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Raimbault Sophie [Date]

‘Grande Ecole Programme’ Master 1 ELECTIVES Spring 2017

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Week 1, January 23 to 27 ................................................................................................................................. 3

Marketing of Innovation ............................................................................................................................... 4

Strategies of value creation on the Internet ................................................................................................ 6

Video Game Markets and Marketing ........................................................................................................... 8

Microfinance ............................................................................................................................................... 10

Public Finance, taxation and fraud ............................................................................................................. 12

Strategic Management of Innovation (SMOFI) .......................................................................................... 13

Wine & food tourism marketing ................................................................................................................ 15

Management of Responsible Organizations "MORO" .............................................................................. 16

Week 2, January 30 to February 3 .................................................................................................................. 19

Marketing for Entrepreneurs ..................................................................................................................... 20

The Business of Crime, an Analytical Perspective ..................................................................................... 21

Cross-Cultural Management ....................................................................................................................... 22

Relationships with Direct and Digital Marketing ....................................................................................... 25

Corporate Entrepreneurship and Business Development ......................................................................... 26

Business Competition Regulation and Policy ............................................................................................. 28

Consumer Behavior: Consumer Psychology in Marketing ........................................................................ 30

International Tourism Operations .............................................................................................................. 32

Week 3, February 6 to 10................................................................................................................................ 34

Strategic Management and Business Model Innovation .......................................................................... 35

Business Opportunities in Emerging Markets ............................................................................................ 37

Brand Management .................................................................................................................................... 38

Entrepreneurship and Innovation .............................................................................................................. 40

Principles of Real Estate ............................................................................................................................. 42

Economics and Management of Cultural Organizations ........................................................................... 44

New Product Development ........................................................................................................................ 46

Contemporary Issues in U.S. Food and Beverage Markets ....................................................................... 49

Week 4, March 6 to 10 .................................................................................................................................... 50

Corporate Strategy and Sustainability ....................................................................................................... 51

Value Based Metrics & Valuation of Company .......................................................................................... 53

Sports Marketing in the Context of Globalization ..................................................................................... 54

Conflict Management Skills ........................................................................................................................ 57

Dealing with Uncertainty ............................................................................................................................ 59

Sustainability in wine and alcohol business .............................................................................................. 61

Entrepreneurship: From idea to opportunity ............................................................................................ 62

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International Management and Organizational Structures ...................................................................... 64

Week 5, March 13 to 17 .................................................................................................................................. 68

Decision Making Skills ................................................................................................................................ 69

Creating Value Through Customer Engagement ........................................................................................ 70

Business Negotiations ................................................................................................................................. 72

The CISG: Creating the structure for the international sale of goods ....................................................... 74

Doing Business in North America ............................................................................................................... 76

Innovating in the Knowledge-Economy ..................................................................................................... 78

Games and Strategies for Business ............................................................................................................ 80

Effective lessons to become a top manager and to succeed .................................................................... 82

Each elective is worth 3 ECTS credits. You can only choose ONE elective per week (from Monday morning to Friday afternoon).

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Week 1, January 23 to 27

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Master Grande École 2016-2017

Module's Title: Marketing of Innovation Subject area / specialization: Marketing

Professor: Yann Truong [email protected]

Burgundy School of Business

Learning objectives:

Plan a marketing campaign using innovative marketing platforms,

Explain the cycles of consumer adoption of innovations and the obstacles to accelerating the rate

of adoption,

Identify the competitive advantages of successful innovative companies, and the key success

factors of top-rated innovative products and services,

Evaluate the strengths and weaknesses of major business models in the marketplace,

Design a conjoint analysis study to recommend a pricing policy for new products and services.

Description of Content:

“Any business enterprise has two – and only these two basic functions: marketing and innovation.”

-Peter Drucker, The Practice of Management

A McKinsey study identified four success factors for innovative companies. They introduce new products

faster than their competitors, attack larger markets, introduce more new products in the same time frame,

and incorporate more innovations into their products and services than their competitors. Marketing plays

a critical role in each of these factors.

The increasing use of new technologies in new products often leads to shortened product life cycles,

demand for continuous product updates, increases in the perceived risk of adoption by customers,

increasing requirements for intensive customer service and relationships, and growing reliance on

business partners (suppliers, vendors, and distributors). This module focuses on understanding these

changes and how future managers can elaborate successful marketing strategies and tactics required for

creating, developing, and commercializing innovative products.

Assessment :

Final presentation: 50% Individual exam: 50%

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Teaching Method

Lectures: These are designed to present key concepts to students, and discussion topics and exercises where applicable. The lectures also feature analytical exercises using short case studies and other learning simulators. No PowerPoint presentations are used. Students have access to teaching notes for each lecture at the end of the week. The teaching style is based on lively discussions, videos and hands-on materials. Active participation of students is therefore a fundamental element of the lectures. The content of the lectures will feature in the final examination.

Case Studies: Students complete several case studies. For each case, a short report is required.

Whenever possible, hands-on assignments prevail.

Assignments: Students complete several hands-on assignments in groups. These assignments are designed to help them apply the concepts. The final assignment will be reported in the form of a presentation and report. Please note that all assignments require preparatory work outside of the classroom hours.

Bibliography:

Moore, G. (2004) Inside the tornado: Strategies for Developing, Leveraging, and Surviving Hypergrowth Markets, Harpercollins Publishers.

Rogers, E. (2004) Diffusion of Innovations, Free Press.

Christensen, Clayton M. (2011). The innovator's dilemma: The Revolutionary Book That Will Change the Way You Do Business. (Reprint) . New-York: Harperbusiness.

Trott, Paul (2012). Innovation management and new product development. (5th edition) . [S.l.]: Prentice Hall.

Virden, TW 1995, Can This High-Tech Product Sell Itself?, Harvard Business Review, 73, 6, pp. 24-28.

Gourville, JT 2006, eager sellers & stony buyers, Harvard Business Review, 84, 6, pp. 98-106.

Crossing the Chasm – A summary by Andersen.

A Summary of Crossing the Chasm – Linowes.

Andrew, J, & Sirkin, H 2003, Innovating for Cash, Harvard Business Review, 81, 9, pp. 76-83.

Berry, L, Shankar, V, Parish, J, Cadwallader, S, & Dotzel, T 2006, Creating New Markets Through Service Innovation, MIT Sloan Management Review, 47, 2, pp. 56-63.

Note on Conjoint Analysis – Hauser – MIT Sloan School of Management.

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Module's Title: Strategies of value creation on the Internet Subject area / specialisation: Marketing Professor: Djamchid Assadi [email protected]


Learning objectives: At the completion of the course, students are most likely able to:

1) Explain the founding concept of value creation in the cyberspace of the Internet 2) Provide insights on how to implement strategy in the New Economy. 3) Discern the strategic business models of value creation on the Internet 4) Understand the potentials of the Internet for marketing strategies and customer satisfaction 5) Understand what Web 2.0 is all about and the P2P revolution 6) Understand some legal and ethical issues related to E-Business 7) Work in teams and communicate in public.


Course Presentation - Introduction e-business - Teams Formation "Fluid" Consumer behavior - Strategies of consumer journey - Teams work presentation and discussion What is a business model? - What are a business model's components? – Customer Value Proposition

and Income Stream - Teamwork presentation and discussion What is a business model? - What are a business model's components? – Technological Infrastructure

and Governance - Teamwork presentation and discussion Business models of selling tangible and intangible products online - Theory of Long Tail - Teamwork

presentation and discussion Big data and business model of infomediation - Big data analytics - Teamwork presentations and

discussion Typology of social media - Social media strategy - Team work presentations and discussion Business model of exchange facilitation - Crowdsourcing and crowdfunding online - Teamwork

presentations and discussion Brands say, People say - Brand strategies in face of social media - Workshop Presentations and

evaluation

Assessment: The final grade will be based on:

Team Work - Project preparations and presentations: 50% Individual Work - Individual project on crowdfunding: 50%

Teaching Method: This course aims to provide with insights and frameworks to understand the dynamism of the cyberspace for business and commerce. The teaching approach gives a balanced approach of theoretical enlightenment and practical enrichment; and accordingly mixes:

Lectures. Each session is opened by the professor’ lecture. Discussion. The professor will discuss the concepts and encourage questions and critical thinking. Workshops. Student teams will apply theories and concepts to practical cases.

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Bibliography: Reading and understanding of the following articles are Compulsory:

Anderson Chris, “The Long Tail: Forget squeezing millions from a few megahits at the top of the charts. The future of entertainment is in the millions of niche markets at the shallow end of the bit stream", Wired, and October 2004.

O’Reilly Tim, “What is Web 2.0. Design Patterns and Business Models for the Next Generation of Software”

Porter M. E. (2001), Strategy and the Internet, Harvard Business Review, March Money from Friends: Finding the Right Revenue Model for Social Media, Knowledge@Wharton,

August 29, 2012. Four ways to get more value from digital marketing, Published : March 2010, in McKinsey Quarterly

Online

Further readings:

Transmedia Storytelling, Fan Culture and the Future of Marketing, Published : July 3, 2012 in Knowledge@Wharton

Erik Brynjolfsson, Yu Hu and Michael Smith, “From Niches to Riches: Anatomy of the Long Tail” Daniel G. Goldstein, Dominique C. Goldstein, “Profiting from the Long Tail” The course materials also include the PPT slides available on e-learning online

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Module's Title: Video Game Markets and Marketing Subject area / specialisation: Marketing Professor: Mathieu-Claude Chaboud Mathieu-Claude.chaboud@bsb-

education.com



This course is dedicated to the exploration of all sides of the video game industry markets. To gain market specific knowledge about the industry and its components. To learn about game product development and funding related to markets and distribution. To understand its specific consumers segments and the typologies of other stakeholders.


Block 1: Introduction to video game markets

The video game industry structure

Publishers

Studios

Independents

Block 2: Video game consumers

From hardcore to casual gamers and everything in between

Archetypal genres and the question of gameplay

Franchises, AAA and indy successes

Block 3: Market structures in the video game industry

Distribution

Brick & mortar and dematerialized platforms

PC, console and mobile markets

Block 4: Customer relationships and long term success

Funding projects

Legitimacy and consumer adoption

Social media and web 2.0 effects

The free-to-play revolution

Block 5: Piracy and anti-piracy in the video game industry

Intellectual property protection

Grey markets and piracy channels

Network externalities and the impact of piracy

Legacy video gaming: exploitation, use and abuse

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Assessment:

Final case study 75 Participation/Attendance 25 Total 100

Teaching Method:

In addition to lectures, the course is an experiential learning course designed around three fundamental concepts:

Learning by doing (final case study)

Reflection in action (participation and class discussion)

Coaching

Bibliography:

All readings and materials will be provided by the instructor.

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Module's Title: Microfinance Subject area / specialisation: Finance

Professor: Arvind Ashta [email protected]



To look at Microfinance institutions from different perspectives and understand how they work, why they work, and what is required of them in terms of strategy in the wake of sustainability and development objectives.

Supplementary objectives are developing management skills in group work and team leading as well as ability to appreciate corporate governance and business ethics issues within this field.

To know how to carry out reflection on the governance of a firm and business ethics


Microfinance is a fast growing sector known for a double bottom line: profitability and providing Financial inclusion.

The course outlines the amazing growth of the microfinance institutions, their diverse business models, the sociological and management issues raised in managing these organizations and their markets, and the role of technology in promoting the growth. It looks at some aspects of risk management in the portfolios of socially responsible investment funds as well as governance issues raised by the involvement of global financial and non-governmental institutions. While the focus is predominantly on microcredit, other forms of microfinance will also be discussed. Finally, new technological developments are ushering in cloud computing, crowdfunding and mobile banking and the course will help students understand the opportunities as well as the risks of using high technology.

You will be required to develop the strategy of a microfinance institution.

Assessment:

Answering a question based on a book to be read before coming to class (20%) Problem Based Learning (50%) Final Quiz (30%)

Teaching Method:

The course is a mixture of classes, including visiting faculty from industry, and problem based Learning. The course lays equal emphasis on lectures with active discussion, on extensive reading, and on group

work to build team skills. A Book Review is an additional tools used to the normal ones ticked below. The PBL approach requires highly intensive discussions between group members and a willingness to

provide feedback to each other. It will be based on a case. You will be provided a country to invest in and have to formulate the complete strategy of entering the microfinance market in that country. High pressure targets may require working till late at night.

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Bibliography:

Books:

Yunus, M. (2003). Banker to the Poor: Micro-Lending and the Battle Against World Poverty, . New York, Public Affairs.

Armendàriz, B. and J. Morduch (2010). The Economics of Microfinance. Cambridge, MA, MIT Press.

Ashta, A., Ed. (2011). Advanced technologies for microfinance: Solutions and challenges. Hershey, PA, IGI Global.

Armendariz, B. and M. Labie, Eds. (2011). The Handbook of Microfinance. Singapore, World Scientific.

Papers:

Ashta, A. (2009). "Microcredit Capital Flows and Interest Rates: An Alternative Explanation." Journal of Economic Issues (M.E. Sharpe Inc.) 43(3): 661-683.

Ashta, A., K. Dayson, R. Gera, S. Hettihewa, N. V. Krishna and C. Wright (2013). Microcredit as a Social Innovation. The International Handbook on Social Innovation. F. Moulaert, D. MacCallum, A. Mehmood and A. Hamdouch. Cheltenham, UK., Edward Elgar: 80-93.

Ashta, A., M. Couchoro, A.S.M. Musa. 2014. Dialectic Evolution through the social innovation process: from microcredit to microfinance. Journal of Innovation and Entrepreneurship 3:4.( DOI: 10.1186/10.1186/2192-5372-3-4).

Ashta, A. and M. Hudon (2012). "The Compartamos microfinance IPO: Mission conflicts in hybrid institutions with diverse shareholding." Strategic Change: Briefings in Entrepreneurial Finance 21(7-8): 331-341.

Ashta, A., S. Khan, P.E. Otto. 2015. Does Microfinance Cause or Reduce Suicides? Policy Recommendations for Reducing Borrower Stress. Strategic Change: Briefings in Entrepreneurial Finance 24(2) 165–190.

