International Business – 233 - 2nd year of master's degree

International strategy

• Go to Market Strategies and innovation

  Go to Market Strategies and innovation

  Ects : 3
  

  Instructor of record :
  ALICE COATALEM
  

  Hourly load : 18

  Course content description :
  GTM definition and relation to company overall strategy and marketing strategy 2 GTM conception process , key decision points and performance metrics GTM choices when developing an international business 3 GTM strategies in B2B and in B2C: differences and convergence 4 Impact of digital transformation on marketing (including digital marketing, content marketing, marketing analytics, artificial intelligence) 5 Impact of digital transformation on sales (including e-commerce, marketplaces, Social selling, integration of sales and marketing processes) 6 Customer Experience focus: the drivers for the change of paradigm towards customer experience centered strategies, the key metrics of customer experience and integration of customer experience in the Go-to-Market System

  Coefficient : 3

  
  

  Learning objectives :
  Awareness of GTM problematic, decision points and their respective importance in B2B and B2C - Awareness of new marketing and sales methods enabled by the digital transformation, and acquisition of based concepts and vocabulary required to engage productively in conversations with the teams constructing and executing go-to-market strategies. - Awareness of the importance of customer experience to build a successful GTM strategy and main methods to measure customer experience - Ability to collect information and analyze company cases. Ability to articulate relevant GTM strategy recommendations at a strategical and tactical level.
  

  Method of evaluation :
  Continuous 50 % Presentation of a case or article assigned, 3 Quiz . Final 50 % Written report analyzing a GTM strategy from a company, 8 pages, including critical perspective and recommendations
  

  Bibliography-recommended reading
  Laurence G. Friedman , Go to Market Strategy, Routledge 2002 • Market Strategy, from the origin of the concept to the development of a conceptual framework, Eric H Shaw, JHRM 2012 • Company analysis: determining strategic capability, David Hussey, Strategic Change 2002 • The B2B Elements of value, Eric Almquist, Jamie Cleghorn, Loro Sherer, Harvard Business Review , 2018 • Perceived value in B2B and B2C: a comparative approach and cross-fertilization, Remi mencarelli, Arnaud Riviere, marketing Theory, Sage, 2013 • Understanding Customer Experience, Christopher Meyer, Andre Schwager, Harvard Business Review 2007 at https://hbr.org/2007/02/understanding-customer-experience
  

• Global Management of Information Systems and digital strategies

  Global Management of Information Systems and digital strategies

  Ects : 6
  

  Instructor of record :
  ANOUCK ADROT
  FLORIAN CHAMPAGNE
  

  Hourly load : 48

  Coefficient : 9

  
  
• Key transversal topics in International Business : global geopolitical challenges & economics of digitalization

  Key transversal topics in International Business : global geopolitical challenges & economics of digitalization

  Ects : 3
  

  Instructor of record :
  AURORE HAAS
  

  Hourly load : 21

  Course content description :
  This course will familiarize students with some important concepts and present-day issues within the study of international relations, including topics regarding political actors, systems and stability. The reference to major theoretical schools of thought will help to make better sense of the world today.

  Coefficient : 3

  
  

  Recommended prerequisites :
  Students are expected to have an interest on international affairs – actors, organizations… – and to have kept abreast of major world events. Critical thinking is required equipment.
  

  Learning objectives :
  Upon satisfactory completion of this course, the student will be able to:
  - Evaluate international relations by formulating relevant questions (and thus be able to look for relevant answers)
  - By answering these questions, outline international affairs factors and integrate them in business strategy
  - Analyze and understand some major themes of international relations and global politics
  - Improve critical thinking in general
  - Demonstrate his/her ability to describe the social, political, and economic forces that influence social behavior and the global system
  - Use knowledge of international affairs in a practical problem-solving way to address issues of immediate international concern
  

  Method of evaluation :
  The examination will consist of a case study / group presentation.
  

  Bibliography-recommended reading
  Agnew, John.
  Geopolitics: Re-visioning World Politics. Second Edition. New York: Routledge, 2009
  
  Baylis, J., Steve Smith and Patricia Owens (eds).
  The Globalization of World Politics: An Introduction to International Relations, Sixt Edition, Oxford: Oxford University Press, 2016
  
  Cox, Kevin
  et al., eds.
  The Sage Handbook of Political Geography. London: Sage, 2008
  
  Csurgai, Gyula, ed.
  Geopolitics: Schools of Thought, Method of Analysis, Case Studies. Geneva: Éditions de Penthes, 2009.
  
