EXCHANGE-IN STUDENTS

EXCHANGE-IN STUDENTS Course Catalogue PARIS SPRING 2016 P a g e 1 121

Table of contents M1... 4 Corporate Finance... 4 Corporate Governance... 7 Global Business Environment... 9 Innovation and Economic Transition... 10 International Negotiation... 13 Multicultural Management... 16 Operation and Information Systems... 17 Organization & Management... 19 Sustainable Performance... 22 Marketing and Innovation... 24 Strategy... 27 M2 MSc TRANSVERSAL COURSES... 30 Advanced Strategy... 30 Professional and Personal Development... 30 French as a Foreign Language... 33 CORPORATE FINANCIAL MANAGEMENT... 37 Mergers and Acquisition, Corporate Restructuring... 37 International Financial Decision Making... 39 Corporate Banking Relations... 41 Corporate Risk Management... 44 Financial Communication... 47 Corporate Governance and Business Ethics... 49 Private Equity... 51 Managing with Internal Auditing... 53 Intangible Assets Valuation... 55 PROJECT AND PROGRAMME MANAGEMENT & BUSINESS DEVELOPMENT... 57 Business plans and Business Models... 57 Human Resources for Projects... 59 Project Management for Competitive Advantage... 63 Maturity Models and Performance Improvement... 66 Project, Programme and Portfolio Management... 68 Team and Social Competencies Multicultural Management... 71 INTERNATIONAL STRATEGY & INFLUENCE... 72 Strategic Consulting... 72 P a g e 2 121

Social Networking... 74 Strategic Management Of Innovation... 77 INTERNATIONAL MARKETING AND BUSINESS DEVELOPMENT... 80 Advertising & Communication... 80 Internationalisation of Markets and Organizations... 82 Big Data & Analytics... 85 Social Networking Marketing... 87 Finance for Marketing and Business Development... 90 Sustaineble Marketing Strategies... 93 Business Development... 96 Communication in a Crisis... 98 The Product Development Process... 101 CRM... 103 International Buying Management... 105 Sensory Marketing... 108 Luxury goods Management... 110 Managing the service experience... 113 Product Management... 115 Sales, Negotiation and Key Account Management... 118 P a g e 3 121

M1 Corporate Finance Code du cours Course Code PGE.FINM1.FICOR.0503 (fall) PGE.FINM1.FICOR.0507 (spring) PGE.FINM1.FICOR.0506 (fall US) PGE.FINM1.FICOR.0510 (spring US) Crédits Credits 5 Charge de travail Student workload Face à Face Contact hours Nom du cours Course name CORPORATE FINANCE Période d'enseignement Teaching period Spring Distanciel Distance Autonomous personal &or team work Evaluation Durée totale Total 30 0 67 3 30 Programme Program M1 ABM France Départements Department Dept. Accounting and Finance Module - Type de cours Course type core Belo Horizonte, Lille, Paris, Raleigh, Sophia, Suzhou Course open to students in exchange Exchange students allowed Langue d'enseignement Teaching language Anglais English If other Pré-Requis None Prerequisite Responsable du cours Course leader GROSLAMBERT Bertrand Nom des intervenants par Instructor(s) names by Belo Horizonte Lille Paris Sophia Suzhou Raleigh Other Patricia Girod Bertrand GROSLAMBERT Descriptif du cours Course description Thémes Topics Our objective is to bring students to develop a rigorous analytical framework of the major investment and financing decisions. In particular, we will shed lights on the interest rates and the investment valuation. We will focus on different ways of financing between equity, debt. Then, we present the relationship between risk, return and the cost of financing. Investment valuation, Financing tools (shares and bonds), Risk and return (cost of capital) P a g e 4 121

Résultats d apprentissage Intended Learning Outcomes and Skills A l issue de la formation, vous serez capable de As a result of this module, you will be able to: Connaissances Knowledge and Understanding (subject specific) Aptitudes cognitives Cognitive skills Attitudes Key transferable skills Ethical and social understanding Contribution aux objectifs pédagogiques du programme Contribution to objectives Evaluation des étudiants Student Assessment Méthodes d enseignement Teaching Methods Plan de cours Course Plan Indiquer les objectives auxquels contribue le cours (en se basant sur le curriculum mapping du programme) Indicate which objectives the course contributes to (based on the program curriculum mapping) LO5.1 : To apply theories and major concepts of marketing, finance, human resource management, information systems, organization studies, law : LG5 : Graduates should be knowledgeable of the functional areas of business management and their integration Cours soumis à évaluation dans le cadre de l Assurance of Learning pour l année en cours? Oui Yes Evaluation finale (DS) Final examination 60 % (Précisez la nature pour l'évaluation finale Explain type for final examination) QCM - Quizz Contrôle continu Continuous Assessment 40 % préciser nature Explain type QCM - Quizz 100 % Etude de cas - Case study 0 % Présentation orale - Presentation 0 % Rapport écrit Dissertation - Report Dissertation 0 % Nb midterms : 1 Participation - Class participation 0 % Examen intermédiaires - Mid-term examination 0 % Autre - Others 0 % Format de cours Course format Cours magistral Lecture - TD Tutorials Activités d apprentissage Learning activities Devoirs Assignments INTRODUCTION Introduction and refresher course PART 1 : INVESTMENT VALUATION (3 h Lecture + 4,5 h Tutorial) 1. The time value of money and net present value 1.1. Capitalisation 1.2. Discounting 1.3. Present value and net present value of a financial security 1.4. The NPV decision rule 1.5. What does net value depend on? 1.6. Some examples of simplification of present value calculations (without CF rise at different rate) 2. The internal rate of return 2.1. How is internal rate of return determined? 2.2. Some more financial mathematics : interest rate and yield to maturity 3. Incremental cash flows and an other investment criterion P a g e 5 121

3.1. The predominance of NPV and the importance of IRR 3.2. The main lines of reasoning 3.3. Which cash flow are important? 3.4. An other investment criterion PART 1 reading requirements : Corporate Finance, Vernimmen 2011 (3rd edition), Chapter 16, p. 278-294 Corporate Finance, Vernimmen 2011 (3rd edition), Chapter 17, p. 295-212 Corporate Finance, Vernimmen 2011 (3rd edition), Chapter 29, p. 551-568 PART 1 personal work : Set of exercises in the ppt file PART 1 documents : Ppt file on SKEMA website PART 2 : MAJOR FINANCING TOOLS : SHARES AND BONDS (3 h Lecture + 3 h Tutorial) 1. Shares 1.1. Basics concepts 1.2. Price Earnings ratio 1.3. Key market data 2. Bonds 2.1. Basics concepts 2.2. The yield to maturity 2.3. Floating-rate bonds 2.4. Medium term notes 2.5. Default risk and the role of rating PART 2 reading requirements : Corporate Finance, Vernimmen 2011 (3rd edition), Chapter 23, p. 418-438 Corporate Finance, Vernimmen 2011 (3rd edition), Chapter 21, p. 380-406 PART 2 personal work : Set of exercises in the ppt file PART 2 documents : Ppt file on SKEMA website PART 3 : RISK, RETURN, COST OF EQUITY AND COST OF CAPITAL (3 h Lecture + 4 h Tutorial) 1. Risk and return 1.1. Sources of risk 1.2. Risk and fluctuation in the value of a security 1.3. Tools for measuring return and risk 1.4. How diversification reduces risk 2. Cost of equity 2.1. Return required by investors : the CAPM 2.2. Properties of the CAPM 3. From the cost of equity to the cost of capital 3.1. Weighted average cost of capital PART 3 reading requirements : Corporate Finance, Vernimmen 2011 (3rd edition), Chapter 18, p. 313-246 Corporate Finance, Vernimmen 2011 (3rd edition), Chapter 19, p. 347-365 Corporate Finance, Vernimmen 2011 (3rd edition), Chapter 30, p. 569-586 PART 3 personal work : Set of exercises and a case study in the ppt file PART 3 documents : Ppt file on SKEMA website A set of exercises and questions is available on the book website : http:www.vernimmen.com. P a g e 6 121

Bibliographie References Site(s) web Web sites The book is also available on Scholarvox by Cyberlibris. The SKEMA s Mediatheque gives you the opportunity to consult the book freely at the following address : http:mediatheque.skema.eduindex.php?id=408 1) Corporate Finance Theory and Practice, P. Vernimmen, John Wiley & Sons, 2011, 3rd edition Available freely on Scholarvox by Cyberlibris at http:mediatheque.skema.eduindex.php?id=408 2) Corporate Finance - J. Berk and P. DeMarzo, Pearson Education, 2011. Http:skema.lms.crossknowledge.comdatamodulescrossknowledgeinterfacesindex.php http:www.vernimmen.com http:mediatheque.skema.eduindex.php?id=408 http:knowledge.skema.edu Corporate Governance Code du cours Course Code PGE.FINM1.HRCOR.0314 Crédits Credits 5 Charge de travail Student workload Face à Face Contact hours Nom du cours Course name CORPORATE GOVERNANCE Période d'enseignement Teaching period Spring Distanciel Distance Autonomous personal &or team work Evaluation Durée totale Total 30 0 45 0 30 Programme Program M1 Suzhou Départements Department Dept. Management, Leadership & Organization Module - Type de cours Course type core Paris, Sophia, Suzhou Course open to students in exchange Exchange students not allowed Langue d'enseignement Teaching language Anglais English If other Pré-Requis Corporate Financial Management, International Practices Prerequisite Responsable du cours Course leader GIALDINI Laurence Nom des intervenants par Instructor(s) names by Belo Horizonte Lille Paris Sophia Suzhou Raleigh Other P a g e 7 121

Descriptif du cours Course description Thémes Topics Résultats d apprentissage Intended Learning Outcomes and Skills Contribution aux objectifs pédagogiques du programme Contribution to objectives Evaluation des étudiants Student Assessment Méthodes d enseignement Teaching Methods Plan de cours Course Plan Bibliographie References Site(s) web Web sites The course defines Corporate Governance from a wide range of perspectives : economics, strategy, international business, organizational behavior, entrepreneurship, finance and law. We will consider Corporate Governance issues at several levels of analysis and an overview of international practice will be also provided. Corporate Financial Management, International Practices A l issue de la formation, vous serez capable de As a result of this module, you will be able to: Connaissances Knowledge and Understanding (subject specific) Aptitudes cognitives Cognitive skills The student is expected to master the skills of a successful business leader. Attitudes Key transferable skills The student is expected to developed savoir-faire and savoir-être capacities. The student is expected to be prepared to work in groups and show leadership skills that go beyond borders and cultural barriers Ethical and social understanding Formulate ethical business situation and analyse the best solution Indiquer les objectives auxquels contribue le cours (en se basant sur le curriculum mapping du programme) Indicate which objectives the course contributes to (based on the program curriculum mapping) Cours soumis à évaluation dans le cadre de l Assurance of Learning pour l année en cours? Non No Evaluation finale (DS) Final examination 50 % (Précisez la nature pour l'évaluation finale Explain type for final examination) Cliquez ici pour entrer du texte. Contrôle continu Continuous Assessment 50 % préciser nature Explain type QCM - Quizz 100 % Etude de cas - Case study 0 % Présentation orale - Presentation 0 % Rapport écrit Dissertation - Report Dissertation 0 % Nb midterms : 0 Participation - Class participation 0 % Examen intermédiaires - Mid-term examination 0 % Autre - Others 0 % Format de cours Course format Cours magistral Lecture Activités d apprentissage Learning activities Cliquez ici pour entrer du texte. Part 1 History- Part 2 Theories- Part 3 Corporate Governance Mechanisms, Processes and Practices Required readings : Johnson G. et al. (last ed.), Exploring Corporate Strategy, Chap. 4, PearsonBerk J. and DeMarzo P. (last ed.), Corporate Finance, Chap.29 PearsonRecommanded readings : Wright M et al. (2014), The Oxford Handbook of Corporate Governance, Oxford University Press. P a g e 8 121

Nombre CM Amphi Number of Lectures Durée CM Amphi (en heures) Lecture duration (in Modalités de délivrance du cours (par si différent) Course delivery modes (per if different) Autres Durée TD (en (Distance Nombre TD heures), etc ) Number of Tutorial class (en heures) Tutorial classes duration (in Other (in 0 0 0 0 0 Préciser les spécificités de programmation (TD journée, cadencement spécifique des séances) Specify if full-day tutorial class, different schedules Global Business Environment Code du cours Course Code PGE.FINM1.STCOR.0811 Crédits Credits 5 Charge de travail Student workload Face à Face Contact hours Nom du cours Course name GLOBAL BUSINESS ENVIRONMENT Période d'enseignement Teaching period Spring Distanciel Distance Autonomous personal &or team work Evaluation Durée totale Total 30 0 0 0 30 Programme Program M1 Suzhou Départements Department Dept. Stratégy, Entrepreneurship and Economics Module - Type de cours Course type core Suzhou, Paris Course open to students in exchange Exchange students allowed Langue d'enseignement Teaching language Anglais English If other Pré-Requis Prerequisite Responsable du cours Course leader LI Laubie Nom des intervenants par Instructor(s) names by Belo Horizonte Lille Paris Sophia Suzhou Raleigh Other Descriptif du cours P a g e 9 121

Course description Thémes Topics Résultats d apprentissage Intended Learning Outcomes and Skills A l issue de la formation, vous serez capable de As a result of this module, you will be able to: Connaissances Knowledge and Understanding (subject specific) Aptitudes cognitives Cognitive skills Attitudes Key transferable skills Ethical and social understanding Contribution aux objectifs pédagogiques du programme Contribution to objectives Evaluation des étudiants Student Assessment Méthodes d enseignement Teaching Methods Nombre CM Amphi Number of Lectures Indiquer les objectives auxquels contribue le cours (en se basant sur le curriculum mapping du programme) Indicate which objectives the course contributes to (based on the program curriculum mapping) Cours soumis à évaluation dans le cadre de l Assurance of Learning pour l année en cours? Non No Evaluation finale (DS) Final examination 0 % (Précisez la nature pour l'évaluation finale Explain type for final examination) QCM - Quizz Contrôle continu Continuous Assessment 0 % préciser nature Explain type QCM - Quizz 0 % Etude de cas - Case study 0 % Présentation orale - Presentation 0 % Rapport écrit Dissertation - Report Dissertation 0 % Nb midterms : 0 Participation - Class participation 0 % Examen intermédiaires - Mid-term examination 0 % Autre - Others 0 % Format de cours Course format Cours magistral Lecture Activités d apprentissage Learning activities Cours interactifs Interactive lectures Modalités de délivrance du cours (par si différent) Course delivery modes (per if different) Durée CM Autres Durée TD (en Amphi (en (Distance Nombre TD heures) heures), etc ) Number of Tutorial class Lecture (en heures) Tutorial classes duration (in duration (in Other (in 0 0 0 0 0 Préciser les spécificités de programmation (TD journée, cadencement spécifique des séances) Specify if full-day tutorial class, different schedules Innovation and Economic Transition Code du cours Nom du cours P a g e 10 121

Course Code PGE.FINM1.STCOR.0808 (US) PGE.FINM1.STCOR.0810 Crédits Credits 5 Charge de travail Student workload Face à Face Contact hours Course name INNOVATION AND ECONOMIC TRANSFORMATION Période d'enseignement Teaching period Spring Distanciel Distance Autonomous personal &or team work Evaluation Durée totale Total 30 0 0 0 30 Programme Program M1 Départements Department Dept. Stratégy, Entrepreneurship and Economics Module - Type de cours Course type core Course open to students in exchange Exchange students not allowed Langue d'enseignement Teaching language Pré-Requis Prerequisite Responsable du cours Course leader Nom des intervenants par Instructor(s) names by -Basic knowledge in microeconomics and in strategy Belo Horizonte Lille Paris Sophia Suzhou Raleigh Other DIBIAGGIO Ludovic If other Descriptif du cours Course description Thémes Topics -The objective of the course is to understand how innovation induces structural change in economies and industries and how companies have to adapt their strategy. - What is innovation - How technological innovation impacted industrial revolution and generated structural change in economic history - How digitization affects markets - How digitization is changing industries - how firms adapt and develop new strategies, new business models P a g e 11 121

Résultats d apprentissage Intended Learning Outcomes and Skills Contribution aux objectifs pédagogiques du programme Contribution to objectives Evaluation des étudiants Student Assessment Méthodes d enseignement A l issue de la formation, vous serez capable de As a result of this module, you will be able to: Connaissances Knowledge and Understanding (subject specific) Have a historical view on the role of innovation in society Understand and analyse how digitization affects society, industries and business Design industry analyses and strategic studies in a digital era Aptitudes cognitives Cognitive skills Analytical skills Make sythesis of several bibliographic sources Design and develop cases Presentation discussion skills Attitudes Key transferable skills Develop an open minded attitude when facing Reading and commenting articles Preparing and contributing to a debate Ethical and social understanding Indiquer les objectives auxquels contribue le cours (en se basant sur le curriculum mapping du programme) Indicate which objectives the course contributes to (based on the program curriculum mapping) LO2.1 : To contribute substantively to the product of a group and demonstrate leadership skills : LG2 : Graduates should be able to work effectively in a multicultural team LO3.1 : To produce clear, well organized verbal presentations : LG3 : Graduates should be able to communicate in an international environment LO3.2 : To produce clear, well organized written communication : LG3 : Graduates should be able to communicate in an international environment LO4.2 : To apply theories and key concepts in the field of the management of knowledge assets, technological progress and innovation : LG4 : Graduates should be able to manage in the global knowledge economy LO6.1 : To analyze and apply advanced concepts in a specialized discipline : LG6 : Graduates should be able to think critically and to assess business issues in a specialized discipline LO6.2 : To assess a business issue and formulate solutions in a specialized discipline : LG6 : Graduates should be able to think critically and to assess business issues in a specialized discipline Cours soumis à évaluation dans le cadre de l Assurance of Learning pour l année en cours? Non No Evaluation finale (DS) Final examination 50 % (Précisez la nature pour l'évaluation finale Explain type for final examination) Rapport écrit Dissertation - Report Dissertation Contrôle continu Continuous Assessment 50 % préciser nature Explain type QCM - Quizz 20 % Etude de cas - Case study 0 % Présentation orale - Presentation 60 % Rapport écrit Dissertation - Report Dissertation 0 % Nb midterms : 0 Participation - Class participation 20 % Examen intermédiaires - Mid-term examination 0 % Autre - Others 0 % Format de cours Course format Cours magistral Lecture P a g e 12 121

Teaching Methods Plan de cours Course Plan Activités d apprentissage Learning activities Cours interactifs Interactive lectures - The Dynamics and Ecology of Innovation - Innovation and economic transformation - Digital Transformation as a structural change - Digitization and economic transformation - (R)evolution in the production of knowledge - Knowledge production as a systemic phenomenon: Local systems of innovation - Value creation vs value capture - Digitization and value capture - Innovation and Industry Evolution - Digitization and Industry evolution - Digitization and two sided markets Bibliographie References Site(s) web Web sites Nombre CM Amphi Number of Lectures Durée CM Amphi (en heures) Lecture duration (in Modalités de délivrance du cours (par si différent) Course delivery modes (per if different) Autres Durée TD (en (Distance Nombre TD heures), etc ) Number of Tutorial class (en heures) Tutorial classes duration (in Other (in Raleigh 0 30 10 3 30 Préciser les spécificités de programmation (TD journée, cadencement spécifique des séances) Specify if full-day tutorial class, different schedules The best is a weeklysession course. The course cannot be given on a full day basi International Negotiation Code du cours Course Code PGE.FINM1.MKCOR.0406 (US) PGE.FINM1.MKCOR.0407 Crédits Credits 5 Charge de travail Student workload Face à Face Contact hours Nom du cours Course name INTERNATIONAL NEGOTIATION Période d'enseignement Teaching period Spring Distanciel Distance Autonomous personal &or team work Evaluation Durée totale Total P a g e 13 121

39 0 12 3 39 Programme Program M1 Raleigh Départements Department Dept. Marketing Module - Type de cours Course type core Belo Horizonte, Paris, Raleigh, Sophia, Suzhou Course open to students in exchange Exchange students allowed Langue d'enseignement Teaching language Anglais English If other Pré-Requis None Prerequisite Responsable du cours Course leader SPIER Peter Belo Horizonte Lille Nom des intervenants par Paris Sophia Instructor(s) names by Suzhou Raleigh Other Descriptif du cours Course description Thémes Topics 'Par ma foi! il y a plus de quarante ans que je dis de la prose sans que j'en susse rien' (My faith!i have been speaking prose for forty years without knowing it), observes Molière's 'Bourgeois gentilhomme'. The same could be said of negotiation. We all do it, whether we realize it or not, and a great deal can be gained from to do it better. This skill will be paramount for careers in sales, key account management, purchasing, business development.. but it is also key in teamwork, conflict management, relationship building and a myriad other situations involving interaction between two or more parties. The list of different negotiation situations we might encounter is endless and varied: buying a souvenir, a car, an appartment; deciding on a holiday destination or a new sofa with your partner; asking your neighbour to turn down the stereo or look after your cat; negotiating a new deal with a supplier or a client; setting up an agreement with a new distributor or agent... As a means of reaching agreement and navigating differences, it is an essential tool for living and working abroad, or working with international partners or clients. Good negotiation skills presuppose an ability to interact constructively with others; cultural differences add one more dimension to this, and it is useful to reflect on how these differences impact the negotiation process. This course will take up and build on frameworks and concepts encountered in the multicultural management course and explore how they play out in a negotiation situation. To do so, we must first develop our knowledge and understanding of the nature and dynamics of negotiation itself. The course will involve a balanced approach, with some theory, practical negotiation exercises and case studies. On international es, there will naturally be some degree of emphasis on to negotiate within the local culture. Negotiation; frameworks and structured approaches. Types of negotiation situations and styles. Mutual benefits approach. Understanding stakeholders and interests. Conflict management. Impact of culture on negotiation. P a g e 14 121

Résultats d apprentissage Intended Learning Outcomes and Skills Contribution aux objectifs pédagogiques du programme Contribution to objectives Evaluation des étudiants Student Assessment Méthodes d enseignement Teaching Methods Plan de cours Course Plan A l issue de la formation, vous serez capable de As a result of this module, you will be able to: Connaissances Knowledge and Understanding (subject specific) Grasp and apply a range of frameworks for understanding negotiation and the impact of cultural differences on the negotiation process Aptitudes cognitives Cognitive skills Students will be better prepared to manage interactions with others and better navigate cultural differences in the negotiation process Attitudes Key transferable skills Ability to manage strategic and interpersonal exchanges, balancing personal interests with those of others and respecting cultural differences Ethical and social understanding Students will develop a greater sensitivity to the dynamics of social and intercutural exchange Indiquer les objectives auxquels contribue le cours (en se basant sur le curriculum mapping du programme) Indicate which objectives the course contributes to (based on the program curriculum mapping) LO1.2 : To select the best course of action to follow in order to behave as responsible managers : LG1 : Graduates should behave as responsible managers in order to deliver sustainable performance in complex environments LO2.1 : To contribute substantively to the product of a group and demonstrate leadership skills : LG2 : Graduates should be able to work effectively in a multicultural team LO2.2 : To recognize and use positively the various dimensions of diversity : LG2 : Graduates should be able to work effectively in a multicultural team Cours soumis à évaluation dans le cadre de l Assurance of Learning Non No pour l année en cours? Evaluation finale (DS) 50 % Final examination (Précisez la nature pour l'évaluation finale Explain type for final examination) QCM - Quizz, Etude de cas - Case study Contrôle continu 50 % Continuous Assessment préciser nature Explain type QCM - Quizz 0 % Etude de cas - Case study 0 % Présentation orale - Presentation 0 % Rapport écrit Dissertation - Report Dissertation 60 % Nb midterms : 0 Participation - Class participation 40 % Examen intermédiaires - Mid-term examination 0 % Autre - Others 0 % Format de cours Course format Cours magistral Lecture Activités d apprentissage Learning activities Cours interactifs Interactive lectures - Etudes de cas Case studies Course outline: Introduction to negotiation Situations, approaches, issues Distributive and integrative negotiation situations From hard bargaining to problem solving Understanding points of view Stakeholder mapping Conflict: perceptions and resolution The cultural dimension: Hofstede and others P a g e 15 121

Bibliographie References Site(s) web Web sites Techniques for getting better deals Throughout the course students will be expected to take part in exercises and simulations and to analyze case studies Below are some suggestions of books to read on the subject of negotiation. The list is not exclusive and you should feel free to consider other titles. You will also see suggested titles on the PPT slides used during the course Roger Fisher, William Ury, Bruce Patton, Getting to yes: negotiating agreement without giving in, ISBN: 0-14-015735-2. This is an absolute classic, published in an edition that shouldn t break the bank. Less thorough, perhaps, than the Essentials (see below) in its coverage of the topic, and more inclined to argue in favour of an integrative approach to negotiation than to present itself as an academic text, it is certainly an influential work. Roy Lewicki et al., Essentials of negotiation (3rd edition, McGraw Hill 2003), ISBN 0071232540. A standard text for negotiation courses that covers the theoretical topics thoroughly and in a very readable fashion. There are two other books by the same authors: Negotiation (ISBN 0 07 112315 6) which is the full version from which the Essentials is taken, and Negotiation: readings, exercises and cases (ISBN 0 07 112316 4) which contains what the titles suggests. This whole series is very good indeed and will provide one of the fullest introductions to the subject. Maude, B. (2014). International business negotiation: principles and practice. Palgrave Macmillan. Shell, R. (1999). Bargaining for advantage. New York: Viking Books. An excellent, comprehensive and readable book. Thompson, L. (1998). The mind and heart of the negotiator. Upper Saddle River, NJ: Prentice Hall. Another very good book. Unfortunately a little bit expensive. Lax, D., & Sebenius, J (1986). The manager as negotiator: bargaining for cooperation and competitive gain. New York: Free Press. A solid, level-headed and readable book. Ury, W. (1991). Getting past no: negotiating with difficult people. New York: Bantam Books. A book from the Getting to yes team that will prove useful when the going gets tough. Camp, J. (2002). Start with NO. The negotiating tools that pros don t want you to know. New York: Crown Business. As the title suggests, the author takes a different stance to that of most integrative approaches and has a hardball tactics approach that is interesting. A good companion work to the Getting to yes books. Useful links will be provided on the Knowledge platform Nombre CM Amphi Number of Lectures Durée CM Amphi (en heures) Lecture duration (in Modalités de délivrance du cours (par si différent) Course delivery modes (per if different) Autres Durée TD (en (Distance Nombre TD heures), etc ) Number of Tutorial class (en heures) Tutorial classes duration (in Other (in 0 0 13 3 0 Préciser les spécificités de programmation (TD journée, cadencement spécifique des séances) Specify if full-day tutorial class, different schedules Delivery modes may vary considerably on different es Multicultural Management P a g e 16 121