Attuel-Mendes, L. and A. Ashta (2013). "The Truth, But Not Always The Whole Truth In Lending Laws." Cost Management 27(2): 6-19.

Constantinou, D. and A. Ashta (2011). "Financial crisis: lessons from microfinance." Strategic Change: Briefings in Entrepreneurial Finance 20(5/6): 187-203.

Johnson, S., A. Ashta and D. Assadi (2010). "Online or Offline? The Rise of "Peer-to-Peer" Lending in Microfinance." Journal of Electronic Commerce in Organizations 8(3): 26-37.

Khan, S. and A. Ashta (2012). "Cost control in Microfinance: Lessons from the ASA case." Cost Management 26(1): 5-22.

Khan, S. and A. Ashta (2013). "Managing Multi-Faceted Risks in Microfinance Operations." Strategic Change 22(1/2): 1-16.

Assadi, D., A. Ashta. 2014. Innovative Transposition of Trust Mechanisms in Social Lending Groups from Offline to Online Strategic Change: Briefings in Entrepreneurial Finance 23(7-8) 461-480.

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Module's Title: Public Finance, taxation and fraud Subject area / specialisation: Public economics and Public finance

Professors: Angela SUTAN Cécile BAZART [email protected]

[email protected]



The aim of this course is to give a tool box and some insights into economic contemporary news about the role of the state in its wide acceptation. The contemporary debates on which this course focuses are: public deficits and debts, welfare State crisis reforms and impacts in terms of taxes and social levy, the role and size of the State, taxation theory and justification of taxation systems' evolution, psychology of tax, nature of evasion activities and relevant tools to reduce them.


Economic theory of the state Welfare crisis and financial implications Public deficits and debts Euro area crisis International comparisons Taxation systems characteristics Questioning about the good system Acceptability and/or reactance to taxation Cahuzac, Depardieu : what about avoidance, evasion and frauds.

Assessment: Case Study / dossier

Teaching Method:

Lecture : a conference on each items Readings on each topic to illustrate and favor exchanges 20h

Bibliography:

Nicolas Barr, (2004), « Economics of the welfare state », Oxford University press, Oxford, UK. Antoine Bozio, Julien Grenet (2010), "Economie des politiques publiques", La Découverte, Collection

Repères, Paris. Xavier Greffe (1997), "L’économie des politiques publiques", Dalloz, Paris. Luc Weber, (1999), « L’Etat acteur économique », Economica, Paris.

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Module's Title: Strategic Management of Innovation (SMOFI) Subject area / specialization:

Professor: Prof. Sophie Reboud, PhD, HDR

[email protected]


This course is an introductory course.

At the end of the course, the student should: 1. understand the innovation, its evolution and

diffusion patterns, 2. be able to analyse technologies as part of a

competitive system, 3. know how to select and assess innovative projects 4. Understand elements of the management of

innovation in a firm

Summary of content:

First part: Innovation diffusion and adoption,

Second part: Innovation and creativity,

Third part: Strategy and IP

Fourth part: Strategic management of innovation

Pedagogical tools and methods Presentations by lecturers, exercises and case studies E-learning ; Textbook

Assessment

The evaluation is designed to assess the way the student has reached the learning objectives.

50% Short case studies in group assesses the ability to write a diagnosis and use main tools provided,

50% A final exercise mixing group work and individual analysis assesses the acquisition of knowledge and knowhow.

Copyright and quotation The sources of references used in the essays and homework must be cited and quoted in appropriate terms.

A student who would note indicate the references he or she used would be excluded from the course.

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Session Duration

(h) Main topics Learning objectives

Definition and Diffusion

4

Innovation dynamics

Getting aware of the importance of Innovation; Know main theories of diffusion and adoption of innovation; Understand how to use such theories to analyse innovation success/failure

Business Model Innovation

2

Business Model ; BM innovation ; Value Chain Innovation ; CASS Matrix-Strategic Issues and Strategic Innovation incl funding innovation

Understand how innovation and strategy are linked, Being able to design an innovation process sustaining the strategic choices

Disruptive innovations and risk management

2

Disruptive Innovation ; commercialisation of a radical innovation ; RENT model, managing the innovative risk

Knowing what disruption means and knowing how to manage it in firms

Creativity and Innovation

2

What are the links between creativity and innovation?

Getting to know what Creativity is and what it is not, Understand how creativity is linked to innovation, Recognise the drivers fostering creativity

Open Innovation

2

Open Innovation ; collaborative innovation

Knowing what open innovation means, being aware of the issues involved

Strategy, Innovation and IP issues

4

IP as a strategic lever

Knowing what IP and IP protection mean; Understand how firms can use IP as a strategic lever

Innovation Management

4

What does that mean "Managing Innovation"?

Understand how innovation, strategy and management are linked in a firm, Understand the stakes involved in the management of innovation

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Module's Title: Wine & food tourism marketing Subject area / specialisation: Marketing Professor: Laurence Cogan Laurence.cogan-marie@bsb-

education.com



To learn the specificities of the food & wine industry; To identify the segmented market food & wine tourism is targeted at; To identify the profile of a oeno-gastro tourist; To understand the importance of marketing food & wine; To be able to clearly market a food site or a winery on a national or an international level; To be able to identify business opportunities in this industry.


Introduction to the food/wine tourism concept

Profile of the oeno-gastro tourist

Creating and managing a food & or wine tourism festival/event

Role of the winery or the food production site in wine/food marketing and distribution

Function of wine/food routes and trails

Wine region brand building

New trends in food & wine tourism

Final project: designing an innovative food & or wine tourism concept

Assessment:

Final project presentation (Group) 60 Profile of wine tourists (Individual) 20 Participation/Attendance (Individual) 20

Total 100

Teaching Method:

The course is an experiential learning course designed around three fundamental concepts:

Learning by doing (designing an innovative & realistic wine/food tourism project)


Coaching

Bibliography:


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Module's Title: Management of Responsible Organizations "MORO"

Subject area / specialisation: Management of organizations

Professor managing the course:

Professors:

Marc Ingham Christelle Havard

Members of the Chair of Management and Responsible Innovations - MIR

[email protected]

[email protected]


Objectives of the course:

Linked to the research activities of the Chair of Management and Responsible Innovations - MIR and the global strategy of the Burgundy School of Business, the main learning goals of this course are the following:

- Understand concepts and associated practices linked to responsible management and innovations

- Analyze the responsibility of organizations at the levels of strategy, environment, innovations and management

- Study the implications and recommendations for future managers

Main targeted competencies and skills developed – BSB® Portfolio:

MGE GK4.1 - To be acquainted with, to understand and to be capable of explaining the behavior of individuals and groups within organizations

MGE GK4.2 - To be acquainted with and to understand the principal dimensions of the analysis of organizations

MGE GS1 - To know how to analyze and solve a problem and to know how to structure one’s thinking MGE GS3 - To show open-mindedness and integrity MGE GS3.5 To be sensitive to corporate social responsibility and to behave in a responsible manner

Description of Content :

Contents: (18h = 4 sessions of 4 hours and 1 session of 2 hours)

Session 1 (4h): Introduction on Corporate Social Responsibility of Organizations by Marc Ingham

Session 2 (4h): Responsible Innovations in Organizations Session 3 (4h): Social Responsibility of Organisations and responsible Managers

by Christelle Havard Session 4 (4h): Strategic Integration of Responsible Management and Innovations

by Marc Ingham Supported by Christelle Havard to help student to prepare their case study)

Session 5 (2h): Mini Cases Presentations and Conclusions by Christelle Havard and Marc Ingham,

mailto:[email protected]



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Assessment methods - Exam modalities:

1- Individual final exercise: Each student will present a personal reflection on the experience lived during the course (30%)

Main ideas drawn from the texts to be read, complementarity between texts and contents of the course, the complementarity between the knowledge stemming from texts and from the class on one hand and construction of a mini-case on the other hand, what the course allowed to bring to the knowledge of the responsible organizations and to the critical glance which we can concern the Corporate Social Responsibility

2- Collective Group work a. Dossier: building a mini-case of a responsible organization (40%) b. Presentation of this mini-case during the last session (30%)

Teaching Method:

This course is based on advanced pedagogical methods based the combination and integration of various resources to sustain and strengthen the learning process and outcomes: - Mandatory readings, - Cases and illustrations (ex: La Poste, SEB, Triodos, Jegay Lagoute, Salomon, Patagonia,…) - Videos, - E-learning, - Links to web sites (Harvard, Insead, Stanford, MIT,…), Individual readings, -Group presentations on mini-case projects, Group report and active interactions during the sessions.

Participants will work in group on a mini-case project that will be presented and discussed during the last session.

Bibliography:

Mandatory readings: Maon, F., Lindgreen, A., Swaen, V., (2008). Designing and Implementing Corporate Social Responsibility:

An Integrative Framework Grounded in Theory and Practice, Journal of Business Ethics, Vol. 87, pp. 71-89.

Del Rio-Gonzales, P., (2009). The Empirical Analysis of the Determinants for Environmental Technological Change: A Research Agenda, Ecological Economics, Vol. 68, pp. 861-878.

Baumann-Pauly, D., Wickert , C., Spence, L., Scherer, A. G., (2013). Organizing Corporate Social Responsibility in Small and Large Firms: Size Matters, Journal of Business Ethics, Vol. 115, pp. 693-705.

Gond, J.-P., Igalens, J., Swaen V., El Akremi, A., (2011). The Human Resources Contribution to Responsible Leadership: an Exploration of the CSR-HR Interface, Journal of Business Ethics, Vol. 98, pp.115-132.

Complementary readings available on Elearning:

Garriga, E., Melé, D., (2004). Corporate Social Responsibility Theories: Mapping the Territory, Journal of Business Ethics, Vol. 53, pp. 51-71.

Porter, M., Kramer, M., (2011). Creating Shared Value – How to Reinvent Capitalism-and Unleash a Wave of Innovation and Growth, Harvard Business Review, Jan.-Feb. 2011, pp. 1-17.

Horbach, J., Rammer, C., Rennings, K., (2012). Determinants of Eco-Innovations by Type of Environmental Impact — The Role of Regulatory Push/Pull, Technology Push and Market Pull, Ecological Economics, Vol. 78- pp 112-122

De Marchi, V., (2012). Environmental Innovation and R&D Cooperation: Empirical Evidence from Spanish Manufacturing Firms, Research Policy, Vol. 41, pp. 614– 623.

Birkinshaw, J., Hamel, G., Mol, M., (2008). Management Innovation. Academy of Management Review, Vol. 33, No. 4, pp. 825-845.

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Mol, M., Birkinshaw, J., (2009). The Sources of Management Innovation: When Firms Introduce New Management Practices. Journal of Business Research, Vol. 62, pp. 1269-1280.

Sharma, S., Sharma, J., Devi, A., (2009). Corporate Social Responsibility: the Key Role of Human Resource Management, Business Intelligence Journal, January, pp. 205-212.

L'Etang, J., (1995). Ethical Corporate Social Responsibility: A Framework for Managers, Journal of Business Ethics, Vol. 14, pp. 125-132.

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Week 2, January 30 to February 3

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Module's Title: Marketing for Entrepreneurs Subject area / specialisation: Marketing

Professor: Francisco Guzmán [email protected]

University of North Texas College of Business, USA

Learning objectives: To understand that marketing as a business philosophy provides the best way to reach company

objectives by satisfying consumer needs. To understand the importance of marketing in order to make business decisions. To learn the basic concepts of marketing within an entrepreneurial setting. To relate theoretical concepts to real-life marketing practices. To define marketing strategies and make decisions.


Block 1: “The Marketing and Entrepreneurship Orientations”

The importance of having a Marketing Orientation

Basic strategic marketing tools: Reference Market (Lambin, Readings)

The Entrepreneurial Mind: Crafting a Personal Entrepreneurial Strategy (Timmons & Spinelli, Ch. 1)

The Entrepreneurial Process (Timmons & Spinelli, Ch. 3)

Finding and Screening Opportunities (Timmons & Spinelli, Ch. 4) Block 2: “Knowing the Family Enterprise Consumer: The importance of Buyer Behavior”

The Family as an Enterprise (Timmons & Spinelli, Ch. 17)

Introduction to Buyer Behavior and the Buying Decision Process (Blackwell, et. al., Ch. 1 and 3) Block 3: “Applying Marketing Strategies to an Entrepreneurial Venture”

Positioning & Branding (Kotler & Keller, Ch. 9, 10)

Assessment:

Final case study 65 Quiz 10 Participation/Attendance 25 Total 100

Teaching Method:

The course is an experiential learning course designed around three fundamental concepts:

Learning by doing (final case study)


Coaching

Bibliography:


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Module's Title: The Business of Crime, an Analytical Perspective Subject area / specialisation: Organisational Analysis

Professor: Dr Anthony Gibbs [email protected]

Oxford Brookes University Business School, UK


At the end of the module the student should :

Understand the scale and scope of international criminal activity and critically evaluate its impact on ‘legitimate’ business.

Be able to analyse organised crime from a variety of perspectives, using a range of business models and techniques.

Challenge the prevailing paradigms that underpin the established approaches to controlling and combating international criminal activity


The module will analyse highly topical issues such as; People Trafficking, the Sex Industry, Piracy, Drug Smuggling, Modern Day Slavery, Money Laundering, etc. from a variety of business perspectives.

It will examine the way in which the public’s attitudes towards different types of criminal activity impact on criminality, the factors that drive the globalisation of criminal activity, and, the business models and theories that can be applied to criminal practices as a means of better understanding and combatting them.

Ethical issues are examined in conjunction with the notion of the value proposition and how, to varying degrees, the criminal can portray themselves as popular hero, entrepreneur, philanthropist and victim and the impact this has on the success of the criminal activity.

