Syllabi Electives – Seminaires Internationaux

2020/2021

SYLLABI

ELECTIVES – SEMINAIRES INTERNATIONAUX

Chemin de la Quille | Puyricard CS 30063 | 13089 Aix-en-Provence Cedex 2 | France TÉL : +33(0)4 13 94 26 00 | www.iae-aix.com

SOMMAIRE/ CONTENTS

Plage 1 / Session 1 : October 19, 20, 21, 22, 2020

Plage 2 / Session 2 : November 9, 10, 12, 13, 2020

Plage 3 / Session 3 (SI) : December 3, 4, 5, 2020

Plage 4 / Session 4 : February 8, 9, 10, 11, 2021

Plage 5/ Session 5 (SI) : March 4, 5, 6, 2021

Plage 6 / Session 6 : March 29, 30, 31 – April 1, 2021

Plage 7 / Session 7 (SI) : April 22, 23, 24, 2021

Plage 8 / Session 8 : May 3, 4, 5, 6, 2021

Plage 1 ELECTIVES

19. 20. 21. 22 Octobre 2020

Spécialité Intitulé de l’élective Enseignant

Focus MSC 1 Audit et Contrôle de Gestion Introduction au Contrôle de gestion et à l’Audit M. MUNZER FRANÇAIS Focus MSC 1 Corporate Communication & Change Mise en œuvre d’une stratégie de communication M. GUYON Management FRANÇAIS Focus MSC1 Introduction à la Finance P.BERTRAND Finance internationale 1/ Système Financier et crises financières

FRANÇAIS 2/ Financement de l’entreprise et introduction en bourse J-S. LANTZ Focus MSC 1

International Business Introduction to International Business Y. LANDRY ENGLISH Focus MSC 1 International Business Introduction to International Business G.L MOTTE ENGLISH Focus MSC 1 Ressources Humaines Management des Ressources Humaines et Evoluer dans la fonction RH: métiers, perspectives et J-D.GALLET de la Relation compétences clés FRANÇAIS Focus MSC 1 Management et Marketing des Activités de Management des services V. MATHIEU Service FRANÇAIS Focus MSC 1 Etudes Marketing : mesurer et optimiser la performance des Marketing et Management de la marque E. TAFANI marques FRANÇAIS IB entrée directe M2 International TRADE E. JOUANNAUX ENGLISH TRANSVERSE Project Management L. APRILE ENGLISH TRANSVERSE Public Speaking and Presentation skills A. BALME ENGLISH TRANSVERSE Mondialisation et Developpement Durable Responsabilité sociétale T. BOBLET FRANÇAIS des organisations TRANSVERSE Corporate and Business Strategies in the cosmetics sector AL. BONCORI ENGLISH TRANSVERSE E- MARKETING - E PUB G. EOUZAN FRANÇAIS TRANSVERSE Innovation & Purchasing : ready to disrupt M. FRANCILLETTE ENGLISH TRANSVERSE DIGITAL BUSINESS MODELS C. GARONNE ENGLISH TRANSVERSE (sauf GSI/MG FET/MSc 1ères années) Excel Avancé et Introduction à la Programmation VBA J. LUCIANI FRANÇAIS TRANSVERSE Introduction à « l’Intelligence Economique J. MAISETTI FRANÇAIS TRANSVERSE Communication Digitale : enjeux incontournable pour la vie A. RAZZIER ENGLISH de l’Entreprise TRANSVERSE Intercultural Management S. SIMPSON ENGLISH

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Unité d’Enseignement (UE) Titre du cours / ECUE Course title Introduction au contrôle de gestion et à l'audit Langue Heures ECTS Programme Language Hours Français 24 ELECTIVES Nom de l’enseignant Margit MUNZER Name of the lecturer Fonction - Employeur Maître de conférences Position - Employer Contact [email protected] Objectifs du cours Découvrir les concepts fondamentaux du contrôle de gestion et de l’audit. Prendre Course objectives connaissance des actualités et enjeux liées à ces deux domaines. Être en mesure de mobiliser des méthodes appropriées pour éclairer des décisions en entreprise, telles que le lancement de produits, les décisions de sous-traitance ou le choix de segments de clients. Compétences Ciblées Sélectionner la ou les compétences ciblées par le cours (3 blocs maximum - effacer les Intended Learning Outcomes compétences non ciblées) :

BLOC 1 : CAPACITÉS MANAGÉRIALES / MANAGERIAL SKILLS BLOC 3 : COMPETENCES RELATIONNELLES ET DE COMMUNICATION / RELATIONAL AND COMMUNICATION SKILLS BLOC 5 : ACQUERIR ET DIFFUSER UN LEADERSHIP HUMAIN / EMPOWERING HUMANISTIC LEADERSHIP SKILLS

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours Introduction

Partie 1 : Audit 24 heures 1.a. Les différents types d’audit 1.b. Les normes d’audit 1.c. Le déroulement d’une mission d’audit

Partie 2 : Contrôle de Gestion 2.a. Les différentes notions de coût 2.b. Les coûts de revient partiels 2.c. Les coûts complets

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher - CAVELIUS F., Comptabilité de gestion et pilotage des coûts, 2016, Pearson. - BERLAND N., DE RONGE Y., Contrôle de gestion, perspectives stratégiques et managériales, 2019, Pearson. - MENDOZA C., CAUVIN E., DELMOND M.‐H., DOBLER P., MALLERET V., Coûts et décisions, 2009, Gualino Editeur. - HORNGREN CT., DATAR, SM, RAJAN, MV, Cost Accounting: a managerial emphasis, 2011, Prentice Hall.

Méthodes d’évaluation : Sur quoi sera basée la note finale? / Method of assessment : What will the final grade be based on? Type d’évaluation Compétence(s) évaluée(s) Durée % de la note finale/ Type of evaluation Evaluated skill(s) Duration % of the final grade Travail en groupe 30 minutes 50% Présentation Travail individuel 60 minutes 50% Examen

Mini CV de l’enseignant / Mini CV of the lecturer Diplômée de l’Université de Cologne, Margit MUNZER a effectué une thèse en cotutelle entre l’université de Cologne, Allemagne, et l’Université de Strasbourg (EM Strasbourg) sous la codirection des Professeurs Kuhner et Rainelli-Weiss. Durant ses études doctorales, Margit a travaillé en tant qu’ATER/APR à l’EM Lyon Business School ainsi qu’à l’Université de Toulon (IAE Toulon). Après son doctorat, Margit a d’abord travaillé en tant que maître de conférences à l’iaelyon. Puis, en septembre 2020, elle a rejoint l’IAE Aix-Marseille. Ses principales recherches portent sur le thème de la régulation financière et visent à contribuer à une meilleure compréhension des réformes de la régulation bancaire suite à la crise financière. Pour cela, elle mobilise des cadres théoriques et des approches méthodologiques variées, aussi bien de nature quantitative que qualitative.

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DISCIPLINE FOCUS CORPORATE COMMUNICATION Titre du cours Course title Communication Mise en œuvre d'une stratégie de communication Langue Heures ECTS Programme Language Hours FRANCAIS 12 ELECTIVES Nom de l’enseignant Name of the lecturer Magali GUYON Fonction - Employeur Directrice de Fiat Lux, agence conseil en communication digitale Position - Employee

Contact Objectifs du cours A travers des études de cas, ce cours explore la mise en œuvre d'une stratégie de Course objectives communication externe en abordant tant les leviers à actionner que les difficultés internes et externes couramment rencontrées. - comprendre les enjeux de la communication externe ; - sensibiliser les étudiants à la complexité de sa mise en œuvre ; - découvrir et comprendre les principaux leviers ; - acquérir des savoir-faire par la mise en pratique régulière de connaissances, d'outils et de méthodologies. Les outils numériques seront particulièrement étudié afin de donner aux étudiants une base de savoir opérationnel sur des outils devenus incontournables. Plus largement, l'impact de l'intégration du digital à tous les niveaux de l'entreprise sera interrogé tout au long de l'élective. Le cours abordera également les méthodes d'idéation et de travail collaboratif qui sont de plus en plus utilisées par les équipes de communication. Compétences acquises Learning outcomes

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours communication externe  La communication externe : définition, enjeux, champs d'application, acteurs  Des notions clés : identité, image, notoriété d'une marque  Les leviers de la communication : panorama des outils et supports (charte graphique, internet, …)  Méthodologie de la mise en œuvre d'une stratégie de communication : o définition du contexte, des objectifs, des cibles o mise en place d'un plan de communication o mise en œuvre du plan de communication o analyse du résultat focus sur la communication digitale  Internet : bases techniques et concepts fondamentaux  Audit de site internet (exercice pratique)  Déploiement digital (site web, terminaux mobiles, réseaux sociaux, blog, newsletter, …) : pourquoi ? comment ? collaboration et intelligence collective Méthodologie et outils favorisant l'intelligence collective, la collaboration et la transmission de proposition complexes (représentations visuelles de l'information, méthodologie d'idéation)

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher

Méthodes d’évaluation : Sur quoi sera basée la note finale? / Method of assessment : What will the final grade be based on? Type d’évaluation Compétence évaluée Durée % de la note finale/ Type of evaluation Evaluated skill Duration % of the final grade

Mini CV de l’enseignant / Mini CV of the lecturer

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DISCIPLINE Focus International Business Titre du cours INTRODUCTION TO INTERNATIONAL BUSINESS Course title Langue Heures ECTS Programme Language Hours ENGLISH 24 ELECTIVES Nom de l’enseignant Dr Yves Landry Name of the lecturer Fonction - Employeur Lecturer / consultant, (Chambres de commerce, ESSEC, Kedge, Montpellier BS, IAE Aix, Bordeaux, Position - Employer Toulouse…) Contact [email protected] Objectifs du cours Understand of what international business is and why it is important Course objectives  Understand of the different national and global contexts (economic, socio-cultural, institutional) in which international business practitioners operate.  Appreciate how those contexts pose strategic opportunities and challenges to practitioners. Examines how firms conduct business internationally and what strategies are uppermost. Assess the impact of the COVID 19 pandemic on international business Compétences Ciblées On completion of this module, students will be able to: Intended Learning  Understand the key themes in international business and the institutional background that explains Outcomes business behaviour.  Have a global understanding of the evolution of the global business context, in order to be able to “anticipate the things to come”. Have an overview of some key tools and frameworks used in IB

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours The course is divided in five main topics. Each session consists of a lecture and a related case

Session 1 – Introduction to International Business in the new International 4h Business context In this part, we will deal with the new business context and how geostrategical reflections are helping managers in their strategic decisions for international business; The Geoeconomical contours of a post-COVID-19 world will be taken into consideration.

Session 2 – The global business environment (s) 5h This part involves the presentation and evaluation of geographical factors which generate specific competitive advantages to territories and their influence in the strategic policies of international companies.

Session 3 – The process of internationalisation and its challenges

5h In this part, we will analyze the specificity and dynamic forces the strategic approach of firms

in their internationalization development in the context of globalization of the economy. The

consequences of the geoeconomical reshuffling due to the COVID 19 pandemic crisis will be

examined, and more specifically its impact on globalization.

Session 4 – Strategic organisation for International Business

In this part, we will assess the impact of the new business paradigm to business organisation, 5h forms and aims.

Session 5 – Strategic risks of International Business

This last part aims to enhance students understanding of the challenges and risks induces by

the evolving international business environment and to provide a basic set of strategic 5h methodological tools in order to evaluate the binomial risks / opportunities associated with

business initiatives in the global context.

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher

Books Ian Bremmer, Preston Keat, The Fat Tail: The Power of Political Knowledge in an Uncertain World, New York, Oxford University Press, 2010. Cavusgil, C.S., Knight, G. and Riesenberger, J.R. (2008) International business – strategy, management and the new realities. Czinkota, M. R. and Ronkainen, I. A. (2005) International business – 7th edition. Hill, C.W.L. (1999) International business – Competing in the global marketplace. Katsioloudes, M. and Hadjidakis, S. (2007) International business – a global perspective. Rugman, A.M. and Collinson, S. (2009) International Business. Thomas Friedman, The World is flat: A Brief History of the Twenty-First Century, New York, Farrar, Straus and Giroux, 2005. Torben Juul Andersen ; Peter Winther Schrøder, Strategic Risk Management Practice: How to Deal Effectively with Major Corporate Exposures. (Cambridge University Press, 2010). Textbook “Global Development Horizons 2011; Multipolarity: The New Global Economy” World Bank. Articles “Sharpening strategic risk management” by Armoghan Momammed ; Richard Sykes. (PWC, 2012). “Business strategies for emerging markets: Management, investment and opportunities” by David Levine. (EWMBA 257, Spring 2006). Websites Economic indicators: IMF: http://www.principalglobalindicators.org Economic indicators: OECD : http://www.oecd.org/statistics Country information: http://eiu.com; https://www.cia.gov/library/publications/the-world-factbook/ Corruption: Transparency International’s: http://transparency.org Openness: Globalization index: http://globalization.kof.ethz.ch Competitiveness: World Economic Forum: competitiveness ranking: http://weforum.org; IMD World Competitiveness yearbook: http://imd.org Regulatory framework: World Bank: « Doing Business »: http://worldbank.org Business conditions: World Bank: « Doing Business »: http://worldbank.org Corporate and sovereign governance: World Bank: « Doing Business »: http://worldbank.org Economic freedom: Heritage Foundation: Index of economic freedom: http://heritage.org; Fraser Institute: http://fraserinstitute.org

Mini CV de l’enseignant / Mini CV of the lecturer Yves Landry is a Canadian and French national; he began his professional career in the humanitarian and development fields, notably in Soudan and Mali for the World Food Program of the UN. After this experience he worked in international consulting and then as an economist in charge of country risk in a leading asset management firm in Paris and London. Since 2012, he dedicated himself exclusively to the educational area and collaborates to several leading post graduate programs in France and abroad. Yves Landry is holding a PhD in Political Science (Paris V Sorbonne), a MSc in International Risk Management from HEC as well as diplomas from Sc Po and Langues’O.

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DISCIPLINE Focus International Business Titre du cours

Course title INTRODUCTION TO INTERNATIONAL BUSINESS Langue Heures ECTS Programme Language Hours ENGLISH 24 ELECTIVES Nom de l’enseignant Motte, Guy-loup Name of the lecturer Fonction - Employeur Lecturer / consultant : ESP Europe, Banque Publique d’Investissement (BPI) , ICHEC Brussels Position - Employer School of Management, Chambers of commerce, Kedge Marseille-Bordeaux, EMD Marseille, IAE Aix…) Contact [email protected] Objectifs du cours  Understand the Post-Covid context -what international business is and why it is important Course objectives  Understand the different national and global contexts (economic, socio-cultural, institutional) in which international business practitioners operate.  Appreciate how the international context impacts strategic opportunities and challenges for business.  How firms define international business strategy  How to conduct business internationally On completion of this module, students will have a better understanding of: - Major issues of international development and export - Global understanding of the evolution of the global economic context and impacts on business - Business strategy for international development - Major regional areas of economic growth and challenges of emerging markets - Steps business need to undertake to catch up with this changing environment - Have an overview of some key tools and frameworks used in IB including risk analysis

Compétences Ciblées BLOC 1 : CAPACITÉS MANAGÉRIALES / MANAGERIAL SKILLS Intended Learning BLOC 3 : COMPETENCES RELATIONNELLES ET DE COMMUNICATION / RELATIONAL AND Outcomes COMMUNICATION SKILLS BLOC 4 : COMPETENCES DE RECHERCHE / RESEARCH SKILLS

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours The course is divided in 4 main topics. Each session consists of a lecture and a related case

Session 1 –The Post Covid 19 International Business context: economic and finance In this part, we will review the new business context and how geostrategical reflections are helping managers in their strategic decisions for international business development. 6h 1.1 Global Geo-political environment review: current main events and issues 1.2 Global economic outlook: Snapshots of the World today after Covid19 1.3 The new Post Covid world Toward a new world (dis)-order?

1.4 Major international risks

Exercice: Analysis and presentation of selective current articles on geopolitics and geoeconomics

Session 2 – The Powers In this part, we will present the main Actors in the global business outlook and evaluate the critical factors which generate economic advantages and their influence in the strategic policies of 6h international companies

2.1 Global and regional Powers: USA, China, Japan, Russia and the EU 2.2 International trade and Energy outlook 2.3 Globalisation vs new form of protectionism 2.3 Trends 2040+

Session 3- Brief Market areas overview

In this part, we will present the actual main markets outlook by regions and the risks/opportunities for business.

3.1 North America 3.2 South-East Asia-Pacific 3.3 India-South and Central Asia 3.4 Europe : EU 6h 3.5 Europe : Non EU 3. 3.5 Brazil-Latin America 3.6 MENA5 3.7-Africa

Exercise: Analysis and presentation of selective emerging countries risk assessment Ie: Indonesia, Brazil, Myanmar, Romenia, Nigeria, Iran…

Session 4 – The process of internationalization, Strategic risks and operations in International Business 6h In this part, we will analyze the specific strategic elements driving the internationalization development

of companies in the context of globalization of the economy. we will also review the implementation of international business development and associated risks

4.1 Drivers of growth 4.2 Strategies of growth 4.3 International business development plan 3h 4.4 Associated risks

Case studies: Analysis of selective companies growth development plan: Ie:Tesla, Aldi,Alibaba,Tencent,Netflix,Ferrero...

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher

BIBLIOGRAPHY Books The World in 2020 The Economist; [email protected] Pocket World in figures, The Economist 2020 edition Sharma, R.; The rise and fall of Nations (2016); Penguin Books Recommended for reading prior to course Brooks, St and Wolforth, W :The United States Global Role in the 21 st century, Oxford University Press, 2016 Toksoz , M.; Guide to Country Risk; How to identify, manage and mitigate the risks of doing business across borders; (2014) The Economist World Bank, OECD, CIA, EU, World economist forum 1-SUPPLEMENTARY READINGS in English Acemoglu, D. and Robinson J.A.; Why Nations Fail, The Origins of Power, Prosperity and Poverty, (2012) Profile Books Ltd Wolf, M.; The Shifts and The Shocks, What we’ve learned and have still to learn from the financial crisis (2014); Penguin Books 2-SUPPLEMENTARY READINGS in French Boeck Lemaire, J-P. ; Stratégies d’internationalisation, Nouveaux enjeux d’ouverture des organisations, des activités et des territoires (2013) Dunod Paris Huet, J-M .; Stratégie internationale, explorer les relais de croissance (2015) Dunod Abdelmalki,L et Sandretto R. ; Le commerce international analyses,institutions et politiques des états Deboeck 2017 Websites • Economic indicators: IMF: http://www.principalglobalindicators.org • Economic indicators: OECD : http://www.oecd.org/statistics • Country information: http://eiu.com; https://www.cia.gov/library/publications/the-world-factbook/ • Corruption: Transparency International’s: http://transparency.org • Openness: Globalization index: http://globalization.kof.ethz.ch • Corporate and sovereign governance: World Bank: « Doing Business »: http://worldbank.org • Economic freedom: Heritage Foundation: Index of economic freedom: http://heritage.org; Fraser Institute: http://fraserinstitute.org

Méthodes d’évaluation : Sur quoi sera basée la note finale? / Method of assessment : What will the final grade be based on? Type d’évaluation Compétence(s) évaluée(s) Durée % de la note finale/ Type of evaluation Evaluated skill(s) Duration % of the final grade Individual Geo economic articles 20% Country risk assesment 20% Examen final 40% Collective Business case study 20%

Mini CV de l’enseignant / Mini CV of the lecturer Guy-Loup Motte holds a Master degree in International Law and a Master of Business Administration specialized in International business. He joined the Total Group in the USA in 1981.

Il occupied various functions in strategy, finance and marketing in the US, UK and Europe as marketing strategy developer in the USA, marketing director in the U.K et then European sales director. He also coordinated the activities of Total Development in Asia Pacific, MEA and South America.

He was seconded by Total to EUROPIA (European Petroleum Industry Association) in Brussels as a lobbyist for the oil industry vav the European Institutions. He created branches of Europia in the main CEE countries.

In 2015, he created IDS- Consulting a Paris based consultancy in international business development for start-ups and SME’s. He also lectures in universities and enterprises on global business strategy and international growth.

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DISCIPLINE Focus RH Titre du cours Evoluer dans la fonction RH: métiers, perspectives Course title et compétences clés Langue Heures ECTS Programme Language Hours FRANCAIS 24 ELECTIVES Nom de l’enseignant Name of the lecturer Jean-David GALLET Fonction - Employeur Consultant en GRH / Gérant de société Position - Employee Contact

Objectifs du cours  Comprendre les différents métiers RH Course objectives  Avoir une vision claire des perspectives d’évolution et des parcours de carrières RH possibles  Identifier les compétences clés requises par la fonction RH Compétences acquises  Avoir une vision claire des différents métiers RH (du généraliste RH au spécialiste, du Learning outcomes RH opérationnel au RH Corporate) ainsi que les perspectives d’évolution dans la fonction RH  Comprendre les compétences clés RH en termes de savoir-faire et savoir-être  Comprendre la mission RH dans son ensemble et son articulation entre patron et salariés.

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours Lundi 19 octobre et mardi 20 octobre 1. Métiers et perspectives de carrière dans la fonction RH: 12h00

 Brain storming collectif sur les responsabilités de la fonction RH

 Quelles sont les rôles et mission d’une DRH. Ce qu’elle est et ce qu’elle n’est

pas.

 Présentation du processus client/client, notamment dans l’industrie  Découvrir que la RH est une fonction support et qu’est-ce qu’une fonction support.  Les finalités du métier RH : que signifie Gérer les ressources humaines ?  Comprendre le biais et l’illusion de croire que gérer les RH amène forcément à être humain.  La finalité de l’entreprise, c’est la finalité de l’actionnaire : donc qu’attend l’actionnaire de ses acteurs RH ?

 Les métiers et parcours RH possible

 Les métiers possibles en interne et en externe des entreprises

 Les passerelles entre ses métiers  Les qualités et personnalités nécessaires ou recherchées.  Présentation du Master 2 GRH et du DU : les programmes : l’apprentissage ou les stages

Mercredi 21 octobre et jeudi 22 octobre 12h00 2. Mises en situation des compétences de la fonction RH :

 Devoir réaliser un entretien de recrutement  Animer des réunions DP-CE  Répartir des enveloppes d’augmentation salariales  Faire face aux demandes de formation  Former les cadres à l’entretien annuel  Coacher  Les compétences relationnelles, qu’est-ce que c’est.  Petit topo sur l’hygiène relationnelle  Quelques clés pour comprendre la gestion des conflits  En quoi le RH est-il concerné par le conflit : conflit social / conflit managérial / conflit de personnes.  Jeux de rôles sur tous ces sujets, avec situation hiérarchique, non hiérarchique, RH, client/fournisseur…

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher

Mini CV de l’enseignant / Mini CV of the lecturer

- 1995-1998 : Consultant recrutement (CEPIG - Paris). - 1998-2005 : Responsable du recrutement (Merlin Gerin, Atmel, Eurocopter). - 2005-2018 : Gérant cabinet JDéveloppement : Recrutement, formation, enseignement, coaching. - 2012-2018 : JDéveloppement crée Millétoiles : prestation événementielles pour événements publics et privés.

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DISCIPLINE FOCUS Finance Internationale Titre du cours Course title Introduction à la finance Langue Heures ECTS Programme Language Hours FRANCAIS 24 ELECTIVES Nom de l’enseignant Philippe BERTRAND / Jean-Sébastien LANTZ Name of the lecturer Fonction - Employeur Professeur, IAE Aix en Provence Position - Employee Maître de Conférences, IAE Aix en Provence Contact

Objectifs du cours Introduction à la finance Course objectives

Compétences acquises Comprendre les marches financiers et les concepts majeurs de la finance Learning outcomes

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours Philippe Bertrand: le 19 et 20 octobre 2020 PART 1 – Financement de l’entreprise et introduction en bourse 12 1 – La vie financière de l’entreprise face aux marchés financiers 2 – Les opérateurs financiers et leurs fonctions 3 – L’utilisation de la dette dans les opérations financières 4 – Les introductions en bourse 5 – Etude de cas du financement d’une entreprise Jean-Sébastien Lantz : le 21 et 22 octobre 2020 PART 2 – The Financial System and Financial Crises 12 1. Introduction to the Financial System 2. Asset Prices and Interest Rates 3. Securities Markets 4. Banking 5. Financial Crises

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher  “Macroeconomics and the Financial System” by N. Gregory Mankiw , Laurence M. Ball, Nov. 8th, 2010.  “The Economics of Money, Banking, and Financial Markets”, Frederic S. Mishkin, 10/e, Pearson, 2012.  “This Time Is Different: Eight Centuries of Financial Folly”, Carmen M. Reinhart & Kenneth S. Rogoff, Princeton University Press, 2009.& Shastri, « Financial Theory and corporate policy », 4ème édition, Addsion Wesley, 2005. • Hoovers • Financial times Méthodes d’évaluation : Sur quoi sera basée la note finale? / Method of assessment : What will the final grade be based on?

Type d’évaluation Compétence évaluée Durée % de la note finale/ Type of evaluation Evaluated skill Duration % of the final grade • Project in groups of five 5 35% • Individual exam 1 35% • Par ailleurs, la notation appréhende 30% également l'appréciation de l'enseignant concernant le comportement de l'étudiant(e) : présence, ponctualité, curiosité intellectuelle, contribution au cours…

Mini CV de l’enseignant / Mini CV of the lecturer

Philippe Bertrand, PhD Economics, Habilitation in Management Science http://www.iae-aix.com/fr/cv/enseignants/bertrand-philippe/

Jean-Sébastien Lantz, Directeur du Msc International Finance MBA and Phd in Finance Publications International consulting contracts

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DISCIPLINE FOCUS MARKETING Titre du cours Course title Etudes Marketing : Mesurer et optimiser la performance des marques Langue Heures ECTS Programme Language Hours FRANCAIS 24 ELECTIVES Nom de l’enseignant Eric TAFANI Name of the lecturer Fonction - Employeur Professeur des Universités (IAE Aix) Position - Employee Contact [email protected] Objectifs du cours Ce cours est une introduction aux principes et méthodes des études quantitatives en Course objectives marketing (questionnaire) et au data-driven marketing. Il porte plus spécifiquement sur la mesure du capital marque consommateur et la performance des marques :  Sélectionner et opérationnaliser les indicateurs de performance (KPI)  Analyser et interpréter les résultats  Identifier les avantages compétitifs et les faiblesses des marques  Segmenter les consommateurs et profiler les cibles  Elaborer des recommandations marketing et mettre en place des stratégies de communication intégrée (Brand Content) pour optimiser la performance. Compétences acquises BLOC 1 : COMPETENCES MANAGERIALES Intended Learning outcomes Comprendre l’environnement concurrentiel Développer une stratégie Piloter la performance BLOC 4 : COMPETENCE A LIER THEORIE ET PRATIQUE Elaborer une méthodologie de recherche Communiquer les résultats Elaborer des recommandations stratégiques et opérationnelles

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours Performance de la marque : le capital marque consommateur 6h Identité et Image de marque : les stratégies de communication intégrée (Brand Content) 6h Etude de cas 6h Reporting et présentation orale 6h

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher

Keller, Kevin (2009). Strategic Brand Management. Pearson. Michel, Géraldine (2009). Au cœur de la marque. Dunod.

BLOC 1 : COMPETENCES MANAGERIALES 50% Participation orale (Note Comprendre l’environnement concurrentiel individuelle) + Rapport écrit (Note de groupe) Développer une stratégie Piloter la performance

BLOC 4 : COMPETENCE A LIER THEORIE ET PRATIQUE 50% Elaborer une méthodologie de recherche Communiquer les résultats Elaborer des recommandations stratégiques et opérationnelles

Mini CV de l’enseignant / Mini CV of the lecturer

Eric Tafani est professeur de psychologie du consommateur et de marketing quantitatif à l’IAE Aix-Marseille, Graduate School of Management. Il est chercheur au CERGAM et membre de la chaire Marques et Valeurs de l’IAE Paris-Sorbonne Business School. Ses recherches portent sur le comportement des consommateurs, leurs relations aux marques et la performance des marques. Il exerce des activités de consultance notamment dans les secteurs de l’automobile et du luxe.

