDA ESDHEM CCA PhD Département / Department Droit et Fiscalité / Law and Taxation Economie / Economics Finance, comptabilité, contrôle / Accounting and Finance Management de Projets / Project Management Marketing Vente / Marketing Management Ressources Humaines et Comportement Organisationnel / Human Resource Management & Organizational Behaviour Stratégie et Entrepreneuriat / Strategy & Entrepreneurship Systèmes d information et Organisation / Information System & Organization Langues / Languages Type de cours / Course type Commun / Core Electif / Elective Optionnel /Optional Année / Year 2012 Campus / Campus LILLE PARIS SOPHIA SUZHOU RALEIGH

Cours ouvert aux étudiants en échanges in / Course open to students in exchange Langue d enseignement / Teaching Language Période d enseignement / Teaching period Responsable du cours / Course Coordinator Noms des Intervenant(s) par campus/ Instructor(s) Names by campus Evaluateur(s) / Evaluator(s) Description du cours / Course description English Semestre 1 Dr. Augusto Hasman SOPHIA Dr. Augusto Hasman LILLE PARIS SUZHOU RALEIGH Basic financial decisions now involve cross-border complexities. Choices about raising capital, investment, risk management, acquisition activity, restructuring, and other aspects of financial policy typically involve international considerations. When making these choices, managers must analyze exchange rates, differences in tax rules, country risk factors, and variation in legal regimes. This course provides the foundations for learning how finance works in this rich cross-border setting. Connaissances / Knowledge and Understanding (subject specific) The goal of the course is to provide students with a deep understanding of financial economics issues in a global setting. The course aims to help students develop analytical tools that incorporate key international considerations into fundamental financial decisions. The cases provide opportunities to build the skills needed to create and capture value across borders. Résultats d apprentissage / Learning Outcomes Aptitudes cognitives / Cognitive/Intellectual skills (generic) Think not only in abstract but also in applied terms. Attitudes / Key transferable skills (generic) Develop analytical tools that incorporate key international considerations into fundamental financial decisions. Compétences pratiques / Practical skills (subject specific) A l issue de la formation, l étudiant devrait être capable : Contribution aux objectifs pédagogiques du programme / Contribution to learning objectives Understand the use of different tools to cover international risks, take decisions under uncertainty, understand the link between economic policy decisions and finance. Indiquer les learning objectives auxquels contribue le cours (en se basant sur le curriculum mapping du programme) IFE is intended for students who will be involved in cross-border investment and financing decisions as multinational firm managers, transaction advisors (investment bankers, commercial bankers, or consultants), or investors (research analysts or money managers). Students seeking to reinforce the foundations of finance with particular attention to issues related to international finance and economics. Evaluation finale (DS) / Final examination Evaluation des étudiants / Student Assessment QCM (quizz) % Etude de cas (case study) % Questions (questions) 25% Exercices (exercises) 30% Autre (other) % Précisez (precise): Contrôle continu / Continuous Assessment Présentation orale (oral presentation) % QCM (quizz) % Dossier % Etude de cas (case study) % Autre (other) 45% Précisez (precise): Midterms Méthodes d enseignement / Teaching Methods Format de cours / Course format Cours / Lectures Séminaire / Seminar

Tutorat / Tutorial sessions TD Autre (other) Précisez (precise) Activités d apprentissage / Learning activities Etude de cas / Case Studies Travail personnel guidé / Guided personal work Travail personnel autonome / Autonomous personal work Projet / Project Autre (expliquer) / Other (explain) : Plan de cours / Course plan The course is organized in ten meetings of three hours each. Each meeting will be split in two parts. The first part will be devoted to the discussion of the homework. The second part will be a lecture. There are two exceptions to this. During the first meeting you will not have a homework, therefore the whole meeting will be a lecture. The last meeting will be devoted to the final examination, therefore there will be no lecture on that day. You will have homeworks to prepair for the midterms and final exams. There will be three midterms and each of them will carry the weight of 15% of the final grade (making 45% in total). The remaining 55% fill be filled up by the final exam. Bibliographie / References Lecture obligatoire / Required reading Foundations of Multinational Financial Management (by Shapiro and Sarin). Optionnelle / Recommended 2. Asset Valuation Asset Valuation Crédits / Credits Nombre / Number :4 Charge de travail / Student workload Programme / Program Face à face / Contact Hours Distanciel / Autonomous Personal &/or Team work Evaluation / Evaluation Durée Nbh : 30 Nbh : Nbh : Nbh : Nbh : PGE MS PGE FC MSc PGE COOP Bachelor DDA ESDHEM CCA PhD Département / Department Droit et Fiscalité / Law and Taxation Economie / Economics Finance, comptabilité, contrôle / Accounting and Finance Management de Projets / Project Management Marketing Vente / Marketing Management Ressources Humaines et Comportement Organisationnel / Human Resource Management & Organizational Behaviour Stratégie et Entrepreneuriat / Strategy & Entrepreneurship Systèmes d information et Organisation / Information System & Organization Langues / Languages Type de cours / Course type Commun / Core Electif / Elective Optionnel /Optional Année / Year 2012-13 Campus / Campus LILLE PARIS SOPHIA SUZHOU RALEIGH Cours ouvert aux étudiants en échanges in / Course open to students in exchange Langue d enseignement / Teaching Language English

Période d enseignement / Teaching period Responsable du cours / Course Coordinator Noms des Intervenant(s) par campus/ Instructor(s) Names by campus Description du cours / Course description S1 Devraj Basu SOPHIA Devraj Basu LILLE PARIS SUZHOU RALEIGH This course focuses on investment decision rules and capital budgeting, stock and bond valuation. The goal is to introduce students to the basic valuation and decision methodologies and provides the foundational material for several of the courses on the program. Connaissances / Knowledge and Understanding (subject specific) Basic Valuation of Stocks and Bonds Aptitudes cognitives / Cognitive/Intellectual skills (generic) Résultats d apprentissage / Learning Outcomes Understand how financial assets are priced Attitudes / Key transferable skills (generic) Perform valuations of financial assets Compétences pratiques / Practical skills (subject specific) A l issue de la formation, l étudiant devrait être capable : Perform valuations of financial assets Evaluation finale (DS) / Final examination Evaluation des étudiants / Student Assessment QCM (quizz) % Etude de cas (case study) % Questions (questions) 100% Exercices (exercises) % Autre (other) % Précisez (precise): Contrôle continu / Continuous Assessment Présentation orale (oral presentation) % QCM (quizz) % Dossier % Etude de cas (case study) % Autre (other) 100% Précisez (precise): Questions Méthodes d enseignement / Teaching Methods Format de cours / Course format Cours / Lectures Séminaire / Seminar Tutorat / Tutorial sessions TD Autre (other) Précisez (precise) Activités d apprentissage / Learning activities Etude de cas / Case Studies Travail personnel guidé / Guided personal work Travail personnel autonome / Autonomous personal work Projet / Project Autre (expliquer) / Other (explain) :

Nombre CM Amphi Durée CM Amphi Nombre TD SOPHIA 10 LILLE PARIS CHINE RALEIGH Modalités de délivrance du cours (par campus si différent) Durée TD Autres (Distance learning, etc ) Préciser les spécificités de programmation (TD journée, cadencement spécifique des séances) 3. Corporate Restructuring Corporate Restructuring Crédits / Credits Nombre / Number :4 Charge de travail / Student workload Programme / Program Face à face / Contact Hours Distanciel / Autonomous Personal &/or Team work Evaluation / Evaluation Durée Nbh : 30 Nbh : Nbh : Nbh : Nbh : PGE MS PGE FC MSc PGE COOP Bachelor DDA ESDHEM CCA PhD Département / Department Droit et Fiscalité / Law and Taxation Economie / Economics Finance, comptabilité, contrôle / Accounting and Finance Management de Projets / Project Management Marketing Vente / Marketing Management Ressources Humaines et Comportement Organisationnel / Human Resource Management & Organizational Behaviour Stratégie et Entrepreneuriat / Strategy & Entrepreneurship Systèmes d information et Organisation / Information System & Organization Langues / Languages Type de cours / Course type Commun / Core Electif / Elective Optionnel /Optional Année / Year 2012-13 Campus / Campus LILLE PARIS SOPHIA SUZHOU RALEIGH Cours ouvert aux étudiants en échanges in / Course open to students in exchange Langue d enseignement / Teaching Language Période d enseignement / Teaching period Responsable du cours / Course Coordinator Noms des Intervenant(s) par campus/ Instructor(s) Names by campus Evaluateur(s) / Evaluator(s) English Semestre 1 Devraj Basu SOPHIA Devraj Basu LILLE PARIS SUZHOU RALEIGH

Description du cours / Course description This course is dedicated to the valuation, structuring, financing and negotiating of M&A transactions. It provides the students with a background for understanding mergers and acquisitions and corporate restructuring and addresses crucial questions including: What can we learn from theories on M&A? What are the empirical evidences? How does one value companies acquiring, or being acquired? How can a merger be funded in such a way as to retain the merged entity's flexibility? When do leveraged buy-outs make sense, and how can they be financed? Connaissances / Knowledge and Understanding (subject specific) Understand why and how corporate restructuring activities occur Aptitudes cognitives / Cognitive/Intellectual skills (generic) Résultats d apprentissage / Learning Outcomes How corporate restructuring is a major change force in industry Attitudes / Key transferable skills (generic) Understand the various types and nature of mergers. Compétences pratiques / Practical skills (subject specific) A l issue de la formation, l étudiant devrait être capable : Contribution aux objectifs pédagogiques du programme / Contribution to learning objectives Evaluation des étudiants / Student Assessment Merger valuations and well as the various types of mergers as well as various stages in a merger. Indiquer les learning objectives auxquels contribue le cours (en se basant sur le curriculum mapping du programme) L01.1, L01.2, L03.3, L04.1, L05.1 Evaluation finale (DS) / Final examination QCM (quizz) % Etude de cas (case study) % Questions (questions) 70% Exercices (exercises) 30% Autre (other) % Précisez (precise): Contrôle continu / Continuous Assessment Présentation orale (oral presentation) % QCM (quizz) % Dossier % Etude de cas (case study) % Autre (other) 70% 30% Précisez (precise): Questions, Exercises Méthodes d enseignement / Teaching Methods Format de cours / Course format Cours / Lectures Séminaire / Seminar Tutorat / Tutorial sessions TD Autre (other) Précisez (precise) Activités d apprentissage / Learning activities Etude de cas / Case Studies Travail personnel guidé / Guided personal work Travail personnel autonome / Autonomous personal work Projet / Project Autre (expliquer) / Other (explain) :

4. Financial Analysis Financial Analysis Crédits / Credits Nombre / Number :4 Charge de travail / Student workload Programme / Program Face à face / Contact Hours Distanciel / Autonomous Personal &/or Team work Evaluation / Evaluation Durée Nbh : 24 Nbh : Nbh : Nbh : Nbh : PGE MS PGE FC MSc PGE COOP Bachelor DDA ESDHEM CCA PhD Département / Department Droit et Fiscalité / Law and Taxation Economie / Economics Finance, comptabilité, contrôle / Accounting and Finance Management de Projets / Project Management Marketing Vente / Marketing Management Ressources Humaines et Comportement Organisationnel / Human Resource Management & Organizational Behaviour Stratégie et Entrepreneuriat / Strategy & Entrepreneurship Systèmes d information et Organisation / Information System & Organization Langues / Languages Type de cours / Course type Commun / Core Electif / Elective Optionnel /Optional Année / Year 2012-13 Campus / Campus LILLE PARIS SOPHIA SUZHOU RALEIGH Cours ouvert aux étudiants en échanges in / Course open to students in exchange Langue d enseignement / Teaching Language Pré-requis / Prerequisite Période d enseignement / Teaching period Responsable du cours / Course Coordinator Noms des Intervenant(s) par campus/ Instructor(s) Names by campus English S1 Danny Leiwy SOPHIA Danny Leiwy LILLE PARIS SUZHOU RALEIGH Description du cours / Course description This course aims to provide a complete overview of financial analysis. The goal is to train participants to analyze corporate economic reality from published accounting reports and to take strategic positions on the basis of such reports Connaissances / Knowledge and Understanding (subject specific) Résultats d apprentissage / Learning Outcomes Understand how to analyze a company based on its financial statements. Aptitudes cognitives / Cognitive/Intellectual skills (generic) How financial statements could be used to evaluate companies Attitudes / Key transferable skills (generic) Understand how financial statements reflect company performance.

Compétences pratiques / Practical skills (subject specific) A l issue de la formation, l étudiant devrait être capable : Contribution aux objectifs pédagogiques du programme / Contribution to learning objectives Evaluation des étudiants / Student Assessment Perform valuations of companies based on financial statements Indiquer les learning objectives auxquels contribue le cours (en se basant sur le curriculum mapping du programme) L01.1, L01.2, L03.1, L03.2,L03.3, L05.1, L05.3. Evaluation finale (DS) / Final examination QCM (quizz) % Etude de cas (case study) % Questions (questions) 100% Exercices (exercises) % Autre (other) % Précisez (precise): Contrôle continu / Continuous Assessment Présentation orale (oral presentation) % QCM (quizz) % Dossier % Etude de cas (case study) % Autre (other) 100% Précisez (precise): Questions Méthodes d enseignement / Teaching Methods Format de cours / Course format Cours / Lectures Séminaire / Seminar Tutorat / Tutorial sessions TD Autre (other) Précisez (precise) Activités d apprentissage / Learning activities Etude de cas / Case Studies Travail personnel guidé / Guided personal work Travail personnel autonome / Autonomous personal work Projet / Project Autre (expliquer) / Other (explain) : 5. Long term Financing LongTerm Financing Crédits / Credits Nombre / Number : Charge de travail / Student workload Programme / Program Face à face / Contact Hours Distanciel / Autonomous Personal &/or Team work Evaluation / Evaluation Durée Nbh : 30 Nbh : 0 Nbh : 0 Nbh : 2 Nbh : 30 PGE MS PGE FC MSc x PGE COOP Bachelor DDA ESDHEM CCA PhD Département / Department Droit et Fiscalité / Law and Taxation Economie / Economics Finance, comptabilité, contrôle / Accounting and Finance Management de Projets / Project Management Marketing Vente / Marketing x

Management Ressources Humaines et Comportement Organisationnel / Human Resource Management & Organizational Behaviour Stratégie et Entrepreneuriat / Strategy & Entrepreneurship Systèmes d information et Organisation / Information System & Organization Langues / Languages Type de cours / Course type Commun / Core x Electif / Elective Optionnel /Optional Année / Year 2012 Campus / Campus LILLE x PARIS x SOPHIA x SUZHOU RALEIGH Cours ouvert aux étudiants en échanges in / Course open to students in exchange Langue d enseignement / Teaching Language Pré-requis / Prerequisite Période d enseignement / Teaching period Responsable du cours / Course Coordinator Noms des Intervenant(s) par campus/ Instructor(s) Names by campus Description du cours / Course description English Nil semester 1 Mark Pilkington SOPHIA Mark Pilkington LILLE Torben Sommer x PARIS Mark Pilkington SUZHOU RALEIGH This module deals extensively with the scope, techniques and objectives of the finance/treasury function within a modern enterprise, as well as the evolving framework of the world of finance. Long term financing is a module with a twin role. First, it covers the breadth of the Finance field, to ensure understanding of the basic concepts and theories. Secondly, it furnishes the requisite background for subsequent Finance-related modules which students will take up, as part of their schemes of study, Connaissances / Knowledge and Understanding (subject specific) Résultats d apprentissage / Learning Outcomes Understand in depth the integrating areas of the finance/investment function, and be able to develop practical and sound decision alternatives. Be able to devise and implement financial strategies and policies, which relate effectively to the current state of financial markets/environment, as well as understand the working and role of these markets. Apply modern techniques in appraising proposed investment projects, so as to secure their financial soundness, after considering all relevant factors including associated risks. Evaluate possible options in formulating a corporate dividend policy and selecting the appropriate alternative. Compute the respective cost for each main category of capital employed by the firm, as well as the overall average cost of all sources of capital. Set out the different possibilities for designing the capital structure of a particular firm, and consider all relevant factors impacting on an optimum structure. Evaluate the various channels for raising external finance, and make appropriate choices for any firm, taking all relevant factors. Understand the fundamental elements in designing a diversified portfolio of financial assets, on the basis of well-defined objective(s). Calculate the correct (theoretical) rate of return for various market-quoted stocks (financial assets), based on their respective level of systematic risk. Understand the nature, role and importance of different types of financial derivatives existing in the market today, and the variables influencing their pricing. Aptitudes cognitives / Cognitive/Intellectual skills (generic) First, it equips students with the necessary broad knowledge of the various areas of Finance, whereupon theories, concepts and methods are introduced and shown how to be applied. Secondly, the module underpins

the basis for other Finance-related modules, which Masters students will be undertaking, such as those focusing on risk, portfolio management and derivatives. This module is both descriptive and analytical. It contains theories and concepts, along with relevant numerical techniques. Students are strongly advised to ensure continued attendance and punctuality at both lectures and seminars, as the two are closely interlinked. Seminar questions are related to lecture(s) delivered in previous week(s), typically building on the latter and developing them further, so as to enhance the learning process. It is vital that students devote sufficient time for private study, and it is best that seminar problems/cases are attempted prior to the relevant seminar, in order to attain maximum benefit. Also, lecture notes should be read in advance, in order to facilitate understanding during the delivery of each lecture. Attitudes / Key transferable skills (generic) Be able to put forward coherent arguments Be able to develop financial strategies Be able to think independently Beable to use spreadsheets to aid decision making Compétences pratiques / Practical skills (subject specific) A l issue de la formation, l étudiant devrait être capable : Understand integrating areas of Finance/investment Evaluate dividend policy options Design and evaluate capital stuctures Understand the role of financial derivatives Contribution aux objectifs pédagogiques du programme / Contribution to learning objectives Indiquer les learning objectives auxquels contribue le cours (en se basant sur le curriculum mapping du programme) The specific skills and knowledge which students acquire in this module are essential to the corfe of the whole MSc programme and represent themes which underpin all other study, inclueding research, clear analysis and evaluation, skills in financial mathematics as well as the use of spreadsheets to back up and extent students work. Evaluation finale (DS) / Final examination Evaluation des étudiants / Student Assessment QCM (quizz) % Etude de cas (case study) % Questions (questions) x 100% Exercices (exercises) % Autre (other) % Contrôle continu / Continuous Assessment Présentation orale (oral presentation) % QCM (quizz) % Dossier % Etude de cas (case study) % Autre (other) % Méthodes d enseignement / Teaching Methods Format de cours / Course format Cours / Lectures x Séminaire / Seminar x Tutorat / Tutorial sessions TD

Autre (other) Activités d apprentissage / Learning activities Etude de cas / Case Studies x Travail personnel guidé / Guided personal work Travail personnel autonome / Autonomous personal work Projet / Project Autre (expliquer) / Other (explain) : Bibliographie / References Lecture obligatoire / Required reading Principles of Corporate Finance - Global Edition by Richard A.Brealey, Stewart C Myers, and Franklin Allen (Paperback - 1 Nov 2010) Optionnelle / Recommended R Pike & B Neale: Corporate Finance and Investment 6 th Edition, Prentice Hall, 2009. D Watson & A Head: Corporate Finance 4 th Edition, Financial Times/Prentice Hall, 2007. Site(s) web / Web sites Numerous 6. Statistical Methods Statistical Methods Crédits / Credits Nombre / Number : 15 Charge de travail / Student workload Programme / Program Face à face / Contact Hours Distanciel / Autonomous Personal &/or Team work Evaluation / Evaluation Durée Nbh : 15 Nbh : Nbh : Nbh : Nbh : PGE MS PGE FC MSc PGE COOP Bachelor DDA ESDHEM CCA PhD Département / Department Droit et Fiscalité / Law and Taxation Economie / Economics Finance, comptabilité, contrôle / Accounting and Finance Management de Projets / Project Management Marketing Vente / Marketing Management Ressources Humaines et Comportement Organisationnel / Human Resource Management & Organizational Behaviour Stratégie et Entrepreneuriat / Strategy & Entrepreneurship Systèmes d information et Organisation / Information System & Organization Langues / Languages Type de cours / Course type Commun / Core Electif / Elective Optionnel /Optional Campus / Campus LILLE PARIS SOPHIA SUZHOU RALEIGH Cours ouvert aux étudiants en échanges in / Course open to students in exchange Langue d enseignement / Teaching Language Pré-requis / Prerequisite Période d enseignement / Teaching period Noms des Intervenant(s) par campus/ Instructor(s) Names by campus English None 1 SOPHIA LILLE PARIS SUZHOU RALEIGH

Connaissances / Knowledge and Understanding (subject specific) Understand different types of data Recognize different scales of measurement Understand when to apply parametric or non-parametric tests Conduct statistical tests Interpret statistical tests Aptitudes cognitives / Cognitive/Intellectual skills (generic) Résultats d apprentissage / Learning Outcomes Be able to decide how to approach a business issue with a statistical point-of-view Be able to produce some stylized facts that would help in making business decisions Attitudes / Key transferable skills (generic) Develop skills to see business issues through a statistical perspective Develop a sense of statistical reasoning Compétences pratiques / Practical skills (subject specific) A l issue de la formation, l étudiant devrait être capable : Be able to operationalize a business problem into a statistical problem Be able to provide statistical results to the problem Be able to interpret the results of statistical analysis Evaluation finale (DS) / Final examination Evaluation des étudiants / Student Assessment QCM (quizz) % Etude de cas (case study) % Questions (questions) % Exercices (exercises) % Autre (other) 55% Précisez (precise): take-home Contrôle continu / Continuous Assessment Présentation orale (oral presentation) % QCM (quizz) % Dossier % Etude de cas (case study) % Autre (other) 45% Précisez (precise): assignments Méthodes d enseignement / Teaching Methods Format de cours / Course format Cours / Lectures Séminaire / Seminar Tutorat / Tutorial sessions TD Autre (other) Précisez (precise) Activités d apprentissage / Learning activities Etude de cas / Case Studies Travail personnel guidé / Guided personal work Travail personnel autonome / Autonomous personal work Projet / Project Autre (expliquer) / Other (explain) : Plan de cours / Course plan 1) Data and Sampling - Difference between quantitative and qualitative methods - Types of data sources - Measurement scales - Sampling and sampling distribution 2) Descriptive Statistics: An Introduction

- Measures of location (mean, median, mode, percentiles, quartiles) - Measures of variation (range, interquartile range, variance, standard deviation) - Summarizing data (frequency distribution, bar charts, pie charts, histogram, stem-and-leaf, box-plot) - Types of distribution 3) Cross tabulation, Normal Distribution, Confidence Intervals and Hypothesis Testing - Cross tabulation - Normal (z) distribution - Central limit theorem -Confidence Intervals - Hypothesis testing 4) Inferential Statistics I -Significance testing -one-sided and two-sided tests - t- test 5) Inferential Statistics II - test of normality - independent sample t-test - paired sample t-test - f-test (ANOVA) Optionnelle / Recommended Curwin, J., and Slater, R. (2008). Quantitative Methods for Business Decisions. 6 th edition. China: South-Western Cengage Learning. Bibliographie / References Lecture obligatoire / Required reading None Jackson, S. L. (2011). Research Methods and Statistics: A Critical Thinking Approach. 4 th edition. United States of America: Wadsworth Cengage Learning. Jankowicz, A. D.(2007). Business Research Projects. Singapore: Thomson Learning. Saunders, M., Lewis, P., and Thornhill, A. (2007). Research Methods for Business Students. 4 th edition. Milan: Pearson Education. Sweeney, D. J., Williams, T. A., and Anderson, D. R. (2011). Fundamentals of Business Statistics. 6 th edition. China: South-Western Cengage Learning. Quinlan, C. (2011). Business Research Methods. China: South-Western Cengage Learning. 7. Ethics Ethics Crédits / Credits Nombre / Number :2 Charge de travail / Student workload Programme / Program Face à face / Contact Hours Distanciel / Autonomous Personal &/or Team work Evaluation / Evaluation Durée Nbh : 12 Nbh : Nbh : Nbh : Nbh : PGE MS PGE FC MSc PGE COOP Bachelor DDA ESDHEM CCA PhD Département / Department Droit et Fiscalité / Law and Taxation Economie / Economics Finance, comptabilité, contrôle / Accounting and Finance Management de Projets / Project Management Marketing Vente / Marketing Management Ressources Humaines et Comportement Organisationnel / Human Resource Management & Organizational Behaviour

Stratégie et Entrepreneuriat / Strategy & Entrepreneurship Systèmes d information et Organisation / Information System & Organization Langues / Languages Type de cours / Course type Commun / Core Electif / Elective Optionnel /Optional Campus / Campus LILLE PARIS SOPHIA SUZHOU RALEIGH Cours ouvert aux étudiants en échanges in / Course open to students in exchange Langue d enseignement / Teaching Language Période d enseignement / Teaching period Responsable du cours / Course Coordinator Noms des Intervenant(s) par campus/ Instructor(s) Names by campus Description du cours / Course description English S1 Neeta Shah SOPHIA Neeta Shah LILLE PARIS SUZHOU RALEIGH This module will compare the different approaches used internationally, comparing codes of conduct versus legislation with particular reference to Sarbanes-Oxley and be able to evaluate theories associated with the development of Corporate Governance and Corporate Social Responsibility. Connaissances / Knowledge and Understanding (subject specific) evaluate Corporate Social sustainability and the triple bottom line, European versus alternative approaches to business ethics, Corporate Social Responsibility and corporate citizenship: the stakeholder theory of the firm, corporate accountability, and corporate citizenship Aptitudes cognitives / Cognitive/Intellectual skills (generic) Familiar with the different approaches used internationally, comparing codes of conduct versus legislation with particular reference to Sarbanes-Oxley Résultats d apprentissage / Learning Outcomes Attitudes / Key transferable skills (generic) evaluate the risks faced by unethical and fraudulent activity both within the firm and by stakeholders outside the firm and understand the need for corporate governancce Compétences pratiques / Practical skills (subject specific) A l issue de la formation, l étudiant devrait être capable : evaluate the risks faced by unethical and fraudulent activity both within the firm and by stakeholders outside the firm and understand the need for corporate governance. Contribution aux objectifs pédagogiques du programme / Contribution to learning objectives Indiquer les learning objectives auxquels contribue le cours (en se basant sur le curriculum mapping du programme) Evaluation finale (DS) / Final examination Evaluation des étudiants / Student Assessment QCM (quizz) % Etude de cas (case study) 100% Questions (questions) % Exercices (exercises) % Autre (other) % Précisez (precise): Contrôle continu / Continuous Assessment Présentation orale (oral presentation) % QCM (quizz) % Dossier % Etude de cas (case study) % Autre (other) % Précisez (precise): Méthodes d enseignement / Teaching Methods Format de cours / Course format

Cours / Lectures Séminaire / Seminar Tutorat / Tutorial sessions TD Autre (other) Précisez (precise) Activités d apprentissage / Learning activities Etude de cas / Case Studies Travail personnel guidé / Guided personal work Travail personnel autonome / Autonomous personal work Projet / Project Autre (expliquer) / Other (explain) : MSc in Entrepreneurship and Innovation for a Sustainable World 1. Managing diversity Multicultural and Diversity Management Crédits / Credits Nombre / Number : Charge de travail / Student workload Programme / Program Face à face / Contact Hours Distanciel / Autonomous Personal &/or Team work Evaluation / Evaluation Durée Nbh : 15 Nbh : 0 Nbh : 20 Nbh : Nbh : PGE MS PGE FC MSc PGE COOP Bachelor DDA ESDHEM CCA PhD Département / Department Droit et Fiscalité / Law and Taxation Economie / Economics Finance, comptabilité, contrôle / Accounting and Finance Management de Projets / Project Management Marketing Vente / Marketing Management Ressources Humaines et Comportement Organisationnel / Human Resource Management & Organizational Behaviour Stratégie et Entrepreneuriat / Strategy & Entrepreneurship Systèmes d information et Organisation / Information System & Organization Langues / Languages Type de cours / Course type Commun / Core Electif / Elective Optionnel /Optional Année / Year 2012-13 Campus / Campus LILLE PARIS SOPHIA SUZHOU RALEIGH Cours ouvert aux étudiants en échanges in / Course open to students in exchange Langue d enseignement / Teaching Language Pré-requis / Prerequisite Période d enseignement / Teaching period Responsable du cours / Course Coordinator English None. Fall 2012 Anke MIDDELMANN

Noms des Intervenant(s) par campus/ Instructor(s) Names by campus SOPHIA Anke MIDDELMANN LILLE PARIS SUZHOU RALEIGH Evaluateur(s) / Evaluator(s) Anke MIDDELMANN Description du cours / Course description This course aims to provide students with the practical skills to work effectively in various multicultural environments. It focuses on providing an understanding of the different mindsets, attitudes, and resulting behaviours, forms of organisation and interpersonal skills conditioned by cultural elements that may be encountered in a variety of international organisations and businesses. The course will look at the benefits and challenges of working in internationally diverse settings and aims to equip students with the necessary intercultural competence to function effectively and sensitively within such environments. Knowledge and Understanding (subject specific) By the end of this course, the student is expected to : - Have an understanding of the impact of cultural influences in the workplace - Be able to critically view different ways of organising and conducting work - Have a clear understanding of the differences between managing and leading - Understand the role of leadership in an international context - Develop an understanding of their own cultural conditioning to enable more effective cross-cultural understanding & interaction Résultats d apprentissage / Learning Outcomes Cognitive/Intellectual skills (generic) - Be able to apply concepts of intercultural theory to hands-on workplace situations - Be able to critically analyse case studies from a variety of angles - Apply critical thinking skills and intellectual adaptability to develop solutions to interpersonal crosscultural challenges Key transferable skills (generic) - Develop a flexible and adaptable approach to cross-cultural situations - Develop intercultural mindfulness and respect - Develop an objective and flexible attitude in analysing and resolving cultural workplace challenges - Think outside the box in developing arguments and solutions Compétences pratiques / Practical skills (subject specific) - Apply critical thinking skills - Display effective project management/ organisational skills - Develop effective multicultural team management skills Contribution aux objectifs pédagogiques du programme / Contribution to learning objectives LO2.1 To contribute substantively to the product of a group and demonstrate leadership skills LO2.2 To recognize and use positively the various dimensions of diversity Evaluation finale (DS) / Final examination Evaluation des étudiants / Student Assessment QCM (quizz) % Etude de cas (case study) % Questions (questions) % Exercices (exercises) % Autre (other) 100 % Précisez (precise): Contrôle continu / Continuous Assessment Présentation orale (oral presentation) % QCM (quizz) % Dossier % Etude de cas (case study) % Autre (other) % Précisez (precise):

Méthodes d enseignement / Teaching Methods Format de cours / Course format Cours / Lectures Séminaire / Seminar Tutorat / Tutorial sessions TD Autre (other) Activités d apprentissage / Learning activities Etude de cas / Case Studies Travail personnel guidé / Guided personal work Travail personnel autonome / Autonomous personal work Projet / Project Autre (expliquer) / Other (explain) : - Plan de cours / Course plan - The impact of culture on all aspects of working, motivation, decision-making - Culture and relationships across the international divide: the effect of culture on attitudes and behaviours, and resulting interpersonal challenges - Working in multicultural teams: Benefits and challenges of combining diverging preferences and world views - Developing individual intercultural competence: Looking at individual strengths and areas for development in an international professiona l context - Motivating and achieving results: essential international managerial qualities Optionnelle / Recommended Lecture obligatoire / Required reading None Adler, Nancy, International Dimensions of Organisational Behavior Comfort, Jeremy & Franklin, Peter, The Mindful International Manager Trompenaars, Fons, Business Across Cultures Site(s) web / Web sites None None Nombre CM Amphi Durée CM Amphi Nombre TD SOPHIA 15 LILLE PARIS CHINE RALEIGH Modalités de délivrance du cours (par campus si différent) Durée TD Autres (Distance learning, etc ) Préciser les spécificités de programmation (TD journée, cadencement spécifique des séances) Course to be delivered in 5 three-hour sessions, plus group work for assignment