Assessment:

Group presentation. Between 5 and 7 students per group. The module seeks to practice and assess Research Skills, Team Work and Presentation Skills

Teaching Method:

Lectures, seminars, workshops, case studies and formative presentations

Bibliography: Bouchard M & Wilkins (2012) C Illegal Markets and the Economics of Organised Crime, , Routledge

Gottschalk P (2009), Entrepreneurship and Organised Crime, Edward Elgar Publishing,

Leap, Terry L. (2007) Dishonest Dollars: The Dynamics of White-Collar Crime. Ithaca: Cornell University Press

Roth M (2010), Global Organised Crime, Abc-Clio

Cook P, Machin S, Marie O & Mastrbuoni G, (2013) Lessons from the Economics of Organised Crime, MIT

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Module's Title: Cross-Cultural Management Subject area / specialisation: Organisation management

Professor: Irina Petrovskaya, Ph.D. Associate professor

[email protected]

Lomonosov Moscow State University Business School, Russia

Learning objectives: To develop an awareness of the concept of culture and its influence on management practices and

organizational functioning

To develop cultural sensitivity as an ability to understand and analyze the behavior of other people in the specific organizational and cultural context, and to develop cultural self-awareness as an ability to recognize one’s own cultural values, beliefs, attitudes and judgments.

On successful completion of the module, students will be able to:

Understand the term “Culture”, identify and analyze the components of culture

Identify and explain the key concepts used for comparing cultures, critically assessing the applicability of these in the context of cross-cultural management and leadership

Identify and analyze the issues of cross-cultural communication

Identify and explain the role of perceptual process in cross-cultural conflicts.

Description of Content: The course will start with the exploration of the concept of national culture and its dimensions in order

to understand underlying determinants of behavior of people with different cultural backgrounds (sessions 1-2). Then the issues of cross-cultural interaction will be addressed, including perception, communication and leadership (sessions 3-4). At the end of the course (session 5) we will discuss Russian culture and its influence on management and organizational behavior.

Assessment:

Class attendance and participation – 30% Critical incident analysis – 30% Exam – 40%

Attendance and participation. Students are expected to attend all the classes. Less than 80% attendance qualifies as a fail grade. During the classes, students are expected to engage in meaningful classroom participation. This implies that students read the assigned cases before the class and are ready to contribute their opinions and experiences to the discussion during the class. Critical incident analysis. Critical incident is a situation in which a misunderstanding arises due to cultural differences between the interacting people, and which challenges one’s assumptions and cultural biases, leading to reflection and increased self-awareness. Each student shall describe and analyse one critical incident from their personal experience, focusing on the “breakthrough” that they have made in their understanding of the culture and themselves in relation to the culture. Further guidance will be provided during session 1. Critical incident analyses need to be handed in before session 4.

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Exam. The exam will cover the material discussed during the course and will include multiple-choice, definition and essay questions. The exam will be held on the last day of the course – Friday, February 5.

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Teaching Method:

Interactive lectures, case and video discussions, in-class group work

Bibliography:

All reading materials required for this course will be distributed to students. For additional reading on Cross-Cultural Organizational Behavior students may address: Adler, Nancy J. International Dimensions of Organizational Behavior, 4th edition. South-Western, 2001. ISBN: 0324057865. Chapters of this text corresponding to the topics of the course will be included for reference in the Course schedule. Other basic additional materials for optional reading are listed below.

Hall, Edward T. 1976. Beyond Culture. New York: Anchor Books.

Hofstede G. 1993. Cultural constraints in management theories. Academy of Management Executive, vol. 7, № 1, p. 81-94

Hofstede G. 2001. Culture’s Consequences: Comparing Values, Behaviors, Institutions and Organizations Across Nations. 2nd ed. Thousand Oaks, CA: Sage Publications.

Hofstede G., Hofstede G.J. 2005. Cultures and Organizations: Software of the Mind. Revised and Expanded 2nd Edition. New York: McGraw Hill.

House, R.J., Hanges, P.J., Javidan, M., Dorfman. P. W., & Gupta, V. (Eds.). 2005. Culture, Leadership and Organizations. The Globe Study of 62 Societies. Thousand Oaks, London: Sage Publications.

Lewis, R. D. 2005. When Cultures Collide: Leading Across Cultures, 3rd Edition. London; Naperville, Ill.: Nicholas Brealey.

Trompenaars, F., and Hampden-Turner, Ch. 1997. Riding The Waves of Culture: Understanding Diversity in Global Business. New York: McGraw Hill.

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Module's Title: Relationships with Direct and Digital Marketing Subject area / specialisation: Direct and Digital Marketing

Professor: Richard Gay [email protected]

Northumbria University, Newcastle Business School, UK

Learning objectives: Introduce the concepts, theories and practices of adopting direct, interactive and integrated

approaches in technology-driven marketing strategies in an international context To develop an understanding of the principles, requirements and techniques of using databases in

the acquisition, retention and satisfaction of customers and relationship programmes To enable students to effectively manage direct and digital marketing campaigns and analyse and

evaluate creative strategies. To develop the ability to critically evaluate the effectiveness of the components that underpins

competitors' on and offline activities in relation to their respective target customers and trading characteristics.


Module Overview

Direct and Interactive Marketing is an evolving set of activities of fundamental importance to marketers in the new digital age. Many ‘direct’ techniques are now being adopted by all types of organisations, be it large or small, profit or non-profit, as a cost effective method of communication with a defined target market(s) in mind. The module will consider a wide range of ‘direct’ media such as direct mail, all aspects of evolving digital marketing and mobile marketing. In addition, the module will also consider the growing use Social Media and Multichannel Marketing and that have transformed marketing strategies and tactics.

Students will also study the developing web-related and mobile technologies that have been adopted and refined in recent years. An important element and function for all ‘DM’ activities is the database and its usage, together with the role of ‘relationship marketing’ and how direct marketing can assist in the development of longer-term relationships rather than purely transactional marketing.

Students will consider the process of target marketing and strategies including customer insights for acquiring and retaining customers through strategic and creative campaigns, together with budgeting, measurement and evaluation techniques.

Assessment: Group presentation

Teaching Method: The module will combine interactive lectures, seminars and presentations with exemplars of best international practice.

Bibliography:

De Kare Silver, M. (2011), e-shock 2020, Palgrave Macmillan Gay, Richard, (2007), Online Marketing – A Customer Led Approach, Oxford University Press Thomas, B. & Housden, M. (2011), Direct and Digital Marketing in Practice, Bloomsbury

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Module's Title: Corporate Entrepreneurship and Business Development

Subject area / specialization: Entrepreneurship

Professor: Wei-ping WU [email protected]

Hong Kong Baptist University, Chine (Ulster University)

Learning objectives: The focus of this module is on the creation and management of entrepreneurial initiatives within a corporate context. The module covers the entrepreneurial imperative for corporations, the unique nature of corporate entrepreneurship, and the levels and forms of entrepreneurship in established organizations. After identifying and defining external and internal manifestations of corporate entrepreneurship, the module will concentrate on what managers do to foster climates that facilitate internal corporate entrepreneurship. We discuss sound venturing strategies regarding ”what kind” of new businesses corporations choose to pursue and “how” those ventures should be structured and managed for maximal performance. This module explores issues facing corporations as they attempt to create a sustainable competitive advantage through entrepreneurial activities. Attention is also given to the difficulties inherent in the process of assessing entrepreneurial performance within a corporation and the control mechanism put in place by corporate managers to restrict the autonomy of corporate entrepreneurial initiatives. Upon completion of this module, students should be able to:

Understand and evaluate the specific organizational challenges associated with corporate entrepreneurship and innovation in practice.

Identify the elements of a corporate culture that either inhibit or support the process of corporate entrepreneurship and innovation.

Analyze how corporate entrepreneurial activities relate to a company’s ability to drive innovation throughout the organization.

Compare the attributes of various organizations regarded as leaders or corporate innovation and examine the synergy necessary between leadership, ethics, corporate culture, and organizational dynamics.

Description of Content: The introduction of corporation entrepreneurship and how corporate entrepreneurship differs Entrepreneurial orientation Entrepreneurial forms and entrepreneurship in nonprofit and government organizations Corporate strategy and entrepreneurship Structuring the company and entrepreneurship Fostering creativity within organizations Human resources management Building cultures to support entrepreneurship Entrepreneurial Performance Designing entrepreneurial control system Leading the entrepreneurial organization Forces working against corporate entrepreneurship Measuring entrepreneurial performance and sustainability

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Assessment:

Class participation and discussion 10% Group Project Assignment 30% Individual Essay Assignment 30% Exam 30%

Teaching Method:

Lecture is used as the main teaching tool Case study method is also used to enrich the tool methods Student presentation is also part of the teaching and learning process In addition, video clips are to be used to enhance the teaching and learning effectiveness

Bibliography:

Ajami, Riad A. and Bear, Marca Marie (2007) (ed.) The global enterprise: entrepreneurship and value creation, New York: International Business Press. Amaeshi, Kenneth, Nnodim, Paul, and Osuji, Onyeka (2013) Corporate social responsibility, entrepreneurship, and innovation, New York: Routledge. Burns, Paul (2013) Corporate entrepreneurship: entrepreneurship and innovation in large organisations, 3rd ed. Basingstoke: Palgrave Macmillan. Colette Henry and Anne de Bruin (2011) (ed.) Entrepreneurship and the creative economy: process, practice and policy, Cheltenham, UK; Northampton, MA: Edward Elgar. Hisrich, Robert D. and Kearney Claudine (2012) Corporate entrepreneurship: how to create a thriving entrepreneurial spirit throughout your company, New York: McGraw-Hill. Morris, Michael H., Donald F. Kuratko, and Covin, Jeffrey G. (2011) Corporate Entrepreneurship & Innovation 3rd ed. Thomson /South-Western Publishing. Main textbook Sathe, Vijay (2003) Corporate entrepreneurship: top managers and new business creation by, Cambridge: Cambridge University Press. Wolcott, Robert C. and Lippitz, Michael J. (2010) Grow from within: mastering corporate entrepreneurship and innovation, New York: McGraw-Hill. Seminal papers from leading entrepreneurship journals such as: 1. Journal of Business Venturing 2. Entrepreneurship: Theory & Practice 3. Journal of Strategic Entrepreneurship 4. Journal of Small Business Management 5. Journal of Global Entrepreneurship

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Module's Title: Business Competition Regulation and Policy Subject area / specialisation: Law

Professor: Dr. iur. Patrick L. Krauskopf [email protected]

ZHAW School of Management & Law, Switzerland


After the successful completion of this module, students should be able to:

Describe the basic principles of globally applicable comptition law; Apply those basic principles in relation to formation of contract and other business relatioship

(B2C; B2B); Describe remedies to potentail infringements; Implememt a credible and effective Compliance Program; Knowing duties and rights in dealing with Regulators and Competition Agencies.


Competition stimulates innovation, productivity and competitiveness, contributing to an effective business environment that, in turn, generates economic growth and employment. It creates possibilities for businesses and enterprises, removes barriers that protect abuses of market power and, thus, reduces opportunities for corruption. Through this module, students review boundaries set by competition laws to behavior of market players (cartels, abuse of dominance) companies, to mergers and to state aids provided to specific companies by local governments. Furthermore, this module focusses on sector regulation, compliance and advocacy by authorities.

Assessment:

Practical Assessment (Presentation) : 50% Written Exam : 50%

Teaching Method:

This module is designed to be richly diverse and includes various activities, such as Lectures and discussions.

Practical exercises and case studies Individual and group work

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Bibliography:

European Union

WHISH RICHARD/BAILEY DAVID, Competition Law, 7th Edition, Oxford University Press 2012. KORAH VALENTINE, Introductory Guide to EC Competition Law and Practice, 9th Edition, Hart 2007. EU Competition Law Series Claeys&Casteels Publishing:

- DRAUZ GÖTZ/JONES CHRISTOPHER W. (ed.), Volume II Mergers and Acquisitions, 2nd Edition, Leuven 2012.

- SIRAGUSO MARIO/RIZZA CESARE (ed.), Volume III Cartels and horizontal agreements,2nd Edition, Leuven 2012.

- GONZALEZ-DIAZ FRANCISCO ENRIQUE/SNELDERS ROBBERT (ed.), Volume V Abuse of Dominance, Leuven 2012.

United States of America

SULLIVAN E. THOMAS/HOVENKAMP HERBERT/SHELANSKI HOWARD A., Antitrust Law, Policy and Procedure: Cases, Materials, Problems, 6th Edition, 2009.

GOETS CHARLES J./MCCHESNEY FRED S./LAMBERT THOMAS A., Antitrust Law, Interpretation and Implementation, 5th Edition, 2012.

ORBACH BARACK/CAMPBELL GRACE E., The Antitrust Curse of Bigness, Southern California Law Review, 2012.

GELLHORN ERNEST/KOVACIC WILLIAM/CALKINS STEPHEN, Antitrust Law and Economics in a Nutshell, 5th Edition, West 2004.

HOVENKAMP HERBERT, Federal Antitrust Policy, 4th Edition, West 2011. AREEDA PHILIP E./HOVENKAMP HERBERT, Antitrust Law: an analysis of antitrust principles and their

application, 3rd edition, 2006. ELHAUGE EINER/GERADIN DAMIEN, Global Competition Law and Economics, 2nd edition, Hart 2011. STEPHEN MARTIN , The Goals of Antitrust and competition Policy, ABA Issues in Competition Law

and Policy, 2008, pp. 19 et seq., draft available at http://docs.lib.purdue.edu/ciberwp/48/

Compliance

KAEDING MICHAEL, Towards an Effective European Single Market – Implementing the Various Forms of European Policy Instruments across Member States, Berlin 2012.

DUDZIAK MEIKE, In Capacity We Trust – Social Capital and Non-Compliance in the European Union, Diss. Berlin 2010.

MYERS TERENCE M./DESCHERER DORINDA D., Wage-Hour Compliance Handbook, 2013 edition, New York, Wolters Kluwer Law and Business.

http://docs.lib.purdue.edu/ciberwp/48/

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Module's Title: Consumer Behavior: Consumer Psychology in Marketing

Subject area / specialization: Marketing Strategy/Consumer Behavior

Professor: Marlize Terblanche-Smit [email protected]

University of Stellenbosch Business School, South Africa


Discuss and evaluate the nature and key aspects of consumer behavior and the consumer decision making process.

Critically evaluate the influence of cultural factors on consumer behavior.

Analyze the role of social factors on consumer behavior (i.e. Generation Y and new generations).

