International Business - 2nd year of master's degree

Core Courses

• Global Strategy

  Global Strategy

  Ects : 3

  Enseignant responsable :
  

  • Polydefkis LOUKOPOULOS

  Volume horaire : 18

  Description du contenu de l'enseignement :

  Course Presentation

   

  The course aims at providing students with key concepts, managerial tools as well as an understanding of new paradigms in the field of global business strategy. It focuses on the challenges and opportunities faced by international companies when engaging with clients, competitors and key stakeholders beyond their home market, and outlines key issues leaders, managers, entrepreneurs should be aware of to make key decisions and take actions throughout their firm’s international journey.

   

  Course Structure

  • Session 1: Introduction. The Challenges of Managing Globally • Case Study
  • Session 2: Globalization of Markets and Competition • Case Study
  • Session 3: Designing a Global Strategy • Case Study
  • Session 4: Assessing country’s attractiveness • Entry Strategies • Case Study
  • Session 5: Managing Globally - Marketing • Designing a Global Organization • Case Study
  • Session 6: Global Strategy in Action: Final Case Study • Review / Exam Preparation

  Coefficient : 1

  Pré-requis obligatoire :

  Basics of Strategic Management

  Compétences à acquérir :

  Upon completing this course, the participants should be able to:

  • Understand different concepts related to global strategy and international business development
  • Develop a practical understanding of global strategic management, including national regulatory influences, political and financial risks, social responsibility and cross-cultural management
  • Evaluate the strategic attractiveness of individual national markets and assess the pros and cons of market entry modes, as well as the appropriate strategic criteria for their selection.
  • Get familiarized with main implementation issues faced by multinational corporations
  • Apprehend new dimensions of global strategic management as well as the changing landscape of competition and how to cope with it.

  Mode de contrôle des connaissances :

  Class participation: 20%

  • participate in 6 x 3h sessions
  • take an active role in co-building and improving the collective learning experience.

   

  Class group work: 20%

  • learning assignments and case studies in class – 1 submission per session, 6 total
  • Submit on requested time the group work and present as a group when asked to.

   

  Final examination: • Open Questions: 20% - Case Study: 40%

  • course specific open questions requiring concise answers.
  • a case study requiring critical perspective.

  Bibliographie-lectures recommandées

  Main Textbook:

   

  Philippe Lasserre (2022) – Global Strategic Management, 5th Edition - Bloomsbury Publishing

   

  Other Textbooks:

  • David Collis (2014) - International Strategy: Context, Concepts and Implications, 1st Edition - John Wiley & Sons, Incorp.
  • Cornelis A. de Kluyver (2014). Fundamentals of Global Strategy. Flatworld Knowledge (OpenAccess)
  • Kamel Mellahi, Klaus Meyer, Rajneesh Narula, Irina Surdu, and Alain Verbeke (2021) - The Oxford
  • Handbook of International Business Strategy - Oxford University Press
  • Mike Peng (2022) – Global Strategy, 5th edition – CENGAGE Learning
  • Kazuyuki Motohashi (2015) - Global Business Strategy, Multinational Corporations Venturing into Emerging Markets, SpringerOpen
  • Simon Torp and Torben Andersen (2020) - Adapting to Environmental Challenges: New Research in Strategy and International Business – Emerald Publishing Ltd.
  • Patricia Brun (2019) – Stratégies internationales - Enjeux et valeurs de la transformation digitale et nouveaux modèles économiques - Editions Ellipses
• International Business Law

  International Business Law

  Ects : 3

  Enseignant responsable :
  

  • ARNAUD RAYNOUARD
  • DUNCAN FAIRGRIEVE

  Volume horaire : 21

  Coefficient : 1
• Intercultural Communication & Management

  Intercultural Communication & Management

  Ects : 3

  Enseignant responsable :
  

  • DENIS DARPY
  • GUY ITZCHAKOV

  Volume horaire : 21

  Description du contenu de l'enseignement :

  The course is organized around two dimensions

   

  1.

  Intercultural Management

   

  This course explores how cultural values and historical roots shape management practices across countries. Students learn to analyze intercultural contexts using key theoretical models (Hofstede, Hall, Trompenaars, Irirbane) and develop strategies for leading diverse teams, communicating effectively, and navigating cultural challenges in global business.

   

  2.

  High-Quality Listening in Negotiations

   

  Through a 2-day workshop focused on high-quality listening in negotiation contexts, students will explore listening as a key component of effective communication, influencing how discussions unfold and impact professional and organizational outcomes. The workshop includes discussions, practical exercises, and case studies to help participants enhance their listening skills, manage conflicts, and achieve better negotiation results.

   

  Course Structure

   

  Session 1 : Concept of Culture and intercultural theories (DD)

   

  Session 2 : The Culture Map - How to handle various cultures (DD)

   

  Session 3 & 4 : Foundations of Effective Listening (GI)

   

  Session 5 & 6 : Applying Listening in Negociation contexts (GI)

   

  Session 7 : GapsMoov (DD)

  Coefficient : 1

  Pré-requis obligatoire :

  M1 - Négociations : 3 ECTS

  Compétences à acquérir :

  Course Objectives and Learning Outcomes

  • Acquire knowledge of the different paradigms and models in intercultural management
  • Develop intercultural skills and competencies

  By the end of the workshop, students will:

  • Recognize the importance of listening in negotiations.
  • Identify common misconceptions about listening.
  • Learn practical techniques to improve negotiation success.
  • Develop listening strategies through role-playing exercises.
  • Understand how listening impacts conflict resolution and leadership.

