INTERNATIONAL STUDENT GUIDE

INTERNATIONAL STUDENT GUIDE
ESG MANAGEMENT SCHOOL
2014 - 2015
TABLE OF CONTENTS
ESG MANAGEMENT SCHOOL
Page 3
GENERAL INFORMATIONS – FACT SHEET
Page 5
ESG MANAGEMENT SCHOOL GRADING SYSTEM
Page 10
2014 2015 OPEN MODULES
Page 12
INTERNATIONAL SEMESTER’S SYLLABI
Page 15
ESG MANAGEMENT SCHOOL / INTERNATIONAL SEMESTER STUDENT GUIDE – 2014 - 2015
2
ESG MANAGEMENT SCHOOL
ESG MANAGEMENT SCHOOL / INTERNATIONAL SEMESTER STUDENT GUIDE – 2014 - 2015
3
Dear International Student:
We are really happy to welcome you to ESG Management School. You will be living and studying in an
international environment in the middle of Paris, international center of culture, fashion and gastronomy!
ESG Management School is a traditional French Grande Ecole specialized in Business and
Management, delivering the Grade Master, recognized and accredited to the highest degree by the
French Ministry of Education. We offer 15 different Master’s Programs in English and French. We
combine academic excellence with innovation and professional experience. Our close ties to the
corporate world result in excellent job prospects for our graduates.
In order to study at ESG MS as an exchange student, there must be a student exchange
agreement between your home university and ESG MS.
ESG MANAGEMENT SCHOOL / INTERNATIONAL SEMESTER STUDENT GUIDE – 2014 - 2015
4
GENERAL INFORMATIONS – FACT SHEET
ESG MANAGEMENT SCHOOL / INTERNATIONAL SEMESTER STUDENT GUIDE – 2014 - 2015
5
GENERAL INFORMATIONS – FACT SHEET
INSTITUTION
ADDRESS
TELEPHONE
Email contact
Web ADDRESS
GENERAL INFORMATIONS – FACT SHEET
ESG Management School
59 rue Nationale 75013
+ 33 153 364 400
[email protected]
www.esgms.fr / esgms-edu.com
https://www.facebook.com/ESGMS
https://www.facebook.com/pages/ESG-MS-Study-Abroad/119930031409904
INTERNATIONAL CONTACTS ESG MS
ACADEMIC DEAN FOR
Mrs Valérie PASTUREL
INTERNATIONAL STUDIES
59 rue Nationale 75013 PARIS
Tel : + 33 153 364 429
 Academic advisor for outgoing [email protected]
students
 Supervision of outgoing
students
 Coordination of dual degrees
ACADEMIC DEAN
 Management and coordination
of the summer academy
ESG Management School OFFICE IN
BEIJING
Mr Cyril BLONDET-VARGAS
59 rue Nationale 75013 PARIS
Tel : + 33 153 364 442
[email protected]
Mrs Antonia DUBRULLE
 Regional representative for
china
ESG MANAGEMENT SCHOOL / INTERNATIONAL SEMESTER STUDENT GUIDE – 2014 - 2015
6
EXCHANGE STUDENT CONTACTS
INTERNATIONAL COORDINATOR FOR Mrs BENOIST Maxence
EXCHANGE STUDENTS
25 rue Saint Ambroise 75011 PARIS
[email protected]
 Coordination of exchange
programs
INTERNATIONAL COORDINATOR FOR
EXCHANGE STUDENTS
 Coordination of exchange
Mrs MURASIRANWA Joséphine
25 rue Saint Ambroise 75011 PARIS
[email protected]
programs
RECEPTION GROUND FLOOR – ESG
MS
 On site’s contact
Mrs THOMAS Elise
59 rue Nationale 75013 PARIS
[email protected]
PROGRAMME GRANDE ECOLE – OUTGOING STUDENTS BACHELOR 3
INTERNATIONAL COORDINATOR
Mrs Clémence MACHEREZ
59 rue Nationale 75013 PARIS
 Coordination of outgoing
[email protected]
students - Bachelor 3
PEDAGOGIC ASSISTANT
 Coordination of outgoing
Mrs Stéphanie FERNANDES
59 rue Nationale 75013 PARIS
[email protected]
students - Bachelor 3
ESG MANAGEMENT SCHOOL / INTERNATIONAL SEMESTER STUDENT GUIDE – 2014 - 2015
7
ESG Manangement School
ESG Management
School
STUDENTS
REGISTRATION
ACADEMIC and
AMINISTRATIVE
STAFF
RANKINGS
MEMBERSHIP
OUR MISSION
KEY DATA
PROGRAMME
ESG Management School is recognized and accredited by the French Government and the
French Ministry of Education and delivers a five year state accredited degree ( grade Master ).
Students can apply either after their high school degree or prep classes or after a bachelor
degree, upon an entrance exam contest.
Undergraduate cycle : 1450
Graduate Cycle : 1195
Incoming students : 250
Full Time professors : 75
Visiting professors : 20
Part Time professors : 14
Administrative Staff : 45
ESG Management School is ranked Best French business School among the categories of 5
year programs by : Figaro, Challenges, SMBG
ESG Management School is part of the top 20 best business schools among the categories of
5 year programs
ESG Management School belongs to the French Conférence des Grandes Ecoles, is a
member of AACSB, EFMD and campus France
ESG Management School prepares students to become highly skilled managers open to
the world, enabling them to commit as efficient decision makers and conscious leaders










A localisation in the heart of Paris
15 majors
30 dual degree agreements at Bachelor and Master levels
140 partners abroad
500 scientific and intellectual publications by faculty in 2013
500 students abroad per year
550 graduate students per year
3000 partner companies
9000 alumni
10 000 internships offers per year
ESG Management School “Grande Ecole programme” is composed of a Bachelor of Business
Administration ( 3 first years ) and a Master programme with 14 majors ( 2 years )
Bachelor level :
Bachelor of Business Administration ( one 100 % english and one bilingual track )
Master level :
AREAS OF
STUDIES
Functional majors : ( in french )
 Managerial Accounting
 Accountancy
 Corporate Finance
 Finance and Risk Management
 Marketing & Strategies Commerciales
 Communication and Medias
 Suppy Chain Management
 Entrepreneuship
Sectorial majors : ( in french )