2. Identifying and managing entrepreneurial opportunities Crédits / Credits Nombre / Number : 2 Identifying and Managing Business Opportunities Charge de travail / Student workload Programme / Program Face à face / Contact Hours Distanciel / Autonomous Personal &/or Team work Evaluation / Evaluation Durée Nbh : 15 Nbh : Nbh : 15 Nbh : see below Nbh : PGE MS PGE FC MSc PGE COOP Bachelor DDA ESDHEM CCA PhD Département / Department Droit et Fiscalité / Law and Taxation Economie / Economics Finance, comptabilité, contrôle / Accounting and Finance Management de Projets / Project Management Marketing Vente / Marketing Management Ressources Humaines et Comportement Organisationnel / Human Resource Management & Organizational Behaviour Stratégie et Entrepreneuriat / Strategy & Entrepreneurship Systèmes d information et Organisation / Information System & Organization Langues / Languages Type de cours / Course type Commun / Core Electif / Elective Optionnel /Optional Année / Year 2012-2013 Campus / Campus LILLE PARIS SOPHIA SUZHOU RALEIGH Cours ouvert aux étudiants en échanges in / Course open to students in exchange Langue d enseignement / Teaching Language Période d enseignement / Teaching period Responsable du cours / Course Coordinator Noms des Intervenant(s) par campus/ Instructor(s) Names by campus Evaluateur(s) / Evaluator(s) English Semester 1 Jean Louis ALIXANT SOPHIA Jean Louis ALIXANT Jean-Louis ALIXANT LILLE PARIS SUZHOU RALEIGH Description du cours / Course description What do business opportunities look like? How do firms discover and exploit these opportunities to create value and sustain competitive advantage? Entrepreneurship is the art of recognition and exploitation of opportunities. Entrepreneurship is valuable within existing organizations as well as in the establishment of new ventures. Discovering business opportunities requires that individuals not only possess knowledge, but that they also have the cognitive abilities that allow them to value and exploit that knowledge within teams. The course aims at providing students with the cognitive process to identify and leverage business opportunities within organizations. Connaissances / Knowledge and Understanding (subject specific) Résultats d apprentissage / Learning Outcomes understand the external (environment) and internal processes (cognition) that shape entrepreneurial behavior and enable individuals to identify and effectively exploit opportunities and the factors explaining why some people and not others exploit opportunities. Aptitudes cognitives / Cognitive/Intellectual skills (generic)

Characterize business opportunities and design the cognitive process to value and exploit them. Attitudes / Key transferable skills (generic) know how to develop the individual skills supporting entrepreneurial activity, as well as the practices with the external environment that may leverage those skills. Compétences pratiques / Practical skills (subject specific) A l issue de la formation, l étudiant devrait être capable : Contribution aux objectifs pédagogiques du programme / Contribution to learning objectives Evaluation des étudiants / Student Assessment implement the methods and practices to identify and leverage business opportunities LO5.1 To analyze and apply advanced concepts in a specialized discipline LO5.2 To assess a business issue and formulate solutions in a specialized discipline Evaluation finale (DS) / Final examination QCM (quizz) % Etude de cas (case study) 70% Questions (questions) % Exercices (exercises) % Autre (other) % Précisez (precise): project presentation Contrôle continu / Continuous Assessment Présentation orale (oral presentation) 30% QCM (quizz) % Dossier % Etude de cas (case study) % Autre (other) % Précisez (precise): Méthodes d enseignement / Teaching Methods Format de cours / Course format Cours / Lectures Séminaire / Seminar Tutorat / Tutorial sessions TD Autre (other) Précisez (precise) Activités d apprentissage / Learning activities Etude de cas / Case Studies Travail personnel guidé / Guided personal work Travail personnel autonome / Autonomous personal work Projet / Project Autre (expliquer) / Other (explain) : team work Session 1: SCENE-SETTING Business improvement, value creation, innovation, projects and opportunities Identifying opportunities or creating them? Leaders, shapers, players and stakeholders - teams Start-ups vs. intrapreneurs Plan de cours / Course plan Session 2: DECISION-BASED MANAGEMENT Decision-based planning of opportunities Decision traps, Decision quality rating Risk, uncertainty and opportunity valuation Portfolio management and screening tools Opportunity framing Session 3: OPPORTUNITY DELIVERY Operational risk management Adaptation and delivery Fast loopback: real-time testing Layered opportunities and change management Session 4: IN SUMMARY

Anatomy of business opportunities - opportunities are everywhere, but they are not all good Presenting an opportunity for investment - when the rubber hits the road Delivering opportunities - it's not just about ideas Profiling opportunity managers - link to the rest of the program Managing opportunities in large organizations Session 5: Presentations pitches by student teams 3. Eco-system of innovation Eco-system of Innovation Crédits / Credits Nombre / Number : Charge de travail / Student workload Programme / Program Face à face / Contact Hours Distanciel / Autonomous Personal &/or Team work Evaluation / Evaluation Durée Nbh : 15h Nbh : Nbh : 30 Nbh : Nbh : PGE MS PGE FC MSc X PGE COOP Bachelor DDA ESDHEM CCA PhD Département / Department Droit et Fiscalité / Law and Taxation Economie / Economics Finance, comptabilité, contrôle / Accounting and Finance Management de Projets / Project Management Marketing Vente / Marketing Management Ressources Humaines et Comportement Organisationnel / Human Resource Management & Organizational Behaviour Stratégie et Entrepreneuriat / Strategy & Entrepreneurship Systèmes d information et Organisation / Information System & Organization Langues / Languages X Type de cours / Course type Commun / Core X Electif / Elective Optionnel /Optional Année / Year Campus / Campus LILLE PARIS SOPHIA X SUZHOU RALEIGH Cours ouvert aux étudiants en échanges in / Course open to students in exchange Langue d enseignement / Teaching Language Pré-requis / Prerequisite Période d enseignement / Teaching period Description du cours / Course description English None S1 Innovation is like an iceberg and a tropical forest. It is like an iceberg because what you see above the surface is just a small part of the content. It is like a tropical forest because, like a biological ecosystem, variety of elements is necessary for life to develop. The course is organized to discover what is under the surface of innovation and the multiplicity of actors necessary to develop rich innovation environments. The course will present innovation processes for start-ups as well as for existing companies. Connaissances / Knowledge and Understanding (subject specific) X Résultats d apprentissage / Learning Outcomes Have an in-depth understanding of the role of innovation in a knowledge economy, Understand that the innovators/entrepreneurs are not lonely actors but actors of complex ecosystems.identify the issues and challenges of existing companies to stay innovative

Aptitudes cognitives / Cognitive/Intellectual skills (generic) Develop an entrepreneurial attitude Develop a systemic and effectual approach of business Compétences pratiques / Practical skills (subject specific) Act within the innovation ecosystems, Get access to the local ecosystem of innovation. Contribution aux objectifs pédagogiques du programme / Contribution to learning objectives Evaluation des étudiants / Student Assessment LG3 Graduates should be able to communicate in an international environment LG4 Graduates should be able to manage in the global knowledge economy LO4.1 To analyse globalization and evaluate its effects on business LO4.2 To apply theories and key concepts in the field of the management of knowledge assets and innovation LG5 Graduates should be able to think critically and to assess business issues in a specialized discipline LO5.1 To analyse and apply advanced concepts in a specialized discipline Evaluation finale (DS) / Final examination QCM (quizz) % Etude de cas (case study) % Questions (questions) % Exercices (exercises) % Autre (other) % Précisez (precise): Contrôle continu / Continuous Assessment - a collective work (40%) - an individual work (40%) - an individual participation evaluation (20%) Présentation orale (oral presentation) % QCM (quizz) % Dossier % Etude de cas (case study) % Autre (other) % Précisez (precise): Méthodes d enseignement / Teaching Methods Format de cours / Course format Cours / Lectures X Séminaire / Seminar Tutorat / Tutorial sessions TD Autre (other) Précisez (precise) Activités d apprentissage / Learning activities Etude de cas / Case Studies X Travail personnel guidé / Guided personal work Travail personnel autonome / Autonomous personal work X Projet / Project Autre (expliquer) / Other (explain) :testimonials Session 1 : Innovation as a system Plan de cours / Course plan Session 2 : National Systems of Innovation, The French example, Comparisons with the US and the China. Session 3: The local system of Innovation : Clusters and Pole of competitiveness The Sophia Antipolis Case. Comparison with Silicon Valley, Raleigh (US) and Cambridge (UK) Session 4 : Accompaniment of entrepreneurs: incubators, consultants, investors Session 5: Ecosystem of innovation in existing companies and conclusion

Bibliographie / References Lecture obligatoire / Required reading None Optionnelle / Recommended Bernasconi M, Harris S., and Monsted M., High-Tech Entrepreneurship, Managing innovation variety and uncertainty.london-new York, Routledge.(2006) Chesbrough Henry (2006) Open Innovation, the New Imperative for Creating and Profiting from Technology, Harvard Business School Press. Christensen, Clayton M. (2003), The innovator's dilemma : the revolutionary book that will change the way you do business, New York: HarperCollins. Chong-Moon L, Miller W.F., Gong Hancock M., Rowen H. S.,, (2000) The Silicon Valley Edge: A Habitat for Innovation and Entrepreneurship, Stanford Business Books. European Commission (2003). Entrepreneurial innovation in Europe. A review of 11 studies of innovation policy and practice in today s Europe, European Communities. Isaak R. (2008). "From collective learning to Silicon Valley replication: The limits to synergistic entrepreneurship in Sophia Antipolis." Research in International Business and Finance(doi:10.1016/j.ribaf.2008.03.006). OECD (1997). National Innovation Systems, OECD. Rantanen K. Bernasconi M. (2009). "International Comparison of Entrepreneurial Sub-Cultures within Cultures: Effect of Territory on Entrepreneurial Strategies for Fundraising." International Journal of Business 14(4) 309-320. 4. New business models for sustainable growth Crédits / Credits Nombre / Number : New Business Models for Sustainable Growth Charge de travail / Student workload Programme / Program Face à face / Contact Hours Distanciel / Autonomous Personal &/or Team work Evaluation / Evaluation Durée Nbh : 15 Nbh : Nbh : 15 Nbh : Nbh : PGE MS PGE FC MSc PGE COOP Bachelor DDA ESDHEM CCA PhD Département / Department Droit et Fiscalité / Law and Taxation Economie / Economics Finance, comptabilité, contrôle / Accounting and Finance Management de Projets / Project Management Marketing Vente / Marketing Management Ressources Humaines et Comportement Organisationnel / Human Resource Management & Organizational Behaviour Stratégie et Entrepreneuriat / Strategy & Entrepreneurship Systèmes d information et Organisation / Information System & Organization Langues / Languages Type de cours / Course type Commun / Core Electif / Elective Optionnel /Optional Année / Year MSc Campus / Campus LILLE PARIS SOPHIA SUZHOU RALEIGH

Cours ouvert aux étudiants en échanges in / Course open to students in exchange Langue d enseignement / Teaching Language Pré-requis / Prerequisite English Strategy Période d enseignement / Teaching period Semester 1 Responsable du cours / Course Coordinator Noms des Intervenant(s) par campus/ Instructor(s) Names by campus Christophe Sempels SOPHIA Christophe Sempels LILLE PARIS SUZHOU RALEIGH Evaluateur(s) / Evaluator(s) Christophe Sempels Description du cours / Course description Sustainable development, both in its environmental and its social dimension, exerts a strong pressure on a vast majority of business models that fail to articulate the financial performance of a company with the environmental and the social ones. This course aims to explore innovative business models that could conciliate the triple bottom line -people, planet and profit - by decoupling the generation of wealth from the use of resources and energy or that could contribute to solve big social issues. More specifically, we ll explore eco-efficiency, circular flows of resources and shifting from products to sustainable service system and analyze the necessary shift these concepts imply in terms of business model. We ll also explore new business models accessible for disadvantaged people so that they could solve their basics/development needs. Connaissances / Knowledge and Understanding (subject specific) Be able to grasp key sustainable development challenges and the most appropriate ways to manage them, more specifically in relation with business model innovation and redefinition of the value proposition. Aptitudes cognitives / Cognitive/Intellectual skills (generic) Understand the three pillars of sustainable development and the way they impact the business model of companies Résultats d apprentissage / Learning Outcomes Attitudes / Key transferable skills (generic) Be able to analyze and to understand the impact of sustainable development on the strategy of a company, on its business model and its value proposition Compétences pratiques / Practical skills (subject specific) A l issue de la formation, l étudiant devrait être capable : be able to use the business model canvas to document and analyze the business model of companies recognized for the quality of their sustainable development strategy. Be able to use the business model canvas to design an innovative and sustainable business model that creates value through the integration of SD in the core business Contribution aux objectifs pédagogiques du programme / Contribution to learning objectives Indiquer les learning objectives auxquels contribue le cours (en se basant sur le curriculum mapping du programme) LG1 - LO1.2. Evaluation finale (DS) / Final examination Evaluation des étudiants / Student Assessment QCM (quizz) % Etude de cas (case study) % Questions (questions) % Exercices (exercises) % Autre (other) 100% Précisez (precise): PROJECT Contrôle continu / Continuous Assessment Présentation orale (oral presentation) %

QCM (quizz) % Dossier % Etude de cas (case study) % Autre (other) % Précisez (precise): Méthodes d enseignement / Teaching Methods Format de cours / Course format Cours / Lectures Séminaire / Seminar Tutorat / Tutorial sessions TD Autre (other) Précisez (precise) Activités d apprentissage / Learning activities Etude de cas / Case Studies Travail personnel guidé / Guided personal work Travail personnel autonome / Autonomous personal work Projet / Project Autre (expliquer) / Other (explain) : Plan de cours / Course plan The course will explore the following elements: What is sustainable development and how does it impact the strategy of companies The coupled economy and the resulting environmental challenges Eco-efficiency as a keyword Circular economy as a principle Sustainable service system as a new unit of exchange Social Business and hybrid strategies: a new way of delivering value to disadvantaged people As integrative framework: all is about business model innovation Bibliographie / References Lecture obligatoire / Required reading Optionnelle / Recommended Sempels C. and Hoffmann J. (2012) Osterwalder & Pigneur (2010), Business model generation, John Wiley & Sons Edition. Modalités de délivrance du cours (par campus si différent) Cours TD Durée CM Amphi Nombre TD Durée TD SOPHIA 5 X 3h LILLE PARIS CHINE RALEIGH 5. New venture and business plan Crédits / Credits Nombre / Number : 4 New Venture and Business Plan Charge de travail / Student workload Programme / Program Face à face / Contact Hours Distanciel / Autonomous Personal &/or Team work Evaluation / Evaluation Durée Nbh : 27 Nbh : Nbh : 27 Nbh : Nbh : PGE MS PGE FC MSc X PGE COOP Bachelor DDA ESDHEM CCA PhD Département / Department Droit et Fiscalité / Law and Taxation Economie / Economics

Finance, comptabilité, contrôle / Accounting and Finance Management de Projets / Project Management Marketing Vente / Marketing Management Ressources Humaines et Comportement Organisationnel / Human Resource Management & Organizational Behaviour Stratégie et Entrepreneuriat / Strategy & Entrepreneurship Systèmes d information et Organisation / Information System & Organization Langues / Languages X Type de cours / Course type Commun / Core X Electif / Elective Optionnel /Optional Campus / Campus LILLE PARIS SOPHIA X SUZHOU RALEIGH Cours ouvert aux étudiants en échanges in / Course open to students in exchange : max 40 students in total including exchange students Langue d enseignement / Teaching Language Pré-requis / Prerequisite Période d enseignement / Teaching period Responsable du cours / Course Coordinator Noms des Intervenant(s) par campus/ Instructor(s) Names by campus Evaluateur(s) / Evaluator(s) Description du cours / Course description Résultats d apprentissage / Learning Outcomes Contribution aux objectifs pédagogiques du programme / Contribution to learning objectives Evaluation des étudiants / Student Assessment English Each student needs to prepare the basis of a start-up project or gather enough information on a start-up that he / she knows very well and can use as a basis. Innovative projects from SMEs/start-ups belonging to competitive clusters will be also proposed to students as possible bases. S1 Philippe CHEREAU SOPHIA Philippe CHEREAU Philippe CHEREAU LILLE PARIS SUZHOU RALEIGH This course will take the student from innovative idea creation to early start-up activities and acquisition of the first clients for a new business. Central to this process is the iterative creation and fine tuning of a business plan, development of understanding the uses of the business plan for management of key activities and for attracting outside investors. After the course, the participants will be able to: Understand the combination of skills required to launch a new venture Relate the importance of innovation in business models to creating value for the client and to the ultimate success of the business Understand the importance and techniques of harnessing diverse resources to apply to business growth Develop a business plan for a new enterprise LO3.1 To produce clear, well organized verbal presentations LO3.2 To produce clear, well organized written communication LO5.2 To assess a business issue and formulate solutions in a specialized discipline Evaluation finale (DS) / Final examination QCM (quizz) % Etude de cas (case study) % Questions (questions) % Exercices (exercises) % Autre (other) X 50% Précisez : BP presentation Contrôle continu / Continuous Assessment Présentation orale (oral presentation) % QCM (quizz) % Dossier X 50% Etude de cas (case study) % Autre (other) % Précisez (precise): The final grade is calculated based on preparation and active participation in the course (50%), and the quality of work done in preparing a business plan related to an entrepreneurial opportunity chosen by students (50%) Every participant will prepare and present an individual idea for a new business. During session 3, a selection process will take place during the session to pick the best ideas and create small teams (3 4 students each) to develop the ideas into a business plan. A final presentation will be made by each team during the last session, in front of a jury.

Méthodes d enseignement / Teaching Methods Format de cours / Course format Cours / Lectures X Séminaire / Seminar Tutorat / Tutorial sessions TD X Autre (other) Précisez (precise) Activités d apprentissage / Learning activities Etude de cas / Case Studies Travail personnel guidé / Guided personal work X Travail personnel autonome / Autonomous personal work X Projet / Project X Autre (expliquer) / Other (explain) : The course duration is 27 hours (9 sessions of 3 hours each) plus some preparation work for each session and the creation of a business plan (in small teams) for the final presentation. There will be a combination of lecture, guest experts, independent work, and team development in support of the goal of creating a business plan for a new venture. Session 1: What is an innovative venture? - Introduction to innovative venture creation - On-site testimonials from entrepreneurs (Innovagrasse) Session 2: Business model framework - The business model canvas - Developing a value proposition - First contacts with entrepreneurs pitches - Preparing session 3 individual coaching: searching for value innovation Session 3: Pitching for value proposition active learning - Presentation of individual business opportunities and selection of the best value proposition for team development (students pitches on their individual projects) Investor insights and testimonials Plan de cours / Course plan Session 4: Patterns of business models coaching session: - Fine-tune your pattern Session 5: Business plan design - coaching session - The business plan tool-kit - Pitches Session 6: Business plan and strategy coaching session - The business model environments external drivers, Key Success Factors, internal capabilities - SWOT analysis of the business model the SWOT grid - Fine-tuning your business plan Session 7: Financial forecasts coaching session - The DEFI tool for financial dimensions of the business plan Session 8: The go-to-market strategy coaching session - Business development sales model, distribution channels, prescribers, - Communication & promotion - Growth strategy main steps - Pitches Session 9: Business plan pitches Jury and peer evaluation 6. Entrepreneurial finance Crédits / Credits Nombre / Number : 4 Entrepreneurial Finance Charge de travail / Student workload Face à face / Contact Hours Distanciel / Autonomous Personal &/or Team work Evaluation / Evaluation Durée Nbh : 27 Nbh : Nbh : 6 Nbh : see below Nbh : Programme / Program PGE MS PGE FC MSc

PGE COOP Bachelor DDA ESDHEM CCA PhD Département / Department Droit et Fiscalité / Law and Taxation Economie / Economics Finance, comptabilité, contrôle / Accounting and Finance Management de Projets / Project Management Marketing Vente / Marketing Management Ressources Humaines et Comportement Organisationnel / Human Resource Management & Organizational Behaviour Stratégie et Entrepreneuriat / Strategy & Entrepreneurship Systèmes d information et Organisation / Information System & Organization Langues / Languages Type de cours / Course type Commun / Core Electif / Elective Optionnel /Optional Année / Year 2012-2013 Campus / Campus LILLE PARIS SOPHIA SUZHOU RALEIGH Cours ouvert aux étudiants en échanges in / Course open to students in exchange Langue d enseignement / Teaching Language Pré-requis / Prerequisite Période d enseignement / Teaching period Responsable du cours / Course Coordinator Noms des Intervenant(s) par campus/ Instructor(s) Names by campus Evaluateur(s) / Evaluator(s) English Basic understanding of Finance and Accounting + Each student needs to prepare the basis of a start-up project or gather enough information on a start-up that he / she knows very well and can use as a basis semester 1 François Bergasse SOPHIA François Bergasse, Devraj Basu LILLE François Bergasse Devraj Basu PARIS SUZHOU RALEIGH Description du cours / Course description Entrepreneurial finance applies tools and techniques of corporate finance to the entrepreneurial venture. It closely follows a "life cycle of the firm" approach in a very accessible manner. The class will explore the theories, knowledge, and financial tools needed by an entrepreneur in starting, building, and harvesting a successful venture. The course will focus on sound financial management practices, how and where to obtain the financial capital necessary to run and grow the venture, and how and when to interact with the financial institutions and regulatory agencies central to financing ventures as they grow and ultimately look for liquidity for their investors Connaissances / Knowledge and Understanding (subject specific) Students are expected to incorporate their own business from start-up to exit. Aptitudes cognitives / Cognitive/Intellectual skills (generic) Résultats d apprentissage / Learning Outcomes Students are expected to master the skills of a successful entrepreneur as regards the financing of a new venture. Analyze the entrepreneurial opportunity from a financial feasibility perspective and successfully argue how financial tools and levers can foster venture development. Attitudes / Key transferable skills (generic) Students will have developed savoir-faire and savoir-être capacities, highly valuable for any entrepreneurial situation in a context of financing the launch or the growth of a young business. Compétences pratiques / Practical skills (subject specific) A l issue de la formation, l étudiant devrait être capable : Students are expected to be prepared to convince internal and external

stakeholders with regard to the relevance of the financing plan supporting the launching or the development of a new venture. Contribution aux objectifs pédagogiques du programme / Contribution to learning objectives LO3.2 To produce clear, well organized written communication LO5.1 To analyze and apply advanced concepts in a specialized discipline Evaluation finale (DS) / Final examination Evaluation des étudiants / Student Assessment QCM (quizz) % Etude de cas (case study) % Questions (questions) 50% Exercices (exercises) % Autre (other) % Précisez (precise): Contrôle continu / Continuous Assessment Présentation orale (oral presentation) % QCM (quizz) % Dossier 50% Etude de cas (case study) % Autre (other) % Précisez (precise): Méthodes d enseignement / Teaching Methods Format de cours / Course format Cours / Lectures Séminaire / Seminar Tutorat / Tutorial sessions TD Autre (other) Précisez (precise) Activités d apprentissage / Learning activities Etude de cas / Case Studies Travail personnel guidé / Guided personal work Travail personnel autonome / Autonomous personal work Projet / Project Autre (expliquer) / Other (explain) : DAY 1: 6 hours Reminders of essentials of corporate finance (D. Basu) 1. Reminders reminder of financial basis a. balance sheet structure b. P&L c. Cash 2. Methods of venture evaluation and valorization a. Patrimony (goodwill,.) b. Peer/comparaison (Ratios, ) c. Financial (DCF, Shapiro, ) d. 3. Methods for start-up valorization Plan de cours / Course plan DAY 2: 7 hours Financing a new venture: specificities and context (F. Bergasse) 1. 3 mn of each projects 2. presentation of people back ground and driver to choose the topic (Rule n 1 :people is key in a venture) 3. What is a business from a VC perspective a. business model b. 60 mn to articulate each project with the business model frame c. 30 mn open discussion on this experience and specific Q&A 4. What makes innovation to become a success : the VC approach a. different type of innovation b. customer value i. job to be done c. why innovation is key i. competition, differentiation, entry barriers, IP ii. pricing & margin iii. market share (replacement of offer)

d. 30 mn : how does your project incorporate innovation? 5. How to finance a start-up a. why innovation and start-up requires capital i. survival rate ii. no past = no future for a banker b. how to finance a company i. capital ii. iii. iv. bond 1. senior debt 2. convertible bank debt other debt 6. Different type of investors a. love money b. angel c. VC d. growth capital e. financial market DAY 3: 7 hours Preparing for fund raising (F. Bergasse) 7. What is a VC? a. fund structure b. financial model c. investment strategy d. decision process e. time horizon f. financial return expectation g. financial strategy 8. How does an investor look at a start-up a. value proposition b. market c. team d. competition e. IP or competition barriers f. road map g. business plan i. revenue ii. cost iii. margin iv. growth rate v. brake heaven point h. capital intensity i. exit j. global SWOT 9. How to build a business plan a. excel is wrong b. entrepreneur always optimistic c. why bother to build an excel? d. key numbers and investment allocation e. 90 mn build you BP structure and summarize f. 45 mn open discussion on each BP and perspective on business model 10. Road map a. 45 mn : build your road map b. 60 mn open discussion on road map 11. Build project SWOT a. why SWOT is key b. 30 mn to build SWOT c. 30 mn open discussion on SWOT 12. build a pitch a. open discussion to find out what is key in an pitch b. open discussion what is key to convince Requisite for next session : prepare i. revise Business model

ii. iii. iv. revise simple Business Plan clear road map write a picth DAY 4: 7 hours Convincing investors and raising money (F. Bergasse) 13. How to raise money a. How to address a investor i. story telling ii. pitch iii. executive iv. PPT 14. Pitch competition within the class a. each group have 5mn to pitch b. election of best pitch c. open discussion and mutual feedback 15. Investment phasing and dilution calculation a. major element b. modelisation c. stock option d. entrepreneur resistance 16. Negotiation process a. in depth discussion b. due diligence c. LOI d. audit e. closing 17. What to do or to show a. team, team, team = humility i. honesty ii. pragmatisms b. market and value proposition c. road map d. advisory board e. IP & proof of concept f. partners (R&D, industry, sale) g. exit dream 7. Effectual marketing strategy Crédits / Credits Nombre / Number : 4 Effectual Marketing Strategy Charge de travail / Student workload Programme / Program Face à face / Contact Hours Distanciel / Autonomous Personal &/or Team work Evaluation / Evaluation Durée Nbh : 27 Nbh : Nbh : Nbh : Nbh : PGE MS PGE FC MSc PGE COOP Bachelor DDA ESDHEM CCA PhD Département / Department Droit et Fiscalité / Law and Taxation Economie / Economics Finance, comptabilité, contrôle / Accounting and Finance Management de Projets / Project Management Marketing Vente / Marketing Management Ressources Humaines et Comportement Organisationnel /

Human Resource Management & Organizational Behaviour Stratégie et Entrepreneuriat / Strategy & Entrepreneurship Systèmes d information et Organisation / Information System & Organization Langues / Languages Type de cours / Course type Commun / Core Electif / Elective Optionnel /Optional Campus / Campus LILLE PARIS SOPHIA SUZHOU RALEIGH Cours ouvert aux étudiants en échanges in / Course open to students in exchange Langue d enseignement / Teaching Language Pré-requis / Prerequisite Période d enseignement / Teaching period Responsable du cours / Course Coordinator Evaluateur(s) / Evaluator(s) Description du cours / Course description English No prerequisit S1 Dominique VIAN Dominique VIAN Effectual strategic marketing course aims at introducing effectuation theory into the marketing field. This new paradigm allows students to consider ISMA360 as a method to innovate. ISMA360 SKEMA Business School Author Dominique Vian Résultats d apprentissage / Learning Outcomes Connaissances / Knowledge and Understanding (subject specific) At the end of the course students will be familiar with concepts related to disruptive innovations and able to use basic principles or some parts of the method. The student is expected to understand the paradigm and practice of effectual logic Aptitudes cognitives / Cognitive/Intellectual skills (generic) The student is expected to understand complexity, systemic approach, near-decomposable systems, effectual logic Attitudes / Key transferable skills (generic) Work in group, give advice to real entrepreneurs facing uncertainty Compétences pratiques / Practical skills (subject specific) The students will be able to apply ISMA360 method on simple case of innovations without becoming ISMA360 expert LG2 Graduates should be able to work effectively in a multicultural team Contribution aux objectifs pédagogiques du programme / Contribution to learning objectives LO2.1 To contribute substantively to the product of a group LO2.2 to recognize the various dimensions of diversity, and to communicate and work with team members as a function of their contribution LG4 Graduates should be able to manage in the global knowledge economy LO4.2 To apply theories and key concepts in the field of the management of knowledge assets and innovation LG5 Graduates should be able to think critically and to assess business issues in a specialized discipline LO5.1 To analyze and apply advanced concepts in a specialized discipline LO5.2 To assess a business issue and formulate solutions in a specialized discipline Evaluation finale (DS) / Final examination Evaluation des étudiants / Student Assessment QCM (quizz) % Etude de cas (case study) % Questions (questions) 40 % Exercices (exercises) 20 % Autre (other) % Précisez (precise): Contrôle continu / Continuous Assessment Présentation orale (oral presentation) %

QCM (quizz) % Dossier % Etude de cas (case study) 40 % Autre (other) % Précisez (precise): Méthodes d enseignement / Teaching Methods Format de cours / Course format Cours / Lectures Séminaire / Seminar Tutorat / Tutorial sessions TD Autre (other) Précisez (precise) Activités d apprentissage / Learning activities Etude de cas / Case Studies Travail personnel guidé / Guided personal work Travail personnel autonome / Autonomous personal work Projet / Project Autre (expliquer) / Other (explain) : Plan de cours / Course plan Session 1 What is the effectuation about? Session 2 Pilar 1: Designing the Innovation domain Session 3 Pilar 2: 2 sub-system and 13 strategic variables Session 4 Pilar 3: Effectual sequence among the strategic variables Session 5 Pilar 4: Innovative offer design Session 6 Pilar 5: Deployement design Session 7 Protagonists typology Session 8 Quantitative market analysis Session 9 Course assesment Bibliographie / References Site(s) web / Web sites Lecture obligatoire / Required reading Effectual Entrepreneurship ( 2011) Routledge, authors Read, Sarasvathy, Dew, Witbank, Ohisson Optionnelle / Recommended Christensen, Clayton M., The Innovator s Dilemma (HarperBusiness 2003 / ISBN : 0060521996). Nombre CM Amphi Durée CM Amphi Nombre TD SOPHIA 8 LILLE PARIS CHINE RALEIGH Modalités de délivrance du cours (par campus si différent) Durée TD Autres (Distance learning, etc ) Préciser les spécificités de programmation (TD journée, cadencement spécifique des séances) 3 hours

8. Créer une entreprise innovante en France Crédits / Credits Nombre / Number : 2 Créer une entreprise innovante en France Charge de travail / Student workload Face à face / Contact Hours Distanciel / Nbh : 15 Nbh : Autonomous Personal &/or Team work Nbh : 15 Evaluation / Evaluation Nbh : voir plus bas Durée Nbh : Programme / Program PGE MS PGE FC MSc PGE COOP Bachelor DDA ESDHEM CCA PhD Département / Department Droit et Fiscalité / Law and Taxation Economie / Economics Finance, comptabilité, contrôle / Accounting and Finance Management de Projets / Project Management Marketing Vente / Marketing Management Ressources Humaines et Comportement Organisationnel / Human Resource Management & Organizational Behaviour Stratégie et Entrepreneuriat / Strategy & Entrepreneurship Systèmes d information et Organisation / Information System & Organization Langues / Languages Type de cours / Course type Commun / Core Electif / Elective Optionnel /Optional Année / Year 2012-2013 Campus / Campus LILLE PARIS SOPHIA SUZHOU RALEIGH Cours ouvert aux étudiants en échanges in / Course open to students in exchange Langue d enseignement / Teaching Language Période d enseignement / Teaching period Responsable du cours / Course Coordinator Noms des Intervenant(s) par campus/ Instructor(s) Names by campus Evaluateur(s) / Evaluator(s) Français Semestre 1 André Labat SOPHIA André Labat Coralie Bonnin André Labat / Coralie Bonnin LILLE PARIS SUZHOU RALEIGH Description du cours / Course description Ce cours décrit les modalités et les dispositifs associés à la création d entreprise innovante en France. Il doit permettre aux étudiants d aborder la création d entreprise innovante en France en confiance et en ayant conscience des contingences spécifiques au contexte national. Connaissances / Knowledge and Understanding (subject specific) connaitre les dimensions et les modalités administratives, juridiques, fiscales, aides, infrastructures et dispositifs d accompagnement spécifiques à la création d entreprise innovante en France Résultats d apprentissage / Learning Outcomes Aptitudes cognitives / Cognitive/Intellectual skills (generic) maitriser la démarche permettant de mener à son terme le processus de création d une entreprise innovante en France