FOCUS RÉSERVÉ AUX ÉTUDIANTS DE 1ère année

DISCIPLINE Focus Management et Marketing des Activités de Service Titre du cours Course title Management et Marketing des services Langue Heures ECTS Programme Language Hours FRANCAIS 24 ELECTIVES Nom de l’enseignant Valérie Mathieu Name of the lecturer Fonction - Employeur Directeur du MSc Management et Marketing des Services Position - Employee Contact [email protected] Objectifs du cours  Découvrir la spécificité du management et du marketing des services Course objectives  Découvrir la réalité économique des secteurs des services

Compétences acquises • Analyser la servuction d’une unité de service (1) Learning outcomes • Présenter une offre de service (2) • Appréhender la dimension humaine du service (3) • Acquérir une connaissance approfondie sur les secteurs du service (4)

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours Jour 1 . La servuction et ses implications managériales 6h . Workshop : Découverte sectorielle des services Jour 2 . Gestion d’un marché de service 6h . Gestion d’une offre de service . Workshop : Découverte sectorielle des services Jour 3 6h . Gestion d’une équipe . Workshop : Découverte sectorielle des services Jour 4 6h . Examen individuel final . Présentation des workshops

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher  Pierre Eiglier, La Logique Service, Economica, 2010  Christopher H. Lovelock and Jochen Wirtz, Services Marketing, People, Technology, Strategy, Prentice Hall, 2010 Méthodes d’évaluation : Sur quoi sera basée la note finale? / Method of assessment : What will the final grade be based on?

Type d’évaluation Compétence évaluée Durée % de la note finale/ Type of evaluation Evaluated skill Duration % of the final grade Vous réaliserez en groupes l’analyse d’un secteur des (4) 50% services et en ferez une présentation orale Examen final individuel sous forme de quizz. (1) (2) (3) 30’ 50%

Mini CV de l’enseignant / Mini CV of the lecturer

Valérie Mathieu, from the Marketing Department of IAE, is Director of the MSc Marketing and Management of Services. She holds a Ph.D in Service Management (Aix-Marseille) and she is a former participant of the International Teaching Program from London Business School. Valérie has been used to teaching marketing and service management in different parts of the world : USA (Arizona State University, Owen Business School), Europe (Helsinki University of Technology, Kozminski University in Warsaw) and Asia (University Putra Malaysia). She has also worked with several Corporate Universities (Accor, Alcatel, EDF, SNCF, Groupama ...). She is the author of numerous articles.

RÉSERVÉ EN PRIORITE AUX ÉTUDIANTS DU PARCOURS International Business (entrée directe)

DISCIPLINE Obligatoire pour les IB en entrée directe Titre du cours Course title International Trade/Commerce international Langue Heures ECTS Master Programme Language Hours English- 24 ELECTIVES Français Nom de l’enseignant/ Elisabeth JOUANNAUX Name of the lecturer Fonction / Employeur Enseignant – IAE –Aix-Marseille Position / Employee Contact [email protected] Objectifs du cours / Mastering supply chain in terms of logistic organization and international trade in order Course objectives to make strategic decisions and manage to import or export goods successfully Compétences acquises/ BLOC 1 : CAPACITÉS MANAGÉRIALES / MANAGERIAL SKILLS Learning outcomes BLOC 2 : COMPETENCES DE CREATIVITE ET DE GESTION DE PROJET / CREATIVITY AND PROJECT MANAGEMENT SKILLS BLOC 3 : COMPETENCES RELATIONNELLES ET DE COMMUNICATION / RELATIONAL AND COMMUNICATION SKILLS

Contenu du cours par session/ Course content per session Nombre d’heures/ Number of hours 3 hours each session Session GLOBAL TOPIC DETAIL 1 Supply chain 1 Panorama of world economy in 2015.

Definition of incoterms 2010 2 Supply chain 2 Transport solutions

Maritime Air Road

Ports in the world 3 Supply chain 3 Transport Insurance

Coface

Customs 4 Intermediary Application of the knowledge Work Group Reminders 5 Choice of the QUIZZ supplier 1 International Purchase

Offer specifications

Electronic platforms-tenders 6 Choice of the Purchasing Techniques

supplier 2 The collation board 7 Choice of the Purchasing in B to B and B to D supplier 3 Costs calculations

Preparation to the exam 8 Final Examen Individual evaluation

Méthodes d’évaluation Sur quoi sera basée la note finale? / Method of assessment What will the final grade be based on? Durée/ Duration % de la note finale/ Type d’évaluation/ Type of evaluation % of the final grade Individuelle 30mn 25% •Intermediary Quiz : from lecture 1 to 4

•Final Exam : Quiz and cases covering the different topics and 3h 50% material from session 1 to 7

Groupe 3h 25%  Tutored Team Work: with results presentation in class

Bibliographie – Auteur, titre, année, éditeur/ Bibliography – Author, title, year, publisher  Pierre David (2013) ‘International Logistics: The Management of International Trade Operations ’, Fourth edition  A. Rushton, P. Croucher, P. Baker (2006) Handbook of Logistics and Distribution Management 3rd edition, Kogan Page  A. V. Deardorff, (2006) Terms of Trade : Glossary of International Economics World Scientific Publishing Company, Incorporated  D. Waters (ed.), (2008) Global Logistics : New Directions in Supply Chain Management 5th edition, Kogan Page  E. G. Hinkelman, (2009) A short course in International Trade Documentation, World Trade Press  E. G. Hinkelman, (2009) A short course in International Payment, World Trade Sites Internet et autres références utiles pour le cours Internet websites and other relevant information for the course • https://madb.europa.eu/madb/ • http://www.worldbank.org/ • http://www.coface.com/  http://www.iccwbo.org/ • https://www.searates.com/ https://www.worldfreightrates.com/fr/

Mini CV de l’enseignant/ Mini CV of the lecturer

Elisabeth JOUANNAUX

Elisabeth has 22 years professional experience and 6 years academia. She is currently Academic Director the International Trade & Logistics Master in Kedge Business School and in the process of completing a PhD in International Strategy at CERGAM research center (Aix en Provence University).

She has conducted his student career in parallel to her professional one. She received a Master degree in Management & Marketing Services from the IAE in Aix-en-Provence (1990) and an Executive Maritime MBA in Kedge Business School (2012). Elisabeth worked in different industries.

She started as sales representative in 1987 SODIAAL group (Dairy Products) then participated to launch an activity of medium range leather craft (ATELIERS D’ARMANÇON –subcontractor of LVMH). Her main experience was in LYRECO (Global B2B office supplies distribution group) during 13 years at different positions in operational marketing, sales management up to Commercial Director of Eastern Canada. Elisabeth also worked in maritime industry: first in CMA-CGM (Maritime company) as Port Services Negotiator in Purchasing Department and finally in BOURBON OFFSHORE as Corporate Project Manager.

Unité d’Enseignement (UE) TRANSVERSE Titre du cours / ECUE Course title Public Speaking and Presentation Skills Langue Heures ECTS Programme Language Hours ENGLISH 24 ELECTIVES Nom de l’enseignant Arnaud BALME Name of the lecturer Fonction - Employeur Certified professional independent consultant and trainer in public speaking, Position - Employer presentation and media training skills. Contact [email protected] / 06.12.21.93.92. Objectifs du cours  Examine, understand and apply the principles of oral communication, public Course objectives speaking and presentation that drive all business interactions.  Develop skills in preparing, organizing and delivering authentic, accessible and connected presentations with a specific audience.  Get individual and collective practical experience with in-class small group presentations to become more effective communicators and cultivate personal leadership style. Compétences Ciblées BLOC 1 : CAPACITÉS MANAGÉRIALES / MANAGERIAL SKILLS Intended Learning Outcomes BLOC 3 : COMPETENCES RELATIONNELLES ET DE COMMUNICATION / RELATIONAL AND COMMUNICATION SKILLS BLOC 5 : ACQUERIR ET DIFFUSER UN LEADERSHIP HUMAIN / EMPOWERING HUMANISTIC LEADERSHIP SKILLS

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours Monday : Basics of Public Speaking and Elevator Pitch 9h00-12h00 : 3 hours  Introduction to public speaking  Goals of the course  Overview of course and course work  Dealing with nerves  Non-verbal presentation skills

 Basic principles of introduction speech (elevator pitch) 13h15-16h15 :  Workshop elevator pitch  Introduction speeches delivered and recorded  Discussion of speeches 3 hours Tuesday : Informative Speech, Persuasive Speech and Impromptu Speech 9h00-12h00 :  Analyzing the audience  Organizational patterns of different speeches  Methods of persuasion  Outlining the speech 3 hours  Effective introductions and conclusions  Impromptu speech and handling Q&A 13h15-16h15 :

 Workshop informative, persuasive and impromptu Speech  Speeches delivered and recorded  Discussion of speeches

Wednesday : Storytelling and Effective Visual Aids Skills 3 hours 9h00-12h00 :  Elements of a good story  Narrative pitch and classical story structure  Types of effective visual aids  Design principles 3 hours  Powerpoint and visual aids tips 13h15-16h15 :  Workshop narrative pitch with visual aids 3 hours  Speeches delivered and recorded  Discussion of speeches

Thursday : Final Exam and Group Speeches Contest 9h00-12h00 3 hours  Final writing exam  Workshop storytelling speech with visual aids prepared and delivered in groups of 3 13h15-16h15

 Speeches delivered and recorded  Discussion of speeches  Voting results and awards ceremony 3 hours  Conclusion of the course  Students course evaluation

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher

Méthodes d’évaluation : Sur quoi sera basée la note finale? / Method of assessment : What will the final grade be based on? Type d’évaluation Compétence(s) évaluée(s) Durée % de la note finale/ Type of evaluation Evaluated skill(s) Duration % of the final grade Individual Class attendance & participation (/10 pts)  Examine, understand and apply the principles of oral communication that drive all business interactions 20’ 50% with writing exam questions (/90 pts) Individual & Collective/  Develop skills in preparing, organizing and delivering practical experiences: authentic, accessible and connected presentations with a specific audience.  Get individual and collective practical experience with in-class small group presentations to become more effective communicators and cultivate personal leadership style. (/100 pts):  Individual (/50 pts):

1.Word choice: The speaker demonstrates a careful choice of 1.deliver a 2’ individual 2’ 25% words. (/10 pts) effective speech (elevator pitch, informative speech, 2.Vocal expression: The speaker effectively uses vocal persuasive speech or expression and paralanguage to engage the audience. (/20 pts) impromptu speech) 3.Nonverbal behavior: The speaker demonstrates nonverbal behavior that reinforces the message. (/20 pts)

 Collective (/50 pts):

1.Topic selection: group selects a topic that is appropriate to the audience and occasion. (/10 pts)

2.deliver a 5’ collective 2.Introduction: The group formulates an introduction that effective presentation grabs the audience’s attention to the topic. (/5 pts) 5’ 25% (storytelling) in groups of 3 3.Organization: The group uses an effective organizational with visual aids pattern. (/10 pts)

4.Supporting materials or/and Visual aids: The group locates, synthesizes, and employs compelling supporting materials or visual aids. (/5 pts)

5.Conclusion: The group develops a conclusion that reinforces the thesis and provides psychological closure. (/5 pts)

6.Effectual persuasion: The group constructs an effectual persuasive message with credible evidence. (Peers’ evaluation) (/15 pts)

Mini CV de l’enseignant / Mini CV of the lecturer Arnaud Balme is a former radio and TV journalist and anchorman. Certified consultant and trainer, he has been coaching leaders and executives for more than 10 years in public speaking and media training. Every year, he runs workshops with hundreds of people to improve their oral communication skills and ace their sales pitch, PowerPoint presentation, media interview, assertive communication, leadership and behavioral agility... Joined Radio France in 1996, he hosted various programs, both entertainment, sports and information (France Bleu, France Info), until 2010. He also presented the weather forecast on France 3 and worked for several newspapers (Groupe Prisma, La Provence). Arnaud Balme holds a MSc in Accounting Auditing Control from Aix-Marseille University and he’s a graduate of IAE Aix- en-Provence in Corporate Communication & Change Management (1998).

DISCIPLINE TRANSVERSE Titre du cours Mondialisation et Développement Durable / Course title Responsabilité sociétale des organisations : prospectives du monde d’après Langue Heures ECTS Programme Language Hours FRANCAIS 24 ELECTIVES Nom de l’enseignant Thierry BOBLET Name of the lecturer Fonction - Employeur Consultant et co-fondateur du site responsabilite-societale.fr – Doctorant Panthéon-Assas Position - Employee

Contact Objectifs du cours Au cœur d’une profonde métamorphose, le cours s’attachera au plus près de l’actualité, Course objectives à cartographier les limites d’un Monde à dépasser, et identifier les émergences d’un Monde d’après. Il s’agira aussi de décrypter les mécanismes de mise en œuvre et d’intégration des concepts de développement durable et de responsabilité sociétale (RSE) au sein de l’entreprise. Un travail particulier sera effectué sur l’approche du dialogue avec les parties prenantes condition fondamentale de la mise en œuvre des processus de management qui seront évoqués. Par l’analyse de cas (campagnes de communication d’entreprises, événements internationaux…), par l’étude de documents sources (discours, déclarations, études de cas…), par une réflexion partagée (controverses...), le cours aspire à « exhauster » une distance critique par rapport à l’information et prendre les mesures d’un monde nouveau qui s’annonce. Compétences acquises Connaître les limites du monde à dépasser : comprendre les liens entre les aspects Learning outcomes environnementaux et l’économie Apprendre la démarche de prise en compte des parties prenantes Lecture du temps présent. Grammaire commune du développement durable et de la RSE. Méthodologie prospective : les nouveaux modèles économiques. Savoir mettre en œuvre un diagnostic RSE d’une entreprise ou d’un projet Savoir analyser la communication et les rapports extra-financiers

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours Cours n°1 - Chasse aux idées reçues 2

Cours n°2 – Complexité d’un monde en mutation: Idées clefs pour lire le temps présent. 2

Cours n°3 - Le développement durable/Responsabilite Societale des Organisations : 7 genèse d’une évidence

Cours n°4 – Ateliers jeu de rôle 4

Cours n°5 – Atelier : Methodologie de diagnostique en stratégie Responsabilité Societale / 6 Développement Durable 3 Cours n°6 – Prospective d’un monde en mutation: Les nouveaux paradigmes

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher  Mathieu Baudin, Développement durable nouvelle idéologie du XXIème siècle?, Col Prospective, L’Harmattan, 2009.  Patrick Viveret, la cause Humaine, du bonne usage de la fin d’un monde, Ed. Les Liens qui Libèrent, 2012.  Jérémy Rifkin, La troisième révolution industrielle, Ed. Les Liens qui Libèrent, 2012  Thomas Piketty, Le Capital au XXIe siècle, Ed. Seuil, 2013  Philippe Cahen, Signaux faibles mode d’emploi », Ed. d’organisaition, 2010  William MONLOUIS-FELICITE, David Melki, J.C Javillier, Vers les nouveaux mondes du travail, Collection Société et Avenir, 2017  William Monlouis-Félicité., « La Stratégie en responsabilité sociale (RSE) : Un facteur de développement de la résilience des entreprises », Revue Européenne de Coaching, 1, 12/2016 Méthodes d’évaluation : Sur quoi sera basée la note finale? / Method of assessment : What will the final grade be based on? Type d’évaluation Compétence évaluée Durée % de la note finale/ Type of evaluation Evaluated skill Duration % of the final grade  Etude de cas : Diagnostique de la Par ailleurs, la notation appréhende également 60% performance globale d’une l'appréciation de l'enseignant concernant le comportement de l'étudiant(e) : présence, entreprise. ponctualité, curiosité intellectuelle, contribution au 40% cours…  Atelier jeux de role

Mini CV de l’enseignant / Mini CV of the lecturer

Unité d’Enseignement (UE) TRANSVERSE Titre du cours / ECUE Course title Corporate and Business Strategies in the Cosmetics sector Langue Heures ECTS Programme Language Hours ENGLISH 24 ELECTIVES Nom de l’enseignant BONCORI Anne-Laure Name of the lecturer Fonction - Employeur INSEEC Position - Employer Contact [email protected] Objectifs du cours To equip students with a mastery of the fundamental and more advanced concepts Course objectives of Corporate & Business Strategy by applying them to the cosmetics sector.

To offer them a complete overview of the issues and strategies of players in a particular sector, that of cosmetics.

To stimulate their critical thinking and analytical skills. Compétences Ciblées BLOC 1 : CAPACITÉS MANAGÉRIALES / MANAGERIAL SKILLS Intended Learning Outcomes BLOC 3 : COMPETENCES RELATIONNELLES ET DE COMMUNICATION / RELATIONAL AND COMMUNICATION SKILLS BLOC 4 : COMPETENCES DE RECHERCHE / RESEARCH SKILLS

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours Session 1: Introduction to corporate & business strategy, and strategic 3 hours management

Session 2 : Beauty market fundamentals 3 hours

Session 3 : Environmental scanning and competition analysis 3 hours

Session 4 : Corporate and business strategies within the cosmetics sector 3 hours

Session 5 : Group presentations 3 hours

Session 6 : Internationalization and growth strategies 3 hours

Session 7 : Final exam – Brand and Communication strategy 3 hours

Session 8 : Innovation and digital strategy within the cosmetics sector 3 hours

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher • G. JOHNSON, K.SCHOLES, Richard WHITTINGTON, Exploring Corporate Strategy, 2008, Pearson Education. • LAURENCE LEHMANN-ORTEGA, FREDERIC LEROY, BERNARD GARRETTE, PIERRE DUSSAUGE, RODOLPHE DURAND et al, Strategor - 7e edition, 2016, Dunod. • LE NAGARD-ASSAYAG E., MANCEAU D. (2011), Marketing de l’innovation. De la création au lancement de nouveaux produits, Paris, Dunod.

Méthodes d’évaluation : Sur quoi sera basée la note finale? / Method of assessment : What will the final grade be based on? Type d’évaluation Compétence(s) évaluée(s) Durée % de la note finale/ Type of evaluation Evaluated skill(s) Duration % of the final grade Présentations orales de MANAGERIAL SKILLS 30’ 50% group/Group presentations RELATIONAL AND COMMUNICATION SKILLS Examen final/Final exam RESEARCH SKILLS /2 hours 50%

Mini CV de l’enseignant / Mini CV of the lecturer Anne-Laure BONCORI is an Associate Professor in Management and Strategy at INSEEC Business School. Her research focuses on the models of management and corporate governance, and examines the diffusion of management idea and practices. Nominee in 2013 for the William H. Newman Award (cross-divisional best paper award based on dissertation for the whole Academy of Management), Anne-Laure is also specialized in actors’ strategies of the cosmetics sector. She is the Director of the INSEEC Msc 2 Cosmetics Industry Management.

DISCIPLINE TRANSVERSE Titre du cours Course title Project Management Langue Heures ECTS Programme Language Hours ENGLISH 24 ELECTIVES Nom de l’enseignant Name of the lecturer Lionel APRILE Fonction - Employeur Project Manager – Business developer for Program Management Position - Employee

Contact Objectifs du cours Whatever the field of activity in which a manager is involved, projects are of his duty. They can be Course objectives called studies, operations, business, projects, folders, or missions, the manager must implement methods to master the mission entrusted to him and to coordinate the project team.

Objective : Allow participants to be effective in the role they will play on the projects: - Understand project operation, their environment and their development, - Know the actions to be taken at each stage of the project, - Adopt the attitude that makes the difference in different situations. Compétences acquises On successful completion of this course student will: Learning outcomes - Identify a project, its challenges and weaknesses, - Identify stakeholders and develop their managerial skills to achieve project goals (negotiation, delegation, communication, crisis management, project team management, ...) - Clearly define and frame the project, - Plan, identify risks and control project progress.

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours Project definition and project management issues and history Project stakeholders and their responsibilities What attitude to be promoted in order to become an effective project manager (Improve communication, discover his negotiating skills, learn to effectively delegate, facilitate physical meetings, defuse conflicts) Organize the project and its environment (the project structures, multi-project/multi- resources organization, establish a project team set up an information system, build a communication plan) Organize project main milestones Define the need and frame the project Scheduling and resources / time / risk estimate The project management (which levers operate, the dashboard, cost management) Changes and modifications management Project termination and closing report

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher  La conduite de projets (Thierry Hougron)  Le chef de projet efficace (Alain Fernandez)  PMBoK 6th edition – PMI Institute (2017)  La négociation de projet : Des objectifs à la réalisation (Michel Vuillod)

Méthodes d’évaluation : Sur quoi sera basée la note finale? / Method of assessment : What will the final grade be based on? Type d’évaluation Compétence Durée % de la note finale/ Type of evaluation évaluée Duration % of the final grade

It will be through the development of an individual or group Evaluated skill project on a personal or professional subject. 4h00 100%

This document will focus on the project definition of their

choice which will take into account all technical / cost / time / risk / management components showing the essential elements of anticipation and projection to control their project.

Mini CV de l’enseignant / Mini CV of the lecturer

Lionel APRILE is project manager at LGM, 1 400 people, specialized in consulting and assistance to complex and high technology project ownerships. As project leader and skills responsible in the areas of scheduling, cost management and risk management projects, he intervenes as such for important companies’ project team coaching worldwide: ITER, Airbus, CEA, Naval Group, ,...

DISCIPLINE TRANSVERSE Titre du cours Course title E-Marketing et E-Pub Langue Heures ECTS Programme Language Hours FRANCAIS 24 ELECTIVES Nom de l’enseignant Guillaume Eouzan Name of the lecturer Fonction - Employeur CEO Mind Fruits Position - Employer Contact [email protected] Objectifs du cours Disposer de l’ensemble des bases stratégiques et opérationnelles en marketing digital, Course objectives recherchées par la majorité des entreprises Compétences Ciblées Connaître l’évolution et l’importance du Digital (numérique) sur l’économie nationale et Intended Learning Outcomes internationale Comprendre l’évolution du marketing digital Maitriser les stratégies E-Marketing dans la création d’offre produit et services adaptées Savoir identifier les différentes sources de trafic d’un site internet Maitriser les optimisations nécessaires à mettre en pratique afin de développer le trafic d’un site internet (Trafic Management) Savoir préconiser des optimisations en référencement naturel Découvrir l’ensemble des leviers de la E-publicité Savoir proposer un plan E-média stratégique Mesurer et analyser les datas de trafic d’un site internet Produire un rapport de préconisation d’optimisation de la conversion d’un site internet

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours Panorama du web et nouvelles technologies 3h Panorama de l’économie digitale en France et dans le monde Les 3 nouvelles revolutions : ConnectedObjects, 3D printing, Consommation collaborative Du Marketing au Marketing Digital Les 4 P dans le Digital 3h Les stratégies prix a developer sur internet La revolution communication Créer des produits et services adaptés au digital La distribution On line

Maitriser l’ensemble des sources de trafic d’un site internet :

SEO (référencement naturel) 12 h SEA (Search engine adverstising) SMO (Social Media Optimisation) SMA (Social Média Advertising) Newsletter Maitriser les analyses de données et de conversion Découvrir les secrets de Google analytics 6h Analyser la User Expérience Comment auditer la conversion d’un site internet

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher  Webmarketing - Définir, mettre en pratique et optimiser sa stratégie 2.0 Guillaume EOUZAN ED. ENI  Le Guide ultime du Web-Marketing de Michael Miller  Réussir son dispositif de e-commerce Arnaud DE RANCOURT  Réseaux sociaux - Comprendre et maîtriser ces nouveaux outils de communication (3ème édition) Romain Rissoan  Stratégies et techniques SEO Olivier Andrieu (Auteur) Paru le 2 juin 2016 Guide (broché)  Audit de site web (2e édition) Vincent HIARD Ed ENI  Objets connectés La nouvelle révolution numérique Renaud ACAS - Eric BARQUISSAU - Yves-Marie BOULVERT - Eric DOSQUET - Frédéric DOSQUET - Jérémy PIROTTE Edi ENI Méthodes d’évaluation : Sur quoi sera basée la note finale? / Method of assessment : What will the final grade be based on? Type d’évaluation Compétence(s) évaluée(s) Durée % de la note finale/ Type of evaluation Evaluated skill(s) Duration % of the final grade Evaluation individuelle en Ligne Connaissances acquises 2 H 100 %

Mini CV de l’enseignant / Mini CV of the lecturer Ancien directeur de l’Ecole Supérieure de Communication des Entreprises d’Aix en Provence CEO de Mind Fruits ( Mind Fruits web Academy, Web Agency et de Oncle Web Professeur à l’IAE d’Aix en Provence, Sup de Pub Paris, Université Aix Marseille Collaboration auprès de différents magazines (Capital, Chef d'Entreprise Magazine, E-commerce magazine, Marketing Magazine...) Expert Association Nationale Pour le Marketing (Adetem) Auteur du livre « Webmarketing : définir, mettre en pratique et optimiser sa stratégie 2.0 » aux Editions ENI Conférencier et Guest Speaker (Google Adwords Summit, SMX Paris, SEO Camp Paris, VAD Lille ….)

Unité d’Enseignement (UE) TRANSVERSE Titre du cours / ECUE Course title INNOVATION & PURCHASING : READY TO DISRUPT? Langue Heures ECTS Programme Language Hours ANGLAIS 24 ELECTIVES Nom de l’enseignant Murielle FRANCILLETTE Name of the lecturer Fonction - Employeur Research Associate, ESSCA Ecole de Management Position - Employer Senior Innovation, Purchasing and Sales Trainer/consultant FormationETEVOLUTION Contact [email protected] Objectifs du cours The Purchasing and Innovation course seeks to provide students with knowledge Course objectives regarding innovation methodologies and tools, and developing competencies that allow them to lead a purchasing innovation process making them agents of change in the world of innovation able of partnering with other innovation functions. Specific objectives include : • Understand the concepts linked to innovation and purchasing • Show the value add of purchasing function withing the innovation process management • Be able to source innovation from external ressources market Compétences Ciblées Sélectionner la ou les compétences ciblées par le cours (3 blocs maximum - effacer les Intended Learning Outcomes compétences non cibées) : BLOC 1 : CAPACITÉS MANAGÉRIALES / MANAGERIAL SKILLS BLOC 2 : COMPETENCES DE CREATIVITE ET DE GESTION DE PROJET / CREATIVITY AND PROJECT MANAGEMENT SKILLS

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours DAY 1: Sequence 0: Introduction 1h00 Sequence 1: Innovation as a major lever of company growth 1-1 Innovation cluster 2h00 1-2 The most innovative companies’ characteristics Innovation definition typologies and sources. Sequence 2: Purchasing contribution to Innovation why? How? Organizing the purchasing function for innovation 3h00 2-1 Innovation strategies for purchasing implication 2-2 Purchasing Innovation process and Innovation process linkage 2-3 Rethinking the specifications to meet innovation challenges 2-4 Innovation competences needed

DAY 2: Sequence 3: Business case Innovating in the mining industry with tyres 3h00 Sequence 4: Innovation capture from suppliers 4-1 How to choose an innovative supplier 3h00 4-2 Building the favorable conditions for innovation Supplier Relationship Management

DAY 3: Sequence 4 Innovation capture from suppliers to follow 2h00 4-3 Open innovation 1h00 4.4 Watercooler Sequence 5: Business case Innovating in the mining industry with tyres 3h00 DAY 4: Sequence 7: Innovation protection Seller Buyer Relationship-Contract management 1h00 Sequence 8: Business case Innovating in the mining industry with tyres Sequence 9: Preparation and Testing knowledge and Competences acquired 2h00 through online MCQ 3h00

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher

Legenvre, H., and Gualandris, J., 2017. Innovation Sourcing Excellence:Three Purchasing Capabilities for Success. Business Horizons Enrichir l'analyse des relations client-fournisseur par la motivation : le cas d'un équipementier automobile, N Tréhan - Revue Française de Gestion Industrielle, 2011 Collaborer pour innover : Le management stratégique des ressources externes (Français) Poche – 17 juillet 2018 Servajean-Hilts, Hugues Poissonnier Porter, Michael E. "Clusters of Innovation : Regional Foundations of U.S. Competitiveness." Council on Competitiveness, Washington, DC, October 2001. (Report.) Unlocking the Potential Value of SRM through Effective Governance, Vantage partners, 2014 Vantage Partners Supplier Relationship Management Study by Jonathan Hughes, Ashley Hatcher Hetrick, and Jessica Wadd Open innovation: a new paradigm for understanding industrial innovation H Chesbrough - Open innovation: Researching a new paradigm, 2006 - books.google.com Calvi R, Pihlajamaa M. Servajean R. dans l’ouvrage, Schupp F. et Woehner H. (2019) « The Nature of Purchasing », Springer ed. Innovation scouting: a new challenge for the purchasing function Industrial Marketing Management, Volume 35, Issue 8, November 2006, Pages 925-935 How to distinguish innovative suppliers? Identifying innovative suppliers as new task for purchasing, HolgerSchiel https://www.inpi.fr/fr/services-et-prestations/innovation-collaborative-et-propriete-intellectuelle-quelques-bonnes-pratiques-2012

Eventuellement, identifier des modules CrossKnowledge http://iaeaix.lms.crossknowledge.com

Méthodes d’évaluation : Sur quoi sera basée la note finale? / Method of assessment : What will the final grade be based on?