  After completing this workshop, students will be able to:

  • Apply high-quality listening techniques in negotiations.
  • Differentiate between effective listening and passive hearing.
  • Use questioning techniques to guide conversations strategically.
  • Implement listening-based conflict resolution methods.
  • Recognize common barriers to effective listening and learn how to overcome them.

  Mode de contrôle des connaissances :

  The grade will be based on an assignment that will integrate experiential practice, reflection, and implementation of the theoretical knowledge learned in the course.

  • Engage in role-playing to practice listening strategies.
  • Actively participate in discussions and exercises.
  • Reflect on their experiences and apply techniques in real-world scenarios.

  Bibliographie-lectures recommandées

  1. Itzchakov, G., & Grau, J. (2022). High-quality listening in the age of COVID-19: A key to better dyadic communication for more effective organizations. Organizational Dynamics, 51(2), 100820.?

  2.Itzchakov, G., & Kluger, A. N. (2017). The listening circle: A simple tool to enhance listening and reduce extremism among employees. Organizational Dynamics.?

  3. Itzchakov, G., & Kluger, A. N. (2018). The power of listening in helping people change. Harvard Business Review, 17, 1-7.?

  4. Itzchakov, G., & Kluger, A. N. (2019). Changing the other party’s attitude with high-quality listening. Negotiation essentials for lawyers, 129-134.?

  5. Itzchakov, G., Weinstein, N., Leary, M., Saluk, D., & Amar, M. (2024). Listening to understand: The role of high-quality listening on speakers’ attitude depolarization during disagreements. Journal of personality and social psychology, 126(2), 213.?

  6. Kluger, A. N., & Itzchakov, G. (2022). The Power of Listening at Work. Annual Review of Organizational Psychology and Organizational Behavior, 9(1), 121-146.

  7. Kluger, A. N., Lehmann, M., Aguinis, H., Itzchakov, G., Gordoni, G., Zyberaj, J., & Bakaç, C. (2024). A meta-analytic systematic review and theory of the effects of perceived listening on work outcomes. Journal of Business and Psychology, 39(2), 295-344.?

  8. Weinstein, N., Itzchakov, G., & Legate, N. (2022). The motivational value of listening during intimate and difficult conversations. Social and Personality Psychology Compass, 16(2), e12651.?

• International Marketing

  International Marketing

  Ects : 3

  Enseignant responsable :
  

  • DELPHINE CHORENSLUP

  Volume horaire : 21

  Description du contenu de l'enseignement :

  This is designed for future country managers and local brand leaders who will need to navigate global digital strategies, challenge agency recommendations, and activate relevant levers in their markets. Students will develop the mindset and tools to interpret international marketing plans and contribute actively to their adaptation. Special attention is paid to cultural agility and to local-market challenges, including the specificities of the Chinese digital ecosystem.

   

  Course Structure

  • Session 1 – Kickoff & Global Digital Strategy Foundations
  • Session 2 – Omnichannel Planning: Owned, Earned, Paid
  • Session 3 – Creative & Content Strategy
  • Session 4 – Acquisition Strategy & Local Media Planning
  • Session 5 – Influence Strategy & Local Adaptation
  • Session 6 – Web 3.0, AI & Innovation
  • Session 7 – Evaluation & Feedback

  Coefficient : 1

  Pré-requis recommandés :

  AI, innovation, and emerging platforms

  Pré-requis obligatoire :

  General knowledge on marketing strategy

  digital and consumer trends

  Compétences à acquérir :

  Course Objectives and Learning Outcomes

   

  Objective 1 – Understand the key components of an international digital marketing strategy and make informed decisions

  • Students will explore how global marketing & digital strategies are built (channels, investments, content, influence, innovation) and learn to evaluate proposals, identify key levers, and make decisions aligned with local priorities.
  • Students will be able to analyze a global digital marketing plan, adapt key elements to their local market, and justify their choices as if they were acting as a local brand manager or country lead.

   

  Objective 2 – Collaborate effectively with global teams, agencies, and partners to activate digital levers locally

  • Students will learn how to read a creative brief, challenge influencer strategies, request the right content and media assets, and participate in innovation pilots, especially in emerging areas like Web 3.0 and AI.
  • Students will simulate decision-making and collaboration with brand teams and agencies, reinforcing their role as facilitators and local growth drivers within a global framework.