Attitudes / Key transferable skills (generic) mener la démarche administrative et juridique de création d entreprise innovante en France Compétences pratiques / Practical skills (subject specific) connaitre les étapes et démarches pratiques de la création d entreprise innovante en France et les dispositifs facilitateurs associés. Contribution aux objectifs pédagogiques du programme / Contribution to learning objectives Evaluation des étudiants / Student Assessment LO5.2 To assess a business issue and formulate solutions in a specialized discipline Evaluation finale (DS) / Final examination QCM (quizz) 50% Etude de cas (case study) % Questions (questions) % Exercices (exercises) % Autre (other) % Précisez (precise): Contrôle continu / Continuous Assessment Présentation orale (oral presentation) % QCM (quizz) % Dossier % Etude de cas (case study) 50% Autre (other) % Précisez (precise): Méthodes d enseignement / Teaching Methods Format de cours / Course format Cours / Lectures Séminaire / Seminar Tutorat / Tutorial sessions TD Autre (other) Précisez (precise) Activités d apprentissage / Learning activities Etude de cas / Case Studies Travail personnel guidé / Guided personal work Travail personnel autonome / Autonomous personal work Projet / Project Autre (expliquer) / Other (explain) : Spécificités du projet de création d entreprise innovante en France Les acteurs de la création d entreprise innovante en France Valorisation de la recherche publique Incubateurs et pépinières : missions spécifiques et conditions d accès Autres réseaux et structures d'aides : rôles et fonctionnement Plan de cours / Course plan Juridique et fiscalité Statuts juridiques et fiscaux des différentes structures d entreprises françaises Focus sur l encadrement juridique français des entreprises innovantes Les formalités administratives d enregistrement : exemples pratiques Les dispositifs financiers d accompagnement : qui, quoi, combien, comment Les concours de créations d entreprises Choisir le bon moment pour créer l entreprise L'enseignement sera illustré par des indications pratiques, des exemples, une intervention extérieure et une étude de cas

9. Creating Social Change Using the Power of Entrepreneurship Crédits / Credits Nombre / Number : 2 Creating Social Change Using the Power of Entrepreneurship Charge de travail / Student workload Face à face / Contact Hours Distanciel / Nbh : 15 Nbh : Autonomous Personal &/or Team work Nbh : 15 Evaluation / Evaluation Nbh : See below Durée Nbh : Programme / Program PGE MS PGE FC MSc X PGE COOP Bachelor DDA ESDHEM CCA PhD Département / Department Droit et Fiscalité / Law and Taxation Economie / Economics Finance, comptabilité, contrôle / Accounting and Finance Management de Projets / Project Management Marketing Vente / Marketing Management Ressources Humaines et Comportement Organisationnel / Human Resource Management & Organizational Behaviour Stratégie et Entrepreneuriat / Strategy & Entrepreneurship Systèmes d information et Organisation / Information System & Organization Langues / Languages X Type de cours / Course type Commun / Core Electif / Elective X Optionnel /Optional Campus / Campus LILLE PARIS SOPHIA X SUZHOU RALEIGH Cours ouvert aux étudiants en échanges in / Course open to students in exchange Langue d enseignement / Teaching Language Pré-requis / Prerequisite Période d enseignement / Teaching period Responsable du cours / Course Coordinator Noms des Intervenant(s) par campus/ Instructor(s) Names by campus Evaluateur(s) / Evaluator(s) English live contacts with entrepreneurs may take place in french however, in which case students and<:or teacher will ensure translation for non french speakers None except a marked interest for societal issues and entrepreneurship S1 Thanh Nghiem SOPHIA Thanh Nghiem Thanh Nghiem LILLE X PARIS SUZHOU RALEIGH Crises after crises, our model is showing its limits. NGOs and civil society have been struggling for decades to bring alternative solutions, but none has succeeded so far to make change happen. Entrepreneurship is the starting point for innovation. The challenge is to bridge the gap between practical, business-oriented skills, and the need to foster societal change at a large scale. Description du cours / Course description The course will give the student a critical perspective on societal challenges what "sustainability" is meant to be, not only in terms of ecological, social or economical issues, but also in terms of self-fulfillment and ethics. It will then present a wide range of innovative solutions from an insider perspective, and provide frameworks for new approaches to entrepreneurship. Examples of topics that will be covered in depth: collective intelligence, collaborative models, Web 2, incubation of projects and seed-financing mechanisms applied to societal development, the rise of collaborative consumption, cultural creatives and bottom-up innovation, etc. Central to the course is 1) the constant interaction between theory and practice, following the "do it, fix it" approach and 2) the "open source" model applied to the development of common goods and 3) the hybridization between on-line and off-line solutions. Résultats d apprentissage / Learning Outcomes Key take-aways for students : explore new approaches to entrepreneurship and business incubation, focusing on the development of common goods become familiar in a practical way with key solutions such as open source, both on-line and off-line, collaborative consumption, Web 2 successful ventures, collective intelligence, transition territories

Contribution aux objectifs pédagogiques du programme / Contribution to learning objectives Evaluation des étudiants / Student Assessment understand what societal innovation is and how it works, at the crossroads between businesses, NGOs, research, technology, territorial development, social workers, culture, etc The course will provide students with the opportunity to reflect on their own motivation and skills in terms of entrepreneurship and innovation, and will help them develop a balanced approach to personal, business and societal impact. Indiquer les learning objectives auxquels contribue le cours (en se basant sur le curriculum mapping du programme) LO1.2 To select the best course of action to follow in order to behave as responsible managers LO5.2 To assess a business issue and formulate solutions in a specialized discipline Evaluation finale (DS) / Final examination QCM (quizz) % Etude de cas (case study) % Questions (questions) % Exercices (exercises) % Autre (other) X % Précisez (precise): Contrôle continu / Continuous Assessment Présentation orale (oral presentation) % QCM (quizz) % Dossier % Etude de cas (case study) % Autre (other) % Précisez (precise): The final grade is calculated based on the following: (20%) - Active participation in class discussion (50%) - A term paper to be prepared on a specific topic chosen by students in teams, relative to the course content. Students will have to prepare a short presentation on that topic to the class by the end of the week (30%) - An individual, short essay reflecting on the impact of the course for the student and its personal implications Méthodes d enseignement / Teaching Methods Format de cours / Course format Cours / Lectures X Séminaire / Seminar Tutorat / Tutorial sessions TD Autre (other) Précisez (precise) Activités d apprentissage / Learning activities Etude de cas / Case Studies X Travail personnel guidé / Guided personal work X Travail personnel autonome / Autonomous personal work X Projet / Project Autre (expliquer) / Other (explain) : Plan de cours / Course plan Context: what kind of crisis is that? What is at stake? What is "sustainability"? Social, ecological, cultural issues, ecological footprint, limits of the earth, need to relocalize our economies New paradigms: collective intelligence, collaborative models, common goods development, open source and the free movement, the role of entrepreneurs, passeurs, professional-amateurs and cultural creatives Between theory and practice, the rise of new models Territorial ecology and service economy Intelligent territories and learning communities, bridging the gap between stakeholders Innovative models and entrepreneurship: open source examples, on-line and off-line, collaborative consumption Culture and pollination of ideas, the TED example Interactions with entrepreneurs active in these areas will be organized in or outside class hours (collaborative consumption, ICT and societal uses, collaborative television, incubators, collective intelligence research center, open moneys, TED representatives...) Optionnelle / Recommended Bibliographie / References Lecture obligatoire / Required reading No specific textbook is required. A list of web references will be provided The following texts are recommended: The wisdom of crowds by James Surowiecki What's mine is yours by Rachel Botsman The penguin and the leviathan by Yochai Benkler Des abeilles et des hommes by Thanh Nghiem (in french)

Site(s) web / Web sites The following sites will give a flavor of what will be presented during the course http://thanh-nghiem.fr (in french) http://www.movilab.eu (in french) www.ted.com www.oneplanetliving.org Nombre CM Amphi Durée CM Amphi Nombre TD SOPHIA 5 sessions of 3 hours each LILLE PARIS CHINE RALEIGH Modalités de délivrance du cours (par campus si différent) Durée TD Autres (Distance learning, etc ) Préciser les spécificités de programmation (TD journée, cadencement spécifique des séances) 10. Open innovation Open Innovation Crédits / Credits Nombre / Number : 2 Charge de travail / Student workload Programme / Program Face à face / Contact Hours 15 Distanciel / Autonomous Personal &/or Team work 15 Evaluation / Evaluation Durée Nbh : Nbh : Nbh : Nbh : Nbh : PGE MS PGE FC MSc PGE COOP Bachelor DDA ESDHEM CCA PhD Département / Department Droit et Fiscalité / Law and Taxation Economie / Economics Finance, comptabilité, contrôle / Accounting and Finance Management de Projets / Project Management Marketing Vente / Marketing Management Ressources Humaines et Comportement Organisationnel / Human Resource Management & Organizational Behaviour Stratégie et Entrepreneuriat / Strategy & Entrepreneurship Systèmes d information et Organisation / Information System & Organization Langues / Languages Type de cours / Course type Commun / Core Electif / Elective Optionnel /Optional Campus / Campus LILLE PARIS SOPHIA SUZHOU RALEIGH Cours ouvert aux étudiants en échanges in / Course open to students in exchange Langue d enseignement / Teaching Language Pré-requis / Prerequisite Période d enseignement / Teaching period English none S1

Evaluateur(s) / Evaluator(s) Renata Kaminska Description du cours / Course description The objective of this course is to analyze the emergence of Open Innovation paradigm and analyze its relevance for entrepreneurs. First, we will define what Open Innovation is in relation to what some now call Closed Innovation. Second, through the lenses of potential entrepreneurs, we will analyze how different organizations espouse the principles of Open Innovation. Finally, we will evaluate the opportunities created by the networkcentric innovation in the global economy. The topics proposed include the following: From Closed to Open Innovation Model Openness as Permeability of Organizational Boundaries Openness as Informational Transparency Crowdsourcing and Crowdfunding Value generation and Value appropriation in Open Innovation (the role of modularity and platforms) Connaissances / Knowledge and Understanding (subject specific) understand the difference between Closed and Open Innovation (context, principles, etc.); understand internal and external and internal implications of the paradigm shift; understand the different ways in which firms engage in Open Innovation (both in high and low tech environments). Aptitudes cognitives / Cognitive/Intellectual skills (generic) Résultats d apprentissage / Learning Outcomes Evaluate the entrepreneurial opportunities created by the emerging paradigm of Open Innovation. Attitudes / Key transferable skills (generic) Collaborate and develop an OI team project. Compétences pratiques / Practical skills (subject specific) A l issue de la formation, l étudiant devrait être capable : Design strategies and business models allowing future entrepreneurs to surf on the wave of Open Innovation. Contribution aux objectifs pédagogiques du programme / Contribution to learning objectives Indiquer les learning objectives auxquels contribue le cours (en se basant sur le curriculum mapping du programme) Evaluation finale (DS) / Final examination Evaluation des étudiants / Student Assessment QCM (quizz) % Etude de cas (case study) % Questions (questions) % Exercices (exercises) % Autre (other) % Précisez (precise): OI Project Contrôle continu / Continuous Assessment Présentation orale (oral presentation) % QCM (quizz) % Dossier % Etude de cas (case study) % Autre (other) % Précisez (precise): Méthodes d enseignement / Teaching Methods Format de cours / Course format Cours / Lectures Séminaire / Seminar Tutorat / Tutorial sessions TD

Autre (other) Précisez (precise) Activités d apprentissage / Learning activities Etude de cas / Case Studies Travail personnel guidé / Guided personal work Travail personnel autonome / Autonomous personal work Projet / Project Autre (expliquer) / Other (explain) : Bibliographie / References Lecture obligatoire / Required reading Chesbrough HW. 2003b. Open Innovation: the new imperative for creating and profiting from technology. Harvard Business School Press: Boston, MA Chesbrough HW. 2006. Open Business Models Optionnelle / Recommended On the wisdom of crowds Surowiecki J. (2005) The Wisdom of Crowds: Why the Many Are Smarter Than the Few. Abacus On cognitive diversity Page S. (2008) The Difference: How the Power of Diversity Creates Better Groups, Firms, Schools, and Societies. Princeton University Press Open Innovation Chesbrough HW. 2003a. The era of open innovation. MIT Sloan Management Review Spring Hargadon A, Sutton RI. 2000. Building an innovation factory. Harvard Business Review(May-June): 157-166 On Lead users and innovation communities Von Hippel E. 2005. Democratizing Innovation. MIT Press: Cambridge: MA Baldwin, C., & von Hippel, E. (2011). Modeling a Paradigm Shift: From Producer Innovation to User and Open Collaborative Innovation. OrganizationScience, 22(6), 1399 1417 On IP and modularity Henkel, J., & Baldwin, C. Y. (2010). Modularity for Value Appropriation How to Draw the Boundaries of Intellectual Property. Working Paper - Harvard Business School, 11-054. On Open Innovation in P&G Huston L, Sakkab N. 2006. Connect and develop: inside Procter & Gamble's new model for innovation Harvard Business Review March: 58-66 On creativity and unintended effects in innovation Johnson, S. (2010). Where good ideas come from. London, Penguin. On Open Science Nielsen, M. (2012). Reinventing discovery. Princeton: NJ: Princeton University Press.

11. Entrepreneurship theories Crédits / Credits Nombre / Number : Entrepreneurship Theories Charge de travail / Student workload Programme / Program Face à face / Contact 15 Hours Distanciel / Autonomous Personal &/or Team work 15 Hours Evaluation / Evaluation Durée Nbh : Nbh : Nbh : Nbh : Nbh : PGE MS PGE FC MSc PGE COOP Bachelor DDA ESDHEM CCA PhD Département / Department Droit et Fiscalité / Law and Taxation Economie / Economics Finance, comptabilité, contrôle / Accounting and Finance Management de Projets / Project Management Marketing Vente / Marketing Management Ressources Humaines et Comportement Organisationnel / Human Resource Management & Organizational Behaviour Stratégie et Entrepreneuriat / Strategy & Entrepreneurship Systèmes d information et Organisation / Information System & Organization Langues / Languages Type de cours / Course type Commun / Core Electif / Elective Optionnel /Optional Année / Year 2012-2013 Campus / Campus LILLE PARIS SOPHIA SUZHOU RALEIGH Cours ouvert aux étudiants en échanges in / Course open to students in exchange Langue d enseignement / Teaching Language Pré-requis / Prerequisite Période d enseignement / Teaching period Responsable du cours / Course Coordinator Noms des Intervenant(s) par campus/ Instructor(s) Names by campus Evaluateur(s) / Evaluator(s) Description du cours / Course description English No prerequisites. Capacity to understand, speak and write in English is necessary S1 Bruno Cirillo SOPHIA BC Bruno Cirillo LILLE PARIS SUZHOU RALEIGH Entrepreneurship is the starting point for most businesses. It is about the process of seeking opportunities and exploiting them through innovation. It is about being an entrepreneur. The course is organized to provide students with the ability and skills to understand how opportunities are discovered or created, and to manage the main issues essential for establishing and developing new businesses, with a strong emphasis toward practice Résultats d apprentissage / Learning Outcomes The aim of this course is introducing students to the vast growing literature on entrepreneurship. This course s key learning objectives are as follows: Acquire the basic jargon necessary to discuss, in a consistent and precise manner, entrepreneurship issues. Understand who is an entrepreneur, and what role entrepreneurship plays in fostering innovation, growth and competitive advantage. Recognize individual, sectoral-level specificities and their consequences. Learn what practical implications for the launch and growth of new businesses are brought about by the entrepreneurship studies literature. Contribution aux objectifs pédagogiques du programme Indiquer les learning objectives auxquels contribue le cours (en se basant sur le curriculum mapping du

/ Contribution to learning objectives Evaluation des étudiants / Student Assessment programme) Evaluation finale (DS) / Final examination QCM (quizz) % Etude de cas (case study) % Questions (questions) % Exercices (exercises) % Autre (other) % Précisez (precise): Contrôle continu / Continuous Assessment Présentation orale (oral presentation) % QCM (quizz) % Dossier % Etude de cas (case study) % Autre (other) % Précisez (precise): The final grade is calculated based on the following: (50%) - Active participation in class discussion (50%) - A final written exam that will test the general knowledge of the students on the course contents. Méthodes d enseignement / Teaching Methods Format de cours / Course format Cours / Lectures Séminaire / Seminar Tutorat / Tutorial sessions TD Autre (other) Précisez (precise) Activités d apprentissage / Learning activities Etude de cas / Case Studies Travail personnel guidé / Guided personal work Travail personnel autonome / Autonomous personal work Projet / Project Autre (expliquer) / Other (explain) : Plan de cours / Course plan The Entrepreneur The Entrepreneurial Process o Entrepreneurial opportunities o Individual and industry differences in the exploitation of opportunities Entrepreneurship as strategy. o Organization o Growth o Intrapreneurship Social Entrepreneurship Lecture obligatoire / Required reading Bibliographie / References No specific textbook is required. A list of selected compulsory and suggested readings (e.g. journal articles, case studies, book chapters) will be provided Optionnelle / Recommended 12. Business Plan competition "Challenge Jeunes Pousses" Crédits / Credits Nombre / Number : 2 Business Plan competition "Challenge Jeunes Pousses" Charge de travail / Student workload Face à face / Contact Hours Distanciel / Autonomous Personal &/or Team work Evaluation / Evaluation Durée Nbh : Nbh : Nbh : 15 Nbh : Nbh : Programme / Program PGE MS PGE FC MSc

PGE COOP Bachelor DDA ESDHEM CCA PhD Département / Department Droit et Fiscalité / Law and Taxation Economie / Economics Finance, comptabilité, contrôle / Accounting and Finance Management de Projets / Project Management Marketing Vente / Marketing Management Ressources Humaines et Comportement Organisationnel / Human Resource Management & Organizational Behaviour Stratégie et Entrepreneuriat / Strategy & Entrepreneurship Systèmes d information et Organisation / Information System & Organization Langues / Languages Type de cours / Course type Commun / Core Electif / Elective Optionnel /Optional Année / Year Campus / Campus LILLE PARIS SOPHIA SUZHOU RALEIGH Cours ouvert aux étudiants en échanges in / Course open to students in exchange Langue d enseignement / Teaching Language Pré-requis / Prerequisite Période d enseignement / Teaching period Responsable du cours / Course Coordinator Noms des Intervenant(s) par campus/ Instructor(s) Names by campus Evaluateur(s) / Evaluator(s) Description du cours / Course description Français Effectual strategic marketing course S1 Dominique VIAN SOPHIA Dominique VIAN LILLE PARIS SUZHOU Les étudiants participant à un concours de Business plan organisé par l association Telecom Valley RALEIGH Résultats d apprentissage / Learning Outcomes Connaissances / Knowledge and Understanding (subject specific) Comprendre les spécificités de la création d une entreprise innovante viable Aptitudes cognitives / Cognitive/Intellectual skills (generic) Logique effectuale et logique causale Attitudes / Key transferable skills (generic) Montage d un business plan Compétences pratiques / Practical skills (subject specific) Concevoir un projet de creation d entreprise innovante viable LG2 Graduates should be able to work effectively in a multicultural team Contribution aux objectifs pédagogiques du programme / Contribution to learning objectives LO2.1 To contribute substantively to the product of a group LO2.2 to recognize the various dimensions of diversity, and to communicate and work with team members as a function of their contribution LG4 Graduates should be able to manage in the global knowledge economy LO4.2 To apply theories and key concepts in the field of the management of knowledge assets and innovation LG5 Graduates should be able to think critically and to assess business issues in a specialized discipline LO5.1 To analyze and apply advanced concepts in a specialized discipline LO5.2 To assess a business issue and formulate solutions in a specialized discipline Evaluation des étudiants / Student Assessment Evaluation finale (DS) / Final examination QCM (quizz) % Etude de cas (case study) % Questions (questions) %

Exercices (exercises) % Autre (other) 100% Précisez (precise): pertinence du projet Contrôle continu / Continuous Assessment Présentation orale (oral presentation) % QCM (quizz) % Dossier % Etude de cas (case study) % Autre (other) % Précisez (precise): Méthodes d enseignement / Teaching Methods Format de cours / Course format Cours / Lectures Séminaire / Seminar Tutorat / Tutorial sessions TD Autre (other) Précisez (precise) Action learning Activités d apprentissage / Learning activities Etude de cas / Case Studies Travail personnel guidé / Guided personal work Travail personnel autonome / Autonomous personal work Projet / Project Autre (expliquer) / Other (explain) : Plan de cours / Course plan Ce cours adopte le format et le calendrier du Challenge Jeune Pousse MSc in Business Consulting and Information Systems Management 1. Strategy & Organizational consulting in SMEs Crédits / Credits Nombre / Number : 4 Executive Consulting Charge de travail / Student workload Programme / Program Face à face / Contact Hours Distanciel / Autonomous Personal &/or Team work Evaluation / Evaluation Durée Nbh : 27 Nbh : Nbh : 33 Nbh : see below Nbh : 60 PGE MS PGE FC MSc PGE COOP Bachelor DDA ESDHEM CCA PhD Département / Department Droit et Fiscalité / Law and Taxation Economie / Economics Finance, comptabilité, contrôle / Accounting and Finance Management de Projets / Project Management Marketing Vente / Marketing Management Ressources Humaines et Comportement Organisationnel / Human Resource Management & Organizational Behaviour Stratégie et Entrepreneuriat / Strategy & Entrepreneurship Systèmes d information et Organisation / Information System & Organization Langues / Languages Type de cours / Course type Commun / Core Electif / Elective Optionnel /Optional

Année / Year 2012-2013 Campus / Campus LILLE PARIS SOPHIA SUZHOU RALEIGH Cours ouvert aux étudiants en échanges in / Course open to students in exchange Langue d enseignement / Teaching Language Pré-requis / Prerequisite Période d enseignement / Teaching period Responsable du cours / Course Coordinator Noms des Intervenant(s) par campus/ Instructor(s) Names by campus Evaluateur(s) / Evaluator(s) English Essentials of strategic management Semester 1 Philippe CHEREAU SOPHIA Philippe CHEREAU Philippe CHEREAU LILLE PARIS SUZHOU RALEIGH 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. Methods are based on a robust understanding of strategic and organizational management theories transposed into consulting and change management best practices. 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. Résultats d apprentissage / Learning Outcomes Contribution aux objectifs pédagogiques du programme / Contribution to learning objectives 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 Attitudes / Key transferable skills (generic) A l issue de la formation, l étudiant devrait être capable de / 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 external or internal executive consulting teams and be effectively operational on the very short term. Indiquer les learning objectives auxquels contribue le cours (en se basant sur le curriculum mapping du programme) LG3 Graduates should be able to communicate in an international environment LO3.2 To produce clear, well organized written communication LG5 Graduates should be able to think critically and to assess business issues in a specialized discipline LO5.1 To analyze and apply advanced concepts in a specialized discipline LO5.2 To assess a business issue and formulate solutions in a specialized discipline Evaluation finale (DS) / Final examination Evaluation des étudiants / Student Assessment QCM (quizz) % Etude de cas (case study) 50% Questions (questions) % Exercices (exercises) % Autre (other) % Précisez (precise): Contrôle continu / Continuous Assessment Présentation orale (oral presentation) % QCM (quizz) % Dossier % Etude de cas (case study) 50% Autre (other) % Précisez (precise):

Méthodes d enseignement / Teaching Methods Format de cours / Course format Cours / Lectures Séminaire / Seminar Tutorat / Tutorial sessions TD Autre (other) Précisez (precise) Activités d apprentissage / Learning activities Etude de cas / Case Studies Travail personnel guidé / Guided personal work Travail personnel autonome / Autonomous personal work Projet / Project Autre (expliquer) / Other (explain) : Session 1 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 Session 2 4 The framework of reference : the starting point for a consulting mission 5 The strategic analysis toolbox 5.1 The strategic segmentation Mini case study Session 3 5.2 Generic strategies 5.3 The life cycle 5.4 Key Success Factors Mini case study Plan de cours / Course plan Session 4 5.5 Opportunities and threats 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 Session 5 7 The internal diagnostic 8 The strategic diagnostic Group exam: Case study: strategic diagnostic Session 6 9 Strategic choices and formulations 9.1 Criteria of evaluation of the scenarios 9.2 Designing scenarios (mini case study) 9.3 Evaluating and implementing scenarios Session 7 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 Final exam briefing Bibliographie / References Lecture obligatoire / Required reading Optionnelle / Recommended E. Miles, C. Snow Organizational strategy, structure and Process Stanford University Press, 2003 Porter, M.E. (1996) - What Is Strategy? - Harvard Business Review, November- December issue, p. 61-78 Kim, W.C. and R. Mauborgne (2005) - Blue Ocean Strategy: From Theory to Practice -, California Management Review, vol. 47, n 3, p. 105-121

MSc in Financial Markets and Investments 1. Introduction to stochastic calculus Crédits / Credits Nombre / Number :4 Stochastic Methods and Statistical Methods Charge de travail / Student workload Programme / Program Face à face / Contact Hours Distanciel / Autonomous Personal &/or Team work Evaluation / Evaluation Durée Nbh : 30 Nbh : Nbh : Nbh : Nbh : PGE MS PGE FC MSc PGE COOP Bachelor DDA ESDHEM CCA PhD Département / Department Droit et Fiscalité / Law and Taxation Economie / Economics Finance, comptabilité, contrôle / Accounting and Finance Management de Projets / Project Management Marketing Vente / Marketing Management Ressources Humaines et Comportement Organisationnel / Human Resource Management & Organizational Behaviour Stratégie et Entrepreneuriat / Strategy & Entrepreneurship Systèmes d information et Organisation / Information System & Organization Langues / Languages Type de cours / Course type Commun / Core Electif / Elective Optionnel /Optional Campus / Campus LILLE PARIS SOPHIA SUZHOU RALEIGH Cours ouvert aux étudiants en échanges in / Course open to students in exchange Langue d enseignement / Teaching Language Période d enseignement / Teaching period Noms des Intervenant(s) par campus/ Instructor(s) Names by campus english : S1 SOPHIA x LILLE PARIS SUZHOU RALEIGH Description du cours / Course description This course has two parts. The first part develops the basics of stochastic calculus, which is then applied to derive the Black-Scholes formula and perhaps the term structure of interest rates. The second part provides an introduction to basic statistical methods with financial applications. Connaissances / Knowledge and Understanding (subject specific) Résultats d apprentissage / Learning Outcomes Be able to derive the Black Scholes formula. Understand basic descriptive statistics and hypothesis testing Aptitudes cognitives / Cognitive/Intellectual skills (generic) Understand the basics of stochastic calculus and hypothesis testing Attitudes / Key transferable skills (generic) Knowledge of basic option pricing, statistical methods.

Compétences pratiques / Practical skills (subject specific) A l issue de la formation, l étudiant devrait être capable : Contribution aux objectifs pédagogiques du programme / Contribution to learning objectives Evaluation des étudiants / Student Assessment Be able to derive the Black Scholes formula, carry out basic hypothesis testing. Indiquer les learning objectives auxquels contribue le cours (en se basant sur le curriculum mapping du programme) LO5.1, LO5.3 Evaluation finale (DS) / Final examination QCM (quizz) % Etude de cas (case study) % Questions (questions) 100% Exercices (exercises) % Autre (other) % Précisez (precise): Contrôle continu / Continuous Assessment Présentation orale (oral presentation) % QCM (quizz) % Dossier % Etude de cas (case study) % Autre (other) % Précisez (precise): Méthodes d enseignement / Teaching Methods Format de cours / Course format Cours / Lectures Séminaire / Seminar Tutorat / Tutorial sessions TD Autre (other) Précisez (precise) Activités d apprentissage / Learning activities Etude de cas / Case Studies Travail personnel guidé / Guided personal work Travail personnel autonome / Autonomous personal work Projet / Project Autre (expliquer) / Other (explain) : 2. Financial Econometrics The course intends to familiarize students with some of the fundamental techniques used by Applied 3. International Financial Economics International Financial Economics Crédits / Credits Nombre / Number : 3 Charge de travail / Student workload Programme / Program Face à face / Contact Hours Distanciel / Autonomous Personal &/or Team work Evaluation / Evaluation Durée Nbh : 15 Nbh : 3 Nbh : Nbh : Nbh : PGE MS PGE FC MSc PGE COOP Bachelor

DDA ESDHEM CCA PhD Département / Department Droit et Fiscalité / Law and Taxation Economie / Economics Finance, comptabilité, contrôle / Accounting and Finance Management de Projets / Project Management Marketing Vente / Marketing Management Ressources Humaines et Comportement Organisationnel / Human Resource Management & Organizational Behaviour Stratégie et Entrepreneuriat / Strategy & Entrepreneurship Systèmes d information et Organisation / Information System & Organization Langues / Languages Type de cours / Course type Commun / Core Electif / Elective Optionnel /Optional Campus / Campus LILLE PARIS SOPHIA SUZHOU RALEIGH Cours ouvert aux étudiants en échanges in / Course open to students in exchange Langue d enseignement / Teaching Language Période d enseignement / Teaching period Noms des Intervenant(s) par campus/ Instructor(s) Names by campus english S1 or 2 SOPHIA x LILLE PARIS SUZHOU RALEIGH Description du cours / Course description The course s key objective is to provide students with a personalized academic environment to obtain a solid understanding of the international financial system. The International Finance (IF) course aims at analyzing and assessing the risks and opportunities of financial globalization. It is designed for students interested in the close interplay between international financial markets, the global economy's competitive forces and official regulation. The target students might want to work in the financial department of a company, to join an international financial institution, either private or public, or to hold responsibility positions in a company exposed to the global financial markets. Accordingly, these students need a deeper understanding of "high finance" issues. The main focus of the course will be the financial implications of the rapid integration of national economies worldwide through trade, financial flows and technology spill overs upon the firm s cross-border strategy. The course will assess the impact of economic and financial liberalization as well as structural reforms upon the foreign exchange and financial markets of both advanced and emerging market economies. It will put the emphasis on relating theoretical and technical issues with current events in the international financial sphere. Résultats d apprentissage / Learning Outcomes Understanding the organization of the international financial system and the policy coordination role of the multilateral institutions; Assessing the main sources of risks and opportunities arising from the growing integration of international financial markets from the corporate s standpoint; Understanding the scope and limits of monetary policy tools given the globalization of capital markets; Apprehending the evolving range of financial instruments in the international capital markets; Understanding the nature of cross-border risk and its management At the end of the 15-hour course, we expect the students to be able to use the framework analysis taught in this course to understand and analyze current development in international finance as a part of their practical work decision making. Evaluation finale (DS) / Final examination Evaluation des étudiants / Student Assessment QCM (quizz) 50% Etude de cas (case study) % Questions (questions) % Exercices (exercises) % Autre (other) 50% Research Report Contrôle continu / Continuous Assessment