Luxury Brand Management

Digital Business

Business Consulting

Wealth Management

Arts and Culture Management
International major ( in english ) : MIB
 Master of International Business
ESG MANAGEMENT SCHOOL / INTERNATIONAL SEMESTER STUDENT GUIDE – 2014 - 2015
8
ESG Management School proposes :
LANGUAGE OF
STUDIES
 2 undergraduate programmes: an International track entirely taught in
English and a French track.
 14 graduate programmes: one entirely taught in English : International
business
Exchange Students have access to :
 Bachelor and Master courses in French or English.
Contact Mrs BENOIST Maxence and Mrs MURASIRANWA Joséphine
 A specific range of courses for exchange students taught in English
COURSES
o
o
o
o
o
o
o
o
o
o
o
o
o
Branding for Luxury Products
International Marketing
Consumer Behavior
Digital business
Intercultural Communication
International Business
Human Resource Management
Project Management
Doing Business in Europe
Strategic Management
Corporate Social Responsibility and Business Ethics
Economics of Innovation
French as a foreign language ( FLE)
The workload per module is 30 hours. Each module is worth 6 ECTS ( FLE : 5 ECTS )
ESG MANAGEMENT SCHOOL / INTERNATIONAL SEMESTER STUDENT GUIDE – 2014 - 2015
9
ESG MANAGEMENT SCHOOL
GRADING SYSTEM
ESG MANAGEMENT SCHOOL / INTERNATIONAL SEMESTER STUDENT GUIDE – 2014 - 2015
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ESG MANAGEMENT SCHOOL GRADING SYSTEM
ESG MS ECTS GRADING SCALE AND HONORS TABLE:
ECTS Grade
Local grade
Out of 20
A
16-20
% of successfull
students normally
achieving the grade
2
B
C
D
E
FX
F
14 -15
12 - 13
11
10
6-9
<6
3
20
53
16
5
1
Definition
EXCELLENT - Outstanding performance with minor errors
VERY GOOD - above the average standard but with some errors
GOOD - generally sound work
SATISFACTORY - – fair but with significant shortcomings
SUFFICIENT – performance meets the minimum criteria
FAIL - some more work required before the credit can be awarded
FAIL – considerable further work is required
HONORS:
HIGH DISTINCTION - DEAN’S LIST
DISTINCTION – FIRST CLASS HONORS
CREDIT - SECOND CLASS HONORS
CUMULATIVE LOCAL
AVERAGE ( OUT OF 20 )
>=15
>=14 and <15
>=13 and <14
CUMULATIVE
US GPA
4
3.7
3.0
PERCENTILE
2% to 3 %
4% to 6 %
14 % to 15 %
THE FOLLOWING TABLE SHOWS US:
LOCAL GRADE
16 - 20
15 - 15.99
14 - 14.99
12 - 13.99
11 - 11.99
10.5 - 10.99
10.1 - 10.49
10
9 - 9.99
8 - 8.99
6 - 7.99
5 – 5.99
3 – 4.99
0-2.99
ECTS Grade
A
B
C
D
E
FX
F
Recommended US equivalent
A+
A
AB+
B
BC+
C
CD
DF
F
F
Recommended US GPA
4.0
4.0
3.7
3.3
3.0
2.7
2.3
2.0
1.7
1.0
0.67
0
0
0
ESG MANAGEMENT SCHOOL / INTERNATIONAL SEMESTER STUDENT GUIDE – 2014 - 2015
11
2014 - 2015 OPEN MODULES
ESG MANAGEMENT SCHOOL / INTERNATIONAL SEMESTER STUDENT GUIDE – 2014 - 2015
12
ESG Management School welcomes visiting students for a semester or the full academic year. Students
can choose courses among a large selection of courses taught in English or French from Bachelor year
1 to Master year 5 or among specific modules specially designed for incoming students, called
international semester courses.
On the following page:
 The first table shows modules designed for exchange students only and are entirely
taught in English. Syllabi attached.
 The second table shows Business and Management Courses taught in French or
English at ESG Management School, from Bachelor year 1 to Master year 4. Some
limited seats are available for Exchange students.
Students will receive an academic transcript in ECTS format
ESG MANAGEMENT SCHOOL / INTERNATIONAL SEMESTER STUDENT GUIDE – 2014 - 2015
13
STUDY ABROAD COURSES
FALL 2014
DEDICATED COURSES
BRANDING FOR LUXURY PRODUCTS
INTERNATIONAL MARKETING
CONSUMER BEHAVIOR
DIGITAL BUSINESS
ECONOMICS OF INNOVATION
STRATEGIC MANAGEMENT
BUSINESS ETHICS & CSR
INTERCULTURAL COMMUNICATION
INTERNATIONAL BUSINESS
HUMAN RESOURCE MANAGEMENT
French as a Foreign Language ( FLE )
SPRING 2015
CONTACT
HOURS
ECTS
DEDICATED COURSES
CONTACT
HOURS
30
30
30
30
30
30
30
30
30
30
30
6
6
6
6
6
6
6
6
6
6
5
BRANDING FOR LUXURY PRODUCTS
INTERNATIONAL MARKETING
CONSUMER BEHAVIOR
DIGITAL BUSINESS
ECONOMICS OF INNOVATION
STRATEGIC MANAGEMENT
BUSINESS ETHICS & CSR
INTERCULTURAL COMMUNICATION
INTERNATIONAL BUSINESS
HUMAN RESOURCE MANAGEMENT
PROJECT MANAGEMENT
DOING BUSINESS IN EUROPE
French as a Foreign Language ( FLE )
30
30
30
30
30
30
30
30
30
30
30
30
30
CERTIFICATE PROGRAM OPTION :
Certificate in International Business
3 CORE COURSES
INTERNATIONAL MARKETING
INTERCULTURAL COMMUNICATION
INTERNATIONAL BUSINESS
2 ELECTIVE COURSES
ECTS
6
6
6
6
6
6
6
6
6
6
6
6
5
CERTIFICATE PROGRAM OPTION :
5 courses
Certificate in International Business
3 CORE COURSES
INTERNATIONAL MARKETING
INTERCULTURAL COMMUNICATION
INTERNATIONAL BUSINESS
2 ELECTIVE COURSES
5 courses
From the Study Abroad courses or ESG MS Track courses( Except FLE )
From the Study Abroad courses or ESG MS Track courses( Except
FLE )
30 ECTS MUST BE COMPLETED IN ORDER TO OBTAIN THE CERTIFICATE
30 ECTS MUST BE COMPLETED IN ORDER TO OBTAIN THE CERTIFICATE
Certificate in Business § Management 5 courses
3 CORE COURSES
STRATEGIC MANAGEMENT
PROJECT MANAGEMENT
DOING BUSINESS IN EUROPE
2 ELECTIVE COURSES
From the Study Abroad courses or ESG MS Track courses( Except
FLE )
30 ECTS MUST BE COMPLETED IN ORDER TO OBTAIN THE CERTIFICATE
ESG MANAGEMENT SCHOOL / INTERNATIONAL SEMESTER STUDENT GUIDE – 2014 - 2015
14
Academic Calendar STUDY ABROAD STUDENTS ESG Management School - Year 2014-2015
SEPTEMBER 2014
OCTOBER 2014
NOVEMBER 2014
01-Oct-14
02-Sep-14
02-Oct-14
02-Nov-14
02-Dec-14
03-Sep-14
03-Oct-14
03-Nov-14
03-Dec-14
04-Sep-14
04-Oct-14
04-Nov-14
05-Sep-14
05-Oct-14
05-Nov-14
06-Sep-14
06-Oct-14
06-Nov-14
07-Sep-14
07-Oct-14
08-Sep-14
08-Oct-14
09-Sep-14
09-Oct-14
10-Sep-14
10-Oct-14
10-Nov-14
Week 7
Férié
11-Sep-14
Semestre 1
Week 1
Week 2
02-Feb-15
02-M ar-15
02-Apr-15
03-Jan-15
03-Feb-15
03-M ar-15
03-Apr-15
04-Dec-14
04-Jan-15
04-Feb-15
05-Dec-14
05-Jan-15
05-Feb-15
05-M ar-15
05-Apr-15
06-Dec-14
06-Jan-15
06-Feb-15
06-M ar-15
06-Apr-15
07-Nov-14
07-Dec-14
07-Jan-15
07-Feb-15
07-M ar-15
07-Apr-15
08-Nov-14
08-Dec-14
08-Jan-15
08-Feb-15
08-M ar-15
08-Apr-15
09-Nov-14
09-Dec-14
09-Jan-15
09-Feb-15
09-M ar-15
09-Apr-15
10-Jan-15
10-Feb-15
10-M ar-15
10-Apr-15
11-Oct-14
11-Nov-14
12-Nov-14
13-Sep-14
13-Oct-14
13-Nov-14
14-Sep-14
14-Oct-14
15-Sep-14
15-Oct-14
16-Sep-14
Week 10
Week 11
Férié
APRIL 2015
02-Jan-15
10-Dec-14
01-Jan-15
mars-15
01-Apr-15
Week 6
01-Dec-14
FEBRUARY 2015
01-M ar-15
12-Oct-14
Férié
JANUARY 2015
01-Feb-15
12-Sep-14
Vacances
Week 3
11-Jan-15
11-Feb-15
12-Feb-15
12-M ar-15
12-Apr-15
13-Dec-14
13-Jan-15
13-Feb-15
13-M ar-15
13-Apr-15
14-Nov-14
14-Dec-14
14-Jan-15
14-Feb-15
14-M ar-15
14-Apr-15
15-Nov-14
15-Dec-14
15-Jan-15
15-Feb-15
15-M ar-15
15-Apr-15
16-Oct-14
16-Nov-14
16-Dec-14
16-Jan-15
16-Feb-15
16-M ar-15
16-Apr-15
17-Sep-14
17-Oct-14
17-Nov-14
17-Dec-14
17-Jan-15
17-Feb-15
18-Sep-14
18-Oct-14
18-Nov-14
18-Dec-14
18-Jan-15
18-Feb-15
19-Sep-14
19-Oct-14
19-Nov-14
19-Dec-14
19-Jan-15
19-Feb-15
19-M ar-15
19-Apr-15
20-Sep-14
20-Oct-14
20-Nov-14
20-Dec-14
20-Jan-15
20-Feb-15
20-M ar-15
20-Apr-15
21-Sep-14
21-Oct-14
21-Nov-14
21-Dec-14
21-Jan-15
21-Feb-15
21-M ar-15
21-Apr-15
22-Sep-14
22-Oct-14
22-Nov-14
22-Dec-14
22-Jan-15
22-Feb-15
22-M ar-15
22-Apr-15
23-Sep-14
23-Oct-14
23-Nov-14
23-Dec-14
23-Jan-15
23-Feb-15
23-M ar-15
23-Apr-15
24-Sep-14
24-Oct-14
24-Nov-14
24-Dec-14
24-Jan-15
24-Feb-15
24-M ar-15
25-Sep-14
25-Oct-14
25-Nov-14
25-Dec-14
25-Jan-15
25-Feb-15
26-Sep-14
26-Oct-14
26-Nov-14
26-Dec-14
26-Jan-15
26-Feb-15
26-M ar-15
26-Apr-15
27-Sep-14
27-Oct-14
27-Nov-14
27-Dec-14
27-Jan-15
27-Feb-15
27-M ar-15
27-Apr-15
28-Sep-14
28-Oct-14
28-Nov-14
28-Dec-14
28-Jan-15
28-Feb-15
28-M ar-15
28-Apr-15
29-Sep-14
29-Oct-14
29-Nov-14
29-Dec-14
29-Jan-15
29-M ar-15
29-Apr-15
30-Nov-14
30-Dec-14
30-Jan-15
30-M ar-15
31-Jan-15
31-M ar-15
Semestre 1
Week 1
30-Oct-14
31-Oct-14
Week 4
Week 5
Week 8
Week 9
31-Dec-14
Exams
Vacances
Férié
Vacances
Vacances
Semestre 2
Week 1
Week 2
Week 8
17-M ar-15
Week 5
Week 6
18-M ar-15
25-M ar-15
18-Apr-15
24-Apr-15
Vacances
Week 10
Férié
Week 11
11-Apr-15
17-Apr-15
Week 9
Week 10
04-Apr-15
12-Jan-15
Week 3
11-M ar-15
Week 7
11-Dec-14
Week 7
Week 4
04-M ar-15
12-Dec-14
30-Sep-14
Inductio n
01-Nov-14
DECEMBER 2014
01-Sep-14
25-Apr-15
30-Apr-15
Exams
FALL 2014 OPEN MODULES FOR EXCHANGE STUDENTS
Students may select these subjects in any year of their programme, provided they meet the pre-requisites for each module.
BUSINESS AND MANAGEMENT MODULES AT ESG Management School 59 Rue Nationale 75013 Paris
LEVEL
Bachelor 1
Bachelor 1
Bachelor 2
Bachelor 2
Bachelor 3
MASTER 1
MAJOR
CORE
COURSE
Sciences politiques
MATHEMATICS FOR MANAGERS
ECONOMICS FOR MANAGERS 1
INTERNATIONAL INTERNATIONAL RELATIONS I
TRACK
ANALSYSIS AND SYNTHESIS
PRINCIPLES OF MARKETING
PRINCIPLES OF ACCOUNTING
Economie monétaire internationale
CORE
Comportement organisationel
MANAGERIAL ACCOUNTING
STRATEGIC MARKETING
INTERNATIONAL BUSINESS STRATEGY
TRACK
ECONOMICS FOR MANAGERS 2
ORGANISATIONAL BEHAVIOR
FINANCIAL MARKETS
Sciences politiques
CORE
Géopolitique contemporaine
CORE
Strategie des firmes internationales
CORE
Communication et médias
MIB*
Corporate strategy
MIB*
International Business Environment
MIB*
Managerial accounting
MIB*
Financial management
MIB*
Marketing management
International Business Strategy
MIB*
HEAD OF
CONTACT
LANGUAGE DEPARTMENT
HOURS
French
Mr GUTMANN
30
English
Mr FINCK
30
English
Mr FINCK
30
English
Mr FINCK
30
English
Mr FINCK
30
English
Mr FINCK
30
English
Mr FINCK
30
French
Mr SCHALCK
30
French Mrs CASTELLANO
30
English
Mr FINCK
30
English
Mr FINCK
30
English
Mr FINCK
30
English
Mr FINCK
30
English
Mr FINCK
30
English
Mr FINCK
30
French
Mr GUTMANN
30
French
Mr GUTMANN
30
French
Mr FINCK
30
French
Mr FINCK
30
English
Mr FINCK
15
English
Mr FINCK
30
English
Mr FINCK
30
English
Mr FINCK
30
English
Mr FINCK
30
English
Mr FINCK
30
ECTS
3
4
4
4
4
4
4
4
3
4
4
3
4
3
4
4
3
4
4
4
4
5
5
4
4
SEMESTER SEMESTER
STARTS
ENDS
EXAMS
29-Sep-14 12-Dec-14 15-DEC - 19-DEC
29-Sep-14 12-Dec-14 15-DEC - 19-DEC
29-Sep-14 12-Dec-14 15-DEC - 19-DEC
29-Sep-14 12-Dec-14 15-DEC - 19-DEC
29-Sep-14 12-Dec-14 15-DEC - 19-DEC
29-Sep-14 12-Dec-14 15-DEC - 19-DEC
29-Sep-14 12-Dec-14 15-DEC - 19-DEC
29-Sep-14 12-Dec-14 15-DEC - 19-DEC
29-Sep-14 12-Dec-14 15-DEC - 19-DEC
29-Sep-14 12-Dec-14 15-DEC - 19-DEC
29-Sep-14 12-Dec-14 15-DEC - 19-DEC
29-Sep-14 12-Dec-14 15-DEC - 19-DEC
29-Sep-14 12-Dec-14 15-DEC - 19-DEC
29-Sep-14 12-Dec-14 15-DEC - 19-DEC
29-Sep-14 12-Dec-14 15-DEC - 19-DEC
29-Sep-14 12-Dec-14 15-DEC - 19-DEC
29-Sep-14 12-Dec-14 15-DEC - 19-DEC
22-Sep-14 05-Dec-14 08-DEC - 19-DEC
22-Sep-14 05-Dec-14 08-DEC - 19-DEC
23-Sep-14 05-Dec-14 08-DEC - 19-DEC
23-Sep-14 05-Dec-14 08-DEC - 19-DEC
23-Sep-14 05-Dec-14 08-DEC - 19-DEC
23-Sep-14 05-Dec-14 08-DEC - 19-DEC
23-Sep-14 05-Dec-14 08-DEC - 19-DEC
23-Sep-14 05-Dec-14 08-DEC - 19-DEC
MIB = Master International Business
*NB: Exchange students who choose courses from the Bachelor 1, Bachelor 2 or Bachelor 3 programmes will only be enrolled for a total of 30 contact hours
for the semester instead of 33. This is because a special exam session will be organised during the last week of classes to allow exchange students to sit
their exams before the Christmas vacation, instead of the week of January 5th (date for local students).
NB OF
SEATS
2
4
4
4
4
4
4
2
2
3
3
3
3
3
3
3
3
10
10
10
10
10
10
10
10
SPRING 2015 OPEN MODULES FOR EXCHANGE STUDENTS
Students may select these subjects in any year of their programme, provided they meet the pre-requisites for each module.
BUSINESS AND MANAGEMENT MODULES AT ESG Management School - 59 rue Nationale 75013 PARIS
LEVEL
MAJOR
Bachelor 1
CORE
COURSE
GEOPOLITIQUE CONTEMPORAINE
( PUISSANCES POLITIQUES + CONFLITS
CONTEMPORAINS)
4
19-Jan-15
20-Apr-15
27 - 30 April
3
English
English
English
English
English
English
French
English
Mr FINCK
Mr FINCK
Mr FINCK
Mr FINCK
Mr FINCK
Mr FINCK
Mr LAFARGUE
Mr FINCK
33
33
33
33
33
16.5
33
33
3
3
4
4
4
2
3
5
19-Jan-15
19-Jan-15
19-Jan-15
19-Jan-15
19-Jan-15
19-Jan-15
19-Jan-15
19-Jan-15
20-Apr-15
20-Apr-15
20-Apr-15
20-Apr-15
20-Apr-15
20-Apr-15
20-Apr-15
20-Apr-15
27 - 30 April
27 - 30 April
27 - 30 April
27 - 30 April
27 - 30 April
27 - 30 April
27 - 30 April
27 - 30 April
4
4
4
4
4
4
4
4
English
Mr FINCK
33
4
19-Jan-15
20-Apr-15
27 - 30 April
4
English
Mr FINCK
33
5
19-Jan-15
20-Apr-15
27 - 30 April
4
Mr FINCK
Mr FINCK
33
33
4
5
19-Jan-15
20-Apr-15
27 - 30 April
INTERNATIONAL BUSINESS
English
English
19-Jan-15
20-Apr-15
27 - 30 April
4
4
Corp. Finance
MODELISATION FINANCIERE
French
Mr LEGROS
30
4
19-Jan-15
17-Apr-15
20 - 24 April
4
Communication
COMMUNICATION PUBLICITAIRE
French
French
English
Mr LEHU
Mr BOURIENNE
Mr FINCK
30
30
30
3
4
4
19-Jan-15
17-Apr-15
19-Jan-15
08-Jan-15
17-Apr-15
20-Jun-15
20 - 24 April
20 - 24 April
T BC
4
4
6
Mr FINCK
Mr FINCK
Mr FINCK
Mr FINCK
Mr FINCK
Mr FINCK
30
30
34.5
30
30
30
4
4
5
5
5
5
08-Jan-15
08-Jan-15
08-Jan-15
08-Jan-15
08-Jan-15
08-Jan-15
20-Jun-15
20-Jun-15
20-Jun-15
20-Jun-15
20-Jun-15
20-Jun-15
T BC
T BC
T BC
T BC
T BC
T BC
6
6
6
6
6
6
Mr FINCK
30
5
08-Jan-15
20-Jun-15
T BC
6
INTERNATIONAL MARKETING 2
TRACK
BUSINESS INFORMATION SYSTEM
COMMUNICATION SKILLS
CORE
PUISSANCES EMERGEANTES II
BUSINESS LAW II
INTERNATIONAL RELATIONS
( GLOBALIZATION AND CONFLICTS +
GEOPOLITICS AND CONFLICTS RESOLUTIONS
INTERNATIONAL
)
TRACK
INTRO TO CORPORATE FINANCE
MANAGEMENT
Master 1
Luxury mgmt
Master 2
EXAMS
NB OF
SEATS
33
ACCOUNTING
Bachelor 2
ECTS
SEMESTER SEMESTER
STARTS
ENDS
Mr LAFARGUE
BUSINESS LAW
Bachelor 2
CONTACT
HOURS
French
PRINCIPLES OF MANAGEMENT
Bachelor 1
HEAD OF
LANGUAGE DEPARTMENT
MARKETING DU LUXE I
MIB*
INTERNATIONAL BUSINESS STRATEGIES II
MIB*
INTERNATIONAL BUSINESS ENVIRONMENT II (
INTER BUSINESS LAW + INTER PURCHASE
MGMT)
MIB*
MIB*
MIB*
MIB*
MIB*
FINANCIAL MANAGEMENT II
CORPORATE FINANCE
English
English
English
English
English
English
MIB*
ENTREPRENEURSHIP AND INNOVATION MGMT
English
INTERNATIONAL PROJECT MANAGEMENT
LOGISTICS AND SUPPLY CHAIN MANAGEMENT
STRATEGIC COST MANAGEMENT
MIB = Master International Business
STUDY ABROAD COURSES
SYLLABI
ESG MANAGEMENT SCHOOL / INTERNATIONAL SEMESTER STUDENT GUIDE - FALL 2013
18
SYLLABUS / PLAN DE COURS
Course code:
Year/Level:
Bachelor year 3 / Master 1
INTERNATIONAL MARKETING
Nom du Module /Subject Title:
Department:
Course Prerequisite:
Marketing
Professeur :
Mr FINCK
Contact Hours: (in Hours)
33
Independent learning hours: (in Hours)
67
Total student workload: (in Hours)
Lecture
30
self study/review
64
6 ECTS
Assignements
3
Tutorial
Other
Assignements
3
100
Field work
Other
Objectif pédagogique/Learning environment:
This course will strengthen the concepts already acquired in International Marketing by focusing on the all new marketing
strategies as well as the differences between International Marketing and Domestic Marketing.
The main focus will be on Ethnic Marketing and of course Viral Marketing and Yield Management.
Compéténces vises/Learning Outcomes:
At the end of the course students will have a better understanding of the marketing strategies in the International arena.
Débouchés métiers/Outline trades:
Area Export Manager, Marketing manager, International Product Manager.
Méthodologie utilisée / Methods of Assessment:
Assessment:
Presentations and assignments 50%
Final exam 50%
Référence crossknowledge/ Crossknowledge reference:
M.C. GREEN, W.J.KEENAN, Global marketing, 4th edition, Prentice Hall, 2004
Ouvrages de référence / Bibliography :
P. KOTLER, K.L. KELLER, B. DUBOIS, D. MANCEAU, Marketing Management, 12th edition, Pearson Edition, 2006
M. McDONALD, Marketing Plans, de Boeck edition, 5th edition, Elsevier Sciences Ltd.
M. PORTER, Competitive Strategy: Techniques for analysis industries and competitors,
Free Press, 1980
Sessions :
ESG MANAGEMENT SCHOOL / INTERNATIONAL SEMESTER STUDENT GUIDE - FALL 2013
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19
Session
Date
Theme
Introduction : Coke vs Pepsi a 100 years marketing
war
1
2&3
4
5
8
9
10
Watch movie :
Coke vs Pepsi a
100 years’ war
available on
Youtube
Coke vs Pepsi :
ilios-conseil.com
Evaluation
Strategic Tools :
ilios-conseil.com
Market intelligence : tools and concepts
Research Apple
Diamond Analysis
Mapping process
6&7
Assignment
REFERENCES
E-Learning
/Internet sites
Culture and
business : iliosconseil.com
Cultures and business : projecting marketing to an
international level
Group project : Save Nokia
Marketing warfare : the art of war applied to
international marketing
Group presentations
Research Nokia
Sun Tzu : the art
of war
Presentations
Plagiarism:
Students are required to read the article 1.6 of ESG Rules and Regulation on plagiarism and to acknowledge the multiple forms
that plagiarism takes along with the sanctions that can go as far as school exclusion. Every infraction will be reported to the
disciplinary board which will analyze the situation and circumstances, and decide the sanction to apply.
SYLLABUS / PLAN DE COURS
ESG MANAGEMENT SCHOOL / INTERNATIONAL SEMESTER STUDENT GUIDE - FALL 2013
Page 20
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20
Course code:
Year/Level:
Bachelor year 3 / Master 1
Nom du Module /Subject Title:
BRANDING FOR LUXURY PRODUCTS
Marketing
Department:
Course Prerequisite:
Casandra PREROST / Yue ZHAO
Professeur :
Contact Hours: (in Hours)
33
Independent learning hours: (in Hours)
67
Total student workload: (in Hours)
Lecture
30
self study/review
64
Assignements
3
Tutorial
Other
Assignements
3
110
Field work
Other
Objectif pédagogique/Learning environment:
Objectives:
1. To make students aware of the specific characteristics of the luxury goods industry and the specific marketing that is to be
used
2. To make students able to understand how value is created in the luxury sector and the role of creation in the luxury
business
3. To make students understand the major challenges to be faced within the luxury and prestige industry.
Compéténces vises/Learning Outcomes:
This course comprises an in-depth, topical study of the luxury & design world, including accessories, perfumes and cosmetics and
licensed products, and is suitable for professionals involved in design, marketing, product or project management, display,
packaging, merchandising, licensing, online sales and exhibitions.
Débouchés métiers/Outline trades:
Marketing Manager, Product manager, Luxury Brand manager
Méthodologie utilisée / Methods of Assessment:
Assessment:
Presentations and assignments 50%
Final exam 50%
Bibliography:
Bibliography will be given in class.
Course content:
ESG MANAGEMENT SCHOOL / INTERNATIONAL SEMESTER STUDENT GUIDE - FALL 2013
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21
The course will include:
Luxury products case study analysis (in terms of product design, marketing, semantics, feasibility studies and production cost)












