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1 Lille Spring course Catalogue International Students Master of Science (MSc)

2 Code COURSE NAME Crédits Page M2/MSc COURSES MSC.TRCM2.STCOR.0001 Advanced Strategy 3 3 French as a Foreign Language 0 6 MSc Corporate Financial Management (CFM) MSC.CFMM2.FICOR.0023 Project : Value Creation & Performance Management 4 7 MSC.CFMM2.FICOR.0025 Intangible Asset Valuation 2 7 MSC.CFMM2.FICOR.0026 Corporate Financial Risk Management 4 8 MSC.CFMM2.FICOR.0027 Reporting & Financial Communication 4 13 MSC.CFMM2.FICOR.0028 Banking Relations 4 14 MSC.CFMM2.FICOR.0029 Governance & Risk Management 2 16 MSc International Marketing & Business Development (IMBD) MSC.IMBM2.MKCOR.0032 Understanding the Elusive Consumer 4 18 MSC.IMBM2.MKCOR.0035 Gaining Marketing Insight 4 22 MSC.IMBM2.MKCOR.0038 Internationalization of Markets & Organizations 4 26 MSC.IMBM2.MKCOR.0055 New trends in Retailing & Chanel Management 4 28 MSC.IMBM2.MKOPT.0089 Innovation & New Product Development 4 31 MSC.IMBM2.MKOPT.0090 Integrated Marketing Communication 4 34 Managing and Export Project 2 36 MSC.IMBM2.MKELE.0071 Persuasive Communication 2 40 MSC.IMBM2.MKELE.0069 Quality Based Marketing 2 43 MSC.IMBM2.MKELE.0092 Campagne de Communication(French) 2 47 MSc Project & Programme Management & Business Development (PPMBD) MSC.PPMM2.HRCOR.0018 Team & social Competences 4 50 MSC.PPMM2.PMCOR.0030 Strategic Project Management

3 M2/MSc COURSES CODE DU COURS / COURSE CODE NOM DU COURS / COURSE NAME Stratégie avancée / Advanced strategy Crédits / Credits Nombre / Number : 3 Charge de travail / Student workload Programme / Program Face à face / Contact Hours Distanciel / Distance learning Autonomous Personal &/or Team work Evaluation / Evaluation Durée Nbh : 15 Nbh : Nbh : 15 Nbh : 1 Nbh : PGE MS PGE FC MSc PGE COOP Bachelor DDA ESDHEM CCA PhD Département / Department Droit et Fiscalité / Law and Taxation Economie / Economics Finance, comptabilité, contrôle / Accounting and Finance Management de Projets / Project Management Marketing Vente / Marketing Management Ressources Humaines et Comportement Organisationnel / Human Resource Management & Organizational Behaviour Stratégie et Entrepreneuriat / Strategy & Entrepreneurship Systèmes d information et Organisation / Information System & Organization Langues / Languages Type de cours / Course type Commun / Core Electif / Elective Optionnel /Optional Année / Year Campus / Campus LILLE PARIS SOPHIA SUZHOU RALEIGH Cours ouvert aux étudiants en échanges in / Course open to students in exchange Langue d enseignement / Teaching Language Pré-requis / Prerequisite Période d enseignement / Teaching period Responsable du cours / Course Coordinator Noms des Intervenant(s) par campus/ Instructor(s) Names by campus Anglais/English Bonne connaissance des bases de la stratégie / Good knowledge of the basics of strategy Semestre / Semester 2 Philippe CHEREAU SOPHIA R. Kaminska A. Barraquier B. Cirillo P. Chereau LILLE O. Ammar M. Uhrish R. Kaminska PARIS S. Borzillo M. Uhrish G. Gentina SUZHOU A. Barraqier RALEIGH PX. Meschi Evaluateur(s) / Evaluator(s) Description du cours / Course description R. Kaminska, A. Barraquier, B. Cirillo, P. Chereau, O. Ammar, M. Uhrish, S. Borzillo, G. Gentina, PX. Meschi Court paragraphe de présentation des grands objectifs et de la thématique / Short presentation of the course (objectives & themes) Le cours de stratégie avancée a pour objectif de préparer les étudiants à la formulation et la mise en œuvre de la stratégie par l utilisation des concepts, méthodes et outils du management stratégique autour des thématiques suivantes : - Stratégie de croissance (diversification, internationalisation, alliances stratégiques) - Innovation et entrepreneuriat - Choix stratégiques : évaluation et formulation de la stratégie - Processus de développement de la stratégie 3