This course aims to provide students with the practical skills to successfully and effectively "navigate" through a variety of multicultural situations and settings. Thus, the course provides an in-depth understanding "culture", its historical roots, its role in shaping mindsets and behaviours, and its impact on various forms of business organisation and management. It also examines the kind of cultural preparation required to effectively interact with and work in international environments. Among topics to be studied are the effects of cultural difference in various professional and personal settings; dealing with the "culture shock" associated with multicultural encounters, and the accompanying stereotypes and preconceptions; the benefits and challenges of working in diverse and multicultural settings (e.g., international companies, teams). Overall, the course aims to equip students with the necessary knwoledge, cross-cultural competence, respect and mindfulness to enable them to function effectively and sensitively within such environments. Operation and Information Systems Code du cours Course Code PGE.FINM1.ISCOR.0703 (fall) PGE.FINM1.ISCOR.0701 (spring) Crédits Credits 5 Charge de travail Student workload Face à Face Contact hours Nom du cours Course name OPERATION & INFORMATION SYSTEMS Période d'enseignement Teaching period Fall Spring Distanciel Distance Autonomous personal &or team work Evaluation P a g e 17 121 Durée totale Total 30 0 68 2 30 Programme Program M1 ABM France Départements Department Dept. Management of projects, Information Systems and Supply Chains Module - Type de cours Course type core Belo Horizonte, Lille, Paris, Raleigh, Sophia, Suzhou Course open to students in exchange Exchange students allowed Langue d'enseignement Teaching language Anglais English If other Pré-Requis NA Prerequisite Responsable du cours Course leader AUGIER Marc Nom des intervenants par Instructor(s) names by Belo Horizonte Lille Paris Sophia Suzhou Raleigh Lapo MOLA Marc AUGIER - Lapo MOLA Joanne LIM - Marc AUGIER Marc AUGIER

Other Descriptif du cours Course description Thémes Topics Résultats d apprentissage Intended Learning Outcomes and Skills Contribution aux objectifs pédagogiques du programme Contribution to objectives This course is an introduction course to Management of Information Systems and Supply Chain Management. Information systems are an integral part of modern organizations. Managers increasingly use them to provide and deliver products and services, create competitive advantage, and manage global corporations. Professional managers, regardless of their functional business role, must have a solid grounding in the fundamentals of IS and the organizational implications of the use of IS to perform their jobs effectively. Other objective is to give a comprehensive global views of the issues & techniques of Management Information Systems and Supply Chain Management. During the course labs, we will use MS Access in order to provide students with some hands on experience about the basic IT fundamentals of IS, more specifically focus towards Data Base Management Systems and their role centralizing information and processes. Management of Information Systems, Data Base Management and Big Data, Digital Business, Supply Chain Management, Operations Management. A l issue de la formation, vous serez capable de As a result of this module, you will be able to: Connaissances Knowledge and Understanding (subject specific) Know how to situate the information systems on the corporate management system, Understand tactical (methodological principles, project management...) and strategic dimensions of information systems, operations and purchase management. Understand tactical & operational aspect of supply chain Aptitudes cognitives Cognitive skills Analyze the impact of the implementation of an information system in an organization in terms of: -strategy -management -organization -security -supply chain management Attitudes Key transferable skills Understand how Information systems are used to support decision making Understand why Operations is one of the most important function within management area. Ethical and social understanding Analyze the impact of the implementation of an Enterprise system in an organization in terms of privacy and collection of personal data, for their customers and employees. Indiquer les objectives auxquels contribue le cours (en se basant sur le curriculum mapping du programme) Indicate which objectives the course contributes to (based on the program curriculum mapping) LO1.1 : To recognize potential ethical dilemmas : LG1 : Graduates should behave as responsible managers in order to deliver sustainable performance in complex environments LO3.1 : To produce clear, well organized verbal presentations : LG3 : Graduates should be able to communicate in an international environment LO3.2 : To produce clear, well organized written communication : LG3 : Graduates should be able to communicate in an international environment LO5.2 : To analyze how integration of input from various functional areas of business act to influence the formulation of strategy at the organizational level : LG5 : P a g e 18 121

Evaluation des étudiants Student Assessment Méthodes d enseignement Teaching Methods Plan de cours Course Plan Bibliographie References Graduates should be knowledgeable of the functional areas of business management and their integration Cours soumis à évaluation dans le cadre de l Assurance of Learning pour l année en cours? Oui Yes Evaluation finale (DS) Final examination 50 % (Précisez la nature pour l'évaluation finale Explain type for final examination) QCM - Quizz Contrôle continu Continuous Assessment 50 % préciser nature Explain type QCM - Quizz 0 % Etude de cas - Case study 40 % Présentation orale - Presentation 40 % Rapport écrit Dissertation - Report Dissertation 0 % Nb midterms : 0 Participation - Class participation 20 % Examen intermédiaires - Mid-term examination 0 % Autre - Others 0 % Format de cours Course format Cours magistral Lecture - TD Tutorials Activités d apprentissage Learning activities Cours interactifs Interactive lectures - Etudes de cas Case studies - Personal guided study - Devoirs Assignments Session 1 - Introduction to Management Information Systems, and the strategic role of Information Systems Session 2 - Data Base Management, Foundation of Business Intelligence and Big Data Session 3 - Operations and Enterprise Application Systems Session 4 - IT infrastructure and Security Session 5 - Ethics and Intellectual property in a Digital world, The future of digital business Management Information Systems: Managing the Digital Firm, Laudon and Laudon. Chopra, S. and Meindl, P. (2013). Supply Chain Management: Strategy, planning and operation. Pearson Prentice Hall: Pearson Education Site(s) web Web sites Last up to date information about the course will be provided online at http:knowledge.skema.educoursesopesi (open to all registered users of the platform). Nombre CM Amphi Number of Lectures Durée CM Amphi (en heures) Lecture duration (in Modalités de délivrance du cours (par si différent) Course delivery modes (per if different) Autres Durée TD (en (Distance Nombre TD heures), etc ) Number of Tutorial class (en heures) Tutorial classes duration (in Other (in 0 0 0 0 0 Préciser les spécificités de programmation (TD journée, cadencement spécifique des séances) Specify if full-day tutorial class, different schedules Organization & Management P a g e 19 121

Code du cours Course Code PGE.FINM1.HRCOR.0310 (fall) PGE.FINM1.HRCOR.0312 (spring) PGE.FINM1.HRCOR.0311 (fall US) PGE.FINM1.HRCOR.0316 (spring US) Crédits Credits 5 Charge de travail Student workload Face à Face Contact hours Nom du cours Course name ORGANIZATION & MANAGEMENT Période d'enseignement Teaching period Spring Distanciel Distance Autonomous personal &or team work Evaluation Durée totale Total 30 0 0 0 30 Programme Program M1 ABM France Départements Department Dept. Management, Leadership & Organization Module - Type de cours Course type core Belo Horizonte, Lille, Paris, Raleigh, Sophia, Suzhou Course open to students in exchange Exchange students allowed Langue d'enseignement Teaching language Anglais English If other Pré-Requis Sociologie L3 Prerequisite Responsable du cours Course leader BACHA Eliane Nom des intervenants par Instructor(s) names by Belo Horizonte Lille Paris Sophia Suzhou Raleigh Other Vanderlei SOELA Amine EZZEROUALI - Eliane BACHA Eliane BACHA Descriptif du cours Course description Thémes Topics This course focuses on some principles and practices used in management and organization. The aim of the course is to equip students with the necessary knowledge to understand management theories, analyze organizations and help their future organizations in becoming more efficient. Hence, this course is designed to improve your effectiveness as a future manager and leader. The course is built around three main topics which are Management and Managers, Management and Organizations and, finally Integrative Managerial Issues. P a g e 20 121

Résultats d apprentissage Intended Learning Outcomes and Skills Contribution aux objectifs pédagogiques du programme Contribution to objectives Evaluation des étudiants Student Assessment Méthodes d enseignement Teaching Methods Plan de cours Course Plan A l issue de la formation, vous serez capable de As a result of this module, you will be able to: Connaissances Knowledge and Understanding (subject specific) To understand how an organization fucntions- To define the role of the leader- To understand the different organizational structure and design Aptitudes cognitives Cognitive skills To demonstrate an understanding of the theories and concepts of management and organization Attitudes Key transferable skills To be aware that several factors can impact the performance of the organization Ethical and social understanding To be an ethical and responsible manager Indiquer les objectives auxquels contribue le cours (en se basant sur le curriculum mapping du programme) Indicate which objectives the course contributes to (based on the program curriculum mapping) LO5.1 : To apply theories and major concepts of marketing, finance, human resource management, information systems, organization studies, law : LG5 : Graduates should be knowledgeable of the functional areas of business management and their integration Cours soumis à évaluation dans le cadre de l Assurance of Learning Oui Yes pour l année en cours? Evaluation finale (DS) 60 % Final examination (Précisez la nature pour l'évaluation finale Explain type for final examination) Autre - Others Contrôle continu 40 % Continuous Assessment préciser nature Explain type QCM - Quizz 0 % Etude de cas - Case study 0 % Présentation orale - Presentation 75 % Rapport écrit Dissertation - Report Dissertation 0 % Nb midterms : 0 Participation - Class participation 25 % Examen intermédiaires - Mid-term examination 0 % Autre - Others 0 % Format de cours Course format Cours magistral Lecture - TD Tutorials Activités d apprentissage Learning activities Cours interactifs Interactive lectures - Devoirs Assignments Chapter 1: Introduction to Management & Managers- Chapter 2: Leadership- Chapter 3: Understanding groups- Chapter 4: Motivation- Chapter 5: Foundations of organizational design- Chapter 6: Contemporary organizational designs- Chapter 7: Introduction to Managing Human Resources- Chapter 8: Managing change- Chapter 9: Managing social responsibility and ethics- Chapter 10: Managing in a global environment Bibliographie References Site(s) web Web sites P a g e 21 121

Sustainable Performance Code du cours Course Code PGE.FINM1.STCOR.0802 (fall) PGE.FINM1.STCOR.0807 (spring) Crédits Credits 3 Charge de travail Student workload Face à Face Contact hours Nom du cours Course name SUSTAINABLE PERFORMANCE Période d'enseignement Teaching period Spring Distanciel Distance Autonomous personal &or team work Evaluation Durée totale Total 18 0 0 0 18 Programme Program M1 ABM France Départements Department Dept. Stratégy, Entrepreneurship and Economics Module - Type de cours Course type core Lille, Paris, Sophia Course open to students in exchange Exchange students allowed Langue d'enseignement Teaching language Anglais English If other Pré-Requis None Prerequisite Responsable du cours Course leader SEMPELS Christophe Nom des intervenants par Instructor(s) names by Belo Horizonte Lille Paris Sophia Suzhou Raleigh Other Descriptif du cours Course description Thémes Rather than explaining sustainable develpment by using theories or classical classes and cases, this course will ask you to design an innovative sustainable project by team, to promote it and to be able to crowdfund it through a real entrepreneurial platform. You will therefore need first to understand the key challenges around sustainability and the way it relates to innovation. you will then need to imagine, design and document a strong innovative and sustainable idea you will then promote on a real platform. The goal is then to launch a crowdfunding campaign to allow a community of entrepreneurs - maybe you - to find a solution to your idea and implement it in the real life... then getting the money at stake. It is therefore the market that will indicate if your idea is relevant and innovative... or not. Sustainability, innovation, crowdfunding, problem solving approach P a g e 22 121

Topics Résultats d apprentissage Intended Learning Outcomes and Skills Contribution aux objectifs pédagogiques du programme Contribution to objectives Evaluation des étudiants Student Assessment Méthodes d enseignement Teaching Methods Plan de cours Course Plan A l issue de la formation, vous serez capable de As a result of this module, you will be able to: Connaissances Knowledge and Understanding (subject specific) Design an innovative and sustainable idea, structure it and introduce it to a community you will then need to manage and interact with to crowdfund your project Aptitudes cognitives Cognitive skills Connect sustainability with innovation Discover innovative funding approach Understand the power of the crowd when solving appealing challenges Attitudes Key transferable skills Responsible, creative, adventurer, social andor business transformer Ethical and social understanding Just realise you can really improve the world by doing a business that may create financial and non financial value Indiquer les objectives auxquels contribue le cours (en se basant sur le curriculum mapping du programme) Indicate which objectives the course contributes to (based on the program curriculum mapping) LO1.1 : To recognize potential ethical dilemmas : LG1 : Graduates should behave as responsible managers in order to deliver sustainable performance in complex environments LO1.2 : To select the best course of action to follow in order to behave as responsible managers : LG1 : Graduates should behave as responsible managers in order to deliver sustainable performance in complex environments Cours soumis à évaluation dans le cadre de l Assurance of Learning pour l année en cours? Non No Evaluation finale (DS) Final examination 0 % (Précisez la nature pour l'évaluation finale Explain type for final examination) Autre - Others Contrôle continu Continuous Assessment 0 % préciser nature Explain type QCM - Quizz 0 % Etude de cas - Case study 0 % Présentation orale - Presentation 0 % Rapport écrit Dissertation - Report Dissertation 0 % Nb midterms : 0 Participation - Class participation 0 % Examen intermédiaires - Mid-term examination 0 % Autre - Others 100 % Format de cours Course format elearning - TD Tutorials Activités d apprentissage Learning activities Projet Project-based No plan, just an amazing and extraordinary adventure to live Bibliographie References Site(s) web Web sites http:oslantis.com www.movilab.org P a g e 23 121

Nombre CM Amphi Number of Lectures Durée CM Amphi (en heures) Lecture duration (in Modalités de délivrance du cours (par si différent) Course delivery modes (per if different) Autres Durée TD (en (Distance Nombre TD heures), etc ) Number of Tutorial class (en heures) Tutorial classes duration (in Other (in 0 0 0 0 0 Préciser les spécificités de programmation (TD journée, cadencement spécifique des séances) Specify if full-day tutorial class, different schedules Marketing and Innovation Code du cours Course Code PGE.FINM1.MKCOR.0401 (fall) PGE.FINM1.MKCOR.0405 (spring) PGE.FINM1.MKCOR.0404 (fall US) PGE.FINM1.MKCOR.0409 (spring US) Crédits Credits 5 Charge de travail Student workload Face à Face Contact hours Nom du cours Course name MARKETING AND INNOVATION Période d'enseignement Teaching period Spring Distanciel Distance Autonomous personal &or team work Evaluation P a g e 24 121 Durée totale Total 27 36 35 2 63 Programme Program M1 ABM France Départements Department Dept. Marketing Module - Type de cours Course type core Belo Horizonte, Lille, Paris, Raleigh, Sophia, Suzhou Course open to students in exchange Exchange students allowed Langue d'enseignement Teaching language Anglais English If other Pré-Requis Prerequisite Marketing fundamentals - either the L3 marketng course or the Marketing course on the Introductory M1 track Responsable du cours Course leader SPIER Peter Nom des intervenants par Belo Horizonte Lille Paris

Instructor(s) names by Sophia Suzhou Raleigh Other Descriptif du cours Course description Thémes Topics Résultats d apprentissage Intended Learning Outcomes and Skills Contribution aux objectifs pédagogiques du 'Because the purpose of business is to create a customer, the business enterprise has two - and only two - basic functions: marketing and innovation. Marketing and innovation produce results; all the rest are costs'. This quote comes from Peter Drucker, an influential figure in management theory, and it provides an excellent justification for this keystone course. Whether you work in marketing and sales or in other functions, understanding and innovating for markets and customers will be vital for success. This course explores marketing's role in innovation, but adds to that two other key concepts: value and meaning. Both are far more complex than one might imagine. Innovation without value creation makes no sense: value is always 'value for someone', and invariably 'value relative to other options'. This presupposes a target and an understanding of what drives value and relevance for them. Which is why marketers spend so much time trying to listen to, study and understand those targets. Furthermore, what if that value is not built simply around a product, but around a service, an experience, entertainment, desire...? What if that value is not personal, but social? We need then to understand the perspective of individuals and of groups; to understand both the private and personal sources of value and meaning and those of the culture or the group... This course will provide a range of concepts and tools to do just that and provide an opportunity to apply them though a sustained group project. This will build on the work done in the level one marketing course and provide an opportunity to further apply notions learned there. Marketing and innovation; strategic marketing; value proposition & target marketsegment; market and customer analysis; positioning; services marketing; servicization; experience economy; entertainment economy A l issue de la formation, vous serez capable de As a result of this module, you will be able to: Connaissances Knowledge and Understanding (subject specific) Students will a) better understand the issues associated with innovation as seen from a marketing point of view, with an emphasis on concepts of value and meaning and an exploration of servicization and customer experience b) learn to apply methods of new business development using a range of frameworks and approaches c) acquire methods to test new concepts d) develop a marketing plan to launch the new productservice. Aptitudes cognitives Cognitive skills Students will develop an ability to think creatively, but also to test the assumptions behind their ideas using a range of methods. They will explore the complexities of value and perceived value as well as the concepts associated with servicization and customer experience management. They will be introduced to new business models. Attitudes Key transferable skills Group work, creative thinking, project management, concept testing, pitching new business ideas. Ethical and social understanding Students will acquire a deeper understanding of the dynamics of consumption, value, need and desire. They will explore how personal and social meaning are generated through consumption. Indiquer les objectives auxquels contribue le cours (en se basant sur le curriculum mapping du programme) Indicate which objectives the course contributes to (based on the program curriculum mapping) P a g e 25 121

programme Contribution to objectives Evaluation des étudiants Student Assessment Méthodes d enseignement Teaching Methods Plan de cours Course Plan Bibliographie References LO2.1 : To contribute substantively to the product of a group and demonstrate leadership skills : LG2 : Graduates should be able to work effectively in a multicultural team LO3.1 : To produce clear, well organized verbal presentations : LG3 : Graduates should be able to communicate in an international environment LO3.2 : To produce clear, well organized written communication : LG3 : Graduates should be able to communicate in an international environment LO3.3 : To understand in detail extended speech and complex texts in English : LG3 : Graduates should be able to communicate in an international environment LO5.1 : To apply theories and major concepts of marketing, finance, human resource management, information systems, organization studies, law : LG5 : Graduates should be knowledgeable of the functional areas of business management and their integration Cours soumis à évaluation dans le cadre de l Assurance of Learning Non No pour l année en cours? Evaluation finale (DS) 50 % Final examination (Précisez la nature pour l'évaluation finale Explain type for final examination) QCM - Quizz, Etude de cas - Case study Contrôle continu 50 % Continuous Assessment préciser nature Explain type QCM - Quizz 0 % Etude de cas - Case study 0 % Présentation orale - Presentation 40 % Rapport écrit Dissertation - Report Dissertation 40 % Nb midterms : 0 Participation - Class participation 20 % Examen intermédiaires - Mid-term examination 0 % Autre - Others 0 % Format de cours Course format Cours magistral Lecture Activités d apprentissage Learning activities Cours interactifs Interactive lectures - Projet Project-based - Etudes de cas Case studies The course will have three components: A. Lectures: 1. Understanding innovation and value. Types and degrees of innovation; market stages & adoption cycles; service innovation and idea generation. 2. Strategic marketing: innovation and value for whom? Segmentation, targeting and positioning. 3. The new marketing mix and the 7 Ps. 4. Exploring value and meaning: personal and social. B.TDsProject groups: students will be involved in project-based over 5 sessions: identifying a market opportunity; generating and testing a new productservice idea for a specific target audience; exploring the market and its value drivers; understanding the competition and their relative positioning; developing a positioning and way-to-market strategy. C. Online resources: Access to MOOC; insights into value creation; case studies: Dyson, Kinect, Disneyland, The better burger battle, BlaBlaCar; interviews with members of faculty on their marketing research; understanding and managing different types of value: services, experiences, entertainment, sharing...; selected readings Kotler P. and Armstrong G. (2009), Principles of Marketing, Prentice Hall; 13 edition. Mooradian T. A., Matzler K., Ring L. J. (2012) Strategic marketing, Person, international edition Best, R. (2012), Market-Based Management: International Version, Person, international edition P a g e 26 121

Osterwalder, A., Pigneur, Y. (2010), Business model generation, John Wiley & Sons 0sterwalder, A. et al. (2014), Value proposition design, John Wiley & Sons Additional reading suggestions will be provided on the Knowledge platform Site(s) web Web sites Access to MOOC: https:sites.google.comsitemoocmodulesintroduction A selection of useful links will be provided on the Knowledge platform Nombre CM Amphi Number of Lectures Durée CM Amphi (en heures) Lecture duration (in Modalités de délivrance du cours (par si différent) Course delivery modes (per if different) Autres Durée TD (en (Distance Nombre TD heures), etc ) Number of Tutorial class (en heures) Tutorial classes duration (in Other (in 4 3 5 3 0 Préciser les spécificités de programmation (TD journée, cadencement spécifique des séances) Specify if full-day tutorial class, different schedules NB Delivery mode may differ on international es WORKLOAD: Lectures: 4x3h; Group sessions: 5x3h; Group project: 35h; Blendedonline work: 36h; Exam: 2h Strategy Code du cours Course Code PGE.FINM1.STCOR.0801 (fall) PGE.FINM1.STCOR.0806 (spring) PGE.FINM1.STCOR.0805 (fall US) PGE.FINM1.STCOR.0812 (spring US) Crédits Credits 5 Charge de travail Student workload Face à Face Contact hours Nom du cours Course name STRATEGY Période d'enseignement Teaching period Spring Distanciel Distance Autonomous personal &or team work Evaluation P a g e 27 121 Durée totale Total 30 0 30 0 30 Programme Program M1 ABM France Départements Department Dept. Stratégy, Entrepreneurship and Economics Module -

Type de cours Course type Course open to students in exchange Langue d'enseignement Teaching language Pré-Requis Prerequisite Responsable du cours Course leader Nom des intervenants par Instructor(s) names by Anglais English None core Belo Horizonte, Lille, Paris, Raleigh, Sophia, Suzhou Belo Horizonte Lille Paris Sophia Suzhou Raleigh Other Exchange students allowed CIRILLO Bruno If other Olivier BERTRAND - Livia BARAKAT Olivier BERTRAND Olivier BERTRAND - Corinne POROLI Oussama AMMAR Descriptif du cours Course description Thémes Topics Résultats d apprentissage Intended Learning Outcomes and Skills Contribution aux objectifs pédagogiques du programme Contribution to objectives This strategy course introduces the fundamental concepts, analytical tools, and strategic options at the basis of strategic analysis and action. We will use a combination of lectures, case studies and a team project to explore and apply theoretical frameworks and methodologies in different industry and company situations. For instance, we will explore methods for assessing the strength of competition and the relative bargaining power, for anticipating competitors actions, for analyzing cost and value structures and their relevance to competition, and for assessing potential changes in the scope of the firm (diversification and vertical integration). A l issue de la formation, vous serez capable de As a result of this module, you will be able to: Connaissances Knowledge and Understanding (subject specific) Understand the key concepts and tools of external and internal strategic analysis Aptitudes cognitives Cognitive skills Properly use methods and tools of strategic analysis. Acquire the basic jargon necessary to discuss, in a consistent and precise manner, strategic issues. Attitudes Key transferable skills Develop analytical skills and critical reasoning. Ethical and social understanding Recognize individual, sectoral-level specificities and their consequences. Indiquer les objectives auxquels contribue le cours (en se basant sur le curriculum mapping du programme) Indicate which objectives the course contributes to (based on the program curriculum mapping) LO3.2 : To produce clear, well organized written communication : LG3 : Graduates should be able to communicate in an international environment LO6.1 : To analyze and apply advanced concepts in a specialized discipline : LG6 : Graduates should be able to think critically and to assess business issues in a specialized discipline LO6.2 : To assess a business issue and formulate solutions in a specialized discipline : LG6 : Graduates should be able to think critically and to assess business issues in a specialized discipline P a g e 28 121

Evaluation des étudiants Student Assessment Méthodes d enseignement Teaching Methods Plan de cours Course Plan Bibliographie References Cours soumis à évaluation dans le cadre de l Assurance of Learning pour l année en cours? Non No Evaluation finale (DS) Final examination 50 % (Précisez la nature pour l'évaluation finale Explain type for final examination) QCM - Quizz Contrôle continu Continuous Assessment 50 % préciser nature Explain type QCM - Quizz 0 % Etude de cas - Case study 0 % Présentation orale - Presentation 0 % Rapport écrit Dissertation - Report Dissertation 100 % Nb midterms : 0 Participation - Class participation 0 % Examen intermédiaires - Mid-term examination 0 % Autre - Others 0 % Format de cours Course format Cours magistral Lecture - TD Tutorials Activités d apprentissage Learning activities Cours interactifs Interactive lectures - Projet Project-based - Etudes de cas Case studies 1. Introduction to strategy (Lecture - 3 2. Environmental analysis (Lecture - 3 3. Case study on environment and industry analysis (Tutorial - 3 4. Internal company analysis (Lecture - 3 5. Case study on internal company analysis (Tutorial - 3 6. Students' project: Part I finalization and submission (Tutorial - 3 7. Business strategy (Lecture - 3 8. Corporate strategy (Lecture - 3 9. Case study on strategic choices at business and corporate levels (Tutorial - 3 10. Students' project: Part II finalization and submission (Tutorial - 3 Grant, R. M. (2012). Contemporary strategy analysis and cases: text and cases, 8th Edition. John Wiley & Sons. Site(s) web Web sites Nombre CM Amphi Number of Lectures Durée CM Amphi (en heures) Lecture duration (in Modalités de délivrance du cours (par si différent) Course delivery modes (per if different) Autres Durée TD (en (Distance Nombre TD heures), etc ) Number of Tutorial class (en heures) Tutorial classes duration (in Other (in Sophia Antipolis 5 3 5 3 0 Paris 5 3 5 3 0 Lille Préciser les spécificités de programmation (TD journée, cadencement spécifique des séances) Specify if full-day tutorial class, different schedules P a g e 29 121

5 3 5 3 0 Suzhou 5 3 5 3 0 Raleigh 5 3 8 3 0 Belo Horizonte 5 3 5 3 0 M2 MSc TRANSVERSAL COURSES Advanced Strategy Course Code MSC.TRCM2.STCOR.0001 Credits 3 Course Responsible CHEREAU PHILIPPE Hours 15 Status Core course Themes Department STRATEGY, ENTREPRENEURSHIP AND ECONOMICS Prerequisites Plan Advanced strategy course aims at preparing students to strategy formulation and implementation through the use of concept, methods and tools of strategic management focused on the following issues: - internationalization strategy - Innovation and entrepreneurship - Strategic choices: formulation and evaluation Exchange students Exchange students allowed Lille,Paris,Sophia,Raleigh,Suzhou Professional and Personal Development Code du cours Course Code MSC.TRCM2.DREOR.0002 Crédits Credits 1 Charge de travail Student workload Face à Face Contact hours Nom du cours Course name PROFESSIONAL AND PERSONAL DEVELOPMENT Période d'enseignement Teaching period Spring Autonomous Distanciel personal Evaluation Durée totale Total P a g e 30 121