Relevant industry roles (jobs descriptions, objectives and qualities required)
Innovation development process (Marketing Design, technology, prototypes & production)
Marketing for new product development
Theory of innovation value scale
Product development
Trend forecasting
Packaging innovation
Display innovation
Luxury exhibition stands
Selling luxury products online
Group project ( preparing and presenting luxury brand product & packaging designs)
The following issues will also be addressed in depth:
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
What is a luxury brand, the luxury market?
Luxury definition: the identity prism of luxury
The challenges of luxury brand management
The hierarchy of luxury objects
The luxury universe: sociological evolution of consumption and luxury brands consumers
Innovation methods in the luxury field
Developing a new and global project for a luxury brand
How do trends work?
Creative strategies of luxury brands
Creativity and luxury brands
Plagiarism:
Students are required to read the article 1.6 of ESG Rules and Regulation on plagiarism and to acknowledge the multiple forms
that plagiarism takes along with the sanctions that can go as far as school exclusion. Every infraction will be reported to the
disciplinary board which will analyze the situation and circumstances, and decide the sanction to apply.
ESG MANAGEMENT SCHOOL / INTERNATIONAL SEMESTER STUDENT GUIDE - FALL 2013
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SYLLABUS / PLAN DE COURS
Course code:
Year/Level:
Bachelor year 3 / Master 1
Corporate Social Responsibility and Business
Ethics
Nom du Module /Subject Title:
Nom des Matières
Department:
Course Prerequisite:
Professeur responsable du module :
Nom des Enseignants
Contact Hours: (in Hours)
33
Independent learning hours: (in Hours)
67
Total student workload: (in Hours)
ECTS credits:
None
Ekaterina Besson
Ekaterina Besson
Lecture
30
self study/review
64
Assignements
3
Tutorial
Assignements Field work
3
100
Other
6
Course description: role and purpose
Companies are often criticised for unethical behaviour in their marketing, nondisclosure of information to customers, and violation
of human rights in the countries where they outsource their activities. If before stakeholders lacked information about business
practices and could not affect companies to move towards more sustainable behaviour, now stakeholder’s activism makes it
impossible for companies to ignore the demand for sustainability. Sustainability and ethical behaviour have become not just
theoretical concepts but the key conditions for companies’ operation and success. This course provides an overview of the
business realities and demonstrates that ethics is a fundamental principle that should underpin the operation of all the
organisations and managers independently of their sector of employment. In the course we will review cases and discuss social
responsibilities of corporations. Central questions which will be addressed are: What is CSR? What are corporations’ obligations in
front of their stakeholders? What are the obligations of various stakeholders in moving towards more sustainable business
practices? On which moral philosophical theories is business ethics based? How can we argue for corporate social responsibility?
Learning methodology:
List here the different pedagogical methods used and shortly explain their relevance regarding learning goals:
 Lecture
 Group presentation
 Case study
 Group works
 Field study
 Intranet
 Personal essay
 Videos
 Book reviews
 Cross Knowledge
 Professional meetings
 On site visit (company, …)
Learning objectives and assessment measures:
LG1/ Students will demonstrate that they are effective communicators
LG2/ Students will demonstrate that they are able to work in teams
LG3/ Students will demonstrate that they are able to think globally and critically
LG4/ Student will demonstrate that they are able to comprehend the international environment and behave
accordingly
 LG5/ Students will understand the importance of behaving ethically and with appropriateness in their professional lives
 LG6/ Students will demonstrate a capacity to make strategic decisions and take responsibility for their outcomes in
organizational situations