4 Advanced strategy course aims at preparing students to strategy formulation and implementation through the use of concept, methods and tools of strategic management focused on the following issues: - Growth strategy (diversification, internationalization, strategic alliances) - Innovation and entrepreneurship - Strategic choices: formulation and evaluation - Strategy development process - Connaissances / Knowledge and Understanding (subject specific) A l issue de la formation, l étudiant devrait être capable de : - Identifier les options de stratégie de croissance (diversification, internationalisation, alliances stratégiques) - Analyser les portefeuilles d activités sous le prisme des alternatives de croissance - Identifier et répondre aux différents dilemmes des types d innovation - Maitriser le processus d identification et d évaluation des opportunités entrepreneuriales - Utiliser les outils d évaluation des options stratégiques non financiers et financiers - Identify growth strategy options (diversification, internationalization, strategic alliances) - Analyze businesses portfolios from a growth alternative perspective - Identify and respond to different types of innovation dilemmas - Manage the process of identification and evaluation of entrepreneurial opportunities - Use non-financial and financial criteria and tools for evaluating strategic options Aptitudes cognitives / Cognitive/Intellectual skills (generic) A l issue de la formation, l étudiant devrait être capable de : Maîtriser le processus du management stratégique dans l entreprise tant au niveau de l entreprise dans son ensemble qu au niveau d une business unit : de l évaluation des options stratégiques à la formalisation de leur déploiement. Résultats d apprentissage / Learning Outcomes Manage the strategic management process in organizations both at the corporate and business unit levels: from strategic options evaluation to formalization of strategy deployment Attitudes / Key transferable skills (generic) A l issue de la formation, l étudiant devrait être capable de : - Accepter le fait que le management stratégique est un mode de gestion des entreprises complexe mais indispensable qui nécessite des outils et méthodes adaptées à cette complexité. - Adopter une posture opérationnelle vis-à-vis du management stratégique pour un déploiement efficace et effectif. Contribution aux objectifs pédagogiques du programme / Contribution to learning objectives Evaluation des étudiants / Student Assessment - Understand that strategic management is a complex but mandatory process of corporate management that requires specific tools and methods designed to cope with this complexity - Adopt a practical posture with regard to strategic management aiming at efficiency and effectiveness Compétences pratiques / Practical skills (subject specific) A l issue de la formation, l étudiant devrait être capable : - Formaliser les options stratégiques de croissance d une entreprise - Evaluer leur niveau de risque et de faisabilité, au regard de critères qualitatif et quantitatifs - Identifier les comportements d innovation appropriés à la stratégie de l entreprise - Formaliser les outils de pilotage du développement stratégique - Formalize corporate growth strategic options - Evaluate feasibility and risks of strategic options with quantitative and qualitative criteria - Identify innovation behavior that fit strategic posture - Formalize tools of strategy implementation monitoring Indiquer les learning objectives auxquels contribue le cours (en se basant sur le curriculum mapping du programme) - LO4.2 To apply theories and key concepts in the field of the management of knowledge assets, technological progress and innovation - LO5.1 To analyze and apply advanced concepts in a specialized discipline Evaluation finale (DS) / Final examination (préciser nature et % / Explain type & %) QCM (quizz) 50% 4