Distance &or team work 5 0 0 0 5 Programme Program Project and Programme Management and Business Development Départements Department Cliquez ici pour entrer du texte. Module - Type de cours Course type core Paris, Raleigh, Sophia Course open to students in exchange Exchange students allowed Langue d'enseignement Teaching language Anglais English If other Pré-Requis Prerequisite Responsable du cours Course leader Nom des intervenants par Instructor(s) names by No Prerequisites Important please note! the evaluation for this course is a Professional Credit so it is either a grade A or Fx (020 or 2020). The Professional credit is based on participation, so any absence without an official excuse an proof (Proof of Professional interview, medical certificate etc...) will be considered as failed (grade Fx with 020) Belo Horizonte Lille Paris Sophia Suzhou Raleigh Other LECLAIR Ann Cliquez ici pour entrer du texte. Cliquez ici pour entrer du texte. Cliquez ici pour entrer du texte. Cliquez ici pour entrer du texte. Descriptif du cours Course description The PPD Professional & Personal Development course is managed by the Career Center. For MSc students: Step 1 is mandatory to validate this course: STEP 1: Attend the ""CAREER Day"" 26th Jan. 2016 in SOPHIA,28th Jan. PARIS, 4th Feb. LILLE (except for AMAIS students: date to be defined) AMAIS STEP 2: It is optional to get a ""CV Screening"" from a recruiter (via Knowledge Platform)Feb.2016 ForPGEM2:Two steps mandatory to validate this course: STEP 1 Attend the "Career Day":26th January SOPHIA, 28th January PARIS, 4th February LILLE STEP 2: Take part in an individual interview simulation (called"go-nogo interview") Thémes Topics P a g e 31 121

Résultats d apprentissage Intended Learning Outcomes and Skills Contribution aux objectifs pédagogiques du programme Contribution to objectives Evaluation des étudiants Student Assessment Méthodes d enseignement Teaching Methods Plan de cours Course Plan A l issue de la formation, vous serez capable de As a result of this module, you will be able to: Connaissances Knowledge and Understanding (subject specific) - Be able to highlight your skills and knowledge you have acquired in a writing ""Summary"" - Convincingly talk about yourself as well as your professional objective to relevant individuals or recruiters. - Get prepared for job interviews recruitment process - Meet companies and apply for jobinternship during 'Career Center Events"" (Career Tuesdays, Job Fair, Career Center Day..) who recruit Skema's students Aptitudes cognitives Cognitive skills Attitudes Key transferable skills Ethical and social understanding Indiquer les objectives auxquels contribue le cours (en se basant sur le curriculum mapping du programme) Indicate which objectives the course contributes to (based on the program curriculum mapping) LO1.2 : To select the best course of action to follow in order to behave as responsible managers : LG1 : Graduates should behave as responsible managers in order to deliver sustainable performance in complex environments LO3.1 : To produce clear, well organized verbal presentations : LG3 : Graduates should be able to communicate in an international environment LO3.2 : To produce clear, well organized written communication : LG3 : Graduates should be able to communicate in an international environment Cours soumis à évaluation dans le cadre de l Assurance of Learning pour l année en cours? Non No Evaluation finale (DS) Final examination 0 % (Précisez la nature pour l'évaluation finale Explain type for final examination) QCM - Quizz Contrôle continu Continuous Assessment 100 % préciser nature Explain type QCM - Quizz 0 % Etude de cas - Case study 0 % Présentation orale - Presentation 0 % Rapport écrit Dissertation - Report Dissertation 0 % Nb midterms : 0 Participation - Class participation 100 % Examen intermédiaires - Mid-term examination 0 % Autre - Others 0 % Format de cours Course format Cliquez ici pour entrer du texte. Activités d apprentissage Learning activities Cliquez ici pour entrer du texte. For all PGEM2 & MSc students: CAREER DAY Events: SOPHIA ANTIPOLIS : 26th January 2016 PARIS : 28th January 2016 LILLE : 4th February 2016 For MSc students only: ""CV Screening"". Feb.2016 For PGEM2 students only: ""Go-NoGo interview"": SOPHIA ANTIPOLIS and PARIS: between 1st and 12th February 2016 LILLE : between 8th and 12th Februay 2016 P a g e 32 121

Bibliographie References Site(s) web Web sites YEP Career Center Knowledge Platform French as a Foreign Language Code du cours Course Code PGE.FINM1.LGCOR. 4265 Crédit(s) Credit(s) Nom du cours Course name LV2 FRENCH REAL BEGINNER - BASICS - INTERMEDIATE - ADVANCED Période d'enseignement Teaching period 1 Charge de travail Student workload Face à Face Contact hours Distanciel Distance Autonomous personal &or team work Evaluation Evaluation Durée totale Total 12 0 12 2 26 Programme Program Départements Department Module Module Type de cours Course type PGE M1 LANGUAGES LANGUES Core course Course open to students in exchange Exchange students allowed Langue d'enseignement Teaching language If other Pré-Requis Prerequisite Responsable du cours Course leader POMMIER JEAN-PAUL Nom des intervenants par LILLE PARIS SOPHIA NA Oanh Chieuto Christine Develey P a g e 33 121

Name of instructor(s) by SUZHOU NA RALEIGH NA Beginner: Learners will be able to understand and use familiar everyday expressions and very basic phrases for concrete situations (introduce themselves and others and ask and answer questions about personal details such as where they live, people they know and things they have). Will be able to interact in a simple way provided the other person talks slowly and clearly and is prepared to help. Basics: Learners will be able to understand sentences and frequently used expressions related to areas of most immediate relevance (e.g. very basic personal and family information, shopping, local geography, employment). Will be able to communicate in simple and routine tasks requiring a simple and direct exchange of information on familiar and routine matters. Will be able to describe in simple terms aspects of their background, immediate environment and matters in areas of immediate need. Descriptif du cours Course description Intermediate: Learners will be able to understand the main points of familiar matters regularly encountered in work, school, leisure, etc. Will be able to deal with most situations likely to arise while travelling in an area where the language is spoken. Will be capable of producing simple connected text on topics which are familiar or of personal interest. Will be able to describe experiences and events, dreams, hopes & ambitions and briefly give reasons and explanations for opinions and plans. Advanced: Learners will be able to understand the main ideas of complex text on both concrete and abstract topics, including technical discussions in their field of specialisation. They will interact with a degree of fluency and spontaneity that makes regular interaction with native speakers quite possible effortlessly both ways. Will be able to explain a viewpoint on a topical issue giving the advantages and disadvatages of various options. Résultats d apprentissage Intended Learning Outcomes and Skills A l issue de la formation, vous serez capable de As a result of this module, you will be able to: Connaissances Knowledge and Understanding (subject specific) See above in course description in relation to level Aptitudes cognitives Cognitive skills See above in course description in relation to level Attitudes Key transferable skills P a g e 34 121

See above in course description in relation to level Ethical and social understanding Contribution aux objectifs pédagogiques du programme Contribution to objectives Indiquer les objectives auxquels contribue le cours (en se basant sur le curriculum mapping du programme) Indicate which objectives the course contributes to (based on the program curriculum mapping) LG3 : Graduates should be able to communicate in an international environment LO3.1 : To produce clear, well organized verbal presentations Not evaluated LO3.2 : To produce clear, well organized written communication Not evaluated LO3.3 : To understand in detail extended speech and complex texts in English Not evaluated Cours soumis à évaluation dans le cadre de l Assurance of Learning pour l année en cours? Non No Evaluation finale (DS) Final examination 30 % (Précisez la nature pour l'évaluation finale Explain type for final examination) Evaluation des étudiants Student Assessment Si autre précisez If other Specify: In relation to level Contrôle continu Continuous Assessment 70 % préciser nature Explain type the sum of the coefficients below must be equal to 100% Présentation orale (oral presentation) 30 % P a g e 35 121

QCM (quizz) 0 % Dossier (filereport) 0 % Etude de cas (case study) 0 % Mid-term examination 0 Class participation 20 % % - Nb of midterms 0 Autre (other) 50 % Précisez Specify: Grammar tests, summaries, presentations, reports, dictations, etc (According to the appropriate course level) Format de cours Course format Si autre, précisez If other please specify Méthodes d enseignement Teaching Methods Activités d apprentissage Learning activities Si autre, précisez If other please specify: Plan de cours Course Plan Specific to each level Lectures obligatoires Required readings Bibliographie References Lectures Recommandées Recommended readings Site(s) web Web sites P a g e 36 121

Modalités de délivrance du cours (par si différent) Course delivery modes (per if different) Nombre CM Amphi Number of Lectures Durée CM Amphi (en heures) Lecture duration (in Nombre TD Number of Tutorial classes Durée TD (en heures) Tutorial class duration (in Autres (Distance, etc ) (en heures) Other (in Préciser les spécificités de programmatio n (TD journée, cadencement spécifique des séances) Specify if fullday tutorial class, different schedules Lille Paris 8 1,5 Raleigh Sophia 8 1,5 CORPORATE FINANCIAL MANAGEMENT Mergers and Acquisition, Corporate Restructuring Code du cours Course Code Crédits Credits 2 Charge de travail Student workload Programme Program Départements Department Module Type de cours Course type Course open to students in exchange Langue d'enseignement Teaching language Pré-Requis Prerequisite Nom du cours Course name MERGERS AND ACQUISITION, CORPORATE RESTRUCTURING Période d'enseignement Teaching period Spring Face à Face Contact hours Anglais English Distanciel Distance Autonomous personal &or team work Evaluation P a g e 37 121 Durée totale Total 15 0 20 0 15 Corporate Financial Management Dept. Accounting and Finance AUDIT & INTERNATIONAL ACCOUNTING optional Sophia, Paris Cliquez ici pour entrer du texte. International financial markets and economics If other

Responsable du cours Course leader Nom des intervenants par Instructor(s) names by Belo Horizonte Lille Paris Sophia Suzhou Raleigh Other GIALDINI Laurence Descriptif du cours Course description Thémes Topics Résultats d apprentissage Intended Learning Outcomes and Skills This course is dedicated to the valuation, structuring, financing and negotiation of controlling-equity transactions. It will present some aggregate and historical evidence, before it delves into the core issue of valuation, and then structuring (and restructuring). It provides the students with a background for understanding mergers and acquisitions and corporate restructuring. Most importantly, it provides the building blocks to understand the activity of evaluating a business firm. A l issue de la formation, vous serez capable de As a result of this module, you will be able to: Connaissances Knowledge and Understanding (subject specific) understands what M&As are about, their stake, their consequences. Aptitudes cognitives Cognitive skills understand the stake in acquiring a business Attitudes Key transferable skills be able to assess a value of a firm and that of a M&A deal (synergies ) Ethical and social understanding Contribution aux objectifs pédagogiques du programme Contribution to objectives Evaluation des étudiants Student Assessment Méthodes d enseignement Indiquer les objectives auxquels contribue le cours (en se basant sur le curriculum mapping du programme) Indicate which objectives the course contributes to (based on the program curriculum mapping) Cours soumis à évaluation dans le cadre de l Assurance of Learning pour l année en cours? Non No Evaluation finale (DS) Final examination 100 % (Précisez la nature pour l'évaluation finale Explain type for final examination) QCM - Quizz, Etude de cas - Case study Contrôle continu Continuous Assessment 0 % préciser nature Explain type QCM - Quizz 0 % Etude de cas - Case study 0 % Présentation orale - Presentation 0 % Rapport écrit Dissertation - Report Dissertation 0 % Nb midterms : 0 Participation - Class participation 0 % Examen intermédiaires - Mid-term examination 0 % Autre - Others 0 % Format de cours Course format P a g e 38 121

Teaching Methods Plan de cours Course Plan Bibliographie References Activités d apprentissage Learning activities Agenda. The technical and conceptual aspects of the class will be carried out in concert. Technical Skills (valuing mergers) 1. Measuring stock value 2. CApital structure with or without tax 3. Free CAsh Flows to the firm and free cash flow to the equity 4. Computing a WACC 5.Comparable valuation 6. Modeling value Conceptual skills and general understanding of M&As and restructuring 1. Why do merger happen 2. Merger process 3. Merger waves 4. Do merger create value? 5. Merger analysis 6. Corporate restructuring Lectures obligatoires Required readings : Lectures Recommandées Recommanded readings : Site(s) web Web sites Nombre CM Amphi Number of Lectures Durée CM Amphi (en heures) Lecture duration (in Modalités de délivrance du cours (par si différent) Course delivery modes (per if different) Autres Durée TD (en (Distance Nombre TD heures), etc ) Number of Tutorial class (en heures) Tutorial classes duration (in Other (in 0 0 0 0 0 Préciser les spécificités de programmation (TD journée, cadencement spécifique des séances) Specify if full-day tutorial class, different schedules International Financial Decision Making Code du cours Course Code Crédits Credits 2 Charge de travail Student workload Programme Program Départements Department Face à Face Contact hours Nom du cours Course name INTERNATIONAL FINANCIAL DECISION MAKING Période d'enseignement Teaching period Spring Distanciel Distance Autonomous personal &or team work Evaluation P a g e 39 121 Durée totale Total 15 0 20 0 15 Corporate Financial Management Dept. Accounting and Finance

Module - Type de cours Course type optional Paris, Sophia Course open to students in exchange Exchange students not allowed Langue d'enseignement Teaching language Anglais English If other Pré-Requis Strategic management and international Financial economics Prerequisite Responsable du cours Course leader GIALDINI Laurence Belo Horizonte Lille Nom des intervenants Paris par Sophia Instructor(s) names by Suzhou Raleigh Other Descriptif du cours Course description Thémes Topics Résultats d apprentissage Intended Learning Outcomes and Skills How to develop your company in an international area A l issue de la formation, vous serez capable de As a result of this module, you will be able to: Connaissances Knowledge and Understanding (subject specific) Aptitudes cognitives Cognitive skills Attitudes Key transferable skills Ethical and social understanding Contribution aux objectifs pédagogiques du programme Contribution to objectives Evaluation des étudiants Student Assessment Indiquer les objectives auxquels contribue le cours (en se basant sur le curriculum mapping du programme) Indicate which objectives the course contributes to (based on the program curriculum mapping) Cours soumis à évaluation dans le cadre de l Assurance of Learning pour l année en cours? Non No Evaluation finale (DS) 100 % Final examination (Précisez la nature pour l'évaluation finale Explain type for final examination) Rapport écrit Dissertation - Report Dissertation Contrôle continu 0 % Continuous Assessment préciser nature Explain type P a g e 40 121

Méthodes d enseignement Teaching Methods Plan de cours Course Plan QCM - Quizz 0 % Etude de cas - Case study 0 % Présentation orale - Presentation 0 % Rapport écrit Dissertation - Report Dissertation 0 % Participation - Class participation 0 % Examen intermédiaires - Mid-term examination 0 % Autre - Others 0 % Format de cours Course format Cours magistral Lecture Activités d apprentissage Learning activities Cours interactifs Interactive lectures Nb midterms : 0 Bibliographie References Site(s) web Web sites Nombre CM Amphi Number of Lectures Durée CM Amphi (en heures) Lecture duration (in Modalités de délivrance du cours (par si différent) Course delivery modes (per if different) Autres Durée TD (en (Distance Nombre TD heures), etc ) Number of Tutorial class (en heures) Tutorial classes duration (in Other (in 0 0 0 0 0 Préciser les spécificités de programmation (TD journée, cadencement spécifique des séances) Specify if full-day tutorial class, different schedules Corporate Banking Relations Code du cours Course Code Cliquez ici pour entrer du texte. Crédits Credits 2 Charge de travail Student workload Face à Face Contact hours Nom du cours Course name CORPORATE BANKING RELATIONS Période d'enseignement Teaching period Spring Distanciel Distance Autonomous personal &or team work Evaluation P a g e 41 121 Durée totale Total 18 0 24 0 18 Programme Program Corporate Financial Management Départements Department Dept. Accounting and Finance Module -

Type de cours Course type Course open to students in exchange Langue d'enseignement Teaching language Pré-Requis Prerequisite Responsable du cours Course leader Nom des intervenants par Instructor(s) names by Anglais English Microeconomics Belo Horizonte Lille Paris Sophia Suzhou Raleigh Other core Paris, Sophia Exchange students allowed LOBEZ Frédéric Frederic Lobez Abdelhafid BENAMRAOUI If other Descriptif du cours Course description Thémes Topics Résultats d apprentissage Intended Learning Outcomes and Skills After presenting the context of banking relations today, this course will examine the organisation, Governance and risk management in the banking sector. It will also explain the different operations of banks and financial institutions. A l issue de la formation, vous serez capable de As a result of this module, you will be able to: Connaissances Knowledge and Understanding (subject specific) Understand the context of Banking relations. Aptitudes cognitives Cognitive skills Be able to analyse the banking organisation, governance and risk management. Attitudes Key transferable skills Ethical and social understanding Contribution aux objectifs pédagogiques du programme Contribution to objectives Evaluation des étudiants Student Assessment Indiquer les objectives auxquels contribue le cours (en se basant sur le curriculum mapping du programme) Indicate which objectives the course contributes to (based on the program curriculum mapping) Cours soumis à évaluation dans le cadre de l Assurance of Learning pour l année en cours? Non No Evaluation finale (DS) 50 % Final examination (Précisez la nature pour l'évaluation finale Explain type for final examination) Etude de cas - Case study Contrôle continu 50 % Continuous Assessment préciser nature Explain type P a g e 42 121

Méthodes d enseignement Teaching Methods Plan de cours Course Plan Bibliographie References QCM - Quizz 100 % Etude de cas - Case study 0 % Présentation orale - Presentation 0 % Rapport écrit Dissertation - Report Dissertation 0 % Nb midterms : 0 Participation - Class participation 0 % Examen intermédiaires - Mid-term examination 0 % Autre - Others 0 % Format de cours Course format Cours magistral Lecture - TD Tutorials Activités d apprentissage Learning activities Cours interactifs Interactive lectures - Etudes de cas Case studies - Personal guided study - Devoirs Assignments Topic 1 Setting the Context of Bank Relations Today Crisis Contagion Late 20th Century Origins of 2008 - Financial Volatility and Global Credit Crisis Global Financial Crisis 2008 Moral Hazards - Bail Outs and Conditionality Mergers and Acquisitions Topic 2 Banking Organisation, Governance and Risk Management The World of International Banking Organisation of Banks Governance and Risk Management (Identification, Management and Transfer) Topic 3 Operations of Banks and Financial Institutions - Payment and Receipting Investments Money Transfers Principles of Foreign Exchange Foreign Exchange Markets The Business of Foreign Trade Collection Basic Letter of Credit Letter of Credit Variations Bankers Acceptance Latest Payment and Receipting Techniques and Managing the Projects Overview of the Statement of Investment Principles Investment return & risk characteristics, benchmarks & guidelines Investment styles & techniques Manager selection Lectures obligatoires Required readings : Lectures Recommandées Recommanded readings : Site(s) web Web sites Nombre CM Amphi Number of Lectures Durée CM Amphi (en heures) Lecture Modalités de délivrance du cours (par si différent) Course delivery modes (per if different) Autres Nombre TD Durée TD (en (Distance Number of heures), etc ) Tutorial classes Tutorial class (en heures) Préciser les spécificités de programmation (TD journée, cadencement spécifique des séances) Specify if full-day P a g e 43 121

duration (in duration (in Other (in 0 0 0 0 0 tutorial class, different schedules Corporate Risk Management Code du cours Course Code Cliquez ici pour entrer du texte. Crédits Credits 2 Charge de travail Student workload Face à Face Contact hours Nom du cours Course name CORPORATE RISK MANAGEMENT Période d'enseignement Teaching period Spring Distanciel Distance Autonomous personal &or team work Evaluation Durée totale Total 18 0 24 0 18 Programme Program Corporate Financial Management Départements Department Dept. Accounting and Finance Module - Type de cours Course type core Paris, Sophia Course open to students in exchange Exchange students allowed Langue d'enseignement Teaching language Anglais English If other Pré-Requis International financial economics, Financial mathematics Prerequisite Responsable du cours Course leader GIALDINI Laurence Nom des intervenants par Instructor(s) names by Belo Horizonte Lille Paris Sophia Suzhou Raleigh Other Ameeta Jaiswal Ameeta Jaiswal Descriptif du cours Course description The most frequent users of risk management techniques are trading operations and the treasury office. But many other areas of the firm are also involved in risk management; e.g., the marketing department designs types of contracts for customers that share risk; business unit managers evaluate projects with different risk characteristics, and decide on ways to alter projects so as to minimize risk without sacrificing return, etc. The tax, legal, and accounting departments are also concerned with risk, with hedging, and with corporate governance. At the highest level of the company key questions about the firm's strategy and its ability to fund its operations must be answered with an eye on the risks of P a g e 44 121

each alternative and strategic decisions that can secure the greatest value for shareholders Thémes Topics Résultats d apprentissage Intended Learning Outcomes and Skills Contribution aux objectifs pédagogiques du programme Contribution to objectives Evaluation des étudiants Student Assessment Méthodes d enseignement Teaching Methods Plan de cours Course Plan A l issue de la formation, vous serez capable de As a result of this module, you will be able to: Connaissances Knowledge and Understanding (subject specific) Understand the nature of a company's exposure to different risk drivers, as well as the principles that underlie the important decision of whether to hedge those risks or not Aptitudes cognitives Cognitive skills Understand why risk cannot be totally eliminated, but that it can be appropriately managed Attitudes Key transferable skills Get a clear awareness of the importance to manage the exposure to different types of risk. Ethical and social understanding Indiquer les objectives auxquels contribue le cours (en se basant sur le curriculum mapping du programme) Indicate which objectives the course contributes to (based on the program curriculum mapping) Cours soumis à évaluation dans le cadre de l Assurance of Learning pour l année en cours? Non No Evaluation finale (DS) Final examination 50 % (Précisez la nature pour l'évaluation finale Explain type for final examination) Etude de cas - Case study Contrôle continu Continuous Assessment 50 % préciser nature Explain type QCM - Quizz 100 % Etude de cas - Case study 0 % Présentation orale - Presentation 0 % Rapport écrit Dissertation - Report Dissertation 0 % Nb midterms : 0 Participation - Class participation 0 % Examen intermédiaires - Mid-term examination 0 % Autre - Others 0 % Format de cours Course format Cours magistral Lecture - TD Tutorials Activités d apprentissage Learning activities Cours interactifs Interactive lectures - Etudes de cas Case studies - Personal guided study - Devoirs Assignments I. Introductory ideas on Financial Risk Management in the Corporation a.brief antecedents of the Risk Management discipline. b.what is Risk Management in the Corporation? c.when should managers consider using risk management strategies? d.what are the Corporate Governance implications of risk management and how can they be sorted out? II. Different types of Risk Management 1.Market Risk Management a.introduction to Financial Market Risk b.var as downside risk P a g e 45 121

Bibliographie References c.var and CAR definitions d.other measures of risk (betas, spreads, agency ratings) e.portfolio positions and the identification of risk factors 2.Credit Risk Management a.measurement of Credit Risk b.settlement Risk c.joint Events d.risk diversification in credit portfolios 3.Operating Risk Management a.detection of risk sources b.measurement of risk exposures c.protection against different types of risks d.a comprehensive view of operating risk management III. Risk Management in Practice 4.Derivatives and Risk Management a.overview of Derivatives b.forwards c.futures d.swaps e.options 5.Futures, Forwards and Swaps markets, uses and limitations a.marking to market b.trading in futures c.fine tuning of positions: the hedge ratio d.similarities and differences between Futures and Forwards contracts. e.swaps as a bundle of forwards, their operation, uses, limitations and conventions. 6.Options Contracts and utilization a.basic Options: calls and puts b.put-call parity c.combinations of Options (options strategies) d.valuation of Options: analytical solution and numerical methods 7.Currencies and Commodities markets a.currency markets: the present international monetary system b.exchange rate determination: is it possible to predict the exchange rate? c.transaction exposure to exchange rates d.economic exposure to exchange rates e.commodities markets f.pricing of futures in commodities markets Lectures obligatoires Required readings : Lectures Recommandées Recommanded readings : Site(s) web Web sites Nombre CM Amphi Durée CM Amphi (en heures) Modalités de délivrance du cours (par si différent) Course delivery modes (per if different) Nombre TD Durée TD (en Autres Number of heures) (Distance Tutorial classes Tutorial class, etc ) Préciser les spécificités de programmation (TD journée, cadencement spécifique des P a g e 46 121

Number of Lectures Lecture duration (in duration (in (en heures) Other (in 0 0 0 0 0 séances) Specify if full-day tutorial class, different schedules Financial Communication Code du cours Course Code Cliquez ici pour entrer du texte. Crédits Credits 2 Charge de travail Student workload Face à Face Contact hours Nom du cours Course name FINANCIAL COMMUNICATION Période d'enseignement Teaching period Spring Distanciel Distance Autonomous personal &or team work Evaluation Durée totale Total 15 0 20 0 15 Programme Program Corporate Financial Management Départements Department Dept. Accounting and Finance Module - Type de cours Course type optional Paris, Sophia Course open to students in exchange Exchange students allowed Langue d'enseignement Teaching language Anglais English If other Pré-Requis Background in finance Prerequisite Responsable du cours Course leader GIALDINI Laurence Nom des intervenants par Instructor(s) names by Belo Horizonte Lille Paris Sophia Suzhou Raleigh Other Céline BOUQUEREL Céline BOUQUEREL Descriptif du cours Course description Thémes Topics This module will review the process of financial communication inside corporations, from operational reporting to investors and analysts relations. Based on real cases, the course will review the regulatory framework, the main topics of financial communication and and the key events in the life of publicly traded companies. P a g e 47 121

Résultats d apprentissage Intended Learning Outcomes and Skills Contribution aux objectifs pédagogiques du programme Contribution to objectives Evaluation des étudiants Student Assessment Méthodes d enseignement Teaching Methods Plan de cours Course Plan Bibliographie References A l issue de la formation, vous serez capable de As a result of this module, you will be able to: Connaissances Knowledge and Understanding (subject specific) The main aim of this module is to raise students awareness of how going public not only impacts day-to-day activity of corporate financial teams, but also raises specific strategic issues Aptitudes cognitives Cognitive skills Understand the main topics of financial communication (accounting, financial forecasts, corporate governance, strategy and business model, corporate responsibility ) Attitudes Key transferable skills Be able to communicate technical issues involving both accounting and finance to the general shareholding public Ethical and social understanding Indiquer les objectives auxquels contribue le cours (en se basant sur le curriculum mapping du programme) Indicate which objectives the course contributes to (based on the program curriculum mapping) Cours soumis à évaluation dans le cadre de l Assurance of Learning pour l année en cours? Non No Evaluation finale (DS) Final examination 100 % (Précisez la nature pour l'évaluation finale Explain type for final examination) QCM - Quizz, Etude de cas - Case study Contrôle continu Continuous Assessment 0 % préciser nature Explain type QCM - Quizz 0 % Etude de cas - Case study 0 % Présentation orale - Presentation 0 % Rapport écrit Dissertation - Report Dissertation 0 % Nb midterms : 0 Participation - Class participation 0 % Examen intermédiaires - Mid-term examination 0 % Autre - Others 0 % Format de cours Course format Activités d apprentissage Learning activities This module will review the process of financial communication inside corporations, from operational reporting to investors and analysts relations. Based on real cases, the course will review the regulatory framework, the main topics of financial communication and and the key events in the life of publicly traded companies. Lectures obligatoires Required readings : Lectures Recommandées Recommanded readings : Site(s) web Web sites Modalités de délivrance du cours (par si différent) Course delivery modes (per if different) P a g e 48 121