Présentation orale (oral presentation) % QCM (quizz) % Dossier % Etude de cas (case study) % Autre (other) % Précisez (precise): Méthodes d enseignement / Teaching Methods Format de cours / Course format Cours / Lectures Séminaire / Seminar Tutorat / Tutorial sessions TD Autre (other) Précisez (precise) Activités d apprentissage / Learning activities Etude de cas / Case Studies Travail personnel guidé / Guided personal work Travail personnel autonome / Autonomous personal work Projet / Project Autre (expliquer) / Other (explain) : Course Program DAY 1: SESSION 1 & 2 Introduction: Financial globalization Origins and evolution of the global financial system Risk and opportunities of financial globalization Suggested Readings Eiteman: Chapter 2 IMF World Economic Outlook 2012 BIS Annual Report 2012- Chap. I Bouchet-Eiteman: Chapter 1 Robert E. Lucas Jr.: The Industrial Revolution: Past and Future, FRB Minneapolis,. May 2004. http://minneapolisfed.org/pubs/region/04-05/essay.cfm Nicholas Crafts: Globalization and Economic Growth: An Historical Perspective, the World Economy, Vol. 27, n 1, pp. 45-58, January 2004. Goldman Sachs,: Dreaming With BRICs: The Path to 2050 http://www.gs.com/insight/research/reports/99.pdf Plan de cours / Course plan SESSION 3 The Balance of Payments I Introduction: Savings-Investment gap, Trade and Current accounts Balance of payments and the absorption approach Case Study: China and the US Eiteman : Chapter 3, or Clark, Chapter 1 FRB of NY, Current Issues : December 2007, Financial Globalization and the US Current account deficit, www.newyorkfed.org http://www.bea.gov/bea/di1.htm http://www.bea.gov/bea/newsrelarchive/2004/intinv03_fax.pdf SESSION 4 The Balance of Payments II Capital account Financing gaps and external indebtedness: assessing liquidity and solvency ratios Case study: Vietnam s balance of payments Eiteman : Chapter 3, or Clark, Chapter 1 BIS Quarterly Review, June 2001: Managing international reserves, Matthew Higgins, Thomas Klitgaard, and Cedric Tille : Borrowing without Debt? Understanding the U.S. International Investment Position: Federal Reserve Bank of NY - Staff Report no. 271 - December 2006 19 pages

http://www.newyorkfed.org/research/staff_reports/sr271.pdf http://www.bea.gov/bea/di1.htm http://www.bea.gov/bea/newsrelarchive/2004/intinv03_fax.pdf SESSION 5 The Financial Adjustment process Financial imbalances: the search for an optimal combination of adjustment and financing The official and private financing sources of domestic adjustment Relation between adjustment mechanisms and policy instruments The role and limitation of exceptional financing Case studies: Vietnam and South East Asia Tunisia and the EU Preparation: Finance & Development, June 2004, pp. 8-28 IMF Annual Report 2012, Part I. BIS Quarterly Review, 2012 International parity relations Exchange rate management Pegged, crawling and flexible exchange rates Currency Board and Dollarization Case study: the Yuan DAY 3 - SESSION 6 The Foreign-Exchange Market The Global Crisis and the Future of the Dollar: Toward Bretton Woods III? Levy Economics Institute of Bard College Paper - February 2010 20 pages http://www.levy.org/pubs/wp_584.pdf Is the International Role of the Dollar Changing? FRB New York Current Issues in Economics and Finance - January 2010 http://www.newyorkfed.org/research/current_issues/ci16-1.html Ronald I. McKinnon: The Worth of the Dollar Stanford Institute for Economic Policy Research - Policy Brief February, 2007-6 pages http://siepr.stanford.edu/papers/briefs/policybrief_feb07.html SESSION 7 The International monetary system Institutional Framework and Evolution The Euro zone The Dollar zone The Yen zone and the gradual emergence of the Yuan The specific role of the SDR Preparation: BIS International Banking and Financial Developments 2011 and IMF website 2011 Eiteman: Chapter 2 and/or Clark, Chapter 4 The US Current account deficit and the Euro Area, IIE, Speech by Edwin Truman, July 2004 http://www.iie.com/publications/papers/truman0704.htm SESSION 8 The international financial institutions The key roles of the IMF, the World Bank, the BIS and the IIF Lending instruments of the IMF Cofinancing between private banks and IFIs Review of key international finance statistics (IMF, IBRD, OECD, BIS, IIF) IMF Annual Report: WEO: 2012 and website Factsheet 2012 The International Monetary Fund and Regulatory Challenges Peterson Institute for International Economics Working Paper 12/2009 21 pages http://www.iie.com/publications/wp/wp09-16.pdf The International Monetary System and Global Imbalances Peterson Institute for International Economics Paper 1/2010 10 pages http://www.piie.com/publications/papers/truman0110.pdf

http://www.imf.org/external/np/exr/facts/glance.htm http://www.imf.org/external/np/exr/faq/faqs.htm SESSION 9 The Euromarkets: evolution and structure I Origins and developments of the Eurocurrency markets Syndicated credits From Basel I & II to Basel III: banking regulatory frameworks Preparation: Eiteman, Chapters 4 & 13 BIS Annual Report, 2012, Chap. VIII BIS Quarterly Review, September 2004, pp. 67-77 and website 2012 BIS http://www.bis.org/publ/qtrpdf/r_qt0409.pdf Eurobonds and international debt securities Legal clauses in international securities Preparation: Eiteman, Chapters 4 & 13 BIS Annual Report, 2012- Chap. VIII BIS Quarterly Review, 2012 BIS http://www.bis.org/publ/qtrpdf/r_qt0409.pdf SESSION 10 The Euromarkets: evolution and structure II SESSION 11 Banking regulation, Governance and capital market access How assessing sovereign governance? The role of rating agencies International banking regulations: The US Fed versus the ECB and the Bank of England Official and private creditors: Is sovereign governance a criteria into account in international lending decisions? The case of the Asian financial crisis. The case of the 2011-15 Greek crisis The 2008-15 global financial crisis Preparation: Bouchet, Groslambert & Clark, Chapter 1 Bouchet & Groslambert : working paper BIS Review: 2012 and IMF 2012: Financial Stability Review SESSION 12 The analysis and management of cross-border risk The specific nature of cross-border risk Financial crises and regional contamination Risk appraisal and management techniques : ratings and rankings Risk mitigation tools: insurance, debt conversion transactions and collateralization Case study: Vietnam s debt restructuring and market access conditions Preparation: Bouchet, Groslambert & Clark, Chapter 1 Cofacerating 2012 World Bank, Global Development Finance, 2012 BIS Quarterly Review, December 2004 : http://www.bis.org/publ/qtrpdf/r_qt0412e.pdf

SESSIONS 13 & 14 CONCLUSION Oral presentation of research projects Bibliographie / References Site(s) web / Web sites Lecture obligatoire / Required reading IMF, BIS and IIF REPORTS www.developingfinance.org 4. Derivative instruments This course is an introduction to derivative security markets. The goal of the course is to develop a core set of principles that will help us make sense of the diverse ways These principles are developed through a series of real-world examples with an emphasis on simultaneously developing intuition and familiarity with a broad spectrum of markets and institutions. The valuation and use (e.g., hedging and speculation) of forwards, futures, swaps, and options will be a focal point of the course. Core concepts covered include valuation of forwards and futures, binomial pricing of options, the Black-Scholes option pricing formula, dynamic delta-hedging, and swap pricing. At the end of the course, we expect the student to be able to understand the concept of derivatives and know how to use the instruments as a part of their practical work. 5. Commodities Crédits / Credits Nombre / Number : Commodities Charge de travail / Student workload Programme / Program Face à face / Contact Hours Distanciel / Autonomous Personal &/or Team work Evaluation / Evaluation Durée Nbh : 15 Nbh : Nbh : 15 Nbh : Nbh : PGE MS PGE FC MSc PGE COOP Bachelor DDA ESDHEM CCA PhD Département / Department Droit et Fiscalité / Law and Taxation Economie / Economics Finance, comptabilité, contrôle / Accounting and Finance Management de Projets / Project Management Marketing Vente / Marketing Management Ressources Humaines et Comportement Organisationnel / Human Resource Management & Organizational Behaviour Stratégie et Entrepreneuriat / Strategy & Entrepreneurship Systèmes d information et Organisation / Information System & Organization Langues / Languages Type de cours / Course type Commun / Core Electif / Elective Optionnel /Optional Année / Year 2012-2013 Campus / Campus LILLE PARIS SOPHIA x SUZHOU RALEIGH Cours ouvert aux étudiants en échanges in / Course open to students in exchange

Langue d enseignement / Teaching Language Pré-requis / Prerequisite Période d enseignement / Teaching period Noms des Intervenant(s) par campus/ Instructor(s) Names by campus Description du cours / Course description english Leave blank S1 SOPHIA x LILLE PARIS SUZHOU RALEIGH Introduction to Commodities : physical and derivatives. Practical knowledge and application of derivative trading. Risk management and trading psychology. Connaissances / Knowledge and Understanding (subject specific) Identify the major commodities and markets. Understand the use and function of major derivatives. Understand trading behavior and risk management. Aptitudes cognitives / Cognitive/Intellectual skills (generic) Résultats d apprentissage / Learning Outcomes Understand market forces in commodity trading. Appreciate their own strengths and weaknesses in trading and risk management. Attitudes / Key transferable skills (generic) Apply rigorous methodology to risk management and market analysis. Compétences pratiques / Practical skills (subject specific) A l issue de la formation, l étudiant devrait être capable : Contribution aux objectifs pédagogiques du programme / Contribution to learning objectives Evaluation des étudiants / Student Assessment Master the use of Bloomberg and an online trading platform for derivatives trading and risk management. Manage profit and loss in trading. Indiquer les learning objectives auxquels contribue le cours (en se basant sur le curriculum mapping du programme) : Understanding macro and micro factors and how to analyze markets. Managing risk at fnancial and personal levels. Evaluation finale (DS) / Final examination QCM (quizz) % Etude de cas (case study) % Questions (questions) % Exercices (exercises) % Autre (otther) Contrôle continu / Continuous Assessment Présentation orale (oral presentation) % QCM (quizz) % Dossier % Etude de cas (case study) % Autre (other) x % Précisez (precise):full semester trading simulation with regular reports and analysis of positions and trading. Méthodes d enseignement / Teaching Methods Format de cours / Course format Cours / Lectures x Séminaire / Seminar Tutorat / Tutorial sessions TD Autre (other) Précisez (precise) Activités d apprentissage / Learning activities Etude de cas / Case Studies Travail personnel guidé / Guided personal work x Travail personnel autonome / Autonomous personal work x Projet / Project Autre (expliquer) / Other (explain) :

Plan de cours / Course plan Presentation of trading/analysis tools: Saxo and Bloomberg Introduction to Major Commodities: production, uses, supply, demand Commodity Markets: physical, exchanges, and OTC Principles of Trading: market analysis, risk management Bibliographie / References Site(s) web / Web sites Lecture obligatoire / Required reading Zerohedge, TheBigPicture (Ritholz), DollarCollapse, Jesse s Café Americain, Financial Sense Optionnelle / Recommended Deutsch Bank Guide to Commodities Commodity Derivatives: N. Schofield 6. Country Risk Risk analysis and forecasting will be approached as management tools. The course is composed of lectures, case studies, team briefings, and debates. 7. Macro economic indicators This class will teach you how to bridge the wide gap between the something mind-numbering theories of textbook economics and the everyday world of Wall Street. It will do so by focusing on a dozen economic indicators that affect the equity, fixed income, FOREX and commodity markets. Understanding what they are and how they work will make the study of economics more pragmatic and could make the pursuit of investment gains more profitable. 8. Asset Valuation (M&A) This course is dedicated to the valuation, structuring, financing and negotiating of M&A transactions. It provides the students with a background for understanding mergers and acquisitions and corporate restructuring and addresses crucial questions including: What can we learn from theories about M&A? What is the empirical evidence? How does one value companies acquiring, or being acquired? How can a merger be funded in such a way as to retain the merged entity's flexibility? When do leveraged buy-outs make sense, and how can they be financed? 9. Technical Analysis Technical analysis is based upon the idea that markets move in trends, and that trends are determined by investor's reactions to a wide variety of changing forces" (Pring). The class' objective is to present you with the existing tools of technical analysis as a mean of understanding market workings, projecting market swings, and capitalizing on investment opportunities.

MSc in Luxury and Fashion Management 1. Integrated luxury and Fashion Communication Students will be clearly able to define the limits of mass driven communication (eg fashion world) vs. market driving communication (eg. Luxury world). They will understand the tremendous power of this strategic orientation and feel and balance the specific budgets to be allocated while managing brand image. 2. State of the Art in Fashion and Luxury Crédits / Credits Nombre / Number : 2 State of the Art in Fashion and Luxury Charge de travail / Student workload Programme / Program Face à face / Contact Hours Distanciel / Autonomous Personal &/or Team work Evaluation / Evaluation Durée Nbh : 15 Nbh : Nbh : Nbh : Nbh : PGE MS PGE FC MSc PGE COOP Bachelor DDA ESDHEM CCA PhD Département / Department Droit et Fiscalité / Law and Taxation Economie / Economics Finance, comptabilité, contrôle / Accounting and Finance Management de Projets / Project Management Marketing Vente / Marketing Management Ressources Humaines et Comportement Organisationnel / Human Resource Management & Organizational Behaviour Stratégie et Entrepreneuriat / Strategy & Entrepreneurship Systèmes d information et Organisation / Information System & Organization Langues / Languages Type de cours / Course type Commun / Core Electif / Elective Optionnel /Optional Campus / Campus LILLE PARIS SOPHIA SUZHOU RALEIGH Cours ouvert aux étudiants en échanges in / Course open to students in exchange Langue d enseignement / Teaching Language Pré-requis / Prerequisite Période d enseignement / Teaching period Responsable du cours / Course Coordinator Noms des Intervenant(s) par campus/ Instructor(s) Names by campus Evaluateur(s) / Evaluator(s) ENGLISH None. This course is devoted to students joining the MSc Luxury & Fashion Management as they are willing to work in the marketing, branding, artistic, international fields, and need an average background level. S1 Ivan COSTE SOPHIA Ivan COSTE Ivan COSTE LILLE PARIS SUZHOU Ivan COSTE RALEIGH Ivan COSTE

Description du cours / Course description This specialization seeks to give students showing financial or marketing backgrounds the opportunity to enhance their knowledges in the luxury world, maybe one the fastest moving ones. The main aim is to acquire the skills enabeling students to evolve in the innovation-driven and polycultural environment of global luxury companies and holdings. Connaissances / Knowledge and Understanding (subject specific) Résultats d apprentissage / Learning Outcomes Students will learn to develop lateral thinking, complex vision and flexible managerial capacities. Luxury strategies need to be created around changes and kinetics. Many professionnal tools will also be used from marketing aprroaches to acurate media planning, whether national or international. Aptitudes cognitives / Cognitive/Intellectual skills (generic) Attitudes / Key transferable skills (generic) Compétences pratiques / Practical skills (subject specific) A l issue de la formation, l étudiant devrait être capable : Evaluation finale (DS) / Final examination Evaluation des étudiants / Student Assessment QCM (quizz) % Etude de cas (case study) % Questions (questions) % Exercices (exercises) % Autre (other) % Précisez (precise): Contrôle continu / Continuous Assessment Présentation orale (oral presentation) % QCM (quizz) % Dossier % Etude de cas (case study) % Autre (other) % Précisez (precise): Méthodes d enseignement / Teaching Methods Format de cours / Course format Cours / Lectures Séminaire / Seminar Tutorat / Tutorial sessions TD Autre (other) Précisez (precise) Activités d apprentissage / Learning activities Etude de cas / Case Studies Travail personnel guidé / Guided personal work Travail personnel autonome / Autonomous personal work Projet / Project Autre (expliquer) / Other (explain) : Plan de cours / Course plan The Luxury World is growing at a high speed. As it is now spreading over unexpected segments or nations, this specific management involves many uncommon strategic decisions. An overview of many of these activities will be achieved, enabling students to increase their backgrounds and knowledges with an indepth approach of some techniques, raw materials and so on. This course has been designed in order to make students understand these multiple specificities and facettes by means of various nowadays cases and professional examples.

Bibliographie / References Lecture obligatoire / Required reading Let Them Eat Cake: Marketing Luxury To The Masses -- As Well As The Classes (janvier 2005) de Pamela N. Danziger Trading Up: Why Consumers Want New Luxury Goods... And How Companies Create Them (janvier 2005) de Michael Silverstein, et al -- Relié Optionnelle / Recommended MSc in Strategic Events Management and Tourism Management 1. MICE Crédits / Credits Nombre / Number : 4 Charge de travail / Student workload MICE The Business Events Industry MSc in Strategic Event Management and Tourism Management (SEMTM) Face à face / Contact Hours Distanciel / Autonomous Personal &/or Team work Evaluation / Evaluation Durée Nbh : 30 Nbh : Nbh : Nbh : Nbh : Programme / Program PGE MS PGE FC MSc PGE COOP Bachelor DDA ESDHEM CCA PhD Département / Department Droit et Fiscalité / Law and Taxation Economie / Economics Finance, comptabilité, contrôle / Accounting and Finance Management de Projets / Project Management Marketing Vente / Marketing Management Ressources Humaines et Comportement Organisationnel / Human Resource Management & Organizational Behaviour Stratégie et Entrepreneuriat / Strategy & Entrepreneurship Systèmes d information et Organisation / Information System & Organization Langues / Languages Type de cours / Course type Commun / Core x Electif / Elective Optionnel /Optional Année / Year 2012-13 Campus / Campus LILLE PARIS SOPHIA SUZHOU RALEIGH Cours ouvert aux étudiants en échanges in / Course open to students in exchange Langue d enseignement / Teaching Language Pré-requis / Prerequisite Période d enseignement / Teaching period Responsable du cours / Course Coordinator Noms des Intervenant(s) par campus/ Instructor(s) Names by campus Evaluateur(s) / Evaluator(s) English No specific requisites Semester 1 Mady Keup SOPHIA Rob Davidson Rob Davidson LILLE PARIS SUZHOU RALEIGH

Description du cours / Course description The core business of business tourism: the strategic management of Meetings, Incentives, Conventions and Events. The course will provide the knowledge and tools to enable the student to become an effective and profitable events manager. Among the issues dealt with in this course: the industry sectors, corporate and association buying patterns; the role of procurement, creating added value for the event clients, strategic meeting management, creating leisure business from business clients. Connaissances / Knowledge and Understanding (subject specific) Understand the strategic role of the meeting planner and how their work adds value to achieving the over-arching goals of the organizations that use their services. Understand the key decision processes that business events planners are obliged to follow when designing and executing a business event, including how external factors in the wider business and social environment affect those decisions. Aptitudes cognitives / Cognitive/Intellectual skills (generic) Résultats d apprentissage / Learning Outcomes Take a critical and analytical approach to the process of business events planning, applying theories and key concepts in the field of the management of knowledge assets, technological progress and innovation Attitudes / Key transferable skills (generic) Evaluate information and data from a variety of sources and take a critical approach to this, identifying examples of best practice that could be implemented in a professional context; to communicate clearly in writing as well as verbally. Compétences pratiques / Practical skills (subject specific) A l issue de la formation, l étudiant devrait être capable : Contribution aux objectifs pédagogiques du programme / Contribution to learning objectives Be able to take a strategic approach to the professional and effective planning of business event, including site selection, risk and crisis management, the financial and legal aspects, food and beverage operations, setting the meetings/event programme content, and evaluation: and measuring the return on investment from business events. LO1.1 To recognize potential ethical dilemmas LO1.2 To select the best course of action to follow in order to behave as responsible managers LO2.1 To contribute substantively to the product of a group and demonstrate leadership skills LO3.1 To produce clear, well organized verbal presentations LO3.2 To produce clear, well organized written communication LO3.3 To understand in detail extended speech and complex texts in English LO4.1 To analyze globalization and evaluate its effects on business LO4.2 To apply theories and key concepts in the field of the management of knowledge assets, technological progress and innovation LO5.1 To analyze and apply advanced concepts in a specialized discipline LO5.2 To assess a business issue and formulate solutions in a specialized discipline Evaluation finale (DS) / Final examination Evaluation des étudiants / Student Assessment QCM (quizz) % Etude de cas (case study) % Questions (questions) % Exercices (exercises) % Autre (other) % Précisez (precise): Contrôle continu / Continuous Assessment Présentation orale (oral presentation) x 10% QCM (quizz) % Dossier x 40% Etude de cas (case study) % Autre (other) x 50% Précisez (precise): Essay

Méthodes d enseignement / Teaching Methods Format de cours / Course format Cours / Lectures Séminaire / Seminar Tutorat / Tutorial sessions TD Autre (other) Précisez (precise) Activités d apprentissage / Learning activities Etude de cas / Case Studies Travail personnel guidé / Guided personal work Travail personnel autonome / Autonomous personal work Projet / Project Autre (expliquer) / Other (explain) : Session 1 The globalized market environment for business events: technological, social and economic drivers Session 2 The new strategic role of the meetings/events planner Session 3 Site selection: strategic choice of destinations and venues Session 4 Risk and crisis management for meetings and events Session 5 The financial and legal aspects of meetings and events: compliance and procurement Plan de cours / Course plan Session 6 Strategic use of food and beverage operations in meetings and events Session 7 Aligning the meetings/event programme content with organizational strategy Session 8 Evaluation: Return on investment (ROI) from meetings and events: financial, innovation, added knowledge and increased performance Session 9 Student presentations Session 10 Ethical dilemmas in the strategic management of business events Bibliographie / References Lecture obligatoire / Required reading Davis, L. & Martin, D. (2010) Critical Success Factors for the Use of ROI Methodology in the Meeting Industry, Ryerson University Harris, M. & Sainsbury, M. (2011) Grass Roots Meetings Industry Report 2011, Travel Intelligence Network Jago, L. & Deery, M. (2011) Delivering Innovation, Knowledge and Performance - The Role of Business Events, BECA Tum, J. and Norton, P. (2012) Management of Event Operations, Elsevier Optionnelle / Recommended Astroff M & Abbey J (2006), Convention Sales and Services, Waterbury Press Bowdin, G., Allen, J., O Toole, W., Harris, R., and McDonnell, I. (2011) Events Management, Elsevier McCabe,V., Poole, B., Weeks, P. and Leiper, N. (2000) The business and management of conventions, Wiley. Silvers, J., R. (2004) Professional Event Coordination, Wiley

Site(s) web / Web sites Association Meetings International (www.meetpie.com/publicat/asocmeet/currissu/ascconts.asp) Conference and Incentive Management (www.cimpublications.de) Conference and Incentive Travel (www.citmagazine.com) Convene (www.pcma.org/resources/convene/archives) Incentive magazine www.incentivemag.com Incentive Travel & Corporate Meetings (www.incentivetravel.co.uk) Meetings and Conventions (www.meetings-conventions.com) Meetings and Incentive Travel (www.meetpie.com/publicat/mit/currissu/mitconts.asp) Meeting Support Institute (http://meetingsupport.org/knowledge_base) Successful Meetings (www.successmtgs.com) 2. Sustainability in Tourism Crédits / Credits Nombre / Number : 4 Charge de travail / Student workload Sustainable Performance in Tourism MSc in Strategic Event Management and Tourism Management (SEMTM) Face à face / Contact Hours Distanciel / Autonomous Personal &/or Team work Evaluation / Evaluation Durée Nbh : 30 Nbh : Nbh : 60 Nbh : Nbh : Programme / Program PGE MS PGE FC MSc PGE COOP Bachelor DDA ESDHEM CCA PhD Département / Department Droit et Fiscalité / Law and Taxation Economie / Economics Finance, comptabilité, contrôle / Accounting and Finance Management de Projets / Project Management Marketing Vente / Marketing Management Ressources Humaines et Comportement Organisationnel / Human Resource Management & Organizational Behaviour Stratégie et Entrepreneuriat / Strategy & Entrepreneurship Systèmes d information et Organisation / Information System & Organization Langues / Languages Type de cours / Course type Commun / Core Electif / Elective Optionnel /Optional Année / Year 2012-13 Campus / Campus LILLE PARIS SOPHIA SUZHOU RALEIGH Cours ouvert aux étudiants en échanges in / Course open to students in exchange Langue d enseignement / Teaching Language Période d enseignement / Teaching period Responsable du cours / Course Coordinator English Semester 1 Mady Keup

Noms des Intervenant(s) par campus/ Instructor(s) Names by campus SOPHIA Frédéric Dimanche David Ward-Perkins LILLE PARIS SUZHOU RALEIGH Evaluateur(s) / Evaluator(s) Frédéric Dimanche & David Ward-Perkins Description du cours / Course description Sustainability in tourism businesses has become a strategic issue where business practices are intended to restore environmental quality and build social equity, while increasing long-term profitability. This course will focus on the foundations of sustainable development, before demonstrating how the event and tourism business environment is gradually shifting to favor environmentally and socially responsible products and practices. Strategic management, marketing, as well as operational issues will be presented and discussed. Connaissances / Knowledge and Understanding (subject specific) 1. Understand and apply the core concepts of Strategy, Marketing, Management, and Operations, and integrate them with sustainability principles for both tourism & events businesses and their communities 2. Understand the role of tourism businesses in society and the concepts, principles, and practical approaches of sustainability management. 3. Learn sustainable management monitoring and evaluation tools 4. Learn sustainable management performance strategies in various tourism and event organizations Aptitudes cognitives / Cognitive/Intellectual skills (generic) Résultats d apprentissage / Learning Outcomes 1. Develop the self-knowledge and personal capacity to lead tourism businesses ethically, effectively, and with integrity. 2. Apply systems thinking, creativity and critical analysis to addressing problems and opportunities. 3. Leverage theory, technology and collaboration strategies to foster learning and drive change at the individual, team, organizational and societal level. Attitudes / Key transferable skills (generic) 1. Communicate clearly and persuasively in writing, speaking, and interpersonal relations. Compétences pratiques / Practical skills (subject specific) Contribution aux objectifs pédagogiques du programme / Contribution to learning objectives Learn how to develop a sustainable management plan for an event & tourism organization LO1.1 To recognize potential ethical dilemmas LO1.2 To select the best course of action to follow in order to behave as responsible managers LO3.2 To produce clear, well organized written communication LO4.1 To analyze globalization and evaluate its effects on business LO4.2 To apply theories and key concepts in the field of the management of knowledge assets, technological progress and innovation LO5.1 To analyze and apply advanced concepts in a specialized discipline LO5.2 To assess a business issue and formulate solutions in a specialized discipline Final examination Evaluation des étudiants / Student Assessment QCM (quizz) % Etude de cas (case study) 40% Questions (questions) % Exercices (exercises) % Autre (other) % Précisez (precise): Continuous Assessment Présentation orale (oral presentation) % quizz) % Brief 40% case study % Other : Participation 20% Précisez (precise):

Méthodes d enseignement / Teaching Methods Format de cours / Course format Cours / Lectures Séminaire / Seminar Tutorat / Tutorial sessions TD Autre (other) Précisez (precise) Activités d apprentissage / Learning activities Etude de cas / Case Studies Travail personnel guidé / Guided personal work Travail personnel autonome / Autonomous personal work Projet / Project Bibliographie / References Required reading Hassan, S. (2000). Determinants of Market Competitiveness in an Environmentally Sustainable Tourism Industry. Journal of Travel Research, 38(3), 239-245. PricewaterhouseCoopers LLP Report (2008). Here to stay: sustainability in the travel and leisure sector. Sustainability Marketing: The Eight Cs of Sustainability Branding Additional readings will be provided in class. Projects will require students to find and read additional references Recommended Webster, K. (2000). Environmental management in the hospitality industry. London: Thomson. United Nations Environment Programme (2005). Making tourism more sustainable: A guide for policy makers. Paris: UNEP Blackburn, W.R. (2007). The Sustainability Handbook: The complete management guide to achieving social, economic and environmental responsibility. Environmental Law Institute. Washington DC. ISBN # 9781585761029 3. Team Management Crédits / Credits Nombre / Number : 2 Charge de travail / Student workload Team Management MSc in Strategic Event Management and Tourism Management (SEMTM) Face à face / Contact Hours Distanciel / Autonomous Personal &/or Team work Evaluation / Evaluation Durée Nbh : 15 Nbh : Nbh : Nbh : Nbh : Programme / Program PGE MS PGE FC MSc PGE COOP Bachelor DDA ESDHEM CCA PhD Département / Department Droit et Fiscalité / Law and Taxation Economie / Economics Finance, comptabilité, contrôle / Accounting and Finance Management de Projets / Project Management Marketing Vente / Marketing Management Ressources Humaines et Comportement Organisationnel / Human Resource Management & Organizational Behaviour Stratégie et Entrepreneuriat / Strategy & Entrepreneurship Systèmes d information et Organisation / Information System & Organization Langues / Languages Type de cours / Course type Commun / Core Electif / Elective Optionnel /Optional Année / Year 2012-13 Campus / Campus LILLE PARIS SOPHIA SUZHOU RALEIGH

Cours ouvert aux étudiants en échanges in / Course open to students in exchange Langue d enseignement / Teaching Language Pré-requis / Prerequisite Période d enseignement / Teaching period Responsable du cours / Course Coordinator Noms des Intervenant(s) par campus/ Instructor(s) Names by campus Evaluateur(s) / Evaluator(s) English No specific prerequisite Semester 1 Mady Keup SOPHIA Jinia Mukerjee Nath Jinia Mukerjee Nath LILLE PARIS SUZHOU RALEIGH Description du cours / Course description The event and tourism industries rely heavily on team work in operations and planning. This elective course will give an introduction into the creation and continued motivation of highly productive teams. Connaissances / Knowledge and Understanding (subject specific) At the end of this course, student s are expected to: Understand the role of a team member and leader and the different dynamics of a team in an organisational setting. They should be able to reflect on their personal strengths and weaknesses in a team situation and proactively work on improving themselves by self-reflection and feedback from co-team members. Aptitudes cognitives / Cognitive/Intellectual skills (generic) Résultats d apprentissage / Learning Outcomes Attitudes / Key transferable skills (generic) This course has the objective of giving students the skills that they need to work in team, while being sensitive to individual differences. It also aims to make them aware that often in a team situation one has to remain open to criticisms from fellow team players while continually striving to increase personal effectiveness for achieving the team s objective. Compétences pratiques / Practical skills (subject specific) A l issue de la formation, l étudiant devrait être capable : At the end of the course, the students are expected to Take responsibility of their own learning and development, behave professionally and ethically when working in a team. Contribution aux objectifs pédagogiques du programme / Contribution to learning objectives LO2.1 To contribute substantively to the product of a group and demonstrate leadership skills LO2.2 To recognize and use positively the various dimensions of diversity LO2.3 To work effectively at distance and manage virtual teams LO3.1 To produce clear, well organized verbal presentations LO3.2 To produce clear, well organized written communication LO4.1 To analyze globalization and evaluate its effects on business LO4.2 To apply theories and key concepts in the field of the management of knowledge assets, technological progress and innovation Evaluation finale (DS) / Final examination Evaluation des étudiants / Student Assessment QCM (quizz) % Etude de cas (case study) 80% Questions (questions) % Exercices (exercises) % Autre (other) % Précisez (precise): Contrôle continu / Continuous Assessment Présentation orale (oral presentation) %

QCM (quizz) % Dossier % Etude de cas (case study) % Autre (other) 20% Précisez (precise):peer Review Méthodes d enseignement / Teaching Methods Format de cours / Course format Cours / Lectures Séminaire / Seminar Tutorat / Tutorial sessions TD Autre (other) Précisez (precise) Activités d apprentissage / Learning activities Etude de cas / Case Studies Travail personnel guidé / Guided personal work Travail personnel autonome / Autonomous personal work Projet / Project Autre (expliquer) / Other (explain) : Plan de cours / Course plan Team effectiveness (in relation to job design, context, composition, process); Group development model; leadership; virtual teams. Throughout the course, students will actively participate in individual and group work to apply the theories taught. Bibliographie / References Lecture obligatoire / Required reading NONE Optionnelle / Recommended 1. Leading from your strengths : Team building discovery kit by Dr John Trent and Rodney Cox. 2.The Discipline of Teams:...Small Group Performance Workbook ( Jon R. Katzenbach, Douglas K. Smith: John Wiley & Sons) Nombre CM Amphi Durée CM Amphi Nombre TD SOPHIA 5 3 hours LILLE PARIS CHINE RALEIGH Modalités de délivrance du cours (par campus si différent) CM plenary style course TD - tutorial Durée TD Autres (Distance learning, etc ) Préciser les spécificités de programmation/ scheduling (TD journée, cadencement spécifique des séances) All sessions delivered within a special elective week