  Mode de contrôle des connaissances :

  Individual Assessment – 40%

   

  QCM + short open questions

  Evaluates understanding of key digital marketing concepts, decision-making logic, and market-specific challenges

   

  Group Final Pitch – 60%

  • Presentation of a local-market adaptation of a global digital strategy
  • Evaluated on: Content quality (relevance of choices, contextual understanding, feasibility) – 30% and Oral presentation (clarity, conviction, visual quality, time management) – 30%
• Business Environment Digital Revolution

  Business Environment Digital Revolution

  Ects : 3

  Enseignant responsable :
  

  • THOMAS SCHWARZ
  • PIERRE-EMMANUEL ARDUIN
  • ANOUCK ADROT

  Volume horaire : 27

  Coefficient : 1
• Go to Market Strategies

  Go to Market Strategies

  Ects : 3

  Enseignant responsable :
  

  • Alice COATALEM

  Volume horaire : 18

  Description du contenu de l'enseignement :

  Course Presentation

   

  This course focuses on the strategic process and decisions related to the way companies go to market. Leveraging generic strategy frameworks (Porter, Strategic Capabilities, 4/7 P) as well as GTM specific frameworks emerged from consulting practices (Lawrence, Bain, McKinsey..), it covers the strategic process to select target market segments, and to adjust accordingly their products, value propositions and commercial strategy, in order to offer a powerful customer experience, and to drive growth at the lowest possible cost. A particular attention will be given to internationalization strategies and to GTM for startups and scaleups. The discipline of GoToMarket has been significantly transformed by innovation and specifically by digital technologies. This course will explore the digitally enabled sales and marketing methods, and how they can contribute to successful GoToMarket strategies. As one of the driver for GTM strategy is to achieve a superior customer experience, the course will also cover the basis of customer experience concepts and metrics.

   

  Course Structure

  • #1 - GTM definition and relation to company overall strategy and marketing strategy. GTM conception process , key decision points and performance metrics, based on Lawrence framework.
  • #2 - Quick review of strategy toolset leveraged in GTM analysis: Porter, RBV, SWOT, Ansoff Matrix, 4/7 P. GTM strategies in B2B and in B2C: differences and convergence. Focus on internationalization strategies.
  • #3 - Business case : By team, apply GTM framework and concepts to a real company case and present recommendations to the company leadership.
  • #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, omnichannel strategies, integration of sales and marketing p rocesses)
  • #6 - GTM strategy for startups. 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 : 1

  Pré-requis obligatoire :

  Strategic Management Principles

  Compétences à acquérir :

  Course Objectives

  • Understand the concepts of Go-to-market strategy, the process to build a go-to-market strategy, and how it serves the overall company strategy.
  • Understand the difference of focus and approach in B2C versus B2B, and specific GTM questions to address in context of international growth strategies and new companies.
  • Understand the range of new options opened by the digital revolution on GTM strategies, and be able to propose appropriate solutions to different business cases.
  • Understand the concept of customer experience, the changes of perspectives in the measures of customer satisfaction over time, and the role of customer experience in GTM strategies.

   

  Learning Outcomes

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

  Mode de contrôle des connaissances :

  In-Cours assessment : 50 % By team : Presentation of an article from academic or business literature , Business case analysis and presentation. Individually: 2 Quiz

  Final assessment : 50 % Individually: Written report analyzing a GTM strategy from a company, 8 pages, including critical perspective and recommendations

  Bibliographie-lectures recommandées

  • Laurence G. Friedman , Go to Market Strategy, Routledge 2002.
  • Building routes to customers. P Raulerson et al., 2009 .
  • Creating and adaptive go-to-market system, Mark Kovac, Diane Ledingham, Lewis Weinger , Bain & Company.
  • The Elements of Value, Eric Almquist, John Senior, Nicolas Bloch, Harvard Business Review, 2016.
  • 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 .
  • Appetizer or main course : Early market vs Majority market GTM strategies for radical innovation, Monika C. Schuhmacher , Sabine Kuester, and Erik JanHultink, PRODUCT INNOV MANAG 2017.
  • Get the show on the road: go to market strategies for e-innovations of start ups Sabine Kuester, Elisa Konya-Baumbauch, Monika Schuhmacher, Journal of Business Research 2017 .
  • Conceptualization of omnichannel customer experience and its impact on shopping intention: A mixed-method approach, Si Shia , Yi Wanga,? , Xuanzhu Chenb , Qian Zhang, International Journal of Information Management, February
• Project Methodologies

  Project Methodologies

  Ects : 3

  Enseignant responsable :
  

  • DOMINIQUE FORCEVILLE

  Volume horaire : 18

  Description du contenu de l'enseignement :

  Course Presentation

   

  All along their professional Life journey, Students will experiment Transformation of Businesses and Innovation challenges. This class provides to them the key components of major collaborative methodologies to face these challenges.

  • Lean: Optimize processes, eliminate waste, and control costs to improve quality.
  • Agility: Adapt quickly to market changes thanks to short development cycles and an iterative approach.
  • Design Thinking: Deeply understand user needs, build customer loyalty by creating user-centric products.

