MASTER S DEGREE IN INTERNATIONAL BUSINESS SYLLABUS 2015-2016

MASTER S DEGREE IN INTERNATIONAL BUSINESS SYLLABUS 2015-2016 Institut d Administration des Entreprises (IAE) University of Montpellier Place Eugène Bataillon 34095 MONTPELLIER CEDEX 5 Tél : 04 67 14 46 43 Fax : 04 67 14 42 42 Site Internet : www.iae.univ-montp2.fr 1

Table of content Part 1 General organization of the Master s degree in International Business.. Page 3 I-Recruitment..... Page 4 II- Organization of teaching.... Page 5 III- Assessment methods. Page 7 Part 2 The Master s degree in International business...... Page 13 I- General organization of teaching.. Page 16 II-List of 1st year courses (2015-2016)....... Page 18 III- List of 2 nd year courses (2015-2016)..... Page 20 Part 3 1st year courses descriptions... Page 22 à 64 Part 4 2 nd year courses descriptions.... Page 65 à 85 2

Program director: Gilles Séré De Lanauze, Ph.D. Associate professor gilles.sere-de-lanauze@univ-montp2.fr PART I: General presentation of the Master s degree in International Business In France, the Ministry of Higher Education and Research is the governing body for the National higher education. The Ministry of Higher Education and Research has adopted the reform of the Bologna process by generalizing the LMD, the ECTS system and two semesters per year. The French University curriculum follows the LMD system, which divides higher education into 3 diplomas: Licence (Bachelor s degree, 3 years of Higher Education), Master (Master s degree, 2 years after Bachelor's degree) and Doctorat (Ph.D., 3 years after Master s degree). IAE Montpellier School of Management which is part of the University of Montpellier, is responsible for organizing its offer of programs. The Master s degree in International Business comprises 4 semesters and is awarded after successful completion of 120 ECTS credits, in accordance to the national qualification scheme. Each Master s degree is placed under the responsibility of faculty members, themselves managed by one program director. I - Recruitment and enrollment process In order to enroll, all applicants to the first year of the program must provide evidence that they earned 180 ECTS credits at the time of submitting their application. Once selected by the selection committee (for each program), the student must provide evidence of: Successful completion of a Bachelor s degree or equivalent to 180 ECTS One of the validations prescripted in the 16 April 02 decree n 2002-529 for the enforcement of articles L.613-3, L. 613-4 and L. 613-5 of the Education Code mandated by VAE (Validation of Acquired Experience) or by VAP (Validation of Professional Experience). Applications are reviewed in two sessions: Early June Early September If the required 180 credits have not been acquired by June, the student may present an application in September. If the credits have been acquired but the related certificate is not yet available, the application may be processed subject to future justification of the said credits. The criteria and selection tests is specific to the master in International Business, in relation to the objectives sought by the program. Each application is therefore reviewed individually. Admission to the Master course is announced by the recruitment committee, under the responsibility of the program director further to the analysis of the application form and, where required, oral and written tests and/or interviews: there are no "automatic" admissions. 3

Administrative registration in the 2 nd year of the Master is conditioned by the obtention of 240 ECTS and the approval of the recruitment committee. The academic enrollment shall be automatically delivered to every student enrolled administratively and is compulsory in order to attend classes and sit exams. The registered student shall verify that his/her academic enrollment is complete with the program administrative officer and get his/her learning agreement before the first exam session. Specific entry requirements to the Master s degree in International business Entry requirements for the program are first about academic qualities and exam results. The second element taken into consideration is international working experience (or time spent abroad) and English proficiency. Any applicant whose first language is not English must certify proficiency in English when applying to IAE Montpellier. Such applicants must submit scores received on the Test of English as a Foreign Language (TOEFL) or the Test of English for International Communication (TOEIC) as part of their application. The IELTS English test is also accepted. A TOEFL score of at least 80 or a TOEIC score of at least 750 are the minimum required for applicants to the program. The minimum score required for IELTS is 5. The third element taken into account is the applicant s professional plan and motivation. II- Organization of teaching The Master s degree of International Business comprises 4 semesters (refered to as M1S1, M1S2, M2S3, M2S4.). Each semester includes 6 course units (U.E) equivalent to 30 ECTS (European Credit Transfer System). Each course unit (U.E) is generally equivalent to 5 ECTS credits and 36 hours of course. These course units can be broken down into various sub-components (known as ECUE). Courses content, courses objectives and assessment methods of each course units are defined in the present syllabus. For the 1 st year only: The term is carried out in a 8-week period. In addition, each 8 week period enables completion of the examinations for the given term. Remedial exams for the first term will be held in March. For the second term, remedial exams will be held in September, before the start of the M2 course. Two ECUE (elements comprising a single teaching unit) must be taken (not withstanding exceptions) in an academically logical sequence. A term with 6 course units (U.E) and therefore 12 ECUE will be held over an 8 week period, enabling a total of 216 hours of lessons (270 including the projects and tutorial). Over the period, there are 40 working days, not including Saturdays, public holidays and examination days. On average, a student has 5.4 hours of lessons per day (not including Saturday), i.e. less than 30h per week. 4

ECUE Course: 12h = 4x 1 UE = 45 h = 5 ECTS Course: 18h ECUE 22h30 Small group lectures: 6h = 2x Individual follow-up (E.learning ) 4h30 The standardized assessment regime for the Master s degrees of International Business is clearly stated in the present note that is reviewed and ratified to the Council for studies and university life (the CFVU council) and by IAE board of directors. It is made available to all students and faculty. Schedule (1 st year) The following schedule applies to all first year students of the Master s degree. The 2 nd year schedule is described further in this document. 1st Semester courses at IAE Montpellier From the 28th of September to the 11th of December 2015 (8 weeks, 6 course units - UE) First Semester Exams (1st session): 16th, 17th et 18 th of December 2015 First period in company: from the 26th of October 2015 to the 13th of November 2015, (incompany project or apprenticeship) 2 nd Semester courses at IAE Montpellier From the 4th of January to the 8th of April 2016 (8 weeks, 6 course units - UE) Second Semester Exams (1st session): Second period in company: from the 18th of January 2016 to the 8th of April 2016, (incompany project or apprenticeship) All free periods from 26 October 2015 to the 11 th of April 2016 are considered as company periods (placement for apprentices, mission for the others). From 11 April to 30 September 2016, students will be in-company (work period for apprentices, internship for the others). 5

For non-apprentices, the rule is a one month 'mission' and a three months 'internship' with no more than six months spent in a single company (mission and internship combined). III- Exams procedures 1. Assessment process & exams sessions Each course unit is endowed with ECTS credits and these are acquired if a student obtains an overall final mark of at least 10/20. A course unit acquired during the first or second session, is definitely acquired; it therefore cannot be re-sat. The skills and knowledge acquisition are assessed either by a continuous evaluation (CC) or a final written examination (E), or by an oral examination (O), or by a combination of two or three of these modes (in this case, the different modes are waged in proportion to their coefficient). The nature of these assessment methods (written, oral or continuous evaluation), the duration, the coefficient and the number of exam sessions define the methods of specific skills and knowledge assessment for each course unit. The calculation for marking a course unit (UE) or a sub-component (ECUE) follows the rules below for both examination sessions: For the 1 st exam session: the UE or ECUE final mark is equivalent to the weighted average of all marks obtained in the different tests (either written, oral, or continuous assessments). For the 2 nd exam session: the UE or ECUE final mark is equivalent to each examination mark, this one standing for all of the marks. 2. The assessment of internships, projects, or bibliographical research reports Internships and in-company projects are carried out under the supervision of a tutor. This assessment may take the form of written reports or oral presentations. The conditions and the organization of examinations are regulated in the Charter of exams and the syllabus of each course. 3. Marking rules in case of a repeated academic year During the repeated year, only the course units which were not acquired the previous year can be re-sat. Caution: the failed course units cannot be re-sat if a semester was acquired by compensation during the second exam session of the current year or during the following year. 4. Addressing the issue of non-attended exams When a student does not turn-up for an exam, or does not hand in an internship report, his/her mark is 0/20 (APOGE codification: ABI for unjustified absences or ABJ for adequately justified absences). (*for all kinds of examinations, including internship reports or bibliographical research data). The ABI or ANJI mark entails an adjourned result. The student receiving an adjourned result for a course unit will be adjourned for the semester. He/she will have to re-sit the course unit for which he/she has been adjourned in session 2. 5. Acquisition, Validation and Capitalization of a course unit (UE) A course unit (UE) is acquired when the student obtains a mark of 10/20 or more and superior to 5/20. The course unit (UE) acquisition entails the acquisition of the corresponding ECTS credits. An UE acquired by compensation during the semester is validated, even if the mark itself is inferior to 10/20 6

and superior to 5/20. This mark is maintained and appears on the transcript of records. An UE of which the average mark is inferior to 10/20 is considered as non-acquired. If the student does not get at least a 10/20 average mark for the semester AND over 5/20 for each and every course unit, he/she must re-sit all of the UE and ECUE which mark is strictly inferior to 10/20, during the second exam session. The acquired course units are re-usable later on with no time limit, but can only contribute to the validation of one semester. Having been capitalized on the corresponding ECTS credits, it is not allowed to register again to these. When a course unit is validated by compensation with a mark superior to 5/20 during a semester, it is definitely validated and capitalized. However, it cannot be transferable to another program. A non-acquired UE cannot be capitalized, there cannot be a marks keeping from one academic year to another; the UE mark is reset to 0/20. Each ECUE is subject to an examination. The evaluation of some ECUE may be given using an average exam grade, representing 70%, plus a continuous assessment grade (work to be handed in, participation) representing 30%. If there is continuous assessment (work to be handed-in for example), absence of the student at the time of the assessment and/or if the work is not handed in, will result in the grade of 0 for the continuous assessment. Examinations may be held at any time during an 8 week term. The faculty member in charge of the course unit upon approval of the program director, decides upon the internship and the type of examination (duration, procedure, subject...). Notably, the duration may vary from 1 to 4 hours. The lecturer, independently of his/her status (IAE core faculty, adjunct faculty) must be contactable during his/her ECUE examination, if not present. When a course unit is shared between two ECUE, these are not dissociable: a single grade will be given, the average from the two ECUE. Use of calculators and cell phones during examinations A single type of calculator is authorized for examinations. This is the Casio Collège fx-92. Any other type of calculator is not authorized during the examinations. Students may not borrow calculators during examinations. Cell phones must be switched off and placed in bags at the back or front of the room. Cell phones may not be used as clocks. In the event of use of unauthorized material, this will be confiscated and returned after a disciplinary hearing. Internships and projects Internships and projects give rise to ECTS credits. Internships are monitored by a tutor chosen by the student from the teaching staff. The internship must be validated by the tutor and the speciality head. Internships are evaluated on the basis of a report (M1) or a dissertation with an oral presentation (M2). If an internship is not validated due to insufficiency with regards to the report or dissertation, a second session may be held. If the non-validation is based on the conditions of the internship itself, the student may only obtain the required credit by repeating the internship period. 7