4. Destination Marketing Crédits / Credits Nombre / Number : 2 Charge de travail / Student workload Destination Marketing MSc in Strategic Event Management and Tourism Management (SEMTM) Face à face / Contact Hours Distanciel / Autonomous Personal &/or Team work Evaluation / Evaluation Durée Nbh : 15 Nbh : Nbh : Nbh : Nbh : Programme / Program PGE MS PGE FC MSc PGE COOP Bachelor DDA ESDHEM CCA PhD Département / Department Droit et Fiscalité / Law and Taxation Economie / Economics Finance, comptabilité, contrôle / Accounting and Finance Management de Projets / Project Management Marketing Vente / Marketing Management Ressources Humaines et Comportement Organisationnel / Human Resource Management & Organizational Behaviour Stratégie et Entrepreneuriat / Strategy & Entrepreneurship Systèmes d information et Organisation / Information System & Organization Langues / Languages Type de cours / Course type Commun / Core Electif / Elective Optionnel /Optional Année / Year 2012-13 Campus / Campus LILLE PARIS SOPHIA SUZHOU RALEIGH Cours ouvert aux étudiants en échanges in / Course open to students in exchange Langue d enseignement / Teaching Language Pré-requis / Prerequisite Période d enseignement / Teaching period Responsable du cours / Course Coordinator Noms des Intervenant(s) par campus/ Instructor(s) Names by campus Evaluateur(s) / Evaluator(s) English No particular prerequisite Semester 1 Mady Keup SOPHIA Mady Keup Mady Keup LILLE PARIS SUZHOU RALEIGH Description du cours / Course description Destinations face a highly competitive environment in both their leisure and business tourism marketing. Students will investigate how destinations market themselves and will gain an understanding of the current behavioural and economic trends that affect destinations as well as an overview of destination branding practices. Résultats d apprentissage / Learning Outcomes Connaissances / Knowledge and Understanding (subject specific) o To understand the pivotal role of destinations in the tourism system Aptitudes cognitives / Cognitive/Intellectual skills (generic) o To comprehend the influence of stakeholders and the DMO's role as "honest broker" on behalf of the

destination (DMO = Destination Marketing Organisation). Attitudes / Key transferable skills (generic) o Be able to analyse both the external and internal environment of a destination and understand how important factors influence positioning, branding and the marketing mix of destinations Compétences pratiques / Practical skills (subject specific) A l issue de la formation, l étudiant devrait être capable : o Review practice in destination marketing through targeted group activity. Contribution aux objectifs pédagogiques du programme / Contribution to learning objectives LO1.1 To recognize potential ethical dilemmas LO1.2 To select the best course of action to follow in order to behave as responsible managers LO2.1 To contribute substantively to the product of a group and demonstrate leadership skills LO2.2 To recognize and use positively the various dimensions of diversity LO3.2 To produce clear, well organized written communication LO4.2 To apply theories and key concepts in the field of the management of knowledge assets, technological progress and innovation LO5.1 To analyse and apply advanced concepts in a specialized discipline LO5.2 To assess a business issue and formulate solutions in a specialized discipline Evaluation finale (DS) / Final examination Evaluation des étudiants / Student Assessment QCM (quizz) % Etude de cas (case study) % Questions (questions) % Exercices (exercises) % Autre (other) 50% Précisez (precise): individual report Contrôle continu / Continuous Assessment Présentation orale (oral presentation) 50 % QCM (quizz) % Dossier % Etude de cas (case study) % Autre (other) % Précisez (precise): Méthodes d enseignement / Teaching Methods Format de cours / Course format Cours / Lectures Séminaire / Seminar Tutorat / Tutorial sessions TD Autre (other) Précisez (precise) Activités d apprentissage / Learning activities Etude de cas / Case Studies Travail personnel guidé / Guided personal work Travail personnel autonome / Autonomous personal work Projet / Project Autre (expliquer) / Other (explain) : Destination Identity what makes a destination? Plan de cours / Course plan The role of stakeholders Who is responsible for destination marketing and what is their role? Destination marketing:

Bibliographie / References Branding Public Relations B2C promotion B2B promotion Co-opetition Events Lecture obligatoire / Required reading None Optionnelle / Recommended Site(s) web / Web sites Destinationmarketing.org Europeancitiesmarketing.com MSc in International Business 1. International Finance International Finance Crédits / Credits Nombre / Number : 4 Charge de travail / Student workload Programme / Program Face à face / Contact Hours Distanciel / Autonomous Personal &/or Team work Evaluation / Evaluation Durée Nbh : 30 Nbh : Nbh : Nbh : Nbh : PGE MS PGE FC MSc PGE COOP Bachelor DDA ESDHEM CCA PhD Département / Department Droit et Fiscalité / Law and Taxation Economie / Economics Finance, comptabilité, contrôle / Accounting and Finance Management de Projets / Project Management Marketing Vente / Marketing Management Ressources Humaines et Comportement Organisationnel / Human Resource Management & Organizational Behaviour Stratégie et Entrepreneuriat / Strategy & Entrepreneurship Systèmes d information et Organisation / Information System & Organization Langues / Languages Type de cours / Course type Commun / Core Electif / Elective Optionnel /Optional Année / Year 2012-2013 Campus / Campus LILLE PARIS SOPHIA SUZHOU RALEIGH Cours ouvert aux étudiants en échanges in / Course open to students in exchange Langue d enseignement / Teaching Language Pré-requis / Prerequisite Période d enseignement / Teaching period Responsable du cours / Course Coordinator Noms des Intervenant(s) par campus/ Instructor(s) Names by campus English None S1 Bertrand Groslambert SOPHIA Ephraïm Clark LILLE PARIS SUZHOU Horacio Ortiz RALEIGH Bertrand Groslambert

Evaluateur(s) / Evaluator(s) Description du cours / Course description Ephraïm Clark, Bertrand Groslambert, Horacio Ortiz This course provides an overview of the nature and operation of global capital markets and traded financial instruments. Students are exposed to the organisation of the international financial system and the markets for stocks, bonds, commodities and foreign exchange. Connaissances / Knowledge and Understanding (subject specific) The student is expected to: Comprehend basic grounding in the theory and practice of international finance; Understand the analytical frameworks of risk management; Aptitudes cognitives / Cognitive/Intellectual skills (generic) The student is expected to: Develop a critical appreciation of the interaction between corporate decision-making and capital market behaviour. Résultats d apprentissage / Learning Outcomes Attitudes / Key transferable skills (generic) The student is expected to: Compétences pratiques / Practical skills (subject specific) The student is expected to: Understand the organization of the international economic and financial system; Identify the sources of opportunity and risk arising from the international context; Recognize and master the methodological tools and financial techniques necessary to exploit the opportunities and manage the risks associated with international economic and financial transactions; Incorporate previous knowledge in other areas such as statistics, quantitative techniques, computer programming, economics that can be used in international risk management. Evaluation finale (DS) / Final examination Evaluation des étudiants / Student Assessment QCM (quizz) % Etude de cas (case study) % Questions (questions) % Exercices (exercises) % Final term, 1h30 written test 50 % Contrôle continu / Continuous Assessment Présentation orale (oral presentation) % QCM (quizz) % Dossier % Etude de cas (case study) 50 % Autre (other) % Précisez (precise): Méthodes d enseignement / Teaching Methods Format de cours / Course format Cours / Lectures 10 3-hour lectures Séminaire / Seminar Tutorat / Tutorial sessions TD Autre (other) Précisez (precise) Activités d apprentissage / Learning activities Etude de cas / Case Studies Travail personnel guidé / Guided personal work Travail personnel autonome / Autonomous personal work Projet / Project Autre (expliquer) / Other (explain) : Plan de cours / Course plan Topic 1 Background to international trade and finance Topic 2 The exchange rate and economic adjustment Topic 3 International parity relations Topic 4 International financial system Topic 5 The foreign exchange market Topic 6 The international debt markets Topic 7 World equity markets Topic 8 International commodity markets Topic 9 Derivative markets, instruments and techniques

Bibliographie / References Lecture obligatoire / Required reading Ephraim CLARK, INTERNATIONAL FINANCE, (London: Thomson Learning, 2002) Optionnelle / Recommended 2. Internationalization of the firm Internationalization of the firm Crédits / Credits 5 Charge de travail / Student workload Programme / Program Face à face / Contact Hours Distanciel / Autonomous Personal &/or Team work Evaluation / Evaluation Durée Nbh : 30 Nbh : 3 Nbh : 45 Nbh : 2 Nbh : PGE MS PGE FC MSc PGE COOP Bachelor DDA ESDHEM CCA PhD Département / Department Droit et Fiscalité / Law and Taxation Economie / Economics Finance, comptabilité, contrôle / Accounting and Finance Management de Projets / Project Management Marketing Vente / Marketing Management Ressources Humaines et Comportement Organisationnel / Human Resource Management & Organizational Behaviour Stratégie et Entrepreneuriat / Strategy & Entrepreneurship Systèmes d information et Organisation / Information System & Organization Langues / Languages Type de cours / Course type Commun / Core Electif / Elective Optionnel /Optional Année / Year 2012/13 Campus / Campus LILLE PARIS SOPHIA SUZHOU RALEIGH Cours ouvert aux étudiants en échanges in / Course open to students in exchange Langue d enseignement / Teaching Language Pré-requis / Prerequisite Période d enseignement / Teaching period Responsable du cours / Course Coordinator Noms des Intervenant(s) par campus/ Instructor(s) Names by campus Evaluateur(s) / Evaluator(s) Description du cours / Course description English English Proficiency M2 level Marketing Fundamentals First semester ( Fall) JC TAGGER SOPHIA JC TAGGER/Anke MIDDELMAN LILLE JC TAGGER /D BOISSIN/MC RIBEILL PARIS SUZHOU JC TAGGER/ M KERZERO RALEIGH JC TAGGER/MC RIBEILL This course aims at giving MSc IB students practical knowledge on the key success factors in the internationalization of a firm with a focus on SMB s. Students will be given insights on how business is influenced by multicultural aspects and on practical exercise to improve skillset in intercultural communication as well as all basics related to entry mode and international marketing specificities. Through a practical analysis of real business cases, they will acquire methodology and tools to evolve in an international business environment This course presents an opportunity to utilize knowledge and develop skills acquired in Marketing, Strategy and

Research Method courses. Knowledge and Understanding (subject specific) By the end of this course, the student is expected to understand the challenges of the International Business development functions. Résultats d apprentissage / Learning Outcomes Cognitive/Intellectual skills (generic) - Source data - Make a descriptive summary - Analyze information - Create recommendations - Formulate critical questions - Draw conclusions Key transferable skills (generic) - Collaborate with other team members on a project - Work effectively in a diversified team Practical skills (subject specific) -Write a short business analysis document - Make a stand-up presentation - Ask pertinent questions about other studies Contribution aux objectifs pédagogiques du programme / Contribution to learning objectives LO2.2 To recognize and use positively the various dimensions of diversity LO5.2 To assess a business issue and formulate solutions in a specialized discipline Evaluation finale (DS) / Final examination Evaluation des étudiants / Student Assessment QCM (quizz) % Etude de cas (case study) 40% (Final project) Questions (questions) % Exercices (exercises) % Autre (other) % Contrôle continu / Continuous Assessment Présentation orale (oral presentation) 40% ( Multicultural module) QCM (quizz) % Dossier 20% ( Midterm project) Etude de cas (case study) % Autre (other) % Précisez (precise): Format de cours / Course format Cours / Lectures Séminaire / Seminar Tutorat / Tutorial sessions TD Autre (other) Précisez (coaching ) Méthodes d enseignement / Teaching Methods Activités d apprentissage / Learning activities Etude de cas / Case Studies Travail personnel guidé / Guided personal work Travail personnel autonome / Autonomous personal work Projet / Project Autre (expliquer) / Other (explain) : 2 Projects Project Phase 1 : Analysis of Export strategy & implementation of one local SME ( including Interview with Company MD s) Feedback through a mini-case presentation Overall presentation and analysis of company and its international activities Recommendation for export strategy and/or intl sourcing Recommendation will include for instance : - proposed export markets

- suggestions for product localisation - International marketing strategy - International supply-chain proposal - Entry modes in new markets Projects Phase 2 : ( in cooperation with a team from aother campus) For company of Phase 1 : Action plan and coordination of first steps with a remote team ( here the internationalization takes place) For another company from another campus : Execution of first steps of internationalization under coordination from a remote team Plan de cours / Course plan Sessions 1 to 4 : Multicultural Sessions 5 : Internationalization strategy / Entry Modes / Project kick off Session 6: International Marketing / Coaching Session7 : First project review/ Assignment of cross campus teams Session 8: Coaching Session 9 : Coaching Session 10 : Final Project review Nombre CM Amphi Durée CM Amphi Nombre TD SOPHIA 6 LILLE PARIS CHINE 5 RALEIGH 5 Durée TD 3Hrs 3Hrs 3hrs Modalités de délivrance du cours (par campus si différent) Autres (Distance learning, etc ) 9 Hrs coaching 3 Hrs cross campus review 3 hours remote session 9 Hrs remote coaching 3Hrs cross campus Review 3 hours remote session 9 Hrs remote coaching 3 Hs crss campus Review Préciser les spécificités de programmation (TD journée, cadencement spécifique des séances) 4 Multicultural sessions = seminar 2 Sessions Intl Marketing 2 sessions review/jury 2 sessions Coaching 4 Multicultural sessions = seminar 2 Sessions Intl Marketing 2 sessions review/jury 2 sessions Coaching 4 Multicultural sessions = seminar 2 Sessions Intl Marketing 2 sessions review/jury 2 sessions Coaching 3. Doing Business in Europe 1 Crédits / Credits Nombre / Number : 4 Doing Business in Europe 1 Charge de travail / Student workload Programme / Program Face à face / Contact Hours Distanciel / Autonomous Personal &/or Team work Evaluation / Evaluation Durée Nbh : 30 Nbh : Nbh : 45 Nbh : 3 Nbh : PGE MS PGE FC MSc X PGE COOP Bachelor DDA ESDHEM CCA PhD Département / Department Droit et Fiscalité / Law and Taxation

Economie / Economics Finance, comptabilité, contrôle / Accounting and Finance Management de Projets / Project Management Marketing Vente / Marketing Management Ressources Humaines et Comportement Organisationnel / Human Resource Management & Organizational Behaviour Stratégie et Entrepreneuriat / Strategy & Entrepreneurship Systèmes d information et Organisation / Information System & Organization Langues / Languages X Type de cours / Course type Commun / Core X Electif / Elective Optionnel /Optional Année / Year MSc International Business Campus / Campus LILLE PARIS SOPHIA X SUZHOU RALEIGH Cours ouvert aux étudiants en échanges in / Course open to students in exchange Langue d enseignement / Teaching Language Période d enseignement / Teaching period Noms des Intervenant(s) par campus/ Instructor(s) Names by campus Evaluateur(s) / Evaluator(s) English First semester (Fall 2012) SOPHIA Gabriele Suder LILLE Prof. Gabriele Suder, Jean Monnet Chair X PARIS SUZHOU RALEIGH Description du cours / Course description The formation of the Single European Market (SEM) and its recent enlargement meant that Europe became the largest trading bloc in the world with a population of more than 540 million people, making it a powerful competitive force in global market. Most analysts agree that the SEM has greatly enhanced market opportunities for European companies and for every international firms in the world because regional integration precedes and maintains the globalization of economies and firms. This course provides you with the main knowledge that helps you understand the European market and its characteristics, and discussed the relevant tools for market entry, Europeanization and coherence with the market rules and conditions. Starting from a discussion of the fundamental values of the European Union and its integration, students learn to understand the significance of market groupings for Europe as a case for other forms of economic integration (free trade areas, customs unions et.al. worldwide) and their economic and social significance. Pro-and interactive, this course is on Europeanization case studies, course-adapted quantitative and qualitative research, and oral presentation and discussion of best practices. Whenever available, the use of podcasts and internet based learning (for example internet chat with students at partner universities and on other SKEMA sites working in the same field) is encouraged. Students will help organise topic-related workshops. Connaissances / Knowledge and Understanding (subject specific) By the end of this course, the student is expected to : - understand the business opportunities and challenges in the European Market - recognize the importance of economic integration for corporations in their home market and abroad. Aptitudes cognitives / Cognitive/Intellectual skills (generic) - be able to use information from testimonials and workshops for critical strategic thinking - have the capacity to transpose theory from this course into practical examples Résultats d apprentissage / Learning Outcomes Attitudes / Key transferable skills (generic) - Work in teams - Interact with professionals in the field and investigate for relevant information Compétences pratiques / Practical skills (subject specific) A l issue de la formation, l étudiant devrait être capable : - understand and be able to track customs and taxation information incoherence with locations - find market study information about newer and older European Union member states - acquire necessary information about rule- & decision-making stakeholders communicate and interest European corporations in information-sharing.

Contribution aux objectifs pédagogiques du programme / Contribution to learning objectives Indiquer les learning objectives auxquels contribue le cours (en se basant sur le curriculum mapping du programme) Evaluation finale (DS) / Final examination Evaluation des étudiants / Student Assessment QCM (quizz) X 50% Etude de cas (case study) % Questions (questions) % Exercices (exercises) % Autre (other) Workshop project X 25% Précisez (precise): Contrôle continu / Continuous Assessment Présentation orale (oral presentation) % QCM (quizz) % Dossier % Etude de cas (case study) % Autre (other)participation X 25% Précisez (precise): Méthodes d enseignement / Teaching Methods Plan de cours / Course plan Format de cours / Course format Cours / Lectures X Séminaire / Seminar Tutorat / Tutorial sessions TD Autre (other) Précisez (precise) Activités d apprentissage / Learning activities Etude de cas / Case Studies Travail personnel guidé / Guided personal work Travail personnel autonome / Autonomous personal work Projet / Project Autre (expliquer) / Other (explain) : 1 Introduction and Organisation 2 Market integration : Evolution of its business relevance for Europe 3 The enlargement of the European market : business opportunities & challenges 4 Decision-making in Europe : why institutions matter and how they help attract and sustain business 5 Workshop 6 SMEs in Europe. 7 The Europeanisation of business management : European business culture 8 Investment in EU countries : a discussion 9 Workshop 10 MCQ Exam and conclusion. Bibliographie / References Site(s) web / Web sites Lecture obligatoire / Required reading Doing Business in Europe 2 nd Edition, by Gabriele Suder, Sage Publications, Dec. 2012 Optionnelle / Recommended 4. Executive consulting Executive Consulting Crédits / Credits Nombre / Number : 2 Charge de travail / Student workload Face à face / Contact Hours Distanciel / Autonomous Personal &/or Team work Evaluation / Evaluation Durée Nbh : 15 Nbh : Nbh : 15 Nbh : see below Nbh :

Programme / Program PGE MS PGE FC MSc PGE COOP Bachelor DDA ESDHEM CCA PhD Département / Department Droit et Fiscalité / Law and Taxation Economie / Economics Finance, comptabilité, contrôle / Accounting and Finance Management de Projets / Project Management Marketing Vente / Marketing Management Ressources Humaines et Comportement Organisationnel / Human Resource Management & Organizational Behaviour Stratégie et Entrepreneuriat / Strategy & Entrepreneurship Systèmes d information et Organisation / Information System & Organization Langues / Languages Type de cours / Course type Commun / Core Electif / Elective Optionnel /Optional Année / Year 2012-2013 Campus / Campus LILLE PARIS SOPHIA SUZHOU RALEIGH Cours ouvert aux étudiants en échanges in / Course open to students in exchange Langue d enseignement / Teaching Language Pré-requis / Prerequisite Période d enseignement / Teaching period Responsable du cours / Course Coordinator Noms des Intervenant(s) par campus/ Instructor(s) Names by campus Evaluateur(s) / Evaluator(s) English Essentials of strategic management Semester 1 Philippe CHEREAU SOPHIA Philippe CHEREAU Philippe CHEREAU LILLE PARIS SUZHOU RALEIGH 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. Methods are based on a robust understanding of strategic and organizational management theories transposed into consulting and change management best practices. Connaissances / Knowledge and Understanding (subject specific) Students are expected to be prepared to conduct strategic management consulting missions. Aptitudes cognitives / Cognitive/Intellectual skills (generic) Résultats d apprentissage / Learning Outcomes 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 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 external or internal executive consulting teams and be effectively operational on the very short term. Contribution aux objectifs pédagogiques du programme / Contribution to learning LO3.2 To produce clear, well organized written communication LO5.1 To analyze and apply advanced concepts in a specialized discipline

objectives LO5.2 To assess a business issue and formulate solutions in a specialized discipline Evaluation finale (DS) / Final examination Evaluation des étudiants / Student Assessment QCM (quizz) % Etude de cas (case study) 50% Questions (questions) % Exercices (exercises) % Autre (other) % Précisez (precise): Contrôle continu / Continuous Assessment Présentation orale (oral presentation) % QCM (quizz) % Dossier % Etude de cas (case study) 50% Autre (other) % Précisez (precise): Méthodes d enseignement / Teaching Methods Format de cours / Course format Cours / Lectures Séminaire / Seminar Tutorat / Tutorial sessions TD Autre (other) Précisez (precise) Activités d apprentissage / Learning activities Etude de cas / Case Studies Travail personnel guidé / Guided personal work Travail personnel autonome / Autonomous personal work Projet / Project Autre (expliquer) / Other (explain) : Plan de cours / Course plan Session 1 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 Mini case study Session 2 5.2 Generic strategies 5.3 The life cycle 5.4 Key Success Factors 5.5 Opportunities and threats 5.6 The chain of value 5.7 The competitive advantage 5.8 The benchmarking Mini case study 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 Session 3 Case study: strategic diagnostic Session 4 9 Strategic choices and formulations 9.1 Criteria of evaluation of the scenarios 9.2 Designing scenarios 9.3 Evaluating and implementing scenarios 10 Implementing change management 10.1 Leading change: the 8 steps 10.2 A few tools to leading change Session 5 11 Practical advices to consultants

11.1 Selling a consulting mission 11.2 Some pieces of advice for a successful mission Briefing for individual case study 5. NGO Management Crédits / Credits Nombre / Number : 2 NGO Management Charge de travail / Student workload Programme / Program Face à face / Contact Hours Distanciel / Autonomous Personal &/or Team work Evaluation / Evaluation Durée Nbh : 15 Nbh : Nbh : Nbh : Nbh : PGE MS PGE FC MSc PGE COOP Bachelor DDA ESDHEM CCA PhD Département / Department Droit et Fiscalité / Law and Taxation Economie / Economics Finance, comptabilité, contrôle / Accounting and Finance Management de Projets / Project Management Marketing Vente / Marketing Management Ressources Humaines et Comportement Organisationnel / Human Resource Management & Organizational Behaviour Stratégie et Entrepreneuriat / Strategy & Entrepreneurship Systèmes d information et Organisation / Information System & Organization Langues / Languages Type de cours / Course type Commun / Core Electif / Elective Optionnel /Optional Campus / Campus LILLE PARIS SOPHIA SUZHOU RALEIGH Cours ouvert aux étudiants en échanges in / Course open to students in exchange Langue d enseignement / Teaching Language Période d enseignement / Teaching period Noms des Intervenant(s) par campus/ Instructor(s) Names by campus English fall S1 SOPHIA Laurence Berlie LILLE PARIS SUZHOU RALEIGH Laurence Berlie Evaluateur(s) / Evaluator(s) Laurence Berlie Description du cours / Course description NGOs have become a very important actor of today s society and play a crucial role in the world s political agenda. They have also become a key stakeholder for many international firms. It is important for any manager, especially those involved in international business, to understand who NGOs are, what we can learn from them, and how they interfere with corporations. It is also important for students to understand that their business background can lead them to work, directly or indirectly, for international organizations or NGOs. Connaissances / Knowledge and Understanding (subject specific) Résultats d apprentissage / Learning Outcomes understand what an NGO is; know the most important international NGOs; understand the specifics of NGOs, especially compared to companies; understand NGOs missions and activities; develop an understanding of key aspects of NGO management, understand business-ngo relationships, and their evolution

Aptitudes cognitives / Cognitive/Intellectual skills (generic) -. have a better understanding of some of the world s issues NGOs work on Attitudes / Key transferable skills (generic) Compétences pratiques / Practical skills (subject specific) A l issue de la formation, l étudiant devrait être capable : be able to understand how business skills are transferable to an NGO, be able to think about marketing, fundraising and human resource management in a non profit context Contribution aux objectifs pédagogiques du programme / Contribution to learning objectives Indiquer les learning objectives auxquels contribue le cours (en se basant sur le curriculum mapping du programme) Evaluation finale (DS) / Final examination QCM (quizz) % Etude de cas (case study) 60 % Questions (questions) % Exercices (exercises) % Autre (other) % Evaluation des étudiants / Student Assessment Contrôle continu / Continuous Assessment Présentation orale (oral presentation) % QCM (quizz) % Dossier 40 % Etude de cas (case study) % Autre (other) % Précisez (precise): Méthodes d enseignement / Teaching Methods Format de cours / Course format Cours / Lectures Séminaire / Seminar Tutorat / Tutorial sessions TD Autre (other) Précisez (precise) Activités d apprentissage / Learning activities Etude de cas / Case Studies Travail personnel guidé / Guided personal work Travail personnel autonome / Autonomous personal work Projet / Project Autre (expliquer) / Other (explain) :

MSc in Strategic Human Resources Management 1. Basic seminar: contemporary HRM This course is an introduction of the school year, a presentation of our HRM philosophy and a team bulding event 2. Theoretical issues in HRM Theoretical issues in HRM Crédits / Credits Nombre / Number : 3 Charge de travail / Student workload Programme / Program Face à face / Contact Hours Distanciel / Autonomous Personal &/or Team work Evaluation / Evaluation Durée Nbh : 13 hours Nbh : 7 hours Nbh : 60 heures Nbh : Nbh : 80 PGE MS PGE FC MSc PGE COOP Bachelor DDA ESDHEM CCA PhD Département / Department Droit et Fiscalité / Law and Taxation Economie / Economics Finance, comptabilité, contrôle / Accounting and Finance Management de Projets / Project Management Marketing Vente / Marketing Management Ressources Humaines et Comportement Organisationnel / Human Resource Management & Organizational Behaviour Stratégie et Entrepreneuriat / Strategy & Entrepreneurship Systèmes d information et Organisation / Information System & Organization Langues / Languages Type de cours / Course type Commun / Core Electif / Elective Optionnel /Optional Campus / Campus LILLE PARIS SOPHIA SUZHOU RALEIGH Cours ouvert aux étudiants en échanges in / Course open to students in exchange Langue d enseignement / Teaching Language Période d enseignement / Teaching period Responsable du cours / Course Coordinator Noms des Intervenant(s) par campus/ Instructor(s) Names by campus Evaluateur(s) / Evaluator(s) English S1 Stephanie Chasserio SOPHIA Nathalie Richebé Stephanie Chasserio Stephanie Chasserio LILLE PARIS SUZHOU RALEIGH Description du cours / Course description This course aims to present the main issues of organizational context and their effects in terms of HRM. We develop a holistic vision of the organization and its constitutive elements to better design adequate HRM policies. Therefore streams in HRM theory will be also presented. Résultats d apprentissage / Learning Outcomes Connaissances / Knowledge and Understanding (subject specific) comprendre les arbitrages et les champs de tension qui traversent la GRH,

- cerner l importance de la cohérence entre les configurations organisationnelles et les modèles de GRH, - comprendre l influence des variables organisationnelles sur les comportements au travail. - Understand importance of coherence between organizational structures and HRM policies - Catch influence of organizational dimensions on human behaviors at work Aptitudes cognitives / Cognitive/Intellectual skills (generic) - savoir établir un diagnostic de l efficacité de la fonction RH en entreprise, - maîtriser les méthodes d analyse des organisations et de leurs impacts sur les comportements individuels et collectifs au travail, - comprendre les grilles de lecture d analyse des organisations. - Master diagnosis methods to analyze organizations and their effects on individual and collective behaviors at work - Build a diagnosis about efficiency of the HRM function Attitudes / Key transferable skills (generic) ; - de maîtriser la méthode des cas et la méthodologie d analyse des organisations, - de savoir adopter une démarche transversale d analyse des réalités et des dysfonctionnements organisationnels. - Be able to use the case method to analyze organizations - Be able to adopt a transversal approach about organizations Compétences pratiques / Practical skills (subject specific) A l issue de la formation, l étudiant devrait être capable : - maîtriser les techniques et grilles d analyse du fonctionnement des organisations, - savoir adopter une lecture transversale des problématiques RH dans l entreprise, - savoir poser un diagnostic de la fonction RH en entreprise. - Master technics and analytical tools about organizations Evaluation finale (DS) / Final examination Evaluation des étudiants / Student Assessment QCM (quizz) % Etude de cas (case study) 50% Questions (questions) % Exercices (exercises) % Autre (other) % Précisez (precise): Contrôle continu / Continuous Assessment Présentation orale (oral presentation) % QCM (quizz) % Dossier % Etude de cas (case study) % Autre (other) 50% individual dissertation on seminal academic papers Méthodes d enseignement / Teaching Methods Plan de cours / Course plan Format de cours / Course format Cours / Lectures Séminaire / Seminar Tutorat / Tutorial sessions TD Autre (other) Précisez (precise) Activités d apprentissage / Learning activities Etude de cas / Case Studies Travail personnel guidé / Guided personal work Travail personnel autonome / Autonomous personal work Projet / Project Autre (expliquer) / Other (explain) : Main topics Day 1 :

Topic 1: Organization and environment Articles : Powell et Di Maggio (1983) «the Iron Cage revisited: Institutional isomorphism and collective rationality in organizational fields», American Sociological Review, vol.48, n 2, pp.147-160. Miles, Snow and Pfeffer (1974) Organization-Environment. Concepts and issues, Industrial Relations, vol. 13, n 3, pp. 244-264. topic 2 :Organizational design Articles: Mintzberg (1981) Organization design: Fashion or fir? Harvard Business Review Mintzberg (1981) Structure in 5 s: A synthesis of the research on organization design, Management science, vol.26 n 3, pp.322-343 Foss (2002) Introduction: New organizational forms Critical perspectives, International Journal of The Economics of Business, vol.9, n 1, pp.1-8. Ouchi (1980) Markets, Bureaucracies and clans, Administrative Science Quarterly, vol. 25, pp. 129-141. Illustrations: Cases studies on organization design Presentations and discussion on organizational design innovation. Cases studies on management innovation Source: Gary Hamel Beyond bureaucracy http://www.managementexchange.com/blog/m-prize/beyond-bureaucracy-challenge Day 2: Topic 3: Organization of work Clarke (1997) Changing work systems, changing social relations: A Canadian General Motors plant, Relations Industrielles/ Industrial Relations, vol. 52, n 4, pp.839-864. Karasek (1979) Job demands, job decision latitude, and mental strain: Implication for job redesign Administrative Science Quarterly, vol. 24, n 2, pp. 285-308. Lloyd and Payne (2009) Full of sound and fury, signifying nothing: Interrogating new skills concepts in service work. The view from two UK call centers, Work, Employment Society, vol.23, p. 617. Mouret (2010) Détruire les animaux inutiles à la production. Une activité centrale du point de vue de la souffrance éthique des salariés en production porcine industrielle», Travailler, vol. 2, n 24, pp. 73-91. Dewe and Kompier (2008) «Foresight mental capital and well-being : Futures challenges» The Government Office for Science, London. Topic 4: Context and contingency in HRM - institutional environment of HRM - Tensions and choices in HRM - from strategy to operational management in HRM main components of HRM - contingency framework of HRM - models of HRM - Performance and efficiency in HRM - Challenges in HRM 3 rd day: distance learning Team work on real case studies Bibliographie / References Lecture obligatoire / Required reading To be determined Optionnelle / Recommended 3. HRM Audit (project) Audit RH / HR Audit Crédits / Credits Nombre / Number : 7 Charge de travail / Student workload Face à face / Contact Hours Distanciel / Autonomous Personal &/or Team work Evaluation / Evaluation Durée Nbh : 18 Nbh : 0 Nbh : 27 Nbh : 3 Nbh : 48

Programme / Program PGE MS PGE FC MSc X PGE COOP Bachelor DDA ESDHEM CCA PhD Département / Department Droit et Fiscalité / Law and Taxation Economie / Economics Finance, comptabilité, contrôle / Accounting and Finance Management de Projets / Project Management Marketing Vente / Marketing Management Ressources Humaines et Comportement Organisationnel / Human Resource Management & Organizational Behaviour Stratégie et Entrepreneuriat / Strategy & Entrepreneurship Systèmes d information et Organisation / Information System & Organization Langues / Languages X Type de cours / Course type Commun / Core X Electif / Elective Optionnel /Optional Année / Year 2012 Campus / Campus LILLE PARIS SOPHIA X SUZHOU RALEIGH Cours ouvert aux étudiants en échanges in / Course open to students in exchange Langue d enseignement / Teaching Language Pré-requis / Prerequisite Période d enseignement / Teaching period Responsable du cours / Course Coordinator Noms des Intervenant(s) par campus/ Instructor(s) Names by campus Evaluateur(s) / Evaluator(s) Description du cours / Course description Anglais / English Non S1 Sabine Schmid SOPHIA Guillaume Pertinant Guillaume Pertinant LILLE X PARIS SUZHOU RALEIGH Cours de sensibilisation à la méthodologie d audit RH en entreprise et aux outils permettant de réaliser ces audits. Ce cours intègre des mini-audits menés dans entreprises locales. This course is an introduction to HR audit methodology and tools. The course will enable students to acquire theoretical and practical skills to conduct such audits. Students will be proposed to run a mini HR Connaissances / Knowledge and Understanding (subject specific) - Connaître les principaux éléments méthodologiques permettant de réaliser un audit RH en entreprise - Maîtriser les éléments et référentiels théoriques de la thématique d audit sélectionnée - Understand the fundamentals of HR audit methodology - Become familiar with the HT audit tools and standards Résultats d apprentissage / Learning Outcomes Aptitudes cognitives / Cognitive/Intellectual skills (generic) - Savoir utiliser quelques outils d audit et distinguer la complémentarité de l approche quantitative et qualitative - Savoir faire un audit de la démographie en entreprise. - Know how to use some HR audits tools. In particular, students will understand the differences between the quantitative and qualitative phases of a HR audit - Specifically, the students will know how to run an audit of one corporation s demography. Attitudes / Key transferable skills (generic)