Type d’évaluation Compétence(s) évaluée(s) Durée % de la note finale/ Type of evaluation Evaluated skill(s) Duration % of the final grade Final individual MCQ -Understanding of Innovation and Purchasing 1h00 100% Innovation key concepts -Ability to choose the right innovation process to capture innovation from suppliers -Ability to properly protect innovation

Mini CV de l’enseignant / Mini CV of the lecturer

Strong enterprise practitioner with more than 20 years in management roles in multinationals within Sales, Marketing Innovation and Purchasing. Experience developing and delivering innovative and international trainings/consultancy for purchasing and sales teams. Academic Researcher in innovation management Currently a DBA candidate at University Paris Dauphine. Thesis on Innovation from Purchasing teams.

Unité d’Enseignement (UE) TRANSVERSE Titre du cours Course title DIGITAL BUSINESS MODELS Langue Heures ECTS Language Hours ENGLISH 24 ELECTIVES Nom de l’enseignant/ Dr Christophe GARONNE Name of the lecturer Fonction / Employeur Position / Employee Professor Objectifs du cours / Uberisation, disruptive business models, and digital economy are phenomena that have hit the Course objectives news creating both interests and concerns worldwide. The objective of this course is to shed light on these concepts by examining the underlying aspects of the business models of the digital economy. The course is based around the analysis of several iconic firms in this industry such as those from the GAFA (Google, Amazon, Facebook, Apple), the NATU (Netflix, AirBnB, Tesla, Uber), and new emerging start-ups.

The module is organized as a step-by-step approach of business model creation to provide students with an understanding of the necessary tools and techniques to create and analyze business models.

1. Understand the typology of the different business models available and their appropriateness 2. Understand the different components of a business model and their dynamic nature 3. Understand that business models are an essential element of innovation but also a key success factor especially for new ventures 4. Understand the fit between business models and the strategy of the firm 5. Develop a good understanding of the digital economy and its specificities 6. Develop a good understanding of the fit between business models and the venture creation process Compétences acquises/ This course is intended as a 'hands-on' practical module on how business models create Learning outcomes innovation. It complements other entrepreneurship courses offered at the institution. It offers students an opportunity to develop and apply specific entrepreneurial skills and mindset that are important to become an entrepreneur, to join an incubator program or to develop key assets for future employment.

Contenu du cours par session/ Course content per session Nombres d’heures/ Number of hours Day 1. Introduction to business models and the digital economy 6h per day over 4 days  Definitions  Typologies  Theoretical underpinnings

Day 2. Business models & strategy  Tools, techniques and models  Analyses and evaluation of business models  Applications through cases

Day 3. Business models & Innovation  Applications to the digital economy  Specificities of digital economies  Business models and the ecosystem

Day 4.Business models & Venture creation  Applications through cases

Méthodes d’évaluation Sur quoi sera basée la note finale? / Method of assessment What will the final grade be based on?

Several case studies to be done over the duration of the course and presentations (TBD)

Type d’évaluation/ Type of evaluation Durée/ Duration % de la note finale/ % of the final grade

Case study 1 3h (30%) Case study 2 3h (50%) Presentation/participation (20%)

Bibliographie – Auteur, titre, année, éditeur/ Bibliography – Author, title, year, publisher COURSE MATERIAL Textbook

Osterwalder, A., Pigneur, Y et al., (2014). Value Proposition Design: How to Create Products and Services Customers Want. Wiley, 1st Ed.

Osterwalder, A., Pigneur, Y., (2009). Business Model Generation. In: A Handbook for Visionaries, Game Changers, and Challengers. Modderman Drukwerk, Amsterdam.

SUPPLEMENTARY READINGS

List of References Articles and other resources are available through databases such as EbscoHost. Amit, R. and Zott, C. (2001) Value Creation in e-Business, Strategic Management Journal, 22(6/7): 493– 520. Casadesus-Masanell, R. and Ricart, J. (2010) From Strategy to Business Models and onto Tactics, Long Range Planning 43(2/3): 195–215. Casadesus, R. et al. (2012). When One Business Model Is Not Enough, Harvard Business Review, January-February, 132- 137. Eisenhardt, K.M., Sull, D.N. (2001). Strategies as simple rules Harvard Business Review, January, 107-116. Foss, N.J., Saebi, T. (2017). Fifteen Years of Research on Business Model Innovation: How Far Have We Come, and Where Should We Go? Journal of Management, 43, 1, 200 - 227 Hamermesh R.G., et al., (2002). A note on business model analysis for entrepreneur, Harvard Business School, Note 9-802- 048. HBR list of audacious idea for solving the world problem, (2012). Harvard Business Review, January-February, 49-64. Priem, R.L., Wenzel, M., Koch, J., (2018). Demand-side strategy and business models: putting value creation for consumers center stage. Long Range Planning, 51, 1, 22-31. Sousa MJ, Rocha A. (2019). Skills for disruptive digital business. Journal of Business Research, 94, 1, 257-293.

Electronic resources http://www.gemconsortium.org/ “The world largest study of entrepreneurship” http://www.sethgodin.com/sg/docs/bootstrap.pdf “The bootstrapping bible” eBook.

Mini CV de l’enseignant/ Mini CV of the lecturer

Christophe Garonne is Assistant Professor of Entrepreneurship at Kedge Business School, France (AMBA, EQUIS & AACSB) and the Academic Director of the Incubator at the same institution. He is a former member of the Australian Centre for Entrepreneurship (ACE) at QUT, Australia where he completed his PhD. Christophe has worked with several start-ups at different stages of their development. Previously, Christophe worked as a product and a project manager. He has an extensive professional experience in the Asia & Pacific zone. Christophe regularly presents his research on entrepreneurship at many top-tier conferences and institutions around the world. He is also highly involved in Executive Education.

DISCIPLINE SAUF MG/GSI/CDG Titre du cours Excel Avancé et Introduction à la programmation Course title VBA Langue Heures ECTS Programme Language Hours FRANCAIS 24 ELECTIVES Nom de l’enseignant Julien LUCIANI Name of the lecturer Fonction - Employeur Consultant en Systèmes d’Information – Squad Conseil & Expertises Position - Employee Contact [email protected] Objectifs du cours Excel est encore aujourd’hui largement utilisé dans le monde professionnel en apportant Course objectives souplesse, vitesse et autonomie. La maitrise de cet outil et de ses fonctionnalités avancées est un véritable atout en entreprise pour calculer, simuler, analyser des résultats ou construire de véritables tableaux de bords stratégiques d’aide à la prise de décision et ce de manière rapide et fiable. Les fonctionnalités du tableur ne permettent pas de traiter certaines applications trop complexes ou d'automatiser toutes les tâches répétitives. Il faut alors recourir à des macros- commandes c’est-à-dire à la programmation en Visual Basic pour Application (VBA). Visual Basic pour Applications (VBA) est une implémentation du langage de programmation Microsoft Visual Basic 6 construit dans les applications Microsoft Office. Excel VBA est largement utilisé dans l'industrie financière. Le cours vise à fournir aux étudiants une solide formation sous Excel 2010/2013/2016 ainsi que la compréhension de la programmation VBA sous Excel 2010/2013/2016. Les méthodes et les techniques suivantes seront abordées : les fonctionnalités avancées d’Excel (fonctions avancés, tableaux croisés dynamiques, outils d’analyses), structure VBA et sa programmation, la programmation événementielle, l'accès aux objets de base de données et l’automatisation de la collecte de données.

Ce cours vise à maitriser le tableur Excel pour de futurs managers et financiers. Compétences acquises  Maîtriser les différentes possibilités d'Excel 2010/2013/2016 : mettre en place des formules Learning outcomes pour automatiser les calculs, exploiter les outils de listes de données, construire des tableaux croisés dynamiques.  Maîtriser les bases de la programmation en VBA.  Construire des tableaux de bords de pilotage et d’aide à la prise de décision  Savoir utiliser Excel VBA pour automatiser la collecte et la mise à jour de données issues de différentes sources

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours L'ensemble de l'élective est en salle informatique

sous Excel 2010/2013/2016

TOUT EST CONSTRUIT AUTOUR D'EXERCICES

PRATIQUES SUR PC

PARTIE 1 : EXCEL Avancé 10

• Construire des formules de calcul élaborées 1. Appliquer des conditions : SI(). 2. Maîtriser les différents modes d'adressage : relatif (A1), absolu ($A$1), mixtes (A$1, $A1). 3. Mettre en place des conditions simples, complexes, imbriquées : SI (), OU (), ET (), ESTVIDE() … 4. Utiliser les fonctions de regroupement : SOMME.SI.ENS() … 5. Rapatrier des données avec les fonctions de recherche : RECHERCHEV() … 6. Manipuler du texte : GAUCHE(), DROITE(), STXT() …

7. Protéger formules, feuille ou classeur.

• Analyser des données avec les tableaux croisés dynamiques 1. Mettre en place des tableaux croisés dynamiques à 1, 2 ou 3 dimensions. 2. Regrouper les informations par période, par tranche. 3. Filtrer, trier, masquer des données, utiliser des segments.

4. Ajouter des ratios, des pourcentages. 5. Insérer un graphique croisé. 6. Construire un tableau de bord de pilotage

PARTIE 2 La programmation VBA 10

1. Fondamentaux VBA o Les objets : ActiveCell, Selection, ActiveSheet, Range,… o Les méthodes et propriétés.

o Les collections : Cells, WorkSheets, Charts, WorkBooks. o Les types de variables, leur portée. o Les tableaux : déclaration, utilisation. o Le passage de paramètres d'une procédure à une autre. o Tests, boucles, gestion des erreurs. 2. Mettre au point des procédures évènementielles o Les événements du classeur : ouverture, sauvegarde, fermeture,… o Les événements de la feuille de calcul : modification d'une cellule, sélection d'une cellule. 3. Gérer feuilles, classeurs, fichiers et graphiques par macro

o Ajouter, supprimer, trier des feuilles. o Parcourir les fichiers d'un dossier pour effectuer un traitement répétitif. o Consolider des données provenant de différentes sources. o Extraire, analyser, mettre en forme les informations d'une base de données

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher • Fabrice Lemainque, Travaux pratiques avec Excel 2016, Broché, 2016. • Fabrice Riva, Applications Financières sous excel en visual basic, Economica, 2008 • Macros et langage VBA - apprendre à programmer sous Excel de Frédéric Le Guen Editeur : ENI • http://www.excel-exercice.com • https://www.xelplus.com/ Méthodes d’évaluation : Sur quoi sera basée la note finale? / Method of assessment : What will the final grade be based on?

Type d’évaluation Compétence évaluée Durée % de la note finale/ Type of evaluation Evaluated skill Duration % of the final grade Résolution d'exercices pratiques 4 100

Mini CV de l’enseignant / Mini CV of the lecturer Position :  Consultant en Systèmes d'Information

Titres :  MSC Gouvernance des Systèmes d’Information – Aix-Marseille Graduate School of Management  Master en Management – ESCEM Ecole Supérieure de Commerce et de Management Tours/Poitiers

Mes différentes missions auprès de grandes sociétés me permettent de disposer d'une expérience riche dans le domaine de la gestion de projet informatique. Cette expérience professionnelle couplée à une double compétence en Management et dans les Systèmes d’Information me permet aujourd’hui d’intervenir sur des projets d’envergure dans des secteurs d’activité variés.

Unité d’Enseignement (UE) TRANSVERSE Titre du cours / ECUE Introduction à « l’Intelligence Economique » : Les Course title entreprises face aux enjeux mondiaux, enjeux et perspectives. Langue Heures ECTS Programme Language Hours FRANCAIS 24 ELECTIVES Nom de l’enseignant Maisetti Jacques Name of the lecturer Fonction - Employeur Maitre de conférences associé Position - Employer Contact [email protected] Objectifs du cours La mondialisation des échanges, la montée en puissance de nouveaux acteurs économiques, Course objectives l'émergence des technologies du XXI éme siècle exacerbent les tensions et la compétition entre Nations et grandes entreprises. Dans ce contexte anxiogène, l'Intelligence Economique est une nouvelle thématique qui s'impose désormais aux différents acteurs de l'entreprise. - Comment faire face à ces nouvelles conflictualités ? - Quelle organisation ? - Quelle formation et acculturation pour les cadres de demain ? - Quels enjeux pour les entreprises : s’adapter ou mourir ? Compétences Ciblées BLOC 1 : CAPACITÉS MANAGÉRIALES / MANAGERIAL SKILLS Intended Learning Outcomes BLOC 3 : COMPETENCES RELATIONNELLES ET DE COMMUNICATION / RELATIONAL AND COMMUNICATION SKILLS BLOC 5 : ACQUERIR ET DIFFUSER UN LEADERSHIP HUMAIN / EMPOWERING HUMANISTIC LEADERSHIP SKILL

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours Dispositif public d'intelligence économique  Sécurité économique et protection du patrimoine économique 3h  Diplomatie économique, soutien à la compétitivité : développement de l’influence 3h française, soutien à l’export et valorisation de la recherche

Démarche d’intelligence économique, méthodes et outils 2h  Démarches d'IE dans les entreprises - Retex 2h  Veille & métadonnées (Big Data) 2h  Gestion des connaissances (Knowledge management) 2h  Maîtrise des risques : Compliance, Due Diligence, menaces informationnelles  Droit et sécurité informatique 2h  Stratégies d'influence 2h  Lobbying institutionnel 2h  Exercice & études de cas 4h

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher

Mini CV de l’enseignant / Mini CV of the lecturer Jacques MAISETTI Né le 04/10/1955 à Casablanca (Maroc) Général de l’Armée de Terre, Deuxième Section DOMAINES DE COMPÉTENCES  Direction, gestion et management d’équipes pluridisciplinaires d’administrations différentes (Ministère de la Défense, Ministère de l’Éducation nationale et Ministère de l’intérieur).  Direction des ressources humaines.  Pilotage de dossiers financiers et audit organisationnel.  Développement d’actions internationales.  Gestion et management du risque et gestion des crises en entreprise.  Enseignement dans le supérieur et le monde socio-économique. DIPLÔMES ET CURSUS 1985-1996 : COLLÈGE INTERARMÉES DE DÉFENSE Breveté du Collège Interarmées de Défense 1984-1995 : ÉCOLE SUPÉRIEURE DE GUERRE Breveté de l’École Supérieure de Guerre (106e promotion) 1978-1979 : ECOLE DE CAVALERIE Élève de l’Ecole de Cavalerie de Saumur 1976-1978 : SAINT-CYR Diplômé de l’Ecole Spéciale Militaire (ESM) de Saint-Cyr

Unité d’Enseignement (UE) TRANSVERSE Titre du cours / ECUE Communication Digitale : enjeux incontournable pour la vie Course title de l’Entreprise Langue Heures ECTS Programme Language Hours 24 ELECTIVES Nom de l’enseignant Anaïs RAZIER Name of the lecturer Fonction - Employeur Dirigeante d’entreprise et Consultante communication et marketing – Market Invest- Position - Employer Agence Conseil COMM TOI Contact [email protected] 06 66 97 95 46 Objectifs du cours Communication digitale : comment animer et développer des communautés engagés Course objectives envers votre produit ou votre service

Compétences Ciblées Sélectionner la ou les compétences ciblées par le cours (3 blocs maximum - effacer les Intended Learning Outcomes compétences non cibées) : BLOC 2 : COMPETENCES DE CREATIVITE ET DE GESTION DE PROJET / CREATIVITY AND PROJECT MANAGEMENT SKILLS BLOC 3 : COMPETENCES RELATIONNELLES ET DE COMMUNICATION / RELATIONAL AND COMMUNICATION SKILLS

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours

Session 1 : Le territoire de marque : 6H . S’interroger sur l’existence du territoire de marque . Optimiser ce territoire pour le rendre plus attractif . Apprendre à formaliser les éléments essentiels d’un territoire (valeurs, charte graphique, mood board…) . Connaitre sa cible et savoir comment lui parler : les personas . Connaitre sa création de valeur : comment me différencier de mes concurrents et capitaliser sur ces différences

12H Sessions 2 et 3 : Les différents réseaux sociaux :  Connaitre les différents réseaux sociaux  Mobiliser ces réseaux afin d’être plus performant  Apprendre à développer une communauté autour de son entreprise  Apprendre à créer du contenu intéressant pour ses cibles et différenciant  Apprendre à étendre son réseau et à trouver de nouveaux prospects  Zoom fonctionnement Facebook  Zoom fonctionnement Instagram  Zoom fonctionnement LinkedIn  Zoom autres réseaux: Youtube, Pinterest, Google my Business…

La conception d’un plan de community management  Définir des objectifs clés  Mobiliser les bons supports  Planifier et orchestrer  Mesurer la performance de ses campagnes de communication sur les réseaux afin de les améliorer

Session 4 : présentation d’un plan de community management autour d’une 6H marque, une association, un évènement.

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher

Méthodes d’évaluation : Sur quoi sera basée la note finale? / Method of assessment : What will the final grade be based on? Type d’évaluation Compétence(s) évaluée(s) Durée % de la note finale/ Type of evaluation Evaluated skill(s) Duration % of the final grade Petits groupes de travail Prise en main des outils, réflexion et 30 minutes de 100% autour de la comm programmation autour de la création de presentation digitale d’un projet contenu Présentation orale d’une stratégie de contenu

Mini CV de l’enseignant / Mini CV of the lecturer

Expériences professionnelles

DIRIGEANTE ET CO-FONDATRICE DE MARKET INVEST Institut d'études marketing quantitatives et qualitatives Depuis Mars 2013

CONSULTANTE AGENCE CONSEIL COMM TOI Indépendante et conseil en entreprise sur les thématiques de communication et de stratégie marketing Depuis Mars 2016

INTERVENANTE VACATAIRE AIX-MASEILLE UNIVERSITE & IAE AIX EN PROVENCE Enseignante Vacataire auprès : Des Master 2 LEA parcours 1 (Aix-Marseille Université) sur une thématique Marketing International et études marketing depuis 2016 Des Master 2 LEA parcours 3 (Aix-Marseille Université) sur une thématique Atelier de communication depuis 2018 Des Master 2 IAE Aix-en-Provence sur une thématique communication depuis 2018

+ J’intègre l’ESSCA à la rentrée pour un module de marketing également

Formation

MASTER 2 LANGUES ÉTRANGÈRES APPLIQUÉES MANAGEMENT INTERNATIONAL EN ALTERNANCE Aix-Marseille Université année 2011/2013

LICENCE LANGUES ETRANGERES APPLIQUEES ANGLAIS

ESPAGNOL - MANAGEMENT INTERNATIONAL Aix-Marseille Université années 2008/2011 avec un semestre à Oxford Brookes University (UK)

Unité d’Enseignement (UE) TRANSVERSE Titre du cours / ECUE Course title INTERCULTURAL MANAGEMENT Langue Heures ECTS Programme Language Hours ENGLISH 24 ELECTIVES Nom de l’enseignant Name of the lecturer Shawn Simpson Fonction - Employeur IAE Position - Employer Contact [email protected] Objectifs du cours To understand and acquire the tools needed when managing international Course objectives teams, communicating across cultures, diversifying a workforce, onboarding expatriates, creating an inclusive company culture, managing conflict, creating common values and promoting ethical conduct. Compétences Ciblées BLOC 1 : CAPACITÉS MANAGÉRIALES / MANAGERIAL SKILLS Intended Learning Outcomes BLOC 3 : COMPETENCES RELATIONNELLES ET DE COMMUNICATION / RELATIONAL AND COMMUNICATION SKILLS BLOC 5 : ACQUERIR ET DIFFUSER UN LEADERSHIP HUMAIN / EMPOWERING HUMANISTIC LEADERSHIP SKILLS

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours There has been a fast-paced change in the innovative management of people in recent years. From mono-cultural to multicultural, from mono- linguistic to multilingual, the needs of global business and the hiring of global nomads and experienced expatriates, are changing our companies and organizations.

This course will raise awareness as to how to manage innovative and intercultural Human Resource strategies to achieve new 21 st century goals: change management, diversity and inclusion and new solutions to the challenges and opportunities international work forces can generate. Intercultural mindfulness and competence are key attributes to be developed and understood.

All sessions will be interactive experiences requiring full participation and active listening.

Session 1 (6 hours) Introduction to Intercultural Management: history of concepts, new research, changing paradigms. Review of the most recent advances in Intercultural Management: comparison between the theories of yesterday and today and their applicability to contemporary cultural codes

Intercultural strategies for sustainability: conflict management, negotiations, transparency, generating trust, risk assessment, respect for diversity

Session 2 (6 hours) Intercultural Talent Management The crucial role played by expatriates in shaping IHR policies The biggest mistakes ever made in intercultural management: unconscious bias, stereotyping, my culture is better than yours, lack of awareness Stereotypes and their Impact on Performance Professional Development in International Groups

Session 3 (6 hours) Intercultural intelligence, international markets, global and local cultures: how are these interdependent? Diversity, discrimination et employment Western views of Intercultural Management Who are the competent intercultural managers of today? Who will be those of tomorrow? Portraits and stories

Session 4 (6 hours) Communicating in an intercultural environment: The dangers of translation, the power of words and the use of English as a Lingua Franca Managing differences and similarities: values, rituals, beliefs, traditions, perspectives Culture-specific Intercultural Management Styles: Can there be a Global Intercultural Management? Intercultural Awareness and Social Networks: are younger generations more global-minded? The Use of Psychometrics in Cultural Intelligence: the pros and cons?

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher

The Hidden Dimension by Edward T. Hall, 1990

Riding the Waves of Culture: Understanding Diversity in Global Business by Fons Trompenaars and Charles Hampden-Turner, 2011 Cultures and Organizations: Software of the Mind, Third Edition, by Geert Hofstede, Gert Jan Hofstede, Michael Minkov, 2010 Developing Your Global Mindset, The Handbook for Successful Global Leaders, by Mansour Javidan, 2013

A face Negotiation Theory by Stella Ting Toomey and Atsuko Kurogi International Journal of Intercultural Relations, Volume 22, Issue 2, 1 May 1998, Pages 187–225 Facework competence in intercultural conflict: an updated face-negotiation theory Cross-Cultural Management in Practice: Culture and Negotiated Meanings by Henriett Primecz, Laurence Romani and Sonja Sackmann, 2011 https://www.academia.edu/1489279/Cross-Cultural_Management_in_practice_culture_and_negotiated_meanings Case studies: Intercultural ManagementA Case-Based Approach to Achieving Complementarity and Synergy by Christoph Barmeyer and Peter Franklin, 2016 Articles: https://hbr.org/topic/cross-cultural-management Blogs: http://www.commisceo-global.com/blog http://www.scoop.it/t/intercultural-think-tank

Méthodes d’évaluation : Sur quoi sera basée la note finale? / Method of assessment : What will the final grade be based on? Type d’évaluation Compétence(s) évaluée(s) Durée % de la note finale/ Type of evaluation Evaluated skill(s) Duration % of the final grade Case study to analyze Managerial skills, Relational and 1 hour 50 Communication skills, Leadership skills and Understanding of theoretical and practical skills (individual assignment) Case study to present Problem solving in a challenging intercultural 20 minutes 50 situation (group presentation) Leadership Skills

Mini CV de l’enseignant / Mini CV of the lecturer Shawn Simpson has trained international staff for over 15 years, specifically for ITER Organization, both in onboarding sessions and in monthly modules comprising all staff conferences, workshops and seminars. The 35 nationalities present were asked to interact and bring their knowledge to the table in an atmosphere of sharing and learning from each other. Shawn was born in Vietnam, has lived on the 5 continents and uses a hands-on approach to theoretical paradigms, questioning them and attempting to adapt them to our fast paced changing world. See here for further details https://www.researchgate.net/profile/Shawn_Simpson2 and https://www.linkedin.com/in/simpson-shawn-94a59715/

Plage 2 ELECTIVES 9. 10. 12 et 13 Novembre 2020

Spécialité Intitulé de l’élective Enseignant

TRANSVERSE Audit Interne : la gestion des risques et les nouvelles G. BONO FRANÇAIS formes d’organisation

TRANSVERSE Pilotage de l’entreprise et simulation F. BRULHART FRANÇAIS

TRANSVERSE Marketing des produits cosmétiques P.CROZES FRANÇAIS

TRANSVERSE Management des achats P.DRUGEON FRANÇAIS

TRANSVERSE Strategic Innovation C. GARONNE ENGLISH TRANSVERSE Conduite du changement B. HUSS FRANÇAIS TRANSVERSE Démarche d’audit & Environnement de contrôle J.JOUVE FRANÇAIS interne

TRANSVERSE Marketing and Ethics: How do Companies respond to V. LOUBAT ethical Challenges? ENGLISH

TRANSVERSE Leadership et commandement militaire : approche J.MAISETTI FRANÇAIS croisée TRANSVERSE Going Global : A Cross-Cultural Perspective V. MONCADA ENGLISH TRANSVERSE Excel for Data Analytics : A User Journey L. PERIER ENGLISH TRANSVERSE LinkedIn : comment en faire un vrai atout pour votre A. RAZZIER ENGLISH future carrière professionnelle ?

TRANSVERSE Agriculture et nourriture saine et durable E.REYNAUD FRANÇAIS

TRANSVERSE Leadership G.SAINTE-ROSE ENGLISH

TRANSVERSE Business Model Building X.SAVALL ESCUDIER FRANÇAIS

TRANSVERSE Experience entrepreneurship : Design your innovative F .SELVIDES ENGLISH business by exploring design thinking

TRANSVERSE Publicité en ligne et Digital Marketing A.SIAHOU FRANÇAIS

TRANSVERSE Intercultural Competence S. SIMPSON ENGLISH

DISCIPLINE TRANSVERSE Titre du cours Audit interne : La gestion des risques et les Course title nouvelles formes d’organisations Langue Heures ECTS Programme Language Hours FRANCAIS 24 ELECTIVES Nom de l’enseignant Guillaume BONO Name of the lecturer Fonction - Employeur Expert-comptable – Enseignant IAE Position - Employee Contact [email protected] Objectifs du cours - Définir le concept ERM (Entreprise Risk Management) et mise en contexte Course objectives - Présenter les parties prenantes et les composantes du management des risques - Mettre en œuvre concrètement une démarche de gestion des risques au sein d’une entreprise (présentation de l’outil de cartographie des risques – illustrations) - Identifier les nouvelles formes d’organisation managériale, - Utiliser les outils de pilotage de l’innovation managériale - Mettre en œuvre les techniques d’audit internet dans l’innovation managériale Compétences acquises A l’issue de ce cours, le participant sera : Learning outcomes - Capable de comprendre les interactions entre les différents organes de gouvernance - Capable d’appréhender concrètement la notion de risque, les outils disponibles et les principaux concepts - Capable de comprendre les liens existants entre contrôle interne, audit interne et gestion des risques - Capable d’identifier les formes innovantes en management - Proposer des outils de contrôle en fonction des différentes formes d’organisation.