  Dalby, Simon and Paul Routledge
  et al. (eds).
  The Geopolitics Reader. Second Edition. London: Routledge, 2006
  
  Dittmer, J. & Sharp, Joanne (eds),
  Geopolitics: An Introductory Reading, New York: Routledge, 2014
  
  Dodds, Klaus.
  Geopolitics: A Very Short Introduction. Oxford: Oxford University Press, 2007
  
  Flint, Colin.
  Introduction to Geopolitics. Third Edition. New York: Routledge, 2017
  
  Gallaher, Carolyn
  et al., eds.
  Key Concepts in Political Geography. London: Sage, 2009
  
  Munoz, Joseph Mark S. (ed).
  Handbook on the Geopolitics of Business, Cheltenham: Edward Elgar, 2013
  
  Painter, Joe and Alex Jeffrey.
  Political Geography: An Introduction to Space and Power. Second Edition. London: Sage, 2009
  

International management

• International Corporate Finance

  International Corporate Finance

  Ects : 3
  

  Instructor of record :
  TAMARA NEFEDOVA
  

  Hourly load : 21

  Coefficient : 3

  
  
• International & Digital Marketing

  International & Digital Marketing

  Ects : 3
  

  Instructor of record :
  FRANCK DEBANE
  

  Hourly load : 24

  Course content description :
  We will cover the key concepts of digital marketing (the marketing funnel, the customer journey, the communication plan, touch points) and take an overview of digital marketing industry today and the current trends. We will explore the major digital channels available today (Display, SEO, SEM, email, social media, mobile, video) and explain the latest tools and techniques developed (contextual targeting, retargeting, behavioural targeting, RTB, growth hacking, how to build a landing page) and drill-down on the measurable analysis of efficiency of digital marketing campaigns (attribution models, cross-channels, ROI, CAC and CLTV, AARRR metrics, NPS). In the last sessions we will broaden to wider concepts such as the long tail, vitality and word-of-mouth, crisis communication and the hook model.
  The course aims at showing these different facets of Digital Marketing to expand students’ knowledge, broaden their global vision and give an opportunity to discuss specific examples in each session.
  The course will consist of lectures (class topics detailed below), enriched with in-class discussions based on exercises and case studies.
  
  Session 1: Introduction to marketing.
  
  The marketing funnel, the customer journey, touch points matrix. Sales, marketing, product management. Overview of digital marketing today. Project introduction.
  
  Session 2: The communication plan
  
  Segmentation, targeting, positioning, channels and messages. A short history of digital marketing. The Cookies. Display advertising. Search Engine Marketing & SEO.
  
  Session 3: Case study and social media
  
  Case study: How companies learn your secrets. Social Medial (Facebook, twitter and others). Affiliation. Targeting capabilities.
  
  Session 4: Virality, Crisis and growth hacking
  
  Virality, word of mouth and crisis communication. Mobile advertising and mobile marketing. Growth Hacking, mind set and techniques. News Jacking & B2B hacks. Virality
  
  Session 5: Measure of efficiency and new perspectives
  
  Attribution models, cross-channels, ROI, CAC and CLTV, AARRR metrics, NPS. Engine of Growth. The Hook Model. The long tail. iBeacon and geo-fencing.
  
  Session 6: Project presentation and feedback
  
  Project presentation.

  Coefficient : 6

  
  

  Learning objectives :
  Designing, planning and executing a digital marketing campaign
  Thinking like the customer
  

  Method of evaluation :
  The course evaluation will be based on:
  

  • Project presentation: 50 %
  • Project report : 50%

  
  

• International Business Law

  International Business Law

  Ects : 3
  

  Instructor of record :
  ARNAUD RAYNOUARD
  

  Hourly load : 18

  Coefficient : 3

  
  
• Global Knowledge Management

  Global Knowledge Management

  Ects : 3
  

  Instructor of record :
  AURORE HAAS
  

  Hourly load : 15

  Course content description :
  The course addresses key issues in knowledge management, including knowledge creation and innovation, as well as knowledge capitalization in global companies

  Coefficient : 3

  
  

  Learning objectives :
  Knowledge is the new oil. This course trains students to become knowledge managers in multinational organizations. Students become acquainted with key issues in relation to knowledge sharing, innovation and creativity. Students apply the knowledge management toolbox in several case studies
  