1 - Obtaining the Master s degree To obtain the Master s degree, the student must have achieved at least the average grade (10/20) or higher in each of the 4 tuition terms AND more than 5/20 for each of the UE units for the four terms. A term is validated (ACQ) when the average grade for the component UE is over 10/20 (compensation rule) and over 5/20 for each of the UE for the term in question. There is no annual compensation. If the student has not achieved a grade of at least 10/20 for the term AND 5/20 for each UE, he/she must repeat, at the second session, all the Units for which the grade is significantly lower than 5/20. When a student is absent from an examination (excused or not), the grade is 0/20 (APOGE code of ABI for unjustified absence, or ABJ for justified absence). The examinations and student evaluation, the awarding of course units and validation of teaching units are under the responsibility of: - Director of IAE Montpellier (E. Stéphany) - Director of Postgraduate Masters (Technologies Management Master) (E. Houzé) - Program directors (G. de Lanauze) - Head of enrollment office and regulations (Y. Guitt) - A students' representative (elected to the establishment committee) Internships The first internship period may be dedicated, through to the Christmas vacation, to searching for apprenticeship contracts for apprentice course students who do not have a contract yet. For apprentices, this period corresponds to the first phase of apprenticeship. For the others, a company internship of at least one month, or a mission coordinated in the interest of IAE, or a theoretical report, will be required. In all cases, a report relative to an activity is required by the first day of the second term. At the end of the 1 st year period, a 4 month internship is mandatory. This period also corresponds to the second apprenticeship period for apprentices. A report must be produced and evaluation of the report will be included in the ECUE grade (internship and missions). Internship contract models are available for students. Students must have their internship validated (and the subject of their report validated by a tutor of their choice from the teaching team) by the program head, following the procedure given on the IAE intranet. A significant placement period and an adapted mission are arguments in favour of acceptance onto the M2 course and also for finding pertinent employment. Organization of the mobility period The mobility in foreign universities takes place in the first term of the second year (M2S3), from the first of September to the winter vacation. This period may vary in relation to the host university's term dates, some start in August, others may extent lessons and examinations into January. N.B.: In all cases, the student must check the dates of the courses selected at the foreign university and ensure that the courses taken and registered in the learning agreement (examination dates and remedial examination dates if applicable), are compatible with the IAE Master 2 timetable, notably with regards to returning to the classroom in February. 8

The mobility period thus defined has several consequences: The choice of universities by the students and the related registrations must be anticipated from the second term of the first year (M1S2). Consequently, recruitment to the second year (Master 2) must be anticipated and completed very early on in the 1 st year (February-March). Recruitment is based on applications plus tests and interviews with the candidates retained on the basis of their application. The application includes the results from the first term of M1 and the score achieved in English (TOELF, TOEIC or IELTS). The results from the first year play a major role in the global evaluation, as does the level of English. Registration in the second year (M2) is only confirmed further to definitive confirmation of the validation of the corresponding credits and of the first year. Students must be administratively registered at IAE Montpellier before departure to a host university. They must complete the tuition forms and present a complete application, including the definitive results of the Master 1, taking into account the registration office opening periods during the summer prior to departure for the host university. The administrative procedures for mobility, notably with regards to visa applications, if required, must be carried out by the student. Students must also anticipate the IAE and UM2 international relations office opening periods during the summer, notably when requiring tuition certificates for visa applications. Selecting courses at the host university Students must select the courses that they wish to follow at their host university. This choice should be subject to certain criteria: (1) coherence of the content with that of the Master s degree, the courses must be at Master level and related to the main subject, and be pertinent with regards to an international business career. Language lessons may be included in the Learning Agreement up to a limit of 20% of the required credits, i.e. a maximum of 6 language credits out of 30. (2) the dates and periods of the courses chosen (course, examination, remedial tests) must enable the student to respect the global timetable for the IAE Master 2 course (notably classes in January); any potential overlaps must be handled by the student (catching up missed lessons, additional trips to ensure presence at exams, etc.), (3) the choice of courses must be formalized on the learning agreement document which shows the name, level of the course (Master), detail of the credits corresponding to each of the lessons followed, validated by the IAE Master 2 tuition head and the host university; in parallel a special arrangement to the learning agreement may be applied during the first two week period of the new term at the foreign university. This arrangement must be approved by both universities (the original and the host establishments). Special cases for catching up on timetables In certain partner universities there may be superposition of timetables with the timetable at the IAE. Definition of the best solution will be the responsibility of each student, in communication the host university in order to find the optimal timetables and examination periods. Several solutions are available (early examinations, replacement of examination by written reports, organization of examinations held at distance...) but these must be negotiated directly by the student with administrative services of the host university. IAE will support negotiated solutions. In the worst case, where the host university does not authorize adaptation of its evaluation procedure, the student may be authorized by IAE to return to the IAE courses after the required evaluation period. 9

In such cases, the student must catch up his/her lessons by using the digital supports on the IAE intranet and the bibliographies defined by the teachers. It is essential for the students concerned to anticipate the host university's term and examination dates in order to ensure optimal organization for both structures. Validation of UE The Student must provide proof to IAE Montpellier of the credits obtained at the host university (achieved on site in the first or second session) and any correspondence between credits in the host country and IAE credits (transcript of credits) in compliance with the agreements applicable within the framework of the partnership signed between the IAE and the university in question. The number of credits validated by the IAE within the framework of the Master 2, corresponding to courses at foreign universities may not exceed 30 credits, limiting the risk related to not obtaining the said credits. However, credits achieved up to a maximum of 30 may be integrated into the IAE M2 CAI diploma. If a student does not achieve the 30 credits, the registration shows NACQ - not acquired. Term 3 for the M2 course (or the mobility term) is validated subject to acquisition of the full 30 credits from the host university abroad. The second remedial session may only be held, for each unit missing, at the host university. Consequently, there cannot be a remedial session at the IAE relative to courses taken at host universities. Remedial sessions must be organized in relation with the host university prior to the return of the student. Students who have not validated all subjects cannot be validated for the entire first term and will not be awarded the Master 2 certificate for the year. Students may continue their studies however and re-take the first term (at a foreign university). Students re-taking a term must validate the missing credits during a second phase of presence at a host university of his/her choice (subject to the host university choice criteria, but without having to return to the same university). He/she must validate the full 30 credits required for the diploma. Specialization path During the second term of the M2 (M2S4) course, students can choose between the three specialization paths. The desired specializations are registered upon application for the M2 course, i.e. during the second term of M1 (M1S2) and confirmed upon administrative registration to the course. Changes to the specialization path may only be made subject to formal approval from the tuition heads of the Master 2 for each of the paths concerned, and must be for a valid reason. The two specialization paths are: International Sales International Purchasing International Service Management End of Studies Internship A company internship, for a minimum period of five months and a maximum of six months, must conclude the training, from April to September. In compliance with the vocation of the diploma, the internship must be carried out abroad. Organization of the internship must follow the administrative procedures deployed by the IAE business relations service, which remains the obligatory point of contact for students with regards to the internship. 10

The internship must be concluded by a written dissertation and an oral presentation and a final evaluation which depends entirely on obtaining the required credits (15 credits). In compliance with the English language requirement of the CAI M2 course, the dissertation and oral presentation are in English. The dissertation must be written by the student and correspond to the requirements of a Master 2 level. It must notably position the internship and missions within a general context of international business management. For more details on the dissertation and the oral presentation, please refer to the related section at the end of the syllabus. The internship and the oral presentation must be completed within the academic year and in all cases before 30th September. In the event where the student cannot justify the required internship duration (5 months) by the 30th September, he/she must re-apply to the IAE and complete the missing period the following year. The oral presentation will be postponed to the end of the internship during a period dedicated to such presentations, as scheduled by the administrative team and in relation to the students' timetables. If any repeat or remedial sessions are held, the student will only be awarded the Master 2 certificate once all the credits have been registered and then, at the end of the current academic year. 11

PART II - The Master s degree in International Business Overview The Master in International Business has been specifically designed for students who wish to acquire a dual competence in international sales or purchase. It is a two-year degree aimed at international and French graduates with mainly a scientific background (Bachelor degree in Science, technology, engineering for instance) and which does not necessarily include management or business. All applicants to the first year of the Master s degree in International business must provide evidence that they earned 180 ECTS credits at the time of submitting their application. The 2 nd year is open to students who validated 240 ECTS credits. From 2015-2016 academic year, the Master s degree in International Business (MIB) is entirely taught in English. Rationale The first year enables students to acquire knowledge and skills in core business and management disciplines (semester 1) taking an international focus (semester 2). The program starts with one semester of courses such as marketing, human resources management, finance and accounting. These courses follow a logical sequence that enables students to build their overall business knowledge and sharpen the basic business skills. It prepares students with no prior experience with major international businesses. The third semester is essential in the Master s degree in international business experience. Students will spend one semester in one of our partner universities and acquire specific knowledge about the country of their choice. The final semester is devoted to courses at IAE that enable students to delve deeply into one of two specific areas of business: international sales or purchase. The elective courses in sales or purchasing provide students with specific skills needed for entry-level positions and careers in sales and/or purchasing. The Master also comprises a compulsory internship of 5 months minimum abroad to facilitate students' entry into the professional world and which has to be completed along with a Master thesis. Career opportunities International industrial purchaser, International sales engineer, Marketing project manager, Marketing assistant, B to B seller, Business analyst, transnational contracts negotiator, account manager. Program intended learning outcomes The main objective of this program is to equip students with professional management skills supported by a global perspective and prepare them to thrive in the global market. IAE Montpellier considers intended learning outcomes to be the particular knowledge, skills and attitudes students should master and be able to demonstrate at the end of a course (for course ILOs) and at the end of a program (for program ILOs). The program intended learning outcomes of the Master s degree in International business are divided into six categories: 1- Knowledge 2- Skills including interpersonal skills 12

3- Attitudes 4- International perspective 5- Understanding of the business world 6- Awareness of the broader trends in society (eg social responsibility) Knowledge (I.L.O n 1) Upon completion of the program, students will demonstrate understanding of the accurate tools to develop and manage an international business Interpersonal skills (ILO n 2) Students will be able to solve problems and to critically analyze. Students will also be able to demonstrate effective oral and written communication skills and decision-making skills. Attitudes (ILO n 3) Students will be able to work as part of a team and carry out a group project. International perspective (I.L.O n 4) Students will understand the specified discipline from a global perspective. Understanding of the business world (I.L.O n 5) Students will be able to understand business practices and related concepts and be able to integrate this functional knowledge in order to address business problems. Awareness of the broader trends in society (eg social responsibility) (I.L.O n 6) Students will be able to demonstrate awareness of ethical and social responsibility issues. International learning experience Internationalization of the teaching and learning environment at IAE Montpellier may take many forms. The course incorporates a mix of students from all over the world. This is the best way to use and improve a language. It is mandatory for students to spend one semester in one of our partner universities during the first semester. Corporate learning experience Business executives are involved in teaching the Master in International Business program. This ensures our students benefit from strong links with the business world. Through a combination of case studies, lectures and group work, this program prepares students to deal with the multitude of issues that firms must address. The final year internship is an assessed and compulsory part of the course. Contacts Head of the program Gilles Séré de Lanauze, Ph.D. Associate professor Tel: (00 33) 4 67 14 40 96 gilles.sere-de-lanauze@um2.fr 13

Administrative officers 1st year Ms Sara Hilmi outgoing.iae@univ-montp2.fr Tel: (0033)4 67 14 46 44 2 nd year Ms Stéphanie Bouchet outgoing.iae@um2.fr Tel: (00 33) 4 67 14 48 13 14