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours 1. Définition et contexte de l’ERM 24h 2. Fonctionnement des mécanismes de gouvernance des organisations 3. Maîtriser ses risques, un enjeu opérationnel, financier et un levier d’efficacité 4. Enjeux et moyens du renforcement du dispositif de contrôle interne en lien avec la maîtrise et la gestion globale des risques 5. Présentation du rôle de l’audit interne vis-à-vis de la gestion des risques 6. Présentation du COSO 2017 7. L’outil de cartographie des risques 8. L’innovation managériale : les nouvelles formes d’organisation 9. Les techniques de l’innovation managériale 10. Le pilotage de l’innovation managériale 11. Contrôle et audit des nouvelle forme d’organisation 12. Le risque dans les nouvelles formes d’organisation

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher Ouvrages  COSO 2017 – Le management des risques de l’entreprise, une démarche intégrée à la stratégie et à la performance  Audit Interne et référentiels de risques (DUNOD 2e édition, Pierre Schick, Jacques Vera, Olivier Bourrouilh-Parège)  Normes Professionnelles de l’Audit Interne (IFACI)  Cahier de la recherche ”Management des risques” (IFACI)  Integrated risk management - Techniques and strategies for managing corporate risks (IIA 2000)  Cahier de la recherche ”Management et cartographie des risques” (IFACI)  The future of management (Harvard Business School Press)  La méthode douce pour inspirer la bonne décision (Vuibert, Richard H.Thaler)  Recherches personnelles Revues  Risques à cibler – les sujets incontournables de l’audit interne en 2018, rapport établi par des instituts européens d’audit interne  COSO – WBCSD – Release New Draft Guidance, 2018  Le baromètre du risk manager 2017, 5ème édition de l’AMRAE et PWC  Revue Audit et Contrôle Internes ”Contribuer à la valeur ajoutée des organisations”, Juillet 2012  Rôle du Conseil en matière de stratégie et de risques, IFA, février 2012  ”Mettez du confort dans votre zone de risque - Neuf principes pour devenir une Risk Intelligent Enterprise”, Deloitte  Internal Audit and Risk, Is there enough tension? Is the balance right, PriceWaterHouseCoopers, 2010  Global Risks, Seventh Edition, World Economic Forum, 2012  New Models for Adressing Supply Chain and Transport Risk, Word Economic Forum, 2012  Et plus globalement: www.ifaci.com ; www.theiia.org; www.amrae.fr;

Méthodes d’évaluation : Sur quoi sera basée la note finale? / Method of assessment : What will the final grade be based on?

Type d’évaluation Compétence évaluée Durée % de la note finale/ Type of evaluation Evaluated skill Duration % of the final grade Travail de groupe 100%

Mini CV de l’enseignant / Mini CV of the lecturer

Adresse email Formation : Economiste, Master en Management, Diplôme d’Expertise Comptable [email protected] Expérience professionnelle : Chef d’entreprise dans le domaine de l’administration des entreprises. Téléphone: 0442937381 Principaux secteurs d’intervention : Start-up Industries alimentaires, Luxe, informatiques, , Prestataires de services aux entreprises, etc. Domaines de formation : Gestion des risques, contrôle interne, audit interne, environnement législatif et gouvernance, analyse et cartographie des risques, rôle et impact du comité d’audit, le métier de consultant, Audit légale, comptabilité, évaluations financières, conduite de projet innovant, diagnostique de l’innovation.

DISCIPLINE TRANSVERSE Titre du cours Course title Pilotage de l’entreprise et simulation Langue Heures ECTS Programme Language Hours FRANCAIS 24 ELECTIVES Nom de l’enseignant BRULHART Franck Name of the lecturer Fonction - Employeur Maître de conférences - AMU Position – Employee Contact [email protected] / 0663477151 Objectifs du cours Ce séminaire propose d’une part un éclairage théorique sur les enjeux de la prise de Course objectives décision de gestion, les risques et la responsabilité sociale de l’entreprise, les enjeux environnementaux Il propose d’autre part une appréhension concrète de ces enjeux à travers la mise en œuvre d’une simulation de gestion mettant les étudiants dans le rôle d’une équipe de direction générale, confrontée à ces enjeux à la fois économiques, sociaux et environnementaux Compétences Ciblées Ce cours vise à développer les compétences d’esprit d’entreprise : les étudiants Intended Learning Outcomes devront être capables de concrétiser une idée, depuis sa conception jusqu’à sa mise en œuvre et son évaluation

Capacité à identifier des opportunités, à évaluer et gérer les risques, à proposer des solutions créatives, à gérer l’organisation collective autour d’un projet

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours Avec la simulation « Artémis », les participants gèrent une entreprise 24 industrielle confrontée à la fois aux exigences traditionnelles de rentabilité des actionnaires et à la montée des préoccupations liées au développement durable, caractéristique de la décennie 2000.

A l’aide d’une interface web, les groupes d’étudiants (en concurrence entre eux sur le marché) ont la possibilité d’accéder à un tableau de pilotage de l’entreprise leur permettant de diriger l’entreprise sur différentes dimensions dans le but de maximiser leur performance.

Avec cette simulation de niveau avancé, l’entreprise qui commercialise un produit dans l’industrie du verre a la possibilité d’opter pour une stratégie de domination par les coûts ou pour différentes stratégies de différenciation (différenciation traditionnelle fondée sur la qualité et l’image des produits et différenciation « verte »). L’entreprise peut en outre choisir de diversifier sa gamme et de lancer un nouveau produit.

L’entreprise met en œuvre sa stratégie par le biais de plusieurs décisions portant sur la production (quantités fabriquées, achats de matières premières, recherche et développement, investissement qualité, gestion des parcs des immobilisations), la commercialisation (force de vente, communication, escompte commercial et prix de vente), la finance (emprunt CT et LT, escompte bancaire et gestion de la trésorerie), le développement durable (utilisation de matières premières recyclables, investissement développement durable, investissement développement humain, achat/vente de droits d’émission de CO2 et emprunt « vert » bonifié) et la politique de contrat (externalisation, alliance et fusion)

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher BRULHART F., MESCHI PX. (2017) “Manuel de la simulation Le monde d’Artemis” BRULHART F., FAVOREU C. (2016) « Management d’entreprise », Dunod, Paris BRULHART F., FAVOREU C., GHERRA S. (2015) « Stratégie », Dunod, Paris

Gestion de l’entreprise 50% simulée Contrôle continu Analyse de l’entreprise et outils de pilotage 50%

Mini CV de l’enseignant / Mini CV of the lecturer

Franck Brulhart est Maître de conférences HDR à la Faculté d’économie et gestion d’Aix en Provence (Aix-Marseille Université) et chercheur au LEST, UMR CNRS 7317. Au sein de la Faculté, il dirige le Master 2 «Contrôle Audit Conseil» ainsi que la Licence professionnelle «Commerce - import-export». Diplômé de l’EDHEC, Agrégé d’économie et gestion et Docteur en Sciences de Gestion, il est l’auteur de nombreuses études de cas, en Stratégie et Politique Générale, ainsi que de plusieurs dizaines de papiers de recherche. Il a également publié plusieurs ouvrages de stratégie d'entreprise. Il enseigne principalement la Stratégie d’Entreprise et intervient dans le cadre de séminaires de formation en entreprise. Il a co-développé un logiciel de simulation de gestion qu’il mobilise dans le cadre de séminaires auprès d’étudiants et de cadres. Il mène enfin une activité de conseil et d’étude en stratégie auprès des PME.

DISCIPLINE TRANSVERSE Titre du cours Course title Marketing des produits cosmétiques Langue Heures ECTS Programme Language Hours FRANCAIS 24 ELECTIVES Nom de l’enseignant Pauline CROZES Name of the lecturer Fonction - Employeur Dr en Pharmacie – Master Intelligence marketing HEC Paris Position - Employee Contact [email protected] Objectifs du cours Etudier l’évolution du marketing des cosmétiques Course objectives Comprendre la structure du marché dermo-cosmétique Lancement d’un produit dermo-cosmétique dans un environnement concurrentiel Compétences acquises - Learning outcomes

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours Le marché dermo-cosmétique 3h Les cosmétiques pour hommes : évolution et tendances 3h Les cosmétiques bio : un nouveau marché ? 3h Les nouvelles tendances du marketing cosmétique 3h Lancement d’un produit dermo-cosmétique : travail en groupe avec présentation orale 12h

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher  Le moniteur des pharmacies  Cosmetique mag  De la santé à la beauté, Jacques Dubois  La vérité sur les cosmétiques, Rita Steins

 Blosg beauté / Instagram : Beautylicieuse,…

Méthodes d’évaluation : Sur quoi sera basée la note finale? / Method of assessment : What will the final grade be based on?

Type d’évaluation Compétence évaluée Durée % de la note finale/ Type of evaluation Evaluated skill Duration % of the final grade

Follow-up writing assignment in line with ‘Slim Gyms’ case study Support écrit ( power point) de groupe 50% Présentation orale individuelle 30min 50%

Mini CV de l’enseignant / Mini CV of the lecturer Docteur en Pharmacie – Thèse mention très bien Master Intelligence Marketing – HEC Paris DU cosmétologie – faculté de pharmacie Marseille Pierre Fabre : - Chef de produit France, Avène - Visiteuse médicale, Pierre fabre Santé - Chef de produit Suisse, Avène - Directrice de l’information médicale, Suisse, Pierre Fabre dermatologie, Avène Consultante en dermo-cosmétique Pharmacien d’officine Formatrice dermo-cosmétique pour des préparateurs en pharmacie

Titre du cours Management des achats Course title Langue Heures ECTS Language Hours Français 24 ELECTIVES Nom de l’enseignant/ Patrick DRUGEON Name of the lecturer Fonction / Employeur Consultant –formateur achat logistique / EIRL SCAD DRUGEON Position / Employee Objectifs du cours / Depuis l’avènement de la fonction achat dans les entreprises, celle-ci a dû évoluer sans cesse. Course objectives D’abord limitée à l’approvisionnement, puis financière (cost-killing), elle joue un rôle prépondérant dans la Supply Chain, et la satisfaction des besoins du client final tout en répondant aux contraintes logistiques. La fonction achat devenue stratégique, doit faire face à de nouveaux challenges, comme devenir un acteur essentiel dans le cadre de la RSE et maîtriser les risques de ruptures de la chaîne de valeur. Nous nous attacherons à découvrir les fondamentaux de la fonction, étudier les coûts liés, pour être capable de dégager des stratégies d’achat. Nous pratiquerons des outils essentiels d’aide à la décision pour une utilisation pratique et rapide, comme la sélection d’un fournisseur. Compétences Les connaissances, apportées par ce module, vous permettront de mieux appréhender cette acquises/ Learning fonction, dans le cadre d'un poste à responsabilités, ou d’intégrer un groupe projet en charge de outcomes gros achats ou investissements, voire vous spécialiser dans les métiers de l’achat.

Contenu du cours par session/ Course content per session Nombre d’heures/ Number of hours - Découvrir l'achat : la fonction au sein de la Supply Chain, la stratégie gagnante. 6 Les gains et l'effet de levier. Le marché amont. - Maîtriser le calcul du coût global d'achat : les différents coûts 4 d'approvisionnement, d'achat et la gestion des stocks. - Savoir sélectionner un fournisseur grâce à des méthodes de sélection multicritères fournisseurs. Comprendre l’intérêt d’une sous-traitance ou d’un 8 partenariat, et ses risques (économiques, juridiques, stratégiques...). - Découvrir les techniques complémentaires accompagnant l'achat : l'analyse de la valeur, le marketing achat, l'achat électronique. 6 - Comprendre le rôle essentiel des achats dans le cadre d’une politique RSE. (Toutes les séances seront accompagnées d'études de cas pratiques)

Méthodes d’évaluation Sur quoi sera basée la note finale? / Method of assessment What will the final grade be based on?

Type d’évaluation/ Type of evaluation Durée/ Duration % de la note finale L’évaluation sera basée sur un travail de groupe composé de trois ou quatre / % of the final grade étudiants, chacun représentant une fonction essentielle de l’entreprise. Cette équipe-projet mettra en place une stratégie achat et fournisseur. L’étudiant 2h1/2 à 3 heures 100 % obtiendra la note de son groupe. Bibliographie – Auteur, titre, année, éditeur/ Bibliography – Author, title, year, publisher

Pour débuter :.  Politique d'achat et gestion des approvisionnements. Auteur Olivier Bruel. Editions DUNOD.  Toute la fonction achats. Auteur Philippe Petit. Editions DUNOD. Après, pour aller plus loin :  Management des Achats. Olivier BRUEL Editions Economica.

Mini CV de l’enseignant/ Mini CV of the lecturer

Diplomé de l'ESAP (Ecole Professionnel des Acheteurs Professionnels) comme Responsable Achat, il a occupé des postes d'achat et de Responsable Logistique. Avec ses expériences précédentes, en comptabilité, gestion et commercial, Patrick DRUGEON connaît bien les différentes fonctions de l'entreprise. Son expérience de 10 ans en achat et logistique lui permet, comme Consultant et formateur, de conseiller ou mettre en place des formations dans ces domaines. Ces actions s'adressent aux PME, grandes entreprises, enseignes de la grande distribution autant en France qu'aux pays du Maghreb. Il enseigne aussi auprès d'autres Universités, Ecoles Supérieures de Commerce et Ecoles professionnelles spécialisées en Logistique.

Unité d’Enseignement (UE) TRANSVERSE Titre du cours / ECUE Course title Strategic Innovation Langue Heures ECTS Programme Language Hours English 24 ELECTIVES Nom de l’enseignant GARONNE Christophe Name of the lecturer Fonction - Employeur Professor Position - Employer Contact

Objectifs du cours The objective of this module is to better understand the different types and processes Course objectives of innovations and their related strategies. At the end of the module, students should be able to develop strategies on how innovation should be managed within an organization. They should also be able to determine the strategies to be implemented to achieve the overall objectives of the firm. The objectives of this course are to provide participants with a clear understanding on the following items: 1. Understand the origins and the different types of innovations 2. Analyze how innovations emerge within the firm but also in its ecosystem 3. Understand the process and the different stages of innovations development

Compétences Ciblées Sélectionner la ou les compétences ciblées par le cours (3 blocs maximum - effacer les Intended Learning Outcomes compétences non cibées) :

BLOC 1 : CAPACITÉS MANAGÉRIALES / MANAGERIAL SKILLS BLOC 2 : COMPETENCES DE CREATIVITE ET DE GESTION DE PROJET / CREATIVITY AND PROJECT MANAGEMENT SKILLS BLOC 4 : COMPETENCES DE RECHERCHE / RESEARCH SKILLS BLOC 5 : ACQUERIR ET DIFFUSER UN LEADERSHIP HUMAIN / EMPOWERING HUMANISTIC LEADERSHIP SKILLS

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours Block 1: Introduction to Strategic innovation 6  Definitions  Typologies  Theoretical underpinnings Block 2: Strategic direction  Tools, techniques and models 6  Applications through cases Block 4: Innovation & IP protection  Standard battles  Types of protection 6

Block 5: New trends in innovation  Open innovation  Ecosystems 6  Value capture vs value creation Applications through cases

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher

Hennart, J. F. (2014). The accidental internationalists: a theory of born globals. Entrepreneurship Theory and Practice, 38(1), 117-135. Joost Rietveld, (2017). Creating and capturing value from freemium business models: A demand side perspective, Strategic Entrepreneurship Journal, 12, 2, 171-193 Nasiri M., Ukko, J., Saunila, M., Rantala, T., (2020). Managing the digital supply chain: The role of smart technologies, Technovation, 96–97, 102-121. https://doi.org/10.1016/j.technovation.2020.102121. Sestino, A., Prete M.I., Piper, L;, Guido, G., (2020). Internet of Things and Big Data as enablers for business digitalization strategies Technovation, in press https://doi.org/10.1016/j.technovation.2020.102173 Thomke, S., & Manzi, J. (2016). The discipline of business experimentation. Harvard business review, 92(12), 17. Van Alstyne, M.W., Parker, G., Choudary, S.P., (2016). “Pipelines, Platforms, and the New Rules of Strategy” Harvard Business Review, 94(4): 54-62. Winter, A., & Govindarajan, V. (2015). Engineering Reverse Innovations. Harvard Business Review, 80-89. Zobel, A. K., Lokshin, B., & Hagedoorn, J. (2017). Formal and informal appropriation mechanisms: the role of openness and innovativeness. Technovation, 59, 44-54.

Méthodes d’évaluation : Sur quoi sera basée la note finale? / Method of assessment : What will the final grade be based on? Type d’évaluation Compétence(s) évaluée(s) Durée % de la note finale/ Type of evaluation Evaluated skill(s) Duration % of the final grade Case study 1 Blocks 1 & 5 3h 40% Case Study 2 Blocks 2 & 4 3h 40% Presentation/participation 3h 20%

Mini CV de l’enseignant / Mini CV of the lecturer

DISCIPLINE TRANSVERSE Titre du cours Course title Conduite du changement Langue Heures ECTS Programme Language Hours FRANCAIS 24 ELECTIVES Nom de l’enseignant Bruno HUSS Name of the lecturer Fonction - Employeur Délégué général SOLIMUT Position - Employee Contact

Objectifs du cours Donner aux étudiants les bases conceptuelles et les méthodes opérationnelles de la conduite Course objectives du changement au sein d’un projet ou d’une organisation dans l’entreprise afin de mener à bien l’évolution de celle-ci. Les impliquer et les associer pratiquement aux modalités de la conduite du changement en entreprise.

Compétences acquises - Learning outcomes

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours  Présentation des principes de la conduite du changement  Pratique et techniques du changement dans les organisations  Théories et méthodologies de la conduite du changement  Exercices et mises en situation de changement  Sensibilisation sur les techniques de cliquets anti-retour

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher  Conduire le changement en entreprise par Antoine DES MAZERY David ASKIESAZY (chez Gereso – janvier 2019)  Guide méthodologique de la conduite du changement ; par David AUTISSIER, Jean-Michel MOUTOT (chez Dunod – février 2010)  Conduite du changement – Les concepts-clés ; par David AUTISSIER, Isabelle VANDANGEON, Alain VAS (chez Dunod – avril 2010)  Modèle globale de conduite du changement ; par Gérard KARSENTI (chez Pearson Education – Septembre 2009)  Management du service et conduite du changement :Le cas de la SNCF ; par Magali EUVERTE, Hubert JOSEPH-ANTOINE, Benoit MEYRONIN (chez Vuibert – juin 2010)

Méthodes d’évaluation : Sur quoi sera basée la note finale? / Method of assessment : What will the final grade be based on?

Type d’évaluation Compétence évaluée Durée % de la note finale/ Type of evaluation Evaluated skill Duration % of the final grade Examen sur un cas pratique 5 h 100%

Mini CV de l’enseignant / Mini CV of the lecturer Master Intelligence Sociale IEP Aix en Provence DESS CAAE IAE Aix en Provence DEA Monnaie-Banque-Finances CETFI Aix en Provence Maitrise/Licence Sciences Economiques Faculté Aix en Provence DEUG Administration Economique et Sociale Faculté Aix en Provence IUT GEA Marseille

Directeur général Solimut Directeur général Mutuelle de France Plus Directeur général Mutuelle de France-Sud Directeur USMUPRO Responsable Financier GCM Chef du service Contrôle de Gestion/Audit GCM Chef du service Comptable GCM

DISCIPLINE TRANSVERSE Titre du cours Démarche d’audit & Environnement de contrôle Course title interne Langue Heures ECTS Programme Language Hours FRANCAIS 24 ELECTIVES Nom de l’enseignant Name of the lecturer Julien JOUVE Fonction - Employeur Associé / Fidens Conseil SAS Cabinet d’expertise-comptable & de commissariat aux comptes Position - Employee Contact

Objectifs du cours Comprendre la logique de réalisation d’une mission d’audit (différentes phases, outils utilisés, Course objectives comportements, rédaction de rapports …), au travers : - de la mission du Commissaire aux comptes, auditeur externe légal, - des travaux d’un service « audit interne » en entreprise. Compétences acquises - Comprendre les différentes activités de l’approche d’audit (interne et externe) Learning outcomes - Savoir analyser et apprécier l’environnement de contrôle au niveau d’une entité, dans toutes ses composantes (humaines et techniques) - Comprendre la phase d’évaluation de la conception et de test d’efficacité des contrôles mis en place par une entité - Maîtriser les outils techniques et les attitudes à adopter pour réaliser des descriptifs de qualité du fonctionnement des activités

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours Le cours est composé de sessions successives alternant :  apport théorique  cas pratiques travaillés en groupe Le plan de cours est le suivant :  Notions de contrôle interne  Vue d’ensemble de la méthodologie d’audit  Gestion du risque professionnel de l’auditeur  Phase de planification de la mission (Planning)  Phase d’évaluation des contrôles (Controls evaluation)  L’environnement informatique et la démarche d’audit  Phase de tests substantifs (Substantive testing)  Phase de synthèse de la mission (Completion)

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher  Théorie et Pratique de l’Audit Interne - Jacques RENARD (préface de Louis Gallois) / Eyrolles Edition d’Organisation 7ème édition Janvier 2010  Mémento d’Audit Interne, Méthode de conduite d’une mission - Pierre SCHICK / Dunod Janvier 2007  Conduite d’une mission d’audit interne - Olivier LEMANT / Dunod Janvier 1998  Audit financier - Bernard GRAND & Bernard VERDALLE / Economica 2ème édition 2007  Mémento Comptable Francis Lefebvre 2016 : Titre IV - chapitre 23 Audit et contrôles comptables et financiers (essentiellement section V § 5320 Principes généraux de la démarche d’audit)

Méthodes d’évaluation : Sur quoi sera basée la note finale? / Method of assessment : What will the final grade be based on?

Type d’évaluation Compétence évaluée Durée % de la note finale/ Type of evaluation Evaluated skill Duration % of the final grade - Dossiers & études de cas 90 % - Examen final 10 %

Mini CV de l’enseignant / Mini CV of the lecturer Associé Fidens Conseil S.A.S.

Domaines d’intervention / Compétences : Missions d’audit légal Audits contractuels Audits d’acquisition Consolidation Animation de formation & conférence

Diplôme professionnel : Expert-comptable / Commissaire aux comptes

Formation : DESS de fiscalité personnelle - Faculté de Droit d’Aix en Provence Maîtrise en Sciences Economiques - Faculté d’économie appliquée d’Aix en Provence

Unité d’Enseignement (UE) TRANSVERSE Titre du cours / ECUE Marketing and Ethics: How do Companies respond to Course title ethical Challenges ? Langue Heures ECTS Programme Language Hours ENGLISH 24 ELECTIVES Nom de l’enseignant VALERIE A. LOUBAT Name of the lecturer Fonction - Employeur

Position - Employer Contact

Objectifs du cours The purpose of this course is to study ethical practices implemented by companies to Course objectives achieve marketing goals

Compétences Ciblées BLOC 1 : CAPACITÉS MANAGÉRIALES / MANAGERIAL SKILLS Intended Learning Outcomes Understand the business ethics challenge for companies Understand Understand marketing communications ethics and regulation Understand how companies respond to ethical challenges

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours Importance of business ethics 6 Typology of moral issues Consumer behavior and ethics Project Part 1

Ethical STP process 6 Marketing and ethics Marketing Communications challenges Project Part 2 6 Social responsibility Sustainability Cause-related marketing Project Part 3 6

Final Project

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher

http://iaeaix.lms.crossknowledge.com Michaël F. Porter & Mark K. Kramer ‘Strategy & Society’ , Harvard Business Review (December 2006) Philip Kotler & Nancy Lee ‘Corporate Social Responsibility: Doing the Most Good for Your Company and Your Cause’(2005) John Wiley & Sons Kenneth E. Clow & Donald E. Baack ‘Integrated Advertising, Promotion and Marketing Communications, Global Edition’ (2017) Pearson

Mini CV de l’enseignant / Mini CV of the lecturer

DISCIPLINE TRANSVERSE Titre du cours Leadership et commandement militaire : approche Course title croisée Langue Heures ECTS Programme Language Hours FRANCAIS 24 ELECTIVES Nom de l’enseignant Jacques MAISETTI Name of the lecturer Fonction - Employeur Maitre de conférences associé Position - Employee Contact

Objectifs du cours Ce module poursuit trois objectifs : Course objectives - définir la notion de leadership dans une organisation à partir d’une approche croisée avec l’institution militaire, - situer les étudiants (futurs cadres) dans les enjeux de pouvoir au sein d’une entreprise par rapport à la notion de groupe, d’efficacité et d’objectifs à atteindre, - se connaitre et apprendre à réagir en tant que décideurs dans les situations de crises. Compétences acquises A l’issue de ce cours, l’étudiant devra être capable : Learning outcomes - de mesurer son aptitude au leadership, développer sa personnalité à travers une connaissance approfondie des notions de commandement et de prise de décision dans un groupe, - de se positionner comme un “leader“, conscient des enjeux d’une prise de décision partagée et comprise, - de trouver des ponts entre le leadership en entreprise et le chef militaire en opération,

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours 1. Leadership, management et commandement : tentative de définitions, 3 heures 2. Leadership : typologie et style, 3 heures 3. Leadership et commandement en temps de paix et de guerre/crise, 3 heures 4. Le commandement des hommes : un art en perpétuel évolution, 3 heures 5. Les problémes du commandement, 3 heures 6. Commandement : autorité et pouvoir dans les organisations, 3 heures 7. Modèle de leadership situationnel dans les enterprises, 3 heures 8. Le leadership et le web : usage des réseaux sociaux 3 heures

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher Paul Hersey et Kenneth Blanchard, Management of Organizational Behavior: Utilizing Human Resources (La gestion du comportement de l’organisation : Utilisation des ressources humaines), (Englewood Cliffs, New Jersey: Prentice-Hall, Inc., 1982), 86. John Keegan, The Mask of Command (Le masque du commandement), (Middlesex, Grande-Bretagne: Penguin Books, Ltd., 1987), 1–4. Colonel Bernd Horn (ebook) : « Les guerriers intrépides » : Perspectives sur les chefs militaires canadiens Bruno Jarrosson : “Charles de gaulle : leçons de commandement“ ed. Maxima

Méthodes d’évaluation : Sur quoi sera basée la note finale? / Method of assessment : What will the final grade be based on?

Type d’évaluation Compétence évaluée Durée % de la note finale/ Type of evaluation Evaluated skill Duration % of the final grade

Examen cas pratique 80%

Participation 20%

Unité d’Enseignement TRANSVERSE (UE) Titre du cours / ECUE Course title Going Global : A Cross-Cultural Perspective Langue Heures ECTS Programme Language Hours English 24 3 ELECTIVES Nom de l’enseignant Véronique MONCADA Name of the lecturer Fonction - Employeur Intercultural Academy (CEO) Position - Employer Contact [email protected] - linkedin.com/in/veroniquemoncada Objectifs du cours Discover how to navigate successfully across cultures and unfamiliar environment, Course objectives from personal to business perspective. Understand the global challenges the world is facing, and build impactful International Strategy. Develop a strategic and pragmatic mindset to manage people and companies worldwide, with responsibility toward life.

At the end of this course, each participants will have:  Their personal Cultural Preferences and Intercultural Communication Style  Methodology and tools to understand and adapt their behavior while interacting with other cultures, personally or professionally  Contacts abroad thanks to real interviews and international interactions

Compétences Ciblées BLOC 2 : COMPETENCES DE CREATIVITE ET DE GESTION DE PROJET / CREATIVITY AND Intended Learning PROJECT MANAGEMENT SKILLS Outcomes BLOC 3 : COMPETENCES RELATIONNELLES ET DE COMMUNICATION / RELATIONAL AND COMMUNICATION SKILLS BLOC 5 : ACQUERIR ET DIFFUSER UN LEADERSHIP HUMAIN / EMPOWERING HUMANISTIC LEADERSHIP SKILLS

Contenu du cours par session / Course content per session Heures / Hours The content of the sessions are adjusted depending on participants’ expectations and needs.