5 Etude de cas (case study) % Questions (questions) % Exercices (exercises) % Autre (other) % Précisez (precise): Contrôle continu / Continuous Assessment (préciser nature et % / Explain type & %) Présentation orale (oral presentation) % QCM (quizz) % Dossier % Etude de cas (case study) 50% Autre (other) % Précisez (precise): Méthodes d enseignement / Teaching Methods Format de cours / Course format Cours / Lectures Séminaire / Seminar Tutorat / Tutorial sessions TD Distance learning Autre (other) Précisez (precise) Activités d apprentissage / Learning activities Etude de cas / Case Studies Travail personnel guidé / Guided personal work Travail personnel autonome / Autonomous personal work Projet / Project Autre (expliquer) / Other (explain) : CM1 Amphi 1,5h TD1 3h: 1,5+1,5 International strategy (1) - (chapter 8): - Internationalization drivers - World 3.0 and semi-globalization International strategy (2) and Growth/entry modes - (chapters 8 and 10): - International expansion strategies (global, multinational, transnational) - Internationalization and performance - Acquisitions, mergers, greenfield start-ups and joint ventures TD2 3h Synthesis case study on International strategy: GRADED Plan de cours / Course plan CM2 1,5h e-learning TD3 3h: 1,5+1,5 Innovation and Entrepreneurship (chapter 9): - Innovation dilemmas (sources and types of innovation) - Innovation diffusion - Innovators and followers - Entrepreneurship: stages and types Strategy evaluation and development (chapter 11 and 12): - Strategy formulation and evaluation - The strategic performance ratios - Strategy development process TD4 3h Synthesis case study on strategy evaluation: GRADED Optionnelle / Recommended Bibliographie / References Lecture obligatoire / Required reading Exploring Strategy text and cases Ninth edition P. Ghemawat World 3.0: Global prosperity and how to achieve it Harvard Business Review Press, 2011 R.E. Miles, C. Snow Organizational strategy, structure and Process Stanford University Press, 2003 Porter, M.E. (1996) - What Is Strategy? - Harvard Business Review, November-December issue, p. 5

6 61-78 Kim, W.C. and R. Mauborgne (2005) - Blue Ocean Strategy: From Theory to Practice -, California Management Review, vol. 47, n 3, p Site(s) web / Web sites French as a Foreign Language Learning Outcomes After this course, students will be able to do the following (to a degree dependent on their initial level): - make contact with somebody (to introduce oneself, somebody/ to have a meeting or an invitation/ to suggest that we do something) - describe a person, a thing or a situation (to talk about a place, the time, the weather/ to compare) - speak, contradict, question, express oneself-ask for and exchange opinions, feelings etc.. 6

7 MSc in Corporate Financial Management (CFM) Project: value creation and performance management 30 hours 4 credits This course applies the tools and techniques of corporate finance to the entrepreneurial venture. It closely follows the life cycle of a firm approach in an accessible manner. The class will explore the theories, knowledge and financial tools required by an entrepreneur in starting and building a successful venture in the European context. The course will focus on capital raising, financial management and interaction with financial institutions in the above contexts. Intangible asset valuation 15 hours 2 credits This course is designed to recognise the importance of intangibles in today s changing economies. The development of modern performance measures in organisations such as the balanced scorecard is an example of an attempt to measure intangible assets which carry as much importance as tangibles. The question of the difficulties faced in putting values on these intangibles will be the cornerstone of the delivery of the elective. Each of the following will be evaluated: Brands, intellectual capital, information on databases, efficient processes, product innovation, customer loyalty and societal and political approval. 7