   

  Course Structure

  • Session 1: Introduction to Lean, Agile, and Design Thinking
  • Session 2: Lean Principles and Tools
  • Session 3: Agile Principles and Frameworks
  • Session 4: Design Thinking Process and Techniques
  • Session 5: Integrating Lean, Agile, and Design Thinking
  • Session 6: Practical Applications and Case Studies

  Coefficient : 1

  Pré-requis obligatoire :

  • Understanding of project management concepts
  • Familiarity with process improvement initiatives as a plus
  • Openness to new ways of thinking, working, and problem-solving

  Compétences à acquérir :

  Course Objectives and Learning Outcomes

  • Introduce participants to the core principles of Lean, Agile, and Design Thinking methodologies. Learn about origins of these methodologies.
  • Explore the synergies between Lean, Agile, and Design Thinking approaches
  • Train students with use cases on practical tools and techniques for implementing these methodologies
  • Foster the need to develop an innovative mindset that combines efficiency, adaptability, and user-centered design.
  • Explain limitations of each of these methodologies and update to date evolution

  By the end of this course, students are able to:

  • Understand needs of methodologies to drive change and foster innovation
  • Explain the fundamental principles of Lean, Agile, and Design Thinking methodologies and historical facts
  • Leverage key tools such as value stream mapping, Kanban boards, A3 problem-solving, scrum, customer journey or empathy mapping. Apply Design Thinking principles to enhance user-centered solutions
  • Contribute effectively to an innovation project or improvement initiatives within their professional life
  • Develop strategies for overcoming common challenges that are facing companies during their transformation
  • Identify opportunities for applying learned concepts in their own work environment at Dauphine or in their apprenticeship

  Mode de contrôle des connaissances :

  • Class Participation: pre-requisites 20%
  • Group Project (managed during class hours): 40%
  • Individual Assignments (multiple choices question): 40%
• Business Data Analytics 1

  Business Data Analytics 1

  Ects : 3

  Enseignant responsable :
  

  • JEAN FRANCOIS BONNET
  • JEAN AXEL ULLERN

  Volume horaire : 18

  Description du contenu de l'enseignement :

  This course, intended for all MIB Master's students, aims to provide them with an understanding of the fundamentals of data science, data analysis, and AI applied to business issues. It uses the Dataiku platform to illustrate concepts and enable practical application.

   

  Course Structure

   

  Main topics covered:

  1. Introduction to Data Science & Business Analytics

  • The role of data in businesses
  • Basics of business intelligence
  • Key concepts and challenges (decision-making, automation, AI, etc.)
  • Concrete examples of sector-specific applications

  2. Review of statistics & fundamentals of data analysis

  • Measures of central tendency and dispersion
  • Concepts of correlation and causality
  • Basics of applied probability
  • Review of matrices/vectors/scalars/tensors

  3. Data visualization & exploration

  • Importance of visualization for decision-making
  • Tools and best practices (curves, histograms, heat maps, etc.)

  4. Data preparation and transformation

  • Data cleaning, missing value management
  • Aggregations, joins, data set enrichment

  5. Introduction to machine learning & predictive models**

  • Logic of supervised and unsupervised algorithms
  • Use case examples (customer attrition prediction, segmentation, anomaly detection)

  6. Model performance evaluation

  • Metrics and KPIs
  • Limitations and interpretation of results

  Coefficient : 1

  Pré-requis obligatoire :

  To ensure that students fully benefit from the course from the very first session, they are advised to:

  ? Have a good grasp of the basics of descriptive statistics (mean, median, standard deviation, normal distribution)

  ? Be familiar with Excel and basic data visualization tools (e.g., pivot tables)

  ? Understand the fundamental principles of machine learning (supervised and unsupervised learning concepts)

  To validate these prerequisites, students may take a short online training course (MOOC recommended) on the basics of data analysis (free courses) before the start of the course in the 1st semester.

  Compétences à acquérir :

  Data analytical capabilities

• Project Management

  Project Management

  Ects : 3

  Enseignant responsable :
  

  • CATHERINE AUBERT-BAUDEQUIN

  Volume horaire : 27

  Description du contenu de l'enseignement :

  This course is organized in a workshop-way on a case from the identification of the customers’ needs to the project closure report and SOW submission to their customers to give students a comprehensive insight on Project Management organization, key aspects, tools and challenges including a focus on change management issues.

  As the target of the course is to be able to integrate a Project Management team or manage project as a team leader, students will have to put into practice during the workshop all the key project management tools. They will also have to prepare the two negotiation rounds with their customers, plan, organize and follow the project work

  Coefficient : 1

  Compétences à acquérir :

  Course Objectives

  • Understand the components and issues (including risks and changes management) of the project life cycle and the project phases in detail
  • Understand how to formalize customer’s need and identify the deliverables of a project
  • Understand and use project management tools and manage resources
  • Understand how to monitor a project
  • Understand how projects must be integrated into a change management process to guarantee their success

   

  Learning Outcomes

  • Be able to initiate and manage projects efficiently and effectively, which means:
  • Be able to identify project customers and their needs (requirements, expectations, and constraints) and formalize the SOW
  • Be able to assess the feasibility of a project
  • Be able to plan and organize project phases and tasks within a limited time frame.
  • Be able to use tools such as the Project Manager job ticket, Project Charter, WBS, OBS, GANTT and RAM and monitor teamwork
  • Be able to identify project risks and their criticality both on the project management side and on the customer’s side (deployment of the project)
  • Be able to cope with delays and unplanned events during the project process
  • 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

  Mode de contrôle des connaissances :

  The project team and its members will be assessed as follows

  - All works produced by the Project Team are assessed (written and oral work). This covers the tools and the two final reports (project and customers)

  - The individual engagement in the project activities is also assessed as well as the individual performance during the two rounds with the customers