International project management

• Project Management : principles, methods and change management

  Project Management : principles, methods and change management

  Ects : 3
  

  Instructor of record :
  CATHERINE AUBERT-BAUDEQUIN
  

  Hourly load : 30

  Course content description :
  Basics knowledge in change management : approach, models and tools
  - Basics: project definition, issues, stakeholders, project phases
  - Tools: Project Charter, WBS, OBS, SOW (statement of work), Gantt, RAM
  - Monitoring: Budget and Gantt
  Project report for PRB (Project Review Board) and REX (Return On Experience)

  Coefficient : 6

  
  

  Recommended prerequisites :
  None
  

  Require prerequisites :
  None
  

  Learning objectives :
  be able to understand the driving and restraining forces of change management
  Be able to define, plan and organise change management (methodology and models)
  - be able to initiate and manage projects efficiently and effectively, which means:
  - Be able to identify project customers and their needs and formalize the SOW
  - Be able to organize project phases and tasks using tools such as WBS, OBS and RAM and monitor team work
  - Be able to conduct a negotiation with the customer(s) of a project
  - Be able to elaborate the budget and the final report of a project
  

  Method of evaluation :
  Workshop final report (oral submission and written report)
  

  Bibliography-recommended reading
  · PM Knowledge deck – Alan MacIntyre, PMP – published by Exigent, Inc
  · PMBOK® Guide – Sixth Edition (2017). A Guide to the
  Project Management Body of Knowledge (PMBOK® Guide)
  · The project management memory jogger – second edition – Karen Tate and Paula Martin
  

• International Project Management : SCRUM & Lean Methods

  International Project Management : SCRUM & Lean Methods

  Ects : 3
  

  Instructor of record :
  PHILIPPE PUSCHMANN
  

  Hourly load : 15

  Coefficient : 3

  
  

International strategy

• Global Strategy

  Global Strategy

  Ects : 3
  

  Instructor of record :
  PIERRE RELECOM
  

  Hourly load : 18

  Coefficient : 3

  
  
• Business Research Methods

  Business Research Methods

  Instructor of record :
  AURORE HAAS
  

  Hourly load : 15

  Course content description :
  Classes are dedicated to presenting and applying scientific methods of research in Management: qualitative methods, quantitative methods, as well as support regarding how to write a Master's thesis

  Learning objectives :
  The objective of this course is to help students to perform well regarding the conception and writing of their Master's thesis. The course enables students to develop their scientific approach to resolve issues and tackle topics
  

• Business Analytics and Data Mining

  Business Analytics and Data Mining

  Ects : 3
  

  Instructor of record :
  JEAN AXEL ULLERN
  

  Hourly load : 24

  Coefficient : 3

  
  

International management

• Global Suply Chain Management

  Global Suply Chain Management

  Ects : 3
  

  Instructor of record :
  CATHERINE AUBERT-BAUDEQUIN
  

  Hourly load : 21

  Course content description :
  - Supply Chain Management and cross-functionality in a VUCA environment
  - Customer-driven supply chain and value creation strategy
  - Planning and forecasting
  - System and process approach
  Cross-functional Performance management

  Coefficient : 3

  
  

  Recommended prerequisites :
  None
  

  Require prerequisites :
  None
  

  Learning objectives :
  - Have command of the basic knowledge required to understand Supply Chain operations, planning and future challenges (4.0 Revolution)
  - Be able to understand and analyze a Supply Chain map
  - Be able to identify competitive drivers in the international supply chain
  - Be able to formalize and submit a continuous improvement plan of supply chain processes with a view to international development
  

  Method of evaluation :
  Workshop and submission of the project (oral and written)
  

  Bibliography-recommended reading
  - Operations Management in Supply Chain – Decisions and Cases – 6th edition
  Schroeder, Meyer Goldstein, Rungtusanatham
  – Recommended
  - Lean Supply Chain and Logistics Management – Paul Myerson – Mc Graw Hill –
  recommended
  - The Supply Chain management casebook – Comprehensive coverage and best practices in the SCM – Chuck Munson - Pearson
  

• Organizational Behavior & Ethics

  Organizational Behavior & Ethics

  Ects : 3
  

  Instructor of record :
  AMINE EZZEROUALI
  

  Hourly load : 18

  Coefficient : 3

  
  
• Cross-cultural management

  Cross-cultural management

  Ects : 3
  

  Instructor of record :
  BERNARD FERNANDEZ
  

  Hourly load : 18

  Course content description :
  As already aware of intercultural problematic, students of such a curriculum will increase their knowledge and mastery of intercultural management applications, in discovering new thematic dealing with:
  o How to compare cultural values and managerial practices
  o Multicultural teams building, decision settling, motivation, leadership, authority, conflicts, working organization
  o The challenges of Intercultural in front of, on one side the so called “globalization “and on the other the fact of “Glocalization”.
  o Understanding cross-cultural management in China
  This deepening of the matter will contain specific tools to allow students to prepare to decide, anticipate global and local managerial issues and evaluate potential synergies that building multicultural teams must initiate.