ESG MANAGEMENT SCHOOL / INTERNATIONAL SEMESTER STUDENT GUIDE - FALL 2013
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23
 LG7/ Students must develop additional expertise in a specialized area such as marketing, digital business, auditing,
etc.
 LG8/ Students must have sufficient professional skills and knowledge to make an immediate contributions to the
organization in which they are employed
 LG9/ Students will demonstrate problem solving skills for business decision making, supported by appropriate
analytical and quantitative techniques
1
1
Textbook:
Course book:
Crane, A. & Matten, D. (2010). Business Ethics (3rd edition). Oxford, UK: Oxford University Press
Journal articles:
Friedman, M., (1970) “The Social Responsibility of Business is to Increase its Profits”, The New York Times Magazine
Gioia, D. (1992), “Pinto Fires and Personal Ethics: A Script Analysis of Missed Opportunities”, Journal of Business Ethics 11,
379-389.
Wheeler, D., Fabig, H. And Boele, R. (2002). “Paradoxes and Dilemmas for Stakeholder Responsive Firms in the Extractive
Sector: Lessons from the Case of Shell and the Ogoni”. Journal of Business Ethics 39, 297-318
Good Electronics and MakeITfair (2002). Open Letter to Nokia
Young, I. M. (2004). “Responsibility and Global Labor Justice”. Journal of Political Philosophy, 12(4), 365-388.
Young, I. M. (2006). “Responsibility and global justice: a social connection model”. Social Philosophy and Policy, 23(1), 102130.
Bibliography:
Palazzo, G. and Richter, U. (2005), “CSR Business as Usual? The Case of the Tobacco Industry”, Journal of Business Ethics, 61,
pp. 387–401
Palazzo, G. and Basu, K. (2007), “The Ethical Backlash of Corporate Branding”, Journal of Business Ethics, 73, pp. 333–346
Matten, D., Crane, A. and Chapple, W. (2003) “Behind the mask: Revealing the true face of corporate citizenship”, Journal of
Business Ethics, 45 (1/2), pp.109-120
Schlegelmilch, B. and Berseder, M. (2009), “Half a Century of Marketing Ethics: Shifting Perspectives and EmergingTrends”,
Journal of Business Ethics, 93, pp.1–19
Borgmann, A. (2000) The moral complexion of consumption, Journal of Consumer Research, 26, March, 418:422
Connolly, J., and Prothero, A. (2003) Sustainable consumption: consumption, consumers and the commodity discourse,
Consumption, Markets and Culture, 6(4), 275:291
Dolan, P. (2002) The sustainability of sustainable consumption, Journal of Macromarketing, 22(2), pp. 170-181
Miller, D. (2001) The poverty of morality, Journal of Consumer Culture, 1(2), 225 -243
Wilk, R. (2001) Consuming morality, Journal of Consumer Culture, 1(2), 245 -260
Plagiarism:
ESG MANAGEMENT SCHOOL / INTERNATIONAL SEMESTER STUDENT GUIDE - FALL 2013
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24
Students are required to read the article X of ESG Rules and Regulation on plagiarism and to acknowledge the multiple forms that
plagiarism takes along with the sanctions that can go as far as school exclusion. Every infraction will be reported to the disciplinary
board which will analyzed the situation and circumstances and decide the sanction to apply.
Sessions list: Corporate Social Responsibility and Business Ethics
Session
1
2
Date
S1
S2
Theme
Introduction to Corporate Social Responsibility
(part I)
 Course overview
 What is business ethics?
 Why do we need business ethics?
Introduction to Corporate Social Responsibility
(part II)
 Globalization as a key context for
business ethics
 Sustainability
Responsibility of the corporation (part I)
 What is a corporation?
 Can corporations have
responsibilities?
3
S3
Assignment
 Video: The Corporation
 Discussion: Friedman vs CSR
S4
Evaluation
Crane & Matten,
Chapter 1
(pp.17-37)
For
Session
3: Crane & Matten,
Friedman, M., (1970) Chapter 2 ;
The
Social
social Responsibility
of
Business is to Increase
its Profits, The New
York Times Magazine
Have a look at the
blog: Bleeding Heart
Libertarians
Responsibility of the corporation (part II)
4
REFERENCES
E-Learning
/Internet sites
Crane & Matten,
Chapter 1 (till p.
17)
 Corporate social responsibility
 Stakeholder theory
 Do corporations have political
Crane & Matten,
Chapter 2 ;
responsibilities?
 Corporate citizenship
5
6
S5
S6
The basis of CSR: Ethical theories (part I)
For Sessions 5-6:
Crane & Matten,
 Which ethical theories exist?
Chapter 3, the Case
 Video: British petroleum and the BTC study “British
Pipeline
petroleum and the
 Case: British petroleum and the BTC BTC Pipeline”
Pipeline
Crane & Matten,
Chapter 3 ;
The basis of CSR: Ethical theories (part II)
Crane & Matten,
Chapter 3 ;
 Which ethical theories exist? (cont.)
 Case: BP and the BTC Pipeline (cont.)
Making ethical decisions
7
S7
 Models of ethical decision-making
 National and cultural characteristics
 Situational influences on decision-
Crane & Matten,
Chapter 4
making
ESG MANAGEMENT SCHOOL / INTERNATIONAL SEMESTER STUDENT GUIDE - FALL 2013
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25
Managing business ethics and CSR
8
S8
Crane & Matten,
Chapter 5
 What is business ethics management?
 How do you manage your
stakeholders?
 How do you assess your ethical
performance?
Mid-term exam
Crane & Matten,
Chapter 6
Shareholders and CSR
9
S9
 Shareholders’ role in the corporation
 Shareholders’ rights and duties
Respecting Employees
10
S10
Crane & Matten,
Chapter 7
 What are ethical issues in the firm-
Mid-term
exam
employee relationship?
 What are ethical employment
challenges of globalization?
Consumers and CSR (part I)
11
S11
 Companies’ responsibilities
 Consumer rights and responsibilities
 Sustainable consumption
Consumers and CSR (part II)
12
S12
Crane & Matten,
Chapter 8
 Marketing and CSR
 Individual responsibility
For Session 12: The
Case Study: Pinto Fires
and Personal Ethics
Suppliers, competitors and business ethics
(part I)
13
S13
 What are the latest CSR demands
along the supply chain?
 What is social connection logic to
Case study
uploaded on
extranet
Young (2004),
Wheeler et al.
(2002),
Good
Electronics &
MakeITfair(2010
)”
CSR?
Presentation Team 1& class discussion
14
S14
Crane & Matten,
Chapter 9
Suppliers, competitors and business ethics
(part II)
 Review of the Sweatshop debate
 Video: Black Gold
15
S15
Presentation Team 2& class discussion
Crane & Matten,
Chapter 10
Civil Society and Business Ethics
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26
16
S16
Presentation Team 3& class discussion
Presentation Team 4& class discussion
Crane & Matten,
Chapter 11
Governments and business ethics
 What are the ethical issues in the
17
S17
18
S18
Presentation Team 5& class discussion
Presentation Team 6 & class discussion
S19
Video
Enron Case Study
19
20
S20
relation between business and
government?
 How has the role of governments and
businesses shifted in the last decades?
For Sessions 19-20
read the materials
provided
Enron Case Study (cont.)
Wrap up of the course
ESG MANAGEMENT SCHOOL / INTERNATIONAL SEMESTER STUDENT GUIDE - FALL 2013
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Individual
essay is
due
27
Economics of Innovation and Change
Session1
Introduction and Why Study Innovation?
 Birkinshaw, J. et al. (2011), “The Five Myths of Innovation”, MIT Sloan
Management Review
 Knowledge@Wharton (2008), “Inventing the Movies: The Epic Battle
between Innovation and the Status Quo in Hollywood”
 In class viewing: “Modern Times”
“Modern Times” is regarded as one of the Top 100 English-language films of all time. The movie features Charlie
Chaplin in his final silent film role. Chaplin made Modern Times between 1932 and 1936 and though it is for all intents
and purposes a silent film, it does utilize sound effects, a synchronized musical score and some spoken dialogue. It was
Chaplin’s way of sticking to the type of film making he knew best while giving a small tip of the hat to the new mode.
The film includes a two-way TV screen (it should be noted that the film precedes both widespread use of television by
several years and George Orwell’s landmark novel 1984 by more than a decade). Our Tramp becomes a victim of
modernity and scale economies as he encounters the assembly line. The Billows Feeding Machine shows us that not all
innovations are successful…and we see the futility of resisting change. Chaplin’s film is a commentary on depressionera work life and on the changes that would forever alter an artistic medium he adored.
Session 2
Market Structure and Innovation
 Sastry, Bhaskar (2005), “ Market Structure and Incentives for
Innovation”
Scotchmer Chapter 1, Institutions: A Brief Excursion through History
Innovation and Economics and Industry Structure, Conduct, Performance
Session 3
Democratizing Innovation (User Driven Innovation)
Tina Seelig, Authors at Google
http://www.youtube.com/watch?v=gyM6rx69iqg&playnext=1&list=PL1286703145F479E5&feature=results_video
Eric von Hippel, http://www.youtube.com/watch?v=pxvd4obm8XM
 von Hipple, Eric (2005), “Democratizing Innovation”, Cambridge, MIT
Press [summary]
 von Hipple, Eric (1976), “The Dominant Role of Users in the Scientific
Innovation Process”, Research Policy
 Franke, N. et al. (2005), “Finding Commercially Attractive User
Innovations: A Test of Lead User Theory”, Journal of Product
 Innovation Management
ESG MANAGEMENT SCHOOL / INTERNATIONAL SEMESTER STUDENT GUIDE - FALL 2013
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28
Session 4
The Innovator’s Dilemma
Clayton Christen, InDay Lecture
http://www.youtube.com/watch?v=5DwYcNr0Nuw
 Christensen, Clayton M. (2006), “The Ongoing Process of Building of
Building A Theory of Disruption”, Journal of Product Innovation
Management
 Markides, C. (2006), “Disruptive Innovation in Need of a Better
Theory”, Journal of Product Innovation Management
 Christensen, Clayton M. The Innovator’s Dilemma: When New Technologies
Cause Great Firms to Fail. Boston: Harvard Business School Press, 1997.
Sessions 5
Disruptive Innovation: Demand-Pull and/or Supply-Push?
 Cartwright, Phillip A., Bernard Buisson and Philippe Silberzahn (2006),
“Early Warning Systems and Firm Survival,” ESOMAR Excellence
2006, ESOMAR World Research Papers, ed. D.S. Fellows, Amsterdam:
ESOMAR: 145-158
 Prahalad, C.K. and Ramaswamy, V. (2004), “Co-creating Unique Value
with Customers”, Strategy and Leadership
 Vargo, S. L., et al. (2008), “On Value and Value Co-creation: A Service
Systems and Service Logic Perspective” European Management Journal
 LauraMoisio, L. and Rökman, M. (2011), “Musicians’, Fans’, and
Record Company’s Value Cocreation in Internet”, the 2011 Naples
Forum on Service
Session 6
Open Innovation
 Chesbrough, Henry (2003), “The Era of Open Innovation”, MIT Sloan
Management Review
 Chesbrough, Henry (2011), “Bringing open Innovation to Services”,
MIT Sloan Management Review
 Chesbrough, Henry. Open Innovation, the New Imperative for Creating and
Profiting from Technology. Boston: Harvard University Press, 2003.
 Chesbrough and Garman. How Open Innovation Can Help You Cope in Lean Times, HBR, December 2009
Session 7
MID-TERM EXAM
ESG MANAGEMENT SCHOOL / INTERNATIONAL SEMESTER STUDENT GUIDE - FALL 2013
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29
Session 8-9
Creating Incentives through Patents
 Dam, K.W. (2001), “The Economic Underpinnings of Patent Law”,
University of Chicago John M. Ohlin Law and Economics Working
Paper 19.
 Picker, R. “An Introduction to Game Theory and the Law”, Coase
Lectures, University of Chicago Law School
 Heller, Michael A, and Rebecca S Eisenberg (1998), "Can Patents
Deter Innovation? The Anti-Commons in Biomedical Research."
Science 280
 Gilbert, R. and Shapiro, C. (1990), “Optimal Patent Length and Breadth”, The RAND Journal of Economics
Session 9-10
Innovation and the Economics of Networks
Eric Schmidt on Technology, Innovation & the Global Economy
http://www.youtube.com/watch?v=Z2X7eadOcDw
 Granovetter, M.S. (1973), “The Strength of Weak Ties”, American
Journal of Sociology
 Burt, R.S. (2004), “Structural Holes and Good Ideas”, American
Journal of Sociology
 Coleman, J.S. (1988), “Social Capital in the Creation of Human
Capital”, The American Journal of Sociology
 Economides, Nicholas. "The economics of networks." International Journal of
Industrial Organization 14, no. 6 (1996): 673-699.
 Aral, S. and Van Alstyne, M. (2010), “Network Structure and Information
Advantage, Working Paper
 Scotchmer, Chapter 2, pp.41-61, Chapter 3, pp. 79-92.
Sesssion 11
Social Media
 Boyd, D. and Ellison N. (2008), “Social Network Sites: Definition, History
and Scholarship”, Journal of Compute-Mediated Communication
 Hargiattai, Ezster (2008), “Whose Space? Differences Among Users and
Non-Users of Social Network Sites”, ”, Journal of Computer-Mediated
Communication
 Ellison, N., Steinfield, and Lampe, The Benefits of Facebook
(2007)‘‘Friends:’’ Capital and College Students’ Use of Online Social
Network Sites, Journal of Computer- Meditated Communication, 2007.
ESG MANAGEMENT SCHOOL / INTERNATIONAL SEMESTER STUDENT GUIDE - FALL 2013
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30
Session 12
Innovation and Creativity
Frank Lloyd Wright’s Guggenheim Museum (video narrated by Professor Neil Levine (Harvard))
 Healy, K. (2002), “What New for Culture in the New Economy?”
Journal of Arts, Management, Law and Society
 Hagesdale, D. (2008), “Surviving the Culture Change”, Keynote address
delivered at a convening of the Australia Council for the Æts 2008
Marketing Summit, July 3, 2008 at The Arts Centre, Melbourne.
 European Commission (2010), “Unlocking the Potential of Cultural
and Creative Industries, COM (2010) 183
FINAL EXAM
ESG MANAGEMENT SCHOOL / INTERNATIONAL SEMESTER STUDENT GUIDE - FALL 2013
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31
SYLLABUS / PLAN DE COURS
Course code:
Year/Level:
Bachelor year 3 / Master year 1
Subject Title:
Strategic Management
Management & Strategy
Department:
Course Prerequisite:
None
Professor:
Yue ZHAO
Contact Hours: (in Hours)
33
Independent learning hours: (in Hours)
67
Lecture
Assignments
30
3
self study/review
Assignments
64
3
Tutorial
Other
Field work
Other
Course description: role and purpose
Strategic Management has evolved as a discipline, from rigid planning into a much more flexible process, more accurately
described as strategic thinking. The global world of commerce is becoming more dynamic and complex, requiring managers to
formulate and implement strategies based on consistent congruence between the firm and its environment. The module will focus
initially on systematic external and internal analysis and introduce a generic range of strategic alternatives before covering
formulation and selection of corporate and business level strategies. It is designed to be fully integrative, utilising material
concepts and techniques from modules relating to functional disciplines.
Learning methodology:
List here the different pedagogical methods used and shortly explain their relevance regarding learning goals:
 Lecture
 Case study
 Group presentation
 Group works
 Intranet
 Videos
Learning objectives and assessment measures:
Learning objectives tackled by this specific course: (select the learning goals that apply to your course)
Please fill the table with the method of evaluation used in the course to assess the applicable learning outcome
LG1/ Students will demonstrate that they are effective communicators
LG2/ Students will demonstrate that they are able to work in teams
LG3/ Students will demonstrate that they are able to think globally and critically
LG6/ Students will demonstrate a capacity to make strategic decisions and take responsibility for their outcomes in
organizational situations
 LG8/ Students must have sufficient professional skills and knowledge to make an immediate contributions to the
organization in which they are employed