  - The individual REX is assessed

  The weight of the individual grades is higher with a coefficient = 3

  Bibliographie-lectures recommandées

  PMBOK guide book – A guide to the Project Management body of Knowledge – Project Management Institute 7thedition (2021)

   

  The Project Management Memory Jogger – second edition by Karen Tate, Paula Martin, Betsy Hardinger (Editor), Danielle Carbonell (Editor)

• Geopolitical Challenges 1

  Geopolitical Challenges 1

  Ects : 3

  Enseignant responsable :
  

  • ERIC MECHOULAN
  • ILAN SCIALOM

  Volume horaire : 18

  Description du contenu de l'enseignement :

  Course Presentation

   

  In a global context marked by increasing geopolitical instability, strategic foresight has become a key competency for international business professionals. This course equips students with the conceptual tools and practical methodologies to analyze geopolitical risks and anticipate their impact on global operations.

   

  Course Structure

   

  Format: 2 sessions of 1h30 and 5 sessions of 3 hours (Total: 18h)

   

  Session 1 – Introduction to Geopolitics: Concepts, Actors, Frameworks (1h30 IS & EM)

  • What is geopolitics? From classical to critical geopolitics.
  • Power, territory, sovereignty, borders.
  • Tools for geopolitical analysis (Hard power / Soft power / Smart power).

   

  Session 2 – Strategic Resources and Geoeconomics (2 x 1h30 IS)

  • Globalization Geopolitics (energy, rare earths, water and food as strategic assets)
  • Global chokepoints: Strait of Hormuz, Suez Canal, Bab el-Mandeb.

   

  Session 3 – The Digital Turn: Cyber Geopolitics and Tech Rivalries (2 x 1h30 IS)

  • Cyberattacks, espionage, and cybersovereignty in the digital age.
  • AI, 5G, and data governance in tech wars.

   

  Session 4 – Non state players (2 x 1h30 EM)

  • Transnational players and public opinion
  • Illegal transnational players (terrorists, mafias, etc.)

   

  Session 5 – Business Exposure to Geopolitical Risk (2 x 1h30 EM)

  • How to do business in a corrupt environment / failed states
  • How to handle international sanctions

   

  Session 6 – Managing the environment (2x1h30 EM)

  • Climate issues: the geopolitical dimension of the COPs
  • Migrants, displaced persons and refugees: a geopolitical challenge

   

  Session 7 – Information management (1h30 IS et EM)

  • Information and desinformation warfare.

  Coefficient : 1

  Compétences à acquérir :

  Course Objectives and Learning Outcomes

  • Understand foundational geopolitical concepts and their application to international business.
  • Analyze key strategic regions and actors affecting global political and economic stability.
  • Learn to interpret geopolitical developments through mapping, case studies, and group debate.
  • Foster group-based analytical and communication skills through oral presentation.

  Mode de contrôle des connaissances :

  100% Group Presentation

  • 15–20 minute oral presentation with slides.
  • Topic: a strategic geopolitical theme or region.
  • Deliverables: slide deck + 1-page executive summary.

  Bibliographie-lectures recommandées

  • Kaplan, Robert D. The Revenge of Geography
  • Khanna, Parag. Connectography
  • Bremmer, Ian. Every Nation for Itself
  • Nye, Joseph. Soft Power
  • Control Risks & WEF reports
• Apprenticeship and group work

  Apprenticeship and group work

  Enseignant responsable :
  

  • DENIS DARPY

  Description du contenu de l'enseignement :

  The purpose of this report is to demonstrate your ability to reflect on your professional experience. This is not a matter of copying and pasting existing information or prefabricated AI discourse. Rather, it involves taking a step back from your personal experience and sharing it in your own words, including both the positive and negative aspects. This exercise will help you take stock of your career path, allowing you to approach the next stages of your professional life with clarity.

  Two booklets are produced during the year.

  The first booklet is about integrating into the company, discovering the mission, the team, and the objectives. This booklet will help you reflect on this phase of getting to grips with the mission and analyze what you have built and implemented, with what resources and skills.

  This second booklet comes at the end of your learning experience and should enable you to analyze the contributions of this experience to your skills, establish a link with the training, and redesign your career plan.

  Compétences à acquérir :

  At the end of your apprenticeship experience, you will summarize the skills you have acquired

  • You must reflect on and detail the skills you have used and developed since the beginning and those you have lacked. These are now key skills. They define your professional profile at this point in time (the skills must be explained and placed in context).
  • The objective of this section is twofold. It should enable you to measure concretely which skills the company and the experience have allowed you to develop and put into practice.
  • This reflection should also lead you to identify your strengths and weaknesses, in particular the skills you still need to work on.