  Coefficient : 3

  
  

  Recommended prerequisites :
  Personal or professional experiences desired in international contexts. Qualifications: curious, observant and an ability to question oneself
  

  Learning objectives :
  Teaching objectives
  :
  
  o Helping students to acquire an
  analytical methodology of comparing management models, practices and methods with
  national cultures
  
  o Enlarging
  theories and their proper
  practical adaptability to professional everyday life situations
  
  o Helping students to acquire a
  metacultural global understanding of management issues.
  

  Method of evaluation :
  Teaching methods and aids
  :
  This course is broken down into 4 Learning Modules
  o Each Learning Session includes theoretical displays and actual events– Video projections and Pdf documentation - Duplicates:
  o Each session will include
  a- Lecture by the professor.
  b- Presentation of a small subgroup’s work based on reading’s session (approximately one hour) Remark: all students are requested to read and annotate the handout or case study paper. The appointed subgroup for presentation must carry out some further research work, under the supervision of the professor.
  c- Group discussion and debate
  

  Bibliography-recommended reading
  Bartlett A. Christopher, Ghoshal Sumantra, 2002 (1998).
  Managing across Borders, The transnational solution, Harvard Business School press.
  
  Bennet Milton J., 1998:
  Basic concepts of intercultural communication, Selected readings, London, Intercultural Press.
  
  Bond M.H., (1991),
  Beyond the Chinese face, Insights from psychology, Oxford University Press, Hong Kong, p. 125
  
  Chao-Chuan Chen & Yueh-Ting Lee,
  Leadership and Management in China, Philosophies, Theories & Practices, Cambridge, 2008.
  
  Clifford Geertz,
  The Interpretation of Cultures, Basic Books, New York, 1973
  
  Fernandez B. (2010),
  Built trust in China, a cross-cultural & relational perspectives, in (Zheng & Yang)), La confiance et les relations sino-européennes, L’Harmattan, 2010, pp.49-60.
  
  Fernandez, B. & alii.
  International Executives, Identity, Strategies and Mobility in France and China, Asia Pacific Business Review, Vol. 12, N°1 53-76, January 2006.
  
  Geert Hofstede, (1991): Cultures and Organizations - Intercultural and its importance for Survival - Software of the mind - Printed : Harper Collins Business, London
  
  Hall E.T. , 1976 Beyond Culture, Anchor/Doubleday
  Inglehart R. (1997),
  Modernization and Postmodernisation, Cultural, Economic and political change in 43 societies, Princeton University Press, Princeton, New Jersey, 453 p.
  
  Kwang Ng. Aik, (2001),
  Why Asians are less creative than Westerners, Prentice Hall, Pearson Education Asia Pte Ltd.
  
  Min Chen, 2004: “
  Asian Management Systems”, Thomson, UK
  
  Redding Gordon, Stening Bruce W. 2003 :
  Cross-cultural Management, Volume I The Theory of culture, Bodmin, Cornwall, “The international Library of critical Writings on Business and Management”, EE Published.
  
  Redding Gordon, Stening Bruce W. 2003 :
  Cross-cultural Management, Volume II Managing Cultural Differences, Bodmin, Cornwall,
  “The international Library of critical Writings on Business and Management”, EE Published.
  
  In French :
  
  Chanlat Jean François, Pierre Philippe,
  Le management interculturel, évolution, tendances et critiques, Editions EMS, 2018
  
  Cailliau Hesna, Le paradoxe du poisson rouge, Edition Saint Simon, 2015.
  
  Cheng A., Histoire de la Pensée Chinoise, Seuil, Paris, 1997
  
  Fernandez Bernard,
  IDENTITE NOMADE,
  De l’expérience d’Occidentaux en Asie, Anthropos-Economica, 2002
  

International project management

• International consulting Project : Tools and Methods

  International consulting Project : Tools and Methods

  Ects : 3
  

  Instructor of record :
  DAVID HATCHUEL
  

  Hourly load : 21

  Course content description :
  Presentation of the Course
  
  - Trends and market for consulting sector
  - Organization and activities of a consulting firm
  - Consulting tools and methods

  Coefficient : 6

  
  

  Learning objectives :
  In this course, you will:
  - Discover the consulting sector and the organization and activities of a consulting firm
  - Learn and practice consulting methods
  - Share experience with consultants
  - Work in team on case studies and share your analysis with classmates
  