- Comprendre la posture éthique de l auditeur - Comprendre l importance de la démarche participative et paritaire dans l intervention d audit - Understand of to deal with ethics during a HR audit - Understand the importance of the participatory approach Compétences pratiques / Practical skills (subject specific) A l issue de la formation, l étudiant devrait être capable : - Mener un audit RH dont la méthodologie d intervention sera devenue familière - Know of to conduct a HR audit Contribution aux objectifs pédagogiques du programme / Contribution to learning objectives Indiquer les learning objectives auxquels contribue le cours (en se basant sur le curriculum mapping du programme) Comprendre la méthodologie d audit RH ; Comprendre le rôle d un auditeur Understand the HR audit methodology. Understand the rôle of the auditor Evaluation finale (DS) / Final examination Evaluation des étudiants / Student Assessment QCM (quizz) % Etude de cas (case study) % Questions (questions) % Exercices (exercises) % Autre (other) X 100 % Précisez (precise): restitution écrite et orale des résultats du mini audit. Oral and written présentation of the mini HR audit Contrôle continu / Continuous Assessment Présentation orale (oral presentation) % QCM (quizz) % Dossier % Etude de cas (case study) % Autre (other) % Précisez (precise): Méthodes d enseignement / Teaching Methods Format de cours / Course format Cours / Lectures X Séminaire / Seminar X Tutorat / Tutorial sessions TD Autre (other) X Précisez (precise) Mini audit en enterprise ; Quelques vidéos Activités d apprentissage / Learning activities Etude de cas / Case Studies X Travail personnel guidé / Guided personal work Travail personnel autonome / Autonomous personal work Projet / Project X Mini audit en entreprise Autre (expliquer) / Other (explain) : Plan de cours / Course plan - Etude de la méthodologie de l audit RH (les référentiels, les outils, les méthodes, l éthique et la posture, la méthodologie) - Etudes de cas dynamique : audit de la démographie - Accompagnement des mini-audits RH en entreprise - Study of HR audit fundamentals (methodology, tools, ethics ) - Case studies on demography - Tutoring of HR audits Bibliographie / References Lecture obligatoire / Required reading Optionnelle / Recommended Audit Sociai Jacques Igalens et Jean-Marie Peretti ed. Eyrolles

4. International dynamics in HRM International Dynamics in HRM Crédits / Credits Nombre / Number : 4 Charge de travail / Student workload Face à face / Contact Hours Distanciel / Nbh : 27 Nbh : 0 Autonomous Personal & Team work Nbh : 30 Evaluation / Evaluation Nbh : included in the course Durée Nbh : 57 Programme / Program PGE MS PGE FC MSc PGE COOP Bachelor DDA ESDHEM CCA PhD Département / Department Droit et Fiscalité / Law and Taxation Economie / Economics Finance, comptabilité, contrôle / Accounting and Finance Management de Projets / Project Management Marketing Vente / Marketing Management Ressources Humaines et Comportement Organisationnel / Human Resource Management & Organizational Behaviour Stratégie et Entrepreneuriat / Strategy & Entrepreneurship Systèmes d information et Organisation / Information System & Organization Langues / Languages Type de cours / Course type Commun / Core Electif / Elective Optionnel /Optional Année / Year 2012 Campus / Campus LILLE PARIS SOPHIA SUZHOU RALEIGH Cours ouvert aux étudiants en échanges in / Course open to students in exchange Langue d enseignement / Teaching Language Pré-requis / Prerequisite Période d enseignement / Teaching period Responsable du cours / Course Coordinator Noms des Intervenant(s) par campus/ Instructor(s) Names by campus Evaluateur(s) / Evaluator(s) English HR basics : 1 st Semester Sabine SCHMID SOPHIA Pierre DEHE Pierre DEHE LILLE PARIS SUZHOU RALEIGH Description du cours / Course description In the international business environment, global strategy & organisational efficiency imperatives are countered by local realities and a need for local responsiveness. In the multinational context of the business, the human resources managers have to propose a dynamic model of HR management. Through the HR strategy, policies and practices, they have to accompany the human resources of the companies to compete in the global, multinational and fast changing business environment This course approaches the key HR functions and their specificities within the global companies arena through a pragmatic course driven by real cases studies. Résultats d apprentissage / Learning Outcomes Connaissances / Knowledge and Understanding (subject specific)

- Understand the key features of the main HR functions in an international environment - Outline the key concepts of the HR policies in the international context : Recruitment,Compensation management, Rewarding, Career Development, Performance Management through real case studies. Aptitudes cognitives / Cognitive/Intellectual skills (generic) - demonstrate an understanding of the core policies of the HR management in International environment, - demonstrate the ability to critically examine the policies and bring his/her own reflexion in any systems - Propose practical resolution to any HR issues or problems related to Human resource Management. Attitudes / Key transferable skills (generic) - Participate actively to the course discussion and collective exercise - Share his own experience during the sessions - Have a true position of reflexion in any HR subject using his/her own judgement Compétences pratiques / Practical skills (subject specific) A l issue de la formation, l étudiant devrait être capable : - Demonstrate practical ability to work in a multinational environment - Be familiar with the main HR policies applicable in an international companies Evaluation finale (DS) / Final examination Evaluation des étudiants / Student Assessment QCM (quizz) 20% Etude de cas (case study) 30% Questions (questions) % Exercices (exercises) % Autre (other) % Précisez (precise): Contrôle continu / Continuous Assessment Présentation orale (oral presentation) 25% QCM (quizz) % Dossier % Etude de cas (case study) 25% Autre (other) % Précisez (precise): Méthodes d enseignement / Teaching Methods Format de cours / Course format Cours / Lectures Séminaire / Seminar Tutorat / Tutorial sessions TD Autre (other) Précisez (precise) Activités d apprentissage / Learning activities Etude de cas / Case Studies Travail personnel guidé / Guided personal work Travail personnel autonome / Autonomous personal work Projet / Project Autre (expliquer) / Other (explain) : Plan de cours / Course plan 1. Course Introduction - International Human resources Management Stategy & Challenges 2. Sourcing & Recruitment in International environment 3. Organisational Effectiveness in multinational environment & International Job Grading 4. Reward Management in International Market environment 5. Performance Management, Ranking & Pay for performance 6. Benefits & Pension Plan in International companies 7. International Training & Development 8. International Mobility Policies & Practices 9. Personnel Development, Career Management & Employee involvement Final examination

Bibliographie / References Lecture obligatoire / Required reading Optionnelle / Recommended Human Resource Management Theory & Practices Braton & Gold Palgrave Macmillan Nombre CM Amphi Durée CM Amphi Nombre TD SOPHIA 9 * 3h Included in the course sesions n/a LILLE PARIS CHINE RALEIGH Modalités de délivrance du cours (par campus si différent) Durée TD Autres (Distance learning, etc ) Préciser les spécificités de programmation (TD journée, cadencement spécifique des séances) n/a no 5. Human Side of HRM This course is designed to develop the understanding of how individuals and groups affect - and are affected by -organizations 6. Elective: English for HRM Specialised English for HR students 7. Human Resource Management in the Supply Chain Crédits / Credits Nombre / Number : Human Resource Management in the Supply Chain Charge de travail / Student workload Programme / Program Face à face / Contact Hours Distanciel / Autonomous Personal &/or Team work Evaluation / Evaluation Durée Nbh : 15 Nbh : Nbh : 7.5 Nbh : 7.5 Nbh : 30 PGE MS PGE FC MSc PGE COOP Bachelor DDA ESDHEM CCA PhD Département / Department Droit et Fiscalité / Law and Taxation Economie / Economics Finance, comptabilité, contrôle / Accounting and Finance Management de Projets / Project Management Marketing Vente / Marketing

Management Ressources Humaines et Comportement Organisationnel / Human Resource Management & Organizational Behaviour Stratégie et Entrepreneuriat / Strategy & Entrepreneurship Systèmes d information et Organisation / Information System & Organization Langues / Languages Type de cours / Course type Commun / Core Electif / Elective Optionnel /Optional Année / Year 2012-2013 Campus / Campus LILLE PARIS SOPHIA SUZHOU RALEIGH Cours ouvert aux étudiants en échanges in / Course open to students in exchange Langue d enseignement / Teaching Language Pré-requis / Prerequisite Période d enseignement / Teaching period Responsable du cours / Course Coordinator Noms des Intervenant(s) par campus/ Instructor(s) Names by campus English None S1 Marie Koulikoff-Souviron SOPHIA Marie Koulikoff- Souviron LILLE PARIS SUZHOU RALEIGH The aim of the course is to bridge SCM and HRM to enhance supply chain success through people. It is aimed at future Supply Chain, Purchasing, Project Management and Human Resource Management professionals. Description du cours / Course description The course is based on the premise that successful supply chain management rests on the performance of the people in supply chains. Managing human resources in supply chain settings is a challenge at two levels: - Within firms, where managers and employees need to be motivated to achieve the global supply chain objectives rather than to optimize local performance - Between firms, where people need to be encouraged to share information and knowledge in order to leverage the value at the interface between the partners. Knowledge and Understanding (subject specific) The student is expected to be able to: Cognitive/Intellectual skills (generic) The student is expected to be able to: - Be knowledgeable of concepts, principles and techniques that drive the key barriers and facilitators of HRM in the supply chain Résultats d apprentissage / Learning Outcomes Key transferable skills (generic) The student is expected to be able to: Prepare a well-organized consulting report - Contribute significantly to a project within a multi-cultural team Practical skills (subject specific) The student is expected to be able to: - Apply the course concepts and techniques to real life HRM/supply chain operations. Contribution aux objectifs pédagogiques du programme / Contribution to learning objectives Evaluation des étudiants / Student Assessment Indiquer les learning objectives auxquels contribue le cours (en se basant sur le curriculum mapping du programme) Evaluation finale (DS) / Final examination Explain type : 50% Individual exam QCM (quizz) % Etude de cas (case study) % Questions (questions) % Exercices (exercises) % Autre (other) % Précisez (precise): Contrôle continu / Continuous Assessment Explain type : 50% group project 50% Final project 50%: MIDTERM : 1,5 hour exam with open ended questions

Présentation orale (oral presentation) % QCM (quizz) % Dossier % Etude de cas (case study) % Autre (other) % Précisez (precise): Méthodes d enseignement / Teaching Methods Format de cours / Course format Cours / Lectures Séminaire / Seminar Tutorat / Tutorial sessions TD Autre (other) Précisez (precise) Activités d apprentissage / Learning activities Etude de cas / Case Studies Travail personnel guidé / Guided personal work Travail personnel autonome / Autonomous personal work Projet / Project Autre (expliquer) / Other (explain) : Bibliographie / References Lecture obligatoire / Required reading Recommended Redman, T. and Wilkinson, A. (2009). Contemporary Human Resource Management. 3rd Edition Pearson Prentice Hall: Pearson Education Selected articles: Koulikoff-Souviron, M., Harrison, A (2007). The pervasive human resource picture in interdependent supply relationships, International Journal of Operations and Production Management, Vol. 27, n 1, pp. 8-27 Koulikoff-Souviron, M., Harrison, A. (2010) Evolving HR practices in a Strategic Intra-Firm Supply chain, Human Resource Management, Special issue: HRM and the supply chain, Vol. 49, n 5, pp. 1-26 Lepak, D., & Snell, S. (1999). The human resource architecture: Toward a theory of human capital allocation and development. Academy of Management Review, 24(1), 31 48. Nombre CM Amphi Durée CM Amphi Nombre TD SOPHIA LILLE PARIS CHINE RALEIGH Modalités de délivrance du cours (par campus si différent) Durée TD Autres (Distance learning, etc ) Préciser les spécificités de programmation (TD journée, cadencement spécifique des séances) 3 hrs 15 hours over 5 days

8. Corporate communication Corporate Communication Crédits / Credits Nombre / Number : 2 Charge de travail / Student workload Programme / Program Face à face / Contact Hours Distanciel / Autonomous Personal &/or Team work Evaluation / Evaluation Durée Nbh : 15 Nbh : Nbh : 3 Nbh : 3 Nbh : PGE MS PGE FC MSc PGE COOP Bachelor DDA ESDHEM CCA PhD Département / Department Droit et Fiscalité / Law and Taxation Economie / Economics Finance, comptabilité, contrôle / Accounting and Finance Management de Projets / Project Management Marketing Vente / Marketing Management Ressources Humaines et Comportement Organisationnel / Human Resource Management & Organizational Behaviour Stratégie et Entrepreneuriat / Strategy & Entrepreneurship Systèmes d information et Organisation / Information System & Organization Langues / Languages Type de cours / Course type Commun / Core Electif / Elective Optionnel /Optional Année / Year 2012-13 Campus / Campus LILLE PARIS SOPHIA SUZHOU RALEIGH Cours ouvert aux étudiants en échanges in / Course open to students in exchange Langue d enseignement / Teaching Language Période d enseignement / Teaching period Responsable du cours / Course Coordinator Noms des Intervenant(s) par campus/ Instructor(s) Names by campus Evaluateur(s) / Evaluator(s) Description du cours / Course description English S5 Muriel Walas SOPHIA Virginie DROIT LILLE PARIS SUZHOU Virginie DROIT virginie.droit@redicom.fr (Director of a Communication Agency & Copy-writer) RALEIGH This course defines the basic notions of corporate communication, presents the relationship between announcer and agency, explains the copy strategy, teaches how to build a communication plan and how to make an advertising analysis. Main goals: lead the students through a professional behaviour, giving efficient methods to sustain the creativity and give the key to integrate a communication agency or a communication department. Connaissances / Knowledge and Understanding (subject specific) Résultats d apprentissage / Learning Outcomes - Understand and use the communication jargon - Know the various communication tools and their key rules Aptitudes cognitives / Cognitive/Intellectual skills (generic) - Understand the advertising hidden messages - Understand the role and challenges of Communication in a whole strategy - Know the various roles / careers in the communication sphere

Attitudes / Key transferable skills (generic) - Have a professional behavior face to communication issues - Show efficient methods to solve some communication issues (briefings, document analysis ) Compétences pratiques / Practical skills (subject specific) A l issue de la formation, l étudiant devrait être capable : - Apply the communication methods used in professional agencies and/or communication department - Apply the methods for a creative communication process - Define and write an agency creative briefing - Define and write an announcer briefing - Start a communication strategy - Start a communication plan Evaluation finale (DS) / Final examination Evaluation des étudiants / Student Assessment QCM (quizz) % Etude de cas (case study) 50 % Questions (questions) % Exercices (exercises) % Autre (other) % Précisez (precise): Contrôle continu / Continuous Assessment Présentation orale (oral presentation) 50 % QCM (quizz) % Dossier % Etude de cas (case study) % Autre (other) % Méthodes d enseignement / Teaching Methods Format de cours / Course format Cours / Lectures Séminaire / Seminar Tutorat / Tutorial sessions TD Autre (other) Précisez (precise) Activités d apprentissage / Learning activities Etude de cas / Case Studies Travail personnel guidé / Guided personal work Travail personnel autonome / Autonomous personal work Projet / Project Autre (expliquer) / Other (explain) : Plan de cours / Course plan 1. Corporate Communication: Introduction: a. Definition b. Actors & Roles c. Strategy & Tools 2. Relationship between announcer & agency: a. Understand the announcer needs b. Playing roles 3. The copy strategy: a. Creative strategies (case studies) b. Application c. Advertising analysis 4. The Communication plan a. Method & application (case study) b. Advertising analysis 5. Advertising analysis Site(s) web / Web sites Sign-up for the free and read as often as possible: http://www.journaldunet.com/ http://www.cbnews.fr/ http://www.abc-netmarketing.com/

http://www.netmarketeur.net/ http://www.marketing-internet.com/ 9. Negotiation skills Negotiation Skills Crédits / Credits Nombre / Number : 2 Charge de travail / Student workload Programme / Program Face à face / Contact Hours Distanciel / Autonomous Personal &/or Team work Evaluation / Evaluation Durée Nbh : 13 Nbh : Nbh : 15 Nbh : 2 Nbh : 30 PGE MS PGE FC MSc X PGE COOP Bachelor DDA ESDHEM CCA PhD Département / Department Droit et Fiscalité / Law and Taxation Economie / Economics Finance, comptabilité, contrôle / Accounting and Finance Management de Projets / Project Management Marketing Vente / Marketing Management Ressources Humaines et Comportement Organisationnel / Human Resource Management & Organizational Behaviour Stratégie et Entrepreneuriat / Strategy & Entrepreneurship Systèmes d information et Organisation / Information System & Organization Langues / Languages X Type de cours / Course type Commun / Core Electif / Elective Optionnel /Optional x Année / Year 2012-2013 Campus / Campus LILLE PARIS SOPHIA X SUZHOU RALEIGH Cours ouvert aux étudiants en échanges in / Course open to students in exchange Langue d enseignement / Teaching Language Pré-requis / Prerequisite Période d enseignement / Teaching period Responsable du cours / Course Coordinator Noms des Intervenant(s) par campus/ Instructor(s) Names by campus Evaluateur(s) / Evaluator(s) ENGLISH AS WORKING LANGUAGE ENGLISH S1 Sabine Schmid SOPHIA JC CHERPIN JC CHERPIN LILLE X PARIS SUZHOU RALEIGH Description du cours / Course description The seminar on INDUSTRIAL NEGOTIATIONS is intended to introduce participants to the concepts and process of negotiations in an industrial and professional environment. As everybody knows, the negotiations themes have grown and extended widely in all the human relations and more, in all the human contacts. INDUSTRIAL NEGOTIATIONS are part of human negotiations! It is very important to master the main concepts, attitudes, behaviour of what make the professional deals different, in an industrial environment. The participants will get a general and specific picture of the process, concept, hidden and official negotiations games, both individual and collective. The course goal is oriented toward a good level of understanding what is going on before, during and after the formal discussions and meetings and...sometimes tough times! The knowledge provided during this course will be immediately usable for HR people and managers in charge.

Connaissances / Knowledge and Understanding (subject specific) At the conclusion of this course, participants should be able to: -Know the principles of the industrial negotiations, -Know the concepts and processes, -Know the various negotiations behaviours which can be used, depending on counterpart and environment, -Integrate the benefits of the reasonable negotiations concept, -Train and practise themselves, through specific games and exercises. Résultats d apprentissage / Learning Outcomes Aptitudes cognitives / Cognitive/Intellectual skills (generic) -Read and understand the related chapters of the compulsory book -Develop a personal thinking about Negotiations and process Attitudes / Key transferable skills (generic) -Listen the teacher and the other students during their presentation -Work in the class room without any PC -Play an active role during the session -Humor, cool BUT focus and concerned also Contribution aux objectifs pédagogiques du programme / Contribution to learning objectives Evaluation des étudiants / Student Assessment Compétences pratiques / Practical skills (subject specific) The course will be delivered in English with the use of French terms when translation is inadequate. Indiquer les learning objectives auxquels contribue le cours (en se basant sur le curriculum mapping du programme) Evaluation finale (DS) / Final examination QCM (quizz) % Etude de cas (case study) % Questions (questions) % Exercices (exercises) 66 % Autre (other) 33 % INDIVIDUAL PARTICIPATION: Contrôle continu / Continuous Assessment Présentation orale (oral presentation) % QCM (quizz) % Dossier % Etude de cas (case study) % Autre (other) % Précisez (precise): Méthodes d enseignement / Teaching Methods Plan de cours / Course plan Bibliographie / References Format de cours / Course format Cours / Lectures Séminaire / Seminar X Tutorat / Tutorial sessions TD Autre (other) Précisez (precise) Activités d apprentissage / Learning activities Etude de cas / Case Studies X Travail personnel guidé / Guided personal work Travail personnel autonome / Autonomous personal work Projet / Project Autre (expliquer) / Other (explain) : -General social climate, -Negotiations behaviour, -Process, actors, stake holders, situations, arguments, rationale; -How to understand what s going on, -Improve personal skills in industrial negotiations. Lecture obligatoire / Required reading -Texts, documents and case-studies will be delivered along the course.

MSc in Supply Chain Management and Purchasing 1. Supply Chain Strategy and SCOR model Crédits / Credits Nombre / Number : 4 Supply Chain Strategy and SCOR Charge de travail / Student workload Programme / Program Face à face / Contact Hours Distanciel / Autonomous Personal &/or Team work Evaluation / Evaluation Durée Nbh : 30 Nbh : Nbh : 30 Nbh : 15 Nbh : 75 PGE MS PGE FC MSc PGE COOP Bachelor DDA ESDHEM CCA PhD Département / Department Droit et Fiscalité / Law and Taxation Economie / Economics Finance, comptabilité, contrôle / Accounting and Finance Management de Projets / Project Management Marketing Vente / Marketing Management Ressources Humaines et Comportement Organisationnel / Human Resource Management & Organizational Behaviour Stratégie et Entrepreneuriat / Strategy & Entrepreneurship Systèmes d information et Organisation / Information System & Organization Langues / Languages Type de cours / Course type Commun / Core Electif / Elective Optionnel /Optional Année / Year 2012-2013 Campus / Campus LILLE PARIS SOPHIA SUZHOU RALEIGH Cours ouvert aux étudiants en échanges in / Course open to students in exchange Langue d enseignement / Teaching Language Pré-requis / Prerequisite Période d enseignement / Teaching period Responsable du cours / Course Coordinator Noms des Intervenant(s) par campus/ Instructor(s) Names by campus Evaluateur(s) / Evaluator(s) English None S1 Marie Koulikoff-Souviron SOPHIA Marie Koulikoffsouviron Marie Koulikoff-Souviron LILLE PARIS SUZHOU RALEIGH This course provides students with a strategic framework for understanding how firms leverage their global supply chains (SC) in order to gain a competitive advantage. Description du cours / Course description Students will learn the strategies, principles and techniques that enable companies to achieve both agility (service, speed and flexibility) and leanness (efficiency and cost reduction). Concepts will be applied through teaching cases as well as and interaction with managers in charge of real life supply chains The course will introduce the SCOR Reference model, a decision-making framework that helps companies provide excellent customer service and improve operational performance. Résultats d apprentissage / Learning Outcomes Knowledge and Understanding (subject specific)

The student is expected to be able to: - Understand the strategic importance of supply chain design as a source of competitive advantage. - Apply SCOR reference model (standard processes, metrics and practices) for improving supply chain performance. - Recognize the characteristics of different SC strategies and how they fit with priorities of targeted customers. - Analyze how firms implement their supply chain strategy through 6 drivers of performance (facilities, inventory, transportation, information, sourcing and pricing) and the related metrics. Understand what trade-offs are used to optimize both cost and service. - Learn how companies can become world-class by designing new and inventive logistics solutions and services in order to achieve flexible and efficient global operations. - Recognize the cross-functional nature of SCM and review the knowledge integration required from all key functional areas of any business: sales, marketing, finance, operations, product development and engineering. - Understand the impact of a lack of information sharing and coordination in the supply chain both upstream (supplier-manufacturer) as well as in downstream relationships (manufacturer retailer). - Recognize the challenges of implementing sustainability programs in the supply chain, that integrate social, environmental, and economic responsibilities or Triple Bottom Line. Cognitive/Intellectual skills (generic) The student is expected to be able to: - Be knowledgeable of core supply chain strategies, principles and techniques - Be knowledgeable of SCOR reference model techniques and tools - Be knowledgeable of the need for cross-functional and inter-organizational integration for best-in-class supply chain operations - Analyze real supply chain data, assess the issues and propose solutions Key transferable skills (generic) The student is expected to be able to: - Prepare a well-organized consulting report - Contribute significantly to a project within a multi-cultural team Practical skills (subject specific) A l issue de la formation, l étudiant devrait être capable : The student is expected to be able to: - Apply the course concepts and techniques to real life supply chain data. - Communicate with supply chain professionals using their language Evaluation finale (DS) / Final examination Explain type : 50% Final project consulting report Evaluation des étudiants / Student Assessment QCM (quizz) % Etude de cas (case study) % Questions (questions) Exercices (exercises) % Autre (other) 50 % Final project consulting report Contrôle continu / Continuous Assessment Explain type : 50% MIDTERM 1,5 hour of individual exam with open-ended questions Présentation orale (oral presentation) % QCM (quizz) % Dossier % Etude de cas (case study) % Autre (other) % Méthodes d enseignement / Teaching Methods Format de cours / Course format Cours / Lectures Séminaire / Seminar Tutorat / Tutorial sessions TD Autre (other) Précisez (precise)

Activités d apprentissage / Learning activities Etude de cas / Case Studies Travail personnel guidé / Guided personal work Travail personnel autonome / Autonomous personal work Projet / Project Autre (expliquer) / Other (explain) : Plan de cours / Course plan Bibliographie / References Session Topic Cases and readings 1 Introduction: Supply chain strategy and Dell, - Chopra, Chapter 1 SCOR model 2 Supply chain strategy and competitive advantage Wal-Mart's supply chain management practices - Chopra, Chapter 2 3 Drivers of supply chain performance Marks and Spencer & Zara - Chopra, Chapter 3 4 Designing distribution networks Amazon.com s European distribution strategy - Chopra, Chapter 4 5 MIDTERM - Chopra Chapters 1,2, 3, 4 and all cases 6 IT in the supply chain Chapter 16 7 Global supply chain integration Li and Fung: The global value chain configurator - chapter 17 8 Applied learning: aligning supply chain strategy with firm strategy 9 The sustainability advantage: Triple Bottom Line and the supply chain 10 Supply chain project presentation Lecture obligatoire / Required reading Chopra, S. and Meindl, P. (2012). Supply Chain Management: Strategy, planning and operation. 5th Edition. Pearson Prentice Hall: Pearson Education SCOR Model 10.0 Version (pdf) SCOR Model 10. 0 Reference Guide Lego consolidating distribution Walmart s sustainability strategy, 2010 update Optionnelle / Recommended Christopher, M. (2011). Logistics and Supply Chain Management, 4th Edition. Pearson Prentice Hall: Pearson Education Nombre CM Amphi Durée CM Amphi Nombre TD SOPHIA 10 LILLE PARIS CHINE RALEIGH Modalités de délivrance du cours (par campus si différent) Durée TD Autres (Distance learning, etc ) Préciser les spécificités de programmation (TD journée, cadencement spécifique des séances) 3 3H PER WEEK

Crédits / Credits 4 2. Fundamentals of Procurement and Purchasing Fundamentals of Procurement and Purchasing Charge de travail / Student workload Face à face / Contact Hours Distanciel / Autonomous Personal &/or Team work Evaluation / Evaluation Durée Nbh : 23 Nbh : 7 Nbh : 15 Nbh : 4 Nbh : PGE MS Programme / Program PGE FC MSc PGE COOP Bachelor DDA ESDHEM CCA PhD Département / Department Droit et Fiscalité / Law and Taxation Economie / Economics Finance, comptabilité, contrôle / Accounting and Finance Management de Projets / Project Management Marketing Vente / Marketing Management Ressources Humaines et Comportement Organisationnel / Human Resource Management & Organizational Behaviour Stratégie et Entrepreneuriat / Strategy & Entrepreneurship Systèmes d information et Organisation / Information System & Organization Langues / Languages Type de cours / Course type Commun / Core Electif / Elective Optionnel /Optional Année / Year 2012-2013 Campus / Campus LILLE PARIS SOPHIA SUZHOU RALEIGH Cours ouvert aux étudiants en échanges in / Course open to students in exchange Langue d enseignement / Teaching Language Pré-requis / Prerequisite Période d enseignement / Teaching period Responsable du cours / Course Coordinator Noms des Intervenant(s) par campus/ Instructor(s) Names by campus Evaluateur(s) / Evaluator(s) English None Semester 1 Catherine TAUPIAC SOPHIA Catherine TAUPIAC (18h) Coralie BONIN (12h) Catherine TAUPIAC LILLE PARIS SUZHOU RALEIGH Description du cours / Course description Résultats d apprentissage / Learning Outcomes This course introduces the fundamentals of procurement and purchasing that are required to undertake a career in Supply Chain Management. It also includes the fundamentals of legal issues in purchasing contracts The aim of the course is to give students a comprehensive and coherent knowledge of the key concepts of International contracts, to provide tools to solve or to avoid legal problems arising in the practice of international business. The course focuses on the main issues relating to International Contract Law by providing an understanding of the essential elements of International contracts. Students will become familiar with an International contract in particular real international contracts, templates and contract forms. They will develop skills to identify the main clauses and the unavoidable elements of an international agreement. Connaissances / Knowledge and Understanding (subject specific)

At the end of this course, the student is expected to differentiate between purchasing and procurement, understand the major issues in those fields as well as the purchasing role and impact in negotiating contracts with suppliers. The student is expected to know the main legal principles that regulate international contracts, to manage the legal risks associated with international contracts and to be able to act as a professional when engaging in business activities. Compétences pratiques / Practical skills (subject specific) The student is expected to be able to draft a supply contract and undertake a cost breakdown analysis in a purchasing context : The student is expected to understand the different supply organizations and the specific applications. The student is expected to act with knowledge and understanding of legal norms and requirements. Contribution aux objectifs pédagogiques du programme / Contribution to learning objectives LO11 To recognize potential ethical dilemmas LO3.2 To produce clear, well organized written communication LO41 To analyze globalization and evaluate its effects on business LO5.1 To analyze and apply advanced concepts in a specialized discipline Evaluation finale (DS) / Final examination QCM (quizz) 50% Evaluation des étudiants / Student Assessment Etude de cas (case study) 50% Questions (questions) % Exercices (exercises) % Autre (other) % Précisez (precise): Contrôle continu / Continuous Assessment Présentation orale (oral presentation) 50% QCM (quizz) 50% Dossier % Etude de cas (case study) % Autre (other) % Précisez (precise): Méthodes d enseignement / Teaching Methods Format de cours / Course format Cours / Lectures Séminaire / Seminar Tutorat / Tutorial sessions TD Autre (other) Précisez (precise) Activités d apprentissage / Learning activities Etude de cas / Case Studies Travail personnel guidé / Guided personal work Travail personnel autonome / Autonomous personal work Projet / Project Autre (expliquer) / Other (explain) : Plan de cours / Course plan 1- FUNDAMENTALS - Evolution and importance of the procurement/purchasing functions - Differences between procurement and purchasing - Industrial purchasing - Diagnosis of Purchasing Portfolio - Buying Centre - Functional definition of requirements - Consolidation of needs and suppliers

- International procurement and supply (reasons, issues, incoterms, arbitration, managing imports) - Procurement and purchasing performances - The future of procurement and purchasing 2- PURCHASING TOOLS - Cost breakdown analysis - Total cost of ownership - Purchasing strategy - The role of negotiations in purchasing - E-procurement systems 3- LEGAL ISSUES a)contract fundamentals - Basic elements and creation of contract - The governing law and the concept of precedence - Legal families, the choice of the governing law & ruling language - Dispute resolution (State courts/arbitration) - Contract performance - Assignment/sub-contracting - Defective/delayed performance - Monetary compensations (penalties/liquidated damages) - Force major/hardship clause - Termination of contract - Contract documents and their priority - Definitions and interpretations b)sales Contracts - Creation of contract and applicable laws - The Vienna Convention - The battle of forms - Description of goods - Acceptance/rejection of goods - Contract price/price revision - Terms and conditions of delivery - Transfer in ownership, passing of risks - The ICC Incoterms c)supply Contracts - The flow down context and contracting parties - Entry into force of the contract - Scope and limit of works/supplies - Sub-contracting & «if & when» clauses - Payment provisions and timing - Bank guarantees and other sureties (bonds, standby letters of credit) - Local work/supplies and provisions in case of subsequent legislation 4 SPECIFIC APPLICATIONS Bibliographie / References Site(s) web / Web sites a)service Procurement - Description and scope of services - Result based contracts vs. resources based contracts - Terms in respect of care and skill - Obligation to cure, remedy, make good - Terms in respect of time for performance b) Project Procurement c) Capital Procurement d) Retail Procurement e) Public Procurement f) Indirect Procurement e) commodity procurement Lecture obligatoire / Required reading Arjan J. van Weele Purchasing and supply chain management, Fifth Edition ISBN :9781408018965 http://www.capsresearch.org/ Optionnelle / Recommended Peter Baily Procurement Principles and Management 10th edition 2008, ISBN :9780273713791 R. DUXBURY, Contract Law, Nutshells, 9th edition, Sweet & Maxwell, 2012, 189 p. R. SCHAFFER, F. AGUSTI and B. EARLE, International Business Law and its Environment, 7th edition, South-Western, 2009, 719 p.