I- General organization of teaching 1st year Semester 1 Common-core courses taught at IAE Montpellier Language of instruction : English 1st year Semester 2 Speciality courses of International business taught at IAE Montpellier Language of instruction : English Overall of 6 course units (UE) Compulsory internship of 3 months minimum has to be completed 2 nd year Semester 3 One semester abroad in one of our partner universities The courses selected by students at the partner university have to remain in the fields of business and management. They have to be listed in a learning agreement and submitted to the program director for approval. 2 nd year - Semester 4 Courses at IAE Montpellier Language of instruction : English Elective 1 : International sales Elective 2 : International purchase o International paradigm shifts o International executive o International sales o o o International paradigm shifts International executive International purchase Stage à l international en entreprise 15

Program schedule (2015-2016) 1 ST YEAR SEMESTER 1 Period/duration Content Language of instruction From 28 th September to 11 th December 2015 8 weeks Core modules at IAE Montpellier English From 26 th October to 11 th April 2016 1 month In- company project English 1 ST YEAR SEMESTER 2 Period Content Language of instruction From 4 th January to 11 th April 8 weeks Courses of International business at IAE Montpellier English From 18 th of January to 11 th April 1 month In- company project English From 11 th April to 30 th September 3 months minimum Internship / 2 ND YEAR SEMESTER 1 Period Content Language of instruction From September to January 4 months One semester abroad in a partner University English, Spanish, German, other 2 ND YEAR SEMESTER 2 Period Content Language of instruction From 2 nd February to 27 th March 2 months (8 weeks) Specialization modules at IAE Montpellier English 16

From 30 th March to 30 th September 5 months minimum Internship / II- List of 1 st year courses (2015-2016) 1 ST YEAR SEMESTER 1 Common Core Lecturer ECTS Contact hours Unit 1 - Organizational economics Course 1: Organizational Theory Course 2: Theory of the firm Ms Somsing Ms Somsing 5 36 Unit 2 - Accounting information system Course 1: General accounting Course 2: Cost accounting and international cost accounting Ms Marsal Ms Marsal 5 36 Unit 3 - Marketing Course 1: Strategic Marketing Course 2: Marketing studies Mr Guyottot Mr Séré de Lanauze 5 36 Unit 4 - Business Computing Course 1: Information systems Course 2: Simulation Mr Houzé/ M. Meissonier Mr Houzé 5 36 Unit 5 - Finance Course 1: Entrepreneurial finance Course 2: Introduction to finance Ms Maria Angel Ferrero Ms Duniach 5 36 Unit 6 Human resources Management Course 1 : Human resources Management Course 2 : International HR Ms Loubès, Ms Bories Azeau Ms Somsing 5 36 Total: 30 216 17

1 ST YEAR SEMESTER 2 Common Core Lecturer ECTS Contact hours Unit 7 - Foreign language Course 1: Business English Course 2: Spanish or German Mr Reede Mr Nerin 5 36 Unit 8 - Negotiation and communication in business Course 1: Negotiation and sales Course 2: Communication Mr Fournier Mr Séré de Lanauze 5 36 Unit 9 International Market strategy Course 1: Export strategy ` Course 2: B to B marketing / Service marketing Ms Ferhat Partouche Ms Duniach 5 36 Unit 10 International finance and law Course 1: International law Course 2: International Finance Mr Hanson Mr Jacquin 5 36 Unit 11 Supply chain and logistics Course 1: International logistics Course 2: Purchasing Mr Fernandez Ms Lebel 5 36 Unit 12 - Applied methodology of research/ Internship Mr Séré de 5 9 Lanauze Total: 30 189 18

III- List of 2 nd year courses (2015-2016) 2 ND YEAR SEMESTER 1 One semester abroad ECTS credits Units obtained in a foreign university 30 2 ND YEAR SEMESTER 2 Common Core Lecturer ECTS Contact hours Unit 1 - International paradigm shifts Course 1 : IT & Distribution channels/ Communication Course 2 : Social Responsibility, Sustainability, Ethics and Research Ms Duniach/ M. Barahona M. Séré De Lanauze/ M. Guyottot/ M. Neveu 5 36 Unit 2 - International Executive tools Course 1: International business and Entrepreneurship Course 2: Building an International business plan Ms Bessière/ Ms Angel M. Verhaeghe 5 36 Internship 15 / 19

Elective 1 Lecturer ECTS Contact hours International Purchase Course 1: Purchase marketing Course 2: Sourcing Ms Lebel Ms Lebel 5 36 Elective 2 Lecturer ECTS Contact hours International Sales Course 1: International sales force management Course 2: International sales strategy Mr Fournier Ms Ferhat Partouche 5 36 * Total including electives: 108 contact hours and 30 ECTS 20

Part III 1st year courses descriptions Course title: ORGANIZATIONAL THEORY (18h) Course lecturer: Ms Somsing Autcharaporn Ph.D. student green_1miew@hotmail.com Course description This course presents theories explaining how organizations work. It deals with their purposes, designs, structures, questions related to bureaucracy, power and politics. It also introduces how organizations face problems related to workers motivations and perceived fairness. Ultimately, the course leads students to think about the impact of external environmental and internal organizational factors on structure and design. Link to the program intended learning outcomes Knowledge (I.L.O n 1) Upon completion of the program, students will demonstrate understanding of the accurate tools to develop and manage an international business. Understanding of the business world (I.L.O n 5) Students will be able to understand business practices and related concepts and be able to integrate this functional knowledge in order to address business problems. Course intended learning outcomes Demonstrate knowledge of the principles of organization structure and organization theories Explain principles of organization structure and design; environment, strategy, technology, organizational culture and change Explain various organization theories which enable managers to understand, predict, and influence organizational design/structure and development Link organizational design to global business strategies and practices 21

Course content Session Content Duration Session 1 Chapter 1 F.W Taylor s scientific organization of work 2.1 Taylor, the three careers 2.2 The causes of weakness and productivity 2.3 The principles of scientific organization Session 2 Chapter 1 F.W Taylor s scientific organization of work 3. 1 Henry Ford, vision and initiative 3.2 The product standardization 3.3 Mass production 3.4 Mass production (2) Session 3 Chapter 2: The human relations movement 1. The basics of the human relations movement Mayo s Hawthorne effect Maslow s hierarchy needs Session 4 Chapter 2 : The human relations movement 2. Successional theories Herzberg s factor approach Mc Gregor s X et Y Theory Motivation theories Leadership theories Session 5 Chapter 3: Contingency approaches 1. Contingency theories Contingency s factors Session 6 Chapter 3: Contingency approaches 2. Organizational configurations Organizational structure Mintzberg s typology 22

Assessment method Type of assessment Weight Final exam (case study) 100% Teaching Approach/ Instructional Methods A word of advice To prepare for each session, students have to read the pedagogical notes. They will also have to finalize the required homework and to hand it in at the specified deadline. During the class, students must actively participate to the discussions of theoretical concepts and examples, giving their motivated opinion. They also have to get involved in analyzing and solving the case studies presented and discussed in class. An active contribution from students will enrich the pedagogical process, providing additional information to the issues presented and discussed in class. Final evaluation A final exam will require students to demonstrate their knowledge of a series of theoretical concepts, as well as their capacity to apply their knowledge. All the answers have to be motivated and demonstrate good written communication skills. Bibliography Mintzberg, H. (2004), Le management : Voyage au centre des organisations, Editions de l Organisation. Rojot, Théorie des organisations, Ed. Eska 2003 Course title: THEORY OF THE FIRM Course lecturer: Ms Somsing Autcharaporn Ph.D. student green_1miew@hotmail.com Course description What is a firm? Why do firms exist? Which transactions should be carried out within a firm rather than through the market? This course opens a black box by considering the internal organization of a firm. The course deals with the traditional problem of the nature of the firm by considering three possible 23

determinants of the choice between integration and non integration: rent seeking, property rights and incentives. In most topics we discuss a few key papers. A general overview over the topics can be obtained from the respective chapters in the books cited in the bibliography part. The list of papers is not meant to be a complete description of the literature. It only contains the papers that will be discussed in class and students may want to read some of these papers directly. Link to program intended learning outcomes Knowledge (I.L.O n 1) Upon completion of the program, students will demonstrate understanding of the accurate tools to develop and manage an international business. Interpersonal skills (ILO n 2) Students will be able to solve problems and to critically analyze. Students will also be able to demonstrate effective oral and written communication skills and decision-making skills. International perspective (I.L.O n 4) Students will understand the specified discipline from a global perspective. Understanding of the business world (I.L.O n 5) Students will be able to understand business practices and related concepts and be able to integrate this functional knowledge in order to address business problems. Course intended learning outcomes Master the theories of business evolution Understand how the firms operate on the market Master the concepts of property rights, agency relationship Demonstrate critical thinking about the functioning of markets and firms Be able to analyze the different decisions made by firms on the market (strategy, property development) Course content Session Content Duration Session 1 Neoclassical Theory and questioning Session 2 Theory of transaction costs Session 3 Evolutionary theory 24

Session 4 Theory of property rights Session 5 Agency theory Session 6 Theory of conventions / Review session (Questions / Answers) Assessment methods Type of assessment Weight Final exam 100% Bibliography Porter M. (1982), Choix stratégiques et concurrence, Economica. Williamson O.E., (1985), The Economic Institutions of Capitalism, Free Press Jensen, M.C. &Meckling, W.H. (1976) «Theory of the firm: Managerial behavior, agency costs and ownership structure», Journal of financial economics, 3(4), 305-360. Demsetz, H. (1967),«Toward a theory of property rights»,the American economic review, 57(2), 347-359. Course title: GENERAL ACCOUNTING Course lecturers : Christine MARSAL, Ph.D. Associate professor Christine.Marsal@univ-montp2.fr M. Antoine CHOLLET Ph.D. student antoine.chollet@univ-montp2.fr Course description The course deals with the principles and concepts of financial accounting, including the basic accounting process, required to make informed decisions based on financial statement information. The main theories of private accounting will be introduced. We will also question the role and objectives of accounting. 25

Link to the program intended learning outcomes Knowledge (I.L.O n 1) Upon completion of the program, students will demonstrate understanding of the accurate tools to develop and manage an international business. Understanding of the business world (I.L.O n 5) Students will be able to understand business practices and related concepts and be able to integrate this functional knowledge in order to address business problems. Course intended learning outcomes Understand the objectives of accounting Master the main theoretical concepts and notions of private accounting Master the basic knowledge in accountancy Course structure: 2 lectures: 6 hours E-learning: 6 hours Small group lecture A: 6 hours Course content Session Content Duration Session 1 Introduction: History of accounting principles and presentation of documents Overview of different accounting operations through a practical case study Session 2 Comprehensive study of main concepts: A - Fixed assets and depreciation B - Inventories C - Provisions D - receivables and commercial bills Session 3 E-learning Session 4 E-learning Session 5 Review of financial statements 26

Session 6 Review of accounting records Teaching Approach/ Instructional Methods A word of advice To prepare for each session, students have to read the pedagogical notes. They will also have to finalize the required homework and to hand it in at the specified deadline. During the class, students must actively participate to the discussions of theoretical concepts and examples, giving their motivated opinion. They also have to get involved in analyzing and solving the case studies presented and discussed in class. An active contribution from students will enrich the pedagogical process, providing additional information to the issues presented and discussed in class. Final evaluation A final exam will require students to demonstrate their knowledge of a series of theoretical concepts, as well as their capacity to apply their knowledge. All the answers have to be motivated and demonstrate good written communication skills. Assessment method Type of assessment Weight Final exam 100% Bibliography Introduction à la comptabilité- Ed Armand Colin de Marie-Odile Régent&Marc Nikitin Introduction à la comptabilité 2013-2014 : Licence - DCG 9, Cours, Exercices corrigés, Tests de connaissances- Ed LEXIS NEXIS de Gérard EnselmeDCG 9 Introduction à la comptabilité 2014 - Annales actualisées - 6e - Ed DUNOD de Anne-Marie Bouvier &Charlotte Disler 27