Evaluate the influence of personal factors on consumer behavior.

Decode the complexities of key psychological processes (i.e. personality, motivation, perception, attitudes, and decision-making) influencing consumer behavior and decision-making.

Understand the marketing implications (segmentation, targeting and positioning) of consumer behavior.

Discuss consumer behavior modelling and the application to consumers’ decision making.

Review global theories of consumption and consumer behavior.

Analyze Social Media’s impact on consumer behavior.


Marketing begins and ends with the consumer and marketers serve the needs of increasingly fragmented markets and sophisticated consumers. This course examines the fundamental concepts and principles of consumer behavior in order to obtain a critical understanding of consumer behavior as investigative discipline informing individual and marketing decisions. This course aims to develop students’ abilities to analyze, evaluate and apply key theoretical concepts in consumer psychology to solve practical marketing problems.

Topics covered include cultural, social and personal factors, as well as psychological processes (i.e. motivation, perception, attitudes, and decision-making) influencing consumer decisions and their impact on marketing. Global theories of consumption, the impact of Social Media on consumer behavior, and consumer decision making models will also be discussed in order to develop essential techniques and understand marketing implications.

Classes will consist of a combination of lectures, case study analysis, practical discussions, group work and a final exam.

Assessment:

Final assessment (individual exam) Group assignment Class participation

Teaching Method:

Lectures – classes (15 hours) Coaching (6 hours) Case study discussion Practical examples

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Bibliography:

Selected case studies and journal articles, to be indicated in detailed course guide. Selected chapters from text books to allow for basic principles and theory: Kotler, P.T and Keller K.L.

(2016). Marketing Management, 15th Edition. Pearson (Chapter 6); Schiffman, L.G. and Wisenblit, J. (2015). Consumer Behavior, 11th Edition. Pearson (Chapters, 1, 8 & 13).

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Module's Title: International Tourism Operations

Subject area / specialisation: International Tourism Operations

Professor: Monica Maria COROȘ [email protected]

Universitatea Babes – Bolyai, Romania


To develop knowledge of the tourism industry ; To develop participants’ knowledge of the competences required to occupy a management

position in the tourism industry (to be equipped with efficient business skills ; to be a project manager with a strategic overview ) ;

To identify and understand the roles of the key components of contemporary tourism industry (international tourism demand and supply ; activities, procedures and regulations specific to this field ; specific structure of the tourist industry and of its intermediaries ; international tourism has developement ; specific activities and procedures ; organizations of international tourism) ;

to analyze the core areas of politics, development and planning as they affect managers, destinations and tourists ;

to examine current and future trends/issues and consider how these affect the management of tourism in the 21st Century ;

to critically evaluate current trends and contemporary issues related to international tourism and its management (to understand the environment of a company whatever the activity sector ; to develop open-mindedness ; to do a global analysis of the firm and its environment).


Concept and definition of tourism ; The role of tourism today ; International tourism demand and supply pools ; Components of tourism industry ;

o Accomodation ; o Food services ; o Transportation ; o Leisure and cultural activities ; o Attractions and sites ; o Intermediaries ; o Public sector and policy ;

Future trends in tourism and tourism development.

Assessment:

40% Mini presentation and active participation 60% Dissertation on specific topic


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Teaching Method:

an interactive course, based on multimedia-aided lecture and debates ;

discussions and debates during the lecture based on examples provided by the teacher and on

the interventions of the students (who are required to make various presentations of topics

independently studied and identified in the recommended readings) ;

the use of case studies and problem formulation and solving.

Bibliography:

Cooper, C., Fletcher, J., Fyall, A., Gilbert, D., Wanhill, S. (eds.) (2005) Tourism. Principles and

Practice, 3rd ed. Harlow: Pearson.

Gunn, C. (2002) Tourism Planning: Basics, Concepts, Cases, 4th ed. London: Routledge.

Harrison, D. ed. (2001) Tourism and the Less Developed World: Issues and Case

Studies.Wallingford: CABI Publishing.

Keyser, H. (2002) Tourism Development. Oxford: Oxford University Press.

Mowforth, M. & Munt, I. (1998) Tourism and Sustainability, London: Routledge.

Novelli, M. (2005) Ed. Niche Tourism: Contemporary Issues, Trends and Case Studies, Oxford,

Elsevier

Page, S.J., Brunt, P., Busby, G., and Connell, J. (2006) Tourism: A Modern Synthesis, 2nd ed.

London: Thompson Learning.

Ryan, C., Page, S. eds (2001) Tourism Management: Towards the New Millennium. Oxford:

Pergamon.

Smith, M. (2003) Issues in Cultural Tourism. London: Routledge.

Theobald, W.F. ed. (2004) Global Tourism, 3rd ed. Elsevier.

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Week 3, February 6 to 10

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Module's Title: Strategic Management and Business Model Innovation Subject area / specialisation: Management / Strategic Management

Professor: Bongjin Kim [email protected]

EWHA Womans University College of Business Administration, South Korea


This course is designed to help students gain knowledge of the fundamental principles and theories of strategic management to understand the competitive forces facing a firm, to assess the attractiveness of the industry, and to identify potential sources of competitive advantage and disadvantage of a firm from the point of view of the practicing general manager. The key focus of this course is on the creation and maintenance of the long-term health of the entire firm or a major division of a corporation. As such, this course is concerned with strategic decisions, and with both the content of those decisions and the process by which general managers position the businesses and allocate resources in the face of competition and uncertainty. This means that this course stresses the determination of strategic direction and the management of the strategic process.

Develop knowledge and skills to apply course material/learning to improve strategic thinking, problem solving skills, and management decisions in the real world.

Understand fundamental principles, various tools, theoretical views, and ethical/leadership issues of strategic management to analyze the competitive forces, assess the attractiveness of the industry, evaluate and develop the critical resources and capabilities, and gain and sustain a competitive advantage.

Develop skills to critically analyze and evaluate strategic issues and problems, arguments, and point of view for successful formulation and implementation of strategy both quantitatively and qualitatively.

Understand the importance of business model innovation in association with strategic management in creating a sustainable competitive advantage

Description of Content: The concept of strategy Business model and innovation Industry analysis and competitive dynamics Core capabilities and core competencies The sources and dimensions of competitive advantage Vertical integration and diversification strategy Global strategy and the multinational corporation CSR (Corporate Social Responsibility) & CSV (Creating Shared Value) Ambidextrous organization : SAMSUNG’s key success factors

Assessment:

Harvard Business School (HBS) Case Analysis/Presentation – Team Task (30%) Test (50%) Class Participation (20%)

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Teaching Method:

Lecture Case Discussion

Bibliography:

Text: Contemporary Strategy Analysis, Robert M. Grant (Wiley 8th Ed.) Harvard Business School Cases

- Global Wine War 2009 : New World versus Old (#9-910-405) - Netflix (#9-607-183) - Apple Inc. in 2012 (#9-712-490) - Royal Dutch/Shell in Nigeria (9-399-126)

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Module's Title: Business Opportunities in Emerging Markets Subject area / specialisation: International Business and Management

Professor: Anthony Kuo [email protected] or [email protected]

Fu Jen Catholic University College of Management, Chinese Taipei

Learning objectives: To know the business potential in emerging markets. To understand how to identify business opportunities in emerging markets from the 6 aspects of

DIGEST (Demographic, Institutional, Geographic, Economic, Socio-cultural, and Technological aspects).

To learn special phenomena in emerging markets, such as frugal innovation, and their implications for business managers.

Description of Content: Day 1 : The scope of emerging markets ; The business potential in emerging markets ; The

DIGEST analysis framework ; The demographic and institutional aspects of business opportunities in emerging markets.

Day 2 : The geographic, economic, socio-cultural, and technological aspects of business opportunities in emerging markets.

Day 3 : Frugal innovation (the innovations initiated from emerging markets). Day 4 : Servitization and service economy in emerging markets. Day 5 : Group presentations by students.

Assessment:

Grourp in-class presentation : 50% Group written-report : 30% Class participatioin (individual) : 20%

Teaching Method:

Lecture In-class discussion Case studies Group projects

Bibliography:

Ghemawat, P. (2013). Redefining global strategy: Crossing borders in a world where differences still matter. Harvard Business Press.

Khanna, T., Palepu, K. G., & Sinha, J. (2005). Strategies that fit emerging markets. Harvard business review, 83(6), 4-19.

Prahalad, C. K., & Hart, S. L. (2002) The Fortune at the Bottom of the Pyramid. Strategy+ Business (Issue 26, January 2002) (available at http://www.strategy-business.com/article/11518?gko=9a4ba)

Radjou, N., Prabhu, J., & Ahuja, S. (2012). Jugaad Innovation: Think frugal, be flexible, generate breakthrough growth: Jossey-Bass.

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Module's Title: Brand Management Subject area / specialisation: Marketing

Professor: Joana César Machado [email protected]

Universidade Católica Portuguesa Porto, Católica Porto Business School, Portugal


The management of intangible assets is one of the main sources of differentiation against competition. Among all intangible assets, the brand is considered to be one of the most important assets. Thus, this course aims to provide essential theoretical and empirical knowledge about brand management activities. Students should be able to understand the strategic importance of branding as a critical tool that should be used to build sustained differentiation.

By the end of the course, students will:

Have a broad perspective about the latest concepts and theories related to brand management

Be able to analyze and solve issues related to brand management in different markets

Be able to develop successful brand strategies to manage brands in different business situations.


1. The brand concept

2. Brand object

2.1 Brand vision and purpose

2.2 Brand extensions

2.3 Brand marketing activities

2.4 Corporate identity structure

3. Brand identity signs

3.2 Brand name

3.3 Brand logo

3.4 Brand slogan and other identity signs

4. Brand response

4.1. Brand awareness

4.2. Brand affect

4.3 Brand associations

5. Customer-based brand equity

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Assessment:

Assessment will include a group assignment - a case study developped and presented in classes (60%) and an individual assignment – a short paper (40%).

Teaching Method:

The methodology of the course focuses on the presentation of brand case studies, chosen and developed by the students, throughout the course. The idea is to give students the opportunity to reflect and discuss real business situations, that will allow them to demonstrate the practical importance of the research and the theoretical concepts transmitted during classes.

Bibliography:

- Kapferer, J.-N. 2008. The New Strategic Brand Management. London: Kogan Page. - Aaker, D.A. and Joachimsthaler, E. 2000. The brand relationship spectrum: the key to the brand

architecture challenge. California Management Review, 42(4): 8-23. - de Chernatony, L. 2001. A model for strategically building brands. Journal of Brand Management,

9(1): 32-44. - Henderson, P. W. and Cote, J.A. 1998. Guidelines for selecting and modifying logos. Journal of

Marketing, 62(April): 14-30. - Kay, M-J. 2006. Strong brands are corporate brands. European Journal of Marketing, 40(7/8): 742-

760. - Keller, K.-L. 1993. Conceptualizing, measuring and managing customer-based brand equity.

Journal of Marketing, 57: 1-22. - Keller, K-L, Stenthal, B. and Tybout, A. 2002. Three things you need to know about your brand.

Harvard Business Review, September: 80-87. - Lencastre, P. and Côrte-Real, A. 2010. One, two, three: a practical brand anatomy. Journal of

Brand Management, February: 1-14. - Olins, W. 1990. Corporate Identity, Making Business Strategy Visible Through Design. Boston:

Harvard Business Press.

- Salinas, G. and Ambler, T. 2009. A taxonomy of brand valuation practice: methodologies and purposes. Journal of Brand Management, 17(1): 39–61.

- Other papers distributed before the course begins

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Module's Title: Entrepreneurship and Innovation Subject area / specialisation: Change Management, Innovation and Governance

Professor: John W. Munro [email protected]

University of Hull, Hull University Business School, UK


1: Appreciate the relationship between change interventions and ethical practice. 2: Demonstrate competencies in organizational analysis and diagnosis. 3: Examine relevant theories related to managing change and business innovation. 4: Identify barriers to creativity and innovation. 5: Practice creative thinking as individuals and teams. 6: Explore entrepreneurial approaches to innovation taken by contemporary business leaders. 7: Understand the concept of corporate governance by examining strategic leadership and stakeholder concerns. 8: Undertake a problem focused approach to organizational change, business innovation and creativity. 9: Develop individual strategies for leading change in the organization.

Description of Content: The module focuses on the relationship between organizational change and business innovation. However, this is contextualized by encouraging an understanding of ethical practice and corporate governance. The focus on organizational change indicates a growing concern about the best way to encourage effective organizational interventions. There are two central arguments here. The first is that all change initiatives require analytical awareness and diagnostic skills. To this end, the first part of the module encourages students to develop or enhance their analytical and diagnostic competencies. The second part of the module focuses on two central themes related to business innovation and creativity. These are firstly, the nature of creativity in organizational settings and secondly an appreciation of entrepreneurial and intrapreneurial practices. The final part of the module deals with corporate governance. This requires awareness of effective leadership at strategic and operational levels. But it also engages with the previous themes by asking participants to consider how organizational interventions contain ethical implications.

Assessment:

One two-hour closed book examination (60%) One 15 minute group presentation (40%)

Teaching Method:

The following learning and teaching strategies are used within this module:

Students will develop their knowledge and understanding of change management and leadership, creativity and entrepreneurship through lecture inputs, case studies, video analysis, open discussion and related in-class exercises.

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Bibliography:

Grieves, J. (2010), Organizational Change: themes and issues, Oxford: Oxford University Press.

Other texts :

Ahmed P & Shepherd, C. (2010), Innovation Management: context, strategies, systems and

processes, Ft Prentice Hall.

Conway, S. & Steward, F. (2009) Managing and shaping innovation. Oxford: Oxford University Press.

Dawson P & Andriopoulos C (2008), Managing change, creativity and innovation, Sage.

Fiet J.O. and Patel P.C.,(2008), Prescriptive Entrepreneurship, Edward Elgar

Kuratko DF, & Hodgetts R M (2007), Entrepreneurship: Theory, Process & Practice, 7th edition

Rae D.,(2007), Entrepreneurship: From Opportunity to Action, Palgrave MacMillan

Townley B & Beech N (2010), Managing creativity: exploring the paradox, Cambridge University Press

Trott P (2008), Innovation management and new product development, FT Prentice Hall.