Session 1 (6 hours) CULTURE & INTER-CULTURE The morning session will explore the fascinating hidden world of Culture! Why do we have a culture, and where does it come from? We are all like icebergs, our behaviors are visible, but not our values. Cultural awareness develops empathy, curiosity and holistic thinking. Participants will do exercises about Cultural Values and create their own Cultural Profile. When cultures meet. The afternoon session will focus on differences and similarities between cultures, with the presentation of the main researchers in the field of Intercultural Sciences, from Edward T. Hall and Geert Hofstede, to Fons Trompenaars and Erin Meyer for Business. Participants will learn how to design an “Intercultural Map”, and how to use it to underline similarities and rock differences.

Session 2 (6 hours) WORLD AWARNESS & GEOPOLITICS What’s going on on planet today? And … why? Knowledge is power, and doing international business requires information about the world. The morning session introduce geopolitics aspects, and through a process of collective intelligence, participants will explore the different visions of the world, from their own approach to a global perspective. Quiz about the world, cartography, globalization and International Relationships post Corona Crisis. During the afternoon, we will switch from our ethno-centric history to the History of the world ... in 30minutes! A session organized like a road movie, exploring cultures from their very beginning. This session also explores the Worlds of Religions, as roots of Cultures, and their impact on the day to day life and in Business.

Session 3 (6 hours) COMMUNICATION ACROSS BOUNDARIES The morning session will focus on the different communication styles around the world, and how to navigate among them: languages, non-verbal communication, translation and (mis)interpretations. Participants will define their own communication style, and challenge it with others, through games and exercises. We will do a “World Emotional Tour” (emotions are universal, but their expression is cultural!) to learn how to recognize emotions and adjust accordingly. We will talk about Stereotypes and discrimination. Multicultural Team Management can transform diversity in a company in a wonderful asset for innovation and development. The afternoon will review communication across culture for Business, from MacDonald’s to Ikea, Google to Air France, how companies succeed (or fail!) when communicating worldwide.

Session 4 (6 hours) Business Development and International Strategy

Why and How Companies develop their internationalization? What are the different ways of entries on the International Market, and how to set up an International Strategy when culture matters? This session will explore the different ways to go global for a company: Intercultural Marketing Strategy, Cross-cultural Consumer Behavior, the impact of Culture on 4P (Marketing mix). Case Studies: Success and Failures of International Companies (Kellog’s in India, Barbie in China, Carrefour in Japan, Wallmart in Germany...). Afternoon: participants will do the class, by presenting Group Work “Vital intercultural tips for companies when going Global”, based on real life experience.

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher Edward T Hall The Silent Language (1959) & The Hidden Dimension (1966) Fons Trompenaars & Charles Hampden-Turner Riding The Waves of Culture: Understanding Diversity in Global Business (1997) Erin Mayer The Cultural Map (2014) https://www.erinmeyer.com/tools/culture-map-premium/ https://www.hofstede-insights.com/product/compare-countries/ https://hbr.org/2019/04/3-ways-to-improve-your-cultural-fluency

Méthodes d’évaluation : Sur quoi sera basée la note finale? / Method of assessment : What will the final grade be based on? Type d’évaluation Compétence(s) évaluée(s) Durée % de la note finale/ Type of evaluation Evaluated skill(s) Duration % of the final grade Research, interview & RELATIONAL AND COMMUNICATION SKILLS 2h 50 report Group work CREATIVITY AND PROJECT MANAGEMENT 45’ 50 SKILLS + EMPOWERING HUMANISTIC LEADERSHIP SKILLS

Mini CV de l’enseignant / Mini CV of the lecturer Véronique Moncada is French, IAE Aix Alumni, living in Marseille. She is International Advisor for Companies and Higher Education, and give classes and seminars about Cross-Cultural Management. Before running her own Advising Company, she worked for 15 years at “IAE Aix-Marseille Graduate School of Management”, mainly as Director of International Affairs, and set up the “Business Club France Inde” in Marseille and Hyderabad, dedicated to business between France and India. She strongly believes cultural differences lead to innovation, and mutual understanding brings more peace on earth.

Unité d’Enseignement (UE) TRANSVERSE Titre du cours / ECUE Course title Excel for Data Analytics : A User Journey Langue Heures Programme ECTS Language Hours Program English 24 ELECTIVES Nom de l’enseignant Laurent PERIER Name of the lecturer Fonction - Employeur ST Microelectronics Position - Employer Contact 06 40 96 60 42 [email protected] Objectifs du cours Spreadsheets are the calculator of the XXI century in our “big data” world. Being “fluent” Course objectives in excel is a must for anyone expecting to become a manager and a leader. The purpose of this training is NOT to fill the students with a list of theoretical formula but to APPLY excel for data analytics in real-world cases. This course selects real-life cases taken from my personal experience to introduce step-by-step useful excel features. The framework of the various exemples is to align a S&M plan with the R&D projects. The course starts with a short introduction on how to use “big data” to make better decision. Then the different steps for a robust decision process are addressed: data integrity, adapted models then execution monitoring to improve the process. At each step, problems are presented with specific databases, excel functionalities are introduced, students solve them in small teams then present their findings to the class. At the end, as exam, each team is to take his own “big data” challenge and to present how they use excel to make decisions using excel for better data analytics. Compétences Ciblées Sélectionner la ou les compétences ciblées par le cours (3 blocs maximum - effacer les Intended Learning Outcomes compétences non ciblées) :  IT prerequisites: MS Office practice + (at least a bit of) Excel (no Macros)  BLOC 1 : CAPACITÉS MANAGÉRIALES / MANAGERIAL SKILLS  BLOC 2 : COMPETENCES DE CREATIVITE ET DE GESTION DE PROJET / CREATIVITY AND PROJECT MANAGEMENT SKILLS  BLOC 3 : COMPETENCES RELATIONNELLES ET DE COMMUNICATION / RELATIONAL AND COMMUNICATION SKILLS  BLOC 4 : COMPETENCES DE RECHERCHE / RESEARCH SKILLS  BLOC 5 : ACQUERIR ET DIFFUSER UN LEADERSHIP HUMAIN / EMPOWERING HUMANISTIC LEADERSHIP SKILLS

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours 1. From data to decision 1. Day 1: intro course + excel 2. Excel Spreadsheet Kick-off 2. Day 2: S&M plan + R&D Model 3. Right Data (select and organize big data) 3. Day 3: Data integrity + Forecast Exemples of simple excel formula and graphs 4. Day 4: preparation + presentations 4. Right Model (from data to models) Introduction to complex excel formula and graphs 5. Execution: Project Right (monitor Key Process Indicators) Optional: Soft skills for decisions Multiple tables management 6. Improve: Process Right (stabilize then improve) Multiple tables integration

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher

Méthodes d’évaluation : Sur quoi sera basée la note finale? / Method of assessment : What will the final grade be based on?

Type d’évaluation Compétence(s) évaluée(s) Durée % de la note finale/ Type of evaluation Evaluated skill(s) Duration % of the final grade Team presentation Team to take his own “big data” challenge Preparation: 1/2 day 100% and present how they use excel for better Presentation + Q/A: 1/2h data analytics then decision The 4 blocks of competences will be assessed during the successive team presentations then final exam

Mini CV de l’enseignant / Mini CV of the lecturer

Living in Asia for 12 years (China, India) and reaching +35 years’ experience in the Hi-tech industry, Laurent PERIER has developed an uncommon combination of S&M business acumen, R&D technical skills and cross-cultural practice. He has built a global experience in strategy and marketing, as well as a technical expertise in electronic systems. His leadership has been demonstrated in many challenges, with a reputation for an analytic mindset and for delivering on time.

Working for STMicroelectronics, he is currently head of Data Analytics in the Automotive Group. In China, he led teams of +200 engineers as Greater China R&D Director. In India he was the Automotive Design team leader then ST India Managing Director and Head of Strategic Business Development. The cumulated sales of those assignments is above 2 Billion USD.

In top of those assignments, he was Site Director of the Shanghai Regional HQ and co-Director of the Electronics Design Center at Tsinghua University (#1 in China). He contributes now to the society through various assignments, as French Foreign Trade Advisor (CCEF, nomination by France Prime Minister), Teacher in several Universities and Business Schools and Expert at Agence Française de Développement.

Unité d’Enseignement (UE) TRANSVERSE Titre du cours / ECUE LinkedIn : comment en faire un vrai atout pour votre future carrière Course title professionnelle ? Langue Heures ECTS Programme Language Hours ENGLISH 24 ELECTIVES Nom de l’enseignant Name of the lecturer Anaïs RAZIER Fonction - Employeur Dirigeante d’entreprise et Consultante communication et marketing – Market Invest- Position - Employer Agence Conseil COMM TOI Contact [email protected] 06 66 97 95 46 Objectifs du cours LinkedIn : comment connaitre et capitaliser sur ce réseau social pour rechercher un Course objectives emploi / trouver des clients (démarche de personal branding en amont)

Compétences Ciblées Sélectionner la ou les compétences ciblées par le cours (3 blocs maximum - effacer les Intended Learning Outcomes compétences non cibées) :

BLOC 2 : COMPETENCES DE CREATIVITE ET DE GESTION DE PROJET / CREATIVITY AND PROJECT MANAGEMENT SKILLS BLOC 3 : COMPETENCES RELATIONNELLES ET DE COMMUNICATION / RELATIONAL AND COMMUNICATION SKILLS

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours

Session 1 : importance et chiffres clés du marketing Digital + Introduction au 6H personal branding : comment travailler sur son image de marque en tant que futur professionnel

Session 2 et 3 : Présentation du réseau social LinkedIn : Grands principes de 12H fonctionnement : information, prospection, CVthèque, recrutement et recherche de poste, réseautage. Et bonnes pratiques sur ce réseau. Importance de la video, comment créer du contenu performant sur LinkedIn. Comment booster sa visibilité : analyse de son Social Selling Index + le faire progresser. Grandes notions autour du Storytelling. Etre capable de gérer un calendrier de prise de parole media sociaux sur LinkedIn notamment.

Session 4 : Conclusion et échanges questions / réponses suite aux 6H manipulations faites sur le réseau. Présentation de la stratégie de positionnement de chaque étudiant sur son profil + petit quizz sur table

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher

Méthodes d’évaluation : Sur quoi sera basée la note finale? / Method of assessment : What will the final grade be based on?

Type d’évaluation Compétence(s) évaluée(s) Durée % de la note finale/ Type of evaluation Evaluated skill(s) Duration % of the final grade Présentation de la Compréhension des clés d’optimisation d’un 15 minutes par 70% stratégie de chaque profil étudiant étudiant sur son profil ( le Présentation orale d’une stratégie de contenu profil + 1 post de création de contenu Quizz sur les fonctions du Compréhension des différents outils 30 à 45 minutes 30% réseau disponibles sur LinkedIn

Mini CV de l’enseignant / Mini CV of the lecturer

Expériences professionnelles

DIRIGEANTE ET CO-FONDATRICE DE MARKET INVEST Institut d'études marketing quantitatives et qualitatives Depuis Mars 2013

CONSULTANTE AGENCE CONSEIL COMM TOI Indépendante et conseil en entreprise sur les thématiques de communication et de stratégie marketing Depuis Mars 2016

+ J’intègre l’ESSCA à la rentrée pour un module de marketing également

Formation

MASTER 2 LANGUES ÉTRANGÈRES APPLIQUÉES MANAGEMENT INTERNATIONAL EN ALTERNANCE Aix-Marseille Université année 2011/2013

LICENCE LANGUES ETRANGERES APPLIQUEES ANGLAIS

ESPAGNOL - MANAGEMENT INTERNATIONAL Aix-Marseille Université années 2008/2011 avec un semestre à Oxford Brookes University (UK)

DISCIPLINE TRANSVERSE Titre du cours Course title Agriculture et nourriture saine et durable Langue Heures ECTS Programme Language Hours FRANCAIS 24 ELECTIVES Nom de l’enseignant Emmanuelle Reynaud Name of the lecturer Fonction – employeur Professeur des universités Position – employee Contact [email protected] Objectifs du cours  Se familiariser avec le secteur agro-alimentaire, numéro 1 en termes Course objectives d’emploi au monde  Comprendre comment nourrir la population mondiale  Apprendre à se nourrir sainement et de façon respectueuse de l’environnement Compétences acquises  Comprendre les principaux enjeux en matière d’agriculture et d’alimentation Learning outcomes durable et connaître les principales solutions  Savoir calculer ses besoins alimentaires quotidiens.  Savoir composer des menus équilibrés.  Savoir présenter ses idées de manière convaincante.

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours  Introduction : escape game 3h  Partie 1: Principes généraux et étude d’une ferme 3h  Partie 1: agriculture intensive et son impact (empreinte écologique des 3h différentes techniques de production)  Partie 2: agriculture durable, agriculture biologique et comparaison des 3h rentabilités de l’agriculture biologique et de l’agriculture conventionnelle  Partie 2: agriculture durable et de subsistance 3h  Partie 3: Alimentation saine, Calcul de l’indice de masse corporelle, des 3h besoins en calories et en macro éléments  Partie 4: Faites votre part- Composer un menu hebdomadaire et 6h présenter un poster.

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher

Méthodes d’évaluation : Sur quoi sera basée la note finale? / Method of assessment : What will the final grade be based on?

Type d’évaluation Compétence évaluée Durée % de la note finale/ Type of evaluation Evaluated skill Duration % of the final grade Pass or fail i- Comprendre les enjeux i- Escape game ii- Connaître les solutions ii- Etude d’une ferme iii- Savoir calculer les Comparaison de la rentabilité d’une ferme besoins et composer biologique et conventionnelle des menus équilibrés iii- Menus hebdomadaires et Faire un Poster Dans tous les travaux Savoir présenter de façon convaincante Mini CV de l’enseignant / Mini CV of the lecturer Emmanuelle Reynaud est professeur des Universités à l’IAE d’Aix-en-Provence (CERGAM), Aix-Marseille Université. Elle a un doctorat en gestion et est ingénieur agro-alimentaire. Elle dirige le master recherche et le département stratégie. Elle enseigne la stratégie et le développement durable et conduit l’ensemble de ses recherches sur ce thème. Auteur de nombreux articles et ouvrages nationaux et internationaux (ex : Journal of Business Ethics), une de ses publications co- écrite a été sélectionnée par la Revue Française de Gestion pour être publiée en 2015 en tant qu’un des 20 articles les plus influents des 40 années de cette revue. Pour l’ouvrage « le développement durable au cœur de l’entreprise » (2006, 2011), Emmanuelle Reynaud a reçu le prix de l’académie des Sciences Commerciales.

DISCIPLINE TRANSVERSE Titre du cours Course title LEADERSHIP Langue Heures ECTS Programme Language Hours ENGLISH 24 ELECTIVES Nom de l’enseignant Guy SAINTE ROSE Name of the lecturer Fonction - Employeur Professor / Executive Coach Position - Employee Contact

Objectifs du cours Leadership Challenge : Developing Leadership skills in managing Projects Course objectives Compétences acquises This course is for students who wish to incorporate leadership mindsets and skills into Learning outcomes themselves and those they lead

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours The leadership challenge course improves your ability to put into action the five practices 24 of exemplary leadership. 1 Model the way 2 Inspire a shared vision 3 Challenge the process 4 Enable others to act and 5 encourage the heart

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher James M. Kouzes, The Leadership Challenge, 2007, Published by Jossey-Bass

Méthodes d’évaluation : Sur quoi sera basée la note finale? / Method of assessment : What will the final grade be based on?

Type d’évaluation Compétence évaluée Durée % de la note finale/ Type of evaluation Evaluated skill Duration % of the final grade Participation 50% 50% Team Spirit 25% 25% Self Evaluation 25% 25%

Mini CV de l’enseignant / Mini CV of the lecturer Formation Creative Results management : Seattle, USA

DISCIPLINE TRANSVERSE Titre du cours Course title Business Model Building Langue Heures ECTS Programme Language Hours FRANCAIS 24 ELECTIVES Nom de l’enseignant Xavier SAVALL-ESCUDIER Name of the lecturer Fonction - Employeur Consultant Indépendant en Gestion, Finance et Management Position - Employee Contact

Objectifs du cours Intégrer la méthodologie par le travail dirigé d’une modélisation détaillée réelle d’un projet en Course objectives gestion d’exploitation en vue d’une levée de fonds (Business Plan Financier) Compétences acquises On successful completion of this course student will: Learning outcomes -Réaliser une modélisation financière d’exploitation de projet (outil Excel)

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours 1- Définitions et Principes Généraux 2 H 2- Mise en place et Analyse du Support 2 H 3- Définition des Objectifs et Stratégie Opérationnelle et Financère 2 H 4- Architecture du business model (Hypothèses, Règles et Structure Excel) 6 H 5- Analyse du Risque 3 H 6- Construction du modèle 9 H NB : Accompagnement Technique sur le Projet d’évaluation qui sert de support au cours

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher - D. Dauchy, 2010, 7 étapes pour un business model solide, Dunod - T. Verstraete, 2009, Business Model pour entreprendre, De Boeck - H. Bouquin, 2010, Le Contrôle de gestion, 9ème édition, PUF - R. Kaplan & S. Anderson, TDABC, 2008, Eyrolles - C. Selmer, 2008, La Boîte à outils du Responsable financier, Dunod - H Löning & Y Pesqueux, 1998, le contrôle de gestion, Dunod - Robert Teller, Le contrôle de gestion, Editions Management et Société, 1999 * - Reporting et contrôle de gestion, B. Pigé et P. Lardy, EMS, 2003

Méthodes d’évaluation : Sur quoi sera basée la note finale? / Method of assessment : What will the final grade be based on?

Type d’évaluation Compétence évaluée Durée % de la note finale/ Type of evaluation Evaluated skill Duration % of the final grade Dossier de groupe sur une étude de cas original 80% (Modèle XL + Annexes) 20% Participation et Présence

Mini CV de l’enseignant / Mini CV of the lecturer

Consultant Multi secteurs en gestion, finance, management et développement de projets, conduite du changement. Expériences : Création d’Entreprises, DAF International (Qualiope SA), Responsable Middle Office (Louis Dreyfus Finance), Responsable de mission Audit et Conseil (Mazars). Formate

DISCIPLINE TRANSVERSE Titre du cours Experience entrepreneurship : Design your Course title innovative business by exploring design thinking Langue Heures ECTS Programme Language Hours ENGLISH 24 ELECTIVES Nom de l’enseignant

Name of the lecturer France SELVIDES Fonction - Employeur Directory of KALIRIS SARL Position - Employee

Contact Objectifs du cours Entrepreneurship offers new potential alternative to grow to our global economy. In Course objectives their efforts to become entrepreneurs, CEO have realized that traditional skills and processes are not exactly conducive to successful business results. While entrepreneurship is been promoted to anyone, few entrepreneurs embrace innovation in a systemic approach using design to create sucessful business. The aim of the course is to enable participants to build entrepreneurship skills exploring business opportunities either from from their own idea or from an existing project to start or develop a business. The approach integrates aspects of creative thinking together with innovative tools. The course content is a combination of lectures, including videos, and learn by doing experimentation. Compétences acquises - Understand innovative entrepreneurship Learning outcomes - Build innovation skills and mindset - Experience business design in action

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours Introduction to entrepreneurship: What is entrepreneurship ? Insights to cognitive 3h entrepreneurship (profiles, professional & personal project). Seek for inspirational entrepreneurs. Develop networking skills.

Discover your entrepreneurship style: How to interact with others ? How to improve your communications skills with your team, with your partners (associates, banker, customers, 3h suppliers) ?

Introduction to innovation management: What is innovation ? Insights for embracing a 3h systemic approach to innovation : a glimpse of the future, barriers to innovation, maximize innovation across boundaries. Go beyond best practices and build your own leading practices. Use InnovationWave® tool. 3h

Experience and Share your innovative project I : Understand the Design Thinking mindset.

Put into practice the creativity toolkit. Structure ideas generation. Catalyse individual and team creativity. Use visual Totem cards®. 3h Experience and Share your innovative project II : Observe how innovation and entrepreneurship interact for successful businesses ; Understand the power of effectual approach to entrepreneurship in the context of innovation. Combine both subjects : the process route & the people route. Innovate beyond your comfort zone. Use The Six I’s® of 3h Innovation.

Experience and Share your innovative project III : Learn to design a user-centered innovative 3h business. Use innovative marketing approach rather than traditional marketing planning.

Explore the 5 proofs of value creation of ISMA 360° method with a dedicated card game.

Experience and Share your innovative project IV : Capture value to get time to market for your product/service. Develop user-end approach. Prototype and test your MVP. Use 3h ViaDesigner® tool.

Present your innovative project : Pitch your innovative project in a creative style. Introduction to storytelling. Use Pitch Cards® Insights, Debrief and Reflect on the whole experimentation.

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher Bettina von Stamm “Managing innovation, design and creativity”, Wiley, 2008 Dominique Vian “Isma 306°”, De Boeck, 2013 Dominique Vian « Tous Innovateurs: 2 méthodes pour révéler des solutions invisibles dans le complexe » Broché – 1 juin 2018 Natalie Turner « Yes, You can innovate », FT Publishing Financial Times, 2018 Monika Hestad “Branding and Product Design”, 2013

Mini CV de l’enseignant / Mini CV of the lecturer

France Selvides, an expert on innovation, has been an original and inspirational thinker • ‘Enabling’ innovation, • Workshops and seminars on innovation, design thinking and networking, • Teaching innovation, innovation management and innovation leadership, She worked for large and medium sized companies both in the United Kingdom and in France in the fast consumer goods sector in wines & spirits, textile, cosmetics and retail industries together with BtoB sector. She has gained a strong 10 years’ experience in management. In November 2008, France set up her consultancy company KALIRIS, specialized in Innovation Management dedicated for Start-up, SME’s and large organizations. KALIRIS works in partnership with Dr Bettina von Stamm, Founder of Innovation Leadership Forum & Catalyst mainly in large organisations. Our agile entrepreneurship leads us to help our customers to move into the digital area.

The thread that runs through our activities is the desire to ‘understand and embrace innovation’ using the facilitated tool to assess the conditions for innovation Innovation Wave® designed by Bettina since 2004. France is a ViaDesigner® certified consultant, the fastest way to get you from an idea to market. In 2019, she takes actively part of the launch in France of “Yes we can innovate” method founded by Natalie Turner, based in Singapore, while facilitating workshops with The Six I’s® of Innovation tool .

Occasionally, France teaches at business schools innovation management and coaches entrepreneurship at incubators and clusters. From 2014, she enables innovative women entrepreneurship via a mentoring program for incubator networks.

France co-founded the Design Thinking Tour event in the region of South of France with a community of 100 happy few to diffuse the method widely since 2018.

DISCIPLINE TRANSVERSE Titre du cours Course title Publicité en ligne et Digital Marketing Langue Heures ECTS Programme Language Hours FRANCAIS 24 ELECTIVES Nom de l’enseignant

Name of the lecturer Alexandre SIAHOU Fonction - Employeur Responsable Digital Marketing – Thalasseo.com Position - Employee

Contact Objectifs du cours Comprendre le fonctionnement d’Internet, des réseaux sociaux, et apprendre à construire une Course objectives stratégie digitale/e-commerce avec du marketing à la performance, du SEO, du SEA, de la co- registration, du SMO, de l’emailing, du marketing automation… Compétences acquises Culture Web, stratégie SEO/SEA, activer les bons leviers sur Internet, affiliation, e-commerce, Learning outcomes display, mobile, RTB, Native, emailing, réseaux sociaux/SMO, marketing d’influence, growth hacking …

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours Internet 2  Histoire d’Internet et de la publicité en ligne  Culture e-pub  Modèles économiques du net  Les différents types de sites Internet et leurs objectifs

Tracking 1  Principe  Evénements mesurables  Google Analytics

Search Engine Marketing 3  SEO (Objectifs, leviers, contraintes, développement, outil d’analyse et d’audit…)

 SEA (Définition, stratégie de positionnement, facteurs de succès, études de cas, Display,

RLSA, PLA, Automatisation…)

L’e-publicité  Le Marketing à la Performance (Principes, modèles économiques)  Affiliation (historique, principes, leviers, e-CPM, acteurs, key success factor…) 6  Display, habillage, native ads…  Co registration (Définition, avantages, études de cas…)  E-CRM (emailing, email transactionnel, temps reel, marketing automation…)  Leviers récents et évolution du secteur (retargeting, Ad Exchange, RTB, Native ads, targeting comportemental, cookies et ITP…)

Les réseaux sociaux  Présentation globale (Historique / Principes / Typologies / Nouveautés et évolutions) 3  Utilisations dans une stratégie webmarketing  Partenariat, acquisition, intelligence  Buzz marketing  E-reputation  Mesure de la performance  Publicité sur les réseaux sociaux  Marketing d’influence

Marketing mobile  SMS et origines 2  Publicité mobile (formats, acteurs…)  Changements et évolutions

E-commerce

 Avantages et contraintes d’une boutique en ligne

 Etapes de la creation d’un site marchand 2  Exemples et études de cas  Focus sur Prestashop

Les métiers de l’Internet  Les métiers de conception  Les métiers techniques  Les métiers transverses (Commerce, Marketing et Communication) 1  Les “nouveaux” métiers (Community Manager, Data Analytist, Growth Hacker…)

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher Internet Marketing 2019 – Neila Romdane and Willy Braun Webmarketing – Définir, mettre en pratique et optimiser sa stratégie 2.0 – Guillaume Eouzan (nouvelle version) 7 reasons you suck at Internet Marketing – Wayne Money (eBook) Affiliate Marketing for Beginners – Nate Mills (eBook) The world of Internet Marketing : The Basics : Online Brand Building, Social Media and website design – Jonathan Edward Goodman Stratégie e-marketing : Virginie Faivet Le marketing digital : développer sa stratégie à l’ère numérique – François Scheid De nombreux sites Internet et blogs seront également communiqués pendant le cours

Méthodes d’évaluation : Sur quoi sera basée la note finale? / Method of assessment : What will the final grade be based on?

Type d’évaluation Compétence évaluée Durée % de la note finale/ Type of evaluation Evaluated skill Duration % of the final grade

Accréditation Google Ads SEA 1h30 20% Etudes de cas pendant les cours E-pub, SEO… 4h 80%

Mini CV de l’enseignant / Mini CV of the lecturer Après un MSC of Communication and Change à l’IAE Aix en 2009, Alexandre a débuté ma carrière professionnelle dans l’agence Darwin Agency, spécialiste du marketing à la performance. Après avoir commencé en tant que Media Planner, chargé de différents campagnes de publicité en ligne, Alexandre est devenu rapidement ePub Manager et responsable nouveaux business. Il a ensuite choisi de relever de nouveaux challenges et a passé deux ans en start-up qui lui ont permis d’acquérir des compétences techniques notamment. Enfin, Alexandre a rejoint Carré d’artistes® en tant que Responsable Internet en octobre 2015, avant d’évoluer vers un poste de Directeur Digital et Innovation avec en charge, à la fois la partie e-commerce, mais aussi la digitalisation des points de vente, le CRM et l’ERP. Depuis l’an dernier, Alexandre a choisi un nouveau challenge et est désormais Responsable Digital Marketing pour Thalasseo.com. Thalasseo est l’agence de voyages leader en France des séjours bien-être, 100 % digitale, et « cousine » du groupe Voyage-Privé. A côté de cela, Alexandre est professeur depuis 6 ans à l’IAE d’Aix, mais aussi dans plusieurs écoles de commerce. Il possède aussi un site e-commerce, qui lui sert de laboratoire de test, et écrit régulièrement pour plusieurs blogs dans différents secteurs.

Unité d’Enseignement (UE) TRANSVERSE Titre du cours / ECUE Course title INTERCULTURAL COMPETENCE Langue Heures ECTS Programme Language Hours ENGLISH 24 ELECTIVES Nom de l’enseignant Name of the lecturer Shawn Simpson Fonction - Employeur IAE Position - Employer Contact [email protected] Objectifs du cours To give the participants the knowledge, awareness and competencies needed Course objectives to navigate, understand and find the appropriate solutions to the intercultural and multinational challenges of today’s complex business world. Each participant will learn to develop the specific skills they are lacking and to enhance those they have already acquired. Compétences Ciblées BLOC 1 : CAPACITÉS MANAGÉRIALES / MANAGERIAL SKILLS Intended Learning Outcomes BLOC 3 : COMPETENCES RELATIONNELLES ET DE COMMUNICATION / RELATIONAL AND COMMUNICATION SKILLS BLOC 5 : ACQUERIR ET DIFFUSER UN LEADERSHIP HUMAIN / EMPOWERING HUMANISTIC LEADERSHIP SKILLS

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours Intercultural competence, cultural intelligence, global savvy, innate or acquired skills are paramount to understanding the complex business world of the 21st century. The former HR policies used in the last decades no longer work, are no longer relevant. International teams, virtual or not, local and global trade and production, culturally-based hierarchical systems, decision-making processes are all part of the myriad environments in which we can make culturally insensitive mistakes that sometimes lead to human and financial disasters.