Course title: COST ACCOUNTING & INTERNATIONAL COST ACCOUNTING Course instructor: Christine MARSAL, Ph.D. Associate professor Christine.Marsal@univ-montp2.fr Course description The management accounting course introduces the fundamentals of costs calculations in connection with the strategic issues of the company. Students will learn how to implement simple consistency checks and make decisions in the light of the calculations. Link to the program intended learning outcomes Knowledge (I.L.O n 1) Upon completion of the program, students will demonstrate understanding of the accurate tools to develop and manage an international business. Interpersonal skills (ILO n 2) Students will be able to solve problems and to critically analyze. Students will also be able to demonstrate effective oral and written communication skills and decision-making skills. Understanding of the business world (I.L.O n 5) Students will be able to understand business practices and related concepts and be able to integrate this functional knowledge in order to address business problems. Course intended learning outcomes Master the fundamentals of cost calculation Be able to analyze calculations Use the vocabulary specific to the methods used Make decisions in light of calculations Connect cost calculation to the strategic issues facing the company Establish simple consistency checks Course content: Session Content Duration Session 1 28

The main issues in management accounting and the basics for determining cost: the full cost Session 2 1 st tutorial: Case study Session 3 The rational allocation of fixed costs Session 4 The ABC method Session 5 Case study Session 6 Case study/ Budgets Assessment methods Type of assessment Weight Ongoing assessment 50% Final exam 50% Teaching Approach/ Instructional Methods A word of advice To prepare for each session, students have to read the pedagogical notes. They will also have to finalize the required homework and to hand it in at the specified deadline. During the class, students must actively participate to the discussions of theoretical concepts and examples, giving their motivated opinion. They also have to get involved in analyzing and solving the case studies presented and discussed in class. An active contribution from students will enrich the pedagogical process, providing additional information to the issues presented and discussed in class. Final evaluation A final exam will require students to demonstrate their knowledge of a series of theoretical concepts, as well as their capacity to apply their knowledge. All the answers have to be motivated and demonstrate 29

good written communication skills. Bibliography Augé Bernard, Naro Gérald, Vernhet Alexandre : «Comptabilité de gestion», Collection Mini Manuel, Dunod, juillet 2013 Courcoureux Michel et Cuyaubère Thierry : «Calcul et analyse des coûts», Nathan Sup, 2011 References for furtherreading: Berland Nicolas, De Rongé Yves : «Contrôle de gestion : perspectives stratégiques et managériales», Pearson, 2010 Dumas Guy, Larue Daniel : «Exercices de contrôle de gestion», LexisNexis, 3 édition, 2012 Course title: MARKETING STUDIES Course lecturer : Gilles SERE DE LANAUZE, Ph.D. Associate professor gilles.sere-de-lanauze@univ-montp2.fr Course description The first part of the course offers an introduction to marketing research and diagnosis. In a second part, it introduces qualitative surveys methodology. Students will be able to apply the conceptual and methodological foundations of marketing approaches to conduct a diagnosis. Link to the program intended learning outcomes Knowledge (I.L.O n 1) Upon completion of the program, students will demonstrate understanding of the accurate tools to develop and manage an international business. Interpersonal skills (ILO n 2) Students will be able to solve problems and to critically analyze. Students will also be able to demonstrate effective oral and written communication skills and decision-making skills. Understanding of the business world (I.L.O n 5) Students will be able to understand business practices and related concepts and be able to integrate this functional knowledge in order to address business problems. International perspective (I.L.O n 4) Students will understand the specified discipline from a global perspective. 30

Course intended learning outcomes: Establish the conceptual and methodological basis of the marketing approach Conduct a diagnosis necessary for any strategic choice Master the tools used to conduct a diagnosis Course content Session Content Duration Session 1 Session 2 Session 3 General overview of market research and diagnosis Qualitative analysis Quantitative ad hoc surveys Session 4 Quantitative surveys Session 5 Panels Session 6 Case study Assessment method Type of assessment Weight Ongoing assessment 30% Final exam 70% Bibliography Études de marché, Jean-Luc Giannelloni& Éric Vernette (2001), Éditions Vuibert MARKET, études et recherches en marketing», Yves Evrard, Bernard Pras&Elyette Roux (1999), Éditions Dunod Études et recherches commerciales», Véronique des Garets (1997), Éditions Economica Pratique des études de Marché, outils du diagnostic marketing» Ph. Aurier, (2007), Economica Enquête : Entretien et Questionnaire», H. Fenneteau, les topos de Dunod (2007) 31

Course title: STRATEGIC MARKETING Course lecturer: Olivier GUYOTTOT, Ph.D. Associate professor o.guyottot@montpellier-bs.com Course description The strategic marketing course establishes the conceptual and methodological foundations of the marketing approach in order to conduct a diagnosis necessary for any action or strategic choice. At the end of this course students, will master the basic concepts, the tools for the diagnosis of marketing situations. Link to the program intended learning outcomes Knowledge (I.L.O n 1) Upon completion of the program, students will demonstrate understanding of the accurate tools to develop and manage an international business. Interpersonal skills (ILO n 2) Students will be able to solve problems and to critically analyze. Students will also be able to demonstrate effective oral and written communication skills and decision-making skills. Understanding of the business world (I.L.O n 5) Students will be able to understand business practices and related concepts and be able to integrate this functional knowledge in order to address business problems. Course intended learning outcomes: Understand the marketing processes Know the market and consumers Prepare an operational marketing plan Course content Session Content Duration Session 1 Introduction Session 2 Understand the Marketing processes Session 3 Marketing strategy Session 4 Know the market and consumers 32

Session 5 The consumers behavior Session 6 Distribution Teaching Approach/ Instructional Methods A word of advice To prepare for each session, students have to read the pedagogical notes. They will also have to finalize the required homework and to hand it in at the specified deadline. During the class, students must actively participate to the discussions of theoretical concepts and examples, giving their motivated opinion. They also have to get involved in analyzing and solving the case studies presented and discussed in class. An active contribution from students will enrich the pedagogical process, providing additional information to the issues presented and discussed in class. Final evaluation A final exam will require students to demonstrate their knowledge of a series of theoretical concepts, as well as their capacity to apply their knowledge. All the answers have to be motivated and demonstrate good written communication skills. Assessment methods Type of assessment Weight Final exam 100% Course title: INFORMATION SYSTEMS Course lecturers : Emmanuel HOUZE, Ph.D. Associate professor 33

emmanuel.houze@univ-montp2.fr Description Through a mixture of theory and real world practice, students will learn how to assess organizational problems and to create the best computing solutions to solve the business needs, enabling the organization to function effectively and efficiently. Students will learn how to use databases data, Internet and business applications programming. Link to the program intended learning outcomes Knowledge (I.L.O n 1) Upon completion of the program, students will demonstrate understanding of the accurate tools to develop and manage an international business. Interpersonal skills (ILO n 2) Students will be able to solve problems and to critically analyze. Students will also be able to demonstrate effective oral and written communication skills and decision-making skills. Understanding of the business world (I.L.O n 5) Students will be able to understand business practices and related concepts and be able to integrate this functional knowledge in order to address business problems. Course intended learning outcomes: Master the different uses of generic IT tools used in business Understand the potential of spreadsheets and databases Master communication tools: use the appropriate vocabulary to interact with technical specialists Managerial skills developed: Set up a computer application such as a spreadsheet for a company using the basic concepts of VBA programming Interact with databases experts Course content Session Content Duration Session 1 How does a spreadsheet operate? its design and use in practice as part of an individual project (3 sessions each) Session 2 Introduction of Visual Basic for Applications (VBA)/ Practice of concepts Session 3 Completion of individual work Session 4 Introducing the concept of database 34

Session 5 Data Base Management System (DBMS): Concepts and Practice Session 6 Case study Assessment methods Type of assessment Weight Final exam 100% Bibliography Rober Chevalier, Introduction à la programmation en VBA, Pearson, 2012 Course title: SIMULATION Course lecturer : Emmanuel HOUZE, Ph.D. Associate professor emmanuel.houze@univ-montp2.fr Link to the program intended learning outcomes Interpersonal skills (ILO n 2) Students will be able to solve problems and to critically analyze. Students will also be able to demonstrate effective oral and written communication skills and decision-making skills. Attitudes (ILO n 3) Students will be able to work as part of a team and carry out a group project. Understanding of the business world (I.L.O n 5) Students will be able to understand business practices and related concepts and be able to integrate this functional knowledge in order to address business problems. Course intended learning outcomes: Master key management concepts by the inductive method 35

Be able to design and use tools for decision-making Make decisions (within a group) Combine analyzes in different areas of management Course content: Session Content Duration Session 1 Introducing the concept of simulation/ Overview of main key management tools Session 2 Decision making by groups Session 3 Decision making by groups Session 4 Decision making by groups Session 5 Results presentation Session 6 Drafting of a summary report Assessment methods Type of assessment Weight Group work performance 25% Work related to the simulation 25% Summary report associated with decisionmaking tools 50% 36

Course title: INTRODUCTION TO FINANCE Course lecturer: Krista DUNIACH, Ph.D. Associate Professor krista.duniach@univ-montp2.fr Course description This course provides an introduction to the theory, methods, and concerns of corporate finance. It will introduce students to frameworks and tools for decision-making. The first part of the course is devoted to the fundamental principles of financial analysis and the second part focuses on business decisionmaking. Link to the program intended learning outcomes Knowledge (I.L.O n 1) Upon completion of the program, students will demonstrate understanding of the accurate tools to develop and manage an international business. Attitudes (ILO n 3) Students will be able to work as part of a team and carry out a group project. Understanding of the business world (I.L.O n 5) Students will be able to understand business practices and related concepts and be able to integrate this functional knowledge in order to address business problems. Course intended learning outcomes: Conduct a profitability analysis for the company Assess the financial viability of the company and its ability to create value for stakeholders. Be able to identify the main risks related to the company s sustainability and profitability Make concrete recommendations to address risks on a long term basis Course content Session Content Duration Session 1 Profit Analysis: Geographic Information System (GIS) Table/ ratios Session 2 Restatement of the Balance Sheet Center 37

Session 3 Correcting case studies Session 4 Analysis of financial structure: the functional assessment Session 5 Correcting case studies Session 6 Correcting synthesis reports Teaching Approach/ Instructional Methods A word of advice To prepare for each session, students have to read the pedagogical notes. They will also have to finalize the required homework and to hand it in at the specified deadline. During the class, students must actively participate to the discussions of theoretical concepts and examples, giving their motivated opinion. They also have to get involved in analyzing and solving the case studies presented and discussed in class. An active contribution from students will enrich the pedagogical process, providing additional information to the issues presented and discussed in class. Assessment method Type of assessment Weight Final exam 100% Final evaluation A final exam will require students to demonstrate their knowledge of a series of theoretical concepts, as well as their capacity to apply their knowledge. All the answers have to be motivated and demonstrate good written communication skills. Bibliography Analyse financière - 5e édition - Concepts et méthodes [Broché], Alain Marion 38