Tricker, B. (2009) Corporate governance: Principles, Policies and Practices. Oxford: Oxford University

Press.

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Module's Title: Principles of Real Estate Subject area / specialisation: Management, Marketing and finance

Professor: Andreja Cirman, PhD [email protected]

University of Ljubljana, Faculty of Economics, Slovenia


Principles of Real Estate is a basic course in real estate economics emphasizing fundamental principles, concepts of real property and business practices on real estate markets.

The course is designed to acquaint the student with the language and principles that govern the business of real estate. The student will be able to explain factors and trends that influence real estate markets, to understand what drives the value of real estate and the principles of real estate investments. The student will be able to identify various asset classes within the real estate industry and study the broad market cycles which lead to investment opportunities.

Students will gain practical decision-making experience by working through case studies of real world investment situations and by analyzing a selected property market.


I. Understanding real estate markets

Review of economic concepts: Why is real estate market different from the other markets?

Introduction to real estate valuation

II. Operation of property markets

Micro- and macroeconomic approach

III. Real estate market analysis

Basic approach to real estate market analysis

Project work: Analysis of a selected local housing market

IV. Real estate finance and investment principles

Real estate finance: background & logic behind real estate financing decisions

Investing in real estate

Case study

Assessment:

Case study preparation (10%) Case study discussion (10%) Class Participation (10%) Group project (30%) Final exam (40%)

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Teaching Method:

Lectures Discussions based on business practice Discussions based on a case study (students will have to prepare for the case study that will be

discussed in the class) Group project work (students will be assigned to groups of 4 people and will do an analysis of a specific

housing market

Bibliography:

Lecture notes Chancellor, E.: Between Errors of Optimism and Pessimism – Observations on Real Estate Cycle in the

United States and China. http://spectruminvestors.files.wordpress.com/2011/09/gmo-between-errors-of-optimism-and-pessimism-real-estate.pdf

Pagourtzi, E. et al.: Real estate appraisal: a review of valuation methods. Journal of Property Investment & Finance, 21(4), 2003. http://www.emeraldinsight.com/doi/pdfplus/10.1108/14635780310483656

Andrews, D., Caldera Sánchez, A., Johansson, A: Housing Markets and Structural Policies in OECD Countries. OECD Economics Department Working Papers, No. 836, OECD Publishing. http://dx.doi.org/10.1787/5kgk8t2k9vf3-en

Case Study (will be specified later) Emerging trends in real estate. Urban Land Institute.

http://spectruminvestors.files.wordpress.com/2011/09/gmo-between-errors-of-optimism-and-pessimism-real-estate.pdf

http://spectruminvestors.files.wordpress.com/2011/09/gmo-between-errors-of-optimism-and-pessimism-real-estate.pdf

http://www.emeraldinsight.com/doi/pdfplus/10.1108/14635780310483656

http://dx.doi.org/10.1787/5kgk8t2k9vf3-en

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Module's Title: Economics and Management of Cultural Organizations Subject area / specialisation : Culture

Professor : Fabio Donato [email protected]

University of Ferrara, Department of Economics and Management, Italy

Learning objectives: By the end of this course, students will have developed an understanding of the critical areas which cultural organizations managers must deal with, including Strategy, Budgeting, Development, Stakeholder Engagement, Audience Development. Additionally, students will have debated international case-studies in the field of cultural management, and discovered advanced concepts applied by cultural managers.

Description of Content: Day 1: Introduction to Economics and Management of Cultural Organizations Day 2: Analysis of the effects of the current financial crisis: towards innovative governance and

management models Day 3: The management of cultural organizations at a micro and at a meso organizational level Day 4: Performance management, with a special focus on the role of the intellectual capital Day 5: Conclusions and individual assessment

Assessment:

Exam will consist of one-two questions related to the issues debated during the days 1-4. The exam will take place on the day 5. The questions will NOT be announced in advance. Students may use the bibliography of the course during the exam and may bring notes with them from which to write their answers

Teaching Method:

Lecturing and explaining Debate of articles and book chapters (the teaching materials will be provided in advance) Selected study-cases to be discussed through study groups (the cases will be analysed through

cultural organizations websites)

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Bibliography (the references will be provided in advance by the lecturer) Day 1 and Day 2 - F. Donato, L. Bonet, The financial crisis and its impact on the current models of governance and management of the cultural sector in Europe, "Journal of Cultural Management and Policy", vol. 1, n. 1, 2011. Day 3 - F. Donato, F. Badia, Performance Measurement in World Heritage Sites: per Aspera ad Astra, "International Journal of Arts Management", Vol.16 n.1, 2013 - F. Donato, A. Lohrasbi, Cultural Heritage Management for Sustainable Development in Rural Cultural Landscapes: The Case of Throne of Solomon in Iran, DEM Working papers, University of Ferrara, vol. 3, n. 7, 2014. Day 4 F. Donato, Managing IC by antennae: evidences from cultural organizations, in “Journal of Intellectual Capital” vol. 9, n. 2, 2008 F. Donato, Intangibles and performance measurement systems in Opera Houses, in S.Zambon, G. Marzo (eds) “Visualising intangibles: measuring and reporting in the knowledge economy”, Ashgate, 2007

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Module's Title: New Product Development Subject area/specialisation: Marketing and Management

Professor: Dr. Narongsak (Tek) Thongpapanl

[email protected]

Brock University Goodman School of Business, Canada

Learning objectives: This course is designed to achieve a number of objectives, as follows:

To provide students with the fundamentals of the innovation and NPD processes.

To equip students with the analytical tools and evaluation methods used to increase the success rate in new product development.

To make students aware of both the external and internal influences on the methodologies needed to produce new products.

To familiarize students with the procedures associated with and issues critical to the new product launch.

Description of Content: This course aims to explore the major issues, problems, and challenges faced by new product development

managers and their teams. Overall, this course is structured to cover: (1) the key stages of product

development (i.e., opportunity identification, idea generation; product design); product testing; launch

issues; and life-cycle management; (2) new analytical methods to reduce risk and improve innovativeness

at both new product team level and firm-level, and (3) a variety of new product development strategies

(i.e., incremental versus radical innovativeness; technological discontinuities and dominant designs; new

product diffusion and adoption; and exploration versus exploitation) from the perspective of large

companies and start-ups.

Assessment:

Individual Participation/Preparation (20%): Considerable emphasis will be placed on student involvement. A seminar-type atmosphere will be

encouraged during lecture and case discussions. For each meeting, students will be expected to come to

class totally prepared with extensive notes covering any qualitative and quantitative analyses required in

order to make a worthwhile contribution to the class discussion and play a critical and challenging role.

Students are advised to read the chapter(s) to be discussed and the critical thinking and application

questions before coming to class in order to gain more from the lectures and to be able to participate

during class discussions. Students should also read the assigned case (if any) and be fully prepared to

discuss when called upon. The caliber of individual participation is noted for each class session. You must

participate in class, and this is possible only with preparation before class begins. Students who attend

classes but do not participate in class discussions will receive a grade of zero, regardless of the number of

classes attended.


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Mini-tests/Quizzes (80%) There will be five 1-hour tests/exams at the end of the each lecture’s day (i.e., the last hour of the day) as shown in the enclosed class schedule. All course materials covered during the day of the lecture will be considered testable material. The tests/exams can consist of multiple choice, definition, short answer and/or short essay questions. Each test/exam contributes to 16% of your final grade.

Teaching Method:

The following is the tentative course schedule. Please amend with additions or corrections.

Class Date Read Topic/Activity

Monday, February 9

PART ONE: Overview and Opportunity Identification/Selection (Chapters 1, 2, 3, 4)

1. The Strategic Elements of Product Development

2. The New Products Process 3. Opportunity Identification and Selection:

Strategic Planning for New Products 4. Creativity and the Product Concept ***TEST ONE: Chapters 1, 2, 3***

Tuesday, February 10

PART TWO: Concept Generation (Chapters 5, 6, 7, 8)

5. Finding and Solving Customers’ Problems 6. Analytical Attribute Approaches: Introduction

and Perceptual Mapping 7. Analytical Attribute Approaches: Trade-Off

Analysis and Qualitative Techniques 8. The Concept Evaluation System ***TEST TWO: Chapters 4, 5, 6, 7***

Wednesday, February 11

PART THREE: Concept/Project Evaluation (Chapters 9, 10, 11, 12)

9. Concept Testing 10. The Full Screen 11. Sales Forecasting and Financial Analysis 12. Product Protocol ***TEST THREE: Chapters 8, 9, 10, 11, 12***

Thursday, February 12

PART FOUR: Development (Chapters 13, 14, 15)

13. Design 14. Development Team Management 15. Product Use Testing ***TEST FOUR: Chapters 13, 14, 15***

Friday, February 13

PART FIVE: Launch (Chapters 16, 17, 18, 19)

16. Strategic Launch Planning 17. Implementation of the Strategic Plan 18. Market Testing 19. Launch Management ***TEST FIVE: Chapters 16, 17, 18, 19***

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Bibliography:

Required Text:

Merle C. Crawford, Anthony C. Di Benedetto (2010), New Products Management, 10th Edition (McGraw-Hill/Irwin Series in Marketing).

Suggested Readings:

Robert G. Cooper (2011), Winning at New Products: Creating Value Through Innovation, 4th Edition (Basic Books).

Innovator's Toolkit: 10 Practical Strategies to Help You Develop and Implement Innovation (Harvard Business Review Press 2009)

Devanathan Sudharshan (2003), Market Thinker (Prentice-Hall)

Preston G. Smith, Donald G. Reinertsen (1998), Developing the Product in Half the Time, 2nd Edition (Wiley & Sons)

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Module's Title: Contemporary Issues in U.S. Food and Beverage Markets

Subject area / specialisation: Wine business

Professor: Bradley J. Rickard [email protected]

Cornell University Charles H. Dyson School of Applied Economics and Management, USA

Learning objective :

First, to review the key marketing and policy forces that influence food and beverage consumers and markets in the United States. Second, to develop an appreciation for, and understanding of, the behavioral considerations that impact sales of foods and beverages.


This course will introduce students to a wide range of economic, policy, and marketing issues that affect food and beverage markets in the United States. Students will be exposed to methods used to evaluate consumer response to changes in advertising efforts, regulations, and information.

Assessment:

Examination I and II 30 per cent each In class quizzes 20 per cent In class participation/discussion 20 per cent

Exam I will be given during the 5th class meeting and Exam II will be given during the 10th (and final) class meeting. The exams are not cumulative. No early quizzes/exams will be given, however, the lowest quiz score will be dropped. If Exam I is missed and a valid university recognized excuse is presented, the weight of that exam will be shifted to Exam II. In this case, Exam II will be worth 60 per cent of the final grade. Exams are not cumulative, however, Exam II will be cumulative only for those students that shift the weight of Exam I to Exam II. Students must complete Exam II to be eligible for a passing grade.

Teaching Method:

There will be no textbook assigned to the students in this class, however, Iwill provide one to two readings (typically 6000 word articles) for each class topic. All readings will be made available before the course begins. The purpose of the readings is to i) give students some background for each topic, ii) allow students to understand the effects of particular marketing strategies applied to food and beverage products, an diii) to provide students with the resources that will allow them to follow up and learn more about specific topics of interest.

Bibliography:

Required material will be provided in class

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Week 4, March 6 to 10

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Module's Title: Corporate Strategy and Sustainability

Subject area / specialisation: International Strategy/Strategic Management

Professor: Michael W Zhang (PhD) [email protected]

Nottingham Trent University, Nottingham Business School, UK

Learning objectives: to provide students with a set of knowledge that is at the forefront of the field of strategic

management

to equip students with established analytical frameworks and skills that incorporate the essential features of strategy analysis with a dynamic and holistic view of organizations

to help improve students’ academic performance at the master level on the one hand and to prepare them for a better understanding of the reality of the ‘real business’ life on the other

to guide students the ways in which they will not only enhance independent learning capabilities at the individual level but also further develop their skills to be members of dynamic groups at the collective level


As a guide, the module comprises 18 contact hours and 32 hours of individual directed study making it 50 hours in total. These hours include all formal contact hours, the time devoted to background reading, and all preparation and reading time associated both with the formal contact hours and the formative and summative assessments.

Introducing the topic and case study approach Sustainable Competitive Advantage and Corporate Sustainability Strategic Innovation and business models Resource-based View and Dynamic Capabilities Conclusion: Multidisciplinary and Interdisciplinary Research Exam: an ECCH case (will be distributed on Tuesday)

Assessment:

Group presentation of an ECCH case study (70%) on Friday 18 March 2016 starting from 1300 hour The group presentation assessment accounts for 70% weighting of the total mark. Class participation

accounts for 30% as contributions to class learning and discussion are very important of the learning process. A marking scheme is designed as a guidance. Group members are required to keep a Journal of your participation in the group work and your contribution to the preparation of the group presentation

Teaching Method:

Lecture workshops Individual reading and research Group-based case studies

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Bibliography:

JOHNSON, G., SCHOLES, K., and WHITTINGTON, R. (2011). Exploring Corporate Strategy. 9th Ed., Harlow: Financial Times Prentice Hall.

DE WIT, B. and MEYER, R. (2014). Strategy – An International Perspective. 5th Ed., Andover: Cengage EMEA.

GRANT, R.M., (2010). Contemporary Strategic Analysis. 7th Ed., Oxford: Blackwell. IRELAND, D., HOSKISSON, R. and HITT, M. (2013). The Management of Strategy: Concepts and Cases.

International Edition and 10th Ed., Andover: Cengage EMEA. LASZLO, C. and ZHEXEMBAYEVA, N (2011). Embedded Sustainability: The Next Big Competitive

Advantage. Sheffield: Greenleaf Publishing.

Academy of Management Journal

Academy of Management Review

British Journal of Management

European Management Journal

Harvard Business Review

International Small Business Journal

Journal of International Business Studies

Journal of Management Studies

Journal of Sustainable Mobility

Strategic Management Journal

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Module's Title: Value Based Metrics & Valuation of Company Subject area / specialisation: Corporate Finance

Professor: Dr Johan du P Smith [email protected]

University of Stellenbosch Business School, South Africa

Learning objectives: After the course, students should have an understanding of key financial value drivers how value enhancing decisions impact on shareholder value key metrics used by analysts to rate companies interpreting and drawing conclusions from valuation metrics reported by analysts and obtained from

financial data providers such as Bloombergs, Reuters and others.