All sessions will be interactive experiences requiring full participation and active listening.

Session 1 (6 hours) Introduction to Intercultural Competence: history of concepts, new research, changing paradigms. Review of the most recent cases of in Intercultural Incompetence: comparison between the realities of yesterday and today and understanding the rapidly changing cultural profiles used as norms. Intercultural competence lists of skills and individual identification of areas for improvement. Assessment of personal values and rituals, innate or acquired cultures, cultural intelligence learning curves.

Session 2 (6 hours) Intercultural Competence in diverse cultural situations (situational behavior vs personal values) Insensitivity to differences and similarities and its impact on driving an international project or team Self-awareness and personal development Definition of positive attributes to stereotyping

Session 3 (6 hours) Where can you find intercultural competence and why? Cultural maps and philosophies The individual’s power over cultural traits Global nomads and their profiles Unconscious Bias and how to overcome it

Session 4 (6 hours) Intercultural competence applied to: Communication Management Negotiation CSR Ethical behavior Conflict management Decision making Brainstorming Appraisals Trust and Transparency Hiring procedures Training and Learning

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher Intercultural competence N Dinges - Handbook of intercultural training: Issues in theory …, 1983 - books.google.com The SAGE handbook of intercultural competence DK Deardorff - 2009 - books.google.com Identification and assessment of intercultural competence as a student outcome of internationalization DK Deardorff - Journal of studies in international education, 2006 - journals.sagepub.com Leading global teams L Zander, AI Mockaitis, CL Butler - Journal of World Business, 2012 - Elsevier Going global: Developing management students' cultural intelligence and global identity in culturally diverse virtual teams M Erez, A Lisak, R Harush, E Glikson… - … Learning & Education, 2013 - journals.aom.org Handbook of cultural intelligence S Ang, L Van Dyne - 2015 - books.google.com Leading with cultural intelligence: The real secret to success D Livermore, ANG Soon - 2015 - books.google.com The relationship between transformational leadership and cultural intelligence: A study of international school leaders E K. Keung… - Journal of Educational …, 2013 - emeraldinsight.com Case studies: https://commons.emich.edu/cgi/viewcontent.cgi?referer=https://www.google.com/&httpsredir=1&article=1069&context=gabc

Méthodes d’évaluation : Sur quoi sera basée la note finale? / Method of assessment : What will the final grade be based on? Type d’évaluation Compétence(s) évaluée(s) Durée % de la note finale/ Type of evaluation Evaluated skill(s) Duration % of the final grade Case study to analyze Managerial skills, Relational and 1 hour 50 Communication skills, Leadership skills and Understanding of theoretical and practical skills (individual assignment) Case study to present Problem solving in a challenging intercultural 20 minutes 50 situation (group presentation) Leadership Skills

Plage 3 SEMINAIRES INTERNATIONAUX 3. 4. 5 Décembre 2020

Speciality Tittle of the Seminar Professor

TRANSVERSE Social Computing for Business A Z. BHATTI ENGLISH

TRANSVERSE Behavioral Economics and Decision Making F. DE ALMEIDA ENGLISH TRANSVERSE Cross Cultural Competence and Management: How To B. DELLA PIANA ENGLISH Manage Your International Relationships

TRANSVERSE The contribution of heartfulness meditation to learning D. GNAUR ENGLISH process nd sense making culture in organizations

TRANSVERSE LAG-User Innovation: Learn, Adapt, Generate S. JAHANMIR ENGLISH TRANSVERSE Stress free presentation N. KLEINSCHMIT ENGLISH TRANSVERSE Doing business in BRICS countries : a comparative analysis V. KOLCHANOV ENGLISH TRANSVERSE Mergers & Acquisitions, LBO'S and Corporate Restructuring J.M.LIBERTI ENGLISH

TRANSVERSE M&A deals in strategic value-based management E. MARTIROSYAN ENGLISH

TRANSVERSE Strategic Management of intellectual property rights K.V. NITHYANANDA ENGLISH TRANSVERSE Business Ethics, Leadership and critical thinking J. PERRY ENGLISH

TRANSVERSE Coopetition: Develop your Collaborative Advantage B. SIMONIN ENGLISH TRANSVERSE Negotiations E. TUNCEL ENGLISH TRANSVERSE Leardership and Negotiation skills T.VAN NHU ENGLISH

TRANSVERSE Communication with impact : making your talk worth the J. VOS ENGLISH walk TRANSVERSE “Corporate Governance”. R. WIGGINS ENGLISH

Unité d’Enseignement (UE) TRANSVERSE Titre du cours / ECUE Course title Social Computing for Business Langue Heures ECTS Programme Language Hours ENGLISH 24 INTERNATIONAL SEMINAR Nom de l’enseignant Zeeshan Ahmed BHATTI Name of the lecturer Fonction - Employeur Senior Lecturer/Associate Professor (University of Portsmouth, UK) Position - Employer Contact [email protected] +447506052719 Objectifs du cours Identity the core theory and application of social media to business needs. To be able Course objectives to identify the social media tools needed for various business functions and use social media analytics optimize operations. Compétences Ciblées BLOC 1 : CAPACITÉS MANAGÉRIALES / MANAGERIAL SKILLS Intended Learning Outcomes BLOC 2 : COMPETENCES DE CREATIVITE ET DE GESTION DE PROJET / CREATIVITY AND PROJECT MANAGEMENT SKILLS BLOC 3 : COMPETENCES RELATIONNELLES ET DE COMMUNICATION / RELATIONAL AND COMMUNICATION SKILLS BLOC 4 : COMPETENCES DE RECHERCHE / RESEARCH SKILLS BLOC 5 : ACQUERIR ET DIFFUSER UN LEADERSHIP HUMAIN / EMPOWERING HUMANISTIC LEADERSHIP SKILLS

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours

Introduction to Enterprise 2.0 3 Online Business Models 2 Online Digital Reputation 3 Virtual and Augmented Reality 2 Online User Behavior/Social Commerce 3 Google Analytics - Lab 2 + 1 practice Data Visualization using Tableau - Lab 2

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher

Mini CV de l’enseignant / Mini CV of the lecturer

Zeeshan A. Bhatti is an Associate Professor at the University of Portsmouth, UK in the department of Operations & Syetsm Management, Faculty of Business & Law. He has been affiliated with academia since 2011 and has taught and given invited talks at various university in Asia, Australia, Middle East and Europe. He holds a PhD. And MS in Management information systems, an MS in Engineering Management, and BS in Computer Science. Zeeshan’s research interests are online user behavior including social commerce, social pro-social behaviors and social media. His research has been published in top-ranked international journals including Behavior & Information Technology, Journal of Business Ethics, Journal of Knowledge Management, IEEE Access, Journal of Network & Computer Applications, among others.

DISCIPLINE TRANSVERSE Titre du cours Course title Behavioral Economics and Decision Making Langue Heures ECTS Programme Language Hours ENGLISH 24 INTERNATIONAL SEMINAR Nom de l’enseignant Fernando de Almeida Name of the lecturer Fonction - Employeur Professor – University de São Paulo Position - Employee Contact

Objectifs du cours This course aims to present behavioral aspects of Decision Making. Discusses unconscious Course objectives behavior in decision making. Hidden traps of the unconscious, cognitive bias, distorces the rationality of our decisions. Compétences acquises On successful completion of this course student will: Learning outcomes Participants will be able to make better decisions, to use appropriate approaches in negotiation processes, avoiding biases and traps in decision making.

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours - Cognitive bias and decision traps: How we make decisions (behavioral 3h30 economics) – irrationality in decision making process – how decisions may be influenced - Case Study – Columbias Final Mission (cognitive bias and decision making in 3h30 organizations)

- The two systems: Automatic and procedural system, two ways of approaching 3h30 decision problems 3hh30 - Cognitive bias and decision traps - Case Study – Mount Everest and Decision Making (Complex systems, group 4h decisions and psychological confort)

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher KAHNEMAN, Daniel – Thinking Fast and Slow – Two ways of thinking. Farrar Straux and Giraux, 2013. Dan Ariely – Predictably Irrational – The hidden forces that shape our decisions. HarperCollins, 2008. ALMEIDA, Fernando C.;Lesca, U., Canton, A. – Intrinsic motivation for knowledge sharing – competitive intelligence process in a telecom company, Journal of Knowledge Management, vol. 20, n.8, p. 1169-1198, 2016. HAMMOND, J. S.; KEENEY, R.L.; RAIFFA, H. Making Smart Choices: A practical Guide for Making Better Decisions, 1999 cod. 7945BC – Harvard School press HAMMOND, J. S.; KEENEY, R.L.; RAIFFA, H. Hidden traps in decision making. Harvard Business Review, jan 2006 –cod. R0601K - Mount Everest 1996 – Harvard Business School case – cod. 9-303-061 - Multimidea Case – Columbia Final Mission Méthodes d’évaluation : Sur quoi sera basée la note finale? / Method of assessment : What will the final grade be based on?

Type d’évaluation Compétence évaluée Durée % de la note finale/ Type of evaluation Evaluated skill Duration % of the final grade Participation during class sessions 2h 50% Case Study 50%

Mini CV de l’enseignant / Mini CV of the lecturer Fernando de Almeida is Associate Professor at the University of São Paulo. Responsible CI course in the PhD programme. Researches in the CI field with international partners in the field like Lesca - Grenoble, Gilad, Fuld and Hering - Academy of Competitive Intelligence - Boston. Researches in Decision Behaviour and working with Prof. Robert Weisz on the subject of Leadership and Relational Agility. PhD in Management from CERAG-Grenoble, Engineer from the Politechnic of the University of São Paulo. Associate Professor at the Business School of the University of São Paulo.

DISCIPLINE TRANSVERSE Titre du cours Cross Cultural Competence and Management: How To Course title Manage Your International Relationships Langue Heures ECTS Programme Language Hours ENGLISH 24 INTERNATIONAL SEMINAR Nom de l’enseignant Bice Della Piana Name of the lecturer Fonction - Employeur Phd, Scientific Director of 3CLab “Cross Cultural Competence Learning & Education” Position - Employee at University of Salerno, Italy. Research Fellow at Institute for Cross Cultural Management at Florida Institute of Technology, USA. Contact [email protected] Objectifs du cours The course aims at provide students with an enhancement of the cultural awareness. It is seen Course objectives as the basic capability required to negotiate effectively in cross-cultural situation and in international business. Moreover, the ability to use the main tools devoted to the resolution of specific problems will be gained. the learner-centered approach will represents the relevant characteristics to acquire cross cultural competence. Compétences acquises Knowledge and understanding Learning outcomes The course aims to provide students with an endowment of knowledge related to the analysis of cultural variables, as well as economic and social, that have an impact on individual and organizational behavior. It also aims to develop skills necessary for understanding the problems of interaction between different cultures within an organization or between organizations of different nationalities. Applying knowledge and understanding The student, at the end of the course, will have acquired theoretical knowledge and practical skills related to problem solving (problems' resolution resulting from cultural differences), and the ability to use the main techniques and tools for the resolution of specific problems. Making judgements The course aims to foster the development of skills in critical analysis for making judgments related to the "agreement zone" in the processes of negotiation between members of a group within a single organization or between the members of a project run by organizations of different nationalities or between potential partners for strategic alliance. Communication skills The student will be encouraged to develop interpersonal and communication skills necessary to work effectively within international, multinational or global organizations. Learning skills In general, the purpose of the course is to increase the awareness of the cultural differences and, more specifically, to increase students' Cultural Intelligence needed to boost learning ability in cross-cultural situations

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours The course is divided into three parts. 24 The first part lays the foundations of cross-cultural competence and management. It focuses on the historical evolution, highlighting also the renewed importance that flows from the recent internationalization of the economy and the growing globalization of markets and strategic behavior of firms. it focuses also on the CQ multidimensional model. The second part is devoted to decline the importance of cross-cultural competence through the analysis of detectable cross-cultural concerns in relation to the following issues: the effectiveness of the processes of cross-cultural negotiation, the global leadership competencies and the influence of culture on the firm’s innovation. During the course, some additional information are provided in order to create a “country case study” (a work to be organized in group) to present the last day.

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher ALON, I., HIGGINS, J.M., 2005. GLOBAL LEADERSHIP SUCCESS THROUGH EMOTIONAL AND CULTURAL INTELLIGENCES, BUSINESS HORIZONS, VOL. 48, PP. 501-512. CAPALDO A., DELLA PIANA B., MONTELEONE M., SERGI B., 2012. “CROSS-CULTURAL MANAGEMENT: A MOSAIC OF WORDS AND CONCEPTS”, MCGRAWHILL (INTRODUCTION, CHAPTERS 1,2). EARLEY, P. C., MOSAKOWSKI, E., 2004. “CULTURAL INTELLIGENCE”, HARVARD BUSINESS REVIEW, VOL.1, PP. 1-8. HOUSE, R., JAVIDAN, M., HANGES, P., DORFMAN, P. (2002), “UNDERSTANDING CULTURES AND IMPLICIT LEADERSHIP THEORIES ACROSS THE GLOBE: AN INTRODUCTION TO PROJECT GLOBE”, JOURNAL OF WORLD BUSINESS, VOL. 37, ISSUE 1, PP. 3–10. JOHNSON, J. P., LENARTOWICZ, T., & APUD, S. (2006). CROSS-CULTURAL COMPETENCE IN INTERNATIONAL BUSINESS: TOWARD A DEFINITION AND A MODEL. JOURNAL OF INTERNATIONAL BUSINESS STUDIES, 37(4), 525-543. THOMAS, D. C., ELRON, E., STAHL, G., EKELUND, B. Z., RAVLIN, E. C., CERDIN, J. L., & MAZNEVSKI, M. (2008). CULTURAL INTELLIGENCE: DOMAIN AND ASSESSMENT. INTERNATIONAL JOURNAL OF CROSS CULTURAL MANAGEMENT, 8(2), 123-143. ZANDER, L., MOCKAITIS, A. I., & BUTLER, C. L. (2012). LEADING GLOBAL TEAMS. JOURNAL OF WORLD BUSINESS, 47(4), 592-603. Méthodes d’évaluation : Sur quoi sera basée la note finale? / Method of assessment : What will the final grade be based on? Type d’évaluation Compétence évaluée Durée % de la note finale/ Type of evaluation Evaluated skill Duration % of the final grade

Class Participation Applying knowledge and understanding, 50% Making judgements, 20% Final Exam Learning skills 30% Presentations Communication skills

Mini CV de l’enseignant / Mini CV of the lecturer Bice Della Piana holds a PhD in Public Management. She is currently an Assistant Professor and Scientific Director of the Research Lab “Cross Cultural Competence Learning & Education – 3CLab” at Department of Management & Innovation Systems, University of Salerno in Italy. Her main research interests are focused on the cultural differences, family business heterogeneity and institutional perspective. Her current lines of research include the impact of cultural variables on the firm’s governance mechanisms, FBG’s governance mechanisms considering the network development research and the influence of family values on the family firms’ resilience from a cross-cultural perspective. In addition, she is also working on a research line devoted to multi-cultural team management and dynamics. She has previously published several papers in international journals. She teaches Cross Cultural Management and Strategic Management at undergraduate, graduate and PhD level. She has been awarded as Best X-Culture Educator 2017 and 2018 (The X-Culture project is a large-scale experiential learning exercise designed to provide students with an opportunity to gain first-hand experience in international virtual collaboration). She has also been a visiting scholar at University of Burgos (Spain), at International Business School at Vilnius University (Lithuania), at Adana Science and Technology University (Turkey), at Management and Law College (Slovenia), at FEEA Cuza University (Romania) and at Institute for Cross Cultural Management at Florida Institute of Technology (US) where she is also Research Fellow. She is project reviewer for the Italian Ministry of Education, University and Research.

DISCIPLINE TRANSVERSE Organizations and Leadership Development Titre du cours Re-humanizing organizations – Leading integrally from Course title the intelligent heart Langue Heures ECTS Programme Language Hours ENGLISH 24 INTERNATIONAL SEMINAR Nom de l’enseignant Dorina Gnaur Name of the lecturer Fonction - Employeur Associate Professor, Dpt. of Learning and Philosophy, Aalborg University, Denmark Position – Employee Integral mentor, psychotherapist and coach. Contact [email protected] Objectifs du cours This course aims at uncovering emerging models of organizing and at examining and Course objectives discussing these models from a leadership and self-leadership perspective. The conceptual exploration of next stage organizations will be supported by an experiential, integral heart-centered practice involving meditation and reflection exercises allowing the participants to experience and feel the principles of alternative modes of organizing and leading. Compétences Ciblées On successful completion of this course student will: Intended Learning Outcomes  Acquire a framework of developmental perspectives on organizations.  Identify transformational leadership characteristics that sustain human potentiality  Appreciate wholeness-focused ways of work and responsive social action

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours The evolution of organizations from an integral perspective – the Teal paradigm. 7 Fundamental assumptions of transformational leadership: self-management, 7 wholeness, evolutionary purpose – accessing the heart’s intelligence The “we” space: Transformational potential in the intersubjective field 4

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher Laloux, Frederic. Reinventing organizations: A guide to creating organizations inspired by the next stage in human consciousness. 2014. Nelson Parker. Wilber, Ken. A brief history of everything. 1996. Boston: Shambhala Publications. Gunnlaugson, Olen& Brabant, Michael (eds.), Cohering the Integral We Space: Engaging Collective Emergence, Wisdom and Healing in Groups, 2016, Integral Publishing House.

Reflection Portfolio Ability to reflect on personal learnings 2 hrs. 63.3% Peer feedback on 3 Ability to relate to different perspectives. 1 hr. 33,3% portfolios

Mini CV de l’enseignant / Mini CV of the lecturer

Dorina is an adult learning and development specialist in educational as well as organizational contexts. A humanist and avid seeker of knowledge and ways to realize human potential, she has derived great benefit from integrating various knowledge and experiential domains. Thus, she has enlivened her academic career, with a PhD in organizational learning, with a direct meditative practice, on the one side, and an integral philosophical perspective on human consciousness and capabilities, on the other. Besides the teaching tasks and research as an associate professor, she is also an integral mentor, psychotherapist and coach as well as a heartfulness meditation trainer since nearly three decades.

Titre du cours LAG-User Innovation: Learn, Adapt, Generate (as featured in The Wall Street Journal) Course title Langue Heures ECTS Language Hours English 24 International Seminar Nom de l’enseignant/ Sara Jahanmir, MBA, PhD Name of the lecturer Fonction / Employeur Research Affiliate in Technology Innovation and Entrepreneurship, Position / Employee Massachusetts Institute of Technology, Cambridge, MA, USA Assistant Professor of Innovation and Entrepreneurship, Neoma BS, France Objectifs du cours / A very lively and interactive course, which enables you to: Course objectives  transform unfulfilled needs and expectations into opportunities.  move from a problem-driven mindset to a solution-driven one.  turn “ideas” into simple and effective “innovations”. Compétences acquises/ Key Takeaways: Learning outcomes  Main tools to create break-through innovations and new market spaces  Prioritizing key problems and unmet needs  LEARN from business and academia, ADAPT to new opportunities and GENETARE new simple solutions Contenu du cours par session/ Course content per session Nombre d’heures/ Number of hours Introduction to Innovation and its various typology 2 Diffusion of Innovation, User-Led vs. Manufacturer-Led Innovation 4 Lag-User Method 6 New Product Development Methods and Techniques and Best Practices 6 Value Innovation, Blue Ocean Strategy and the Power of Simple Solutions 6

Méthodes d’évaluation Sur quoi sera basée la note finale? / Method of assessment What will the final grade be based on? Type d’évaluation/ Type of evaluation Durée/ Duration% de la note finale/ % of the final grade Class participation and final presentations 100% Bibliographie – Auteur, titre, année, éditeur/ Bibliography – Author, title, year, publisher - Jahanmir, S. F., & Lages, L. F. (2015). The Lag-User Method: Using laggards as a source of innovative ideas. Journal of Engineering and Technology Management, 37, 65-77. Request free full text download at: https://www.researchgate.net/publication/291340140_The_Lag-User_Method_Using_laggards_as_a_source_of_innovative_ideas

- Jahanmir, S. F., & Lages, L. F. (2016). The late-adopter scale: A measure of late adopters of technological innovations. Journal of Business Research, 69(5), 1701-1706. Request free full text download at: https://www.researchgate.net/publication/284121579_The_late-adopter_scale_A_measure_of_late_adopters_of_technological_innovations

- Wells, C. (2016, January 27). Today’s Fashionably Late Adopters. The Wall Street Journal (Europe), p. A8 - Rogers, E. M. (2010). Diffusion of innovations. Simon and Schuster. - Moore, G. A. (2002). Crossing the chasm.

Mini CV de l’enseignant/ Mini CV of the lecturer

Sara Jahanmir (PhD, Nova SBE, Portugal) is Assistant Professor of Innovation and Entrepreneurship at Neoma Business Schoon in France and Research Affiliate and Lecturer in Technology Innovation and Entrepreneurship at Massachusetts Institute of Technology, Cambridge, USA. She has considerable years of business experience in Marketing and International Business. She is a lecturer for executives and is member of juries in Innovation and Entrepreneurship competitions in various schools in Europe and US. Her current research is focused on new product and service development, diffusion and adoption of innovations and entrepreneurship. Her research revolves around understanding the evolution of technology in multiple markets and the opportunity to comprehend and influence late adopters in a technology's life cycle. She is interested in identifying market opportunities for a technology, adoption process, determinants and barriers to adoption of innovations. Her work in this topic has been published in major journals of the field and has been featured in international press such as in The Wall Street Journal (US, Europe, Asia editions) and The Wall Street Journal TV.

DISCIPLINE TRANSVERSE Titre du cours Course title Delivering great, stress-free presentations! Langue Heures ECTS Programme Language Hours ENGLISH 24 INTERNATIONAL SEMINAR Nom de l’enseignant

Name of the lecturer N. KLEINSCHMIT Fonction - Employeur Founder & Director, Global’Ease Position - Employee Contact

Objectifs du cours Empower participants to create and deliver compelling presentations for international Course objectives audiences Compétences acquises On successful completion of this course student will: Learning outcomes  Identify expectations of a culturally diverse audience  Acquire a framework and tools for building a relevant presentation  Overcome stage fright and face an audience with confidence

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours Building a world-class presentation: audience needs, global model framework 7 Speaking out: tuning the skills of giving speeches and making your voice heard 7 Managing audience interaction: answering questions and driving confidence 4

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher Nathalie Kleinschmit, Borderless English, 2008, Global’Ease Inc. (tools for clear communication, optional reading) Mark Powell, Presenting in English: How to Give Successful Presentations, 1997, LTP (mainly for language skills, totally optional) https://www.linkedin.com/pulse/20140614181304-186179-borderless-english-for-international-conversations/ www.ted.com

Méthodes d’évaluation : Sur quoi sera basée la note finale? / Method of assessment : What will the final grade be based on?

Type d’évaluation Compétence évaluée Durée % de la note finale/ Type of evaluation Evaluated skill Duration % of the final grade Completed plan using framework 1 hour 33 Ability to deliver a 2-minute presentation in front of 2 hours 67 the class (everyone)

Mini CV de l’enseignant / Mini CV of the lecturer

Nathalie Kleinschmit, Born in Winnipeg, a German national and long-time Paris resident, it is not surprising that Nathalie has pursued a career in cross-cultural communication. Her interest for business has led her to explore ways multinational companies can develop the potential of their teams worldwide. Her works include a four-step international process leading to the « Full Potential Company » profile, the “Borderless English” approach, the “Family-Friendly” approach to international mobility. She founded Global Ease in 1992. More than 20,000 managers from 90+ countries have participated in Global Ease seminars, including the students from IAE Aix en Provence. In late 2015, Nathalie decided on a career switch, to work with musicians and artists and help them thrive by building solid career plans. She founded Prairie Mix, a multi-service agency to showcase emerging artists and connect their music to industry partners. She’s enriched this seminar with pointers learned from artists and their performances, stage techniques & audience interaction!

DISCIPLINE TRANSVERSE Titre du cours Course title Doing Business in BRICS Countries : a Comparative Analysis Langue Heures ECTS Programme Language Hours ENGLISH 24 INTERNATIONAL SEMINAR Nom de l’enseignant Name of the lecturer V. KOLCHANOV Fonction - Employeur Executive Programmes Director at International Management Institute of St. Position - Employee Petersburg (IMISP), Russia Contact

Objectifs du cours The main objective of the course is to build a basic framework to enable students to understand Course objectives the socio-economic, marketing, legal and cross-cultural aspects of conducting business in the BRICS countries. It is also expected, that by the end of the course students will be able to apply key frameworks and tools for selecting target markets and segments, planning marketing mix and running business negotiations in the BRICS countries. Compétences acquises On successful completion of this course students will: Learning outcomes  understand structure and organisation of the BRICS countries’ political and administrative systems  understand key trends of the BRICS countries’ economic and social development  understand the most growing business segments  understand quality and level of social and market infrastructure development  understand different legal forms of doing business in the BRICS countries  know and understand general peculiarities of marketplaces in the BRICS countries  understand how to consider these peculiarities for successful marketing of products/services to Russian, Brazilian, Indian, Chinese and South African customers  become familiar with business cultures and cross-cultural business challenges in the BRICS countries  get basic hints for running business negotiations with counterparts in each of the BRICS countries  understand the most recent trends in the BRICS countries’ political, economic and social development  understand current status and future trends of BRICS-EU relationships in key areas

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours  Introduction to the BRICS countries 1  Key trends of the BRICS countries economic and social development 3  Peculiarities of each country’s marketplace 4  Principles of international marketing in country specific context 4  Cross-cultural aspects of doing business in the BRICS countries 4  Conducting business negotiations in the BRICS countries 4  Basics of legal regulations in the BRICS countries 3  BRICS and EU economic cooperation 1

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher • BRICS Joint Statistical Publication 2018/Statistics South Africa. Pretoria: 2018. – 290 p. • Salzman R. Russia, BRICS, and the Disruption of Global Order/Georgetown University Press. Washington: 2019. – 208 p. • Stuenkel O. The BRICS and the Future of Global Order/Lexington Books, 2015. – 213 p. • Trompenaars F., Hampden-Turner Ch. Riding the Waves of Culture. 3d ed./McGraw Hill, 2012. – 400 p. • Maude B. International Business Negotiation: Principles and Practice/Palgrave, 2014. – 316 p. • Brics: A Guide to Doing Business in Brazil, Russia, India, China and South Africa/InterCultural Publishing, 2012. – 275 p.

Méthodes d’évaluation : Sur quoi sera basée la note finale? / Method of assessment : What will the final grade be based on?

Type d’évaluation Compétence évaluée Durée % de la note finale/ Type of evaluation Evaluated skill Duration % of the final grade

Multiple choice test and group case analysis (Pass or Knowledge of key course Fail) contents and ability to 1 100 apply it to real life situations

Mini CV de l’enseignant / Mini CV of the lecturer Career Institution/company and position held 1997 -… International Management Institute of St. Petersburg (IMISP); Professor, Chair of Marketing and Strategic Management Academic Department, Executive Programmes Director 2002-2009 - International Management Institute of St. Petersburg (IMISP); Vice-Rector for Academic Affairs 1996-1997 – Joint-Stock Company “Russian City”; Sales Director 1995-1996 – LSO Foods Ltd. (Finland); Country Manager (Russia) 1993-1995 – Glaxo Export Ltd.(UK); Regional Sales Manager 1990-1993 - International Management Institute of St. Petersburg (IMISP); Associate Professor 1980-1990 – Leningrad Institute for Engineering and Economics; Ph.D Student, Senior Research Fellow

Education 1999 – Danish Export Institute; Certificate: Consultant in Export Skills Development 1991-1992 – SDA Bocconi; Master in Business Administration 1983-1986 - Leningrad Institute for Engineering and Economics; Ph.D in Industrial Economics 1975-1980 - Leningrad Institute for Engineering and Economics, first degree

The seminar is designed only for students enrolled in finance programs.