Course title: ENTREPRENEURIAL FINANCE Course lecturer: Maria ANGEL FERRERO Ph.D. student maria.angel87@gmail.com Course description This course is meant to aid those students who are considering launching or being part of a new venture or evaluating entrepreneurial firms from the seat of the public or private investor. The course examines the elements of entrepreneurial finance, giving special focus to technology-based start-up ventures and the early stages of company development. The course aims at providing tools and answers to key questions that emerge during the entrepreneurial process. Sessions will cover the entrepreneurial process, expectations of investors / funders, key accounting terms / concepts, valuation, and the practical application of these topics to financial planning and performance analysis. It aims to prepare students for these decisions, both as entrepreneurs and venture capitalists. Link to the program intended learning outcomes Knowledge (I.L.O n 1) Upon completion of the program, students will demonstrate understanding of the accurate tools to develop and manage an international business. Attitudes (ILO n 3) Students will be able to work as part of a team and carry out a group project. Understanding of the business world (I.L.O n 5) Students will be able to understand business practices and related concepts and be able to integrate this functional knowledge in order to address business problems. Course intended learning outcomes: Explain the concepts of entrepreneurial finance and its difference to traditional corporate finance. Determine the financing needs of an entrepreneurial firm. Assess the financial viability of the company and its ability to create value for stakeholders Demonstrate basic skills in building financial forecasts in Excel for an entrepreneurial firm. Be able to develop proposals that address the needs of providers of financial resources Be able to analyze financial statements relative to operating performance and cash needs Be able to develop knowledge and understanding of terminology and financial concepts critical to the growth and success of entrepreneurial firms; Course content Session Content Duration Session 1 Introduction to Entrepreneurial Finance 39

Sources of finance Session 2 Business Valuation Session 3 Deal Structure Session 4 Exit Strategy Session 5 Private Equity Session 6 Group Presentations Teaching Approach/ Instructional Methods Case Studies Cases are used to engage the student in actual situations that address financial knowledge and an understanding of the entrepreneurial nature of business. Students will work in their team on each case. Each team will prepare a written analysis to the problem stated in the case. Case studies will be assigned at each session and students must be prepare to present it if requested. Final Group Presentation At the end of the course students should present either a financial projection of a proposed venture or a venture of their own Final Exam The final exam will consist of case analysis and multiple choice questions. The final exam is comprehensive. Assessment method Type of assessment Weight Case studies 25% Final Group Presentation 25% 40

Final Exam 50% Bibliography Entrepreneurial Finance, Leach & Melicher, 4th Edition, Southwestern/Cengage Learning Structuring Venture Capital, Private Equity, and Entrepreneurial Transactions. Levin, Jack S. Aspen Publishers, 2009. ISBN: 9780735581609. Research Articles 41

Course title: HUMAN RESOURCES MANAGEMENT Course lecturer: Anne LOUBES, Ph.D. Full Professor anne.loubes@univ-montp2.fr Isabelle BORIES AZEAU, Ph.D. Full Professor isabelle.bories-azeau@univ-montp1.fr Ms Somsing Autcharaporn Ph.D. student green_1miew@hotmail.com Course description This course covers most of the key perspectives in human resource management. The course begins with the introduction to emphasize the importance and role of human resource management in the company. We then focus on the how to align the strategy of human resource in different situation. After knowing when the company should employ new workers, the course will continue on the process of recruitment starting from where to find them until how to prepare them for the job trough training and development. Moreover, the students will also learn how the design reward systems for employee. At the end, the importance of employee relations including their benefits and ethics will be discussed. Link to the program intended learning outcomes Knowledge (I.L.O n 1) Upon completion of the program, students will demonstrate understanding of the accurate tools to develop and manage an international business. Attitudes (ILO n 3) Students will be able to work as part of a team and carry out a group project. Understanding of the business world (I.L.O n 5) Students will be able to understand business practices and related concepts and be able to integrate this functional knowledge in order to address business problems. Course intended learning outcomes: At the end of this course, students will be able to: Discuss the roles of HR Understand the importance of business ethics and corporate social responsibility Discuss how to align a company s strategic direction with its human resource planning. Explain how to design training program and development 42

Explain the recruiter s role in the recruitment process, the limits the recruiter faces, and the opportunities available. List common methods used in selecting HR. List the basic factors determining pay rates. Explain what is meant by ethical behaviour at work and the benefits of employee. Course content Topic Session 1: HRM General Introduction: The Role of the Human Resources Number of Professor Hours 3 Anne LOUBES Session 2: HR Strategy and Planning 3 Anne LOUBES Session 3: HR Management: Training & Development 3 Isabelle BORIES-AZEAU Session 4: Recruitment Process 4 Autcharaporn SOMSING Session 5: Compensation and Benefits 3 Autcharaporn SOMSING Session 6: Employee Relations 2 Autcharaporn SOMSING Total 18 Teaching Approach/ Instructional Methods During the class, students must actively participate to the discussions of theoretical concepts and examples, giving their motivated opinion. They also have to get involved in analyzing and solving the case studies presented and discussed in class. An active contribution from students will enrich the pedagogical process, providing additional information to the issues presented and discussed in class. Final Evaluation A final exam will require students to demonstrate and apply their knowledge of a series of theoretical concepts, as well as their capacity to apply their knowledge. All the answers have to be motivated and demonstrate good written communication skills. Assessment method Type of assessment Weight Final Exam 100% 43

Bibliography Dessler, G. 2011. Fundamentals of human resource management (12 th Edn) Harlow : Pearson Education. Baum, Matthias & Kabst, Rüdiger. 2014. The effectiveness of recruitment Advertisements and recruitment websites: Indirect and interactive effects on applicant attraction. Human Resource Management. 53 (3), 353-378. Lowe, Kevin B., Milliman, John, De Cieri, Helen, Dowling, & Peter J. 2002. International compensation practices : A ten-country compartive analysis. Human Resource Management. 41 (1), 45-67. Mondy R.W. Martocchio J.J. 2016. Human Resource Management, Pearson, Fourteen Edition. British Library. Noe, Raymond A., Hollenbeck, John R., & Gerhart Barry A. 2010. Human resource management: Gaining a competitive advantage. (7 th edn). Mcgraw-Hill Higher Education. Yanadori, Yoshio & Kang, Sung-Choon. 2011. Intra-firm differentiation of compensation systems: Evidence from US high-technology firms. Human Resource Management Journal. 21 (3), 236-257. Course title: INTERNATIONAL HUMAN RESOURCES MANAGEMENT Course lecturer : Autcharaporn SOMSING Ph.D. student a.somsing@gmail.com Course description Welcome to International Human Resource Management (IHRM). Due to the increasing of globalization, it is fruitful to understand how to management employees from different countries with different cultures to perform successfully. This course covers the international perspective of human resource management. Especially, this course focuses on challenges in working in a multicultural context including organization strategy, culture differences, international training and performance. Students will learn how to manage human resource in international context starting from the strategy of organization, preparation of employee to be expatriate, the criteria to recruit foreign employees, as well as compensation design in various contexts. Student engagement in class sessions and willingness to share perspectives and opinions are critical to the success of this course. A range of participative learning methods are used to facilitate an active classroom environment, including case analysis and group discussions. 44

Course objective At the end of this course, we expect students to be able to: Outline the differences between domestic and IHRM Understand how cultural differences shape workplace interactions Answer structurally to international growth Identify the selection criteria in international market Prepare the right training for expatriates and repatriates Identify factors that impact on international performance Examine the complexity when firm move from compensation at the domestic level to compensation at international level. Content Topic Number of Hours Session 1: Introduction to international human resource management 2 Session 2: Introduction to international human resource management 4 Session 3: The cultural and organizational context of IHRM 3 Session 4: Staffing, recruitment, and selection 3 Session 5: International performance 3 Session 6: International training, development and careers 3 Session 7: International compensation 3 Teaching Approach/ Instructional Methods The active participation in this the discussion in the class is considered as very important. The students should be able to share their experiences or opinion regarding international human resource management. During the class, they also have to get involved in analyzing and solving the case studies presented and discussed in class. The students need to work as team for the case studies. The contributions from students will enrich the pedagogical process and positive climate during the course, which finally provide additional information to the issues discussed in class. Assessment methods 45

Type of assessment Weight Final exam 100% Final evaluation A final exam expects students to demonstrate their knowledge of international human resource management that have been learnt during the course. The concepts and theories should be applied wisely in the case study. The answers have to be motivated and demonstrate good written communication skills and easy to follow. References Becton, J. Bret & Field, Hubert S. 2009. Cultural differences in organizational citizenship behavior: a comparison between Chinese and American employees. International Journal of Human Resource Management. 20( 8), 1651-1669. Benson, George S., Pérez-Nordtvedt, Liliana, & Datta, Deepak K. 2009. Managerial characteristics and willingness to send employees on expatriate assignments. Human Resource Management. 48(6), 849-869. Dowling, Peter J., Festing, Marion, & Engle, Allen D. 2013. International human resource management. (6 th edn). Cengage Learning. Kulkarni, Mukta; Lengnick-Hall, Mark L., & Valk, Reimara. 2010. Employee perceptions of repatriation in an emerging economy: The Indian experience. Human Resource Management. 49 (3), 531-548. Pudelko, Markus, Harzing, Anne-Wil. 2007. Country-of-origin, localization, or dominance effect? An empirical investigation of HRM practices in foreign subsidiaries. Human Resource Management. 46(4), 535-559. Syed, Jawad, Hazboun, Nour George, & Murray, Peter A. 2014. What locals want: Jordanian employees' views on expatriate managers. International Journal of Human Resource Management. 25( 2), 212-233. 46

Course title: ENGLISH AS A FOREIGN LANGUAGE Course lecturer : Troy REEDE Troy.Reede@univ-montp2.fr Course description Students are divided into two groups. The first group practices business English vocabulary to broaden and deepen the knowledge of grammar. The second group takes part in web video meetings to learn about the business world in English. Link to the program intended learning outcomes Interpersonal skills (ILO n 2) Students will be able to solve problems and to critically analyze. Students will also be able to demonstrate effective oral and written communication skills and decision-making skills. Course intended learning outcomes: Be able to understand everyday conversations in English Be able to write and comment in English Use the vocabulary related to business Course content Session Content Duration Session 1 Grammar and vocabulary session Session 2 Grammar and vocabulary session Session 3 1. Listening Comprehension Short Dialogues Casual Conversations Academic Discussions Session 4 2. Structure Structure Written Expression Session 5 47

3. Reading Comprehension Vocabulary Reading Comprehension Session 6 4. Writing Sample Essays Course title: NEGOTIATION AND SALES Course lecturer : Christophe FOURNIER, Ph.D. Full Professor christophe.fournier@univ-montp2.fr Description The negotiation and sales course presents how to conduct a sale (or purchase) and how to establish a good relationship. In a second step, students learn how to persuade the value of a product and support the decision of the buyer. Link to the program intended learning outcomes Knowledge (I.L.O n 1) Upon completion of the program, students will demonstrate understanding of the accurate tools to develop and manage an international business. Interpersonal skills (ILO n 2) Students will be able to solve problems and to critically analyze. Students will also be able to demonstrate effective oral and written communication skills and decision-making skills. International perspective (I.L.O n 4) Students will understand the specified discipline from a global perspective. Course intended learning outcomes: Implement and develop strategies for selling and purchasing industrial goods and services Use the methods of the early stages of selling to lead negotiations in a cross-cultural environment communication Build an advertising strategy, develop a media and new media plan (communication) 48