The course is case study driven The specific cases chosen, focus on the impact of high growth, risk, supply chain efficiencies and

synergies, on valuation. The valuation of Facebook and Twitter and their IPO’s are amongst the cases discussed. Other than focusing on identifying value drivers and the impact on valuation, the cases also

present an opportunity to apply and better understand the theory presented in a standard Corporate Finance course (an assumed prerequisite).

Students are introduced to the real world of equity markets Relative valuation techniques and DCF techniques are used to evaluate and discuss stock market

valuation of companies Students are required to investigate a real company and make a presentation explaining their

understanding of key value drivers of the company and its relative competitive position, and their understanding of analysts’ views of the company, and comment on how the company is rated by the market.

Assessment:

Group assignments (questions arising from case studies) 30% Group assignment presented during last session 50% Individual contribution to group assignments/class participation 20%

Teaching Method: A case study approach

Face to face contact with students: 15hours (5 sessions of 3 hours) Student preparation and case assignments 10 - 15 hours

Bibliography:

No prescribed textbook Theory based on any standard textbook on Corporate Finance eg David Hillier, Stephen Ross, Randolph Westerfield, Jeffrey Jaffe, Bradford Jordan: Corporate Finance:

2nd European Edition 2013 Cases and articles to be distributed electronically


http://www.mcgraw-hill.co.uk/cgi-bin/same_author.pl?author=David+Hillier

http://www.mcgraw-hill.co.uk/cgi-bin/same_author.pl?author=Stephen+Ross

http://www.mcgraw-hill.co.uk/cgi-bin/same_author.pl?author=Randolph+Westerfield

http://www.mcgraw-hill.co.uk/cgi-bin/same_author.pl?author=Jeffrey+Jaffe

http://www.mcgraw-hill.co.uk/cgi-bin/same_author.pl?author=Bradford+Jordan

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Module's Title: Sports Marketing in the Context of Globalization Subject area / specialization: Sports Marketing

Professor: André Richelieu, PhD [email protected] www.andrerichelieu-sportsmarketing.com

UQÀM École des Sciences de la Gestion, Canada

Learning objectives: Ten topics will be covered throughout the seminar: The sports industry today and major trends that impact the actors of the sports ecosystem; The role and value of “fan-actors”, co-creators of their experience and potential ambassadors of the

sports organization; The creation and management of a sports brand; The most effective branding strategies, such as brand extensions, co-branding, lifestyle branding,

retro-marketing and storytelling; The development of a value proposition for fans around pricing strategies; The sports arenas, multipurpose stadiums and the “Vipization” of sports; The benefits of sporting events, be they major or minor ones, and how they can lead to a successful

place branding strategy for cities, regions and countries; The risks of sports betting, corruption, doping, etc., as well as their impact on the integrity of sports

and the sports brand; The globalization of sports and the internationalization of sports actors; The complexities of culture and the value of “glocalization”.

Moreover, the main objectives of this class are the following: Introduce students to the major transformations of the sports industry and lead them to develop a

critical perspective on the issues sports organizations and actors are facing in their daily activities; Learn to build and manage effective marketing strategies for sports organizations and sports actors; Acquire the know-how and build the competencies that shall help students undertake the challenges

and seize the opportunities the sports industry has to offer; Transcend the sports industry by identifying how the concepts and strategies learnt in this seminar

could apply to other sectors; Invite students to reflect on the ethical issues prevalent in the sports industry.

Description of Content: The main objective of this seminar is to lay down the foundations of sports marketing, at a time when

the sports industry faces huge transformations through media, technology and globalization. The course will look at the different actors of the industry, namely teams, players, leagues,

federations, events, managers, sponsors, equipment makers, etc. Comparisons between Europe, North America and the rest of the world will be made throughout the seminar by referring to concrete examples and recent research conducted by the Professor. This class intends to broaden our horizons on sport business and sports marketing, as the two are strongly intertwined.


http://www.andrerichelieu-sportsmarketing.com/

http://www.andrerichelieu-sportsmarketing.com/

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As such, this seminar is designed for two types of students: first, those who want to have a look at a fascinating industry and learn specific marketing approaches that could be of value in their career; second, those students who are specifically looking to work (if not already working) in the sports industry and want to acquire (additional) knowledge and develop valuable skills.

Throughout this seminar, students will develop analytical and practical skills in sports marketing, as well as sports business. Students will be exposed to both theory and practice. In addition, students will also be asked to reflect on the ethical aspects of sports marketing and sports business.

Assessments:

Students will be marked on:

1. The oral presentation of a sports brand strategy (on the last day of the seminar): 50%. 2. An active contribution to the seminar (throughout the seminar): 50%

1) The oral presentation of a sports brand strategy (50%)

What does the work involve? In teams of three, four or five, depending on the number of people registered, students will be asked to analyze the strategic construction and management of a sports brand of their choice. This could be a team, an athlete, a league, an event, a sponsor, an equipment maker, etc., as long as the selected brand already has an international presence. Students will look at the strategic construction of the brand at both the domestic and international levels.

Students will build their presentation on the knowledge acquired during the seminar, as well as on the research and analysis they will undergo by acquiring secondary data (and ideally primary data, as well). The project will be real. No two teams could use the same topic.

The structure of the presentation can follow the following sections:

Introduction with a brief presentation of the sports brand you have chosen; Identity / personality of the sports brand (mainly the values, attributes and symbols of the sports brand); Positioning of the sports brand (especially the target markets and the USP); Marketing actions initiated in the home country and abroad by the sports brand, among the concepts studied in class (brand extensions, co-branding, “sportainment”, storytelling, etc.); Conclusion and recommendations: Summary of the key points of your presentation + What makes the brand you analyzed a strong one? + What actions should the sports brand undertake in order to strengthen its brand equity?

Students will have 20 minutes to make their presentation, excluding the Q&A period. Presentations will take place on the last day of the seminar. All team members must be on ‘stage’ and speak during the exposé.

Evaluation criteria. The mark for the oral presentation will be based on the following elements:

The content of the presentation: The clarity of the main ideas and recommendations you bring forward; The research and analysis efforts; The structure of your presentation; The originality of your recommendations (30 points).

The format of the presentation: The oral abilities of the team members; The capacity to convey a convincing message in a lively and professional way; The quality of the power point (or prezi) presentation; The respect of the time allocated to you (20 points).

What to hand in to the professor? In addition to the oral presentation, students will be asked to hand in a written document that shall include:

• A copy of their slides (a black and white copy shall suffice);

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• A list of references used to prepare the presentation.

The written document of the presentation will be delivered to the professor on the day of the presentation, prior to making their exposé.

Group dynamics and logistics. All members of a team will receive the same mark unless unexpected circumstances arise. These should be brought to the Professor’s attention quickly and honestly by the team members. The teams and the choice of topic must be finalized by the end of the first day of our seminar.

2) An active contribution to the seminar (50%)

What am I looking for? A learning experience should be a joint responsibility between the Professor and the Students. Furthermore, we intend to make this class a true seminar. Consequently, students’ participation is instrumental in the dynamics of the course and the learning process. This means that students are expected to be physically and psychologically present in class and participate in a constructive way, even those who are introvert. In this regard, I will take into account the frequency and quality of interventions.

The grade each student shall receive will reflect their continuous contribution in class through discussions, debates and exercises held in class.

Teaching Method:

Students will have a major role to play throughout the course. Based on the readings and research done by students, we will articulate the main concepts and establish links with the practical world of sports marketing and sports business. Cases, exercises, debates and other ‘pedagogical surprises’ will complement the Professor’s performance. The objectives of this approach are three-fold:

Develop critical thinking among students; Encourage the participation of a large number of students, even the introverts, in a context where

risk is relatively minimal; Help students analyze the relevance of theories by way of constructive criticism and real examples.

Furthermore, students will do synthesizing exercises and resolve practical cases. These methods will help enhance the learning process and unable students to develop specific skills related to sports marketing. These skills will hopefully become of use in the real world, as mentioned above.

Bibliography:

Desbordes, M. and A. Richelieu (2012). Global Sport Marketing. Contemporary Issues and Practice. London, UK: Routledge Publishers.

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Module's Title: Conflict Management Skills Subject area / specialization:

Professor: Dr. Wolfgang Steinel [email protected]

Leiden University, Netherlands


develop an analytical understanding the management of differences learn (through class discussion and self-assessment) about own individual "bargaining styles," to

become more effective problem solvers in the face of conflict enhance the self-confidence of students with respect to their conflict resolution and negotiation

skills


This class will focus on the skills that managers need when dealing with conflict within the organization, when negotiation deals or solving disputes. Special emphasis will be given the areas of interpersonal and intergroup conflict, in addition to interpersonal influence techniques and the tactics and strategies involved with improved bargaining and negotiation. The course will involve extensive use of role-plays and related participative activities, enhanced by rigorous self-review and introspection.

The course is designed to be relevant to the broad spectrum of bargaining "problems" that are traditionally faced by the manager. Thus, the content is not be restricted to students interested in human resources or industrial relations. Students pursuing careers in sales, marketing, merger and acquisition, banking, purchasing, entrepreneurship and other areas that require skill in negotiation and persuasion should find the course useful and relevant.

Assessment:

Negotiation Preparation Documents Short Papers, Reflection Reports Multiple Choice Quiz

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Teaching Method: This class applies an experiential learning approach. This means, the class is built around a number of exercises and debriefing in class discussion. Crucial elements in this format of instruction are:

Exercises: The course is built around a series of role-play exercises. You will conduct several negotiations with other students.

Preparation for Role-Plays: Your classmates expect you to be fully prepared for each exercise. Prior to most negotiations, you are required to submit a planning document.

Debriefing: We will debrief the role-plays in class. You are expected to participate in these class discussions. Your agreements will be revealed so that the class can analyse the relationship between different conflict management strategies and outcomes, learning from everyone’s experience.

Lectures: Lectures will introduce central concepts and theories of the psychology of conflict management, and the dynamics of interpersonal and intergroup negotiation.

Bibliography:

Readings (to be announced during the first meeting) provide an enriched understanding of activities just completed in class. The instructor has attempted to select a blend of reading that combines analytical richness with detailed examples and applications. Students will be responsible for completing the reading assignments. It is recommended to do the readings AFTER the role-play. The concepts will be more comprehensible if you have already experienced them directly, and foreknowledge of the concepts could prevent the mistakes that you need to make in order to learn.

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Module's Title: Dealing with Uncertainty Subject area / specialization: Decision Analysis

Professor: Pablo Sartor [email protected]

IEEM Business School – Uruguay


After completion of this course, students are most likely able to: Apply a conceptual framework for making decisions under uncertainty. Complement intuition with quantitative risk-profile analysis. Draw information from quantitative data (facts, assumptions and estimates). Apply certain tools (Decision Tree, Monte Carlo simulation and Regression) to the analysis of

situations that deal with uncertainty. Apply the software package QuickSim on MS Excel to run Monte Carlo simulations and model

uncertainty in spreadsheets. Compete in recurring bids.


The course addresses the following topics: The relation and differences between probability, uncertainty and risk. Decision trees, expected value, risk profiles. A conceptual framework for decision-making under uncertainty. One-shot vs repetitive situations. The role of the decision-maker. Monte Carlo simulations and the use of QuickSim. Forecasting by regression analysis. Comparison, scope and limitations of these tools. The art and science of bidding: a team-based competition. The prisonner’s dilemma and the

winner’s curse. What else (and where) to look at?

During the course, the following cases will be used: Case: Freemark Abbey Winery (Harvard Business School). Case: Merck & Company: Product KL-798 (Darden Business School). Exercises on Monte Carlo simulation (IEEM Business School). Case: Antenur (IEEM Business School). Case: Vesta Corporation (Darden Business School).

Assessment:

The final grade will be based on: Team Work – Case report and final bid outcome: 40% Class participation: 20% Quizzes: 40%

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Teaching Method:

The teaching approach follows the Participant-centered learning philosophy. All topics are motivated by means of cases whose preparation is oriented by technical notes, videos and specific guidelines. The learning outcomes are then achieved through a dynamic combination of learn-bydoing tools (computer simulations, Excel models, team-based competition) followed by case discussion, to synthesize the analyses in light of the right criteria, drawing particular and general conclusions.

Bibliography:

Articles and technical notes : Sartor, Pablo. “Basic concepts on Statistics.” IEEM Business School, 2015. Sartor, Pablo. “Probability and Uncertainty.” IEEM Business School, 2015. Sartor, Pablo. “On Decision Trees and Risk Profile.” IEEM Business School, 2015. Sartor, Pablo. “Monte Carlo Simulation and Business Decision-Making”. IEEM Business School,

2014. Sartor, Pablo. “QuickSim v.1.0.1. Fast how-to guide”. IEEM Business School, 2014. “Forecasting with Regression Analysis.” Harvard Business School Publishing, Technical

Note 9-894-007, 1993. Hammond, Keeney, Raiffa. “The hidden traps in decision making”. Harvard Business Review,

2006. Books

Hillier & Hillier. “Introduction to Management Science: A Modeling and Case Studies Approach with Spreadsheets”. McGraw-Hill, 2014.

Taleb, Nassim. “The Black Swan”. Random House, 2010.

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Module's Title: Sustainability in wine and alcohol business Subject area / specialization: Sustainability and responsibility

Professor: Mr. Kimmo Aho [email protected]

JAMK University of Applied Sciences, Finland


To understand the concept of sustainability/responsibility To network with the wine industry To promote the innovation skills To improve group working and social skills

Description of Content: The concept of sustainability/responsibility is first established by lecturing and group working. Then

real life business case is introduced and students start to work on that in small groups. The groups will make a report and a video to business case mandators.