Nombre CM Amphi Number of Lectures Durée CM Amphi (en heures) Lecture duration (in Nombre TD Number of Tutorial classes Durée TD (en heures) Tutorial class duration (in Autres (Distance, etc ) (en heures) Other (in 0 0 0 0 0 Préciser les spécificités de programmation (TD journée, cadencement spécifique des séances) Specify if full-day tutorial class, different schedules Corporate Governance and Business Ethics Code du cours Course Code Crédits Credits 4 Charge de travail Student workload Nom des intervenants par Instructor(s) names by Face à Face Contact hours Nom du cours Course name CORPORATE GOVERNANCE & BUSINESS ETHICS Période d'enseignement Teaching period Spring Distanciel Distance Autonomous personal &or team work Evaluation Durée totale Total 24 0 36 0 24 Programme Program Corporate Financial Management Départements Department Dept. Accounting and Finance Module - Type de cours Course type core Paris, Sophia Course open to students in exchange Exchange students allowed Langue d'enseignement Teaching language Anglais English If other Pré-Requis International financial markets and economics Prerequisite Responsable du cours Course leader GIALDINI Laurence Belo Horizonte Lille Paris Henrik LUTZEN Sophia Suzhou Raleigh Other Descriptif du cours Course description Thémes The course describes the organization of a modern corporation and ethics matter in Business. Corporate governance is discussed from different perspectives. An overview of international practice is also provided. Corporate Structure; Corporate Management; International Practices; Ethics P a g e 49 121

Topics Résultats d apprentissage Intended Learning Outcomes and Skills Contribution aux objectifs pédagogiques du programme Contribution to objectives Evaluation des étudiants Student Assessment Méthodes d enseignement Teaching Methods Plan de cours Course Plan A l issue de la formation, vous serez capable de As a result of this module, you will be able to: Connaissances Knowledge and Understanding (subject specific) The student is expected to master the skills of a successful business leader. Analyze the competitive environment and successfully argue how to succeed in an aggressive global environment within boundaries of the law. Aptitudes cognitives Cognitive skills The student is expected to developed savoir-faire and savoir-être capacities, highly valuable for any business situation. Attitudes Key transferable skills The student is expected to be prepared to work in small groups and show leadership skills that go beyond borders and cultural barriers. Ethical and social understanding Formulate ethical business situation and analyse the best solution Indiquer les objectives auxquels contribue le cours (en se basant sur le curriculum mapping du programme) Indicate which objectives the course contributes to (based on the program curriculum mapping) Cours soumis à évaluation dans le cadre de l Assurance of Learning pour l année en cours? Non No Evaluation finale (DS) Final examination 50 % (Précisez la nature pour l'évaluation finale Explain type for final examination) Etude de cas - Case study Contrôle continu Continuous Assessment 50 % préciser nature Explain type QCM - Quizz 100 % Etude de cas - Case study 0 % Présentation orale - Presentation 0 % Rapport écrit Dissertation - Report Dissertation 0 % Nb midterms : 0 Participation - Class participation 0 % Examen intermédiaires - Mid-term examination 0 % Autre - Others 0 % Format de cours Course format Cours magistral Lecture - TD Tutorials Activités d apprentissage Learning activities Cours interactifs Interactive lectures - Etudes de cas Case studies - Personal guided study - Devoirs Assignments Bibliographie References Site(s) web Web sites Modalités de délivrance du cours (par si différent) Course delivery modes (per if different) P a g e 50 121

Nombre CM Amphi Number of Lectures Durée CM Amphi (en heures) Lecture duration (in Nombre TD Number of Tutorial classes Durée TD (en heures) Tutorial class duration (in Autres (Distance, etc ) (en heures) Other (in 0 0 0 0 0 Préciser les spécificités de programmation (TD journée, cadencement spécifique des séances) Specify if full-day tutorial class, different schedules Private Equity Code du cours Course Code Crédits Credits 2 Charge de travail Student workload Nom des intervenants par Instructor(s) names by Face à Face Contact hours Nom du cours Course name PRIVATE EQUITY Période d'enseignement Teaching period Spring Distanciel Distance Autonomous personal &or team work Evaluation Durée totale Total 15 0 20 0 15 Programme Program Corporate Financial Management Départements Department Dept. Accounting and Finance Module - Type de cours Course type elective Paris, Sophia Course open to students in exchange Exchange students allowed Langue d'enseignement Teaching language Anglais English If other Pré-Requis International financial markets and economics Prerequisite Responsable du cours Course leader GIALDINI Laurence Belo Horizonte Lille Paris Vincent Bazi Sophia Suzhou Raleigh Other Descriptif du cours Course description Thémes This course will give the students the necessary skills and knowledge in understanding the private equity market. It will explore how the private equity investments are originated and structured. It will also discuss the uderlying approaches to valuation in a private equity setting. Cliquez ici pour entrer du texte. P a g e 51 121

Topics Résultats d apprentissage Intended Learning Outcomes and Skills Contribution aux objectifs pédagogiques du programme Contribution to objectives Evaluation des étudiants Student Assessment Méthodes d enseignement Teaching Methods Plan de cours Course Plan A l issue de la formation, vous serez capable de As a result of this module, you will be able to: Connaissances Knowledge and Understanding (subject specific) Understand the structure of the private equity market and the funds activity. Aptitudes cognitives Cognitive skills understand the differences between the context of private equity finance and that of traditionnal corporate finance, in terms of strategy, capital structure, debt management and valuation. Attitudes Key transferable skills Be able to apply the above knowledge to real case studies. Ethical and social understanding Indiquer les objectives auxquels contribue le cours (en se basant sur le curriculum mapping du programme) Indicate which objectives the course contributes to (based on the program curriculum mapping) Cours soumis à évaluation dans le cadre de l Assurance of Learning pour l année en cours? Non No Evaluation finale (DS) Final examination 100 % (Précisez la nature pour l'évaluation finale Explain type for final examination) Etude de cas - Case study Contrôle continu Continuous Assessment 0 % préciser nature Explain type QCM - Quizz 0 % Etude de cas - Case study 0 % Présentation orale - Presentation 0 % Rapport écrit Dissertation - Report Dissertation 0 % Nb midterms : 0 Participation - Class participation 0 % Examen intermédiaires - Mid-term examination 0 % Autre - Others 0 % Format de cours Course format Cours magistral Lecture - TD Tutorials Activités d apprentissage Learning activities Cours interactifs Interactive lectures - Etudes de cas Case studies - Personal guided study - Devoirs Assignments Bibliographie References Site(s) web Web sites Nombre CM Amphi Durée CM Amphi (en heures) Modalités de délivrance du cours (par si différent) Course delivery modes (per if different) Nombre TD Durée TD (en Autres Number of heures) (Distance Tutorial classes Tutorial class, etc ) Préciser les spécificités de programmation (TD journée, cadencement spécifique des P a g e 52 121

Number of Lectures Lecture duration (in duration (in (en heures) Other (in 0 0 0 0 0 séances) Specify if full-day tutorial class, different schedules Managing with Internal Auditing Code du cours Course Code Crédits Credits 2 Charge de travail Student workload Nom des intervenants par Instructor(s) names by Face à Face Contact hours Nom du cours Course name MANAGING WITH INTERNAL AUDITING Période d'enseignement Teaching period Spring Distanciel Distance Autonomous personal &or team work Evaluation Durée totale Total 15 0 20 0 15 Programme Program Corporate Financial Management Départements Department Dept. Accounting and Finance Module - Type de cours Course type optional Paris, Sophia Course open to students in exchange Exchange students allowed Langue d'enseignement Teaching language Anglais English If other Pré-Requis International financial markets and economics Prerequisite Responsable du cours Course leader GIALDINI Laurence Belo Horizonte Lille Paris Cliquez ici pour entrer du texte. Sophia Suzhou Raleigh Other Descriptif du cours Course description Thémes Topics How to manage several kinds of organizations using auditing tools and management control. Cliquez ici pour entrer du texte. P a g e 53 121

Résultats d apprentissage Intended Learning Outcomes and Skills A l issue de la formation, vous serez capable de As a result of this module, you will be able to: Connaissances Knowledge and Understanding (subject specific) Understand the different corporate valuation methods and techniques Aptitudes cognitives Cognitive skills be able to use and apply those techniques in different contexts Attitudes Key transferable skills Perform valuation of companies and projects in different situations: IPO, Merger and acquisitions, LBOs, etc. Ethical and social understanding Contribution aux objectifs pédagogiques du programme Contribution to objectives Evaluation des étudiants Student Assessment Méthodes d enseignement Teaching Methods Plan de cours Course Plan Indiquer les objectives auxquels contribue le cours (en se basant sur le curriculum mapping du programme) Indicate which objectives the course contributes to (based on the program curriculum mapping) Cours soumis à évaluation dans le cadre de l Assurance of Learning pour l année en cours? Non No Evaluation finale (DS) Final examination 100 % (Précisez la nature pour l'évaluation finale Explain type for final examination) Etude de cas - Case study Contrôle continu Continuous Assessment 0 % préciser nature Explain type QCM - Quizz 0 % Etude de cas - Case study 0 % Présentation orale - Presentation 0 % Rapport écrit Dissertation - Report Dissertation 0 % Nb midterms : 0 Participation - Class participation 0 % Examen intermédiaires - Mid-term examination 0 % Autre - Others 0 % Format de cours Course format Cours magistral Lecture - TD Tutorials Activités d apprentissage Learning activities Cours interactifs Interactive lectures - Etudes de cas Case studies - Personal guided study - Devoirs Assignments Bibliographie References Site(s) web Web sites Nombre CM Amphi Number of Lectures Durée CM Amphi (en heures) Lecture Modalités de délivrance du cours (par si différent) Course delivery modes (per if different) Durée TD (en Autres Nombre TD heures) (Distance Number of Tutorial class, etc ) Tutorial classes duration (in (en heures) Préciser les spécificités de programmation (TD journée, cadencement spécifique des séances) Specify if full-day P a g e 54 121

duration (in Other (in 0 0 0 0 0 tutorial class, different schedules Intangible Assets Valuation Code du cours Course Code Crédits Credits 2 Charge de travail Student workload Nom des intervenants par Instructor(s) names by Face à Face Contact hours Nom du cours Course name INTANGIBLE ASSETS VALUATION Période d'enseignement Teaching period Spring Distanciel Distance Autonomous personal &or team work Evaluation Durée totale Total 15 0 30 0 15 Programme Program Corporate Financial Management Départements Department Dept. Accounting and Finance Module - Type de cours Course type elective Paris, Sophia Course open to students in exchange Exchange students allowed Langue d'enseignement Teaching language Anglais English If other Pré-Requis International financial markets and economics Prerequisite Responsable du cours Course leader CHIKH Sabrina Belo Horizonte Lille Paris Isabelle LHOSTE Sophia Suzhou Raleigh Other Descriptif du cours Course description Thémes Topics This course examines the meaning of intangible assets, when and how they arise and are accounted for in published company financial statements, their implications for the analysis of the performance of company financial statements. Cliquez ici pour entrer du texte. P a g e 55 121

Résultats d apprentissage Intended Learning Outcomes and Skills Contribution aux objectifs pédagogiques du programme Contribution to objectives Evaluation des étudiants Student Assessment Méthodes d enseignement Teaching Methods Plan de cours Course Plan A l issue de la formation, vous serez capable de As a result of this module, you will be able to: Connaissances Knowledge and Understanding (subject specific) Have worked through examples of how to value intangible assets Aptitudes cognitives Cognitive skills Understand how to evaluate Brands, Intellectual Capital, Information on databases, Efficient processes, Product innovation, Customer loyalty and Societal and political approval. Attitudes Key transferable skills Understand accounting and other issues underlying intangible asset valuation Ethical and social understanding Indiquer les objectives auxquels contribue le cours (en se basant sur le curriculum mapping du programme) Indicate which objectives the course contributes to (based on the program curriculum mapping) Cours soumis à évaluation dans le cadre de l Assurance of Learning pour l année en cours? Non No Evaluation finale (DS) Final examination 100 % (Précisez la nature pour l'évaluation finale Explain type for final examination) Etude de cas - Case study Contrôle continu Continuous Assessment 0 % préciser nature Explain type QCM - Quizz 0 % Etude de cas - Case study 0 % Présentation orale - Presentation 0 % Rapport écrit Dissertation - Report Dissertation 0 % Nb midterms : 0 Participation - Class participation 0 % Examen intermédiaires - Mid-term examination 0 % Autre - Others 0 % Format de cours Course format Cours magistral Lecture Activités d apprentissage Learning activities Cours interactifs Interactive lectures - Etudes de cas Case studies - Personal guided study Sessions 1 and 2: Revision of the two main financial statements : the statement of financial position The income statement The purpose and production of group accounts Sessions 3 and 4 : Accounting for intangible assets, including goodwill, brands, research and development costs, impairment of intangible assets Bibliographie References Site(s) web Web sites Modalités de délivrance du cours (par si différent) Course delivery modes (per if different) P a g e 56 121

Nombre CM Amphi Number of Lectures Durée CM Amphi (en heures) Lecture duration (in Nombre TD Number of Tutorial classes Durée TD (en heures) Tutorial class duration (in Autres (Distance, etc ) (en heures) Other (in 0 0 0 0 0 Préciser les spécificités de programmation (TD journée, cadencement spécifique des séances) Specify if full-day tutorial class, different schedules PROJECT AND PROGRAMME MANAGEMENT & BUSINESS DEVELOPMENT Business plans and Business Models Course Code <Insert here> Credits <e.g. 3> Student workload [Should add up to 25hrscredit] Programme Department Module Course type Course open to students in exchange Teaching language Prerequisite Course leader Instructor(s) names by Course name BUSINESS PLANS AND BUSINESS MODELS Teaching period Fall Lille Spring Paris Distance Autonomous personal Face to face contact hours Evaluation Total [withwithout &or team tutor] work 15 0 35 0 50 Project and Programme Management and Business Development MANAGEMENT OF PROJECTS, INFORMATION SYSTEMS AND SUPPLY CHAINS MODULE 3 - STRATEGY & BUSINESS DEVELOPMENT Core course Lille, Paris English None Lille Paris Sophia Suzhou Raleigh Other Exchange students allowed Eric DANIEL Eric DANIEL Eric DANIEL If other Course description Topics The course objectives for students are to know and master concepts that are used for making business plans, and for developing and tuning business models. Tools and techniques used to issue these plans and models are explained. Business cases and examples allow a full capability. Lessons learned are exhibited. Making business plans Developing and tuning business models Tools and techniques for business modelling Intended Learning As a result of this module, you will be able to: Knowledge and Understanding (subject specific) P a g e 57 121

Outcomes and Skills Learn what is a business plan, a business model; understand what type of information is needed to create a business plan, including information such as intellectual property. Cognitive skills Be able to set-up and present a business plan, and to create and tune a business model. Gather and process information needed to create a business plan, implement a business plan and a business model during the initial phase of a project. Attitudes Key transferable skills Ethical and social understanding Contribution to objectives Student Assessment Teaching Methods Course Plan Indicate which objectives the course contributes to (based on the program curriculum mapping) [Make bold those that most apply.] 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 LO3.1 : 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 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 Cours soumis à évaluation dans le cadre de l Assurance of Learning pour l année en cours? Final examination % Explain type for final examination : (E.g. quizz, case study, presentation, report, essay, mid-term examination, other) Continuous Assessment 100 % Explain type Oral presentation 0 % MCQ quizz 100 % Essayreport 0 % Case study 0 % Mid-term examination 0 % - Nb midterms 0 Class participation 0 % Other 0 % Specify: Course format (E.g. Lecture, elearning, Tutorials) Lecture Learning activities (E.g. Interactive lectures, business game, project-based, case studies, personal guided study, assignments) Interactive lectures ; project-based Day 1 (Morning) 1. Business Development Concepts: for what purpose? What are they? 1.1 The Business Plan 1.2 The Business Model 1.3 Business Development 2. Getting Your Business Plan Started Day 1 (Afternoon) (= Zooms on certain BP Chapters) 3. Business Plan writing issues P a g e 58 121

References 4. Focusing on Strategic Position & Risk Assessment 5. Focusing on Marketing Plan and Sales Strategy Day 2 (Morning) 6. Focusing on Intellectual Property Issues 7. Focus on Development, Milestones and Exit Plan Day 2 (Afternoon) 8. Working on your Business Model Building Your Model Evaluating Your Model 9. Reconciliating With Your Business Plan 10 Debrief and Homework Required readings 1. Business Plan Successful Business Plan, Secrets & Strategies (Rhonda Abrams, theplanningshop, 2010) Business Model Business Models made easy (Entrepreneur Press & Don Debelak,, Entrepreneur Press, 2006) Business Model Generation (Alexander Osterwalder & Yves Pigneur, Wiley, 2010) Intellectual property Strategies for Investing in Intellectual Property, Intengible Valuations, Real Returns (David S. Ruder, BeardBooks, 2008) Mémentos LMD: Management stratégique des droits de la propriété intellectuelle - MASTER (Pascal Corbel, Gualino éditeur, 2007) Recommended readings 1. Intellectual Property Les marchés de brevets dans l économie de la connaissance (Dominique Guellec, Thierry Madiès, Jean-Claude Prager, Conseil d Analyse Economique, La documentation française, 2010) Business model Seizing the White Space, Business Model Innovation for Growth & Renewal (Mark W. Johnson, Harvard Business Press, 2010) Business Development BDM Business Development Methodology, Core Processes (Adriaan A. Uijttenbroek, Lansa Publishing Grannit Books, 2011) Web sites Number of Lectures Lecture duration (in Course delivery modes (per if different) Number of Tutorial classes Tutorial class duration (in Other (Distance, etc ) (in Specify if full-day tutorial class, different schedules 2 7.5 Human Resources for Projects Course Code Course name P a g e 59 121

MSC.PPMM2.PMCOR.0076 Credits 2 Student workload [Should add up to 25hrscredit] Face to face contact hours HRM FOR PROJECTS Teaching period Fall Lille Spring Paris Distance Autonomous personal [withwithout &or team tutor] work Evaluation 15 0 35 0 50 Programme Project and Programme Management and Business Development Department MANAGEMENT OF PROJECTS, INFORMATION SYSTEMS AND SUPPLY CHAINS Module MODULE 5 PROJECT MNAGEMENT HUMAN DIMENSIONS Course type Core course Lille, Paris Course open to students in exchange Exchange students allowed Teaching language English If other Prerequisite None Course leader Prof Rodney TURNER Lille Prof Rodney TURNER Paris Prof Rodney TURNER Instructor(s) names by Sophia Suzhou Raleigh Other Total Course description The Project-based Organization (PBO) makes the strategic choice to use temporary work processes in the form of projects and programs to deliver products andor services to its customers. Human Resource Management (HRM) theory suggests organizations should adopt HRM practices which support such strategic choices. Thus not only should HRM practices be designed to support the operational processes adopted by an organization, but the HRM practices for different types of process should be mutually supportive. In only functional organization the HRM practices need only be supportive of working in the line organization, but in the PBO they need to be supportive of working both in the line and on projects, and the practices adopted in the line and on projects need to be mutually supportive and consistent. This requires the PBO to adopt novel forms of HRM practice for working on projects; we call these on-project HRM practices. Further the practices in the line, the in-line HRM practices, need to be changed from those used in a purely functional organization to be supportive of project-based working. In this course we describe the new and different HRM practices that need to be adopted by the project-based organization. We identify features of the PBO that create the need for these new and different HRM practices, what impact they have on project-based working, and how they influence the nature of HRM practices that need to be adopted. We describe traditional HRM practices for the functional organization, and show how they need to be adapted for the PBO. We consider the need for new on-project HRM practices and different in-line HRM practices, and their nature. The modern HRM style is to devolve the implementation of HRM practices to managers at the work interface. Thus in the PBO, HRM managers, line managers and project managers must all share responsibility for the implementation of these HRM practices. We explain their different responsibilities. One of the features of project-based working is the intense pressure associated with working on projects. This can create issues associated with the well-being of employees and achieving a balance between home and work life. It can also create issues with the ethical P a g e 60 121

Topics Intended Learning Outcomes and Skills treatment of employees. We consider these issues. Finally we describe steps an employee should take to manage their own career. The nature of the project-based company Human resource management in the project-based company Well-being and ethical treatment of employees Careers in the project-oriented society As a result of this module, you will be able to: Knowledge and Understanding (subject specific) identify the features of working in the project-based organization that create the need for new and different HRM practices formulate the new-on project practices that need to be adopted, and how traditional in-line HRM practices need to be adapted to be supportive of projectbased working describe the roles of HRM managers, functional line managers and project managers in the management of human resources in the PBO Ethical and social understanding explain the issues of employee well-being and ethical treatment of employees in the PBO and explain processes for achieving that develop models for the management of your own career Contribution to objectives Student Assessment Teaching Methods Indicate which objectives the course contributes to (based on the program curriculum mapping) [Make bold those that most apply.] 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 LO3.1 : 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 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 Cours soumis à évaluation dans le cadre de l Assurance of Learning pour l année en cours? Final examination % Explain type for final examination : (E.g. quizz, case study, presentation, report, essay, mid-term examination, other) There will be a quiz on the pre-reading Students will be asked to make a final presentation in groups, summarizing their from the course. Continuous Assessment % Explain type Oral presentation 70 % MCQ quizz 30 % Essayreport 0 % Case study % Mid-term examination 0 % - Nb midterms 0 Class participation 0 % Other 0 % Specify: Course format (E.g. Lecture, elearning, Tutorials) P a g e 61 121

Course Plan References Web sites Learning activities (E.g. Interactive lectures, business game, project-based, case studies, personal guided study, assignments) The method of delivery is through lecture and discussion in plenary session, and through exercises which provide the participants with the opportunity to practice the techniques, and to share experiences with other course participants. Session 1. The nature of the project-based organization Session 2. Human resource management in the project-based organization Session 3. The well-being and ethical treatment of employees Session 4. Careers in the project-oriented society Required readings 2. Keegan, A.E., Huemann, M. and Turner, J.R., 2012, Beyond the Line: exploring the HR responsibilities of line managers, project managers and the HR department in four project-oriented companies, International Journal of Human Resource Management, 23(15-16), 3085-3104. 3. Turner, J.R., Huemann, M. and Keegan, A.E., 2008, Human Resource Management in the Project Oriented Company: employee well-being and ethical treatment, International Journal of Project Management, Special Issue: IRNOP X, Innovation in Projects, ed Brady, T and Söderlund, J., 26(5), 577-585. 4. Huemann, M., Keegan, A.E. and Turner, J.R., 2007, Human Resource Management in the Project Oriented Company: a critical review, International Journal of Project Management, 25(3), 312-320. 5. Huemann, M. and Turner, J.R., 2010, Human Resource Management in the Project- Oriented Company: Aligning HRM in the line and on the project, in Advanced Project Management: Leadership, Organization and Social Processes, ed. Gleich, R., Mayer, T- L., Waqgner R, and Wald, A., Verlag, pp 187-208. Recommended readings Books 2. Lundin, R.A., Arvidsson, N., Brady, T., Ekstedt, E., Midler, C, and Sydow, J., 2015, Managing and Working in the Project Society, Cambridge University Press, Cambridge. 3. Turner, J.R., Huemann, M., and Keegan, A.E., 2008, Human Resource Management in the Project-oriented Organization, Project Management Institute, Newtown Square. Book Chapters 4. Huemann, M., Turner, J.R. and Keegan, A.E., 2004, Human resource management in project oriented organizations, in Innovations: Project Management Research 2004, ed D.P. Slevin, D.I. Cleland and J.K. Pinto, Project Management Institute, Newtown Square, PA, pp 369-384. 5. Huemann, M., Turner, J.R. and Keegan, A.E., 2004, Human resource management in the project oriented company, in The Wiley Guide to Managing Projects, ed P.W.G. Morris and J.K. Pinto, Wiley, New York, pp 1061-108. 6. Keegan, A.E., Turner, J.R., and Huemann, M., Managing Human Resources in the project-based organization, in The Gower Handbook of Project Management, 4 th edition, ed J.R Turner, pp649-676. 1. Number of Lectures Lecture duration (in Course delivery modes (per if different) Number of Tutorial classes Tutorial class duration (in Other (Distance, etc ) (in Specify if full-day tutorial class, different schedules P a g e 62 121

2 7.5 Project Management for Competitive Advantage Course Code MSC.PPMM2.PMCOR.0069 Credits 3 Student workload Course name PROJECT MANAGEMENT FOR COMPETITIVE ADVANTAGE Teaching period Fall Lille Spring Paris Autonomous Distance personal Face to face contact hours Evaluation Total &or team work 22.5 0 75 Project and Programme Management and Business Development MANAGEMENT OF PROJECTS, INFORMATION SYSTEMS AND SUPPLY CHAINS MODULE 3 - STRATEGY & BUSINESS DEVELOPMENT Core course Lille, Paris Programme Department Module Course type Course open to students in exchange Exchange students allowed Teaching language English If other Prerequisite None Course leader Paul GARDINER Lille Paul GARDINER Paris Paul GARDINER Instructor(s) names by Sophia Suzhou Raleigh Other Course description Topics Intended Learning Outcomes and Skills This course aims to provide advanced knowledge on the creation of project management capabilities that can deliver competitive advantage in organisations. This includes moving beyond standardization and recognized good practice and using strategically selected dynamic capabilities to maximise portfolio value contribution to organisations. Competitive advantage Project standards and good practices Project management as a strategic resource Dynamic capabilities Strategy-project system Evolutionary As a result of this module, you will be able to: Knowledge and Understanding (subject specific) Systematic understanding of evolutionary mechanisms in organisations Critical understanding of resource trade-offs between competing projects Critical understanding of decision processes in prioritisation and selection Understanding of sub-optimal management for individual projects in a portfolio Cognitive skills Recognise and identify relevant dynamic capabilities P a g e 63 121

Show aptitude at finding opportunities to apply evolutionary techniques Distinguish between good project management and project management for competitive advantage Attitudes Key transferable skills Manage investments that maximise benefits across a complex set of variables. Work in ways which are reflective, self-critical and based on researchevidence. Demonstrate leadership andor originality in tackling and addressing project portfolio management issues. Ethical and social understanding Develop awareness of ethical issues related to competitive advantage. Contribution to objectives Evaluation des étudiants Student Assessment Teaching Methods Course Plan Indicate which objectives the course contributes to (based on the program curriculum mapping) 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 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 Cours soumis à évaluation dans le cadre de l Assurance of Learning pour l année en cours? Final examination % Explain type for final examination : (Quizz, case study, presentation, report, essay, mid-term examination, other) Continuous Assessment 100 % Explain type Oral presentation 0 % MCQ quizz 20 % Essayreport 0 % Case study 80 % Mid-term examination 0 % - Nb midterms 0 Class participation 0 % Other 0 % Specify: Course format (Lecture, elearning, Tutorials) Tutorials Learning activities (Interactive lectures, business game, project-based, case studies, personal guided study, assignments) Case studies Session 5. Project management as a strategic resource Session 6. Dancing with uncertainty and complexity Session 7. Project management for competitive advantage - the art of the possible Session 8. Dynamic capabilities and activity configurations Session 9. Evolutionary in project management Session 10. Optimising a portfolio for competitive advantage Session 11. Resource selection and optimisation - smart resourcing Session 12. Stakeholder management - smart relationships Session 13. Change management - smart restructuring Session 14. Entrepreneurship and innovation P a g e 64 121