8 Corporate Financial Risk Management Crédits / Credits 4 Student workload Program Face à face / Contact Hours Distanciel / Distance learning Autonomous Personal &/or Team work Evaluation / Evaluation Durée Nbh : 30 heures Nbh : Nbh : 30 heures Nbh : 3 heures Nbh : PGE MS PGE FC MSc PGE COOP Bachelor DDA ESDHEM CCA PhD Department Droit et Fiscalité / Law and Taxation Economie / Economics Finance, comptabilité, contrôle / Accounting and Finance Management de Projets / Project Management Marketing Vente / Marketing Management Ressources Humaines et Comportement Organisationnel / Human Resource Management & Organizational Behaviour Stratégie et Entrepreneuriat / Strategy & Entrepreneurship Systèmes d information et Organisation / Information System & Organization Langues / Languages Course type Commun / Core Electif / Elective Option/Optional Year 2013 Campus / Campus LILLE PARIS SOPHIA SUZHOU RALEIGH Cours ouvert aux étudiants en échanges in / Course open to students in exchange Langue d enseignement / Teaching Language Pré-requis / Prerequisite Période d enseignement / Teaching period Responsable du cours / Course Coordinator Noms des Intervenant(s) par campus/ Instructor(s) Names by campus Evaluateur(s) / Evaluator(s) Description du cours / Course description ENGLISH Introductory Finance, Statistics Semester 6 SOPHIA Roberto SANTILLAN LILLE Roberto SANTILLAN PARIS Roberto SANTILLAN SUZHOU RALEIGH The modern firm faces many environmental and internal risks. Some of them need to be insured with traditional insurance products, but some others require an adequate case by case management. The development of derivatives markets, the deregulation of financial activities and the globalization of firms were drivers that put the Corporate Risk Management discipline at the core of many distinguished training and advanced professional programs. This course's aims are to provide the participant with an overview of the type of financial risks faced by a non-financial business and how to decide whether and when they need to be hedged, how to choose among the different available alternatives and how to evaluate the results of such activities. Résultats d apprentissage / Learning Outcomes Connaissances / Knowledge and Understanding (subject specific) A l issue de la formation, l étudiant devrait être capable de : Identify, evaluate and decide if hedging a financial risk is in the best interest of a modern firm (does risk management create value?). In case hedging is recommended, the participant must decide what kind of risk hedging is advisable in each particular situation. 8

9 Aptitudes cognitives / Cognitive/Intellectual skills (generic) A l issue de la formation, l étudiant devrait être capable de : Develop an understanding of the different potential sources of financial risk for a firm. After careful evaluation of each, make an objective decision of whether each potential source of risk needs to be "managed" and decide how to do so. Finally, the participant should be ready to determine the performance of the different actions taken to hedge specific risks. Attitudes / Key transferable skills (generic) A l issue de la formation, l étudiant devrait être capable de : Develop a sense of concern and responsibility regarding the identification, evaluation and, if granted, management of different sources of financial risk faced by a modern corporation. Compétences pratiques / Practical skills (subject specific) A l issue de la formation, l étudiant devrait être capable : Identify, measure, manage and evaluate the results of the corporate financial risk management function. Indiquer les learning objectives auxquels contribue le cours (en se basant sur le curriculum mapping du programme) The student will be capable of performing the identification of sources of financial risk in a complex organization. Contribution aux objectifs pédagogiques du programme / Contribution to learning objectives The student will be prepared to evaluate the need to hedge financial risks. The student will have the necessary background and practical skills to select, among a number of alternative mechanisms, the most adequate financial risk management approach for each kind of exposure. The student will develop a sense of responsibility and personal commitment to minimize the exposure of the organization to identifiable and manageable financial risks. Evaluation finale (DS) / Final examination (préciser nature et % / Explain type & %) Evaluation des étudiants / Student Assessment QCM (quizz) % Etude de cas (case study) 50% Questions (questions) % Exercices (exercises) % Autre (other) % Précisez (precise): Contrôle continu / Continuous Assessment (préciser nature et % / Explain type & %) Présentation orale (oral presentation) % QCM (quizz) % Dossier % Etude de cas (case study) 50% Autre (other) % Précisez (precise): Méthodes d enseignement / Teaching Methods Format de cours / Course format Cours / Lectures Séminaire / Seminar Tutorat / Tutorial sessions TD Distance learning Autre (other) Précisez (precise) Activités d apprentissage / Learning activities Etude de cas / Case Studies Travail personnel guidé / Guided personal work Travail personnel autonome / Autonomous personal work Projet / Project Autre (expliquer) / Other (explain) : Plan de cours / Course plan 9