ESG MANAGEMENT SCHOOL / INTERNATIONAL SEMESTER STUDENT GUIDE - FALL 2013
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32
Textbook:
G. Johnson, K. Scholes & R. Whittington, 2011, Exploring Corporate Strategy, Text and Cases, 9th ed., Prentice Hall
ISBN-10: 0273732021 - ISBN-13: 9780273732020
Bibliography:
Mandatory articles
Chan Kim W. & Mauborgne R. (2004), “Blue Ocean Strategy”, October, Harvard Business Review, pp. 76-84.
Burke A., van Stel A. and Thurik R. (2010), “Blue Ocean vs. Five Forces”, May, Harvard Business Review, p. 28.
Optional Readings
Robert M. Grant, Contemporary Strategy Analysis: Concepts, Techniques, Applications, (4th edition), Malden: Blackwell
Publishers, 2002.
David Collis and Cynthia Montgomery, Corporate Strategy: Resources and the Scope of the Firm, Chicago, Irwin, 1997.
Michael Goold, Andrew Campbell, & Marcus Alexander, Corporate Level Strategy: Creating Value in the Multibusiness Company,
Chichester, Wiley, 1994.
Michael Porter, Competitive Strategy: Techniques for Analysing Industries and Competitors, New York, Free Press, 1980.
Gary Hamel & C.K. Prahalad, Competing for the Future, Harvard Business School Press, Boston, 1994.
John Kay, Foundations of Corporate Success, Oxford University Press, 1993.
Michael Porter, Competitive Advantage, New York, Free Press, 1985
Articles
Donald C. HAMBRICK & James W. FREDRICKSON, "Are you sure you have a strategy?" Academy of Management Executive.
Vol.15, No.4, November 2001, pp.48-59.
Michael PORTER, “What is Strategy?” Harvard Business Review, November-December 1996, pp. 61-78.
Michael PORTER, “Strategy and the Internet” Harvard Business Review, March 2001, pp.63-78.
Plagiarism:
Students are required to read the article 1.6 of ESG Management School Rules and Regulation on plagiarism and to acknowledge
the multiple forms that plagiarism takes along with the sanctions that can go as far as school exclusion. Every infraction will be
reported to the disciplinary board which will analyze the situation and circumstances, and decide the sanction to ap
ESG MANAGEMENT SCHOOL / INTERNATIONAL SEMESTER STUDENT GUIDE - FALL 2013
Page 33
10/07/2014
33
Sessions list:
Date
Session
Theme
2/10
Introduction to the Strategic Management Process and Model.
 Definitions, Frameworks, and Theories
1
Lecture:
External Environment Scanning: The Macro (Societal) Environment (1/2)
 Macro-level
Lecture:
9/10
2
16/10
3
External Environment Scanning: The Macro (Societal) Environment (2/2)
Macro environment (cont.)
Industry-level
Market
Convergence
In-class exercise (Blue Ocean)
Lecture: Internal Environmental Scanning (1/2)
 Resources
 Competences
 Capabilities
In-class exercise (Resources & competences)