  Mode de contrôle des connaissances :

  100% Report Booklet

Core Courses

• International Corporate Finance

  International Corporate Finance

  Ects : 3

  Enseignant responsable :
  

  • SARAH HUET
  • CLAUDE DE RAISMES

  Volume horaire : 21

  Coefficient : 1
• Global Leadership and Ethics

  Global Leadership and Ethics

  Ects : 3

  Enseignant responsable :
  

  • FLORENCE LECOUTRE

  Volume horaire : 18

  Coefficient : 1
• International Consulting Business Cases

  International Consulting Business Cases

  Ects : 3

  Enseignant responsable :
  

  • BENJAMIN LEHIANY
  • DAVID HATCHUEL

  Volume horaire : 21

  Coefficient : 1
• Communication for influence and Impact

  Communication for influence and Impact

  Ects : 3

  Enseignant responsable :
  

  • Raquel Maria VALVERDE PUCHOL
  • ELISE ROSTAING

  Volume horaire : 21

  Description du contenu de l'enseignement :

  • Session 1 & 2 : Craft and Deliver World-Class Presentations - Elise Rostaing
  • Session 3 & 4 : How to write an impactful Master Thesis - Raquel VALVERDE-PUCHOL
  • Session 5 & 6 : Become a Leader - Elise Rostaing

  Coefficient : 1

  Compétences à acquérir :

  Public Speaking

  Thesis writing

• Master thesis

  Master thesis

  Ects : 3

  Enseignant responsable :
  

  • DENIS DARPY

  Volume horaire : 7

  Description du contenu de l'enseignement :

  The master’s thesis is a rigorous investigation and autonomous production that deals with a subject of interest for the business field, for yourself, and useful to the understanding of a changing world. Hence the topic you will search lies in the field of economics and management related to international business or cultural differences

  It leads to synthesizing and expanding the knowledge acquired during the four to five-plus years spent in university. It demonstrates students' ability to take a critical step back from the specific problems they encounter in organizations.

  Students choose the topics, guided by their advisor, who validates them. Students are encouraged to select a theme that suits their interests and is relevant to their professional goals. The master's thesis provides an opportunity for self-reflection and pushing the boundaries of one's thinking.

  Formal requirements stipulate that the master's thesis be about 60 pages long, excluding appendices, unless otherwise instructed by the program/advisor. However, the number of pages is not as critical an issue as the quality of the work and its overall contribution.

  Coefficient : 1

  Compétences à acquérir :

  You will strengthen your analytical abilities, demonstrate your creativity, and develop your critical thinking skills.

  Mode de contrôle des connaissances :

  Pre-Defense procedures

   

  In preparation for the pre-defense, and without further instructions from the master’s thesis advisor, the student must comply with the following:

  • The pre-defense document must be sent to the advisor and jury members at the latest on March 31st, 2026, and will be uploaded on Moodle
  • Dates have been scheduled on the apprenticeship schedule as possible dates for the defenses. The pre-defense includes 20 minutes of thesis presentation and 30 minutes of discussion. Adjustments may be introduced by the dissertation advisors. The defenses are public, except for confidential master’s theses.

  The student will receive an evaluation of the pre-defense with recommendations for additional editions

   

  Final document

   

  The final dissertation document will reflect the changes after the recommendation of the pre-defense jury. The final dissertation will be uploaded on Moodle June 29th

  at the latest.

• Internship

  Internship

  Ects : 6

  Enseignant responsable :
  

  • DENIS DARPY

  Volume horaire : 7

  Description du contenu de l'enseignement :

  You will be welcomed and supported by a mentor throughout the internship. The mentor is responsible for ensuring that the educational objectives set out in the internship agreement are met.

   

  The primary purpose of an internship is to give you practical experience of the professional environment.It is a work placement within an organization that allows you to supplement your theoretical knowledge with “hands-on” experience.

  Coefficient : Validation

  Compétences à acquérir :

  An internship should enable you to acquire professional skills

  related to your degree. It is a temporary work experience placement during which you will be assigned tasks in line with the educational program established with your educational institution.

  Mode de contrôle des connaissances :

  Internship report - 100%

• Apprenticeship

  Apprenticeship

  Ects : 6

  Enseignant responsable :
  

  • DENIS DARPY

  Volume horaire : 7

  Description du contenu de l'enseignement :

  The purpose of this report is to demonstrate your ability to reflect on your professional experience. This is not a matter of copying and pasting existing information or prefabricated AI discourse. Rather, it involves taking a step back from your personal experience and sharing it in your own words, including both the positive and negative aspects. This exercise will help you take stock of your career path, allowing you to approach the next stages of your professional life with clarity.

  Two booklets are produced during the year.

  • The first booklet is about integrating into the company, discovering the mission, the team, and the objectives. This booklet will help you reflect on this phase of getting to grips with the mission and analyze what you have built and implemented, with what resources and skills.
  • This second booklet comes at the end of your learning experience and should enable you to analyze the contributions of this experience to your skills, establish a link with the training, and redesign your career plan.

  Coefficient : 2

  Compétences à acquérir :

  At the end of your apprenticeship experience, you will summarize the skills you have acquired

  • You must reflect on and detail the skills you have used and developed since the beginning and those you have lacked. These are now key skills. They define your professional profile at this point in time (the skills must be explained and placed in context).
  • The objective of this section is twofold. It should enable you to measure concretely which skills the company and the experience have allowed you to develop and put into practice.
  • This reflection should also lead you to identify your strengths and weaknesses, in particular the skills you still need to work on.