10 I. Introductory ideas on Financial Risk Management in the Corporation 1. Brief antecedents of the Risk Management discipline. 2. What is Risk Management in the Corporation? 3. When should managers consider using risk management strategies? 4. What are the Corporate Governance implications of risk management and how can they be sorted out? II. Different types of Risk Management 5. Market Risk Management a. Introduction to Financial Market Risk b. VAR as downside risk c. VAR definition d. Other measures of risk (betas, spreads, agency ratings) e. Portfolio positions and identification of risk factors 6. Credit Risk Management a. Measurement of Credit Risk b. Settlement Risk c. Joint Events d. Risk diversification in credit portfolios 7. Operating Risk Management a. Detection of risk sources b. Measurement of risk exposures c. Protection against different types of risks d. A comprehensive view of operating risk management III. Risk Management in Practice 8. Derivatives and Risk Management a. Overview of Derivatives b. Forwards c. Futures d. Swaps e. Options 10

11 9. Futures, Forwards and Swaps markets, uses and limitations a. Marking to market b. Trading in futures c. Fine tuning of positions: the hedge ratio d. Similarities and differences between Futures and Forwards contracts. e. Swaps as a bundle of forwards, their operation, uses, limitations and conventions. 10. Options Contracts and utilization a. Basic Options: calls and puts b. Put-Call parity c. Combinations of Options (options strategies) d. Valuation of Options: analytical solution and numerical methods 11. Currencies and Commodities markets a. Currency markets: the present international monetary system b. Exchange rate determination: is it possible to predict the exchange rate? c. Transaction exposure to exchange rates d. Economic exposure to exchange rates e. Commodities markets f. Pricing of futures in commodities markets 12. Credit Risk Management a. Drivers of Credit Risk b. Credit Risk vs. market Risk c. Special instruments to hedge credit risk d. Recovery rates 13. Default risk inferred from Market prices a. Spreads and default risk b. Risk premium c. Cross-section of yield spreads 14. Credit Derivatives 11

12 a. Types of Credit Derivatives: Credit default swaps, credit spread forward and options, pricing and hedging credit derivatives. b. Distribution of credit losses c. Portfolio Credit Risk Models: Riskmetrics, Moody s KMV, Creditmetrics. IV. Concluding Remarks 15. Three-pillar framework a. Best practice policies b. Best practice methodologies c. Best practice infrastructure. Lecture obligatoire / Required reading Bernstein, Peter L. (1996), The new religion of Risk Management, HBR, March-April. Bibliographie / References Charles W. (1999), Managing Risk in the Industrial Company, in Risk Management: Principles and Practices, AIMR Conference Proceedings. Graham, John R. and Clifford W. Smith, Jr. (1999) Tax Incentives to Hedge, The Journal of Finance, Vol. 54, No. 6, pp Tufano, Peter (1998), Agency Costs of Corporate Risk Management, Financial Management, Spring, pp John Marthinsen, Risk Takers: Uses and Abuses of Financial Derivatives, Pearson- Addison Wesley, Optionnelle / Recommended John Hull, Options, Futures and Other Derivatives, Sixth Edition, Pearson- Prentice Hall. Site(s) web / Web sites Modalités de délivrance du cours (par campus si différent) Nombre CM Amphi Durée CM Amphi Nombre TD Durée TD SOPHIA LILLE PARIS CHINE RALEIGH Autres (Distance learning, etc ) 12

13 Préciser les spécificités de programmation (TD journée, cadencement spécifique des séances) Reporting and financial communication 30 hours 4 credits Accurate, transparent and up-to-date information toward financial markets is becoming increasingly key for companies as soon as they go to the market to obtain new financing resources, both via equity and debt issuance. This module will review the process of financial communication inside corporations, from operational reporting to investors and analysts relations. Based on real cases, the course will review the regulatory framework, the main topics of financial communication (accounting, financial forecasts, corporate governance, strategy and business model, corporate responsibility ) and the key events in the life of publicly traded companies (IPO, M&A, profit warning ). The main aim of this module is to raise students awareness of how going public not only impacts day-to-day activity of corporate financial teams, but also raises specific strategic issues. 13