References Required readings 6. Gardiner, P. D. (2005). Project management a strategic planning approach. Basingstoke: Palgrave Macmillan. 7. Gardiner, P.D. and Eltigani, A. (2014). Toward a theory and practice of in project management systems, PMI Research and Education Conference, Portland, Oregon, USA, July 2014. 8. ElTigani, A., Gardiner, P.D. and Lawlor-Wright, T. (2011). Building capabilities through the implementation of business excellence models: a practice turn view, British Academy of Management, 3-15 September 2011 Aston University, Birmingham. Recommended readings 7. Levine, H. A. (2005). Project portfolio management. San Francisco, CA: Jossey-Bass. 8. Heising, W. (2012). The integration of ideation and project portfolio management a key factor for sustainable success. International Journal of Project Management, vol. 30 (5), pp. 582 595. 9. Jonas, D. (2010). Empowering project portfolio managers: how management involvement impacts project portfolio management performance, International Journal of Project Management, 28, 8, 818-831. 10. Martinsuo, M. & Lehtonen, P. (2007). Role of single-project management in achieving portfolio management efficiency. International Journal of Project Management, vol. 25 (1), pp. 56-65. 11. Meskendahl, S. (2010). The influence of business strategy on project portfolio management and its success A conceptual framework, International Journal of Project Management, 28, 807 817. 12. Mitchell, R.F., Hunt, F & Probert, D.R. (2010). Valuing and comparing small portfolios, 13. Morris, P.W.G & Pinto, J.K. (eds). (2007). The Wiley guide to project program & portfolio management. Hoboken, NJ: John Wiley & Sons. 14. Project Management Institute. (2013). The Standard for Portfolio Management, 3rd ed., Newtown Square, PA: Project Management Institute. 15. Seider, R. (2006). Optimizing project portfolios, Research-Technology Management, 49, 5, 43-48. 16. Shenhar, A.J., Milosevic, D., Dvir, D. and Thamhain, H. (2007). Linking Project Management to Business Strategy, Newtown Square, PA: Project Management Insitute. 17. Coulon, M., Ernst, H., Lichtenthaler, U. & Vollmoeller, J. (2009). An overview of tools for managing the corporate innovation portfolio. International Journal of Technology Intelligence and Planning, vol. 5(2), pp. 221-239. 18. Dye, L.D. and& Pennypacker, J.S. (eds). (1999). Project portfolio management: selecting and prioritizing projects for competitive advantage. Glen Mills, PA : Center for Business practices. 19. Herfert, K. F., Arbige, M. V. (2008). Aligning an R&D portfolio with corporate strategy. Research-Technology Management, vol. 51 (5), pp. 39-46. 20. Kester, L., Hultink, E. and Lauche, K. (2009). Portfolio decision-making genres: A case study, Journal of Engineering and Technology Management, 26, 4, 327-341. 21. Killen, C.P., Hunt, R.A. & Kleinschmidt, E.J. (2008). Project portfolio management for product innovation The International Journal of Quality & Reliability Management, 25, 1, 24-38. 22. Morris, P. & Ashley J. (2004). Translating corporate strategy into project strategy. Newtown Square, PA: Project Management Institute. 23. Paulo Augusto Cauchick Migue. (2008). Portfolio management and new product development implementation: a case study in a manufacturing firm. International Journal of Quality & Reliability Management, vol. 25 (1), pp.10 23. P a g e 65 121

Web sites 24. Sanchez, H. and Robert, B. (2010). Measuring portfolio strategic performance using key performance indicators, Project Management Journal, 4, 5, 64-73. 25. Simon M. (2009). Strategic project portfolio management: enabling a productive organization. Hoboken, N.J: Wiley. 26. Srivannaboon, S. and Milosevic, D.Z. (2006). A two-way influence between business strategy and project management, International Journal of Project Management, 24, 6, 493 505. 27. Szymczak, C. C. & Walker, D. H. T. (2003). Boeing a case study example of enterprise project management from a organization perspective. The Learning Organization, vol. 10, (3), pp.125 137. 28. Uril, B. & Terrien, F. (2010). Project Portfolio selection model, a realistic approach, International Transaction in Operational Research, 17, 809-826. 2. Lee Merkhofer Consulting Priority Systems (2010). Project Portfolio Management Tools: Which Approach is Best? A seven-part paper available at: http:www.prioritysystem.comtoolsabstract.html Number of Lectures Lecture duration (in Course delivery modes (per if different) Number of Tutorial classes Tutorial class duration (in Other (Distance, etc ) (in Specify if full-day tutorial class, different schedules 3 7.5 Maturity Models and Performance Improvement Course Code MSC.PPMM2.PMCOR.0075 Credits 2 Student workload [Should add up to 25hrscredit] Course name Maturity models and performance improvement Teaching period Fall Lille Spring Paris Distance Autonomous Face to face contact personal Evaluation Total hours [withwithout &or team tutor] work 15 0 25 10 50 Project and Programme Management and Business Development MANAGEMENT OF PROJECTS, INFORMATION SYSTEMS AND SUPPLY CHAINS MODULE 3 - STRATEGY & BUSINESS DEVELOPMENT Core course Lille, Paris Programme Department Module Course type Course open to students in exchange Exchange students allowed Teaching language English If other Prerequisite None Course leader Paul GARDINER Lille Thierry Soulard Instructor(s) names by Paris INSPEARIT Thierry Soulard Sophia Suzhou Raleigh P a g e 66 121

Other Course description Topics Intended Learning Outcomes and Skills Contribution to objectives Student Assessment Teaching Methods The objectives of this course are to: Acquire a good understanding of performance improvements Discover performance improvement project management Discover main approaches for performance improvements Discover maturity models Company performance, improvement process, maturity models, improvement methodologies As a result of this module, you will be able to: Knowledge and Understanding (subject specific) Identify the needs for an improvement project Participate in the definition and organization of performance improvement project Cognitive skills Knowledgeable enough to participate to specific trainings on models & practices Attitudes Key transferable skills Ethical and social understanding Contribute to and proceed with improvement project Indicate which objectives the course contributes to (based on the program curriculum mapping) [Make bold those that most apply.] 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 LO3.1 : 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 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 Cours soumis à évaluation dans le cadre de l Assurance of Learning pour l année en cours? No Final examination 0 % Explain type for final examination : (E.g. quizz, case study, presentation, report, essay, mid-term examination, other) Case studies Active participation Continuous Assessment 100 % Explain type Oral presentation 0 % MCQ quizz 25 % Essayreport 0 % Case study 50 % Mid-term examination 0 % - Nb midterms 0 Class participation 25 % Other 0 % Specify: Course format (E.g. Lecture, elearning, Tutorials) Lecture, exercices P a g e 67 121

Learning activities (E.g. Interactive lectures, business game, project-based, case studies, personal guided study, assignments) case studies Course Plan Day 1: Day 2: Introduction and overview Company challenges and motivation towards performance improvement (link business driver) Performance improvement approaches Maturity models, Excellence models Performance Improvement project with group exercise role play Role of the management (including sponsor) in Performance improvement projects Stakeholders management for performance improvement projects Case study presentation on a Performance Improvement project (go through the whole life cycle) Collaborative technics that contribute to Performance Improvement projects success Pitfulls & succes factors) Conclusion References Web sites Required readings 9. Recommended readings 1. PDCADeming cycle, AKDAR 3. www. sei.cmu.edu Number of Lectures Lecture duration (in Course delivery modes (per if different) Number of Tutorial classes Tutorial class duration (in Other (Distance, etc ) (in Specify if full-day tutorial class, different schedules 2 7.5 Project, Programme and Portfolio Management Course Code MSC.PPMM2.PMCOR.0071 Credits 3 Student workload [Should add up to 25hrscredit] Programme Department Module Course name Project, Programme and Portfolio Management Teaching period Fall Paris Spring Lille Distance Autonomous Face to face contact personal hours [withwithout &or team Evaluation Total tutor] work 24 0 36 15 75 Project and Programme Management and Business Development MANAGEMENT OF PROJECTS, INFORMATION SYSTEMS AND SUPPLY CHAINS MODULE 2 - ORGANIZATION & LEADERSHIP P a g e 68 121

Course type Core course Lille, Paris Course open to students in exchange Exchange students allowed Teaching language English If other Prerequisite None Course leader Jean-Charles HAINGLAISE Lille Jean-Charles HAINGLAISE Paris Jean-Charles HAINGLAISE Instructor(s) names by Sophia Suzhou Raleigh Other Course description Topics Intended Learning Outcomes and Skills This course will give to students the fundamentals and the overall framework of what is project management. Focus will be on understanding the application of the basic tools of project management, such as work breakdown structure, use of critical path scheduling and risk management. The elements of project management critical to the success of a project also are identified and explained. The principles and tools are integrated and clarified through use of examples, case studies and simulations. Project Management techniques and tools, Project Management processes (Scope, time, cost, risk, quality..). As a result of this module, you will be able to: Knowledge and Understanding (subject specific) Understand Basic Definitions and Terminology- Terms of Project Management Understand how to plan a project using the main project management core techniques Explore the Appropriate methods to initiate, plan, execute, control and close projects Cognitive skills Understand interactions between project management processes Attitudes Key transferable skills Explain to anybody involved in projects the importance to properly initiate and plan a project Ethical and social understanding Develop awareness for team work Contribution to objectives Indicate which objectives the course contributes to (based on the program curriculum mapping) [Make bold those that most apply.] 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 LO3.1 : 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 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 P a g e 69 121

Student Assessment Teaching Methods Cours soumis à évaluation dans le cadre de l Assurance of Learning pour l année en cours? No Final examination 0 % Explain type for final examination : (E.g. quizz, case study, presentation, report, essay, mid-term examination, other) Case studies Active participation Continuous Assessment 100 % Explain type Oral presentation 0 % MCQ quizz 50 % Essayreport 0 % Case study 30 % Mid-term examination 0 % - Nb midterms 0 Class participation 20 % Other 0 % Specify: Course format (E.g. Lecture, elearning, Tutorials) Lecture, exercices, tutorials Learning activities (E.g. Interactive lectures, business game, project-based, case studies, personal guided study, assignments) case studies Day 1: Introduction on Project, Programme and Portfolio management Life cycle Scope Management Day2: Time Management Cost Management Risks Management Course Plan Day 3: Quality Management Procurement Management Configuration Management Reporting Management Case study: SimulTrain (Part 1) Day 4: Case study: SimulTrain (Part 2) Team Management Management Plan Project closure Conclusion Required readings References Web sites Recommended readings 2. The Project management Institute and its body of knowledge 3. The practice guide for WBS (from PMI) 1. Association for the Advancement of Cost Engineering International www.aacei.org 2. Books from the Project Management Institute, URL: www.pmibookstore.org 3. Project Management Institute: www.pmi.org P a g e 70 121

4. Association for Project Management, United Kingdom Body of Knowledge: www.apm.org.uk 5. International Project Management Association (IPMA) Competence Baseline: www.ipma.ch Number of Lectures Lecture duration (in Course delivery modes (per if different) Number of Tutorial classes Tutorial class duration (in Other (Distance, etc ) (in Specify if full-day tutorial class, different schedules 4 6 Team and Social Competencies Multicultural Management Course Code MSC.PPMM2.HRCOR.0017 Credits 3 Course WALKER SANDRA Responsible Hours 30 Status Core course Themes Department MANAGEMENT OF PROJECTS, INFORMATION SYSTEMS AND SUPPLY CHAINS Prerequisites None Plan Team leadership is a critical project management skill. This course is designed to steer participants towards a self-directed path to grow and excel as a project team leader. Every project is unique, so future team scenarios cannot de foreseen with great accuracy. This seminar therefore helps participants to invest in leadership preparedness, equipping them with the intellectual and emotional resources required to thrive in a turbulent, crosscultural project environment. Project managers must be able to quickly engage team members and stakeholders from another culture, transcend differences and bring them towards the desired project goals in a timely manner. Emphasis is on understanding leadership responsibility, including ethics, starting with the project team. The project manager has be a decision-maker and change agent, creating a vision, building authority and displaying communication creativity and problem solving strategies. The emphasis is on understanding and putting transformational leadership into action including the challenges and pitfalls. Human factor challenges are overcome by: Dynamizing a transversal team towards the project goals Making effective presentations and using influence tactics Removing obstacles and team objections Assisting and developing team members Exchange students Exchange students allowed Lille,Paris P a g e 71 121

INTERNATIONAL STRATEGY & INFLUENCE Strategic Consulting Code du cours Course Code MSC.ISIM2.STELE.0067 Crédits Credits 1 Charge de travail Student workload Face à Face Contact hours Nom du cours Course name STRATEGIC CONSULTING Période d'enseignement Teaching period Spring Distanciel Distance Autonomous personal &or team work Evaluation Durée totale Total 15 0 45 0 15 Programme Program International Strategy and Influence Départements Department Dept. Stratégy, Entrepreneurship and Economics Module - Type de cours Course type Core Paris Course open to students in exchange Exchange students allowed Langue d'enseignement Teaching language Anglais English If other Pré-Requis None Prerequisite Responsable du cours Course leader CHEREAU, Philippe Belo Horizonte Lille Nom des intervenants Paris par Sophia Instructor(s) names by Suzhou Raleigh Other Descriptif du cours Course description Thémes Topics 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. P a g e 72 121

Résultats d apprentissage Intended Learning Outcomes and Skills Contribution aux objectifs pédagogiques du programme Contribution to objectives Evaluation des étudiants Student Assessment Méthodes d enseignement Teaching Methods Plan de cours Course Plan A l issue de la formation, vous serez capable de As a result of this module, you will be able to: Connaissances Knowledge and Understanding (subject specific) Be prepared to conduct strategic management consulting missions. Aptitudes cognitives Cognitive skills Master strategic management practices based on strategy and organization academic knowledge and use this knowledge through consulting tools specifically designed for the conduct of executive missions Attitudes Key transferable skills Have developed savoir-faire and savoir-être capacities, highly valuable for any strategic management situation as manager or consultant Ethical and social understanding Indiquer les objectives auxquels contribue le cours (en se basant sur le curriculum mapping du programme) Indicate which objectives the course contributes to (based on the program curriculum mapping) LO3.2 : To produce clear, well organized written communication : LG3 : Graduates should be able to communicate in an international environment LO5.1 : To analyze and apply advanced concepts in a specialized discipline : LG5 : Graduates should be able to think critically and to assess business issues in a specialized discipline LO5.2 : To assess a business issue and formulate solutions in a specialized discipline : LG5 : Graduates should be able to think critically and to assess business issues in a specialized discipline Cours soumis à évaluation dans le cadre de l Assurance of Learning Non No pour l année en cours? Evaluation finale (DS) 100 % Final examination (Précisez la nature pour l'évaluation finale Explain type for final examination) Etude de cas - Case study Contrôle continu 0 % Continuous Assessment préciser nature Explain type QCM - Quizz 0 % Etude de cas - Case study 0 % Présentation orale - Presentation 0 % Rapport écrit Dissertation - Report Dissertation 0 % Participation - Class participation 0 % Examen intermédiaires - Mid-term examination 0 % Autre - Others 0 % Format de cours Course format TD Tutorials Activités d apprentissage Learning activities Etudes de cas Case studies Session 1 0Course objectives, structure and evaluation 1Introduction to Strategic Consulting for SMEs 2Strategy: proposal for definitions and perspectives 3The strategic consulting approach 4The framework of reference : the starting point for a consulting mission 5The strategic analysis toolbox 5.1The strategic segmentation Mini case study Session 2 5.2Generic strategies P a g e 73 121 Nb midterms : 0

Bibliographie References 5.3The 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 6The analysis of the environment 6.1 The demand 6.2 The competition 6.3 Other influences 7The internal diagnostic 8The strategic diagnostic Session 3 Case study: strategic diagnostic Session 4 9Strategic choices and formulations 9.1Criteria of evaluation of the scenarios 9.2Designing scenarios 9.3Evaluating and implementing scenarios 10Implementing change management 10.1Leading change: the 8 steps 10.2A few tools to leading change Session 5 11Practical advices to consultants 11.1Selling a consulting mission 11.2Some pieces of advice for a successful mission Briefing for individual case study Lectures obligatoires Required readings : Lectures Recommandées Recommanded readings : Le Conseil Stratégique pour l'entreprise - Chereau & Meschi - PEARSON, 2014 Site(s) web Web sites Nombre CM Amphi Number of Lectures Durée CM Amphi (en heures) Lecture duration (in Modalités de délivrance du cours (par si différent) Course delivery modes (per if different) Autres Durée TD (en (Distance Nombre TD heures), etc ) Number of Tutorial class (en heures) Tutorial classes duration (in Other (in 0 0 0 15 0 Préciser les spécificités de programmation (TD journée, cadencement spécifique des séances) Specify if full-day tutorial class, different schedules Social Networking Code du cours Course Code MSC.ISIM2.STCOR.0063 Crédits Credits Nom du cours Course name SOCIAL NETWORKING Période d'enseignement Teaching period P a g e 74 121

4 Spring Charge de travail Student workload Programme Program Départements Department Module Type de cours Course type Course open to students in exchange Langue d'enseignement Teaching language Pré-Requis Prerequisite Responsable du cours Course leader Nom des intervenants par Instructor(s) names by Face à Face Contact hours Anglais English M2 Distanciel Distance Autonomous personal &or team work Evaluation Durée totale Total 20 0 15 2 20 International Strategy and Influence Dept. Stratégy, Entrepreneurship and Economics Belo Horizonte Lille Paris Sophia Suzhou Raleigh Other Cliquez ici pour entrer du texte. core Paris Exchange students allowed KAMINSKA Renata If other Descriptif du cours Course description Thémes Topics Résultats d apprentissage Intended Learning Outcomes and Skills Social networks play an increasingly important role in business. The term network designates a social relationship between actors who can be individuals, groups, organizations, communities or even societies. In geographically dispersed organizations, social networks enhance the development of virtual communities and thus enable the creation and sharing of knowledge leading to more innovation. Social networks facilitate management tasks and decision-making processes, and allow to exert influence on the external environment. The main objective of this course is therefore to analyze the nature and the dynamics of social networks with respect to the strategic management of organisations. Networks Innovation Influence A l issue de la formation, vous serez capable de As a result of this module, you will be able to: Connaissances Knowledge and Understanding (subject specific) Better understand the nature and factors driving the dynamics of social networks. Aptitudes cognitives Cognitive skills Better understand factors enhancing collaboration in and around organizations. Attitudes Key transferable skills Develop a capacity to work in a team and share hisher knowledge with other classmates. Ethical and social understanding Understand the ethical implications of the emergence of social networks. P a g e 75 121

Contribution aux objectifs pédagogiques du programme Contribution to objectives Evaluation des étudiants Student Assessment Méthodes d enseignement Teaching Methods Plan de cours Course Plan Bibliographie References Indiquer les objectives auxquels contribue le cours (en se basant sur le curriculum mapping du programme) Indicate which objectives the course contributes to (based on the program curriculum mapping) LO3.1 : To produce clear, well organized verbal presentations : LG3 : Graduates should be able to communicate in an international environment LO5.1 : To analyze and apply advanced concepts in a specialized discipline : LG5 : Graduates should be able to think critically and to assess business issues in a specialized discipline Cours soumis à évaluation dans le cadre de l Assurance of Learning Non No pour l année en cours? Evaluation finale (DS) 60 % Final examination (Précisez la nature pour l'évaluation finale Explain type for final examination) Présentation orale - Presentation Contrôle continu 40 % Continuous Assessment préciser nature Explain type QCM - Quizz 100% Etude de cas - Case study 0 % Présentation orale - Presentation 0 % Rapport écrit Dissertation - Report Dissertation 0 % Nb midterms : 0 Participation - Class participation 0 % Examen intermédiaires - Mid-term examination 0 % Autre - Others 0 % Format de cours Course format TD Tutorials Activités d apprentissage Learning activities Cours interactifs Interactive lectures - Projet Project-based - Etudes de cas Case studies 1. Networks: what are they? 2. Cognitive Diversity: the link between Networks and Open Innovation 3. Properties and Dynamics of Social Networks 4. Social Network Analysis 5. Networks and Influence Granovetter, M. (1973), The strength of weak ties, American Journal of Sociology, 78: 1360 1380. Baum, J., Shipilov A. and Rowley T. (2003), Where do small worlds come from, Industrial and Corporate Change, 12: 697 725. Fleming, L. and Marx M. (2006), Managing creativity in small worlds, California Management Review, 48(4): 6 27. Padgett, J.F., Ansell, C.K., (1993), Robust Action and the Rise of the Medici, 1400-1434, American journal of sociology, 1259-1319. Watts, D., (1999), Networks, dynamics, and the small-world phenomenon, American Journal of Sociology, 105: 493 527. Inkpen A., Tsang E. (2005), Social capital networks, and knowledge transfer, Academy of Management Review, 30, 146-165. Barabasi, A-L. (2002), Linked: The new science of networks, Cambridge, MA: Perseus. Barabasi, A-L., Reka Albert and H. Jeong, (2000), Scale-free characteristics of random networks: The topology of the world-wide web, Physica A, 281: 69 77. Burt, R. (2004), Structural holes and good ideas, American Journal of Sociology, 110: 349 399. P a g e 76 121

Wasserman, S. and Faust, K., (1994), Social network analysis: Methods and applications. Cambridge: Cambridge University Press. Burt R.S. (1992), Structural holes: The social structure of competition, Harvard University Press. Gladwell M. 2002. The tipping point: how little things can make a big difference, Abacus. Johnson, S., 2010. Where good ideas come from. Penguin, London. Newman, M., Barabási, A-L. and Watts, D.J. (2006) The Structure and Dynamics of Networks, Princeton University Press, Princeton, NJ. David Easley and Jon Kleinberg (2010) Networks, Crowds and Markets, New York : Cambridge University Press. Site(s) web Web sites Nombre CM Amphi Number of Lectures Durée CM Amphi (en heures) Lecture duration (in Modalités de délivrance du cours (par si différent) Course delivery modes (per if different) Autres Durée TD (en (Distance Nombre TD heures), etc ) Number of Tutorial class (en heures) Tutorial classes duration (in Other (in sophia 0 0 5 4 0 Préciser les spécificités de programmation (TD journée, cadencement spécifique des séances) Specify if full-day tutorial class, different schedules Strategic Management Of Innovation Code du cours Course Code MSC.ISIM2.STCOR.0065 Crédits Credits 4 Charge de travail Student workload Face à Face Contact hours Nom du cours Course name STRATEGIC MANAGEMENT OF INNOVATION Période d'enseignement Teaching period Spring Distanciel Distance Autonomous personal &or team work Evaluation P a g e 77 121 Durée totale Total 20 0 30 0 20 Programme Program International Strategy and Influence Départements Department Dept. Stratégy, Entrepreneurship and Economics Module - Type de cours Course type core Paris Course open to students in exchange Exchange students allowed Langue d'enseignement Teaching language Anglais English If other Pré-Requis None Prerequisite Responsable du cours CHEREAU, Philippe

Course leader Nom des intervenants par Instructor(s) names by Belo Horizonte Lille Paris Sophia Suzhou Raleigh Other Descriptif du cours Course description Thémes Topics Résultats d apprentissage Intended Learning Outcomes and Skills Contribution aux objectifs pédagogiques du programme Contribution to objectives Evaluation des étudiants Student Assessment The purpose of this course is to teach the rationales of innovation management from a strategic perspective, considering that innovation is one of the essential means for a firm to achieve strategic goals. Strategy-innovation fit will be analysed from both innovation performance and financial performance insights. Critical thinking and controversy using research papers and practical case studies will be encouraged. A l issue de la formation, vous serez capable de As a result of this module, you will be able to: Connaissances Knowledge and Understanding (subject specific) Have a clear overview of the dynamics of strategy-innovation relationship and the associated organizational configurations at firm s level. Aptitudes cognitives Cognitive skills Be able to encompass the scope of firms innovation behavior and link it with strategic models. Interrelate strategy with innovation for an effective implementation of innovation practices Attitudes Key transferable skills Properly select, combine, and implement strategic management and innovation management models, and will be prepared to be able to shift from theory to practice Ethical and social understanding Indiquer les objectives auxquels contribue le cours (en se basant sur le curriculum mapping du programme) Indicate which objectives the course contributes to (based on the program curriculum mapping) LO4.2 : To apply theories and key concepts in the field of the management of knowledge assets, technological progress and innovation : LG4 : Graduates should be able to manage in the global knowledge economy LO5.1 : To analyze and apply advanced concepts in a specialized discipline : LG5 : Graduates should be able to think critically and to assess business issues in a specialized discipline Cours soumis à évaluation dans le cadre de l Assurance of Learning Non No pour l année en cours? Evaluation finale (DS) 50 % Final examination (Précisez la nature pour l'évaluation finale Explain type for final examination) Etude de cas - Case study Contrôle continu 50 % Continuous Assessment préciser nature Explain type QCM - Quizz 0 % Etude de cas - Case study 100 % Nb midterms : 0 Présentation orale - Presentation 0 % Rapport écrit Dissertation - Report Dissertation 0 % P a g e 78 121

Participation - Class participation 0 % Examen intermédiaires - Mid-term examination 0 % Autre - Others 0 % Méthodes d enseignement Teaching Methods Plan de cours Course Plan Bibliographie References Site(s) web Web sites Format de cours Course format TD Tutorials Activités d apprentissage Learning activities Etudes de cas Case studies Session 1: What is strategic management? 1.1 The process of strategic management 1.2 Theories of competitive advantage 1.3 Industrial Organization theory 1.4 Resource-Based View of the firm 1.5 Group case study presentation and discussion Session 2: Competitive strategy & strategic configurations 2.0 Academic article discussion 2.1 Strategic configurations: definitions and principles 2.2 Some dominant configurations 2.3 Competitive strategy: Generic typologies 2.4 Generic strategies 2 complementary perspectives 2.5 New perspectives of strategic management: hybrid strategies Session 3: Strategic management and innovation 3.0 Academic article discussion 3.1 Change as a source of competitive advantage 3.2 Nature sources and activities of innovation 3.3 Strategy, innovation, and contingencies Session 4: Strategy-innovation relationships 4.0 group case study presentation and discussion 4.1 Strategy and innovation in context 4.2 Innovation portfolio management Session 5: Strategy, innovation and firm performance 5.0 Individual academic article presentation and discussion (graded) 5.1 Firm performance: what are we talking about? 5.2 Strategy and performance: the strategic ratios 5.2 Strategy and innovation predictability 5.3 Briefing for case study Session 6: Strategy, innovation and firm performance (cont.) 6.0 Group case study presentation and discussion (graded) 6.1 Innovation and performance 6.2 Strategy-Innovation fit and firm performance Lectures obligatoires Required readings : Reaserch papers will be provided to students prior the elective. Lectures Recommandées Recommanded readings : Porter, M.E. (1996) - What Is Strategy? - Harvard Business Review, November-December issue, p. 61-78 Ketchen (2003) - An interview with Raymond E. Miles and Charles C. Snow Academy of Management Executive Vol. 17(4) P a g e 79 121