3. Advanced Sourcing Advanced sourcing Crédits / Credits 4 (Sophia antipolis) Charge de travail / Student workload Face à face / Contact Hours Nbh : 30 (Sophia) 44 (Lille) Distanciel / Nbh : 5 Autonomous Personal &/or Team work Nbh : 15 (Sophia) 20 20 (Lille) Evaluation / Evaluation Nbh : 4 Durée Nbh : PGE MS Programme / Program PGE FC MSc PGE COOP Bachelor DDA ESDHEM CCA PhD Département / Department Droit et Fiscalité / Law and Taxation Economie / Economics Finance, comptabilité, contrôle / Accounting and Finance Management de Projets / Project Management Marketing Vente / Marketing Management Ressources Humaines et Comportement Organisationnel / Human Resource Management & Organizational Behaviour Stratégie et Entrepreneuriat / Strategy & Entrepreneurship Systèmes d information et Organisation / Information System & Organization Langues / Languages Type de cours / Course type Commun / Core Electif / Elective Optionnel /Optional Année / Year 2012-2013 Campus / Campus LILLE PARIS SOPHIA SUZHOU RALEIGH Cours ouvert aux étudiants en échanges in / Course open to students in exchange Langue d enseignement / Teaching Language Pré-requis / Prerequisite Période d enseignement / Teaching period Responsable du cours / Course Coordinator Noms des Intervenant(s) par campus/ Instructor(s) Names by campus Evaluateur(s) / Evaluator(s) English Fundamentals of purchasing Semester 1 Catherine TAUPIAC SOPHIA Catherine TAUPIAC Catherine TAUPIAC LILLE Catherine TAUPIAC PARIS SUZHOU RALEIGH Description du cours / Course description This course provides students with a strategic framework for understanding how firms manage sourcing in order to gain a competitive advantage: Résultats d apprentissage / Learning Outcomes Aptitudes cognitives / Cognitive/Intellectual skills (generic) At the end of this course, the student is expected to articulate the various phases that have to be followed to undertake complex sourcing operations, their importance and impact, adapt this methodology to a particular sourcing exercize:

Attitudes / Key transferable skills (generic) At the end of this course, the student is expected to prepare a comprehensive sourcing report Compétences pratiques / Practical skills (subject specific) At the end of this course, the student is expected to explicit the 7 step methodology and use the various tools that are used to go through the various phases. He/she will have used these tools for practical exercizes Contribution aux objectifs pédagogiques du programme / Contribution to learning objectives - LO11 To recognize potential ethical dilemmas - L012 To select the best course of action to follow in order to behave as responsible managers - LO3.1 To produce clear, well organized verbal communication - LO5.1 To analyze and apply advanced concepts in a specialized discipline Evaluation finale (DS) / Final examination QCM (quizz) % Evaluation des étudiants / Student Assessment Etude de cas (case study) % Questions (questions) % Exercices (exercises) % Autre (other) % Précisez (precise): Contrôle continu / Continuous Assessment Présentation orale (oral presentation) % QCM (quizz) % Dossier % Etude de cas (case study) % Autre (other) % Précisez (precise): Méthodes d enseignement / Teaching Methods Format de cours / Course format Cours / Lectures Séminaire / Seminar Tutorat / Tutorial sessions TD Autre (other) Précisez (precise) Activités d apprentissage / Learning activities Etude de cas / Case Studies Travail personnel guidé / Guided personal work Travail personnel autonome / Autonomous personal work Projet / Project Autre (expliquer) / Other (explain) : Plan de cours / Course plan 1 QUALIFY SOURCING GROUPS/COMMODIES 2 DEVELOP SOURCING STRATEGY & TACTICS, 3 GENERATE A SUPPLIER PORTFOLIO (SCANNING AND SELECTING) 4 DEFINE POSSIBLE TECHNIQUES TO IMPLEMENT THE SUPPLY STRATEGY 5 Midterm exam 6 NEGOTIATING AND SELECTING SUPPLIERS 7 NEGOTIATING AND SELECTING SUPPLIERS 8 SWITCHING TO NEW SUPPLIERS/IMPLEMENTING

NEW SOLUTIONS 9 CONTINUOUS IMPROVEMENT & BENCHMARKING SUPPLY MARKETS 10 Final project Crédits / Credits 2 4. Elective: Supplier Relationship Management Supplier Relationship Management (SRM) Charge de travail / Student workload Face à face / Contact Hours Distanciel / Autonomous Personal &/or Team work Evaluation / Evaluation Durée Nbh : 15 Nbh : Nbh : 3 Nbh : 1 Nbh : PGE MS Programme / Program PGE FC MSc PGE COOP Bachelor DDA ESDHEM CCA PhD Département / Department Droit et Fiscalité / Law and Taxation Economie / Economics Finance, comptabilité, contrôle / Accounting and Finance Management de Projets / Project Management Marketing Vente / Marketing Management Ressources Humaines et Comportement Organisationnel / Human Resource Management & Organizational Behaviour Stratégie et Entrepreneuriat / Strategy & Entrepreneurship Systèmes d information et Organisation / Information System & Organization Langues / Languages Type de cours / Course type Commun / Core Electif / Elective Optionnel /Optional Année / Year 2012-2013 Campus / Campus LILLE PARIS SOPHIA SUZHOU RALEIGH Cours ouvert aux étudiants en échanges in / Course open to students in exchange Langue d enseignement / Teaching Language Pré-requis / Prerequisite Période d enseignement / Teaching period Responsable du cours / Course Coordinator Noms des Intervenant(s) par campus/ Instructor(s) Names by campus Evaluateur(s) / Evaluator(s) English Fundamentals of purchasing Semester 1 Catherine TAUPIAC SOPHIA Dr. Kevin Mc Cormack Dr. Kevin Mc Cormack LILLE PARIS SUZHOU RALEIGH Description du cours / Course description In this course, we introduce the student to the foundational theories, strategies and methods used to build and manage supplier relationships for mutual success. Résultats d apprentissage / Learning Outcomes Connaissances / Knowledge and Understanding (subject specific)

- understand the concept of Supplier Relationship Management as an emerging business discipline of crucial importance Aptitudes cognitives / Cognitive/Intellectual skills (generic) - demonstrate use of systematic approaches, such as the SRM model to assess and improve a supplier relationships. Compétences pratiques / Practical skills (subject specific) Contribution aux objectifs pédagogiques du programme / Contribution to learning objectives - actually build a supplier relationship management process using best practices. - Participate in a hands-on role-play exercise for managing supplier relationships in support of key learning objectives - LO5.1 To analyze and apply advanced concepts in a specialized discipline - LO5.2 To assess a business issue and formulate solutions in a specialized discipline Evaluation finale (DS) / Final examination QCM (quizz) % Etude de cas (case study) % Evaluation des étudiants / Student Assessment Questions (questions) 50% (exam) Exercices (exercises) % Autre (other) % Précisez (precise): Contrôle continu / Continuous Assessment Présentation orale (oral team presentation) 30 % QCM (quizz) % Dossier % Etude de cas (case study) % Autre (other) 20 % Précisez (precise):participation Méthodes d enseignement / Teaching Methods Format de cours / Course format Cours / Lectures Séminaire / Seminar Tutorat / Tutorial sessions TD Autre (other) Précisez (precise) Activités d apprentissage / Learning activities Etude de cas / Case Studies Travail personnel guidé / Guided personal work Travail personnel autonome / Autonomous personal work Projet / Project

In this course, we introduce the student to the foundational theories, strategies and methods used to build and manage sup relationships for mutual success. Plan de cours / Course plan On Day One, we review the basic concepts of SRM. We also examine best practice companies that have successfully implemented SRM On Day Two, we explore the SRM process and the factors that lead to success. Case teams will be formed to role play (supplie customers, SRM manager, etc) and interact, using a simulation, to experience real situations and develop win-win solutions On Day Three, the case teams continue to work the case and present their solutions and action plan for review. Optionnelle / Recommended Bibliographie / References Lecture obligatoire / Required reading Handouts will be distributed to students before and during class Relationship Management (Strategic Supplier Relationships), Ch. 10. Supply Market Intelligence: A Managerial Handbook for Building Sourcing Strategies, Handfield, R., Taylor & Francis Group, 2006.

MSc in Business and Economics 1. Microeconomics I (Consumers) The object of this course is to give students a general overview of concepts, techniques and analytical tools in microeconomics. In particular, the course is concerned with the analysis of the choices consumers. Upon completion of the course, the student will be able to: 1. Express what economists mean by the concept of scarcity; 2. Predict a change in market outcomes given a change in supply or demand; 3. Explain the concept of market equilibrium; 4. Evaluate situations according to the standard of Pareto Optimality; 5. Identify the determinants of demand. In particular, the course focuses on the following topics: 1. Introduction 2. Supply and Demand 3. Consumer Theory 4. Demand 5. Consumer Welfare and Policy Analysis The natural continuation of the course is Microeconomics II, where the production side of the economy is studied in relation to the demand side. Microeconomics II (Firms) This course is the continuation of Microeconomics I, which studied the demand side of the economy. It gives students a general overview of concepts, techniques and analytical tools in microeconomics. In particular, the course is concerned with the analysis of the choices of producers their interaction with the choices of consumers. We will analyze the nature of equilibrium in a competitive market. Upon completion of the course, the student will be able to: 1. Explain how the pursuit of profit leads to efficient outcomes; 2. Analyze economic problems graphically and mathematically; 3. Apply the theory and principles studied in the class to the real world applications; In particular, the course focuses on the following topics: Course Contents: 1. Firms and Production 2. Costs 3. Competitive Firms and Markets 4. Applications of the Competitive Model 5. General Equilibrium and Welfare

2. Introduction to Econometrics The objective of the class is to provide students with a set of techniques to analyze quantitative data. It deals with the application of quantitative and statistical approaches used in the social sciences, management sciences and innovation studies. The course divided into four blocks. 1. Basic Statistical Notions: mean; standard deviation; variance; correlation (3 hours) 2. Statistical inference: test of independence; ANOVA; Khi-Square (4 hours) 3. Data reduction: Factor analysis, correspondence analysis (3 hours) 4. Simple and Multiple regression: Ordinary least squares, dummy variable (4 hours) 5. Models with Qualitative Dependent Variable: ML, logit, probit (4 hours) One feature of the course is that it relies on SPSS statistical package. The objective is to learn how to understand the work of others and to carry out one's own research. 3. Macroeconomics This course offers an introduction to the main questions in macroeconomics, such as causes of unemployment, inflation, and recession. It also provides students with a methodology to solve economic questions through graphical analysis and to develop rigorous arguments to sustain a point. In particular, the course will be organized in the following parts: Part 2: Equilibrium in the goods market and the money market -- The circular flow of income and the Keynesian multiplier -- The effect of government intervention through fiscal policy -- Money: economic functions and creation process -- The central bank and the money market equilibrium -- The IS-LM model Part 2: Relaxing the fixed price hypothesis -- The WS-PS model of the labour market -- The Phillips curve, the NAIRU, and the role of expectations -- The AS-AD model 4. Quantitative Methods for Business and Economics This course runs in parallel to Introduction to Econometrics (IE). Whereas in IE the focus is on statistics, inference, and linear regressions, here it the emphasis is on the use of basic mathematics to solve problems in business and economics. In particular, we will study: 1) Index Numbers 2) Time value of money 3) Linear-Programming and Break-even analysis 4) Calculus and business applications 5) Solving equations and systems of equations

5. International Economics I (Trade) This course will focus on the analysis of the cost and benefits of international trade. The concept of comparative advantage will be introduced and its ability to explain why countries trade with each other will be studied. Next, we study the effects of trade policies (e.g. the introduction of tariffs on imports and subsidies to exports) and the role of global institutions involved in international trade (e.g. the WTO) will be discussed. In particular we will study: 1. Concepts and definitions of international trade 2. Comparative advantage, benefits and costs of international trade 3. A general model of international trade, the effects of policies on trade Throughout the course a lot of emphasis will be put on practical applications of different theories, rather than on models' technicalities. The natural continuation of this course is International Economics II, where the mechanisms of international transactions will be studied. 6. International Economics II (Money and Finance) The recent globalization trends in the trade of goods, labor and capital assets have made economies increasingly interdependent. This implies as an inevitable consequence that many of the problems affecting a country nowadays cannot be understood by analyzing each country in isolation. They must necessarily be considered in a global context. To make few examples, most of the crises in the '90s (e.g. the Peso crisis, the East Asian crisis), all the way to the current global crisis were originated by financial problems in one or two countries, but then spread out worldwide via cross-country trade and financial linkages. The course will focus on the functioning of international financial markets (e.g. FOREX). First, the architecture of these markets will be presented and discussed. Next, the course will deal with key determinants in these markets, like the balance of payments, government debt, inflation. Finally, the course will analyze how macroeconomic and regulation policies may affect international financial markets, and why coordination of those policies is important. In particular we will study: Type and structure of international financial markets, the determination of the exchange rate The role of balance of payments, government debt and inflation in the determination of the exchange rate The role of policy in the determination of the exchange rate, the problem of coordination of international policies Throughout the course a lot of emphasis will be put on practical applications of different theories, rather than on models' technicalities. In addition, relevant case studies about globalization issues related to trade and international financial markets will be presented and discussed.

7. International Financial Economics (IFE) IFE has distinct modules: Currencies and Asset Prices: This module provides basic theories and fundamental tools that will be used in the rest of the course. What are the basic mechanics of exchange rates? What determines asset prices in global markets, and how do currencies influence stock prices? Multinational Financial Decision Making: This module considers several of the central financial decisions multinational firms must make concerning capital structure, risk management, and tax optimization. How should firms capitalize subsidiaries around the world? When should firms partner with local firms? How are firms exposed to exchange rates, and how should firms hedge those exposures? How do tax considerations factor into internal financial decisionmaking? Cross-border Valuation and Financing: This module covers how valuation techniques and financing decisions must be modified in a cross-border setting. How should firms think about the cost of capital around the world? How should investments in emerging markets be evaluated? How can firms capitalize on market imperfections in their financing and investment decisions? Institutions and Finance: This module considers how differing institutional arrangements, both formal and informal, impact financial decision-making. We will focus on how differences in legal regimes, especially differences in the legal protection of creditors and shareholders, affect investment and restructuring decisions. Investing in emerging markets using cases on M&A and PE transactions in China, with an emphasis on the importance of informal institutional arrangements and relationship building.

MSc in International Marketing and Business Development 1. Understanding the elusive consumer Crédits / Credits Nombre / Number : Understanding the Elusive Consumer Charge de travail / Student workload Programme / Program Face à face / Contact Hours Distanciel / Autonomous Personal &/or Team work Evaluation / Evaluation Durée Nbh : 27 Nbh : Nbh : Nbh : Nbh : PGE MS PGE FC MSc X PGE COOP Bachelor DDA ESDHEM CCA PhD Département / Department Droit et Fiscalité / Law and Taxation Economie / Economics Finance, comptabilité, contrôle / Accounting and Finance Management de Projets / Project Management Marketing Vente / Marketing Management Ressources Humaines et Comportement Organisationnel / Human Resource Management & Organizational Behaviour Stratégie et Entrepreneuriat / Strategy & Entrepreneurship Systèmes d information et Organisation / Information System & Organization Langues / Languages X Type de cours / Course type Commun / Core X Electif / Elective Optionnel /Optional Année / Year 2012 Campus / Campus LILLE PARIS SOPHIA X SUZHOU RALEIGH Cours ouvert aux étudiants en échanges in / Course open to students in exchange Langue d enseignement / Teaching Language Période d enseignement / Teaching period Responsable du cours / Course Coordinator Noms des Intervenant(s) par campus/ Instructor(s) Names by campus English S1 David Nahon SOPHIA David Nahon LILLE PARIS SUZHOU RALEIGH Description du cours / Course description Résultats d apprentissage / Learning Outcomes The course holds a interpretivist rather than a positivist perspective, and stresses the subjevtive meaning of the consumer s individual experience and the idea that any behaviour is subject to multiple interpretations rather than one single explanation. Connaissances / Knowledge and Understanding (subject specific) Understand the post-modern approach and new perspectives on the relationship between Culture and Economy Aptitudes cognitives / Cognitive/Intellectual skills (generic) Understand the liks between cultural values and symbols, advertising and fashion systems, consumption rituals. Attitudes / Key transferable skills (generic)

Present in a pragmatic way the results of its findigs and the practical recommendations that he wishes to implement Compétences pratiques / Practical skills (subject specific) A l issue de la formation, l étudiant devrait être capable : Evaluation finale (DS) / Final examination Evaluation des étudiants / Student Assessment QCM (quizz) % Etude de cas (case study) 33% Questions (questions) % Exercices (exercises) % Autre (other) % Précisez (precise): Contrôle continu / Continuous Assessment Présentation orale (oral presentation) 33% QCM (quizz) % Dossier % Etude de cas (case study) 33% Autre (other) % Précisez (precise): Méthodes d enseignement / Teaching Methods Format de cours / Course format Cours / Lectures x Séminaire / Seminar Tutorat / Tutorial sessions TD Autre (other) Précisez (precise) Activités d apprentissage / Learning activities Etude de cas / Case Studies x Travail personnel guidé / Guided personal work x Travail personnel autonome / Autonomous personal work x Projet / Project Autre (expliquer) / Other (explain) : Plan de cours / Course plan Session 1: Introduction- Litterature Review of Economics & Social Sciences Economic theories of consumer rationality Neo-classical model of the rational consumer a. The standard model b. Violations of rationality c. Session 2: Behavioral models of the dual-self consumer a.introduction to the dual-self consumer b.more behavioral economics models Session 3 & 4: What Neuromarketing tells us about Consumer Behaviour Session 5: Improving decision making Motivations for environmental control in decision making Excessive future discounting Session 6: Barriers to environmental control in decision making Projection bias Diversification bias Session 7: How environmental comparisons drive decision making Nearby experiences, effects of availabilty Alternative experiences, paradox of choice

Session 8 How environmental comparisons drive decision making Future experiences The endogenous determination of time preference Session 9: How environmental comparisons drive decision making Current experiences, loss aversion Expected experiences; Stereotypes Session 10: Final Assessmen Nombre CM Amphi Durée CM Amphi Nombre TD SOPHIA 9 LILLE PARIS CHINE RALEIGH Modalités de délivrance du cours (par campus si différent) Durée TD Autres (Distance learning, etc ) Préciser les spécificités de programmation (TD journée, cadencement spécifique des séances) 2. Strategic brand management Crédits / Credits Nombre / Number : Strategic Brand Management Charge de travail / Student workload Programme / Program Face à face / Contact Hours Distanciel / Autonomous Personal &/or Team work Evaluation / Evaluation Durée Nbh : 27 Nbh : Nbh : 3 Nbh : Nbh : PGE MS PGE FC MSc PGE COOP Bachelor DDA ESDHEM CCA PhD Département / Department Droit et Fiscalité / Law and Taxation Economie / Economics Finance, comptabilité, contrôle / Accounting and Finance Management de Projets / Project Management Marketing Vente / Marketing Management Ressources Humaines et Comportement Organisationnel / Human Resource Management & Organizational Behaviour Stratégie et Entrepreneuriat / Strategy & Entrepreneurship Systèmes d information et Organisation / Information System & Organization Langues / Languages Type de cours / Course type Commun / Core Electif / Elective Optionnel /Optional Année / Year 2012/13 Campus / Campus LILLE PARIS SOPHIA SUZHOU RALEIGH Cours ouvert aux étudiants en échanges in / Course open to students in exchange

Langue d enseignement / Teaching Language English Pré-requis / Prerequisite A reasonable knowledge of marketing Période d enseignement / Teaching period Responsable du cours / Course Coordinator Noms des Intervenant(s) par campus/ Instructor(s) Names by campus S1 Isabella Soscia/ Peter Spier / Katrina Panchout SOPHIA Peter Spier LILLE PARIS SUZHOU RALEIGH Few would deny the importance of brands as valuable assets and a potential source of sustainable competitive advantage. Nestlé bought Rowntree (KitKat, After Eight ) for almost three times its stock market value and 26 times its earnings. This value is created by the place occupied by the brands in the minds of customers: brand awareness, image, trust and reputation - all built up over many years - are the best guarantee of future cash flows. As one commentator puts it: products are created in the factory. Brands are created in the mind. Description du cours / Course description Brands provide a short cut for customers when making a purchasing decision, seeking to avoid risk and obtain value for money. Brands provide a relevant, exciting experience. Brands connote a certain life style, values or attitude. Brands can become objects of affection: Lovemarks, even. Buying a brand is an integral part of an individual s quest for identity and meaning. The course will balance theory and practical application, with considerable use of case studies and student project work. Students will learn how companies manage brand equity, clearly a major strategic issue. This course provides a comprehensive introduction to strategic brand management, covering such areas as the building of brand equity, brand identity, brand extension, brand portfolios etc. in national, regional and global markets. Why do brands matter? What are the key elements of a brand? What are the essential branding decisions? How does brand management fit in with other strategic management issues? Connaissances / Knowledge and Understanding (subject specific) Understand a broad range issues related to brand management Aptitudes cognitives / Cognitive/Intellectual skills (generic) Résultats d apprentissage / Learning Outcomes be able to use a range of approaches and disciplines to better understand how brands function Attitudes / Key transferable skills (generic) understand the implications of different theoretical approaches to branding and the management of intangibles and meaning in marketing Compétences pratiques / Practical skills (subject specific) A l issue de la formation, l étudiant devrait être capable : understand in practical terms how the various approaches examined should change the way we manage and develop brands Evaluation finale (DS) / Final examination Evaluation des étudiants / Student Assessment QCM (quizz) % Etude de cas (case study) % Questions (questions) % Exercices (exercises) % Autre (other) % Précisez (precise): Extended essay Contrôle continu / Continuous Assessment Présentation orale (oral presentation) % QCM (quizz) % Dossier % Etude de cas (case study) % Autre (other) % Précisez (precise): Brand audit

Méthodes d enseignement / Teaching Methods Format de cours / Course format Cours / Lectures Séminaire / Seminar Tutorat / Tutorial sessions TD Autre (other) Précisez (precise) Activités d apprentissage / Learning activities Etude de cas / Case Studies Travail personnel guidé / Guided personal work Travail personnel autonome / Autonomous personal work Projet / Project Autre (expliquer) / Other (explain) : Indicative and subject to change: Plan de cours / Course plan 1. Introductory session branding exercise 2. Brand overview - Dyson : the man, the brand, the product, the market 3. More about brands and how we relate to them: reason, affect and decision-making. Mums kids and washing liquid. Young men and whisky. 4. Hard Rock Café (video case). Conceptual models that help us to understand brands. 5. Using consumer insight and experience. Holistic approaches to branding. 6. The social meaning of brands. What consumer studies and anthropology teach us. 7. A diamond is forever, beer is for men: the cultural rooting of brands. 8. Brands & communities: Harley Davidson and Jones Soda. Tribal marketing & social networks. 9. Brand placement, brand content 10. Conclusion: current issues in branding Bibliographie / References Site(s) web / Web sites To be defined To be defined Lecture obligatoire / Required reading Optionnelle / Recommended Students will be expected to read widely. A large selection of documents and links are available on the Knowledge site 3. Gaining market insight Gaining Market Insight Crédits / Credits Nombre / Number : 4 Charge de travail / Student workload Programme / Program Face à face / Contact Hours Distanciel / Autonomous Personal &/or Team work Evaluation / Evaluation Durée Nbh : 27 Nbh : Nbh : Nbh : 3 Nbh : PGE MS PGE FC MSc PGE COOP Bachelor DDA ESDHEM CCA PhD Département / Department Droit et Fiscalité / Law and Taxation Economie / Economics Finance, comptabilité, contrôle / Accounting and Finance Management de Projets / Project Management Marketing Vente / Marketing Management Ressources Humaines et Comportement Organisationnel /

Human Resource Management & Organizational Behaviour Stratégie et Entrepreneuriat / Strategy & Entrepreneurship Systèmes d information et Organisation / Information System & Organization Langues / Languages Type de cours / Course type Commun / Core Electif / Elective Optionnel /Optional Campus / Campus LILLE PARIS SOPHIA SUZHOU RALEIGH Cours ouvert aux étudiants en échanges in / Course open to students in exchange Langue d enseignement / Teaching Language Pré-requis / Prerequisite Période d enseignement / Teaching period Noms des Intervenant(s) par campus/ Instructor(s) Names by campus English Principles of marketing S1 Fall 2012 SOPHIA Dr. Gisèle DUDOGNON LILLE PARIS SUZHOU RALEIGH Description du cours / Course description This course presents each step of the marketing research process. It covers quantitative as well as qualitative research techniques and analysis methods (basic statistics, content analysis, etc.).the concepts and methodologies covered are illustrated by students group projects. Résultats d apprentissage / Learning Outcomes Connaissances / Knowledge and Understanding (subject specific) To understand the concepts and methodologies used for marketing research Aptitudes cognitives / Cognitive/Intellectual skills (generic) be able to identify opportunities for marketing research and use the appropriate tools and methodology Attitudes / Key transferable skills (generic) be able to understand and solve complex marketing issues related to research Compétences pratiques / Practical skills (subject specific) A l issue de la formation, l étudiant devrait être capable : be able to conduct any type of research and present findings to a company Evaluation finale (DS) / Final examination Evaluation des étudiants / Student Assessment QCM (quizz) 30% Etude de cas (case study) % Questions (questions) % Exercices (exercises) % Autre (other) % Précisez (precise): Contrôle continu / Continuous Assessment Présentation orale (oral presentation) % QCM (quizz) % Dossier % Etude de cas (case study) 70% Autre (other) % Précisez (precise): Méthodes d enseignement / Teaching Methods Format de cours / Course format Cours / Lectures Séminaire / Seminar Tutorat / Tutorial sessions TD Autre (other) Précisez (precise)

Bibliographie / References Activités d apprentissage / Learning activities Etude de cas / Case Studies Travail personnel guidé / Guided personal work Travail personnel autonome / Autonomous personal work Projet / Project Autre (expliquer) / Other (explain) : Lecture obligatoire / Required reading Aaker, Kumar, Leone, Day, Marketing Research, 10 th edition, Pearson, 2011 Optionnelle / Recommended Burns, A. C., Bush R. F., Marketing Research, 6 th edition, Pearson Global Edition, 2010 4. Retail marketing Retail Marketing Crédits / Credits Nombre / Number : Charge de travail / Student workload Programme / Program Face à face / Contact Hours Distanciel / Autonomous Personal &/or Team work Evaluation / Evaluation Durée Nbh : Nbh : Nbh : Nbh : Nbh : PGE MS PGE FC MSc x PGE COOP Bachelor DDA ESDHEM CCA PhD Département / Department Droit et Fiscalité / Law and Taxation Economie / Economics Finance, comptabilité, contrôle / Accounting and Finance Management de Projets / Project Management Marketing Vente / Marketing Management Ressources Humaines et Comportement Organisationnel / Human Resource Management & Organizational Behaviour Stratégie et Entrepreneuriat / Strategy & Entrepreneurship Systèmes d information et Organisation / Information System & Organization Langues / Languages x Type de cours / Course type Commun / Core Electif / Elective Optionnel /Optional x Année / Year 2102 Campus / Campus LILLE PARIS SOPHIA x SUZHOU RALEIGH Cours ouvert aux étudiants en échanges in / Course open to students in exchange Langue d enseignement / Teaching Language Période d enseignement / Teaching period Responsable du cours / Course Coordinator Noms des Intervenant(s) par campus/ Instructor(s) Names by campus Evaluateur(s) / Evaluator(s) English : S1 David Nahon SOPHIA David Nahon David Nahon LILLE PARIS SUZHOU RALEIGH Description du cours / Course description - Understand the principles of Retail marketing - Get an overwiew of the utility of panel data - Evaluate the assets of the industrial brand for future negociation

Connaissances / Knowledge and Understanding (subject specific) The students will be able to understand what is at stake between manufacturers and retailers and take decisions regarding factual data. They will develop appropriate negociations regarding their brand performance. Résultats d apprentissage / Learning Outcomes Aptitudes cognitives / Cognitive/Intellectual skills (generic) Present in a pragmatic way the results of its findigs and the practical recommendations that he wishes to implement Attitudes / Key transferable skills (generic) Compétences pratiques / Practical skills (subject specific) A l issue de la formation, l étudiant devrait être capable : Contribution aux objectifs pédagogiques du programme / Contribution to learning objectives Evaluation des étudiants / Student Assessment Indiquer les learning objectives auxquels contribue le cours (en se basant sur le curriculum mapping du programme) Evaluation finale (DS) / Final examination QCM (quizz) % Etude de cas (case study) 33% Questions (questions) % Exercices (exercises) % Autre (other) % Précisez (precise): Contrôle continu / Continuous Assessment Présentation orale (oral presentation) 33% QCM (quizz) % Dossier % Etude de cas (case study) 33% Autre (other) % Précisez (precise): Méthodes d enseignement / Teaching Methods Format de cours / Course format Cours / Lectures x Séminaire / Seminar Tutorat / Tutorial sessions TD Autre (other) Précisez (precise) Activités d apprentissage / Learning activities Etude de cas / Case Studies x Travail personnel guidé / Guided personal work x Travail personnel autonome / Autonomous personal work x Projet / Project Autre (expliquer) / Other (explain) : Plan de cours / Course plan Session 1: Course Introduction Vertical relationships between manufacturers and retailers for FMCG: Determinants and Consequences Session 2 & 3:How can a Product Manager manage his product innovation regarding its retailers: Scannel case. Session 4:

Retailing Panel Data: How can it be used by Product Managers? Session 5 & 6 : Managing retail space and point of sales Session 7& 8: Introduction to shopper marketing : Marketing positioning for Retailers & strategies and folders Purchasing power Session 9: Multi-Channel Retail: Benefits, Challenges and Impacts Session 10: Final exam Modalités de délivrance du cours (par campus si différent) Nombre CM Amphi Durée CM Amphi Nombre TD SOPHIA 9 LILLE PARIS CHINE RALEIGH Durée TD 5. B2B marketing Marketing in Business to Business Crédits / Credits Nombre / Number : 4 Charge de travail / Student workload Programme / Program Face à face / Contact Hours Distanciel / Autonomous Personal &/or Team work Evaluation / Evaluation Durée Nbh : 27 Nbh : Nbh : Nbh : Nbh : PGE MS PGE FC MSc PGE COOP Bachelor DDA ESDHEM CCA PhD Département / Department Droit et Fiscalité / Law and Taxation Economie / Economics Finance, comptabilité, contrôle / Accounting and Finance Management de Projets / Project Management Marketing Vente / Marketing Management Ressources Humaines et Comportement Organisationnel / Human Resource Management & Organizational Behaviour Stratégie et Entrepreneuriat / Strategy & Entrepreneurship Systèmes d information et Organisation / Information System & Organization Langues / Languages Type de cours / Course type Commun / Core Electif / Elective Optionnel /Optional x Année / Year 2012 Campus / Campus LILLE PARIS SOPHIA SUZHOU RALEIGH Cours ouvert aux étudiants en échanges in / Course open to students in exchange

Langue d enseignement / Teaching Language English Pré-requis / Prerequisite Basic course in Marketing B to C Période d enseignement / Teaching period Responsable du cours / Course Coordinator Noms des Intervenant(s) par campus/ Instructor(s) Names by campus S1 Peter Spier SOPHIA J-P Dolait LILLE PARIS SUZHOU RALEIGH Evaluateur(s) / Evaluator(s) J-P Dolait Description du cours / Course description This course is about Marketing in a multinational environment when the customer is a large company or a business organization. It will emphasize the growing importance of Key Accounts. The overall objective of the class is to introduce the participants to the main steps from the beginning of a business relationship to the development of a long term win-win partnership with a multinational customer. More specifically, the students will develop the basic skills: 1.To understand, select and develop strategic relationships with key accounts, 2.To lead and stimulate efforts from functions across the supplier organization, 3. To set prices and negotiate complex offers in a competitive environment. Résultats d apprentissage / Learning Outcomes The course will be illustrated with practical examples and cases from real business situations at multinational companies from market segments such as High-Tech Electronics, Automotive, Military & Space as well as their networks of partners and sub-contractors. The last session of the course (to be given in the Winter semester) will be devoted to the simulation of a real negotiation situation between two leading multinational companies from the automotive industry. Students will be split into teams and have the opportunity to use real business tools developed by multinationals for negotiating. Contribution aux objectifs pédagogiques du programme / Contribution to learning objectives The students will acquire the basic knowledge to fulfil Marketing/Business Development, Purchasing and Key Account Management positions. Evaluation finale (DS) / Final examination Evaluation des étudiants / Student Assessment QCM (quizz) % Etude de cas (case study) 25% Questions (questions) 25% Exercices (exercises) % Autre (other) % Précisez (precise): Contrôle continu / Continuous Assessment Présentation orale (oral presentation) 40% QCM (quizz) % Dossier % Etude de cas (case study) % Autre (other) : participation 10% Précisez (precise): Méthodes d enseignement / Teaching Methods Format de cours / Course format Cours / Lectures Séminaire / Seminar Tutorat / Tutorial sessions TD Autre (other) Précisez (precise) Activités d apprentissage / Learning activities