14 CODE DU COURS / COURSE CODE NOM DU COURS / COURSE NAME BANKING RELATIONS Crédits / Credits Nombre / Number : 4 Charge de travail / Student workload Programme / Program Face à face / Contact Hours Distanciel / Distance learning Autonomous Personal &/or Team work Evaluation / Evaluation Durée Nbh : 30 Nbh : Nbh : Nbh : Nbh : PGE MS PGE FC MSc X PGE COOP Bachelor DDA ESDHEM CCA PhD Département / Department Droit et Fiscalité / Law and Taxation Economie / Economics Finance, comptabilité, contrôle / Accounting and Finance Management de Projets / Project Management Marketing Vente / Marketing Management Ressources Humaines et Comportement Organisationnel / Human Resource Management & Organizational Behaviour Stratégie et Entrepreneuriat / Strategy & Entrepreneurship Systèmes d information et Organisation / Information System & Organization Langues / Languages X Type de cours / Course type Commun / Core X Electif / Elective Optionnel /Optional Année / Year Campus / Campus LILLE X PARIS SOPHIA SUZHOU RALEIGH Cours ouvert aux étudiants en échanges in / Course open to students in exchange Langue d enseignement / Teaching Language Pré-requis / Prerequisite Période d enseignement / Teaching period Responsable du cours / Course Coordinator Noms des Intervenant(s) par campus/ Instructor(s) Names by campus Evaluateur(s) / Evaluator(s) Description du cours / Course description ENGLISH A BASIC MICROECONOMICS COURSE Préciser semestre : Spring Semester = 2 nd Semester SOPHIA LOBEZ LILLE LOBEZ X PARIS SUZHOU RALEIGH OBJECTIVES: -To understand from a theoretical viewpoint the relationships between banks and households, banks and firms, banks and markets, banks and supervisors. Résultats d apprentissage / Learning Outcomes The student is expected to understand: -why banks exist and how indirect financing (banks) differs from direct financing (markets); -how banks and markets are complementary rather than perfect substitutes; -the structure of bank loan contracts; -the risky nature of the bank deposit contract; -how to price fair loan risk premiums; -why banks take risky position; -how to regulate the banking system Contribution aux objectifs pédagogiques du programme / Contribution to learning objectives Evaluation des étudiants / Student Assessment During this course, a discussion of the origins, consequences and reregulation of the financial crisis will be proposed with an ethical perspective. Evaluation finale (DS) / Final examination 14

15 (préciser nature et % / Explain type & %) QCM (quizz) % Etude de cas (case study) % Questions (questions) % Exercices (exercises) x 100 % Autre (other) % Précisez (precise): Contrôle continu / Continuous Assessment (préciser nature et % / Explain type & %) Présentation orale (oral presentation) % QCM (quizz) % Dossier % Etude de cas (case study) % Autre (other) % Précisez (precise): Méthodes d enseignement / Teaching Methods Format de cours / Course format Cours / Lectures x Séminaire / Seminar Tutorat / Tutorial sessions TD Distance learning Autre (other) Précisez (precise) Activités d apprentissage / Learning activities Etude de cas / Case Studies Travail personnel guidé / Guided personal work Travail personnel autonome / Autonomous personal work Projet / Project Autre (expliquer) / Other (explain) : 1. INTRODUCTION (2 hrs) a. Banks in the financial system b. Some interesting questions 2. THE BANK FIRM RELATIONSHIPS (20 hrs) a. Banks exist because they produce reliable information on firms (4 hrs) i. The signaling hypothesis ii. The Leland Pyle model iii. Do banks really produce reliable information? Plan de cours / Course plan b. The loan contract in perfect markets (4 hrs) i. Black and Scholes and the pricing of corporate liabilities ii. Merton and the pricing of the fair credit risk premium c. The loan contract in imperfect markets (8 hrs) i. Loan rate and credit rationing in credit market with imperfect information : The Stiglitz Weiss model ii. Loan rate and credit rationing with implicit contracts : the Fried Howitt model iii. Guarantees as a screening device : the Bester Model d. How should a firm structure its bank pool? (4 hrs) i. Hard and soft information ii. The benefits of long term relationships iii. The optimal structure of the pool of banks 15