Assessment:

Assessment is done by lecturer, student, peer students and business case mandator. Grading: Fail-Pass

Teaching Method:

Lecturing, small group working, dialog, innovating, report writing, video making

Bibliography:

Pre-course study material: Goode, J. & Harrop, S. MW. 2011. Authentic Wine: Toward Natural and Sustainable Winemaking. University of California Press.

Possible supporting material will be announced at the start of the course

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Module's Title: Entrepreneurship: From idea to opportunity Subject area / specialisation: Marketing and Management

Professor: Arash Davar [email protected]

Almaty Management University (ALMAU), Kazakhstan


At the end of the module candidates will be able to :

Identify and apply the different principles and elements of entrepreneurship.

Understand and analyze how to formulate plans to organize and gather different resources to

address evolving opportunities.

Evaluate the importance of entrepreneurship and the role of entrepreneurs in economic growth.

Implement the entrepreneurship mind-set and vision to bring new technology and/or new

knowledge to the market.

Description of Content: Frame 1.

Course overview

Idea generation

Networking

Team dynamics

Founders’ Dilemma Frame 2.

Creativity and innovation

Factors that influence the possibility and spread of innovation

Neuromarketing

Yield management

Investigation and analysis

Who are your customers and what do they want to know?

Customer categorization Frame 3.

Market pull vs. Technology push

Product-market fit

Business model: how to develop

Venture Finance

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Assessment:

Participation/Attendance 10 Collaborative Task 30 Final project presentation 60 TOTAL 100

** Note :

1. Students are expected to submit assignments on-time (late submission will not be accepted) 2. The collaborative task and final project presentations are in groups (Max 5 people)

Teaching Method:

This course is based on the following:

Lecture and case studies

Small group discussions followed by open discussions

Debate

Collaborative tasks (small group work)

Final project (groups of 5 or less students)

Bibliography:

The instructor will provide all the required reading materials and handouts during the course.

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Module's Title: International Management and Organizational Structures

Subject area / specialization: Business, Management, Economics

Professor: Raúl Montalvo [email protected]

EGADE Business School, Guadalajara


During this course we will be combining the analysis from three main angles: business context (economic figures of the country or region, business framework, consumer behavior, etc.), business model and business expansion strategy: with case discussion and evidence of the strategy used and its implications when a group of companies from different countries and sectors went global.

During this course it is expected that students show a commitment with the policies of the course and to get fully involved in following the sessions, materials posted and their interaction with other classmates to enrich the discussion and learning process.

All the materials have been selected and prepared to develop a better understanding of decision making in global environments.

At the end of this course, students are expected to achieve the following learning objectives:

1. To understand the importance of adapting a business model when moving from local to global. 2. To analyze the context of the implications of a global business environment. 3. To understand when it comes to make strategic decisions the relevance of business nature and

mutual interdependence. Important: At the end of the course, the students after working in teams will prepare a presentation of a company where they will analyze and apply decision making analysis in the case of a global business.

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Day 1 The internationalization process and its implications

Topic 1: Going global and the need of a strategy

Reading: Strategies That Fit Emerging Markets

1.1 Strategy and planning vs. reaction, which goes first?

1.2 Adapting to the environment

1.3 The adaptation and learning process

Topic 2: Internationalization strategies

Reading: CEMEX: http://www.fundinguniverse.com/company-histories/cemex-s-a-de-c-v-history/

2.1 From a traditional business to a technology based business

2.2 Geographic diversification

2.3 Acquisition strategies

http://www.fundinguniverse.com/company-histories/cemex-s-a-de-c-v-history/

http://www.fundinguniverse.com/company-histories/cemex-s-a-de-c-v-history/

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1.4 Vertical integration

1.5 Corporate culture

Day 2 Making strategic decisions

Topic 3: Strategic Decisions

Reading: Competitor Analysis: Anticipating Competitive Actions

3.1 The importance of information

3.2 Understanding mutual interdependence

3.3 Strategic decision making

Topic 4: Competition Strategy

Reading: Predicting Your Competitor’s Reaction

4.1 Understanding competition

4.2 How important is to learn competitor´s actions and reactions

Day 3 Strategic global marketing management

Topic 5: Product planning and Consumer Behavior

Cottle-Taylor: Expanding the Oral Care Group in India

Reading: What´s your pricing strategy for the Indian market?

5.1 Market development

5.2 Understanding market demand

5.3 Analyzing strategic marketing decisions

Topic 6: Developing a Marketing strategy

Reading: The 7 Ps of Marketing

6.1 The 4 P´s and the 3 other ones

6.2 Importance of adapting to a constantly evolving market

Day 4 The business and the environment

Topic 7:

Building the demand and analyzing mutual interdependence under competitive environments (simulations)

Day 5 The business and the market

Presentations of projects by the students

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Assessment:

Activity Value Group Discussion Forums. The grading for this activity will depend on the

level of the discussion and analysis based on the assigned cases, class

materials and questions and answers during the sessions.

15%

Attendance and Class participation 15% Final project. This will consist of a final written report and a presentation that

will be broadcasted and shared with the class. 55%

Peer grading of teammates at the conclusion and submit of the final project 15%

Total 100%

Teaching Method: Lecture, case discussion and projects

Collaborative work: interacting with the course mates and exchanging knowledge, experience and points of view.

The use of different electronic means: search of information.

To develop your skills: to reinforce your decision making skills, problem solving, amongst others.

Bibliography:

Articles

The 7 Ps of Marketing Brian Tracy From Entrepreneur, May 17th, 2004 http://www.entrepreneur.com/article/70824

Predicting Your Competitor’s Reaction Kevin Coyne and John Horn From Harvard Business Review, April 2009 Issue https://hbr.org/2009/04/predicting-your-competitors-reaction/ar/1

Strategies That Fit Emerging Markets Tarun Khanna, Krishna G. Palepu, and Jayant Sinha From Harvard Business Review, June 2005 Issue https://hbr.org/2005/06/strategies-that-fit-emerging-markets

What´s your pricing strategy for the Indian market? B V Krishnamurthy From Harvard Business Review, JANUARY 21, 2008 HTTPS://HBR.ORG/2008/01/WHATS-YOUR-PRICING-STRATEGY-FO

Cases

Competitor Analysis: Anticipating Competitive Actions (HBS) Peter J. Coughlan; Debbie Freier; Kaiho Patrick Lee Product #:701120-PDF-ENG

http://www.entrepreneur.com/article/70824

https://hbr.org/2009/04/predicting-your-competitors-reaction/ar/1

https://hbr.org/2005/06/strategies-that-fit-emerging-markets

https://hbr.org/search?term=b+v+krishnamurthy

https://hbr.org/2008/01/whats-your-pricing-strategy-fo

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Week 5, March 13 to 17

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Module's Title: Decision Making Skills Subject area / specialisation: Management

Professor: Prof. Dr. Zita Zoltay Paprika [email protected]

Corvinius University of Budapest Faculty of Business Administration, Hungary

Learning objectives: Gain an understanding of central concepts in decision making Understand the intersection of analytical and behavioral perspectives on decision making Develop expertise in decision making Improve decision making skills, creativity Develop ability to think critically Learn to avoid common decision making errors


This course will provide an overview of the field of behavioral decision making and decision analytical perspectives. It addresses both the theoretical and practical processes and skills of decision making at the individual and organisational levels. The course starts with a short historical introduction to give an understanding of the field of decision theory. It provides a comprehensive examination of issues in personal decision making: how to describe the processes involved in forming judgements, how to plan actions and evaluate consequences, how to understand the dynamics of organizational decision making in the context of conflicting personal objectives, how to manage risk.

Assessment: Course participation (attendance and active participation) and quizzes constitute 50% and 50%.

Teaching Method:

Lecture/Seminar Case studies Role playings Self assessment tests (satisficing, creativity, brain dominance, risk preferences etc.)

Bibliography:

Harvard Business Review on Decision Making, Harvard Business Review Paperback, 2001 http://ebookee.org/Harvard-Business-Review-on-Decision-Making_1975298.html

Ariely, Dan: Predictably Irrational, Harper Collins, NY, 2009 Kahneman, Daniel: Thinking Fast and Slow, Farrar, Straus and Giroux, New York, 2011


http://ebookee.org/Harvard-Business-Review-on-Decision-Making_1975298.html

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Module's Title: Creating Value Through Customer Engagement Subject area / specialisation: Marketing

Professor: Yiorgos A. Bakamitsos, PhD. [email protected]

Stetson University College of Business Administration, USA


The general objective of this course is to provide students with an understanding of the challenges and opportunities involved in designing and deploying marketing strategies that rely on consumer engagement.

By the completion of this course students will be able to:

Articulate the value of consumer engagement.

Demonstrate knowledge of tools and practices for structuring and controlling marketing programs based on consumer engagement.

Demonstrate an understanding of the complexity to orchestrate consumer engagement marketing efforts in local and global markets.


This course takes an analytical approach to the study of how the marketing function within a firm contributes to value creation for the organization. Attention focuses on the influence of the marketing effort to engage customers in value creation and transform them from passive recipients of information, products and services to active co-creators of value.

The major objectives of this course are:

• To critically analyze the task of marketing in the process of creating value for the firm through

the active engagement of customers.

• To provide students with a sound conceptual and theoretical “tool kit” for analyzing marketing problems faced by both profit and nonprofit organizations.

• To provide students with a forum for presenting and defending their recommendations, and

for critically examining and discussing the recommendations of others.

The course is organized around five themes. The first theme deals with the importance of relationships in context of marketing strategy. Issues related to building, managing and growing relationships with customers as well as value delivery network partners will be explored.

The second theme explores the enhanced role that consumers can play in the value creation process

through marketing research. The importance of big data and data analytics will also be addressed.

The third theme examines the impact of customization on the product/service (value offering) creation

process. Issues ranging from boundary conditions and different types of customization to the “Design

Approach” and product/service portfolio management will be discussed.

The fourth topic explores in greater depth services and highlights their key differences from physical products and their implications for marketers in the value creation process.

The fifth and final topic deals with the new communication landscape. We will discuss the impact of social media, viral marketing, gamification, cause marketing and augmented reality in crafting a communication strategy.


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Assessment:

Evaluation of Student Work Quizzes & in class exercises/presentations 20% Final Exam 40% Peer Evaluation 10% Class Contribution 30%

Total 100% Honor Code The Honor Code will be applied to the course in the following manner:

- Discussion cases may be prepared in groups or individually. - The final examination is to be prepared individually.

Teaching Method:

Class Sessions Most of the class sessions will be composed of two parts; lectures and case discussions. During the lecture part the conceptual and theoretical aspects of the course will be presented. Lectures aim at emphasizing the key concepts presented in the readings and at shedding light on aspects of the course that are of significant importance. Please note that although I will not lecture directly on the assigned readings, you are expected to be familiar with them before coming to class.

The second part of the class will be devoted to the discussion of a case that aims at demonstrating the key concepts presented in the lecture. Each student is expected to thoroughly prepare for each case and contribute to class discussion. The benefit that you derive from assignments is closely related to your willingness to expose your ideas to the critical judgment of the class. While I may probe and challenge you to defend your opinion, please understand that I do so in order to encourage precision in thinking and argument quality, and not because I do not like you or your opinion. As a professor of mine used to say, the poorest quality opinion is the one left unvoiced, so please do not hesitate to voice your opinion and to ask questions.

Class Contribution

As mentioned above, every class session will involve interaction in the form of class discussion, and all

students are expected to participate by making comments and/or asking questions. Feel free to ask

questions if a point is not clear. Chances are that the same question is on the mind of some of your

classmates as well, and thus, you are doing them a favor by asking it. The criteria that will be used in

assessing class contribution are listed below:

• In order to be able to participate in class discussions, attendance is mandatory. Attendance will be taken at the beginning of each class. If for any reason you cannot attend a class session please

let me know in advance.

• Consistent and active participation in class discussion. Mere attendance will earn you only fifteen (15) points towards your class contribution grade.

• Quality comments that enhance our understanding of a given situation and go beyond the simple

repetition of facts presented in a case.

Bibliography: Required material will be provided in class

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Module's Title: Business Negotiations Subject area / specialisation: Marketing and Management

Professor: Dr. Ann M. Torres [email protected]

NUI Galway J.E. Cairnes School of Business and Economics, Ireland

Learning objectives: The aims of this module are to introduce the concepts and principles fundamental to negotiation theory, to develop your negotiation skills through participation in simulation cases, and to hone your negotiation ability through informed reflection based on your reading of the assigned core texts. This module will give you a solid foundation in the following areas:

Comparing distributive and integrative negotiations

Identifying the sub-processes of negotiations

Distinguishing between interests and positions

Outlining the elements of principled negotiations

Applying active listening techniques

Summarising the seven-elements framework

Investigating the joint outcome space through BATNA, ZOPA and anchoring

Exploring the agent-client dynamics in negotiations

Crafting solutions via standards and persuasion

Identifying ethical issues in negotiations

Managing hardball tactics and non-engagement

Description of Content: Negotiation is a dialogue to discover common ground among parties with differing aims, needs and perspectives in order to achieve a solution. The aim is to seek a process by which parties may pursue a mutually acceptable outcome, which typically involves an element of compromise. Business Negotiations explore how two or more parties with competing interests discuss and manage issues so as to attain an agreement, settle a matter of mutual concern, or resolve a conflict. Negotiation is a valuable leadership and management skill, which is employed in a wide range of business contexts, such as contracts, deal-making, employment discussions, team building, and disputes. Negotiations occur in commercial, non-profit and governmental organisations.

Assessment:

Assignment 1 Daily Quizzes: 35% Assignment 2 Daily Cases: 35% Assignment 3 Exam: 30% Total 100% ATTENDANCE: As a skills-based course that relies on all students to participate in negotiations throughout the workshop, attendance is mandatory. Excused absences are limited to medical or family emergencies. Other than these excused absences, missing one day of the module will result in 10% reduction in the overall module mark.

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Teaching Method: This module will combine lectures, discussions, case studies and role simulations. As this module is highly experiential, the key to success is to engage reflectively with the assigned readings and to participate fully in the case simulations. As an area of study, Business Negotiations is highly accessible, as it can be readily observed in our everyday personal and professional lives. For this reason, many find studying negotiations interesting and useful.