INTERNATIONAL MARKETING AND BUSINESS DEVELOPMENT Advertising & Communication Code du cours Course Code MSC.IMBM2.MKOPT.0050 Crédits Credits 4 Charge de travail Student workload Face à Face Contact hours Nom du cours Course name ADVERTISING & COMMUNICATION (OPTION) Période d'enseignement Teaching period Spring Distanciel Distance Autonomous personal &or team work Evaluation Durée totale Total 27 0 30 3 27 Programme Program International Marketing and Business Development Départements Department Dept. Marketing Module - Type de cours Course type optional Lille, Paris, Sophia Course open to students in exchange Exchange students allowed Langue d'enseignement Teaching language If other Pré-Requis Prerequisite M1 marketing. IMPORTANT: this course will take place in spring for Paris and Sophia, but in fall for Lille. Responsable du cours Course leader SOSCIA Isabella Nom des intervenants par Instructor(s) names by Belo Horizonte Lille Paris Sophia Suzhou Raleigh Other Descriptif du cours Course description Thémes Topics 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 consistent marketing communication brief and plan aligning advertising, promotion, events and the broadest pallet of modern communications tools. Integrated marketing communicationimc briefmarketing communication: objectives, target and budgetingadvertising, media planning and advertising reserachsponsorship, packaging and point of purchase communication P a g e 80 121

Résultats d apprentissage Intended Learning Outcomes and Skills A l issue de la formation, vous serez capable de As a result of this module, you will be able to: Connaissances Knowledge and Understanding (subject specific) Understand issues associated to marketing communications Aptitudes cognitives Cognitive skills To be able to understand companies communication needs Attitudes Key transferable skills To develop a strategic approach to marketing communication Ethical and social understanding To be able to understand consumers'communication needs Contribution aux objectifs pédagogiques du programme Contribution to objectives Evaluation des étudiants Student Assessment Méthodes d enseignement Teaching Methods Plan de cours Course Plan Indiquer les objectives auxquels contribue le cours (en se basant sur le curriculum mapping du programme) Indicate which objectives the course contributes to (based on the program curriculum mapping) LO1.2 : To select the best course of action to follow in order to behave as responsible managers : LG1 : Graduates should behave as responsible managers in order to deliver sustainable performance in complex environments LO3.1 : To produce clear, well organized verbal presentations : LG3 : Graduates should be able to communicate in an international environment LO3.2 : To produce clear, well organized written communication : LG3 : Graduates should be able to communicate in an international environment LO5.1 : To analyze and apply advanced concepts in a specialized discipline : LG5 : Graduates should be able to think critically and to assess business issues in a specialized discipline LO5.2 : To assess a business issue and formulate solutions in a specialized discipline : LG5 : Graduates should be able to think critically and to assess business issues in a specialized discipline Cours soumis à évaluation dans le cadre de l Assurance of Learning pour l année en cours? Non No Evaluation finale (DS) Final examination 40 % (Précisez la nature pour l'évaluation finale Explain type for final examination) QCM - Quizz Contrôle continu Continuous Assessment 60 % préciser nature Explain type QCM - Quizz 40 % Etude de cas - Case study 60 % Présentation orale - Presentation 0 % Rapport écrit Dissertation - Report Dissertation 0 % Nb midterms : 0 Participation - Class participation 0 % Examen intermédiaires - Mid-term examination 0 % Autre - Others 0 % Format de cours Course format Cours magistral Lecture Activités d apprentissage Learning activities Projet Project-based Integrated Marketing Communication IMC brief Marketing communication: objectives, target and budgeting Brief preparation. Advertising, media planning and advertising research P a g e 81 121

Bibliographie References Sponsorship, packaging and point of purchase communication Integrated marketing communications plan. Lectures obligatoires Required readings : Pelsmaker, Geuens and Vandeberg, Marketing Communication: A European Perspective, Forth Edition. Lectures Recommandées Recommanded readings : Site(s) web Web sites Nombre CM Amphi Number of Lectures Durée CM Amphi (en heures) Lecture duration (in Modalités de délivrance du cours (par si différent) Course delivery modes (per if different) Autres Durée TD (en (Distance Nombre TD heures), etc ) Number of Tutorial class (en heures) Tutorial classes duration (in Other (in 0 0 9 3 0 Préciser les spécificités de programmation (TD journée, cadencement spécifique des séances) Specify if full-day tutorial class, different schedules IMPORTANT: this course will take place in spring for Sophia and Paris but in Fall for Lille Internationalisation of Markets and Organizations Code du cours Course Code MSC.IMBM2.MKCOR.0038 Crédits Credits 4 Charge de travail Student workload Nom du cours Course name INTERNATIONALISATION OF MARKETS AND ORGANISATIONS (CORE) Face à Face Contact hours Période d'enseignement Teaching period Spring Distanciel Distance Autonomous personal &or team work Evaluation P a g e 82 121 Durée totale Total 27 0 18 0 27 Programme Program International Marketing and Business Development Départements Department Dept. Marketing Module - Type de cours Course type core Lille, Paris, Sophia Course open to students in exchange Exchange students allowed Langue d'enseignement Teaching language If other Pré-Requis M1 marketing and strategy Prerequisite Responsable du cours Course leader BORZILLO Stefano

Nom des intervenants par Instructor(s) names by Belo Horizonte Lille Paris Sophia Suzhou Raleigh Other Descriptif du cours Course description Thémes Topics Résultats d apprentissage Intended Learning Outcomes and Skills Contribution aux objectifs pédagogiques du programme Contribution to objectives The Purpose of this course is to acquaint students with the cultural and organisational dimensions of international marketing management, and to develop skills that will serve students well in dealing effectively with international marketing and management issues. While examining how firms deal with international marketing in practical terms, juggling the needs of the global and the local, the course covers three main areas: organisational and strategic planning in an international context; the design and implementation of effective international organisations; and the marketing and management challenge of cross-cultural considerations. The overall is that of business developmenyt in an international context: how to choose and enter markets, how to manage a portfolio of markets, how to transfer ideas, products or services from one market to another, how to manage knowledge and innovation across markets... There will also be a consideration of some of the ethical issues facing managers in international markets as well as the challenges facing business developers in emerging economies, where 'bottom of the pyramid' marketing is necessary. The course is heavily based on the use of case studies backed up by additional readings and a project with the idea of testing different frameworks to make appropriate managerial decisions. International business development & marketing management, global-local management issues, organisational design and development, theories and practice of internationalisation, management of knowledge and ideas A l issue de la formation, vous serez capable de As a result of this module, you will be able to: Connaissances Knowledge and Understanding (subject specific) The student is expected to: Have a better grasp of issues associated with the internationalization of markets and organisations. The course goes further than a simple international marketing course to include also an examination of organizational and strategic issues. Aptitudes cognitives Cognitive skills The student is expected to: Better analyze complex strategic issues associated with internationalization Attitudes Key transferable skills The student is expected to: Better respond to the various challenges when working in an international firm or environment Ethical and social understanding The student is expected to: Analyze the strategic and ethical implications of globalization and make ethical recommendations about practical management challenges Indiquer les objectives auxquels contribue le cours (en se basant sur le curriculum mapping du programme) Indicate which objectives the course contributes to (based on the program curriculum mapping) LO1.1 : To recognize potential ethical dilemmas : LG1 : Graduates should behave as responsible managers in order to deliver sustainable performance in complex environments LO1.2 : To select the best course of action to follow in order to behave as P a g e 83 121

Evaluation des étudiants Student Assessment Méthodes d enseignement Teaching Methods Plan de cours Course Plan Bibliographie References Site(s) web Web sites responsible managers : LG1 : Graduates should behave as responsible managers in order to deliver sustainable performance in complex environments LO4.2 : To apply theories and key concepts in the field of the management of knowledge assets, technological progress and innovation : LG4 : Graduates should be able to manage in the global knowledge economy LO5.1 : To analyze and apply advanced concepts in a specialized discipline : LG5 : Graduates should be able to think critically and to assess business issues in a specialized discipline LO5.2 : To assess a business issue and formulate solutions in a specialized discipline : LG5 : Graduates should be able to think critically and to assess business issues in a specialized discipline Cours soumis à évaluation dans le cadre de l Assurance of Learning Non No pour l année en cours? Evaluation finale (DS) 60 % Final examination (Précisez la nature pour l'évaluation finale Explain type for final examination) QCM - Quizz, Etude de cas - Case study Contrôle continu 40 % Continuous Assessment préciser nature Explain type QCM - Quizz 0 % Etude de cas - Case study 40 % Présentation orale - Presentation 0 % Rapport écrit Dissertation - Report Dissertation 60 % Nb midterms : 0 Participation - Class participation 0 % Examen intermédiaires - Mid-term examination 0 % Autre - Others 0 % Format de cours Course format TD Tutorials Activités d apprentissage Learning activities Cours interactifs Interactive lectures - Etudes de cas Case studies Indicative course outline from this year. Cases and examples are likely to change 1. Introduction. Overview & introduction 2. Expanding abroad. The 'flat world' vs 'istance still matters'. 3. Exploring the cultural dimension in marketing 4. International context & industry dynamics. 5. Transnational strategies & global branding. 6. Organisational challenges of internationalisation: structure and culture 7. Worldwide innovation & : managing knowledge and ideas 8. Ideas and markets: taking new products and ideas into new markets 9. Exam Lectures obligatoires Required readings : Mandatory course book: Transnational Management: Text, Cases & Readings in Cross- Border Management Christopher Bartlett, Paul Beamish 6th edition (2010), McGraw Hill Lectures Recommandées Recommanded readings : Students are encouraged to read additional articles and cases from the book Links are provided on the Knowledge course site Modalités de délivrance du cours (par si différent) Course delivery modes (per if different) P a g e 84 121

Nombre CM Amphi Number of Lectures Durée CM Amphi (en heures) Lecture duration (in Nombre TD Number of Tutorial classes Durée TD (en heures) Tutorial class duration (in Autres (Distance, etc ) (en heures) Other (in 0 0 9 3 0 Préciser les spécificités de programmation (TD journée, cadencement spécifique des séances) Specify if full-day tutorial class, different schedules Big Data & Analytics Code du cours Course Code MSC.IMBM2.MKELE.0117 Crédits Credits 2 Charge de travail Student workload Face à Face Contact hours Nom du cours Course name BIG DATA & ANALYTICS (ELECTIVE) Période d'enseignement Teaching period Spring Distanciel Distance Autonomous personal &or team work Evaluation Durée totale Total 15 0 0 0 15 Programme Program International Marketing and Business Development Départements Department Dept. Marketing Module - Type de cours Course type elective Lille, Paris, Sophia Course open to students in exchange Exchange students not allowed Langue d'enseignement Teaching language If other Pré-Requis None Prerequisite Responsable du cours Course leader SPIER Peter Nom des intervenants par Instructor(s) names by Belo Horizonte Lille Paris Sophia Suzhou Raleigh Other Descriptif du cours Course description Big Data' has been described as 'a revolution that will transform how we live, work and think'. Quite a claim! But behind the inevitable hype, what is happening in the 'big data space' will indeed change a good number of things. This short course will provide an opportunity to explore this. It is aimed at students of marketing and business development, not technology 'geeks'. Once the phenomenon has been clearly understood, the major question will be: how does this change things for those working in marketing and business development? P a g e 85 121

'Big' data refers to the fact that we now have more and more available data and the ability to process it. This is potentially a source of new econcomic value, insight and innovation. But with this come other changes in how we analyze information: we no longer have to worry about sampling; are able to live with 'messiness'; and are more interested in correlation than causality - 'what', not 'why'. We are living in a sea of data: twits, GPS coordinates, Facebook photos and 'likes'... Arguably, the world of tomorrow will belong to those who fully grasp the implications of this and are able to identify the currents and insights beneath the surface Thémes Topics Résultats d apprentissage Intended Learning Outcomes and Skills Contribution aux objectifs pédagogiques du programme Contribution to objectives Evaluation des étudiants Student Assessment Big data - what it is and what it meansliving in a world of dataliving with messinesscorrelation vs causalitythe value of datadate-driven decisions-makingthe value of insightbroader implicationslooking to the future A l issue de la formation, vous serez capable de As a result of this module, you will be able to: Connaissances Knowledge and Understanding (subject specific) understand the issues and concepts associated with the field of big data Aptitudes cognitives Cognitive skills grasp the implications of the changes brought in by the big data revolution - in particular for marketing and business development Attitudes Key transferable skills grasp the broader implications of the big data revolution for how information is treated Ethical and social understanding think though some of the implications of the 'darker' side of big data Indiquer les objectives auxquels contribue le cours (en se basant sur le curriculum mapping du programme) Indicate which objectives the course contributes to (based on the program curriculum mapping) LO4.2 : To apply theories and key concepts in the field of the management of knowledge assets, technological progress and innovation : LG4 : Graduates should be able to manage in the global knowledge economy LO5.1 : To analyze and apply advanced concepts in a specialized discipline : LG5 : Graduates should be able to think critically and to assess business issues in a specialized discipline LO5.2 : To assess a business issue and formulate solutions in a specialized discipline : LG5 : Graduates should be able to think critically and to assess business issues in a specialized discipline Cours soumis à évaluation dans le cadre de l Assurance of Learning pour l année en cours? Non No Evaluation finale (DS) Final examination 100 % (Précisez la nature pour l'évaluation finale Explain type for final examination) QCM - Quizz, Etude de cas - Case study, Participation - Class participation Contrôle continu Continuous Assessment 0 % préciser nature Explain type QCM - Quizz 0 % Etude de cas - Case study 0 % Présentation orale - Presentation 0 % Rapport écrit Dissertation - Report Dissertation 0 % Nb midterms : 0 Participation - Class participation 0 % Examen intermédiaires - Mid-term examination 0 % Autre - Others 0 % Format de cours Course format P a g e 86 121

Méthodes d enseignement Teaching Methods Plan de cours Course Plan Bibliographie References Site(s) web Web sites Cours magistral Lecture Activités d apprentissage Learning activities Cours interactifs Interactive lectures - Etudes de cas Case studies What is big data? Why 'more' is different Living with messiness When correlation trumps causality A world of data The value of data The value of insight Implications The world of Minority report... Looking ahead Lectures obligatoires Required readings : list available on Knowledge platform Lectures Recommandées Recommanded readings : Full list available on Knowledge platform Links available on Knowledge platform Nombre CM Amphi Number of Lectures Durée CM Amphi (en heures) Lecture duration (in Modalités de délivrance du cours (par si différent) Course delivery modes (per if different) Autres Durée TD (en (Distance Nombre TD heures), etc ) Number of Tutorial class (en heures) Tutorial classes duration (in Other (in 0 0 5 3 0 Préciser les spécificités de programmation (TD journée, cadencement spécifique des séances) Specify if full-day tutorial class, different schedules Social Networking Marketing Code du cours Course Code MSC.IMBM2.MKOPT.0098 Crédits Credits 4 Charge de travail Student workload Face à Face Contact hours Nom du cours Course name Social network marketing Période d'enseignement Teaching period Fall Distanciel Distance Autonomous personal &or team work Evaluation P a g e 87 121 Durée totale Total 27 0 18 0 27 Programme Program International Marketing and Business Development Départements Department Dept. Marketing Module - Type de cours Course type optional

Course open to students in exchange Langue d'enseignement Teaching language Pré-Requis Prerequisite Responsable du cours Course leader Nom des intervenants par Instructor(s) names by Anglais English M1 marketing Belo Horizonte Lille Paris Sophia Suzhou Raleigh Other Paris Exchange students allowed DEHLING Aurélie If other Descriptif du cours Course description Thémes Topics Résultats d apprentissage Intended Learning Outcomes and Skills Social networks are here to stay. They provide an effective means of communicating between friends and colleagues. Their potential for companies is clear, yet quite how they should be used is less apparent. The main social network sites are developing a more commercial edge, but 'intrusion marketing' is out of the question. Instead, in a process of trial and error, firms are developing new strategies to use what is without doubt one of the most important communication channels of today and a strong marketing channel to interact with customers and fans. But to do this, we must also understand more about how social networks are used, and how users behave on social networks. This is the world of the viral, the 'sticky'. This is also the world of group or 'herd' influence. And these networks are also a valuable source marketing & social medi A l issue de la formation, vous serez capable de As a result of this module, you will be able to: Connaissances Knowledge and Understanding (subject specific) Understand the issues associated with social network marketing Aptitudes cognitives Cognitive skills Learn to adopt a more critical and analystical approach to social networks Attitudes Key transferable skills Develop the ability to use social networks as a tool for marketing and understanding consumer behaviour Ethical and social understanding Contribution aux objectifs pédagogiques du programme Contribution to objectives Indiquer les objectives auxquels contribue le cours (en se basant sur le curriculum mapping du programme) Indicate which objectives the course contributes to (based on the program curriculum mapping) LO4.2 : To apply theories and key concepts in the field of the management of knowledge assets, technological progress and innovation : LG4 : Graduates should be able to manage in the global knowledge economy LO5.1 : To analyze and apply advanced concepts in a specialized discipline : LG5 : Graduates should be able to think critically and to assess business issues in a specialized discipline LO5.2 : To assess a business issue and formulate solutions in a specialized discipline : LG5 : Graduates should be able to think critically and to assess business issues in a specialized discipline P a g e 88 121

Evaluation des étudiants Student Assessment Méthodes d enseignement Teaching Methods Plan de cours Course Plan Cours soumis à évaluation dans le cadre de l Assurance of Learning pour l année en cours? Non No Evaluation finale (DS) Final examination 50 % (Précisez la nature pour l'évaluation finale Explain type for final examination) QCM - Quizz Contrôle continu Continuous Assessment 50 % préciser nature Explain type QCM - Quizz 0 % Etude de cas - Case study 0 % Présentation orale - Presentation 100 % Rapport écrit Dissertation - Report Dissertation 0 % Nb midterms : 0 Participation - Class participation 0 % Examen intermédiaires - Mid-term examination 0 % Autre - Others 0 % Format de cours Course format Cours magistral Lecture Activités d apprentissage Learning activities Cours interactifs Interactive lectures 1. Introduction to Social Networks : - Social Media Landscape in the world - Social Media for business 2. Facebook - Specificities and reach of Facebook management and viral campaigns - Best practices in France, Europe and USA 3. Twitter - Specificities and reach of twitter management and viral campaigns - Best practices in France, Europe and USA 4. YouTube, Pinterest and Instagram - Specificities and reach of Videopictures management and viral campaigns - Best practices in France, Europe and USA 5. Communities & Blogs - Specificities and reach of Communities and Influencers - Best practices in France, Europe and USA 6. LinkedIn & Slideshare - Specificities and reach of Linkedin and Slideshare for B2B companies - Best practices in France, Europe and USA 7-8-9 Case Studies and Oral Presentations - Presentations of Social Network strategies of the biggest brands in Europe and USA A full bibliography will be available on the Knowledge platform Bibliographie References Site(s) web Web sites See the Knowledge platform Nombre CM Amphi Number of Lectures Durée CM Amphi (en heures) Lecture duration (in Modalités de délivrance du cours (par si différent) Course delivery modes (per if different) Autres Durée TD (en (Distance Nombre TD heures), etc ) Number of Tutorial class (en heures) Tutorial classes duration (in Other (in Préciser les spécificités de programmation (TD journée, cadencement spécifique des séances) Specify if full-day tutorial class, different schedules P a g e 89 121

Paris 0 0 9 3 0 Finance for Marketing and Business Development Code du cours Course Code MSC.IMBM2.FIELE.0122 Crédits Credits 2 Charge de travail Student workload Nom du cours Course name FINANCE FOR MARKETING AND BUSINESS DEVELOPMENT (ELECTIVE) Face à Face Contact hours Période d'enseignement Teaching period Spring Distanciel Distance Autonomous personal &or team work Evaluation Durée totale Total 15 0 15 0 15 Programme Program International Marketing and Business Development Départements Department Dept. Accounting and Finance Module - Type de cours Course type elective Paris, Sophia Course open to students in exchange Exchange students not allowed Langue d'enseignement Teaching language If other Pré-Requis L3 AND M1 Corporate Finance courses Prerequisite Responsable du cours Course leader SPIER Peter Nom des intervenants par Instructor(s) names by Belo Horizonte Lille Paris Sophia Suzhou Raleigh Other Descriptif du cours Course description Thémes Topics Finance for Marketing and Business Development applies tools and techniques of corporate finance to the entrepreneurial business development. 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 business. 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 Understanding the basic business model built within excel and the relationship between successful business strategy and detailed financial budgeting and P a g e 90 121

planningentrepreneurship, marketing strategy, business model built in excel, basic financial statements and ratios Résultats d apprentissage Intended Learning Outcomes and Skills Contribution aux objectifs pédagogiques du programme Contribution to objectives Evaluation des étudiants Student Assessment Méthodes d enseignement Teaching Methods Plan de cours Course Plan A l issue de la formation, vous serez capable de As a result of this module, you will be able to: Connaissances Knowledge and Understanding (subject specific) Students are expected to incorporate their own company using knowledge taught in finance and knowledge acquired from marketing classes Aptitudes cognitives Cognitive skills Students are expected to master the skills of a successful entrepreneur. Analyze the competitive environment and successfully argue how the students will succeed in an aggressive global environment. Attitudes Key transferable skills Students will have developed savoir-faire and savoir-être capacities, highly valuable for any entrepreneurialbusiness development situation. Ethical and social understanding Students are expected to be prepared to work in small groups and show leadership skills that go beyond borders and cultural barriers Indiquer les objectives auxquels contribue le cours (en se basant sur le curriculum mapping du programme) Indicate which objectives the course contributes to (based on the program curriculum mapping) LO5.1 : To analyze and apply advanced concepts in a specialized discipline : LG5 : Graduates should be able to think critically and to assess business issues in a specialized discipline LO5.2 : To assess a business issue and formulate solutions in a specialized discipline : LG5 : Graduates should be able to think critically and to assess business issues in a specialized discipline Cours soumis à évaluation dans le cadre de l Assurance of Learning pour l année en cours? Non No Evaluation finale (DS) Final examination 0 % (Précisez la nature pour l'évaluation finale Explain type for final examination) QCM - Quizz Contrôle continu Continuous Assessment 100 % préciser nature Explain type QCM - Quizz 0 % Etude de cas - Case study 0 % Présentation orale - Presentation 50 % Rapport écrit Dissertation - Report Dissertation 50 % Nb midterms : 0 Participation - Class participation 0 % Examen intermédiaires - Mid-term examination 0 % Autre - Others 0 % Format de cours Course format TD Tutorials Activités d apprentissage Learning activities Projet Project-based Part One: (3 Finance Introduction An introduction (or refresher) on basic finance: Cost of Capital Determining the cost of Debt Capital Determining the cost of Equity Capital Venture debt capital P a g e 91 121

Estimating the cost of equity capital Understanding risk computation of Beta in private firms Part Two: (3 Organising and Financing a new venture The Business Plan purpose and structure What makes a good business plan? Planning your case study of building your business from start-up to exit Part three: (3 Financial Planning: *Cash planning tools *Projected monthly financial statements *Forecasting sales for early stage ventures *Estimating additional financing for growth *Projecting Income, Balance Sheet and cash-flow statements *Measuring financial performance (ratio analysis) *Obtaining and recording the resources necessary to start and build a new venture Bibliographie References Business Assets, liability and owners equity *Balance Sheet Assets. *Sales, Expenses and Profits *Survival Breakeven analysis *NOPAT breakeven analysis Evaluating Financial Performance by using financial ratios. *Cash Burn Rates *Liquidity ratios. *Conversion period analysis *Leverage analysis *Efficiency and return measures. Part four (3 Valuation Differentiators and Impact: Differentiators Intellectual Property, sweat equity, quality of partners, previous valuation Impact of the valuation Valuation as a result of negotiation Survival Breakeven analysis NOPAT breakeven analysis Evaluating Financial Performance by using financial ratios. Cash Burn Rates Liquidity ratios. Conversion period analysis Leverage analysis Part five: (3 Projecting Income, Balance Sheet and cash-flow statements Company Valuation Methods: Intrinsic and relative valuation tools DCF, Multiples (sales and EBITDA), net asset value Lectures obligatoires Required readings : Lectures Recommandées Recommanded readings : PPTs, Financial Models, articles available on Knowledge Site(s) web Web sites FT.COM + WALL STREET JOURNAL + REUTERS.COM + BLOOMBERG.COM P a g e 92 121

Code du cours Course Code SC.IMBM2.MKCOR.0039 Crédits Credits 4 Charge de travail Student workload Face à Face Contact hours Nom du cours Course name Sustaineble Marketing Strategies Période d'enseignement Teaching period Spring Distanciel Distance Autonomous personal &or team work Belo Horizonte Lille Paris Sophia Suzhou Raleigh Other Modalités de délivrance du cours (par si différent) Course delivery modes (per if different) Evaluation Durée totale Total 27 0 15 3 27 Programme Program International Marketing and Business Development Départements Department Dept. Marketing Module - Type de cours Course type optional Lille, Paris Course open to students in exchange Exchange students allowed Langue d'enseignement Teaching language If other Pré-Requis M1 marketing Prerequisite Responsable du cours Course leader DEHLING Aurélie Nom des intervenants par Instructor(s) names by Nombre CM Amphi Number of Lectures Durée CM Amphi (en heures) Lecture duration (in Nombre TD Number of Tutorial classes Durée TD (en heures) Tutorial class duration (in Autres (Distance, etc ) (en heures) Other (in 0 0 9 3 0 Préciser les spécificités de programmation (TD journée, cadencement spécifique des séances) Specify if full-day tutorial class, different schedules Sustaineble Marketing Strategies Descriptif du cours The course objective is to provide a comprehensive framework for understanding how sustainability issues can become a part of a successful marketing strategy. Although the primary emphasis of the course will be on sustainable marketing, such an approach P a g e 93 121