16 3. BANK, LIQUIDITY, AND RISKS (8 hrs) CONCLUSION a. The relationships between banks and households (4 hrs) i. The deposit contract as an implicit insurance against the liquidity risk ii. Bank runs as a bad equilibrium iii. How to prevent bank runs? The deposit insurance b. The relationships between banks and markets (4 hrs) i. How to understand the need for securitization? ii. How to understand the need for speculation? iii. The foundations of bank regulation Bibliographie / References Lecture obligatoire / Required reading Optionnelle / Recommended LOBEZ,F., VILANOVA,L.,. MICROECONOMIE BANCAIRE. PUF, Site(s) web / Web sites Nombre CM Amphi Durée CM Amphi Nombre TD SOPHIA LILLE PARIS CHINE RALEIGH Modalités de délivrance du cours (par campus si différent) Durée TD Autres (Distance learning, etc ) Préciser les spécificités de programmation (TD journée, cadencement spécifique des séances) Governance and risk management 15 hours 2 credits This course seeks to evaluate the concept of, and the need for corporate governance. It will compare the different approaches used internationally; comparing codes of conduct versus legislation with particular reference to Sarbanes-Oxley.It will evaluate theories associated with the development of Corporate Governance and Corporate Social Responsibility and look at agency theory in some depth. It will evaluate Corporate Social sustainability and the triple bottom line, European versus alternative approaches to business ethics, Corporate Social Responsibility and corporate citizenship: the stakeholder theory of the firm, corporate accountability, and corporate citizenship In terms of risks, the elective will evaluate the risks faced by unethical and fraudulent activity both within the firm and by stakeholders outside the firm. 16

17 MSc International Marketing and Business Development IMBD Core courses: 1) Understanding the Elusive Consumer (27h, 4 credits) 3) Gaining Marketing Insight (27h, 4credits) 4) Internationalization of Markets and Organisation (27h, 4 credits) 5) Advanced Strategy Seminar (15h, 3 credits) Options: 1) Innovation and New Products Development (27h, 4 credits) 2) New Trends in Retailing & Channel Management (27h, 4 credits) 3) Integrated Marketing Communication (27h, 4 credits) Electives: If you choose Challenge Communication you are not allowed to follow the course of Quality-Based MKG. 1) Managing an Export Project (15h, 2 credits) 2) Persuasive Communication (15h, 2 credits) 3) Quality-based Marketing (15h, 2 credits)** 4) Challenge Communication ( French 15h, 2 credits)* ** *The acceptance is limited to the students having followed the optional course Integrated MKG Communication ** If you choose Challenge Communication you are not allowed to follow the course of Quality- Based MKG. 17

18 CODE DU COURS / COURSE CODE NOM DU COURS / COURSE NAME Understanding the Elusive Consumer Consumer Behavior Crédits / Credits Nombre / Number : 4 Charge de travail / Student workload Programme / Program Face à face / Contact Hours Distanciel / Distance learning Autonomous Personal &/or Team work Evaluation / Evaluation Durée Nbh : 27 Nbh : Nbh : 90 Nbh : 3 Nbh : 120 PGE MS PGE FC MSc PGE COOP Bachelor DDA ESDHEM CCA PhD Département / Department Droit et Fiscalité / Law and Taxation Economie / Economics Finance, comptabilité, contrôle / Accounting and Finance Management de Projets / Project Management Marketing Vente / Marketing Management Ressources Humaines et Comportement Organisationnel / Human Resource Management & Organizational Behaviour Stratégie et Entrepreneuriat / Strategy & Entrepreneurship Systèmes d information et Organisation / Information System & Organization Langues / Languages Type de cours / Course type Commun / Core Electif / Elective Optionnel /Optional Année / Year Campus / Campus LILLE PARIS SOPHIA SUZHOU RALEIGH Cours ouvert aux étudiants en échanges in / Course open to students in exchange Langue d enseignement / Teaching Language English Pré-requis / Prerequisite MARKETING 1 Période d enseignement / Teaching period Responsable du cours / Course Coordinator Noms des Intervenant(s) par campus/ Instructor(s) Names by campus Evaluateur(s) / Evaluator(s) Préciser semestre : S6 Ingrid PONCIN SOPHIA Ingrid PONCIN LILLE Ingrid PONCIN (18h) Soren Askegaard (3H) Isabella Soscia (3H) Nil Toulouse (3H) PARIS SUZHOU RALEIGH Court paragraphe de présentation des grands objectifs et de la thématique / Short presentation of the course (objectives & themes) Description du cours / Course description Contemporary approaches to business emphasize the importance of adopting a customer focus. Marketing, in particular, begins and ends with the consumer from determining consumer needs to ensuring customer satisfaction. The primary goal of this course is to enhance your understanding of consumer behavior. What is consumer behavior? Why is important for marketers to understand consumer behavior. The course will shows how research and concepts in this subject can inform and be applied to broader/strategic marketing issues. This course is designed to introduce current theories in Consumer Research and to help participants applying these theories for market research and decision-making in the area of marketing management. Its goals are to provide conceptual understanding of buyer behavior, to provide experience in the application of buyer behavior 18