Be aware of the role that culture plays in negotiation (communication) Course content Session Contenu Durée Session 1 Brain and persuasion Information gathering: group decision making, balance of power, stakes Session 2 Cognitive communication Leading negotiation within organizations Session 3 Cohérence & persuasion Marketing strategies implementation Session 4 Selling technique: promise, argue, buy Preparation for a sale or purchase interview: how to establish a good relationship, be convincing, support the buyer s decision Session 5 Get to buy Convince others of the value of an offer/ Support the buyer s decision Session 6 Put yourself at the buyer s place and make a decision Assessment methods Type of assessment Weight Final exam 100% 49

Course title: COMMUNICATION Course lecturer: Gilles SERE DE LANAUZE, Ph.D. Associate professor gilles.sere-de-lanauze@univ-montp2.fr Description The communication course introduces the fundamentals and theories of communication, the process of communication as well as the main stakeholders (advertisers, agencies, media). It also sets off media techniques (sales promotion), and addresses the issue of public relations and events. Link to the program intended learning outcomes: Knowledge (I.L.O n 1) Upon completion of the program, students will demonstrate understanding of the accurate tools to develop and manage an international business. Interpersonal skills (ILO n 2) Students will be able to solve problems and to critically analyze. Students will also be able to demonstrate effective oral and written communication skills and decision-making skills. Understanding of the business world (I.L.O n 5) Students will be able to understand business practices and related concepts and be able to integrate this functional knowledge in order to address business problems. Course intended learning outcomes: Master the main theoretical concepts and notions of corporate communication Understand and use the tools and techniques (media and non-media) Implement a communication strategy consistent with business objectives Module syllabus or content Session Content Duration Session 1 Theories of Communication (review), the communication process, the main stakeholders (advertisers, agencies, media) Session 2 Communication strategy/ communication plan Session 3 General advertising, design and media planning Session 4 The techniques of non-media: Sales promotion 50

Session 5 Communication of non-media: direct marketing, public relations and events. Internet and communication Session 6 Tutorial Assessment methods Type of assessment Ongoing assessment (case study& oral presentation) Weight 30% Final exam 70% Bibliography Malaval P. et Décaudin J.M., Pentacom, Communication : théorie et pratique, Pearson Education Ed. Course title: EXPORT STRATEGY Course lecturer Linda FERHAT PARTOUCHE linda.ferhatpartouche@laposte.net Description The first part of the export strategy course outlines the foundations of strategic management applied to international markets. In the second part of the course, issues related to internationalization strategies and infiltration will be discussed. A third part will deal with financial strategies and risk management. Link to the program intended learning outcomes Knowledge (I.L.O n 1) Upon completion of the program, students will demonstrate understanding of the accurate tools to develop and manage an international business. International perspective (I.L.O n 4) Students will understand the specified discipline from a global perspective. 51

Understanding of the business world (I.L.O n 5) Students will be able to understand business practices and related concepts and be able to integrate this functional knowledge in order to address business problems. Course intended learning outcomes: Use appropriate management tools in accordance with an international strategic plan Check the company meets international performance requirements Course content Session Content Duration Session 1 Chapter 1 : Strategic management fundamentals for international markets openings Session 2 Chapter 1 : Strategic management fundamentals for international markets openings Session 3 Chapter 2 : Internationalization and the cross-cultural issue Session 4 Chapter 3 : Internationalization strategies, infiltration, information Session 5 Chapter 3 : Internationalization strategies, infiltration, information Session 6 Chapter 4: Financial and legal strategies, risk measurement and communication Teaching Approach/ Instructional Methods A word of advice To prepare for each session, students have to read the pedagogical notes. They will also have to finalize the required homework and to hand it in at the specified deadline. During the class, students must actively participate to the discussions of theoretical concepts and examples, giving their motivated opinion. They also have to get involved in analyzing and solving the case studies presented and 52

discussed in class. An active contribution from students will enrich the pedagogical process, providing additional information to the issues presented and discussed in class. Assessment methods Type of assessment Weight Ongoingassessment (case study) 30% Final exam 70% Course title: INTERNATIONAL FINANCE Course lecturer : Bernard JACQUIN bjconseil@hotmail.fr Course description The International finance course covers the financing methods and techniques utilized in international business. Link to the program intended learning outcomes Knowledge (I.L.O n 1) Upon completion of the program, students will demonstrate understanding of the accurate tools to develop and manage the financing of an international business. International perspective (I.L.O n 4) Students will understand the specified discipline from a global perspective. Understanding of the business world (I.L.O n 5) Students will be able to understand business practices and related concepts and be able to integrate this functional knowledge in order to address business problems. Course intended learning outcomes: Using the right type of credit Hedging the exchange rate risk 53

Security of payment in trade Course content Session Content Duration Session 1 Corporate credits and syndicated loans Session 2 Trade finance, the most secured means of payment and factoring Session 3 The exchange rate risk Session 4 Commodity finance and Countertrade Session 5 Project finance and contract bonds Session 6 Case study Teaching Approach/ Instructional Methods A word of advice To prepare for each session, students have to read the pedagogical notes. They will also have to finalize the required homework and to hand it in at the specified deadline. During the class, students must actively participate to the discussions of theoretical concepts and examples, giving their motivated opinion. They also have to get involved in analyzing and solving the case studies presented and discussed in class. An active contribution from students will enrich the pedagogical process, providing additional information to the issues presented and discussed in class. Assessment methods Type of assessment Weight Final exam (case study) 100% Final evaluation A final exam will require students to demonstrate their knowledge of a series of theoretical concepts, 54

as well as their capacity to apply their knowledge. All the answers have to be motivated and demonstrate good written communication skills. Course title: B TO B MARKETING Lecturers: Krista DUNIACH, Ph.D. Associate Professor krista.duniach@univ-montp2.fr Link to the program intended learning outcomes Knowledge (I.L.O n 1) Upon completion of the program, students will demonstrate understanding of the accurate tools to develop and manage an international business. Understanding of the business world (I.L.O n 5) Students will be able to understand business practices and related concepts and be able to integrate this functional knowledge in order to address business problems. Course intended learning outcomes Identify the strategic role of supply procurement function within the company Understand the supply purchasing function as a source of profits Master the main tools of B to B Marketing Description du cours : 6 sessions of 3 hours each Course content Session Content Duration Session 1 The purchase and supply position in the company Part 1 Session 2 The purchase and supply position in the company Part 2 Session 3 Interactions between purchase and stock 55

Part 1 Session 4 Interactions between purchase and stock Part 2 Session 5 How to optimize orders? Session 6 Case study Assessmentmethod Type of assessment Weight Final exam 100% Bibliography: Pratique de la gestion des stocks (Dunod) ; Fonction acheteur (Dunod), La négociation Acheteur/Vendeur (Dunod), la Démarche Qualité (AFNOR) 56

Course title: INTERNATIONAL LOGISTICS Course lecturer : M. Arnold FERNANDEZ arnold.fernandez@wanadoo.fr Course description The international logistics course presents, in a first part, the various strategies in international logistics as well as the various stakeholders in international operations (rail, air and road transport). The second part of the course will allow students to practice the teachings through case studies. Link to the program intended learning outcomes Knowledge (I.L.O n 1) Upon completion of the program, students will demonstrate understanding of the accurate tools to develop and manage an international business. International perspective (I.L.O n 4) Students will understand the specified discipline from a global perspective. Understanding of the business world (I.L.O n 5) Students will be able to understand business practices and related concepts and be able to integrate this functional knowledge in order to address business problems. Course intended learning outcomes: Master international transportation mechanisms, legal rules and responsibilities Implement an international logistics operation Master the different techniques and regulations in international logistics Course content Session Content Duration Session 1 International logistics strategies Session 2 The stakeholders of international operations Session 3 In- depth study of different the types of transport Session 4 Case study 1 57

Session 5 Case study 2 Session 6 Case study 3 Assessment methods Type of assessment Ongoing assessment (case study and oral presentation) Weight 30% Final exam 70% Bibliography Le transport (Foucher) ; Exporter (Fouchet) ; Livret guide assurance en transport (Ed l assurance française), Lamy transport (Ed Lamy). 58

Course title: INTERNATIONAL LAW Course lecturer : Grégory HANSON contact@gregoryhansonavocat.com Link to the program intended learning outcomes Knowledge (I.L.O n 1) Upon completion of the program, students will demonstrate understanding of the accurate tools to develop and manage an international business. International perspective (I.L.O n 4) Students will understand the specified discipline from a global perspective. Course intended learning outcomes: Know the basic legal rules to be applied during negotiations Identify the assumptions and means of implementation of the Brussels Convention and Regulation No 44/2001 (related to the recognition and enforcement of judgments when applied in a EU Member State) Recognize legal issues related to the negotiation, drafting or application of an international agreement Course content Session Content Duration Session 1 The French contract law Session 2 International contract law Session 3 The main provisions of international contracts Session 4 Private International Law and the law applicable to contracts. Case studies Session 5 Private International Law and the competent judge. Case studies Session 6 Private International Law and Unfair Competition 59

Assessment objectives and methods Type of assessment Weight Final exam 100% Bibliography Cachard Olivier. Droit international privé, Collection paradigme, 2013 Nourisat, Cyril et al. Travaux dirigés de droit international privé. Litec. 2009 Lousssuarn, Yves, Droit International Privé. Dalloz. 2013 References for further readings DIJON P. et VILLELA E. Le cas pratique en droit international privé. Ellipses, 2006. Course title: IN-COMPANY PROJECT/INTERNSHIP Course description This course unit includes a methodology session to prepare student s entry into the professional world and also an introductory session to research. After completion of the course, students may choose to either pursue a Ph.D. or start to work. The internship module is essentially built around students in-company projects conducted during the year. The aim is to inform students about the possibilities of pursuing a career in higher education and research, which are the two main missions of the French university. Attendance to this module is mandatory. Link to the program intended learning outcomes Knowledge (I.L.O n 1) Upon completion of the program, students will demonstrate understanding of the accurate tools to develop and manage an international business. Understanding of the business world (I.L.O n 5) Students will be able to understand business practices and related concepts and be able to integrate this functional knowledge in order to address business problems. Course content Methodology 60

Introduction to academic research Application of professional practices Assessment methods Type of assessment Weight In-company project 50% Internship 50% 61

Part IV 2 nd year courses descriptions Course title: INTERNATIONAL BUSINESS AND ENTREPRENEURSHIP Course lecturers: Véronique BESSIERE, Ph.D. Full professor veronique.bessière@univ-montp2.fr Ms Maria Claudia ANGEL FERRERO Ph.D. student maria.angel87@gmail.com Course description This course addresses various aspects of international entrepreneurship and the opportunities available to start-ups and small businesses in the global environment. The complexity and challenges facing entrepreneurs vary across different countries and are larger when their business ventures are international in scope. This course explores the issues specific to international venturing including personality traits of entrepreneurs, search and identification of opportunities in foreign markets, logistics of international business expansion, cross-cultural business communication, international sourcing, international deal making and networking. Program Intended learning outcomes Knowledge (ILO n 1) Upon completion of the program, students will demonstrate understanding of the consistent tools to develop and manage an international business. International perspective (ILO n 4) Students will understand the specified discipline from a global perspective. Understanding of the business world (ILOn 5) Students will be able to understand business practices and related concepts and be able to integrate this functional knowledge in order to address business problems. Course Intended Learning Outcomes Understand the challenges of cross-cultural issues in communication, international deal making and networking Identify possible sources and characteristics of viable business opportunities in international context Know alternative business concepts for pursuing viable opportunities Identify the types of human, information, and financial resources required for launching and managing a new venture 62