  Mode de contrôle des connaissances :

  100% Report Booklet

Electives courses : Choice between Risk Track & Business Development Track

Risk Track - 9 ECTS

• Risk Track : Global Suply Chain Management

  Risk Track : Global Suply Chain Management

  Ects : 3

  Enseignant responsable :
  

  • CATHERINE AUBERT-BAUDEQUIN

  Volume horaire : 18

  Description du contenu de l'enseignement :

  This course introduces the supply chain concept and is dedicated to familiarizing the students with the Supply Chain operations, issues, trends, and challenges in a VUCA environment. In addition, as this course is international-business development oriented, it shows the tight links between international strategy, value creation and supply chain strategy through examples of global supply chains.

  This course is organised in a workshop to allow students to integrate supply chain approach into a business development strategy. From the Dyntech case, students will focus on one specific supply chain issue and submit a continuous improvement plan aligned on the international business strategy of the company.

  Coefficient : 1

  Compétences à acquérir :

  Objectives

  • Have an end-to-end understanding of a global and customer-centric Supply Chain
  • Understand cross-functionality issues within the frame of a continuous improvement approach (process analysis and interrelationships between processes)
  • Understand planning and forecasting issues (Demand Planning)
  • Understand both internal and external risks issues (FMEA analysis)
  • Understand how the supply chain can be turned into a competitive advantage for companies operating on international markets

   

  Learning Outcomes

  • Have command of the basic knowledge required to understand Supply Chain operations, planning and future challenges (4.0 Revolution)
  • Be able to define and formalize supply chain strategic goals and objectives with a Kaplan matrix
  • Be able to understand, produce and analyze a Supply Chain map
  • Be able to synchronize a business development strategy with a supply chain strategy
  • 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 business development

  Mode de contrôle des connaissances :

  The project team and its members will be assessed as follows

  - All works produced by the Project Team are assessed (written and oral work). This covers the tools and the final report (continuous improvement plan)

  - The individual engagement in the project activities is also assessed as well as the individual performance during the project submission (oral)

  - The individual REX is assessed

  Bibliographie-lectures recommandées

  · Logistics and Supply Chain Management – Creating Value, adding networks – de Christopher Martin

  · Operations Management in Supply Chain – Decisions and Cases – Schroeder, Meyer Goldstein, Rungtusanatham - 6th edition - – Recommended –

  · http://www.supplychainquarterly.com/whitepapers/ - white papers

  · Supply chain dive operations website – free newsletter

• Risk Track : Geopolitical Challenges 2

  Risk Track : Geopolitical Challenges 2

  Ects : 3

  Enseignant responsable :
  

  • ERIC MECHOULAN
  • ILAN SCIALOM

  Volume horaire : 12

  Description du contenu de l'enseignement :

  Overview

   

  As part of the Risk Management track, this module complements technical courses in supply chain resilience and data-driven risk analysis by offering a geopolitical lens through which future business disruptions can be mapped, interpreted, and mitigated.

  Through case studies, simulations, and structured analysis based on Geostrategy by Design, students will learn to connect high-level geopolitical developments with operational and strategic corporate decisions. We also reserve the possibility of inviting an external guest speaker, such as a corporate risk management professional, to provide students with applied insights and real-world perspectives on geopolitical risk management.

  This course aims to equip international business students with the tools and mindset required to navigate today's volatile geopolitical landscape. From energy security to supply chain disruption, students will explore how global companies assess, anticipate, and manage geopolitical risk. The course bridges theory and practice through case studies, risk frameworks, and a final simulation exercise.

  Why this course matters for the program:

  • Develops strategic decision-making and resilience in students
  • Connects geopolitics with real business functions (finance, supply chain, compliance) - Promotes analytical rigor and cross-functional skills

   

  Course Structure

   

  Each session is 3 hours

   

  Session 1

  – Geopolitical Risk Mapping and Strategic Foresight (EM & IS)

   

  Sessions 2

   

  The geopolitical risk perspective in the global value chain (EM)

   

  Geopolitical challenges to business ecosystems (EM)

   

  Session 3

   

  Geopolitics of Supply Chain Disruption (IS)

   

  Intelligence, Influence, and Corporate Strategy (IS)

   

  Session 4 -Final Workshop: Simulation and Dashboard Presentation (IS & EM)

  Coefficient : 1

  Compétences à acquérir :

  Course Objectives

  • Equip students with analytical tools for geopolitical risk management
  • Understand key frameworks (PESTLE, scenario planning, risk indices) - Analyze how geopolitical disruptions impact firms
  • Learn how businesses integrate strategic foresight into planning and apply strategic foresight to real-world international business scenarios.
  • Combine geopolitical insights with supply chain and data risk approaches.
  • Present actionable geopolitical dashboards or simulations

   

  Learning outcomes

   

  Develop specific skills :

  • Geopolitical risk assessment
  • Strategic thinking and foresight
  • Crisis simulation and response
  • Business decision-making under uncertainty
  • Dashboard design and risk communication

  Mode de contrôle des connaissances :

  Final Project – 70%: Group or individual geopolitical dashboard / scenario.

  • Risk radar
  • Strategic options
  • Stakeholder mapping
  • Recommended business responses

   

  Participation – 30%: 1-page response to Geostrategy by Design.

  • Creation of a strategic geopolitical dashboard or scenario analysis for a multinational firm or sector exposed to risk.
  • Critical Summary – 30%: 1-page response to Geostrategy by Design.