Bibliography:

1. Fisher, R. & Ury, W. (2012) Getting To Yes: Negotiating agreement without giving in. Random

House Business. ISBN-13: 978-1847940933 (N.B. earlier editions of this book are acceptable.)

2. Stone, D., Patton, B. & Heen, S. (2000) Difficult conversations: How to discuss what matters most. Penguin: New Ed edition. ISBN-13: 978-014027782

3. Ury, W. (2009) Getting Past No: Negotiating with difficult people. Revised edn., 24th reissue. Bantam. ISBN-13 978-0553371314.

Supplemental and optional text:

4. Lewicki, R.J., Barry, B. & Saunders, D.M. (2010) Negotiation: Readings, exercises, and cases. 6th edn. McGraw-Hill Higher Education. ISBN-13: 978-0071267748 (N.B. earlier editions of this book are acceptable.)

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Module's Title: The CISG: Creating the structure for the international sale of goods

Subject area / specialization: International business law

Professor: Griffin Toronjo Pivateau, J.D. [email protected]

Oklahoma State University Spears School of Business, USA


Recognize the expectations and risks of parties to an international sales transaction. Study the history and background of contracting systems. Understand the elements of any contracting system. Explain the rationale and structure of the CISG. Identify the elements necessary to create a valid and enforceable contract under the CISG. Identify the elements necessary to establish performance of a contract. Explain the defenses available to a party charged with a breach of contract. Calculate the damages available to an aggrieved party for breach. Understand the role of the bill of lading in international sales contracts. Explain the documentary sale of goods.

Description of Content: The modern global economy cannot exist without a supporting legal infrastructure. The United

Nations Convention on Contracts for the International Sale of Goods governs international sales in more than 70 countries. This treaty, incorporated into the domestic legal systems of its signatories, forms a contracting system. Contracting systems provide the basic legal building blocks for business. In this class, students will learn the essential elements of a contracting system, the rules provided by the CISG for the formation and performance of a contract, and the damages and defenses available upon a claim of breach of contract. Students will also study how business transactions are carried out over long distances and time.

Assessment:

During each class period, we will discuss the law applicable to international business transactions. Each afternoon, students will be given an assignment in which they will be tasked with application of the morning’s lessons to a hypothetical fact pattern. Each of those assignments will be due at the beginning of the following class period.

Each assignment will be graded. Those grades will be used to form the final assessment for the class.

Teaching Method:

While the course is lecture based, there will be ample opportunities for discussion and other forms of participation. I expect each student to engage in class discussions.

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Bibliography:

CISG text (PDF available at http://www.uncitral.org/uncitral/en/uncitral_texts/sale_goods/1980CISG.html)

CISG annotated (online database available at http://www.cisg.law.pace.edu/cisg/text/cisg-toc.html)

Cases on the CISG (online database available at http://www.cisg.law.pace.edu/cisg/text/caseschedule.html)

http://www.uncitral.org/uncitral/en/uncitral_texts/sale_goods/1980CISG.html

http://www.cisg.law.pace.edu/cisg/text/cisg-toc.html

http://www.cisg.law.pace.edu/cisg/text/cisg-toc.html

http://www.cisg.law.pace.edu/cisg/text/caseschedule.html

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Module's Title: Doing Business in North America (Canadian perspectives)

Subject area / specialisation: Business administration area

Professor: Benoit Chalifoux, MBA [email protected]

UQÀM École des Sciences de la Gestion, Canada


To learn to do business in Canada; To know the business opportunities in the region; To understand the cultural differences between Quebec and the rest of Canada; To understand how to negotiate in Canada; To understand the importance of NAFTA (North American Free Trade Agreement) and other's

agreements in the region; To develop a business plan for North American Markets.


Introduction to Canada; The Canadian economy; Canadian International trade; The Foreign Direct Investment (FDI) in Canada; How Does “Canada” Rank as a Brand? Quebec and Canadian culture; Doing business in North America; Doing business in Canada; Doing business in Quebec; Leading Sectors, market opportunities for foreign firms, access to the Canadian market; Is This a Good Time to Start a Business in Canada? Business plan for implementing a business in Canada.

Assessment:

Business plan project (50%) This will be done in groups of five (5) students; it is highly recommended that you consider a multi-disciplinary approach when forming the group. There will be a maximum of six (6) groups formed in the class. There is the possibility that groups of four (4) and/or six (6) will be permitted depending on the number of students who register for the seminar. The business plan project is done based on implementing a Business in Canada. Each team will have access to a Business plan template kit which included a business plan template, a financial appendix template, an example of a real business plan and of a really financial appendix. The business plan must be delivered on Friday morning.

Team presentations (50%)

On Friday afternoon (from 2pm to 5pm), each group will make a class presentation on their business plan (20 minutes for the presentation and 10 minutes for the questions). Each team member will have to talk about a section of the presentation. All the team members should be able to answer questions made by the class or instructor.

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Teaching Method:

Lecturing by professor, workshops, group debates and exchanges to favor further knowledge on the topic.

Resources to be used during the seminar:

Power point presentation, short video, lecture

Bibliography:

http://www.doingbusiness.org/data/exploreeconomies/canada/ http://www.doingbusiness.org/~/media/GIAWB/Doing Business/Documents/Profiles

/Country/CAN.pdf http://www.blg.com/en/NewsAndPublications/documents/Doing_Business_in_Canada.pdf https://www.osler.com/osler/media/Osler/reports/doing-business-in-canada/Doing-Business-in-

Canada-Guide.pdf http://www.bdc.ca http://www.edc.ca/EN/About-Us/Pages/default.aspx http://www.buyusainfo.net/docs/x_8482281.pdf http://www.entreprisescanada.ca/eng/ http://www.bdc.ca/Resources%20Manager/misc/CES_2010_EN%20Final.pdf

http://www.doingbusiness.org/data/exploreeconomies/canada/

http://www.blg.com/en/NewsAndPublications/documents/Doing_Business_in_Canada.pdf

https://www.osler.com/osler/media/Osler/reports/doing-business-in-canada/Doing-Business-in-Canada-Guide.pdf

https://www.osler.com/osler/media/Osler/reports/doing-business-in-canada/Doing-Business-in-Canada-Guide.pdf

http://www.bdc.ca/FR/Pages/accueil.aspx?ref=hp-tp&gclid=CInP4ebrx8gCFUMTHwodO1cHKQ

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Module's Title: Innovating in the Knowledge-Economy Subject area / specialization: Strategy / Innovation

Professor: Pablo Sartor [email protected]

IEEM Business School – Uruguay


After completion of this course, students are most likely able to: Understand the concept of innovation and its relationship with the mission, vision and strategy of

organizations. Apply a framework to identify opportunities for innovation and bring innovation into the core of

the organizational development. Understand the nature of digital goods and how knowledge-intensive companies compete. Design and lead innovation strategies properly aligned with the general strategy of

knwoledgeintensive organizations. Explain the topics covered in the course by means of several examples of Latin American

innovative companies that provide global services.


The course introduces the participant to the following topics:

What is innovation? (6 hs) The concept and relevance of innovation. The sources of opportunities for innovation. Value innovation and Disruptive innovation. Innovation and Creativity: Innovation Process Design, Design Thinking, Open innovation and Lead

users.

The Digital and Knowledge-intensive Economy (8 hs) Technology trends that shape the new economy. The nature, offer and demand of digital goods and services: cost structure, network effects,

standards and ecosystems. Main business models.

- What is a business model? - Moving physical and digital goods: the Long Tail Theory. - Platforms and intermediation. - Information generation: analytics and big-data. - The globalization of knowledge-intensive work.

Innovation and the Knowledge-Economy (6 hs) The relationship between innovation, mission, vision and strategy. Strategies for innovation and competition in the Knowledge-Economy. The Knowledge-Economy and the future of human work.

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Assessment:

The final grade will be based on: Team Work – Report on an innovative product or service: 40% Class participation: 20% Quizzes: 40%

Teaching Method: The teaching approach follows the Participant-centered learning philosophy. All topics are motivated by means of cases whose preparation is oriented by short technical notes, videos and specific guidelines. Case discussion leads then to the emergence of the main theories behind each topic covered. Participants also work in teams, coached by the instructor, to devise an appropriate strategy for an innovation, which is presented at the end of the course.

Bibliography:

Articles and technical notes : Sartor, P. and Veiga, L. “Basic concepts about innovation”. IEEM Business School, 2016. Ovans, A. “What we know, now, about the Internet’s disruptive power”. Harvard Business Review,

2015. Marion, Fixson. “The 4 Main Ways to Innovate in a Digital Economy”. Harvard Business Review,

2016.

Books Drucker, P. “Innovation and Entrepreneurship”. HarperBusiness, 2006. Ries, E. “The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create

Radically Successful Businesses”. Crown Business, 2011. Kumar, V. “101 Design Methods: A Structured Approach for Driving Innovation in Your

Organization”. Wiley, 2012. Thomke, S. “Experimentation matters”. Harvard Business School Publishing, 2003.

ISBN 9781578517503. Von Hippel, E. “The Sources of Innovation”. Oxford University Press, 1988. ISBN: 9780195094220. Shapiro, C., and Varian, H. R. “Information rules: a strategic guide to the network economy”.

Harvard Business Press, 2013. Malin, Pénard. “Économie du numérique et de l’Internet”. Vuibet, 2010.

ISBN-13: 978-2-311-00125-9.

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Module's Title: Games and Strategies for Business Subject area / specialization: Behavioral Economics

Professor: Roberto Hernan [email protected]

The University of Nottingham, UK


To develop an understanding of the key concepts, models and tools of the theory of games. To analyse the application of decision and game theory to business decision making.

This module develops a knowledge and understanding of:

Knowledge and understanding

Markets - the development and operation of markets for resources, goods and services People - the management and development of people within organisations Business policy and strategy - the development of appropriate policies and strategies within a

changing environment, to meet stakeholder interests Pervasive issues - these would include sustainability, globalisation, corporate social responsibility,

diversity, business innovation, creativity, enterprise development, knowledge management and risk management

The ethical dilemmas and corporate social responsibility issues which arise when ethical and organisational values are applied to situations and choices

Intellectual skills

Being able to think critically and be creative: manage the creative processes in self and others; organise thoughts, analyse, synthesise and critically appraise. This includes the capability to identify assumptions, evaluate statements in terms of evidence, detect false logic or reasoning, identify implicit values, define terms adequately and generalise appropriately

Being able to solve complex problems and make decisions: establish criteria, using appropriate decision-making techniques including identifying, formulating and solving business problems; and the ability to create, identify and evaluate options; the ability to implement and review decisions

Professional practical skills

The ability to conduct research into business and management issues either individually or as part of a team through research design, data collection, analysis, synthesis and reporting

Effective performance within team environments and the ability to recognise and utilise individuals' contributions in group processes and to negotiate and persuade or influence others; team selection, delegation, development and management

Leadership and performance management: selecting appropriate leadership style for different situations; setting targets, motivating, monitoring performance, coaching and mentoring


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Description of Content: Decision making Risky decisions Decision errors Simultaneous games Coordination Cooperation Sequential games Strategic moves Social preferences Auctions

Assessment:

A 2,000 words essay

Teaching Method:

Lecture Classroom experiments

Bibliography:

There are a number of good books which cover the material in this module. For the game theory parts of the module, I particularly recommend the following:

Dixit, A. K. and B. J. Nalebuff (2008): The Art of Strategy: A Game Theorist's Guide to Success in Business and Life. New York: WW Norton & Company. (AS)

Dixit, A. K. and S. Skeath (1999): Games of strategy. New York: WW Norton & Company. (GOS) Dixit, A. K. and B. J. Nalebuff (1991): Thinking strategically: The competitive edge in business, politics,

and everyday life. New York: WW Norton & Company. (TS) McMillan, J. (1996): Games, strategies, and managers. Oxford University Press. (GSM) Miller, J. D. (2003). Game theory at work. McGraw Hill. (GAW)

GOS is a textbook which covers most of the theoretical concepts discussed in this module. AS, TS, GSM and GAW are managerial game theory books with many cases and applications of game theory to business. The game theory books do not deal well with the psychological aspects of choice discussed in class. For these I recommend

Wilkinson, N., and M. Klaes (2012): An introduction to behavioral economics. Palgrave Macmillan. Plous, S. (1993): The psychology of judgment and decision making. Mcgraw-Hill Book Company. Thaler, R. H. and C. S. Sunstein (2008): Nudge: Improving Decisions about Health, Wealth, and

Happiness. Yale University Press. Ariely, D. (2008): Predictably irrational. New York: HarperCollins. Kahneman, D. (2011): Thinking, fast and slow. Macmillan. Russo, J. E. and P. J. Schoemaker, P. J. (1989): Decision traps: Ten barriers to brilliant decision-making

and how to overcome them. New York: Doubleday.

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Module's Title: Effective lessons to become a top manager and to succeed

Subject area / specialization: Strategy and change management

Professor: Laurent Vernerey Email :


Key success factors for change management and transformation Personal and organizational effectiveness to become a top manager


A unique chance to meet and work with an international Top Manager graduated from our School.

Mr. Laurent Vernerey (ESC Dijon, 1983) serves as the Chief Executive Officer and President of American Power Conversion Corporation.

He served as Executive Vice-President of North America Operations at Schneider Electric S.A. until June 2016 and served as its Executive Vice-President of IT Business. He served as the Managing Director of Schneider Electric (Australia) Pty. Ltd.

He served also as an Executive Vice President of IT Business at Schneider Electric India …

http://www.bloomberg.com/research/stocks/people/person.asp?personId=30917601&privcapId=682078

In this lecture, Laurent Vernerey wants to transfer his professional experience and vision as Chief Executive Officer in different companies around the world.

The major topics he will present concern :

1- Organizational Effectiveness : driving growth and transformation

2- Personal Effectiveness : how to drive sustainable performance

3- Post-acquisition Management : how to increase your success rate above 50

Assessment:

Individual and collective evaluation during the session

Teaching Method:

Lecture and discussions Case studies

Bibliography:

All readings and materials including articles and cases will be provided by the instructor

http://www.bloomberg.com/research/stocks/people/person.asp?personId=30917601&privcapId=682078