Course description Thémes Topics Résultats d apprentissage Intended Learning Outcomes and Skills Contribution aux objectifs pédagogiques du programme Contribution to objectives Evaluation des étudiants Student Assessment necessarily interfaces will all areas of business. Therefore understanding sustainable marketing as embedded in a broader corporate responsibility perspective is needed. Nevertheless, the course gives special attention to the areas of sustainable productsservices, communications and consumer behaviour. Fundamentals of marketing and sustainabilitygood green marketing and the consumerethical issues in marketingstrategic corporate responsibility: key concepts and practice A l issue de la formation, vous serez capable de As a result of this module, you will be able to: Connaissances Knowledge and Understanding (subject specific) - Understand the links between the marketing discipline and the sustainability concept - Critically analyse marketing activities from a sustainability and responsibility perspective - Understand the potential market opportunities for sustainable products Aptitudes cognitives Cognitive skills - Examine the challenges posed by sustainable consumption - Understand the criteria that determine the creation of valuable through eco-differentiation Attitudes Key transferable skills Examine sustainability issues in the context of globalization -Analyze the rationales for sustainability strategies -Understand the business case for social and environmental responsibility Ethical and social understanding Understanding the nuances behind (un)ethical and (i)responsible marketing practes Indiquer les objectives auxquels contribue le cours (en se basant sur le curriculum mapping du programme) Indicate which objectives the course contributes to (based on the program curriculum mapping) LO1.1 : To recognize potential ethical dilemmas : LG1 : Graduates should behave as responsible managers in order to deliver sustainable performance in complex environments LO1.2 : To select the best course of action to follow in order to behave as responsible managers : LG1 : Graduates should behave as responsible managers in order to deliver sustainable performance in complex environments LO5.1 : To analyze and apply advanced concepts in a specialized discipline : LG5 : Graduates should be able to think critically and to assess business issues in a specialized discipline LO5.2 : To assess a business issue and formulate solutions in a specialized discipline : LG5 : Graduates should be able to think critically and to assess business issues in a specialized discipline Cours soumis à évaluation dans le cadre de l Assurance of Learning pour l année en cours? Non No Evaluation finale (DS) Final examination 40 % (Précisez la nature pour l'évaluation finale Explain type for final examination) QCM - Quizz Contrôle continu Continuous Assessment 60 % préciser nature Explain type QCM - Quizz 0 % Etude de cas - Case study 0 % Présentation orale - Presentation 20 % Rapport écrit Dissertation - Report Dissertation 80 % Nb midterms : 0 Participation - Class participation 0 % Examen intermédiaires - Mid-term examination 0 % Autre - Others 0 % P a g e 94 121

Méthodes d enseignement Teaching Methods Plan de cours Course Plan Bibliographie References Site(s) web Web sites Format de cours Course format TD Tutorials Activités d apprentissage Learning activities Cours interactifs Interactive lectures - Projet Project-based - Etudes de cas Case studies - Devoirs Assignments BLOCK ONE: Sustainability in the Marketing Context S1: Fundamentals of Marketing & Sustainability S2: Good Green Marketing and the Consumer + Assignment Tutorial S3: Ethical Issues in Marketing + Assignment Tutorial BLOCK TWO: Strategic Corporate Responsibility & Sustainability S4: CSR: Key Concepts + Assignment Tutorial S5: CSR: Theory & Practice + Assignment Tutorial BLOCK THREE: Marketing & Sustainability in Practice S6: Written Examination + Assignment Tutorial S7: Case Exercise + Assignment Tutorial (Report - Draft) S8: Case Exercise + Assignment Tutorial (Presentation - Draft) S9: Assignment Presentations Lectures obligatoires Required readings : Hill, R. P. and Langan, R. Handbook of Research on Marketing and Corporate Social Responsibility, Edward Elgar Publishing Inc., 2014. (Specific Chapters) Lectures Recommandées Recommanded readings : Ehrenfeld, J R. and Hoffman, A. Flourishing: A Frank Conversation About Sustainability, Stanford University Press, 2013. Mackey, J. and Sisodia, R. S. Conscious Capitalism: Liberating the Heroic Spirit of Business. Harvard Business Review Press, 2013. Martin, D. and Schouten, J. Sustainable Marketing. Pearson, 2012. Miller, D. Consumption and Its Consequences. Polity Press, 2012. Ottman, J. A, The New Rules of Green Marketing: Strategies, Tools, and Inspiration for Sustainable Branding, Greenleaf Publishing, 2011. http:nbs.net http:www.thenaturalstep.org http:masonweb.wm.edusustainability http:www.bsr.org http:www.alliances-asso.org http:www.orse.org http:www.planetoscope.com http:craneandmatten.blogspot.com http:wedreambusiness.org http:www.guardian.co.uksustainable-business http:www.csreurope.org http:www.greenwashingindex.comindex.php Nombre CM Amphi Number of Lectures Durée CM Amphi (en heures) Lecture duration (in Modalités de délivrance du cours (par si différent) Course delivery modes (per if different) Autres Durée TD (en (Distance Nombre TD heures), etc ) Number of Tutorial class (en heures) Tutorial classes duration (in Other (in Préciser les spécificités de programmation (TD journée, cadencement spécifique des séances) Specify if full-day tutorial class, different schedules P a g e 95 121

0 0 9 3 0 the course will be given in seminar format in Sophia and perhaps also in Paris Business Development Code du cours Course Code MSC.IMBM2.STCOR.0041 Crédits Credits 4 Charge de travail Student workload Face à Face Contact hours Nom du cours Course name BUSINESS DEVELOPMENT (CORE) Période d'enseignement Teaching period Spring Distanciel Distance Autonomous personal &or team work Evaluation Durée totale Total 27 0 18 0 27 Programme Program International Marketing and Business Development Départements Department Dept. Marketing Module - Type de cours Course type core Lille, Paris, Sophia Course open to students in exchange Exchange students allowed Langue d'enseignement Teaching language If other Pré-Requis none Prerequisite Responsable du cours Course leader SPIER Peter Nom des intervenants par Instructor(s) names by Belo Horizonte Lille Paris Sophia Suzhou Raleigh Other Descriptif du cours Course description This course explores the challenges of business development in an original and experiential way, combining use of a MOOC, case-study-based input and testimonials, structured input on essential notions and an entrepreneurial group project that culminates in a pitch to an audience of professors and business professionals. This has very much a 'flipped course' in which formal teaching gives way to coaching anf projectbased. This culminates in a pitch similar to the kind you can see in the BBC's Dragon's Den series - though our dragons are much kinder! Business development is a broad term that involves seeking new market opportunities, whether new products, new customer groups, new channels, and developing a winning value proposition. It requires a global, strategic vision of the market and the business, with an understanding of the underlying business model and finance and an awareness of competitive dynamics. It thus brings together many of the skills acquired through P a g e 96 121

different courses, including the Advanced Strategy course. It is essential for new businesses, but also for existing companies in more established markets. Although the paradigm used here is that of NEW business development, thus giving the experience an entrepreneurial flavour, the purpose is to gain a 360 sense of how a business works, and this will be useful in all sorts of situations, whether in a business unit, working with clients, or working out how to align the interests of players in an ecosystem Thémes Topics Résultats d apprentissage Intended Learning Outcomes and Skills Contribution aux objectifs pédagogiques du programme Contribution to objectives Evaluation des étudiants Student Assessment Developing a targeted value proposition and a marketing concepttesting the conceptunderstanding the market, it's drivers and the ecosystemworking with channel partners and other players in the ecosystemunderstanding business models and how to make moneyunderstanding financials, cash flow and other essentialsdoing an effective pitchworking as a team A l issue de la formation, vous serez capable de As a result of this module, you will be able to: Connaissances Knowledge and Understanding (subject specific) better apprehend the concepts and approaches necessary for identifying and developing new business concepts Aptitudes cognitives Cognitive skills stimulate an interest in new business opportunities, how to identify and how to develop them Attitudes Key transferable skills developing a spirit of entrepreneuship with an awareness of how to work together with partners and team members Ethical and social understanding Certain projects may be based on social entrepreneurship Indiquer les objectives auxquels contribue le cours (en se basant sur le curriculum mapping du programme) Indicate which objectives the course contributes to (based on the program curriculum mapping) LO2.1 : To contribute substantively to the product of a group and demonstrate leadership skills : LG2 : Graduates should be able to work effectively in a multicultural team LO2.2 : To recognize and use positively the various dimensions of diversity : LG2 : Graduates should be able to work effectively in a multicultural team LO3.1 : To produce clear, well organized verbal presentations : LG3 : Graduates should be able to communicate in an international environment LO3.2 : To produce clear, well organized written communication : LG3 : Graduates should be able to communicate in an international environment LO5.1 : To analyze and apply advanced concepts in a specialized discipline : LG5 : Graduates should be able to think critically and to assess business issues in a specialized discipline LO5.2 : To assess a business issue and formulate solutions in a specialized discipline : LG5 : Graduates should be able to think critically and to assess business issues in a specialized discipline Cours soumis à évaluation dans le cadre de l Assurance of Learning Non No pour l année en cours? Evaluation finale (DS) 0 % Final examination (Précisez la nature pour l'évaluation finale Explain type for final examination) QCM - Quizz Contrôle continu 100 % Continuous Assessment préciser nature Explain type P a g e 97 121

Méthodes d enseignement Teaching Methods Plan de cours Course Plan Bibliographie References QCM - Quizz 0 % Etude de cas - Case study 0 % Présentation orale - Presentation 40 % Rapport écrit Dissertation - Report Dissertation 40 % Nb midterms : 0 Participation - Class participation 20 % Examen intermédiaires - Mid-term examination 0 % Autre - Others 0 % Format de cours Course format TD Tutorials Activités d apprentissage Learning activities Cours interactifs Interactive lectures - Projet Project-based - Etudes de cas Case studies - Personal guided study Introduction and project launch Access to MOOC Structured input: Case studies with testimonials Value propositions Business models Financials Making a busines plan Preparing the pitch Final pitch Lectures obligatoires Required readings : Lectures Recommandées Recommanded readings : A full bibliography will be available on the Knowledge platform Site(s) web Web sites available on the Knowledge platform Nombre CM Amphi Number of Lectures Durée CM Amphi (en heures) Lecture duration (in Modalités de délivrance du cours (par si différent) Course delivery modes (per if different) Autres Durée TD (en (Distance Nombre TD heures), etc ) Number of Tutorial class (en heures) Tutorial classes duration (in Other (in 0 0 27 3 0 Préciser les spécificités de programmation (TD journée, cadencement spécifique des séances) Specify if full-day tutorial class, different schedules The cours involves use of a MOOC and projectbased Communication in a Crisis Code du cours Course Code MSC.IMBM2.MKELE.0067 Crédits Credits 2 Nom du cours Course name COMMUNICATING IN A CRISIS (ELECTIVE) Période d'enseignement Teaching period Spring P a g e 98 121

Charge de travail Student workload Face à Face Contact hours Distanciel Distance Autonomous personal &or team work Evaluation Durée totale Total 15 0 5 1 15 Programme Program International Marketing and Business Development Départements Department Dept. Marketing Module - Type de cours Course type elective Paris, Sophia Course open to students in exchange Exchange students allowed Langue d'enseignement Teaching language Anglais English If other Pré-Requis M1 marketing Prerequisite Responsable du cours Course leader Gisele Dudognon Nom des intervenants par Instructor(s) names by Belo Horizonte Lille Paris Sophia Suzhou Raleigh Other Descriptif du cours Course description Thémes Topics Résultats d apprentissage Intended Learning Outcomes and Skills Contribution aux objectifs pédagogiques du This module addresses the communications and management techniques to implement when an organization is facing a crisis. It details the crisis communication plan, built upon the action plan to monitor the crisis. It also explains in details how to deal with the press and how to prepare for an interview. crisis management; corporate comunication A l issue de la formation, vous serez capable de As a result of this module, you will be able to: Connaissances Knowledge and Understanding (subject specific) Identify the key actors and actions to take in case of a crisis. Build a coherent communication plan to minimize the crisis effects. Aptitudes cognitives Cognitive skills Identify solutions for various types of crisis and determine action plans. Expressing ideas and manage information effectively. Attitudes Key transferable skills Plan and manage actions in emergency situations involving different stakeholders Ethical and social understanding Contribute to develop sustainable plans to protect the organization and its community from further threats Indiquer les objectives auxquels contribue le cours (en se basant sur le curriculum mapping du programme) Indicate which objectives the course contributes to (based on the program curriculum mapping) P a g e 99 121

programme Contribution to objectives Evaluation des étudiants Student Assessment Méthodes d enseignement Teaching Methods Plan de cours Course Plan Bibliographie References Site(s) web Web sites LO3.1 : To produce clear, well organized verbal presentations : LG3 : Graduates should be able to communicate in an international environment LO3.2 : To produce clear, well organized written communication : LG3 : Graduates should be able to communicate in an international environment LO5.1 : To analyze and apply advanced concepts in a specialized discipline : LG5 : Graduates should be able to think critically and to assess business issues in a specialized discipline LO5.2 : To assess a business issue and formulate solutions in a specialized discipline : LG5 : Graduates should be able to think critically and to assess business issues in a specialized discipline Cours soumis à évaluation dans le cadre de l Assurance of Learning pour l année en cours? Non No Evaluation finale (DS) Final examination 100 % (Précisez la nature pour l'évaluation finale Explain type for final examination) Etude de cas - Case study, Présentation orale - Presentation Contrôle continu Continuous Assessment 0 % préciser nature Explain type QCM - Quizz 0 % Etude de cas - Case study 0 % Présentation orale - Presentation 0 % Rapport écrit Dissertation - Report Dissertation 0 % Nb midterms : 0 Participation - Class participation 0 % Examen intermédiaires - Mid-term examination 0 % Autre - Others 0 % Format de cours Course format TD Tutorials Activités d apprentissage Learning activities Cours interactifs Interactive lectures - Etudes de cas Case studies Understanding the context of a crisis - Build strategies to manage the crisis - Manage the media pressure - Learn from the crisis Lectures obligatoires Required readings : Communication in Responsible Business: Strategies, Concepts and Cases, Conaway R., Laasch O. (2012), Business Expert Press Lectures Recommandées Recommanded readings : Various articles from the Harvard Business Publishing (delivered in class) Nombre CM Amphi Number of Lectures Durée CM Amphi (en heures) Lecture duration (in Modalités de délivrance du cours (par si différent) Course delivery modes (per if different) Autres Durée TD (en (Distance Nombre TD heures), etc ) Number of Tutorial class (en heures) Tutorial classes duration (in Other (in 0 0 5 3 0 Préciser les spécificités de programmation (TD journée, cadencement spécifique des séances) Specify if full-day tutorial class, different schedules The course will be delivered in seminar format P a g e 100 121

The Product Development Process Code du cours Course Code MSC.IMBM2.MKOPT.0089 Crédits Credits 4 Charge de travail Student workload Face à Face Contact hours Nom du cours Course name INNOVATION AND NEW PRODUCT DEVELOPMENT Période d'enseignement Teaching period Spring Distanciel Distance Autonomous personal &or team work Evaluation Durée totale Total 27 0 15 3 27 Programme Program International Marketing and Business Development Départements Department Dept. Marketing Module - Type de cours Course type optional Paris, Sophia Course open to students in exchange Exchange students allowed Langue d'enseignement Teaching language Anglais English If other Pré-Requis Prerequisite M1 marketing. IMPORTANT: this course takes place in spring for Paris and Sophia, but in Fall for Lille Responsable du cours Course leader Nom des intervenants par Instructor(s) names by Belo Horizonte Lille Paris Sophia Suzhou Raleigh Other HOFFMANN Jonas Descriptif du cours Course description Give students an overview of the relationship between strategic marketing and the creation of innovation within an organization. In this course, students will learn 1) the stages in developing an innovation; 2) develop sustainable innovation strategies on how to create value in a world of finite resources; 3) learn how to develop cultural innovations and cultural strategies. Cases studies illustrate the topics above with a focus in the markets of Europe, US, China and Brazil. Thémes Topics Innovation development processsustainable innovation strategycultural innovationcultural strategy P a g e 101 121

Résultats d apprentissage Intended Learning Outcomes and Skills Contribution aux objectifs pédagogiques du programme Contribution to objectives Evaluation des étudiants Student Assessment Méthodes d enseignement Teaching Methods Plan de cours Course Plan A l issue de la formation, vous serez capable de As a result of this module, you will be able to: Connaissances Knowledge and Understanding (subject specific) Learn 1) the stages in developing an innovation; 2) develop sustainable innovation strategies on how to create value in a world of finite resources; 3) learn how to develop cultural innovations and cultural strategies. Cases studies illustrate the topics above with a focus in the markets of Europe, US, China and Brazil. Aptitudes cognitives Cognitive skills - Develop their curiosity and ability to interpret international issues - Think outside the box - Benchmark and interpret market intelligence Attitudes Key transferable skills Interact effectively within a multicultural group Work efficiently in English; written reports & powerpoint presentations Further develop problem solving and analytical skills Ethical and social understanding How to create value in a world of finite resources by innovating. Indiquer les objectives auxquels contribue le cours (en se basant sur le curriculum mapping du programme) Indicate which objectives the course contributes to (based on the program curriculum mapping) LO4.2 : To apply theories and key concepts in the field of the management of knowledge assets, technological progress and innovation : LG4 : Graduates should be able to manage in the global knowledge economy LO5.1 : To analyze and apply advanced concepts in a specialized discipline : LG5 : Graduates should be able to think critically and to assess business issues in a specialized discipline LO5.2 : To assess a business issue and formulate solutions in a specialized discipline : LG5 : Graduates should be able to think critically and to assess business issues in a specialized discipline Cours soumis à évaluation dans le cadre de l Assurance of Learning pour l année en cours? Non No Evaluation finale (DS) Final examination 75 % (Précisez la nature pour l'évaluation finale Explain type for final examination) Rapport écrit Dissertation - Report Dissertation Contrôle continu Continuous Assessment 25 % préciser nature Explain type QCM - Quizz 0 % Etude de cas - Case study 0 % Présentation orale - Presentation 100 % Rapport écrit Dissertation - Report Dissertation 0 % Nb midterms : 0 Participation - Class participation 0 % Examen intermédiaires - Mid-term examination 0 % Autre - Others 0 % Format de cours Course format Cours magistral Lecture Activités d apprentissage Learning activities Projet Project-based - Etudes de cas Case studies Introduction Stages in the Innovation Development Process Cultural Innovation Cultural Strategy Sustainability Innovation Strategies P a g e 102 121

Bibliographie References Lectures obligatoires Required readings : Sempels & Hoffmann (2013), Sustainable Innovation Strategy, London: Palgrave-Macmillan. Holt & Cameron (2010), Cultural Strategy, Oxford: OUP. Lectures Recommandées Recommanded readings : Hoffmann, J. & Lecamp, L. (2015), Independent Luxury, London: Palgrave-Macmillan. Hoffmann & Coste (2013), Global Luxury Trends, London: Palgrave Macmillan; Holt (2004), How Brands Become Icons, HBP; Midgley, D. (2009), The Innovation Manual, Wiley; Christensen, C. (2003), The innovator s dilemma, Harper Business; Site(s) web Web sites Nombre CM Amphi Number of Lectures Durée CM Amphi (en heures) Lecture duration (in Modalités de délivrance du cours (par si différent) Course delivery modes (per if different) Autres Durée TD (en (Distance Nombre TD heures), etc ) Number of Tutorial class (en heures) Tutorial classes duration (in Other (in 0 0 9 3 0 Préciser les spécificités de programmation (TD journée, cadencement spécifique des séances) Specify if full-day tutorial class, different schedules CRM Code du cours Course Code MSC.IMBM2.MKELE.0074 Crédits Credits 2 Charge de travail Student workload Face à Face Contact hours Nom du cours Course name CRM (ELECTIVE) Période d'enseignement Teaching period Spring Distanciel Distance Autonomous personal &or team work Evaluation P a g e 103 121 Durée totale Total 15 0 0 0 15 Programme Program International Marketing and Business Development Départements Department Dept. Marketing Module - Type de cours Course type elective Paris, Sophia Course open to students in exchange Exchange students allowed Langue d'enseignement Teaching language Anglais English If other Pré-Requis M1 marketing Prerequisite Responsable du cours Course leader Gisele Dudognon Nom des intervenants par Belo Horizonte Lille

Instructor(s) names by Paris Sophia Suzhou Raleigh Other Descriptif du cours Course description Thémes Topics Résultats d apprentissage Intended Learning Outcomes and Skills Contribution aux objectifs pédagogiques du programme Contribution to objectives Evaluation des étudiants Student Assessment This elective details the fundamentals of relationship marketing and how CRM is implemented by companies in order to make their customers satisfied and loyal. The course covers the various customer strategies and tactics, the CRM activities and applications, including the usage of social media (social CRM) that companies can implement. The overall is illustrated by many examples in class and by case studies CRM. Relationship marketing A l issue de la formation, vous serez capable de As a result of this module, you will be able to: Connaissances Knowledge and Understanding (subject specific) understand the pillars of CRM strategies, and more specifically what is a customer and how to treat him. Aptitudes cognitives Cognitive skills be able to identify elements of a good CRM strategy related to a specific business situation Attitudes Key transferable skills analyze a business CRM strategy and identify to strong assets vs mistakes Ethical and social understanding be able to design a CRM strategy for various categories of customers and implement it. Indiquer les objectives auxquels contribue le cours (en se basant sur le curriculum mapping du programme) Indicate which objectives the course contributes to (based on the program curriculum mapping) LO4.2 : To apply theories and key concepts in the field of the management of knowledge assets, technological progress and innovation : LG4 : Graduates should be able to manage in the global knowledge economy LO5.1 : To analyze and apply advanced concepts in a specialized discipline : LG5 : Graduates should be able to think critically and to assess business issues in a specialized discipline LO5.2 : To assess a business issue and formulate solutions in a specialized discipline : LG5 : Graduates should be able to think critically and to assess business issues in a specialized discipline Cours soumis à évaluation dans le cadre de l Assurance of Learning pour l année en cours? Non No Evaluation finale (DS) Final examination 100 % (Précisez la nature pour l'évaluation finale Explain type for final examination) Etude de cas - Case study, Présentation orale - Presentation Contrôle continu Continuous Assessment 0 % préciser nature Explain type QCM - Quizz 0 % Etude de cas - Case study 50 % Présentation orale - Presentation 50 % Nb midterms : 0 Rapport écrit Dissertation - Report Dissertation 0 % Participation - Class participation 0 % P a g e 104 121

Examen intermédiaires - Mid-term examination 0 % Autre - Others 0 % Méthodes d enseignement Teaching Methods Plan de cours Course Plan Bibliographie References Format de cours Course format Cours magistral Lecture Activités d apprentissage Learning activities Cours interactifs Interactive lectures - Etudes de cas Case studies - Personal guided study 1. Introduction to the concept of CRM 2. The CRM marketing and sales strategies 3. Multichannel strategies and customer information management 4. Segmentation and CRM metrics 5. Overview of CRM technologies 6. Case studies presentations Lectures obligatoires Required readings : Peelen Ed (2005) Customer Relationship Management, Prentice Hall Lectures Recommandées Recommanded readings : Site(s) web Web sites Nombre CM Amphi Number of Lectures Durée CM Amphi (en heures) Lecture duration (in Modalités de délivrance du cours (par si différent) Course delivery modes (per if different) Autres Durée TD (en (Distance Nombre TD heures), etc ) Number of Tutorial class (en heures) Tutorial classes duration (in Other (in 0 0 5 3 0 Préciser les spécificités de programmation (TD journée, cadencement spécifique des séances) Specify if full-day tutorial class, different schedules The course will be delivered in seminar format International Buying Management Code du cours Course Code MSC.IMBM2.PMELE.0056 Crédits Credits 2 Charge de travail Student workload Programme Program Départements Department Face à Face Contact hours Nom du cours Course name INTERNATIONAL BUYING MANAGEMENT Période d'enseignement Teaching period Spring Distanciel Distance Autonomous personal &or team work Evaluation P a g e 105 121 Durée totale Total 15 0 0 2 15 International Marketing and Business Development Dept. Marketing

Module - Type de cours elective Course type Lille, Paris, Sophia Course open to students in Exchange students allowed exchange Langue d'enseignement Teaching language Pré-Requis M1 marketing Prerequisite Responsable du cours SPIER Peter Course leader Belo Horizonte Lille Nom des intervenants par Paris Sophia Instructor(s) names by Suzhou Raleigh Other If other Descriptif du cours Course description The purchasing function has considerably evolved over the last 15 years, taking on a more strategic role in organisations. Purchasing plays a key role in corporate strategies through the selection and development of international suppliers that support the organization's competitive position. As a consequence, purchasing has moved away from the traditional adversarial approach between the buyer and supplier towards collaborative relationships. After following this course, students will understand the importance of the purchasing function, but also know about purchasing processes and use tools aimed at mitigating risks and manage various issues purchasing professionals are likely to face in an international buying context. There is little doubt that purchasing is a vital part of the value chain, and to understand this function is vital. This course will also provide insight into 'how the other side thinks' if you are later intending to follow a career in key account management. Thémes Topics Résultats d apprentissage Intended Learning Outcomes and Skills Contribution aux objectifs pédagogiques du Purchasing - supplier selection and management - role, importance ans skills of international buyers A l issue de la formation, vous serez capable de As a result of this module, you will be able to: Connaissances Knowledge and Understanding (subject specific) Develop an in depth understanding of buying management, and how it is a competitive advantage today Modelize purchasing strategies and supplier relationships that are appropriate to an organization Aptitudes cognitives Cognitive skills Understand and express the need s of a company Follow the various steps of a process Highligh specific issuesrisks related to international operations Attitudes Key transferable skills Devise a company buying strategy within the frame of the global strategy Manage business relationships Prepare international negotiations Ethical and social understanding Understand ethical issues underlying in an intrenational purchasing context Indiquer les objectives auxquels contribue le cours (en se basant sur le curriculum mapping du programme) Indicate which objectives the course contributes to (based on the program curriculum mapping) P a g e 106 121

programme Contribution to objectives Evaluation des étudiants Student Assessment Méthodes d enseignement Teaching Methods Plan de cours Course Plan Bibliographie References Site(s) web Web sites LO5.1 : To analyze and apply advanced concepts in a specialized discipline : LG5 : Graduates should be able to think critically and to assess business issues in a specialized discipline LO5.2 : To assess a business issue and formulate solutions in a specialized discipline : LG5 : Graduates should be able to think critically and to assess business issues in a specialized discipline Cours soumis à évaluation dans le cadre de l Assurance of Learning pour l année en cours? Non No Evaluation finale (DS) Final examination 50 % (Précisez la nature pour l'évaluation finale Explain type for final examination) QCM - Quizz, Etude de cas - Case study Contrôle continu Continuous Assessment 50 % préciser nature Explain type QCM - Quizz 0 % Etude de cas - Case study 0 % Présentation orale - Presentation 0 % Rapport écrit Dissertation - Report Dissertation 0 % Nb midterms : 0 Participation - Class participation 30 % Examen intermédiaires - Mid-term examination 0 % Autre - Others 70 % Format de cours Course format TD Tutorials Activités d apprentissage Learning activities Cours interactifs Interactive lectures - Etudes de cas Case studies - Devoirs Assignments 1)Evolution of Purchasing management 2)Importance and impact of the purchasing function 3)Role and responsibilities of buyers in defining requirements 4)Defining the appropriate relationships with suppliers 5)Should a buyer always be a good negotiator? 6)Global sourcing and related tools 7)Skills and talents for being a succesful buyer and start a career in international buying Lectures obligatoires Required readings : Lectures Recommandées Recommanded readings : - Arjan J. van Weele Purchasing and supply chain management, Fifth Edition ISBN :9781408018965 - Purchasing & SCM Monczka, Handfield, Giunpero, Patterson, Waters Publisher: South- Western CENGAGE Learning 2009 ISBN- 978-1-4080-1744-9 - Relationship Management (Strategic Supplier Relationships), Ch. 10. Supply Market Intelligence: A Managerial Handbook for Building Sourcing Strategies, Handfield, R., Taylor & Frnacis Group, 2006. Http:www.capsresearch.org Http:www.cips.org http:www.atkearney.co.uk http:www.purcon.com Modalités de délivrance du cours (par si différent) Course delivery modes (per if different) P a g e 107 121