Assignment
Reading: Johnson,
Scholes &
Whittington,
Chapters 1&2
Reading:
Johnson, Scholes &
Whittington, Chapter
2
Text “Blue Ocean
strategy”
Reading: Johnson,
Scholes &
Whittington, Chapter
3& 11
REFERENCES
E-Learning
/Internet sites
Lecture 1 +
Case study 1
available on
Pôle-ESG.net
Evaluation
Lecture 2 +
Case study 2
available on
Pôle-ESG.net
Lecture 3 +
Case study 3
available on
Pôle-ESG.net
Presentation :
Presentation 1
Lecture: Internal & external SWOT,
 SWOT
 Suitability, Acceptability, Feasibility
23/10
 Corporate governance
 Stakeholder Management
4
5
Lecture : Strategic purpose & culture
30/10
Lecture:
Business Unit Level Strategies (part 2)
Reading: Johnson,
Scholes &
Whittington, Chapter
4
Lecture 4
available on
Pôle-ESG.net
Reading: Johnson,
Lecture 5 +
Presentation:
Presentation 2
Presentation:
34
ESG MANAGEMENT SCHOOL / INTERNATIONAL SEMESTER STUDENT GUIDE - FALL 2013
34
6/11
6
13/11
 SBU analysis
 Strategic Development
Scholes &
Whittington: Chapter
6&7
Lecture:
Strategic Options
 Internal (organic)
 External: M&As, Alliances
Reading: Johnson,
Scholes &
Whittington: Chapter
10
In class case exercise: Full Audit and Analysis of one specific case given in class
7
20/11
8
27/11
Lecture:
Internationalization
Lecture:
Strategic Innovation
In class case exercise: Full Audit and Analysis of one specific case given in class -
9
Case study 4
available on
Pôle-ESG.net
Lecture 6 +
Case study 5 &
6 available on
Pôle-ESG.net
Case study 7 &
8
available
on PôleESG.net
Reading: Johnson, Lecture 8
Scholes
& available on
Whittington: Chapter Pôle-ESG.net
8&9
Presentation 3
Test - Individual
Assessment
Presentation:
Presentation 4
Presentation :
Presentations 5 &
6
Personal
Computer required
4/12
10
Reviews & final exam
35
ESG MANAGEMENT SCHOOL / INTERNATIONAL SEMESTER STUDENT GUIDE - FALL 2013
35
SYLLABUS / PLAN DE COURS
Course code:
Year/Level:
Exchange students
CONSUMER BEHAVIOR
Nom du Module /Subject Title:
Department:
MKG
Course Prerequisite:
Professeur responsable du module :
Guilllaume Finck
Contact Hours: (in Hours)
30
Independent learning hours: (in Hours)
70
Lecture
Assignements
27
3
self study/review
Assignements
67
3
Other
0
Field work
Other
100
Total student workload: (in Hours)
ECTS credits:
Tutorial
6
Course description: role and purpose
General description of the course :
The objective of this course is to enable students to understand the essential theories of consumer behavior in an international perspective.
The course examines the major tenets consumerism, principally the macro factors in consumption, basic processes, and social processes.
Learning methodology:
List here the different pedagogical methods used and shortly explain their relevance regarding learning goals:
Lecture
Group presentation
Case study
Group works
Field study
Intranet
Personal essay
Videos
Book reviews
Cross Knowledge
Professional meetings
On site visit (company, …)
Learning objectives and assessment measures:
ESG MANAGEMENT SCHOOL / INTERNATIONAL SEMESTER STUDENT GUIDE - FALL 2013
36
Learning objectives tackled by this specific course: (select the learning goals that apply to your course)
Please fill the table with the method of evaluation used in the course to assess the applicable learning outcome
LG1/ Students will demonstrate that they are effective communicators
LG2/ Students will demonstrate that they are able to work in teams
LG3/ Students will demonstrate that they are able to think globally and critically
LG4/ Student will demonstrate that they are able to comprehend the international environment and behave
accordingly
LG5/ Students will understand the importance of behaving ethically and with appropriateness in their professional
lives
LG6/ Students will demonstrate a capacity to make strategic decisions and take responsibility for their outcomes
in organizational situations
LG7/ Students must develop additional expertise in a specialized area such as marketing, digital business,
auditing, etc.
LG8/ Students must have sufficient professional skills and knowledge to make an immediate contributions to the
organization in which they are employed
LG9/ Students will demonstrate problem solving skills for business decision making, supported by appropriate
analytical and quantitative techniques
Textbook:
Consumer Behavior : a European perspective, ISBN 978-0-471-97513-7
Bibliography:
The Future of Shopping, Harvard Business Review, Darell Rigby, December 2011
Know what your Customers want before they do, Harvard Business Review, Davenport, Mule, Lucker, December 2011
Which products should you stock? Harvard Business Review, Fisher & Vidyanathan, Harvard Business Review, November 2012
Globalization and the Reluctant Buyer, Taewon Suh, PhD., Ik-Wahn Kwon, PhD., Boeing Insitute of Int'l Business, 2002
Plagiarism:
Students are required to read the article 1.6 of ESG Management School Rules and Regulation on plagiarism and to acknowledge the multiple forms that
plagiarism takes along with the sanctions that can go as far as school exclusion. Every infraction will be reported to the disciplinary board which will analyze the
situation and circumstances, and decide the sanction to apply.
ESG MANAGEMENT SCHOOL / INTERNATIONAL SEMESTER STUDENT GUIDE - FALL 2013
37
Sessions list
REFERENCES
Session
Date
1
Jan 23
Theme
Assignment
E-Learning /Internet
sites
Evaluation
Course introduction
Class participation
Foundations of consumer behavior
Macro factors in consumption
2
(demographics, culture, supply and use of products;
consumerism and consumer policy)
Class participation
3
Coke vs Pepsi : a 100 years war, case study
Workshop
4
Basic processes : perception and categorization
Class participation
5
Structure and values
Class participation
6
Motivation and emotions
Class participation
7
Social processes and reference groups
Class participation
8
Case study : Apple and the irrational consumer
Workshop
9
Media influence
Class participation
10
Financial behavior
Class participation
11
Group presentations
Presentation
SYLLABUS / PLAN DE COURS
ESG MANAGEMENT SCHOOL / INTERNATIONAL SEMESTER STUDENT GUIDE - FALL 2013
38
Cours e code:
Yea r/Level :
3 -4th year
Subject Ti tl e:
DIGITAL BUSINESS
Depa rtment:
Exchange Students
Cours e Prerequi s i te:
Profes s or:
Vincent Dutot, Ph.D
Contact Hours: (in Hours)
30
Independent learning hours: (in Hours)
40
Lecture
Assignements
Tutorial
10
10
10
self study/review
Assignements
Field work
Other
10
10
70
10
10
Total student workload: (in Hours)
ECTS credi ts :
Course description: role and purpose
General description of the course in 5/6 sentences, expressed through the point of view of the teacher, description of the connections with other courses of
the semester and following years (courses and specialization).
Learning methodology:
List here the different pedagogical methods used and shortly explain their relevance regarding learning goals:






Lecture
Case study
Field study
Personal essay
Book reviews
Professional meetings






Group presentation
Group works
Intranet
Videos
Cross Knowledge
On site visit (company, …)
Learning objectives and assessment measures:









LG1/ Students will demonstrate that they are effective communicators
LG2/ Students will demonstrate that they are able to work in teams
LG3/ Students will demonstrate that they are able to think globally and critically
LG4/ Student will demonstrate that they are able to comprehend the international environment and behave
accordingly
LG5/ Students will understand the importance of behaving ethically and with appropriateness in their professional
lives
LG6/ Students will demonstrate a capacity to make strategic decisions and take responsibility for their outcomes in
organizational situations
LG7/ Students must develop additional expertise in a specialized area such as marketing, digital business, auditing,
etc.
LG8/ Students must have sufficient professional skills and knowledge to make an immediate contributions to
the organization in which they are employed
LG9/ Students will demonstrate problem solving skills for business decision making, supported by
appropriate analytical and quantitative techniques
ESG MANAGEMENT SCHOOL / INTERNATIONAL SEMESTER STUDENT GUIDE - FALL 2013
39
Assessment methods
%
Continuous assessment
50
Duration
(Hours)
LG1
LG2
LG3
LG4
LG5
LG6
LG7
LG8
LG9
x
x
x
x
x
x
2
2
Method description
1.
Individual Project assignment/essay
2.
Group project assignment
3.
Test( closed book)
4,
Prés entation
5.
5
25
Business game
Final examination
50
Method description
TOTAL
30
0
2
0
0
0
0
0
extbook:
Exact reference of the textbook preferably (available of Cyberlibris)
Bibliography:
List of complementary recommended books and readings (half a dozen maximum)
Plagiarism:
Students are required to read the article 1.6 of ESG Management School Rules and Regulation on plagiarism and to acknowledge the multiple forms that
plagiarism takes along with the sanctions that can go as far as school exclusion. Every infraction will be reported to the disciplinary board which will analyzed
the situation and circumstances and decide the sanction to apply.
List des sessions:
Session
1
2
3
4
5
6
7
8
9
10
11
Date
Theme
Syllabus presentation
History of media and overview of e-commerce
Business model on the web
Customer behavior
SEO – Web analytics
e-reputation
Digital channels
Ethics issue
Masterclass 1
New business model – Web mobile
13
New trends on digital
14
Conference – speaker to be determined
16
REFERENCES
E-Learning /Internet
sites
Evaluation
Application on 4 companies
Website analysis
Work on LinkedIn profile
Work on ads
Study case
Presentation
Report
Community management/Social CRM
Digital plan
12
15
Assignment
Masterclass 2
Study case
ESG MANAGEMENT SCHOOL / INTERNATIONAL SEMESTER STUDENT GUIDE - FALL 2013
Presentation
Report
40
SYLLABUS / PLAN DE COURS
Course code:
Year/Level:
STUDY ABROAD
Nom du Module /Subject Title:
INTERNATIONAL BUSINESS
Department:
Business
Course Prerequisite:
Professeur responsable du module :
Ellen Wasylina [email protected]
Nom des Enseignants
Ellen Wasylina
Contact Hours: (in Hours)
Lecture
33
Independent learning hours: (in Hours)
67
Assignments
30
3
self study/review
Assignments
64
3
Total student workload: (in Hours)
ECTS credits:
Tutorial
Other
Field work
Other
100
6
Course description: role and purpose
General description of the course :
Introduction to seminal and current theoretical paradigms and management practices in international buisiness, focusing on international,
national and regional evironements, and businesses and organisations.
The principal objective of this course is to understand the principal axis of global environment and economic essentials,
through corporate strategy to international management and investment functions, drawing on case studies from all
continents and regions.
Learning methodology:
List here the different pedagogical methods used and shortly explain their relevance regarding learning goals:
Lecture
Group presentation
Case study
Group works
Field study
Intranet
Personal essay
Videos
Book reviews
Cross Knowledge
Professional meetings
On site visit (company, …)
Learning objectives tackled by this specific course: (select the learning goals that apply to your course)
Please fill the table with the method of evaluation used in the course to assess the applicable learning outcome
LG1/ Students will be able to build financial statements (Balance sheet, income statement and cash flow
statement) and understand the links between these financial statements
LG2/ Students will be able to analyse financial statements and use financial statement information to analyse
company performance
LG3/ Students will be able to explain fundamental concepts, definitions and implications associated with market
efficiency (cost of money, cash flows…)
LG4/ Students will be able to calculate present and future value, evaluate cash flows and use investment decision
rules
ESG MANAGEMENT SCHOOL / INTERNATIONAL SEMESTER STUDENT GUIDE - FALL 2013
41
Textbook:
Title: International Business, Ehud & Amit Menipaz, Sage Publications, 2011, 649 pages
Bibliography:
Secondary Textbooks:
Nurdin G. (2010) International Business control, Reporting and corporate Governance, Cima publishing.
International Finance Corporation, (2013), Doing Business Guide
Sheth, Sisodia (2006), Tectonic Shift : the Geoeconomic Realignment of Globalising Markets
Plagiarism:
Students are required to read the article 1.6 of ESG Management School Rules and Regulation on plagiarism and to acknowledge the multiple forms that
plagiarism takes along with the sanctions that can go as far as school exclusion. Every infraction will be reported to the disciplinary board which will analyze the
situation and circumstances, and decide the sanction to apply.
ESG MANAGEMENT SCHOOL / INTERNATIONAL SEMESTER STUDENT GUIDE - FALL 2013
42
Sessions list
Analysis
SEANCE
TRAVAIL A
DOMICILE
THEMES
REFERENCES
sites internet
EVALUATION
Presentation of the course, exploring students’ and
instructor’s objectives to be accomplished during this term
1
2
3
4
5
6
7
8
9
10
Introduction to International Business Environment
Global Business in the 21st century
Case Study : The Telecommunication Industry
Country Focus : China
Case study : Carrefour, Tesco and Wal-mart : the globalisation
pains of the retailing industry
Corporate Citizenship, Social responsibility and Ethics
Corruption and International Business
Country Focus : India
Case study : HSBC Corporate Social responsibility
Cultural Context of International Business
Analyzing Culture : two diagnostic tools
Global managers' and entrepreneurs' perspective
Country Focus : Russia
Chapter 1
Case study
Chapter 2
Case study
Chapter 3
Case study
Political and Legal Environment of International Business
The political environment
The legal environment
Country Focus : The Philippines
Case study : West China, the new frontier
Economic Systems and International Trade
Economic systems
International Trade
Comparative advantage theory
Heckscher-Ohlin Theorem
The Leontief paradox
Opposition to Free trade and Globalisation
Country Focus : Mexico
Case study : The internet enabled economy
International Trade, Investment and Regional Integration
Foreign Direct Investment
Country Focus : Canada
Case study : FDI in Emerging Markets
Chapter 4
Case study
Chapter 5
Case study
Chapter 6
Case study
Regional Economic Integration
Definition and effects Regional Economic Integration
Regional integration in Europe, the Americas, Asia, MENA
and Africa
Country Focus : Germany
Case study : Advancing e-commerce in the APEC region
Global Financial System
National and global financial markets
International capital markets
Foreign Exchange Markets
Country Focus : Japan
Case study : Exchange rate debate in New Zealand
International Business Strategy
International and Global Strategy
MNE's orientation and strategy
Country Focus : Romania
Case study ; Intel's global corporate, busines unit and
functional strategies
Chapter 7
Case study
Chapter 8
Case study
Chapter 9
Case study
SYLLABUS / PLAN DE COURS (v.14-3)
ESG MANAGEMENT SCHOOL / INTERNATIONAL SEMESTER STUDENT GUIDE - FALL 2013
43
Course code:
Year/Level:
Study Abroad
Subject Title:
International Human Resource Management
Management & Strategy
Department:
Course Prerequisite:
None
Professor:
Antunes- Castellano
Contact Hours: (in Hours)
33
Independent learning hours: (in Hours)
30
[email protected]; [email protected]
Lecture
Assignments
30
3
self study/review
Assignments
18
12
63
Total student workload: (in Hours)
Tutorial
Other
Field work
Other
ECTS credits:
Course description: role and purpose
This course is designed to provide students with the tools that help companies to meet the needs of their employees while achieving their own goals in an
international context.
The students will gain some insights regarding contemporary issues and tools related to strategic HRM. The course will particularly focus on the following topics:
application and appraisal systems, international dimensions of HRM, legal systems, Stakeholder approach such as collective bargaining.
The course will mix lectures, active participation, in-class games & simulation and in-sites visits.
The objective of the course is three-fold:
1- Get familiar with and apprehend legal systems as sources of individual and firm’s competitive advantage
2- Understand the challenges of HRM in a global context
3- Apply the appropriate tools inherent to specific HR situations
ESG MANAGEMENT SCHOOL / INTERNATIONAL SEMESTER STUDENT GUIDE - FALL 2013
44
Learning methodology:
List here the different pedagogical methods used and shortly explain their relevance regarding learning goals:

Lecture

Group presentation

Case study

Group works




Field study
Personal essay
Book reviews
Professional meetings


Intranet
Videos


Cross Knowledge
On site visit (company, …)
Learning objectives and assessment measures:
Learning objectives tackled by this specific course: (select the learning goals that apply to your course)
Please fill the table with the method of evaluation used in the course to assess the applicable learning outcome
LG1/ Students will demonstrate that they are effective communicators
LG2/ Students will demonstrate that they are able to work in teams
 LG3/ Students will demonstrate that they are able to think globally and critically
 LG4/ Student will demonstrate that they are able to comprehend the international environment and behave accordingly
 LG5/ Students will understand the importance of behaving ethically and with appropriateness in their professional lives
 LG6/ Students will demonstrate a capacity to make strategic decisions and take responsibility for their outcomes in organizational situations
 LG7/ Students must develop additional expertise in a specialized area such as marketing, digital business, auditing, etc.
 LG8/ Students must have sufficient professional skills and knowledge to make an immediate contributions to the organization in which they are employed
LG9/ Students will demonstrate problem solving skills for business decision making, supported by appropriate analytical and quantitative techniques
ESG MANAGEMENT SCHOOL / INTERNATIONAL SEMESTER STUDENT GUIDE - FALL 2013
45
Textbook:
C. Porter, C. Bingham & D. Simmonds (2007), Exploring Human Resource Management, McGraw-Hill
ISBN: 978-0-07-711102-1
To prepare the class, students are expected to read the textbook prior the class.
Bibliography:
Mandatory articles
Shuibo, X., & Tianbing, Z. (2011). Culture Clash in the Boardroom. Harvard Business Review.
Plagiarism:
Students are required to read the article 1.6 of ESG Management School Rules and Regulation on plagiarism and to acknowledge the multiple forms that
plagiarism takes along with the sanctions that can go as far as school exclusion. Every infraction will be reported to the disciplinary board which will analyze the
situation and circumstances, and decide the sanction to apply.
Assessment:
Grading system:
The grading includes three parts: 50% final exam; 25% written group work; and 25% team presentation.
Active participation in in-class discussion (bonus/malus is up to +/- 2 points on continuous assessment).
ESG MANAGEMENT SCHOOL / INTERNATIONAL SEMESTER STUDENT GUIDE - FALL 2013
46
Session
1
2
3
Date
Theme
Lecture:
IHRM historical development
Managing your Application
Lecture:
HR Management implications
- Unveiling the ‘Employment’ concept
- Intercultural approach to HRM
Contemporary IHRM challenges
Assignment
REFERENCES
E-Learning /
Extranet
Lecture 1
Lecture 2
Lecture 3
Lecture 4
5
Lecture:
IHRM & legal systems
Lecture:
Visit Industrial tribunal
Lecture:
Debrief Visit
Lecture 6
6
Lecture:
Stakeholders approach to HRM
Collective bargaining
Lecture:
Visit Supreme Court
Lecture:
Debrief visit
Lecture 7
4
7
8
9
10
11
Case Presentations
& Assignments due
Lecture 5
Student presentation
(Comparative study - Country
legal system)
Lecture 8
Lecture 9
Student presentation
(Comparative study - Country
legal system or communication
modes)
To go one step further
‘A vous de jouer !’
Exam
47
ESG MANAGEMENT SCHOOL / INTERNATIONAL SEMESTER STUDENT GUIDE - FALL 2013
47
SYLLABUS / PLAN DE COURS
Course code:
Year/Level:
Doing business in Europe
Nom du Module / Module Title:
Department:
Course Prerequisite:
Professeur responsable du module / Module Leader
Patrick Baruel
Contact Hours: (in Hours)
Lecture
33
Independent learning hours: (in Hours)
67
Assignements
30
3
self study/review
Assignements
64
3
Total student workload: (in Hours)
ECTS credits:
Tutorial
Other
Field work
Other
100
6
Course description: role and purpose
General description of the course :
The European Union (EU) is both a major customer and major competitor of the United States. The inclusion of many of the Eastern European Countries into
the EU has added another challenge to our ability to trade in this area. The better we understand the people, institutions and policies of the EU, the better
positioned we will be to conduct business effectively. This course explains in particular how doing business in Europe works. An understanding of the economic
and cultural environment is the basis for a successful business venture.
This course consists of classes and interactive discussions based on assignments (cases) to be prepared beforehand. In the final class groups of
students present a business project, taking into account material taught during the course.
.
Learning methodology:
List here the different pedagogical methods used and shortly explain their relevance regarding learning goals:
Lecture
Case study
Field study
Personal essay
Book reviews
Professional meetings
Group presentation
Group works
Intranet
Videos
Cross Knowledge
On site visit (company, …)
Learning objectives and assessment measures:
Learning objectives tackled by this specific course: (select the learning goals that apply to your course)
Please fill the table with the method of evaluation used in the course to assess the applicable learning outcome
LG1/ Ability to demonstrate a thorough understanding of the key theories and concept related to do business in Europe
LG2/ Ability to apply relevant theories and concepts to practical cases related to do business in Europe
LG3/ Ability to undertake group work
LG4/ Ability to be an effective communicator
ESG MANAGEMENT SCHOOL / INTERNATIONAL SEMESTER STUDENT GUIDE - FALL 2013
48
Textbooks:
Bibliography:
Doing Business in Europe Second Edition: Gabriele Suder ; European Business Second Edition: Debra Johnson, Colin Turner, New challenges to the
European Union: Stelios Stavridis; The European Union Since 1945 (Livre numérique Google): Alisdair Blair; A Dictionary of the European Union (Livre
numérique Google): David Phinnemore, Lee McGowan
Plagiarism:
Students are required to read the article 1.6 of ESG Rules and Regulation on plagiarism and to acknowledge the multiple forms that plagiarism takes along with
the sanctions that can go as far as school exclusion. Every infraction will be reported to the disciplinary board which will analyze the situation and
circumstances, and decide the sanction to apply.
Sessions list
Session
1
2
3
4
5
6
7
Theme
Introduction
Brief overview of the history of the European
integration process and the working of the European
institutions (3 hours)
European Economy (3 hours)
EU-Enlargement : Costs and Benefits for
Entrepreneurs (3 hours)
Monetary Integration and a Single Currency and
managing VAT risks (3 hours)
Pricing decisions and terms of doing business (3
hours)
European Business Culture (the need for linguistic
proficiency in global business , cultural variables
influencing business behavior) (3 hours)
8
Consumer Behaviour in luxury products (3 hours)
9
Eastern Europe: an opportunity for Europe? (3 hours)
10
Student Presentations (6 hours)
Homework
Evaluation
Reading, Blog
Reading, Blog
Reading, Blog
Reading, Blog
Reading, Blog
Reading, Blog
Reading, Blog
Reading, Blog
Presentation, class
participation
Presentation, class
participation
Presentation, class
participation
Presentation, class
participation
Presentation, class
participation
Presentation, class
participation
Presentation, class
participation
COURSE PROJECT: Strategy to open an e-commerce boutique in an European country for a luxury brand of ready to wear.
The project will be explained in the first course and the students will work on it until its completion in the 2 last courses, when we will begin presentations.
1. Select groups of three or four people.
2. Each group will chose a country they wish to research. They will be looking at this country from every possible perspective, so make it a country or region that
has something interesting going on. They should consider culture, doing business in a foreign country, politics & law, currency and exchange rates, the
economic climate, trade barriers (if it exists), supply chain, CRM and any other aspect deemed important or relevant to the region you select.
3. The research could include an interview with a person who has either lived or worked in this country, or who is from this country. It might be very interesting to
have a first hand impression of life in this region. You may interview them or submit a list of questions for them to fill out
Group Presentation:
I will be looking for organization, creativity in delivery, content, explanations of the main issues and insight into the culture of this country. Most of all; “Did we
learn something new from your presentation?”
Have fun and make it fun. This project will allow us to look at a few different countries and their culture in a short time
ESG MANAGEMENT SCHOOL / INTERNATIONAL SEMESTER STUDENT GUIDE - FALL 2013
49