  Bibliographie-lectures recommandées

  Core Reading:

  • Moreland, Dan. Geostrategy by Design: How to Manage Geopolitical Risk in the New Era of Globalization

   

  Supplementary Readings:

  • Gans, John. White House Warriors
  • Braw, Elisabeth. The Defender’s Dilemma
  • Control Risks – RiskMap
  • WEF – Global Risks Report
  • EIU, Stratfor, geopolitical intelligence providers
• Risk Track : Business Data Analytics 2A

  Risk Track : Business Data Analytics 2A

  Ects : 3

  Enseignant responsable :
  

  • JEAN FRANCOIS BONNET
  • JEAN AXEL ULLERN

  Volume horaire : 12

  Description du contenu de l'enseignement :

  Geopolitics: Analysis of international trade flows & geopolitical risks

  • Objective: Understand the impact of geopolitical tensions on trade
  • Data: Import/export volumes by region, political risk indices, currency fluctuations
  • Methods: Advanced visualization, correlations between variables, prediction of impactful events

  Coefficient : 1

  Compétences à acquérir :

  Advanced and Applied Data Analytics

• Risk Track : International Project

  Risk Track : International Project

  Enseignant responsable :
  

  • DENIS DARPY

  Description du contenu de l'enseignement :

  The international project is a group activity involving external stakeholders. Students are responsible for organizing meetings with companies related to their track specialization during visit days in France or study trips abroad. They are also responsible for organizing themed conferences throughout the year.

  Compétences à acquérir :

  Organizing conferences

  Developing a network at the highest international level

  Mode de contrôle des connaissances :

  Participation 100% - Validation ECTS

Business Development Track - 9 ECTS

• BD Track : Doing Business in fast growing markers

  BD Track : Doing Business in fast growing markers

  Ects : 3

  Enseignant responsable :
  

  • PIERRE RELECOM

  Volume horaire : 15

  Description du contenu de l'enseignement :

  • Session 1 : Doing Business in Latin America
  • Session 2 : Doing Business in Africa
  • Session 3 : Doing Business in ME
  • Session 4 : Doing Business in India
  • Session 5 : Doing Business in Asia

  Coefficient : 1

  Compétences à acquérir :

  Adaptability to various business environments

  Mode de contrôle des connaissances :

  BUSINESS CASES :

  • Work accomplished
  • Research
  • Form of presentation
  • Quality of the oral presentation (each must speak)
  • Respect of presentation timing (20’)

   

  60% of the final grade

   

  PARTICIPATION :

  • Debate preparation (20%)
  • Presentation (50%)
  • Participation during the class (30%)

   

  40% of the final grade

• BD Track : International Consumer Behavior

  BD Track : International Consumer Behavior

  Ects : 3

  Enseignant responsable :
  

  • DENIS DARPY

  Volume horaire : 15

  Description du contenu de l'enseignement :

  This course examines the relationship between universality and cultural relativism through consumer culture during major rituals.

  The course analyzes the constants of consumption across cultures by studying major rituals. Are abundance and deprivation universal across cultures? Universal or cultural humanity: this tension is at the heart of this course.

  Student groups are organized around major rituals such as Thanksgiving, Christmas, Ramadan, Lunar New Year, Diwali, and Mardi Gras. A historical analysis highlights the ancient roots of these holidays and then shows how they have been appropriated by religions. Popular culture (TV series, films, books) is used to illustrate the manifestations of each culture.

  A debate is organized after each presentation. Students learn from each other. Knowledge is co-constructed with the speakers.

  The pedagogical method of group work allows data to be accumulated. The teacher provides rotating tutoring to each group to introduce the intercultural concepts used in the analysis grid.

  Coefficient : 1

  Compétences à acquérir :

  Critical thinking

  Ability to connect rituals and society

  Mode de contrôle des connaissances :

  Group Report - 100%

• BD Track : Business Data Analytics 2B

  BD Track : Business Data Analytics 2B

  Ects : 3

  Enseignant responsable :
  

  • JEAN AXEL ULLERN
  • JEAN FRANCOIS BONNET

  Volume horaire : 12

  Description du contenu de l'enseignement :

  1. Business Development: Managing distribution channel performance

  • Objective: Identify levers for optimizing sales performance
  • Data: Sales by channel, conversion rates, return on advertising investment
  • Methods: Segmentation analysis, acquisition cost optimization, sales forecasting

   

  2. Marketing: Personalizing customer recommendations

  • Objective: Improve conversion by offering tailored recommendations
  • Data: Purchase history, customer profiles, behavioral data
  • Methods: RFM segmentation, customer clustering, propensity scoring

  Coefficient : 1

  Compétences à acquérir :

  Advanced and Applied Data Analytics

• BD Track : International Project

  BD Track : International Project

  Enseignant responsable :
  

  • DENIS DARPY

  Description du contenu de l'enseignement :

  The international project is a group activity involving external stakeholders. Students are responsible for organizing meetings with companies related to their track specialization during visit days in France or study trips abroad. They are also responsible for organizing themed conferences throughout the year.

  Compétences à acquérir :

  • Organization of conferences
  • Developing a network at the highest international level

  Mode de contrôle des connaissances :

  100% Participation - Validation ECTS