DISCIPLINE Titre du cours Mergers & Acquisitions, LBOs and Corporate Course Title Restructuring Langue Heures ECTS Programme Language Hours ENGLISH 24 INTERNATIONAL SEMINAR Nom de l’enseignant Name of the Lecturer J. M. LIBERTI Fonction - Employeur William M. Scholl Professor of Finance, DePaul University (USA) Position - Employee Joseph Jr. and Carole Levy Chair in Entrepreneurship and Clinical Professor of Finance, Kellogg School of Management, Northwestern University (USA) Contact (847) 467-4524 Objectifs du cours The objective of the seminar is to analyze different corporate restructuring strategies including Course Objectives mergers & acquisitions, the advantages and disadvantages of friendly vs. hostile takeovers, leverage buyouts and corporate reorganizations under bankruptcy. The seminar integrates corporate governance and agency theory dimensions, financial and strategic management aspects, and legal and accounting considerations into a unified framework for investigating issues such as, pre-merger planning, fact-finding, accounting and tax implications, anti-trust problems, post-merger integration, and short-term and long-term shareholder wealth consequences of financial and organizational restructuring transactions. In today’s corporate environment Corporate Restructuring, Corporate Reorganization, Private Equity and Leveraged Buyouts seem to be the most relevant forms of acquisitions. The next stage of professional competency is to develop an instinct for the problems and opportunities in an M&A situation. The seminar highlights elements in the structure and process of every M&A transaction that deserve professional scrutiny. We will survey some strategic frameworks useful in M&A, and the steps necessary to translate a concept into a solid proposal. The seminar combines applied theoretical approach with the case study method through detailed analysis of two global restructuring cases. By analyzing rigorously these transactions, participants will form opinions about the, thinking critically about its success, failures or demise. We will together engage in vigorous discussions exploring different aspects of mergers and acquisitions through real case studies.

Remark: The course is designed only for students enrolled in finance programs.

Compétences acquises By the end of the seminar participants will be able understand the motivations, decision processes, Learning Outcomes transaction execution, and valuation consequences of financial, business, and organizational restructuring by corporate units. The seminar is designed so as to create an interface and link between the academic and the practitioner perspectives of various dimensions of the corporate restructuring process. At completion participants will have developed a capability to:  Understand the language and processes of M&A. Basic knowledge about the field of M&A is the foundation for effective work in a wide range of fields including corporate development, investment banking, consulting, and advising senior management.  Identify M&A issues worth of attention.

 Develop a concept and design deals.

Contenu du cours par session : Nombre d’heures: 24 hours Day 1: Thursday, December 3

Understanding the Tools of M&As Transactions

9:00AM – 12:30PM Introduction: Who am I?

The M&A Environment (Handout I) Strategy, Motives, Execution, Integration & Other Issues in M&As (Handout II) Synergies as the Focus of M&A Transactions: Case Studies Examples (Handout III)

Valuation Methods

1:30PM – 5:00PM Valuation Methods: Discounted Cash Flow Analysis. Levered vs. Unlevered Cash Flows (Handout IV) Public vs. Private Transaction Multiples (Handout V)

Application: Financial Modeling (Excel Model) Case A: Stanley Black & Decker

Day 2: Friday, December 4 Applications: Corporate Raiders, Takeover Defenses and Bidding Strategies

9:00AM – 12:30PM Agency Conflicts In Action: Equity vs. Debt-Holders Fiduciary Duties of Board of Directors Creating Value through Corporate Restructuring

Case B: Marriott Corporation (A)

1:30PM – 5:00PM Hostile Takeovers as Disciplinary Device The Role of Corporate Raiders, Tactics and Takeover Defenses (Handout VI) Case C: Gulf Oil Corporation – Takeover

Day 3: Saturday, December 5

Applications: Mergers & Acquisitions - Valuation of Hard and Soft Synergies 9:00AM – 1.00PM Stock or Cash? The Trade-offs for Buyers & Sellers in M&As (Handout VII) Structuring Acquisition Offers: Cash vs. Stock Case D: Paramount Communications, Inc., 1993

Bibliographie – Auteur, titre, année, éditeur: Material to be distributed in Dropbox before the beginning of the seminar

Méthodes d’évaluation : Sur quoi sera basée la note finale? / Method of assessment: Class Participation

Type d’évaluation Compétence évaluée Durée % de la note finale/ Type of evaluation Evaluated skill Duration % of the final grade

José María is also the William M. Scholl Professor of Finance at Kellstadt Graduate School of Business, DePaul University, and was previously Assistant Professor of Finance at London Business School, Visiting Assistant Professor at The University of Chicago Booth School of Business and Associate Professor of Finance at Tilburg University. He has also taught at IAE Aix-en-Provence Graduate School of Management, Wisconsin School of Business at the University of Wisconsin-Madison and the Indian School of Business. Jose Maria has served as an economic consultant at the Argentinean Ministry of Economics, Work and Public Services. Before continuing with his graduate studies, Jose Maria worked at Citibank N.A. as a Corporate Financial Advisor and in the Risk Management and Investment Banking Divisions in Buenos Aires and New York.

Jose Maria's research lies in the boundaries of corporate finance, financial intermediation and organizational economics. Part of his attention has been drawn to understand how incentives, allocation of authority and types of information are used in the actual decision- making process of individuals Recent work has examined the role rotation among agents as a mechanism to alleviate moral hazard in communication and how sharing on public information may impact coordination problems among borrowers. His work has been published at the Journal of Finance, Review of Financial Studies, Journal of Financial Economics, Management Science and the Journal of Financial and Quantitative Analysis. Jose Maria received the Brattle Award (First Prize) for the best paper in corporate finance awarded annually by the American Finance Association. He has also received twice the Brattle Distinguished paper award. His work has been presented at numerous universities and governmental bodies around the world.

Liberti was born in Buenos Aires, Argentina. He received a bachelor's and master's degree in economics from the Universidad de San Andres (UdeSA), in Buenos Aires. He moved to the United States in 1998 and earned both a Masters and a PhD in Economics from The University of Chicago.

An award-winning teacher at Kellogg School Management, he teaches graduate elective courses in Mergers & Acquisitions, Global Entrepreneurial Finance and Corporate Restructuring both at the MBA and Executive MBA levels.

DISCIPLINE TRANSVERSE Titre du cours Course title M&A deals in strategic value-based management Langue Heures ECTS Programme Language Hours ENGLISH 24 INTERNATIONAL SEMINAR Nom de l’enseignant

Name of the lecturer Emil MARTIROSYAN (PhD) Fonction - Employeur Chamber Professor at Institute of Business Studies by Russian Academy of National Economy Position - Employee and Public Administration under the RF President (MOSCOW, RUSSIA)/ PhD in Economics Contact + 79859911165, skype emil77718 Objectifs du cours To gain strategic knowledge & competence in managing corporate M&A and Synergy strategies Course objectives based on value and stakeholder management system, ESG factors, lead up successful assets consolidation and staff integration, managing corporate value increase through M&A deals Compétences acquises On successful completion of this course student will: Learning Outcomes Possess strategic knowledge about modern tendencies in corporate M&A and Synergy strategies, create an ability to manage the risks by driving on corporate M&A activity, create the competence to use the stakeholder based approach in managing post-merger integration (PMM – Post merger Management) process, dealing up with “Corporate Allergies” and A-Synergy effects.

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours Introduction in Global M&A deals and Global M&A market. M&A objectives and 8 contemporary global trends. M&A strategies and deal types. Annihillation effects. M&A deals’ execution stages, Corporate synergy strategies and evolution (Corporate 8 allergy and A-Synergy effect). Dealing with PMM – Post Merger management, ESG reporting. Stakeholder and value based management system for post-merger integration lead: 8 Presenting 10 steps algorithm for stakeholders identification and management, SUN CUBE management system presentation.

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher

- Christopher Kummer / Dr. Franz Ferdinand Eiffe / Dr. Wolfgang Mölzer “Mergers & Acquisitions - Compendium for the Acquisition and Sales of Companies, 3rd edition”, 2014 - DANNY A. DAVIS « M&A Integration: How To Do It. Planning and delivering M&A integration for business success 1st Edition» 2012 - Fisher R., 2010. How synergies drive successful acquisitions. PWC - Matteo Vizzaccaro “Making Mergers and Acquisitions Work: From Strategy and Target Selection to Post Merger Integration”, 2018 - Michael Wacks «Corporate Mergers and Acquisitions: A Guide for Practitioners and Transaction Team Members» , 2018 - Patrick A. Gaughan “Mergers, Acquisitions and Corporate Restructuring” Willey Corporate F&A, 2015 - Vashakmadze Т., Martirosyan E., Sergeyeva А., 2013. Article. Model of stakeholder management in M&A Deals. Journal ‘Corporate Finance’ No2 (26) 2013 (81-90).

Méthodes d’évaluation : Sur quoi sera basée la note finale? / Method of assessment : The final grade will be based on class in participation with stop and checks + Case studies analysis and final Group presentations

Type d’évaluation Compétence évaluée Durée % de la note finale/ Type of evaluation Evaluated skill Duration % of the final grade Stop & Check after lectures (2 times) 10 min 15% (each)/30% total Case study analysis 30 min 30% Final Group Presentations 60 min 40%

Mini CV de l’enseignant / Mini CV of the lecturer WORK EXPERIENCE September 2006 – Present time «IBS Moscow, RANEPA», Chamber Professor, leading the following courses on bachelor & masters programs: Global M&A, International Business Development, International Entrepreneurship, International Logistics April 2015 – Present time Niskom LLC CEO (Real Estate projects development) April 2013 – April 2015 – CO-Owner & CEO Rubinapharm LLC (Parapharmaceutical pproducts producer and seller) December 2010 – April 2013 «GROSFILLEX SRL» CIS Division (Plastic & Garden utility producer) - Commercial Director Work experience 2000 – 2010: NISCOM - Business Development Director, WIMM-BILL-DANN BEVERAGES - Export Director, TRADITION FOR QUALITY LLC EDUCATION 2003 – 2006 Post Graduate Studies, Academy of National Economy under the Government of RF, Moscow. PhD Economics 1998 – 2003 Academy of National Economy under the Government of RF, Institute of Business Studies (IBS), Moscow. June 2008 IEDC Bled School of Management (Bled, Slovenia) – Strategic management track, Certificate February 2007 – Harvard University (Boston, USA), United Nation Model HNMUN, Certificate

DISCIPLINE TRANSVERSE Titre du cours Course title Strategic Management of Intellectual Property Rights Langue Heures ECTS Programme Language Hours ENGLISH 24 INTERNATIONAL SEMINAR Nom de l’enseignant

Name of the lecturer Dr. K.V. NITHYANANDA Fonction - Employeur Assistant Professor, Indian Institute of Management Tiruchirappalli, Tamil Nadu, India Position - Employee Contact [email protected] Objectifs du cours To understand how to strategically manage intellectual property rights like patents, copyrights, Course objectives trademarks, designs, trade secrets, etc., effectively within an organization, and to align it with the overall business strategy of the organization. This course would be delivered through offline simulation exercises. Compétences acquises On successful completion of this course student will: Learning outcomes - Understand the various kinds of intellectual property rights that can be created within an organization - Understand the rationale for strategically managing intellectual property within an organization and also the process of managing IP rights - Understand the interplay between organizational strategy and intellectual property strategy - Explore different business models that can be created to manage intellectual property rights within an organization for commercialization, leveraging and monetization.

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours Introduction and Fundamentals of IPR 8 hours Interplay between Organizational Strategy and Intellectual Property 4 hour Business Models for commercialization, leveraging and monetizing IP rights 12 hours

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher - John Palfrey, Intellectual Property Strategy, The MIT Press Essential Knowledge Series, The MIT Press, (Cambridge, Ma., USA, 2012)

Méthodes d’évaluation : Sur quoi sera basée la note finale? / Method of assessment : What will the final grade be based on?

Type d’évaluation Compétence évaluée Durée % de la note finale/ Type of evaluation Evaluated skill Duration % of the final grade - Class participation - evaluation of the Simulation Strategic Thinking and its 50% of IP Management Game conducted during the application in managing IP course rights of a business

- Class presentation as part of the group Communication and team 50% assignment work

Mini CV de l’enseignant / Mini CV of the lecturer Dr. Nithyananda is a PhD in Law from National Law School of India University India. He is an Assistant Professor in the Legal Systems and Finance area at the Indian Institute of Management Tiruchirappalli, Tamil Nadu, India.

He has about 14 years of teaching, 5 years of consulting and 2 years of industry experience.

His areas of expertise include legal aspects of business, intellectual property rights and its management, and securities markets regulations.

He is also a visiting faculty at Ecole Supérieure des Sciences Commerciales d'Angers (ESSCA, Angers Campus), where he has taught for 2 years.

Unité d’Enseignement (UE) TRANSVERSE Titre du cours / ECUE Course title Business Ethics, Leadership & Critical Thinking Langue Heures ECTS Programme Language Hours ENGLISH 24 INTERNATIONAL SEMINAR Nom de l’enseignant Joshua E. Perry, J.D., M.T.S. Name of the lecturer Fonction - Employeur Associate Prof. of Business Law & Ethics, Kelley School of Business, Indiana Position - Employer Univ. Contact [email protected] Objectifs du cours This is a discussion-based course focusing on applied business ethics (not Course objectives a course in philosophical ethics, although some philosophical figures, terms, and concepts will be encountered along the way) in the context of individual decision making and organizational cultures. Along the way we will explore System 1 v. System 2 modes of thought, biases, priming, intuition, mental mistakes, etc., with the over-arching theme and learning objective of the session to heighten awareness around ways in which each of us can improve in our capacities for decision making and critical analysis, especially when personal and/or professional values are in conflict. Heightened awareness is a relatively modest goal, but one that is deceptively difficult to master and easy to overlook or dismiss. The exercise of good, sound judgment is a “practice” – requiring experience, knowledge, wisdom, and discernment of both the artistry and rationality of creative, rigorous thinking required for success – similar to what is required (and developed) as attorneys “practice law” and physicians “practice medicine” over the course of their careers. Becoming an ethical leader who practices a more careful approach to decisionmaking is a life- long process. Heightened awareness of those ways in which we (and those in our organizations) are routinely compromised in our thinking and judgment is the first step toward becoming a better leader and decision maker, who can articulate an explanation or rationale for the difficult decision being made. The over-arching course obective is to empower you to understand, evaluate, and confidently lead in a way that is responsible to all impacted stakeholders, results in greater levels of trust, and results in fewer regrets regarding consequences and outcomes.

Compétences Ciblées BLOC 1 : CAPACITÉS MANAGÉRIALES / MANAGERIAL SKILLS Intended Learning Outcomes BLOC 3 : COMPETENCES RELATIONNELLES ET DE COMMUNICATION / RELATIONAL AND COMMUNICATION SKILLS BLOC 5 : ACQUERIR ET DIFFUSER UN LEADERSHIP HUMAIN / EMPOWERING HUMANISTIC LEADERSHIP SKILLS

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours  Introduction and overview: “What is ethics?” 24 hours (total, including pre-  Why be an ethical leader or care whether my organization is ethical? reading)  Why do ethical people do unethical things? (and related questions addressed by the science of “behavioral ethics”)  What are the different ways in which people evaluate the “right thing to do?”  How can I manage moral distress?  What biases, heuristics, and other thinking mistakes are preventing me from being a more consistent and rigorous thinker and decision maker?  Concluding assessment exercise: What have I learned about which I need to be more aware going forward?

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher

Readings will include : 1. Perry, Managing Moral Distress : A Strategy for Resolving Ethical Dilemmas, 2011, Business Horizons 2. McCoy, The Parable of the Sadhu, 1997, Harvard Business Review 3. Selections from Bazerman & Moore, Judgment in Managerial Decision Making (8th Ed), 2013, Wiley 4. Selections from Plous, Psychology of Judgment and Decision Making, 1993, McGraw-Hill

Méthodes d’évaluation : Sur quoi sera basée la note finale? / Method of assessment : What will the final grade be based on? Type d’évaluation Compétence(s) évaluée(s) Durée % de la note finale/ Type of evaluation Evaluated skill(s) Duration % of the final grade Participation in 50% discussions and activities Exam to assess and 50% synthesize learnings

Mini CV de l’enseignant / Mini CV of the lecturer Joshua E. Perry (J.D., M.T.S.) is Glaubinger Chair for Undergraduate Leadership and Associate Professor of Business Law & Ethics at Indiana University’s Kelley School of Business in Bloomington. The co-author of two textbooks and author or co-author of over thirty published articles, essays, and book chapters across the fields of business, medicine, law, and ethics, his research explores legal, ethical and public policy issues across a variety of industries. An elected member of IU's Faculty Academy on Excellence in Teaching, participant in the Academy of Legal Studies in Business Master Teacher competition, and multiple teaching award winnder, he teaches courses at the Kelley School on business ethics, critical thinking, and the legal environment of business to undergraduates, MBA students, and executives in both the residential and online programs. Perry is a graduate of the joint law- divinity program at Vanderbilt University and was previously on faculty at the Center for Biomedical Ethics and Society at Vanderbilt University in Nashville, Tennessee, where he taught bioethics in the medical school and legal ethics in the law school, and served as a clinical ethicist in both the adult and children's hospitals.

DISCIPLINE Titre du cours Course title Coopetition: Develop your Collaborative Advantage Langue Heures ECTS Programme Language Hours ENGLISH 24 INTERNATIONAL SEMINAR Nom de l’enseignant Name of the lecturer B. Simonin Fonction - Employeur Professor of Marketing and International Business; Fletcher School, Tufts University Position - Employee

Contact Objectifs du cours Do you have a ”Collaborative Advantage”? Do you understand the intricacies of collaborating Course objectives with rivals while competing simultaneously? The aim of the seminar is to help participants think and act strategically on all facets of collaboration; to gain a holistic view of coopetition. The seminar addresses both firm-based and individual-based collaborative activities.

Through the use of case studies, simulations, related readings, lecture notes, and the active sharing of our collective experience in class, we will attempt to advance our understanding of how great managers and leaders shape and execute winning collaborative strategies on various fronts (individual, group, inter- and intra-organizational levels).

We will look at a range of issues (strategy formulation and implementation, management, structure and processes, performance, innovation, and knowledge management) across disciplines (strategic management, organizational behavior, international business, and marketing) with a wide array of examples (from joint R&D and manufacturing, cross-sector partnerships, product bundles and cause-related marketing, to climbing expeditions and survival missions).

The seminar will stress experiential learning through the conduct of complementary team-based activities including: 1) some engaging internet-based simulations including one from Harvard centered on how to build, participate in, and lead teams more effectively under time and competitive pressures; and 2) an integrated video-case exercise focused on emergent leadership and collaborative challenges in crisis management Compétences acquises On successful completion of this course students will: Learning outcomes  Recognize the role, power, and pervasive nature of coopetition in business and society.  Learn to identify the full range of collaborative opportunities and challenges, and deal with them appropriately.  Understand the role and limitations of leaders in shaping positive collaborative outcomes.  Recognize winning collaborative strategies and best practices.  Learn to harness and leverage collaboration in specific contexts such as joint ventures, cross-sector alliances, and team-based initiatives.  Develop a new mindset and set of tools on how to strive in coopetitive settings  Become a more aware and agile partner in collaborative undertakings.

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher  Simonin, Bernard. “The Darker Side of Collaborations: 12 Common Mistakes,” Fletcher Forum of World Affairs, 2017, 40(1): 7-26.  Simonin, Bernard. “Collaborative Know-How and Collaborative Advantage.” Global Focus. 2000, 12(4): 19-34.  Ram Nidumolu; Jib Ellison; John Whalen; Erin Billman. “The Collaboration Imperative,” Harvard Business Review, 2014, April.  James Austin and May Saitanidi. Creating Value in Nonprofit-Business Collaborations: New Thinking and Practice. Jossey-Bass, 2014.  Kania, John and Mark Kramer. “Collective Impact,” Stanford Social Innovation Review, Winter 2011: 36-41.  Herminia Ibarra and Morten Hansen. “ Are You a Collaborative Leader?” Harvard Business Review. 2011, July-August: 3-8.  Adam Brandenburger and Barry Nalebuff. Co-opetition. New York: Doubleday Méthodes d’évaluation : Sur quoi sera basée la note finale? / Method of assessment : What will the final grade be based on?

Type d’évaluation Compétence évaluée Durée % de la note finale/ Type of evaluation Evaluated skill Duration % of the final grade Seminar activities and discussions, team work and presentations

Mini CV de l’enseignant / Mini CV of the lecturer Bernard L. Simonin holds a PhD in International Business from the University of Michigan, an MBA from Kent State University, and a graduate degree in computer sciences from a French engineering school. His research on multinational enterprises, knowledge management, and strategic alliances spans the fields of strategy and management, international business, and marketing. His award-winning work is widely cited and has been published in journals such as the Academy of Management Journal, Strategic Management Journal, Human Resource Management Journal, Journal of International Business Studies, Journal of Marketing Research, International Journal or Research in Marketing, and Journal of International Marketing. His current research interests embrace nation branding and public diplomacy, country-of-origin effects, brand alliances, brand communities, symbiotic marketing and sponsorship, market orientation, customer satisfaction and services, nonprofit branding, standardization vs. adaptation, strategic alliances, collaborative know-how, cross-sector partnerships, headquarter-subsidiary relations, organization learning and knowledge management, leadership and management in turbulent environments, and structural equation modeling. He has taught at the University of Michigan, University of Washington, University of Illinois, Harvard University, Tufts University, Autonoma University of Barcelona (Spain), Sasin at Chulalongkorn University and Kasetsart University (Thailand), IAE Aix (France), and Koç University in Istanbul (Turkey). He has consulting experience in the high-tech, consumer goods, and public sectors.

DISCIPLINE TRANSVERSE Titre du cours Course title Negotiations Langue Heures ECTS Programme Language Hours ENGLISH 24 INTERNATIONAL SEMINAR Nom de l’enseignant Ece Tuncel Name of the lecturer Fonction - Employeur Associate Professor of Management, Webster University, St. Louis, USA Position - Employee Contact [email protected] Objectifs du cours This course provides participants with: Course objectives insight into the distributive and integrative bargaining process. - an understanding of their own assumptions of what ‘effective’ negotiation means andchallenge those assumptions. - an overview of integrative and distributive strategies, common negotiation tactics and negotiation styles. - an understanding of the role of power, influence, and persuasion on the negotiation process. Compétences acquises On successful completion of this course student will: Learning outcomes - be able to identify integrative and distributive elements in negotiations. - understand different strategies, approaches, and tactics in negotiations. - be able to differentiate between effective and ineffective negotiation strategies in different situations. - be able to identify situations in which the use of power may be helpful.

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours Session 1 Negotiation Strategy 3.5  Creating and claiming value

Distributive Negotiations 3.5  Introduce you to the distributive negotiation process

 Develop a general bargaining model for distributive bargaining

Session 2 Integrative Negotiations  Introduce you to the integrative negotiation process 7  Develop a general bargaining model for distributive bargaining

Session 3 Power, influence, Persuasion 3

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher

Readings will be assigned four weeks before the course starts.

Mini CV de l’enseignant / Mini CV of the lecturer Prof. Dr. Ece Tuncel Ece Tuncel holds a B.S. Business Administration and a M.S. in Industrial and Organizational Psychology, both from the Middle East Technical University in Turkey. She received her Ph.D. in Organizational Behavior from the University of Illinois at Urbana-Champaign. Dr. Tuncel's research examines the effects of cognition, emotion, and personality on individual decision making, particularly in negotiation settings and has been published in Journal of Experimental Psychology: General, Psychological Science, Negotiation and Conflict Management Research, and Academy of Management Best Paper Proceedings among other outlets. Dr. Tuncel has taught courses in the areas of organizational behavior, negotiation, general management, and international management.

DISCIPLINE TRANSVERSE Titre du cours Course title Leadership and Negotiation Skills Langue Heures ECTS Programme Language Hours ENGLISH 24 INTERNATIONAL SEMINAR Nom de l’enseignant

Name of the lecturer Tran VAN NHU Fonction - Employeur Lecturer Position - Employee Contact

Objectifs du cours This course focuses on how managers become effective leaders by providing you with in-depth Course objectives evaluation and critical thinking on how to master and develop your internal mindset, creative ideas, emotions and motivations, how to apply your soft skills to influence others and gain successful deals in your business negotiations. Compétences acquises You (students) are expected to: Learning outcomes - to assess your current level of mastery of leadership and negotiation skills - to make more effective business decisions by improving your leadership skills and your negotiation skills with different stakeholders - to create your personal leadership profile and to build a leadership development plan - to develop appropriate strategic plan for effective negotiations - to make you more powerful by your influential and persuasive leadership.

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours Session 1: Effective Leadership Mindset & Characteristics 4h Session 2: Foster Creativity and Innovate 4h Session 3: Strategic Leadership and Influencing Skills for Change 4h Session 4: Win-Win Mindset and Negotiating Strategies 4h Session 5: Cross-cultural Negotiation 4h Session 6: Persuasion Ethics and Team Building in Negotiation 4h

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher  Hughes R., Ginnett R., Curphy G. (2019), Leadership: Enhancing the Lessons of Experience, McGraw-Hill/Irwin, 9th Edition.  Lewicki R., Saunders D., Barry B. (2020), Negotiation McGraw-Hill/Irwin, 8th Edition

Méthodes d’évaluation : Sur quoi sera basée la note finale? / Method of assessment : What will the final grade be based on?

Type d’évaluation Compétence évaluée Durée % de la note finale/ Type of evaluation Evaluated skill Duration % of the final grade Team Presentation on the case studies & simulations 30 min 100%

Mini CV de l’enseignant / Mini CV of the lecturer Tran Van Nhu (PhD, Paris Dauphine University) is lecturer of French-Vietnamese Center for Management Education – CFVG in Vietnam. She is Academic Director & MBA Director for CFVG. She teaches Leadership & Negotiation, Human Resource Management, Organizational Behavior, and some soft skills. She has been teaching these subjects both at Master level and at executive education level in CFVG, in several universities and companies in Vietnam, in Laos and in France. She has been also involved in management activities and consulting for some SMEs and big companies in Vietnam.

Unité d’Enseignement (UE) TRANSVERSE Titre du cours / ECUE Communication with impact : making your talk worth the Course title walk Langue Heures ECTS Programme Language Hours ENGLISH 24 INTERNATIONAL SEMINAR Nom de l’enseignant Koos Vos ( JP Vos) Name of the lecturer Fonction - Employeur Senior associate professor at EADA business school Barcelona Position - Employer Contact 00 34 651452300 jpvos eada.edu Objectifs du cours Standing out with the impact of your public speech Course objectives Turning nervous energy into liveliness Compétences Ciblées Having acces and control over personal resources Intended Learning Outcomes Having tools to prepare for a business communication Being able to structure a business communication Being able to connect with your audience Being able to check and act upon the impact of your commnuication

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours

How to deal with nerves 2 Non verbal communication 2 Improvisation 2 Getting the attention of the audience ( who?) 2 Story telling: maintaining the attention (how?) 2 The objective of your business communication (why?) 2 Practice and Delivery of speech and feedback 8 Preparation and delivery of a team speech 4

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher

Mini CV de l’enseignant / Mini CV of the lecturer Koos is a consultant, international trainer and speaker, accredited user of LIFO and DISC, member of the AECOP coaching association. He currently works as an associate professor at EADA and IESE in Barcelona and gives training within companies for managers, executives, businessmen and entrepreneurs. He is the developer of the physical coaching model TRIP, together with movement artist Helena Lizari. He studied at the University of Amsterdam, after which he also followed a professional acting training. This combination of academic foundation and artistic background, form the base of his personal, playful and enthusiastic approach. Koos was born in The Netherlands and moved to Spain at the age of 35, following his Spanish wife back to her roots. Since than he has lived more than 15 years abroad in which period his daughter Nora was born. His passion is experiential learning followed by challenging questions in order to evoke a real and visible change at the individual, team and organizational levels. Clients describe his style as inspirational, dynamic, and practical. He works every year with clients and participants of at least 40 different countries of the world and he just loves that.