Nombre CM Amphi Number of Lectures Durée CM Amphi (en heures) Lecture duration (in Nombre TD Number of Tutorial classes Durée TD (en heures) Tutorial class duration (in Autres (Distance, etc ) (en heures) Other (in 0 0 5 3 0 Préciser les spécificités de programmation (TD journée, cadencement spécifique des séances) Specify if full-day tutorial class, different schedules Sensory Marketing Code du cours Course Code MSC.IMBM2.MKELE.0058 Crédits Credits 4 Charge de travail Student workload Face à Face Contact hours Nom du cours Course name SENSORY MARKETING Période d'enseignement Teaching period Spring Distanciel Distance Autonomous personal &or team work Evaluation Durée totale Total 15 0 5 0 15 Programme Program International Marketing and Business Development Départements Department Dept. Marketing Module - Type de cours Course type elective Lille, Paris, Sophia Course open to students in exchange Exchange students allowed Langue d'enseignement Teaching language If other Pré-Requis Marketing Mix, Consumer Behavior Prerequisite Responsable du cours Course leader MAILLE Virginie Belo Horizonte Lille Nom des intervenants par Paris Sophia Instructor(s) names by Suzhou Raleigh Other Descriptif du cours Course description Many students think that doing sensory marketing is optional and just consists in gratifying the consumer s senses with a good look, sound, taste, smell or touch This is a double mistake. First, all the products, packages, advertisements, stores (and even prices!) are sensorial in nature, independent of whether the sensations that they induce were created intentionally or not. Second, even if pleasant or neutral, these sensory cues may have positive effects but also unpredictable negative effects. And they may consciously or non-consciously impact, not only the consumer's emotions and pleasure, but also P a g e 108 121

processes such as information processing, judgments and decision making. Thus, understanding those influences and being able to predict them provides a valuable advantage in today s crowded marketplace. This course first gives an overview of the literature related to the five senses in psychology, neuroscience and sensory marketing. Drawing on its results, we will then try to see how to implement sensory marketing principles in various managerial contexts. Thémes Topics Résultats d apprentissage Intended Learning Outcomes and Skills Contribution aux objectifs pédagogiques du programme Contribution to objectives Evaluation des étudiants Student Assessment 1 - What is sensory marketing and how does it work? 2 - How to implement sensory marketing principles? A l issue de la formation, vous serez capable de As a result of this module, you will be able to: Connaissances Knowledge and Understanding (subject specific) define what sensory marketing is and is not; describe the perception mechanisms; outline the different impacts of each sense; outline the different steps to implement a sensory marketing strategy. Aptitudes cognitives Cognitive skills reading, analyzing and synthesizing academic articles in order to understand how a sensory cue may impact consumers; predicting the effect(s) of specific sensory cues depending on the context; analyzing and integrating information in order to improve a simple product thanks to sensory cues. Attitudes Key transferable skills taking responsibility for own collaborating in a group meeting obligations to others (good relationships, being able to meet expectancies and deadlines in an autonomous way) searching and selecting library resources that relate to the discipline communicating effectively (give an oral presentation Ethical and social understanding Understanding that, as other marketing toolstechniques, sensory marketing could be powerful enough to cheat consumers, but that marketers should only use it to avoid mistakes inducing non-conscious negative effects, to enrich consumers' experience or highlight the real attributes of a product... Indiquer les objectives auxquels contribue le cours (en se basant sur le curriculum mapping du programme) Indicate which objectives the course contributes to (based on the program curriculum mapping) LO3.1 : To produce clear, well organized verbal presentations : LG3 : Graduates should be able to communicate in an international environment LO5.1 : To analyze and apply advanced concepts in a specialized discipline : LG5 : Graduates should be able to think critically and to assess business issues in a specialized discipline LO5.2 : To assess a business issue and formulate solutions in a specialized discipline : LG5 : Graduates should be able to think critically and to assess business issues in a specialized discipline Cours soumis à évaluation dans le cadre de l Assurance of Learning Non No pour l année en cours? Evaluation finale (DS) 0 % Final examination (Précisez la nature pour l'évaluation finale Explain type for final examination) QCM - Quizz Contrôle continu 100 % Continuous Assessment préciser nature Explain type QCM - Quizz 0 % Etude de cas - Case study 0 % Nb midterms : 0 Présentation orale - Presentation 50 % Rapport écrit Dissertation - Report Dissertation 0 % P a g e 109 121

Participation - Class participation 0 % Examen intermédiaires - Mid-term examination 0 % Autre - Others 50 % Méthodes d enseignement Teaching Methods Plan de cours Course Plan Bibliographie References Format de cours Course format Cours magistral Lecture - TD Tutorials Activités d apprentissage Learning activities Cours interactifs Interactive lectures - Projet Project-based Understanding what sensory marketing is what is sensory mkt? how does it work? How to implement sensory marketing principles? how do companies use the 5 senses? can you improve a simple product (andor its communication)? Lectures obligatoires Required readings : 1 or 2 research articles per team Lectures Recommandées Recommanded readings : Cytowic & Eagleman, Wednesday is Indigo Blue: Discovering the Brain of Synesthesia Neil Gains, Brand essense: Using Sense, Symbol and Story to Design Brand Identity Haugtvedt, Herr et Kardes, Handbook of Consumer Psychology, Lawrence Erlbaum Associates, New York, 2008 (a chapter dedicated to sensory marketing) Michael Haverkamp, Synesthetic Design: Handbook for a Multisensory Approach, Birkhauser Aradhna Krishna, Customer Sense: How the 5 Senses Influence Buying Behavior, Palgrave Macmillan, NYC, 2013. Aradhna Krishna, Sensory Marketing: Research on the Sensuality of Consumers, Aradhna Krishna (Ed.), Routledge, NYC, 2009. V.S. Ramachandran, The Tell-Tale Brain: A Neuroscientist s Quest for What Makes Us Human Sophie Rieunier, Le marketing sensoriel du point de vente, Dunod, Paris, 2013. (French) Lawrence Rosenblum, See What I m Saying: The Extraordinary Powers of Our Five Senses Mike Solomon, Consumer Behavior: Buying, Having and Being (9th edition), Mike Solomon (Ed.), Pearson Higher Education, 2011, (a chapter dedicated to sensory marketing) Site(s) web Web sites Nombre CM Amphi Number of Lectures Durée CM Amphi (en heures) Lecture duration (in Modalités de délivrance du cours (par si différent) Course delivery modes (per if different) Autres Durée TD (en (Distance Nombre TD heures), etc ) Number of Tutorial class (en heures) Tutorial classes duration (in Other (in 0 0 5 3 0 Préciser les spécificités de programmation (TD journée, cadencement spécifique des séances) Specify if full-day tutorial class, different schedules Cliquez ici pour entrer du texte. Luxury goods Management Code du cours Nom du cours P a g e 110 121

Course Code MSC.IMBM2.MKELE.0057 Crédits Credits 2 Charge de travail Student workload Course name LUXURY GOODS MANAGEMENT (ELECTIVE) Période d'enseignement Teaching period Spring Autonomous Distanciel Face à Face personal Distance Evaluation Contact hours &or team work Durée totale Total 15 0 10 0 15 Programme Program International Marketing and Business Development Départements Department Dept. Marketing Module - Type de cours Course type elective Paris, Sophia Course open to students in exchange Exchange students allowed Langue d'enseignement Teaching language Anglais English If other Pré-Requis M1 Marketing Prerequisite Responsable du cours Course leader COSTE-MANIERE Ivan Nom des intervenants par Instructor(s) names by Belo Horizonte Lille Paris Sophia Suzhou Raleigh Other Descriptif du cours Course description Thémes Topics Résultats d apprentissage Intended Learning Outcomes and Skills 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 Supply Chain Management to the final sales, this activity will be explained. This course has been designed in order to help students understand these multiple specificities and facets by means of various cases and professional examples. If needed some other lecturers could be welcomed. Luxury management A l issue de la formation, vous serez capable de As a result of this module, you will be able to: Connaissances Knowledge and Understanding (subject specific) Students will 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). Aptitudes cognitives Cognitive skills Students will learn to develop lateral thinking, complex vision and flexible managerial capacities. Luxury strategies need to be created around change and kinetics Attitudes Key transferable skills P a g e 111 121

Contribution aux objectifs pédagogiques du programme Contribution to objectives Evaluation des étudiants Student Assessment Méthodes d enseignement Teaching Methods Plan de cours Course Plan Bibliographie References Have a broad approach to this world, understand how innovation and the most accurate approaches to it are relevant and should be taught to global firms, its employees, and customers. Ethical and social understanding Many professional tools will also be used from marketing approaches to accurate media planning, whether national or international. Issues linked to ethics and sustainability are necessarily mentioned Indiquer les objectives auxquels contribue le cours (en se basant sur le curriculum mapping du programme) Indicate which objectives the course contributes to (based on the program curriculum mapping) LO5.1 : To analyze and apply advanced concepts in a specialized discipline : LG5 : Graduates should be able to think critically and to assess business issues in a specialized discipline LO5.2 : To assess a business issue and formulate solutions in a specialized discipline : LG5 : Graduates should be able to think critically and to assess business issues in a specialized discipline Cours soumis à évaluation dans le cadre de l Assurance of Learning pour l année en cours? Non No Evaluation finale (DS) Final examination 100 % (Précisez la nature pour l'évaluation finale Explain type for final examination) QCM - Quizz, Rapport écrit Dissertation - Report Dissertation Contrôle continu Continuous Assessment 0 % préciser nature Explain type QCM - Quizz 0 % Etude de cas - Case study 0 % Présentation orale - Presentation 0 % Rapport écrit Dissertation - Report Dissertation 0 % Nb midterms : 0 Participation - Class participation 0 % Examen intermédiaires - Mid-term examination 0 % Autre - Others 0 % Format de cours Course format Cours magistral Lecture Activités d apprentissage Learning activities Session 1 : State of the art, evolution of luxury, from family-owned business to metastructures. Facts, Figures and forecasts. Session 2 : Consumer evolution. Behavioral and sociological shifts, the emergence of new consumers and geographical implementations Session 3 : How to build a luxury brand. The role of EI and KM, tools to be used. Session 4 : Runing 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 multipricing theories and troubles Lectures obligatoires Required readings : Lectures Recommandées Recommanded readings : Will be discussed during class Luxury Strategy in Action, Jonas Hoffman, Ivan Coste Manière, Mac Millan Palgrave Dec 2011 Global luxury trends, Ivan Coste Manière, Jonas Hoffman, Mac Millan Palgrave Jan 2013 P a g e 112 121

Site(s) web Web sites Will be discussed during class Nombre CM Amphi Number of Lectures Durée CM Amphi (en heures) Lecture duration (in Modalités de délivrance du cours (par si différent) Course delivery modes (per if different) Autres Durée TD (en (Distance Nombre TD heures), etc ) Number of Tutorial class (en heures) Tutorial classes duration (in Other (in Sophia 5 3 5 3 0 Paris 5 3 0 0 0 Préciser les spécificités de programmation (TD journée, cadencement spécifique des séances) Specify if full-day tutorial class, different schedules The course will be delivered in seminar format Managing the service experience Code du cours Course Code MSC.IMBM2.MKOPT.0045 Crédits Credits 4 Charge de travail Student workload Face à Face Contact hours Nom du cours Course name MANAGING THE SERVICE EXPERIENCE (OPTION) Période d'enseignement Teaching period Spring Distanciel Distance Autonomous personal &or team work Evaluation P a g e 113 121 Durée totale Total 27 0 18 0 27 Programme Program International Marketing and Business Development Départements Department Dept. Marketing Module - Type de cours Course type optional Sophia Course open to students in exchange Exchange students allowed Langue d'enseignement Teaching language If other Pré-Requis M1 marketing Prerequisite Responsable du cours Course leader David WARD-PERKINS Nom des intervenants par Instructor(s) names by Belo Horizonte Lille Paris Sophia Suzhou Raleigh

Other Descriptif du cours Course description Thémes Topics Résultats d apprentissage Intended Learning Outcomes and Skills Contribution aux objectifs pédagogiques du programme Contribution to objectives Evaluation des étudiants Student Assessment The marketing of services is not the same as the marketing of goods. Service-based industries operate in high-risk environments: barriers to entry can be low, operating costs high, competition aggressive, and customers volatile and price-conscious. There area also specific rules for the marketing of services, whether in the domain of travel, telecoms, retail, entertainment, accommodation, social media, personal services, or any other. This course makes the differences clear and provides guidelines for both strategic planning and implementation. Like the service business, this course will be fast-moving, putting students face to face with this rapidly evolving environment, working with practical exercise and simulations. This course teaches the basic principles of marketing in a service environment; how to think in terms of market share and penetration, processes, intangible values, dwell-time, margins, dynamic pricing, yield, and so on. The nature of services; the management of processes; the management of time; intangibility; the management of resources; dynamic pricing, managing people (customers and staff); distribution; co-production; the marketing of virtual products; services marketing design. A l issue de la formation, vous serez capable de As a result of this module, you will be able to: Connaissances Knowledge and Understanding (subject specific) Be able to construct a dynamic process-based marketing strategy, integrating market research, CRM tools and yield management. You will learn the importance of reliable market information, of customer data capture, of flexible process design, of being able to increase or reduce capacity rapidly,and so on. Aptitudes cognitives Cognitive skills Be better able to think strategically in dynamic, rapidly evolving situations, summarise complex data and present results simply and clearly. Attitudes Key transferable skills Prepare market forecasts and track performance for service industries. Ethical and social understanding Understand how service marketing is ultimately about effective human interaction, and is therefore enriched and improved by an attitude of respect for and understanding of the customer. Indiquer les objectives auxquels contribue le cours (en se basant sur le curriculum mapping du programme) Indicate which objectives the course contributes to (based on the program curriculum mapping) LO3.2 : To produce clear, well organized written communication : LG3 : Graduates should be able to communicate in an international environment LO5.1 : To analyze and apply advanced concepts in a specialized discipline : LG5 : Graduates should be able to think critically and to assess business issues in a specialized discipline LO5.2 : To assess a business issue and formulate solutions in a specialized discipline : LG5 : Graduates should be able to think critically and to assess business issues in a specialized discipline Cours soumis à évaluation dans le cadre de l Assurance of Learning Non No pour l année en cours? Evaluation finale (DS) 50 % Final examination (Précisez la nature pour l'évaluation finale Explain type for final examination) Présentation orale - Presentation, Rapport écrit Dissertation - Report Dissertation P a g e 114 121

Méthodes d enseignement Teaching Methods Plan de cours Course Plan Bibliographie References Site(s) web Web sites Contrôle continu Continuous Assessment 50 % préciser nature Explain type QCM - Quizz 0 % Etude de cas - Case study 0 % Présentation orale - Presentation 50 % Rapport écrit Dissertation - Report Dissertation 0 % Nb midterms : 0 Participation - Class participation 50 % Examen intermédiaires - Mid-term examination 0 % Autre - Others 0 % Format de cours Course format Cours magistral Lecture - TD Tutorials Activités d apprentissage Learning activities Cours interactifs Interactive lectures - Projet Project-based - Etudes de cas Case studies - Devoirs Assignments 9 x 3 hour sessions Sessions 1 to 3: -What are services, and what does that imply for marketing? -How to think in terms of processes -Practical exercises Sessions 4 to 6: -Essential service marketing tools and their usage -Pricing and resource management -Strategic marketing of services Sessions 7 to 9: -Course projects (guided work) -Marketing in the virtual world. Lectures obligatoires Required readings : Jochen Wirtz, Christopher Lovelock: Essentials of Services Marketing Lectures Recommandées Recommanded readings : Andy Polaine: Service Design Rob English: Basic Service Management John Egan: Relationship Marketing No requirements. Nombre CM Amphi Number of Lectures Durée CM Amphi (en heures) Lecture duration (in Modalités de délivrance du cours (par si différent) Course delivery modes (per if different) Autres Durée TD (en (Distance Nombre TD heures), etc ) Number of Tutorial class (en heures) Tutorial classes duration (in Other (in 0 0 9 3 0 Préciser les spécificités de programmation (TD journée, cadencement spécifique des séances) Specify if full-day tutorial class, different schedules Product Management Code du cours Course Code MSC.IMBM2.MKCOR.0036 Nom du cours Course name PRODUCT MANAGMENT (CORE) P a g e 115 121

Crédits Credits 4 Charge de travail Student workload Face à Face Contact hours Période d'enseignement Teaching period Spring Distanciel Distance Autonomous personal &or team work Evaluation Durée totale Total 27 0 30 3 27 Programme Program International Marketing and Business Development Départements Department Dept. Marketing Module - Type de cours Course type core Lille, Paris, Sophia Course open to students in exchange Exchange students allowed Langue d'enseignement Teaching language Anglais English If other Pré-Requis Prerequisite Knowledge in marketing: marketing research (qualitative & quantitative research), segmentation, targeting, positioning. Responsable du cours Course leader PINCHAUD Gabrielle Nom des intervenants par Instructor(s) names by Belo Horizonte Lille Paris Sophia Suzhou Raleigh Other Descriptif du cours Course description Thémes Topics This course enable students to fully explore the function of a product manager through the various subjects heshe has to deal with. This course is as close as possible to real-life marketing and is good training for students aiming at becoming a product manager. The aspects of both strategic and operational marketing are developed thanks to real cases. These cases are created thanks to partnerships with leading companies in two different sectors of activities ( fast-moving-consumer goods and services). The course starts with theory, including advanced theory such as research publications, and moves on with several case studies. The subjects that are developed are the following: presentation of the function of a product manager, the analysis of the market, the marketing plan, the development and launch of a new product, operational marketing and communication. During this course, students will also be given practical advice to fully understand the role of marketing in the firm and be able to work cross-functionally. Product Management, FMCG, Services P a g e 116 121

Résultats d apprentissage Intended Learning Outcomes and Skills Contribution aux objectifs pédagogiques du programme Contribution to objectives Evaluation des étudiants Student Assessment Méthodes d enseignement Teaching Methods Plan de cours Course Plan A l issue de la formation, vous serez capable de As a result of this module, you will be able to: Connaissances Knowledge and Understanding (subject specific) The student is expected to understand the functions of a product manager. Heshe will - be able to conduct the analysis of hisher market and recommend a marketing plan - be able to manage a range of products based on present and future performances - use the adequate leverage to increase the performance of her his product - be able to recommend and implement operational marketing Aptitudes cognitives Cognitive skills The student is expected to work on theory, including advanced theory such as research publications, and be able to link the theory to real-life marketing. Attitudes Key transferable skills The student will increase hisher ability to work in an international team Ethical and social understanding The student is also expected to have herhis own opinion on marketing decisions linked to ethic issues. Indiquer les objectives auxquels contribue le cours (en se basant sur le curriculum mapping du programme) Indicate which objectives the course contributes to (based on the program curriculum mapping) LO2.1 : To contribute substantively to the product of a group and demonstrate leadership skills : LG2 : Graduates should be able to work effectively in a multicultural team LO3.1 : To produce clear, well organized verbal presentations : LG3 : Graduates should be able to communicate in an international environment LO5.1 : To analyze and apply advanced concepts in a specialized discipline : LG5 : Graduates should be able to think critically and to assess business issues in a specialized discipline LO5.2 : To assess a business issue and formulate solutions in a specialized discipline : LG5 : Graduates should be able to think critically and to assess business issues in a specialized discipline Cours soumis à évaluation dans le cadre de l Assurance of Learning pour l année en cours? Non No Evaluation finale (DS) Final examination 50 % (Précisez la nature pour l'évaluation finale Explain type for final examination) Etude de cas - Case study Contrôle continu Continuous Assessment 50 % préciser nature Explain type QCM - Quizz 0 % Etude de cas - Case study 0 % Présentation orale - Presentation 40 % Rapport écrit Dissertation - Report Dissertation 40 % Nb midterms : 3 Participation - Class participation 0 % Examen intermédiaires - Mid-term examination 20 % Autre - Others 0 % Format de cours Course format TD Tutorials Activités d apprentissage Learning activities Etudes de cas Case studies SESSION 1 Syllabus including a presentation of the two cases, The objectives of a ProductBrand Manager Tools and metrics useful for a PM P a g e 117 121

Bibliographie References Site(s) web Web sites SESSION 2 Creating the Product. Case N 1: 1st draft SESSION 3 Managing the Product (1) Quizz SESSION 4 Managing the Product (2) SESSION 5 Case N 1: your recommendation SESSION 6 The marketing Plan (1) SESSION 7 The marketing Plan (2) SESSION 8 Case N 2: your recommendation SESSION 9 Exam training SESSION 10 Final exam Lectures obligatoires Required readings : Market-based management 6th edition (Roger J. Best, Pearson) Lectures Recommandées Recommanded readings : Marketing Management (European edition; Kotler) Nielsen, TNS, Skema data bases Nombre CM Amphi Number of Lectures Durée CM Amphi (en heures) Lecture duration (in Modalités de délivrance du cours (par si différent) Course delivery modes (per if different) Autres Durée TD (en (Distance Nombre TD heures), etc ) Number of Tutorial class (en heures) Tutorial classes duration (in Other (in 0 0 9 3 0 Préciser les spécificités de programmation (TD journée, cadencement spécifique des séances) Specify if full-day tutorial class, different schedules Sales, Negotiation and Key Account Management Code du cours Course Code MSC.IMBM2.MKOPT.0048 Crédits Credits 4 Charge de travail Student workload Nom du cours Course name SALES, NEGOTIATION AND KEY ACCOUNT MANAGEMENT (OPTION) Face à Face Contact hours Période d'enseignement Teaching period Spring Distanciel Distance Autonomous personal &or team work Evaluation P a g e 118 121 Durée totale Total 27 0 9 0 27

Programme Program International Marketing and Business Development Départements Department Dept. Marketing Module - Type de cours Course type optional Lille, Paris, Sophia Course open to students in exchange Exchange students allowed Langue d'enseignement Teaching language If other Pré-Requis Prerequisite The course is designed to follow on after the fall semester courses: the complete negotiatoressential negotiation skills and Essential selling skills Responsable du cours Course leader SPIER Peter Belo Horizonte Lille Nom des intervenants par Paris Sophia Instructor(s) names by Suzhou Raleigh Other Descriptif du cours Course description Thémes Topics 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. A good number of students studying marketing and business development will begin their careers in sales and business development positions: be prepared! The emphasis of the course is resolutely on the sales and key account management side of things. It is well suited for those who are considering spending time in sales. It will therefore be different in tone and purpose to the more general negotiation skills courses on offer. It would be useful for students to have followed the essential selling skills elective and the negotiation skills courses on offer in the fall semester. The course will be interactive and require students to take part in sales & negotiation simulations. Testimonials and participation of professional partners will keep the approach aligned with the needs of the market and allow insight into the dynamics, tone and sources of leverage of different types of negotiation and business sector. Through these encounters, students will gain insight into the different worlds of sales: fmcg, industrial, services... and become fluent in adapting to different types of sales situations. The course in Sophia and Paris will culminate in a sales challenge in which a number of companies will take part. The aim of this exercise is for students to discover different types of sales approaches and environments and to have the opportunity to apply what is learned in a sales simulation with one of the companies. Sales and key account managementtransactional selling relationship sellingsolution and problem-solving sellinginsight sellingchallenger salesnature of different types of selling situationssales process and cycledecision-making processesbuyer personasselling techniquescommunicating and defending value P a g e 119 121

Résultats d apprentissage Intended Learning Outcomes and Skills Contribution aux objectifs pédagogiques du programme Contribution to objectives Evaluation des étudiants Student Assessment Méthodes d enseignement Teaching Methods Plan de cours Course Plan A l issue de la formation, vous serez capable de As a result of this module, you will be able to: Connaissances Knowledge and Understanding (subject specific) Students will develop a better understanding of the sales and KAM functions Aptitudes cognitives Cognitive skills studnets will develop an ability to move from one kind of sales situation to another, using diferent sources of leverage and gaining insight into the concerns of the different clients Attitudes Key transferable skills the abilities to sell, to listen, to adapt are valuable in many situations, as, too, is the kind of situational intelligence developed thorugh the course approach Ethical and social understanding some situations may raise issues linked to ethics and sustainability Indiquer les objectives auxquels contribue le cours (en se basant sur le curriculum mapping du programme) Indicate which objectives the course contributes to (based on the program curriculum mapping) LO3.1 : To produce clear, well organized verbal presentations : LG3 : Graduates should be able to communicate in an international environment LO3.2 : To produce clear, well organized written communication : LG3 : Graduates should be able to communicate in an international environment LO5.1 : To analyze and apply advanced concepts in a specialized discipline : LG5 : Graduates should be able to think critically and to assess business issues in a specialized discipline LO5.2 : To assess a business issue and formulate solutions in a specialized discipline : LG5 : Graduates should be able to think critically and to assess business issues in a specialized discipline Cours soumis à évaluation dans le cadre de l Assurance of Learning Non No pour l année en cours? Evaluation finale (DS) 50 % Final examination (Précisez la nature pour l'évaluation finale Explain type for final examination) QCM - Quizz Contrôle continu 50 % Continuous Assessment préciser nature Explain type QCM - Quizz 0 % Etude de cas - Case study 0 % Présentation orale - Presentation 30 % Rapport écrit Dissertation - Report Dissertation 0 % Nb midterms : 0 Participation - Class participation 30 % Examen intermédiaires - Mid-term examination 0 % Autre - Others 40 % Format de cours Course format TD Tutorials Activités d apprentissage Learning activities Cours interactifs Interactive lectures - Etudes de cas Case studies Introduction to sales and KAMtransactional sales techniquesmaking an effective pitchcommunicating valuesolution selling and problem-solving approachesmastering the sales cyclediscovery and probing techniquesunderstanding your partner's businessbuilding trustinsight selling techniqueschallenger sales techniquessales challenge with companies P a g e 120 121

Bibliographie References Site(s) web Web sites Lectures obligatoires Required readings : available on Knowledge platform Lectures Recommandées Recommanded readings : Bibliography and other resources available on Knowledge platform Links available on Knowledge platform Nombre CM Amphi Number of Lectures Durée CM Amphi (en heures) Lecture duration (in Modalités de délivrance du cours (par si différent) Course delivery modes (per if different) Autres Durée TD (en (Distance Nombre TD heures), etc ) Number of Tutorial class (en heures) Tutorial classes duration (in Other (in 0 0 9 3 0 Préciser les spécificités de programmation (TD journée, cadencement spécifique des séances) Specify if full-day tutorial class, different schedules The organization for the sales challenge will be different from that for normal courses and will be announced at the beginning of the course P a g e 121 121