Module content Session Content Duration Session 1 Introduction to International Entrepreneurship What is Entrepreneurship? Who is an Entrepreneur? Entrepreneurial Decision-Making Domestic vs International Entrepreneurship The role of culture in International Entrepreneurship Entrepreneurship around the world Session 2 Opportunity Assessment and Market Selection Opportunity vs. Risk Cross-border opportunities Market trends Barriers and sustainability Venturing in Emerging Markets Session 3 Internationalization Process Internal and External Audit Timing and Entry Mode International partnerships Session 4 International Strategy Value Proposition and business model Innovation strategy Business Concept Growth Strategy Strategic Alliances Session 5 International Marketing 13 p s of Marketing Exporting logistics International pricing Cross-cultural negotiation and networking International communication and advertising The Marketing Plan Session 6 Entrepreneurshipseminar 63

Assessment methods Method of assessment Weight Group project 50% Final examination 50% Total 100% More details about assessment The evaluation method used in this course will assess students understanding of concepts, their capacity to apply these concepts to practical situations. The answers of the final examination have to be motivated and demonstrate good written communication skills. During the exam, the students cannot access any material. Recommended readings The Global Entrepreneur: Taking Your Business International. 2013.3 rd edition. By James F.Foley. Jamric Press International. International Entrepreneurship and Management Journal, Editors: SPRINGER The Innovator's Dilemma: The Revolutionary Book That Will Change the Way You Do Business. 2011. By Clayton M. Christensen. Harper Business Essentials (recommended) 64

Course title: BUILDING AN INTERNATIONAL BUSINESS PLAN UE 2 S3 Course instructor: Patrick VERHAEGHE patrick.verhaeghe@numericable.fr Description: After thoroughly checking the various elements necessary to the Business Plan, students will get to the step by step methodology leading to the final touch of the BP, namely the Executive summary. Students will finally apply the methodology to a case study very similar to what is requested in the final exam. Link to the program intended learning outcomes: Knowledge (I.L.O n 1) Upon completion of the program, students will demonstrate understanding of the accurate tools to develop and manage an international business. Interpersonal skills (ILO n 2) Students will be able to solve problems and to critically analyze. Students will also be able to demonstrate effective oral and written communication skills and decision-making skills. International perspective (I.L.O n 4) Students will understand the specified discipline from a global perspective. Understanding of the business world (I.L.O n 5) Students will be able to understand business practices and related concepts and be able to integrate this functional knowledge in order to address business problems. Course intended learning outcomes: Be able to use the methodology to build the International Business Plan Carefully evaluate products potential for theinternational market Be aware of the importance of total cost of goods sold and breakeven analysis Clearly communicate international business plans toothers Prerequisites: Knowledge of import/export operations, International Marketing and total costing calculation. 65

Course outline: Session Content Duration Session 1 Export potential analysis Session 2 Developing an international business Session 3 International vs domestic BP Session 4 International BP workshop Session 5 Case Study Session 6 Case Study Assessment method: Type of assessment Weight Case study (final exam) 100% Teaching Approach/ Instructional Methods A word of advice To prepare for each session, students have to read the pedagogical notes. They will also have to finalize the required homework and to hand it in at the specified deadline. During the class, students must actively participate to the discussions of theoretical concepts and examples, giving their motivated opinion. They also have to get involved in analysing and solving the case studies presented and discussed in class. An active contribution from students will enrich the pedagogical process, providing additional information to the issues presented and discussed in class. Final evaluation A final exam will require students to demonstrate their knowledge of a series of theoretical concepts, as well as their capacity to apply their knowledge. All the answers have to be motivated and demonstrate good written communication skills. 66

Course title: Social responsibility-sustainability-ethics and Research (SRSER) Course lecturers: Gilles SERE DE LANAUZE, Ph.D. Associate professor gilles.sere-de-lanauze@univ-montp2.fr Olivier GUYOTTOT, Ph.D. Associateprofessor o.guyottot@montpellier-bs.com Jean Pierre NEVEU, Ph.D. Full professor Jean-Pierre.Neveu@univ-montp2.fr Course description Sustainability and ethics are two growing concern in link with both local and global stakes and a controversial relationship with business-oriented aims and practices. Social responsibility is one of the responses companies provide in front of such issues. The first part of the course of the course intends to better understand the reasons of these majors trends and discuss the opportunities and drawbacks they represents for the companies and the ways they can take advantage of ethical, responsible and sustainable practices. Core mission of the University worldwide, Research is a philosophy, a practice and a potential career that University students should be aware of, even if they do not intent to select this route for their future. The course will provide the fundamentals to understand the global aims, missions and basic processes of Research, and will then ground on this framework the methodology for writing and defense of a master thesis. Link to program intended learning outcomes: Interpersonal skills (ILO n 2) Students will be able to solve problems and to critically analyze. Students will also be able to demonstrate effective oral and written communication skills and decision-making skills. International perspective (I.L.O n 4) Students will understand the specified discipline from a global perspective. Understanding of the business world (I.L.O n 5) Students will be able to understand business practices and related concepts and be able to integrate this functional knowledge in order to address business problems. Awareness of the broader trends in society (eg social responsibility) (I.L.O n 6) 67

Students will be able to demonstrate awareness of ethical and social responsibility issues. Part 1: Social responsibility-sustainability-ethics (9h) Course intended learning outcomes: Understand the present trends and stakes of social responsibility, sustainability and ethics, how they develop as a global concern and are integrated in business and management strategies and practices Be able to identify opportunities and threats in link to these timely issues Demonstrate communication skills in regards to corporate social responsibility Part 2: Introduction to Research (9h) Course intended learning outcomes: Understand the academic research process at the University Be aware of the aims, expectations and guidelines related to the Master thesis Define a pertinent research issue Be aware of the possibility and process of a future academic career Module syllabus or content Session Content Duration Session 1 Introduction to the issue and definition of concepts Session 2 The concept of social responsibility The concept of ethics Session 3 The International dimension How to integrating SR in the company, outcomes and best practices Session 4 Introduction to science and research framework at the university Session 5 What is an academic research? Session 6 Master thesis writing and defense methodology and guidelines 68

Assessment objectives and methods Type of assessment Weight Continuousassessment 100% 69

Course title: IT & DISTRIBUTION CHANNELS/ COMMUNICATION Course lecturers: Krista DUNIACH, Ph.D. Associate professor kristaduniach@yahoo.fr Maximo BARAHONA Ph.D. student max.barahona@yahoo.com Link to the program intended learning outcomes Knowledge (I.L.O n 1) Upon completion of the program, students will demonstrate understanding of the accurate tools to develop and manage an international business Interpersonal skills (ILO n 2) Students will be able to solve problems and to critically analyze. Students will also be able to demonstrate effective oral and written communication skills and decision-making skills. International perspective (I.L.O n 4) Students will understand the specified discipline from a global perspective. Understanding of the business world (I.L.O n 5) Students will be able to understand business practices and related concepts and be able to integrate this functional knowledge in order to address business problems Course intended learning outcomes Part 1 IT & Distribution channels Demonstrate knowledge about marketing channels Be aware of the impact of IT on distribution strategy (opportunities and threats) Understand Marketing channels in an international environment Part 2 Communication Identify and define the different barriers and challenges in intercultural communication Grasp communication concepts through political, cultural and economic issues. Course content Session Content Duration Session 1 Part I IT & Distribution channels Introduction: global market trends 70

Chapter 1: Fundamentals of IT & distribution Session 2 Chapter 1: Fundamental of IT & distribution Session 3 Chapter 2: Channel strategy & multichannel marketing Conclusion: International marketing & trends Session 4 Part 2 Communication Chapter 1: International communication and global business Cultural synergy Political issues Economic issues Session 5 Chapter 2: Approaches to culture International business, culture and communication Barriers and challenges Session 6 Chapter 3: Cultural synergy and global organization Conclusion Instructions for research articles Part 1 IT & distribution channels Work in groups of 2 (26 groups, 13 per week), 4 different articles, 1 week to prepare Executive summary a Concepts/theories, purpose, design/methodology, findings, implications/limitations, discussion Summarize, analyze, criticize. Feel free to give examples or links to associated concepts/theories/research. Do not just cut & paste. Put it in your own words! Summary of +/- 500 words and ppt presentation (about 20 minutes) One group will be randomly selected to present the article to the class. Class discussion will follow the presentation. Compulsory research readings Article 1: Rose S., M. Clark, P. Samouel and N. Hair (2012), Online customer experience in Eretailing: an empirical model of antecedents and outcomes, Journal of Retailing, 88(2), 308-322. Article 2: Floyd K., R. Freling, S. Alhoqail, H.Y. Cho, T. Freling (2014), How online product reviews affect retail sales: a meta-analysis, Journal of Retailing, 90 (2), 217-232. Article 3: Wang J. J., X. Zhao, J. J. Li (2013), Group buying: a strategic form of consumer collective, Journal ofretailing, 89(3), 338-351. 71

Article 4: Adam M.T.P., J. Krämer, M.B. Müller (2015), Auction Fever! How time pressure and social competition affect bidders arousal and bids in retail auctions, Journal ofretailing, article in press, forthcoming. For further reading: Article 5 :Reinartz W., B. Dellaert, M. Krafft, V. Kumar and R. Varadarajan (2011), Retailing innovations in a globalizing retail market environment, Journal of Retailing, 87S(1), 53-66. Assessment methods Method of assessment Weight Final examination 100% More details about assessment The evaluation method used in this course will assess students understanding of concepts, their capacity to apply these concepts to practical situations. The answers of the final examination have to be motivated and demonstrate good written communication skills. During the exam, the students cannot access any material. A word of advice To prepare for each session, students have to read the pedagogical notes. They will also have to finalize the required homework and to hand it in at the specified deadline. During the class, students must actively participate to the discussions of theoretical concepts and examples, giving their motivated opinion. They also have to get involved in analysing and solving the case studies presented and discussed in class. An active contribution from students will enrich the pedagogical process, providing additional information to the issues presented and discussed in class. Bibliography Chaffey (2014), Digital Business and E-Commerce Management, Pearson. Coughlan, Anderson, Stern, El-Ansary (2006), Marketing Channels, Prentice Hall. Dent (2014), Technology Distribution Channels, Kogan Page. Keegan (2014), Global Marketing Management, Pearson. Keegan and Green (2015), Global Marketing, Pearson. Rugman and Collinson (2012), International Business, Pearson Kotler and Keller (2011), Marketing Management, Prentice Hall. Palmatier, Stern and El-Ansary (2015), Marketing Channel Strategy, Pearson. Turban, King et al. (2015), Electronic Commerce: A Managerial and Social Networks Perspective, Springer. Marketing journals: JR, JSBM, JIBS, IJRDM 72