  Method of evaluation :
  Individual + Case study in small groups
  

• Global Project Management Accounting

  Global Project Management Accounting

  Ects : 3
  

  Instructor of record :
  ROLAND STASIA
  

  Hourly load : 15

  Course content description :
  RISK AND COST MANAGEMENT
  The planet called “Risk” / Risk management with examples / Cost management using design to cost, target costing, through cost plus and price less models /
  
  BINGO business case
  
  CORPORATE AND PROJECT FINANCE
  Performance (monetary or not) / Reminder finance and relevant cost concept for non-financial people
  
  DULUX-DISTRIBOCHAN / HOTEL PATOUCHE / BOUYGUES vs CARREFOUR /
  
  MINIMARGE/MINIBREAK/LA CROISIERE S’AMUSE/DURAIL/VACANCES SPARTIATES/business cases
  
  ECONOMIC STEERING IN CERTAIN ENVIRONMENT
  Economic management of traditional projects / Actuarial calculation, NPV, IRR & Payback / Application to an original case requiring budget preparation, and the treatment of a particular mode of financing
  
  LET’SGO startup business case
  
  PRACTICE OF INNOVATION AND PRACTICAL INNOVATION
  Innovation and its operational processes: from design thinking to management by design through Open Innovation projects
  
  LEVECLAIR SAS business case
  
  ECONOMIC STEERING IN UNCERTAIN ENVIRONMENT
  Economic management of "hyper-uncertain" projects for a reconciliation between immediate profitability and innovative projects
  
  ECOFOSS business case

  Coefficient : 3

  
  

  Learning objectives :
  At the end of the course, students will be able to:
  - distinguish the
  type of projects entrusted
  
  -
  adjust the project management according to these different types
  
  - work in close collaboration with the stakeholders of
  controlling function
  
  - analyze the typology of project and company
  risks, and propose
  organizational action plans to deal with them
  
  - estimate a
  breakeven point in volume and in value
  
  - carry out
  profitability studies of projects
  in certain environments, such as
  in uncertain environments
  
  - apprehend the main lines of
  new methods of creativity such as design thinking, or management by design
  
  - have a good knowledge of the sphere of
  innovation and open innovation
  

  Method of evaluation :
  Class participation: Since 40% of the time will be devoted to collectively processed business cases, the level of involvement and participation in these cases will obviously be taken into account. This may be up to 20% of the examination mark. Example: A student who has 14/20 on the final exam and who has participated in class will be able to see his grade rounded to 14 + 20% = 16.8.
  
  Exam policy: In the exam, students will not be allowed to bring any document. Unexcused absences from exams or failure to submit cases will result in zero grades in the calculation of numerical averages. Exams are collected at the end of examination periods.
  
  Exam content: The final exam will consist of one-hour multiple choice quiz with 60 questions with only one correct answer, and no penalty for wrong answer. The questions will alternate between course questions and simple small calculations.
  

  Bibliography-recommended reading
  

  • (Very) many books on corporate management control, project management control, business performance management.
  • Principal authors: Bouquin, Berland, Malleret, ...
  • Works on project management and risk management, Roger AÏM documents for AFNOR, website of INNOVACTION company.
  • Renault organization on risk management, Personal experiences on cost management and management of innovation, among others ...
  • Performance de la R&D et de l’Innovation, par Sophie HOOGE et Roland STASIA aux éditions des Presses des Mines de Paris

  
  

Mandatory courses

• Master thesis

  Master thesis

  Ects : 6
  

  Instructor of record :
  AURORE HAAS
  

  Hourly load : 35

  Course content description :
  Courses on research methods as well as mentoring by a researcher enable students to develop their capacities

  Coefficient : 9

  
  

  Learning objectives :
  The Master's thesis aims at developing the critical thinking and scientific research capacities of students. It strengthens their analytical and synthetical skills and enables students to become experts in a specific topic of their choice
  

• International Projects (abroad)

  International Projects (abroad)

  Instructor of record :
  BERNARD FERNANDEZ
  

  Hourly load : 52

  Coefficient : 3

  
  
• Corporate experiences

  Corporate experiences

  Ects : 3
  

  Instructor of record :
  AURORE HAAS
  

  Hourly load : 20

  Course content description :
  Internship or apprenticeship

  Coefficient : 6

  
  

  Learning objectives :
  Corporate experiences enable students to develop and apply their knowledge in real life situations, as well as to strenghten their experiences before entering the job market