Etude de cas / Case Studies Travail personnel guidé / Guided personal work Travail personnel autonome / Autonomous personal work Projet / Project Autre (expliquer) / Other (explain) : Weeks Modules Main subjects covered Rema Plan de cours / Course plan 1 2 3 4 5 1- Supplier-Customer relationship in B to B 2- KAM and Business Networks 3- Development of Key Accounts 4- Purchasing and answering RFQ s 5- Proposal and Communication skills 6 6- Value Pricing in BtoB 7 7- Negotiation and closing 8 8- Group Presentations 9 9- Final Exam Complexity of the B to B environment Customer uncertainties & Suppliers abilities Accounts concentration and classification The growing importance of key accounts The Key Account Management model Upstream and downstream networks The 3 P s rule for selection of key accounts The KAM journey: building up the relationship The DMU and the personal dimension of KAM The importance of Purchasing at Motorola Answering RFQ s: Go-No Go decision KAM and product line strategy in automotive Writing and presentation of a Supplier proposal Preparation of an effective presentation How to make business presentations Traditional pricing methods and their drawbacks Value based pricing versus competition International pricing in foreign currencies Selling situations at Key Accounts Preparing and leading negotiations Pricing model for annual negotiation Customer or Management Presentation Team of two or three students, 20 minutes Real business situation Individual, written 3 hours, no computer, no external documents Only personal notes taken during class allowed Rafale Cases: P Industry; C High-t Case: Te Case: Va General M and F Preparatio grou present Cases: Air Decath Case: Va General M Group: Individua Bibliographie / References None Lecture obligatoire / Required reading Optionnelle / Recommended Peter Cheverton, Key Account Management, Kogan Page, 2008

6. Digital marketing Digital marketing Crédits / Credits Nombre / Number : 4 Charge de travail / Student workload Programme / Program Face à face / Contact Hours Distanciel / Autonomous Personal &/or Team work Evaluation / Evaluation Durée Nbh : 27 Nbh : Nbh : Nbh : Nbh : PGE MS PGE FC MSc PGE COOP Bachelor DDA ESDHEM CCA PhD Département / Department Droit et Fiscalité / Law and Taxation Economie / Economics Finance, comptabilité, contrôle / Accounting and Finance Management de Projets / Project Management Marketing Vente / Marketing Management Ressources Humaines et Comportement Organisationnel / Human Resource Management & Organizational Behaviour Stratégie et Entrepreneuriat / Strategy & Entrepreneurship Systèmes d information et Organisation / Information System & Organization Langues / Languages Type de cours / Course type Commun / Core Electif / Elective Optionnel /Optional Campus / Campus LILLE PARIS SOPHIA SUZHOU RALEIGH Cours ouvert aux étudiants en échanges in / Course open to students in exchange Langue d enseignement / Teaching Language Pré-requis / Prerequisite Période d enseignement / Teaching period Responsable du cours / Course Coordinator Noms des Intervenant(s) par campus/ Instructor(s) Names by campus English Good knowledge of marketing S1 Mady Keup SOPHIA Mady Keup LILLE PARIS SUZHOU RALEIGH Description du cours / Course description The course aims to give students an understanding of the basics of the design and functionality requirements driving corporate or organisation websites and to illustrate the use of the internet for information, promotion, distribution and sales purposes. Particular attention will be paid to e-commerce, Web 2.0 interactive tools, social media and crowdsourcing. Connaissances / Knowledge and Understanding (subject specific) understand the basics for marketing on the web such as online user segmentation, website optimisation and Search Engine Optimisation. Résultats d apprentissage / Learning Outcomes Aptitudes cognitives / Cognitive/Intellectual skills (generic) understand the role of Web 2.0 tools(social media, blogs etc) in marketing terms. discover how the corporate/organisation website can act as a shop window for the brand Attitudes / Key transferable skills (generic)

be able to review current web-specific advertising techniques and the growing importance of e- commerce. Compétences pratiques / Practical skills (subject specific) understand the main measurement tools used in digital marketing Evaluation finale (DS) / Final examination Evaluation des étudiants / Student Assessment QCM (quizz) % Etude de cas (case study) % Questions (questions) % Exercices (exercises) % Autre (other) 50% Précisez (precise): exam Contrôle continu / Continuous Assessment Présentation orale (oral presentation) % QCM (quizz) % Dossier % Etude de cas (case study) % Autre (other) 50% Précisez (precise): project Méthodes d enseignement / Teaching Methods Format de cours / Course format Cours / Lectures Séminaire / Seminar Tutorat / Tutorial sessions TD Autre (other) Précisez (precise) Activités d apprentissage / Learning activities Etude de cas / Case Studies Travail personnel guidé / Guided personal work Travail personnel autonome / Autonomous personal work Projet / Project Autre (expliquer) / Other (explain) : Indicative and subject to change ICT as a major driving force of globalization and in international marketing Place of web marketing in overall marketing strategy of organisations and companies Focus on how to adapt marketing to the total-access real-time marketplace The Internet information, promotion, distribution and sales The beginnings of e-commerce Plan de cours / Course plan Shop window on the brand Creating the site Design Optimisation Driving traffic to the site: Search engine marketing Affiliate programmes Advertising PR, Viral marketing, Direct marketing

Web 2.0 a new generation of applications and of users User-generated content Podcasts RSS Blogs Mash-ups Videos Social media Crowdsourcing The importance of mobile marketing Measurement tools Bibliographie / References TBD Lecture obligatoire / Required reading TBD Optionnelle / Recommended 7. Advertising and Communication Crédits / Credits Nombre / Number : 4 Advertising and communication Charge de travail / Student workload Programme / Program Face à face / Contact Hours Distanciel / Autonomous Personal &/or Team work Evaluation / Evaluation Durée Nbh : 27 Nbh : Nbh : Nbh : Nbh : PGE MS PGE FC MSc PGE COOP Bachelor DDA ESDHEM CCA PhD Département / Department Droit et Fiscalité / Law and Taxation Economie / Economics Finance, comptabilité, contrôle / Accounting and Finance Management de Projets / Project Management Marketing Vente / Marketing Management Ressources Humaines et Comportement Organisationnel / Human Resource Management & Organizational Behaviour Stratégie et Entrepreneuriat / Strategy & Entrepreneurship Systèmes d information et Organisation / Information System & Organization Langues / Languages Type de cours / Course type Commun / Core Electif / Elective Optionnel /Optional Année / Year 2012-13 Campus / Campus LILLE PARIS SOPHIA SUZHOU RALEIGH Cours ouvert aux étudiants en échanges in / Course open to students in exchange Langue d enseignement / Teaching Language Pré-requis / Prerequisite Période d enseignement / Teaching period Responsable du cours / Course Coordinator English Good knowledge of marketing S1 Isabella Soscia

Noms des Intervenant(s) par campus/ Instructor(s) Names by campus SOPHIA Isabella Soscia LILLE PARIS SUZHOU RALEIGH Description du cours / Course description Perceptions of customers are determinant in creating a company s success and those perceptions are often based on marketing communication. Advertising and other marketing communication tools represent an important source of brand messages, messages that may influence customers attitudes, perceptions and behaviors. The course provides a comprehensive understanding of the fundamentals needed to build a clear and coherent marketing communication strategy aligning advertising, promotion, events, and direct marketing. Résultats d apprentissage / Learning Outcomes Evaluation des étudiants / Student Assessment 1) to give students a wide view marketing communication; 2) to give students all competencies for writing an advertising brief, evaluating advertising creativity, developing a media plan and an integrated marketing communication plan; 3) to provide them the competencies to evaluate the efficacy of a marketing communication campaign. Evaluation finale (DS) / Final examination QCM (quizz) % Etude de cas (case study) % Questions (questions) % Exercices (exercises) % Autre (other) 40% Précisez (precise): written exam Contrôle continu / Continuous Assessment Présentation orale (oral presentation) % QCM (quizz) % Dossier % Etude de cas (case study) % Autre (other) 60 % Précisez (precise): project Méthodes d enseignement / Teaching Methods Format de cours / Course format Cours / Lectures Séminaire / Seminar Tutorat / Tutorial sessions TD Autre (other) Précisez (precise) Activités d apprentissage / Learning activities Etude de cas / Case Studies Travail personnel guidé / Guided personal work Travail personnel autonome / Autonomous personal work Projet / Project Autre (expliquer) / Other (explain) : Topics covered : Plan de cours / Course plan Integrated marketing communication Communication objectives Budgeting advertising Writing an advertising brief Media planning Advertising research Point of purchase communication Sponsorships and events Sales promotions and direct marketing International marketing communication Bibliographie / References TBD Lecture obligatoire / Required reading TBD Optionnelle / Recommended

8. Introduction to project management Crédits / Credits Nombre / Number : 2 Introduction to project management Charge de travail / Student workload Programme / Program Face à face / Contact Hours Distanciel / Autonomous Personal &/or Team work Evaluation / Evaluation Durée Nbh : 15 Nbh : Nbh : Nbh : Nbh : PGE MS PGE FC MSc PGE COOP Bachelor DDA ESDHEM CCA PhD Département / Department Droit et Fiscalité / Law and Taxation Economie / Economics Finance, comptabilité, contrôle / Accounting and Finance Management de Projets / Project Management Marketing Vente / Marketing Management Ressources Humaines et Comportement Organisationnel / Human Resource Management & Organizational Behaviour Stratégie et Entrepreneuriat / Strategy & Entrepreneurship Systèmes d information et Organisation / Information System & Organization Langues / Languages Type de cours / Course type Commun / Core Electif / Elective Optionnel /Optional Année / Year 2012-13 Campus / Campus LILLE PARIS SOPHIA SUZHOU RALEIGH Cours ouvert aux étudiants en échanges in / Course open to students in exchange Langue d enseignement / Teaching Language Pré-requis / Prerequisite Période d enseignement / Teaching period Responsable du cours / Course Coordinator Noms des Intervenant(s) par campus/ Instructor(s) Names by campus Description du cours / Course description English none S1 Team Square SOPHIA Team Square LILLE PARIS SUZHOU RALEIGH This short course provides an introduction to project management for students in marketing. Students will encounter the central concepts behind project management and learn to use Microsoft Project. A short game will allow them to apply the concepts in a practical situation. Connaissances / Knowledge and Understanding (subject specific) understand the basics of project management Aptitudes cognitives / Cognitive/Intellectual skills (generic) Résultats d apprentissage / Learning Outcomes apply the basic notions of project management Attitudes / Key transferable skills (generic) apply project management skills to a practical situaiton Compétences pratiques / Practical skills (subject specific) A l issue de la formation, l étudiant devrait être capable : be able to use Microsoft Project

Contribution aux objectifs pédagogiques du programme / Contribution to learning objectives Indiquer les learning objectives auxquels contribue le cours (en se basant sur le curriculum mapping du programme) Evaluation finale (DS) / Final examination Evaluation des étudiants / Student Assessment QCM (quizz) % Etude de cas (case study) % Questions (questions) % Exercices (exercises) % Autre (other) % Précisez (precise): Contrôle continu / Continuous Assessment Présentation orale (oral presentation) % QCM (quizz) % Dossier % Etude de cas (case study) % Autre (other) % Précisez (precise): practical application in a game Méthodes d enseignement / Teaching Methods Format de cours / Course format Cours / Lectures Séminaire / Seminar Tutorat / Tutorial sessions TD Autre (other) Précisez (precise) Activités d apprentissage / Learning activities Etude de cas / Case Studies Travail personnel guidé / Guided personal work Travail personnel autonome / Autonomous personal work Projet / Project Autre (expliquer) / Other (explain) : simulation Plan de cours / Course plan TBD Bibliographie / References TBD Lecture obligatoire / Required reading TBD Optionnelle / Recommended 9. Essential negotiation skills Crédits / Credits Nombre / Number : 2 Essential Negotiation Skills Charge de travail / Student workload Programme / Program Face à face / Contact Hours Distanciel / Autonomous Personal &/or Team work Evaluation / Evaluation Durée Nbh : 15 Nbh : Nbh : Nbh : Nbh : PGE MS PGE FC MSc PGE COOP Bachelor DDA ESDHEM CCA PhD Département / Department Droit et Fiscalité / Law and Taxation Economie / Economics Finance, comptabilité, contrôle / Accounting and Finance Management de Projets / Project Management Marketing Vente / Marketing

Management Ressources Humaines et Comportement Organisationnel / Human Resource Management & Organizational Behaviour Stratégie et Entrepreneuriat / Strategy & Entrepreneurship Systèmes d information et Organisation / Information System & Organization Langues / Languages Type de cours / Course type Commun / Core Electif / Elective Optionnel /Optional Année / Year 2012-13 Campus / Campus LILLE PARIS SOPHIA SUZHOU RALEIGH Cours ouvert aux étudiants en échanges in / Course open to students in exchange Langue d enseignement / Teaching Language Pré-requis / Prerequisite Période d enseignement / Teaching period Responsable du cours / Course Coordinator Noms des Intervenant(s) par campus/ Instructor(s) Names by campus Evaluateur(s) / Evaluator(s) English None S5 Peter Spier SOPHIA Peter Spier Peter Spier LILLE PARIS Peter Spier SUZHOU RALEIGH Description du cours / Course description Many students will spend time selling, whether products, services, projects, ideas All students will spend time negotiating, both in their professional and their personal lives. However prevalent the notion that one is born a good salesperson or negotiator, these skills can and must be developed. More important still, students will understand that both are most enjoyable and satisfying activities. Connaissances / Knowledge and Understanding (subject specific) better understand the issues and concepts associated with negotiation and sales Aptitudes cognitives / Cognitive/Intellectual skills (generic). Résultats d apprentissage / Learning Outcomes The student is expected to: develop the people skills associated with negotiation, sales and persuasion as well as those associated with problem solving and decision making. Attitudes / Key transferable skills (generic) understand the importance of enquiry, empathy and understanding of others Compétences pratiques / Practical skills (subject specific) A l issue de la formation, l étudiant devrait être capable : improve his/her negotiation and selling skills Contribution aux objectifs pédagogiques du programme / Contribution to learning objectives Indiquer les learning objectives auxquels contribue le cours (en se basant sur le curriculum mapping du programme) Evaluation finale (DS) / Final examination Evaluation des étudiants / Student Assessment QCM (quizz) % Etude de cas (case study) % Questions (questions) % Exercices (exercises) % Autre (other) % Précisez (precise): Dossier Contrôle continu / Continuous Assessment

Présentation orale (oral presentation) % QCM (quizz) % Dossier % Etude de cas (case study) % Autre (other) % Précisez (precise): Méthodes d enseignement / Teaching Methods Format de cours / Course format Cours / Lectures Séminaire / Seminar Tutorat / Tutorial sessions TD Autre (other) Précisez (precise) Activités d apprentissage / Learning activities Etude de cas / Case Studies Travail personnel guidé / Guided personal work Travail personnel autonome / Autonomous personal work Projet / Project Autre (expliquer) / Other (explain) : As befits the topic, the course will be very active and hands on, seeking to apply the various concepts encountered during brief presentations in role-play and other exercises. In view of the importance of active participation, attendance and participation will be taken into account for the final grade. The course will be broadly structured around a sequence of negotiation exercises in which students will learn to manage different types of situation: transactional/distributive, integrative, negauctions, out-of-the-box Topics covered: Plan de cours / Course plan Essential negotiation skills Understanding different types of negotiation Preparing for negotiation Conceptual models for negotiation Convincing vs. persuading People skills Cognitive traps Thinking out of the box Conflict management Bibliographie / References Lecture obligatoire / Required reading On-line material and videos provided on Knowledge Optionnelle / Recommended A recommended reading list will be provided 10. Luxury goods management Crédits / Credits Nombre / Number : 2 Luxury goods management Charge de travail / Student workload Programme / Program Face à face / Contact Hours Distanciel / Autonomous Personal &/or Team work Evaluation / Evaluation Durée Nbh : 15 Nbh : Nbh : Nbh : Nbh : PGE MS PGE FC MSc PGE COOP Bachelor DDA ESDHEM CCA PhD Département / Department Droit et Fiscalité / Law and Taxation Economie / Economics Finance, comptabilité, contrôle / Accounting and Finance Management de Projets / Project Management

Marketing Vente / Marketing Management Ressources Humaines et Comportement Organisationnel / Human Resource Management & Organizational Behaviour Stratégie et Entrepreneuriat / Strategy & Entrepreneurship Systèmes d information et Organisation / Information System & Organization Langues / Languages Type de cours / Course type Commun / Core Electif / Elective Optionnel /Optional Année / Year 2012-13 Campus / Campus LILLE PARIS SOPHIA SUZHOU RALEIGH Cours ouvert aux étudiants en échanges in / Course open to students in exchange Langue d enseignement / Teaching Language Pré-requis / Prerequisite Période d enseignement / Teaching period Responsable du cours / Course Coordinator Noms des Intervenant(s) par campus/ Instructor(s) Names by campus English Good knowledge of marketing S1 Ivan Coste SOPHIA Ivan Coste LILLE PARIS SUZHOU RALEIGH Description du cours / Course description The Luxury World is growing at a high speed. It is now spreading over unexpected segments or nations. This specific management involves many uncommon strategic decisions, and needs precise and multiple tools. From the Supply Chain Management to the final sales, this activity will be explained. This course has been designed in order to make students understand these multiple specificities and facets by means of various cases and professional examples. If needed some other lecturers could be welcomed. Connaissances / Knowledge and Understanding (subject specific) Have a theoretical and applied understanding of the broad topics comprising the course: current hot topics and theories in the luxury industry, communication, organizational culture, and ethics (including corporate social responsibility). Résultats d apprentissage / Learning Outcomes Aptitudes cognitives / Cognitive/Intellectual skills (generic) Students will learn to develop lateral thinking, complex vision and flexible managerial capacities. Luxury strategies need to be created around changes and kinetics -. Attitudes / Key transferable skills (generic) Have a broad approach of that world, understand how innovation and the most accurate approaches to it are relevant and should be tought to the global company, its employees, and customers. Branding expertise at the upmost Compétences pratiques / Practical skills (subject specific) A l issue de la formation, l étudiant devrait être capable : Many professional tools will also be used from marketing approaches to accurate media planning, whether national or international.

Evaluation finale (DS) / Final examination Evaluation des étudiants / Student Assessment QCM (quizz) % Etude de cas (case study) % Questions (questions) % Exercices (exercises) % Autre (other) 50% Précisez (precise): team reserach project presentation Contrôle continu / Continuous Assessment Présentation orale (oral presentation) % QCM (quizz) % Dossier % Etude de cas (case study) % Autre (other) 50% Précisez (precise): team research project and participation Méthodes d enseignement / Teaching Methods Format de cours / Course format Cours / Lectures Séminaire / Seminar Tutorat / Tutorial sessions TD Autre (other) Précisez (precise) Activités d apprentissage / Learning activities Etude de cas / Case Studies Travail personnel guidé / Guided personal work Travail personnel autonome / Autonomous personal work Projet / Project Autre (expliquer) / Other (explain) :group project Session 1 : State of the art, evolution of luxury, from family owned business to meta-structures. Facts, Figures and forecasts. Session 2 : Consumers evolution. Behavioral and sociological shifts, the emergence of new consumers and geographical implementations Plan de cours / Course plan Session 3 : How to build a luxury brand. The role of EI and KM, tools to be used. Session 4 : Running a luxury business. GRDI, Big Mac Index, sales evolutions monitoring, adaptation of the POS and distribution channels, strategic choices of incoterms, currency risks management, selection of the implementation modes. Session 5 : What s coming up? Trends, how to transfer the atmosphere of the POS to internet, pop-up stores, sales multi-pricing theories and troubles Bibliographie / References Lecture obligatoire / Required reading Will be discussed during class Luxury Strategy in Action, Jonas Hoffman, Ivan Coste Manière, Mac Millan Palgrave Dec 2011 Optionnelle / Recommended

11. E-commerce E-commerce Crédits / Credits Nombre / Number : 2 Charge de travail / Student workload Programme / Program Face à face / Contact Hours Distanciel / Distance learning Autonomous Personal &/or Team work Evaluation / Evaluation Durée Nbh : 15 Nbh : Nbh : Nbh : Nbh : PGE MS PGE FC MSc x PGE COOP Bachelor DDA ESDHEM CCA PhD Département / Department Droit et Fiscalité / Law and Taxation Economie / Economics Finance, comptabilité, contrôle / Accounting and Finance Management de Projets / Project Management Marketing Vente / Marketing Management Ressources Humaines et Comportement Organisationnel / Human Resource Management & Organizational Behaviour Stratégie et Entrepreneuriat / Strategy & Entrepreneurship Systèmes d information et Organisation / Information System & Organization Langues / Languages x Type de cours / Course type Commun / Core Electif / Elective x Optionnel /Optional Année / Year 2012/13 Campus / Campus LILLE PARIS SOPHIA x SUZHOU RALEIGH Cours ouvert aux étudiants en échanges in / Course open to students in exchange Langue d enseignement / Teaching Language Pré-requis / Prerequisite Période d enseignement / Teaching period Responsable du cours / Course Coordinator Noms des Intervenant(s) par campus/ Instructor(s) Names by campus English None S5 Peter Spier SOPHIA O Tronchon x LILLE PARIS SUZHOU RALEIGH Evaluateur(s) / Evaluator(s) O Tronchon Description du cours / Course description Résultats d apprentissage / Learning Outcomes The course aims to give students an understanding of the basics of e-business strategy, especially focussing on e-commerce practicalities, but also on the key role of datamining and marketing. Particular attention will be paid to change management within the organization when multichannel strategies including e-commerce are implemented, based on different use cases (AOL, Neuf Cegetel, Free, Oxfam etc) Knowledge and Understanding (subject specific) The student is expected to understand e-commerce current approaches and expected evolutions datamining / marketing key roles in achieving a successful e-commerce strategy the use of e-commerce in a comprehensive multichannel strategy / CMO s decision making Cognitive/Intellectual skills (generic) The student is expected to learn the balance between the technical and managerial topics in order to achieve a powerful e-commerce strategy within a comprehensive corporate strategy

Key transferable skills (generic) The student is expected to be able to structure an approach in order to plan, implement, assess & improve e- commerce strategy. Practical skills (subject specific) This course will provide the students with a strong strategic framework on this fast-moving subject, as well as a useful guide to practical analysis around e-commerce and the key role of datamining and marketing Contribution aux objectifs pédagogiques du programme / Contribution to learning obj Indiquer les learning objectives auxquels contribue le cours (en se basant sur le curriculum mapping du programme) Evaluation finale (DS) / Final examination Evaluation des étudiants / Student Assessment QCM (quizz) % Etude de cas (case study) X 100% Questions (questions) % Exercices (exercises) % Autre (other) % Précisez (precise): Contrôle continu / Continuous Assessment Présentation orale (oral presentation) % QCM (quizz) % Dossier % Etude de cas (case study) % Autre (other) % Précisez (precise): Méthodes d enseignement / Teaching Methods Format de cours / Course format Cours / Lectures X Séminaire / Seminar Tutorat / Tutorial sessions TD Autre (other) Précisez (precise) Activités d apprentissage / Learning activities Etude de cas / Case Studies X Travail personnel guidé / Guided personal work Travail personnel autonome / Autonomous personal work Projet / Project Autre (expliquer) / Other (explain) : I) INTRODUCTION - Introduction to e-business and e-commerce - E-commerce fundamentals Plan de cours / Course plan II) III) STRATEGY AND APPLICATIONS -. E-commerce strategies -. Data marketing key role (including Customer relationship management key apsects) IMPLEMENTATION - Change management - Analysis and design - Implementation and maintenance Bibliographie / References Lecture obligatoire / Required reading None Optionnelle / Recommended None

12. Creative Marketing: Specialty Advertising Crédits / Credits Nombre / Number :2 Specialty Advertising Charge de travail / Student workload Programme / Program Face à face / Contact Hours Distanciel / Autonomous Personal &/or Team work Evaluation / Evaluation Durée Nbh : 15 Nbh : Nbh : Nbh : Nbh : PGE MS PGE FC MSc PGE COOP Bachelor DDA ESDHEM CCA PhD Département / Department Droit et Fiscalité / Law and Taxation Economie / Economics Finance, comptabilité, contrôle / Accounting and Finance Management de Projets / Project Management Marketing Vente / Marketing Management Ressources Humaines et Comportement Organisationnel / Human Resource Management & Organizational Behaviour Stratégie et Entrepreneuriat / Strategy & Entrepreneurship Systèmes d information et Organisation / Information System & Organization Langues / Languages Type de cours / Course type Commun / Core Electif / Elective Optionnel /Optional Année / Year Campus / Campus LILLE PARIS SOPHIA SUZHOU RALEIGH Cours ouvert aux étudiants en échanges in / Course open to students in exchange Langue d enseignement / Teaching Language Période d enseignement / Teaching period Responsable du cours / Course Coordinator Noms des Intervenant(s) par campus/ Instructor(s) Names by campus Evaluateur(s) / Evaluator(s) English S1 Yves Lucky SOPHIA Yves Lucky Yves Lucky LILLE PARIS SUZHOU RALEIGH Description du cours / Course description Specialty Advertising is a specific media. It represents over 20 billion $ in the US and over 40 billion in the EU. Every student should learn how to build an efficient Specialty Advertising campaign. Connaissances / Knowledge and Understanding (subject specific) Résultats d apprentissage / Learning Outcomes The student is expected to learn the definition of this specific media; learn about its history and developments; compare this media to the others and learn about the structure of the Specialty Advertising market Aptitudes cognitives / Cognitive/Intellectual skills (generic) compare this media with any other Attitudes / Key transferable skills (generic) build an efficient Specialty Advertising campaign Compétences pratiques / Practical skills (subject specific) A l issue de la formation, l étudiant devrait être capable :

select the appropriate Ad Specialties part of a marketing plan Contribution aux objectifs pédagogiques du programme / Contribution to learning objectives Indiquer les learning objectives auxquels contribue le cours (en se basant sur le curriculum mapping du programme) This elective class will help the students develop a creative approach in marketing Evaluation finale (DS) / Final examination Evaluation des étudiants / Student Assessment QCM (quizz) % Etude de cas (case study) 25% Questions (questions) 25% Exercices (exercises) % Autre (other) % Précisez (precise): Contrôle continu / Continuous Assessment Présentation orale (oral presentation) 50% QCM (quizz) % Dossier % Etude de cas (case study) % Autre (other) % Précisez (precise): Méthodes d enseignement / Teaching Methods Format de cours / Course format Cours / Lectures Séminaire / Seminar Tutorat / Tutorial sessions TD Autre (other) Précisez (precise) Activités d apprentissage / Learning activities Etude de cas / Case Studies Travail personnel guidé / Guided personal work Travail personnel autonome / Autonomous personal work Projet / Project Autre (expliquer) / Other (explain) :goup case study Day week Subjects Cases 1 Definition of Specialty Advertising Comparison with the other medias 2 cases : Tour de France LCL La Vanguardia (Esp) 2 History of S.A. From the origins until today Plan de cours / Course plan Analysing the different national markets and comparing them. Different cultures : Europe, USA and sources from Asia Statistics 3 S.A. and creative marketing : - A scattered market - Specific distribution channels - Building an Ad Specialty campaign in 6 phases 4 Group case studies 5 Group Case studies 2h and written exam 1h. 2 cases DVD

Lecture obligatoire / Required reading Bibliographie / References - The Counselor ( ASI, USA) - L «introduction à la Publicité par l objet» Les cahiers du IEPO - DVD visit of a Specialty Advertising plant. - Media file USA Optionnelle / Recommended Site(s) web / Web sites www.guide-pub.com www.counselormag.com www.asicentral.com 13. Corporate Communication Crédits / Credits Nombre / Number : 2 Corporate Communication Charge de travail / Student workload Programme / Program Face à face / Contact Hours Distanciel / Autonomous Personal &/or Team work Evaluation / Evaluation Durée Nbh : 15 Nbh : Nbh : Nbh : Nbh : PGE MS PGE FC MSc PGE COOP Bachelor DDA ESDHEM CCA PhD Département / Department Droit et Fiscalité / Law and Taxation Economie / Economics Finance, comptabilité, contrôle / Accounting and Finance Management de Projets / Project Management Marketing Vente / Marketing Management Ressources Humaines et Comportement Organisationnel / Human Resource Management & Organizational Behaviour Stratégie et Entrepreneuriat / Strategy & Entrepreneurship Systèmes d information et Organisation / Information System & Organization Langues / Languages Type de cours / Course type Commun / Core Electif / Elective Optionnel /Optional Année / Year 2012-13 Campus / Campus LILLE PARIS SOPHIA SUZHOU RALEIGH Cours ouvert aux étudiants en échanges in / Course open to students in exchange Langue d enseignement / Teaching Language Pré-requis / Prerequisite Période d enseignement / Teaching period English Good understanding of marketing S1

Responsable du cours / Course Coordinator Noms des Intervenant(s) par campus/ Instructor(s) Names by campus Virginie Droit SOPHIA Virginie Droit LILLE PARIS SUZHOU RALEIGH Description du cours / Course description This course defines the basic notions of corporate communication, presents the relationship between announcer and agency, explains the copy strategy, teaches how to build a communication plan and how to make an advertising analysis. Main goals: lead the students through a professional behaviour, giving efficient methods to sustain the creativity and give the key to integrate a communication agency or a communication department. Connaissances / Knowledge and Understanding (subject specific) - Understand and use the communication jargon - Know the various communication tools and their key rules Aptitudes cognitives / Cognitive/Intellectual skills (generic) - Understand the advertising hidden messages - Understand the role and challenges of Communication in a whole strategy - Know the various roles / careers in the communication sphere Résultats d apprentissage / Learning Outcomes Attitudes / Key transferable skills (generic) - Have a professional behavior face to communication issues - Show efficient methods to solve some communication issues (briefings, document analysis ) Compétences pratiques / Practical skills (subject specific) A l issue de la formation, l étudiant devrait être capable : - Apply the communication methods used in professional agencies and/or communication department - Apply the methods for a creative communication process - Define and write an agency creative briefing - Define and write an announcer briefing - Start a communication strategy - Start a communication plan Evaluation finale (DS) / Final examination Evaluation des étudiants / Student Assessment QCM (quizz) % Etude de cas (case study) % Questions (questions) % Exercices (exercises) % Autre (other) % Précisez (precise): Contrôle continu / Continuous Assessment Présentation orale (oral presentation) % QCM (quizz) % Dossier % Etude de cas (case study) % Autre (other) % Précisez (precise): Méthodes d enseignement / Teaching Methods Format de cours / Course format Cours / Lectures Séminaire / Seminar Tutorat / Tutorial sessions TD Autre (other) Précisez (precise) Activités d apprentissage / Learning activities Etude de cas / Case Studies

Travail personnel guidé / Guided personal work Travail personnel autonome / Autonomous personal work Projet / Project Autre (expliquer) / Other (explain) : Plan de cours / Course plan 6. Corporate Communication: Introduction: a. Definition b. Actors & Roles c. Strategy & Tools 7. Relationship between announcer & agency: a. Understand the announcer needs b. Playing roles 8. The copy strategy: a. Creative strategies (case studies) b. Application c. Advertising analysis 9. The Communication plan a. Method & application (case study) b. Advertising analysis 10. Advertising analysis Bibliographie / References Lecture obligatoire / Required reading Optionnelle / Recommended Sign-up for the free and read as often as possible: Site(s) web / Web sites Sign-up for the free and read as often as possible: http://www.journaldunet.com/. http://www.cbnews.fr/ http://www.abc-netmarketing.com/ http://www.netmarketeur.net/ http://www.marketing-internet.com/