Course title: INTERNATIONAL SALES MANAGEMENT Elective: International sales UE 3 Course instructor: Christophe Fournier, Ph.D. Full professor christophe.fournier@univ-montp2.fr Course description: Selling has become a major stake for companies especially in our global and open world. The rapidly changing world leads companies to be more customers oriented. Economic growth will increase and be sustainable only if selling strategy and function play a crucial role in firms. The objective of this lecture is to present how to implement a selling strategy and how to organize sales management in order to obtain a competitive firm. By the end of the course, students should be able to understand how to manage and motivate a sales force and how to implement relevant solutions to solve problems in the selling function. Different tools and methods available in each area of sales management will be presented. But the aim is also to provide students with the possibility of implementing their own solution and solving any complex problem. Link to the program intended learning outcomes: Attitudes (ILO n 3) Students will be able to work as part of a team and carry out a group project. International perspective (I.L.O n 4) Students will understand the specified discipline from a global perspective. Understanding of the business world (I.L.O n 5) Students will be able to understand business practices and related concepts and be able to integrate this functional knowledge in order to address business problems. Course intended learning outcomes: Be able to implement a selling strategy Be able to organize sales management in order to obtain a competitive firm Be able to lead an international sales force Course outline/ structure: Session Content Duration Session 1 Introduction 1. Managing the sales force in a changing world 2. Sales force performance 73

Session 2 Chapter 1: Organizing the sales force 3. Selling and salespeople 4. The Sales structures 5. Sales forecasts and quotas Session 3 Chapter 2: Motivating and Compensating a sales force 6. The essentials of motivation 7. Compensation of a sales force 8. Implementation of sales contest Session 4 Chapter 3: Selecting and maintaining sales peoples 9. Recruitment and Selection of sales people 10. Turnover and sales management Session 5 Chapter 4: New stakes in personal selling management 11. Selling and Ethic Case study Session 6 Chapter 4: New stakes in personal selling management 12. Multichannel strategy, CRM and Sales Case study Assessment: Type of assessment Weight Group work during class sessions 30% Case study (final exam) 70% Teaching Approach/ Instructional Methods A word of advice To prepare for each session, students have to read the pedagogical notes. They will also have to finalize the required homework and to hand it in at the specified deadline. During the class, students must actively participate to the discussions of theoretical concepts and examples, giving their motivated opinion. They also have to get involved in analysing and solving the case studies presented 74

and discussed in class. An active contribution from students will enrich the pedagogical process, providing additional information to the issues presented and discussed in class. Bibliography and Readings and references Sales Management. A multinational perspective, 2011, Edited by P. Guenzi and S. Geiger, Palgrave MacMillan Edition. Sales Management Shaping future sales leaders, 2009, J Tanner E Honeycutt, R, Erffmeyer, Pearson Edition. http://www.sellingpower.com http://chally.com Course title: INTERNATIONAL SALES STRATEGY Elective: International sales UE 3 18h Course lecturer: Ms Linda FERHAT-PARTOUCHE linda.ferhatpartouche@laposte.net Course description: The course provides students with the accurate tools to develop and manage an international business (Lectures and case studies + Groups researches). Link to the program objectives: Interpersonal skills (ILO n 2) Students will be able to solve problems and to critically analyze. Students will also be able to demonstrate effective oral and written communication skills and decision-making skills. International perspective (I.L.O n 4) Students will understand the specified discipline from a global perspective. Understanding of the business world (I.L.O n 5) Students will be able to understand business practices and related concepts and be able to integrate this functional knowledge in order to address business problems. Course intended learning outcomes: Be able to identify and select new markets Choose the best entry strategy Deal with risks management: political, commercial and payment 75

Course outline: Session Content Duration Session 1 Chapter 1: The worldwide market place Why international trade? Who are the global traders? International trade and countries Types of international trade World trading patterns Future prospects Session 2 Chapter 1: The worldwide market place Trade balance in merchandise trade The reasons countries trade How comparative advantage is achieved Barriers to world trade Non tariffs barriers Session 3 Chapter 2: Cultural considerations in international Business Culture and international and international Business What is culture? Layers of culture Cross cultural analysis Session 4 Chapter 3: International segmentation The strategic marketing process Segmentation criteria Segments evaluation Session 5 Chapter 3.2: Launching your international business How entering new markets Indirect strategy Direct exporting Session 6 Conclusion Assessment method 76

Type of assessment Weight Final exam 50% Ongoing assessment 50% Teaching Approach/ Instructional Methods A word of advice To prepare for each session, students have to read the pedagogical notes. They will also have to finalize the required homework and to hand it in at the specified deadline. During the class, students must actively participate to the discussions of theoretical concepts and examples, giving their motivated opinion. They also have to get involved in analyzing and solving the case studies presented and discussed in class. An active contribution from students will enrich the pedagogical process, providing additional information to the issues presented and discussed in class. Final evaluation A final exam will require students to demonstrate their knowledge of a series of theoretical concepts, as well as their capacity to apply their knowledge. All the answers have to be motivated and demonstrate good written communication skills. Course title: PURCHASE MARKETING Elective: International purchase UE4 18h Course lecturer: Ms Diana LEBEL dianalebel@gmail.com Description The purchase marketing course will confront the Marketing Management Approach to the Purchase Marketing Management. Then, students will learn how to elaborate a strategic purchase policy, how to trade and establish relationships in a multicultural environment and define a firms needs in terms of financial, supply and or equipment. 77

Link to the program intended learning outcomes Knowledge (I.L.O n 1) Upon completion of the program, students will demonstrate understanding of the accurate tools to develop and manage an international business. Interpersonal skills (ILO n 2) Students will be able to solve problems and to critically analyze. Students will also be able to demonstrate effective oral and written communication skills and decision-making skills. Attitudes (ILO n 3) Students will be able to work as part of a team and carry out a group project. International perspective (I.L.O n 4) Students will understand the specified discipline from a global perspective. Understanding of the business world (I.L.O n 5) Students will be able to understand business practices and related concepts and be able to integrate this functional knowledge in order to address business problems. Course intended learning outcomes: Know how to make a diagnosis of a purchase portfolio Study efficiently a global provider market Choose appropriate and consistent procurement strategies with the overall objectives Communicate efficiently in a multicultural environment Understand and define a firms needs in terms of financial, supply and or equipment goals Identify the «real customer» Be able to develop a purchase strategy Course content: Session Content Duration Session 1 Introduction Definitions - Problematic Session 2 The Marketing Management Approach vs Purchase Marketing Management Session 3 Internal environments Session 4 External environments Session 5 Elaborating a strategic purchase policy 78

Session 6 Implementation: purchase mix Assessment methods: Type of assessment Weight Research 20% Continuous assessment (cases, oral presentations 30% Final exam 50% Teaching Approach/ Instructional Methods A word of advice To prepare for each session, students have to read the pedagogical notes. They will also have to finalize the required homework and to hand it in at the specified deadline. During the class, students must actively participate to the discussions of theoretical concepts and examples, giving their motivated opinion. They also have to get involved in analysing and solving the case studies presented and discussed in class. An active contribution from students will enrich the pedagogical process, providing additional information to the issues presented and discussed in class. Bibliography Buying for business: Christopher Barrat, Mark Whitehead - Fonction Achat et Approvisionnements en PME/PMI Hélène Person (Maxima) - International Marketing and Purchasing of Industrial Goods Features of a European Research, European Journal of Marketing, M.T. Cunningham, (UMIST, Manchester, UK) - Le marketing des Achats Roger Perrotin (ed d Organisation) - Marketing Business to Business Malaval et Benarroya 3ème et 4ème ed (Pearson) - Making Buying decisions Clodfelter (Fairchild books) - Fonction achat, contrôle interne, et gestion des risques F. Bernard et E. Salviac (Maxima) - Mercator - Marketing Management Kotler - Marketing: A strategic Perspective James M. Hulbert( Ed Impact Publishing Company) - International marketing and purchasing of industrial goods Hackanson (Wiley &Sons) 79

- Procurement principles and Management P. Baily D.farmer B. Crocker D.Jessop D. Jones 10th ed (Prentice Hall Financial Times) - Going Global Kuntz & Garner (Fairchild) - 2001. Recklies Management Project GmbH, DagmarRecklies Course title: SOURCING Elective: International purchase Course lecturer: Ms Diana LEBEL dianalebel@gmail.com Link to the program intended learning outcomes Knowledge (I.L.O n 1) Upon completion of the program, students will demonstrate understanding of the accurate tools to develop and manage an international business. Interpersonal skills (ILO n 2) Students will be able to solve problems and to critically analyze. Students will also be able to demonstrate effective oral and written communication skills and decision-making skills. Attitudes (ILO n 3) Students will be able to work as part of a team and carry out a group project. International perspective (I.L.O n 4) Students will understand the specified discipline from a global perspective. Understanding of the business world (I.L.O n 5) Students will be able to understand business practices and related concepts and be able to integrate this functional knowledge in order to address business problems. Course intended learning outcomes: Understand the firm s issues in terms of sourcing Choose appropriate and consistent procurement sources with the overall objectives. Be able to complete a project in sourcing specific items Master the use of technical factor such as exchange rates, or customs regulations to resolve problems Identify and solve critical problems of coordination within a supply chain Distinguish and classify the relationships between suppliers in terms of product properties, process and market 80

Course structure :6 sessions - 3 hours each Course content: Session Content Duration Session 1 Course presentation: content, evaluation, planning Sourcing overview : Purchase and sourcing in the firm s organization The latest trends in the Sourcing strategy ( Make or buy ) The different categories of sourcing, the sourcing process Careers : Jobs in purchase & sourcing Careers Session 2 Internal constraints, cost calculation Session 3 Global sourcing organization, actors, external constraints Session 4 Supplier strategy Assessment, RFP, RFO, RFQ, partnerships Purchase orders and retro planning Session 5 Administrative and financial flows Session 6 Sourcing around the world: major sourcing zones; Student presentation Assessment methods: Type of assessment Weight Pre requisites quiz, Research 30% Continuous assessment (homework, case studies, oral presentation) 20% 81

Final exam 50% Teaching Approach/ Instructional Methods A word of advice To prepare for each session, students have to read the pedagogical notes. They will also have to finalize the required homework and to hand it in at the specified deadline. During the class, students must actively participate to the discussions of theoretical concepts and examples, giving their motivated opinion. They also have to get involved in analysing and solving the case studies presented and discussed in class. An active contribution from students will enrich the pedagogical process, providing additional information to the issues presented and discussed in class. Bibliography Buying for business: Christopher Barrat, Mark Whitehead Fonction Achat et Approvisionnements en PME/PMI Hélène Person (Maxima) International Marketing and Purchasing of Industrial Goods Features of a European Research, European Journal of Marketing, M.T. Cunningham, (UMIST, Manchester, UK) Le marketing des Achats Roger Perrotin(ed d Organisation) Marketing Business to Business Malaval et Benarroya3ème et 4ème ed (Pearson) Fonction achat, contrôle interne, et gestion des risques F. Bernard et E. Salviac (Maxima) MercatorMarketing Management Keller Kotler(Ed Pearson, 14th) International marketing and purchasing of industrial goods Hackanson (Wiley &Sons) Procurement principles and Management P. Baily D.farmer B. Crocker D.Jessop D. Jones 10th ed (Prentice Hall Financial Times) Going Global Kuntz & Garner (Fairchild) Sourcing and Supply Chain management Handfield/Monczka/Giunipero/Patterson(Ed South Western Cengage 4th edition) Management des Achats et de la Supply Chain: D. Doriol/ T. Sauvage (Vuibert 2ed)) 82