19 concepts to marketing management and social policy decision making, and to develop analytic capability in using behavioral research data and methodology. Students should develop an understanding of consumer behavior, as well as operational understanding of consumer behavior in an intercultural environment. A special focus will be put on consumer behavior in Europe. The work will be organized in class lectures, readings, group presentations and in practical group project work. Connaissances / Knowledge and Understanding (subject specific) A l issue de la formation, l étudiant devrait être capable de : Explain and apply the key terms, definitions, and concepts used in the study of consumer behavior Classify, segment and compare different tools and models of consumer research Aptitudes cognitives / Cognitive/Intellectual skills (generic) A l issue de la formation, l étudiant devrait être capable de : To understand the concepts, theories, and principles from the social sciences that apply to consumers and their acquisition, usage, and disposition behavior, Understand consumer behavior as a mirror of cultural, social and environmental determinants Résultats d apprentissage / Learning Outcomes Attitudes / Key transferable skills (generic) A l issue de la formation, l étudiant devrait être capable de : Critically explain the role of consumer behavior as an essential element of the marketing process Demonstrate how as a marketer you can use your knowledge of consumer behavior concepts to develop better marketing programs and strategies to influence those behaviors To become a better consumer, understanding how consumer behavior principles may affect your own behavior. To develop a portfolio of material which will reflect your thoughts about the ways in which consumer behavior knowledge can provide helpful insights in an industry of your choice. Compétences pratiques / Practical skills (subject specific) A l issue de la formation, l étudiant devrait être capable : Analyze the trends in consumer behavior, and apply them to the marketing of an actual product 19

20 or service. Complete a project that demonstrates both the working knowledge and analytical skills in assessing the consumer decision-making process Contribution aux objectifs pédagogiques du programme / Contribution to learning objectives Evaluation des étudiants / Student Assessment Indiquer les learning objectives auxquels contribue le cours (en se basant sur le curriculum mapping du programme) Contrôle continu / Continuous Assessment 100% (préciser nature et % / Explain type & %) Présentation orale (oral presentation) 40 % QCM (quizz) 20 % Dossier 40 % Méthodes d enseignement / Teaching Methods Format de cours / Course format Cours / Lectures Séminaire / Seminar Tutorat / Tutorial sessions TD Distance learning Autre (other) Précisez - readings Activités d apprentissage / Learning activities Etude de cas / Case Studies Travail personnel guidé / Guided personal work Travail personnel autonome / Autonomous personal work Projet / Project Autre (expliquer) / Other (explain) : Module 1: Introduction to Consumer Behavior, Consumer Research and Consumer influences Module 2: Internal Influences on Consumer Behavior Session 2: Perception, attitudes and persuasion Session 3: Emotion and consumer behavior Plan de cours / Course plan Module 3: External Influences on Consumer Behavior: Session 4: Variety of role of the consumer, evaluating and disposing Session 5: Consumer behavior and new technologies Module 4: Consumer Decision Making Session 6: Individual decision-making, Shopping, buying 20

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