Unité d’Enseignement (UE) TRANSVERSE Titre du cours / ECUE Course title Corporate Governance Langue Heures ECTS Programme Language Hours ENGLISH 24 INTERNATIONAL SEMINAR Nom de l’enseignant Roy (Chip) Wiggins, PhD Name of the lecturer Fonction - Employeur Trustee Professor of Finance at Bentley University in Waltham, Massachusetts, USA Position - Employer Contact Email : [email protected] Objectifs du cours The course includes an overview to stakeholder theory, internal and external Course objectives mechanisms of corporate governance, different ownership structures of organizations from an international perspective, how those structures impact aspects of firm control, and the role corporate restructurings play in governance. Compétences Ciblées Upon completion of this seminar, students will have a better understanding of critical Intended Learning Outcomes aspects of corporate governance, including the stakeholder environment in which firms operate; various corporate governance mechanisms ; how these mechanisms work together to influence and shape firm decision-making ; how ownership structures/models vary internationally ; the interplay between ownership and governance ; and the role that corporate restructurings play in a governance framework.

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours

Stakeholder theory 6 hours Internal and external mechanisms of corporate governance 6 Predominant models of firm ownership (international perspective) 6 The market for corporate control & restructurings 6

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher

• Shleifer and Vishny, 1997, A survey of corporate governance, Journal of Finance 52, 737-783. • LaPorta, Silanes and Shleifer, 1999, Corporate ownership around the world, Journal of Finance 54, 471-517. • Jensen and Meckling, 1976, Theory of the Firm: Managerial Behaviors, Agency Costs and Ownership Structure, Journal of Financial Econmics 3, 305-360. • Freeman, 1984, Strategic Management: A Stakeholder Approach, Pittman Publishing, Boston, Massachusetts. • Sisodia, Sheth and Wolfe, 2007, Firms of Endearment, Wharton School Publishing, Upper Saddle River, New Jersey. • Mitchell, Agle, and Wood, 1997, Toward a theory of stakeholder identification and salience: Defining the principle of who and what really counts, Academy of Management Review 22, 853-886.

Méthodes d’évaluation : Sur quoi sera basée la note finale? / Method of assessment : What will the final grade be based on? Type d’évaluation Compétence(s) évaluée(s) Durée % de la note finale/ Type of evaluation Evaluated skill(s) Duration % of the final grade Short quizzes Individual understanding of lecture content 15-30 minutes 20% Class participation Individual engagement with content/class individual 30% Group breakouts Group engagement with content 30 minutes ea. 30% Case problem/presentation Group problem identification/solution 2 hours 20%

Mini CV de l’enseignant / Mini CV of the lecturer Professor Wiggins was the Dean of Business through June 30, 2018 and is a Trustee Professor of Finance and the Director of the Microcredit Initiative at Bentley University in Waltham, Massachusetts, USA. His teaching and research focuses on corporate governance, ownership and control. He teaches graduate and undergraduate courses in microfinance, corporate and financial strategy, advanced corporate finance topics and equity markets. His research interests include board of director effectiveness and compensation, executive compensation, and corporate expansions such as mergers & acquisitions, joint ventures and reverse takeovers. Wiggins began teaching at Bentley in 1996 as an assistant professor. He was tenured and promoted to associate professor in 2002 and to professor in 2007. Prior to that, he taught at Georgia State University and Kennesaw State University, both in Atlanta, Georgia. He has designed and delivered executive education programs for schools including Bentley University, Georgia State University and Northeastern University; for companies such as Georgia Pacific, LL Bean, Arbella Insurance and Digital Equipment; and for professional/trade associations like the Turnaround Management Association, the Northeast Gas Association and the National Investor Relations Institute. Wiggins holds a Doctor of Philosophy and a Master of Science in Finance from Georgia State University in Atlanta, Georgia. He has a Bachelor of Arts in English, with a concentration in creative writing from Florida State University in Tallahassee, Florida.

PLAGE 4 ELECTIVES 8. 9. 10. 11 Février 2021

Spécialité Intitulé de l’élective Enseignant

TRANSVERSE Marketing des produits cosmétiques P.CROZES FRANÇAIS

TRANSVERSE “Leadership: from Power to Empowerment” O. GUILLET ENGLISH

TRANSVERSE Sport Business : Mediatraining & Ticketing R.GUYONNET FRANÇAIS

TRANSVERSE Basic financial levers for Negociation J. HUSSER ENGLISH

TRANSVERSE Conflits individuels et collectifs au travail : L. JUSTET FRANÇAIS MANAGERS, A VOUS DE JOUER !

TRANSVERSE WAR and Business : les leçons de la guerre appliquées au J. MAISETTI monde des affaires FRANÇAIS

TRANSVERSE Vision et stratégie : mise en œuvre AL. MATHIEU FRANÇAIS

ISDBC Préparation certification PMP® ou CAPM® du PMI F. RODRIGUEZ FRANÇAIS

TRANSVERSE

Intercultural Management & Corporate Diversity G.SAINTE-ROSE ENGLISH

TRANSVERSE Atelier création entreprise M. VAN MIGOM FRANÇAIS

 Blosg beauté / Instagram : Beautylicieuse,…

Méthodes d’évaluation : Sur quoi sera basée la note finale? / Method of assessment : What will the final grade be based on?

Type d’évaluation Compétence évaluée Durée % de la note finale/ Type of evaluation Evaluated skill Duration % of the final grade

Follow-up writing assignment in line with ‘Slim Gyms’ case study Support écrit ( power point) de groupe 50% Présentation orale individuelle 30min 50%

TRANSVERSE Titre du cours / ECUE Course title “Leadership: from Power to Empowerment” Langue Heures ECTS Programme Language Hours ENGLISH 24 ELECTIVES Nom de l’enseignant Name of the lecturer Olivier GUILLET Fonction - Employeur Directeur Exécutif, Ecole du Management et de l’Innovation de Sciences Po Position - Employer Contact 0664484367 Objectifs du cours Provide the students with a multidisciplinary approach of leadership that Course objectives encompasses philosophy, politics, management science, psychology and popular culture Compétences Ciblées Sélectionner la ou les compétences ciblées par le cours (3 blocs maximum - effacer les Intended Learning Outcomes compétences non ciblées) :

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours

Session 1: PROLOGUE: The Art of Leadership vs. the leadership of Art Description: 2H Introduction to the course through art Presentation of course objectives and assignment: building a practical personal vision of leadership in accordance with one’s values, objectives, personal characteristics and philosophy.

Session 2: LEADERSHIP BEYOND REASON 5H Description: Analysis of the paradigm and consequences on our representation of leadership Leadership literature review : presentation of the main issues and streams of leadership studies Limits of the homo economicus Psychological limitations: a psychoanalytical approach Psychological limitations: a cognitive sciences approach Discussion and practice

Session 3: LEADERSHIP BEYOND EGO 5H Description: An anthropological approach to culture and leaders: from cultural differences to anthropological similarities A sociological approach to understanding group dynamics: value orientations and world justifications Mythology, the sacred and leaders: From Dumézil to Joseph Campbell Discussion and practice

Required readings: Joseph Campbell, the hero with 1000 faces

Session 4: LEADERSHIP BEYOND GOOD AND EVIL Description: 5H Machievelli: is politics “the art of the possible”? Main ethical issues in leadership Study of Good and Evil “If there is no God, everything is permissible”: challenging Dostoevsky Origin of the Kantian paradigm Ontological vs. moral Goodness Main ethical traditions from Greece to Asia Introduction to the Ethics of Spinoza Discussion and practice

Session 5: LEADERSHIP BEYOND WORDS Description: Classical rhetorics 5H Argumentation How to lead with words What’s beyond words Discussion and practice

Session 6: BEYOND LEADERSHIP: BUILDING YOUR OWN PARADIGM 2H

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher

Altrocchi, J. (1999). Individual differences in pluralism in self-structure. In J. Rowan & M. Cooper (Eds.), The plural self: Multiplicity in everyday life (pp. 168-182). London, England: SAGE Antonacopoulou, E.P. and Bento, R.F. 2003. “Methods of Learning Leadership: Taught and Experiential”, in Current Issues in Leadership and Management Development, J. Storey, ed., Oxford: Blackwell Publishers, p. 81-102. Avolio B.J, Walumbwa, F.O,, Weber T.J (2009) Leadership: Current Theories, Research, and Future Directions Annual Review of Psychology Vol. 60: 421-449 (Volume publication date January Bass, Bernard. M. From Transactional To Transformational Leadership: Learning To Share The Vision. Organizational Dynamics, 18(3), 19-31, 1990. Kirkpatrick, S. A., and Locke, E.A. (1991). "Leadership: Do Traits Matter?" Academy of Management Executive 5 48–60 Locke ,E.A. 1991. The Essence of Leadership. New York: Lexington Books. Mann, M. (2012), The History of Social Power. Cambrige University Press. Neumann, E. (1969). Depth psychology and a new ethic. Translated by Eugene Rolfe. New York: G.P. Putnam’s Sons. Northouse, P.G. 2007. Leadership: Theory and Practice. 4th ed. Thousand Sloane, P. 2007. The Innovative Leader. London: Kogan Page. Stogdill, R. M. (1948). "Personal Factors Associated with Leadership: A Survey of the Literature." Journal of Psychology 25 21st Century: Beyond the ‘Deficit Model’ of Leadership Development,” in Leadership Learning: Knowledge into Action, K. Turnbull James and J. Collins, eds., Vroom, V. H., and Yetton, P. (1973). Leadership and Decision Making. Pittsburgh, PA: University of Pittsburgh Press Yukl, G. (1994). Leadership in Organizations. Englewood Cliffs, NJ: Prentice-Hall Wickman, F. (November 11, 2011). What is a technocrat ? Slate. The Slate Group.

Méthodes d’évaluation : Sur quoi sera basée la note finale? / Method of assessment : What will the final grade be based on? Type d’évaluation Compétence(s) évaluée(s) Durée % de la note finale/ Type of evaluation Evaluated skill(s) Duration % of the final grade Contrôle continu Participation/ engagement 24h 50% Examen Identifying main leadership issues and address 2h 50% them

Mini CV de l’enseignant / Mini CV of the lecturer Prior to joining the School of Management and Innovation of Sciences Po, Olivier Guillet was Chief International Officer at Groupe INSEEC since 2011. He has held different positions at INSEEC Group since 2002 : professor of international management as well as Deputy Dean and Director of Admissions of the Grande Ecole Program. He holds a Doctorate of Business Administration from the International University of Monaco and is also a trained pianist.

DISCIPLINE TRANSVERSE Titre du cours Course title SPORT BUSINESS : MEDIA & TICKETING Langue Heures ECTS Programme Language Hours FRANCAIS 24 ELECTIVES Nom de l’enseignant GUYONNET ROMAIN Name of the lecturer Fonction ‐ Employeur TICKETING PROJECT MANAGER, OLYMPIQUE DE MARSEILLE Position ‐ Employer Contact Objectifs du cours Présenter l’industrie du Sport Business aux étudiants de l’IAE au travers de 2 secteurs Course objectives de cette industrie : Les Médias & Le Ticketing CompétencesCiblées BLOC 1 : CAPACITÉS MANAGÉRIALES / MANAGERIAL SKILLS Intended LearningOutcomes BLOC 2 : COMPETENCES DE CREATIVITE ET DE GESTION DE PROJET/ CREATIVITY AND PROJECT MANAGEMENT SKILLS BLOC 3 : COMPETENCES RELATIONNELLES ET DE COMMUNICATION / RELATIONAL AND COMMUNICATION SKILLS

Contenu du cours par session/ Course content per session Nombred’heures/ Number of hours MEDIA / ECONOMIE DU SPORT ‐Commercialisation des Droits TV ‐Audience & Sponsoring 2* 3 Modules de 4H ‐Distribution Pay TV = 24H TICKETING / ECONOMIE DU SPORT ‐Enjeu du Remplissage ‐Optimisation des revenus Billetterie ‐Customer Relationship Management VIE PROFESSIONNELLE ‐Mise en situation sur des cas pratiques ‐Partage d’expérience sur mon propre parcours Bibliographie – Auteur, titre, année, éditeur/ Bibliography – Author, title, year, publisher Méthodesd’évaluation : Sur quoi sera basée la note finale?/Method of assessment :What will the final grade be based on?

Type d’évaluation Compétence(s)évaluée(s) Durée % de la note finale/

Présentation à l’oral par Capacités de Recherche. ½ journée 100% of the final groupe sur une Capacités de Synthèse. grade problématique donnée. Capacités d’Initiative. 3 problématiques Capacités de résolution de Problème. proposées aux étudiants. Capacités de gérer l’urgence sur une situation Rapport individuel. complexe.

Mini CV de l’enseignant/ Mini CV of the lecturer

Eurosport Paris: Programming Executive ‐Optimisation de l'audience TV sur un marché donné ‐Accompagnement éditorial d'un évènement sportif ‐Acquisition de droits TV ‐Sponsoring TV / Digital ‐Gestion du direct en régie ‐Appel d'offres contrat de Distribution (Sky, Canal Satellite, etc..) Eurosport Zurich: Sales Manager Gestion de clientèle Grand Comptes : Rolex, Longines Prospection commerciale Industrie du luxe liée au Sport Business Publicité (TV&Digital) Digitick Marseille : Key Account Manager Stratégie billetterie & CRM Gestion de portefeuille client grands comptes : OM, OL, RCT, Aviron Bayonnais, LNB, Montpellier Events.. Enjeu du Remplissage d'une enceinte sportive Optimisations des revenus d'un club professionnel Capitalisation de la donnée client

DISCIPLINE Corporate Finance Titre du cours Course title Basic financial levers for Negociation Langue Heures ECTS Programme Language Hours English 24 6 ELECTIVES Nom de l’enseignant HUSSER Jocelyn Name of the lecturer Fonction - Employeur Professor Position - Employer Professeur des Universités Contact [email protected] Objectifs du cours 1/ To master Main financial ratios to select key strategic partners for non specialists Course objectives 2/ To transfrom financial data into levers of negociation 3/To Understand the economic position of the main partners : Customers and Suppliers 4/ To relate financial data with Supplier Relationship Management 5/ To build a financial tool for buyers and representatives in a French or a Spanish or an American or an Italian context CompétencesCiblées BLOC 1 : CAPACITÉS MANAGÉRIALES / MANAGERIAL SKILLS Intended LearningOutcomes BLOC 4 : COMPETENCES DE RECHERCHE / RESEARCH SKILLS

Contenu du cours par session/ Course content per session Nombre d’heures/ Number of hours Introduction. How to negociation with financial data : a professional 24 Hours perspective Ch 1. Customers and Suppliers selection through financial statements Bloc 1: Capacités managériales/managerial skills Ch 2. How to translate financial statements into levers of negociation Bloc 4: Compétences de recherché/ Research skills Ch 3. Cost Breakdown by nature Bloc 4 : Compétences de Recherche/Research Skills Ch 4. Negociation with the volume effect Capacités Managériales/managerial skills Bloc 1 : Capacités managériales/Managerial skills Ch 5.Financial data CSR and SRM Bloc 1 : Capacités managériales/Managerial skills

Bibliographie – Auteur, titre, année, éditeur/ Bibliography – Author, title, year, publisher

Méthodesd’évaluation : Sur quoi sera basée la note finale?/Method of assessment :What will the final grade be based on? Type d’évaluation Compétence(s)évaluée(s) Durée % de la note finale/ Type of evaluation Evaluated skills Duration % of the final grade Group assessment BLOC 1 : CAPACITÉS MANAGÉRIALES / 30 minutes 40% written assessment MANAGERIAL SKILLS

Individual assessment BLOC 4 : COMPETENCES DE RECHERCHE / 30 minutes 60% oral RESEARCH SKILLS

Mini CV de l’enseignant/ Mini CV of the lecturer Prof Jocelyn HUSSER studied in France and has a PhD in Finance and Management Accounting. Over the last 20 years he has taught in financial analysis and cost breakdown analysis to improve cost reduction plan. He is particularly interested in finance and CSR and also cost breakdown. Jocelyn has worked on cost breakdown and financial analysis programmes for a variety of companies such as L’Oréal, LVMH, Total, La Poste, Aker Yards, Santander Bank, Alstom and Acciona. Jocelyn has also delivered a number of conferences and published several articles on financial impact on sustainable shareholder value and financial communication and on Ethical issues about CSR and SD. His last papers are:

October 2012 Peer Review, “CSR and SD: are the concepts compatible ? ”, Management of Environmental Quality: an international Journal, vol. 23, Issue 6. August 2013 Peer Review, “ Linking savings in Purchasing with Ethical issues: an empirical investigation”, Journal Of Business Ethics. December 2016 Peer Review “Does it pay to disclose CSR information ? Evidence from European Companies” Management International. January 2017 Peer review “ Linking Purchasing to ethical decision-making: an empirical investigation” Journal of Business Ethics. September 2017 : “Kit financier pour la négociation achat”, Amazon Publishing.

DISCIPLINE TRANSVERSE Titre du cours Course title Conflits individuels et collectifs au travail : MANAGERS, A VOUS DE JOUER ! Langue Heures ECTS Programme Language Hours FRANCAIS 24 ELECTIVES Nom de l’enseignant Luc JUSTET Name of the lecturer Fonction - Employeur Ancien inspecteur du travail, formateur en droit du travail & relations sociales, analyste du Position - Employee travail.

Contact Objectifs du cours A titre austère, contenu ludique ! Après tout, pourquoi ne jouerait-on pas pour mieux Course objectives saisir les enjeux des conflits au travail avant que ceux-ci n’accaparent sérieusement notre esprit de manager des ressources humaines ? Les quatre jours passés ensemble autour du thème seront donc axés sur des mises en situation, des tests, des jeux d’affrontement, des discussions pratiques, des échanges musclés, des exercices ludiques, et même sur la simulation d’une négociation au cours d’une grève !

Car intégrons bien le fait que le conflit au travail est inévitable. Comme dans la vie personnelle. Comme dans la vie en société en général, chacun le sait. Le conflit est même utile car il contribue à la régulation sociale. En un sens, il contribue à la continuité et à l’unité de la vie sociale. Pourquoi l’entreprise – lieu clos de la subordination, de l’exercice du pouvoir et de la production de richesses - échapperait-elle à cette loi humaine ? En conséquence, la fatalité du conflit au travail n’est pas d’éclater mais d’exister. Ce n’est pas un état pathologique. Sauf quand il sombre dans la souffrance, le risque psychosocial, le comportement déviant etc. dont nous aurons à parler sérieusement. Mais jouons carte sur table : quelle qu’en soit sa forme, le conflit rebute, voire fait peur car il est agressif, déstabilisant. Le manager, en première ligne, peut être tenté de regarder ailleurs, de minimiser ou au contraire de trancher sans faire de quartier. Et d’aggraver ainsi la situation !

Et si au cours de ces quatre jours nous essayions de regarder tranquillement tout cela ? Sans la pression du quotidien. Sereinement mais sans exclusive afin d’être mieux armés demain ?

Ça peut être une chance de pouvoir prendre quatre jours de recul, dans le sérieux et le ludique sur un sujet aussi proche de nous : profitons-en !

Ce n’est sans doute pas un hasard si c’est la 14ème année de rang que cette élective est proposée aux étudiants de l’IAE : regardez les évaluations des années précédentes, il y en a très peu à avoir regretté le choix de cette élective. Occasion unique à saisir, qu’on se le dise ! Compétences acquises Savoir évaluer et aborder sans appréhension des situations conflictuelles dans la Learning outcomes relation collective de travail en entreprise, par l’acquisition :  d’une méthode de repérage de ces situations, dans la compréhension des mécanismes de l’activité de travail, de la négociation, de la grève,  des outils de base d’analyse des comportements au travail,  de gestes de communication professionnelle, au service de la résolution de ces conflits,  d’une mise en situation dans un processus de négociation.

Contenu du cours par session/ Course content per session Nombred’heures/ Number of hours Partie 1 (J1 et J2) : COMPRENDRE CE QU’EST LA CONFLICTUALITE DANS LE TRAVAIL : travail collectif de discussions autour d’un film édifiant tourné sur le vif en entreprise.

1. Le conflit latent (conflit n’ayant pas éclaté) : - Repérage de situations pré-conflictuelles, - Analyse des choix de management, de la situation économique, de l’organisation du travail, de la relation avec les salariés… - Réflexion commune autour de : qu’est-ce que le travail ? qu’est- ce que travailler veut dire ? comment analyser le travail ? Qu’est- ce que travailler en santé ? (les couples “prescrit/réel“, “individuel/collectif“, “plaisir/souffrance“.

2. Le conflit collectif ouvert (grève) : premières réflexions (voir J4.) 3. Les conflits individuels (hiérarchiques, interpersonnels), les phénomènes de souffrance et leurs conséquences : quel positionnement, quel rôle du manager ? 4. Synthèse : caractéristiques de la conflictualité. 5. Histoire des relations sociales et droit de grève. 6. “Jeu de la négociation“ et typologie des négociations.

Partie 2 (J3) : QUELQUES OUTILS POUR MIEUX COMPRENDRE LE MODE DE FONCTIONNEMENT DE CHACUN DANS UNE RELATION PROFESSIONNELLE : vivre la déperdition du message (jeu), étudier le fonctionnement de la personnalité (test), identifier les filtres de la réalité (les subjectivités, les représentations, les interprétations – jeux et petites histoires), intégrer l’importance des croyances et des valeurs (jeu), bâtir le cadre de référence.

Partie 3 (J4) : S’EXERCER A PREPARER, A PARTICIPER ET A ANALYSER UNE SEANCE DE NEGOCIATION COLLECTIVE  Préparation d’une séance de négociation par groupes : stratégie, arguments, comportements  Séance filmée de négociation - 6 à 8 personnes  Réactions à chaud des participants et des observateurs  Visionnage du film par séquences, échanges et apports théoriques et pratiques du formateur sur une boite à outils du négociateur : préparation d’une négociation, équipe des négociateurs, enjeux/objets/stratégies, étapes d’une négociation, familles d’outils, formats des rencontres, gestion du temps…

Bibliographie – Auteur, titre, année, éditeur/ Bibliography – Author, title, year, publisher ”La logique de l’honneur” – Philippe d’Iribarne – Points Seuil « De la guerre » - Carl von Clausewitz – Editions de Minuit « Comprendre et appliquer Sun Tzu » – Pierre Fayard – Dunod “ Travail et ergologie – Entretiens sur l’activité humaine“ – Yves Schwartz et Louis Durrive – Octarès 2003 “La résistance créatrice” – Nouvelle Revue de Psychologie – n° 7 - Editions Eres Printemps 2009 “ Négocier avec succès - 50 fiches pratiques“ – Jean-Paul Guedj – Bréal 2010

Méthodesd’évaluation : Sur quoi sera basée la note finale? / Method of assessment :What will the final grade be based on?

Type d’évaluation Compétenceévaluée Durée % de la note finale/ Type of evaluation Evaluated skill Duration % of the final grade A partir des connaissances qu’il aura acquises au cours de la formation, chaque étudiant aura à réfléchir sur le processus de relation au sein de l’entreprise. Pour ce faire, il sera demandé un travail individuel ou en petits groupes à remettre après l’intervention.

Processus pédagogique :

Observer et comprendre : tel est le principe d’action n°1 du conciliateur dans les conflits du travail, donc de la démarche pédagogique qui sera utilisée par l’analyse de films, par la mise en situation au travers de jeux et par le partage d’expériences. Le tout encadré de synthèses juridiques, stratégiques et pratiques de l’intervenant.

Il convient de préciser par ailleurs que la notation de l’évaluation appréhende également l'appréciation de l'enseignant concernant le comportement de l'étudiant(e) : présence, ponctualité, curiosité intellectuelle, contribution aux échanges etc.

Mini CV de l’enseignant/ Mini CV of the lecturer

- Inspecteur du travail pendant 25 ans et formateur national et ex-expert international au sein du Ministère du travail sur les questions de relations sociales. - Formateur d’employeurs et d’organisations syndicales patronales et de salariés sur les questions de relations sociales, spécifiquement sur les outils de négociation et sur la conciliation des conflits du travail, ainsi que sur les risques psychosociaux. - Enseignant à l’AMU, entre autres sur la question de la relation entre droit et activité de travail.

DISCIPLINE TRANSVERSE Titre du cours WAR and Business : les leçons de la guerre Course title appliquées au monde des affaires Langue Heures ECTS Programme Language Hours FRANCAIS 24 ELECTIVES Nom de l’enseignant Jacques MAISETTI Name of the lecturer Fonction - Employeur Maitre de conférences associé Position - Employee

Contact Objectifs du cours Ce module poursuit trois objectifs : Course objectives - donner aux étudiants des clés de compréhension des enjeux managériales de l’entreprise et du monde économique à partir d’une entrée fournie par les questions militaires et stratégiques; - montrer les apports et les limites de l’analogie entre les conflits armés et la compétition économique; - illustrer la circulation des compétences et des connaissances entre ces deux univers par des études de cas pratiques. Compétences acquises A l’issue de ce cours, le participant sera capable : Learning outcomes - de mener une réflexion reposant sur une série d’entrées : leadership, doctrine, renseignement, internet, tactique, succès et échec; - de se positionner comme un acteur de la politique de l’entreprise en sachant mesurer son action à l’aune de critères spécifiques inédits (clés d’entrée du monde de la défense); - trouver des ponts entre les logiques managériales de l’entreprise et la conduite des opérations de guerre et les politiques de réforme de l’institution militaire - d’inscrire son action dans la globalité des enjeux posés par le monde contemporain

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours 1- De la guerre à la compétition économique : portée et limite d’une analogie, 3h 2- Société en guerre : usage des mots et réalité, 3h 3- L’art de la guerre appliqué aux entreprises : organisation, décision et responsabilité 3h 4- La doctrine et la stratégie des entreprises : construction, mise en œuvre et 3h évaluation, 5- Guerre économique et renseignement : du contre-espionnage à la sécurité 3h économique, 6- Les enjeux de la cyberguerre : sociéte, entreprise, défense, 3h 7- Internet : Usage de l’information dans la vie de l’entreprise et la conduite des 3h opérations, 8- S’adapter ou périr : histoire comparée de l’armée francaise en 1940 et de KODAK 3h

Méthodes d’évaluation : Sur quoi sera basée la note finale? / Method of assessment : What will the final grade be based on?

Type d’évaluation Compétence évaluée Durée % de la note finale/ Type of evaluation Evaluated skill Duration % of the final grade Examen cas pratique 80% Participation 20%

Unité d’Enseignement (UE) TRANSVERSE Titre du cours / ECUE Course title Vision et stratégie : mise en oeuvre Langue Heures ECTS Programme Language Hours 24 ELECTIVES Nom de l’enseignant Annelise MATHIEU Name of the lecturer Fonction - Employeur Maître de Conférences IAE AIX Position - Employer Contact [email protected] Objectifs du cours “The essence of formulating competitive strategy is relating a company to its Course objectives environment” Michael E. PORTER Ce cours a plusieurs objectifs. Il s’agit de permettre aux étudiants de : - Conduire la démarche de diagnostic stratégique - Maîtriser un vocabulaire "managérial". - Développer les capacités de réflexion sur les questions de gestion - Comprendre et résoudre les cas de stratégie d’entreprises - Déployer une culture générale en matière de gestion - Agir en acteur responsable

Compétences Ciblées Sélectionner la ou les compétences ciblées par le cours (3 blocs maximum - effacer les Intended Learning Outcomes compétences non cibées) :

BLOC 1 : CAPACITÉS MANAGÉRIALES •1.1 - Connaître l’environnement de l’organisation •1.2. Analyse critique des situations d’entreprises BLOC 2 : COMPETENCES DE CREATIVITE ET DE GESTION DE PROJET •2.1 - Maitriser les fondamentaux de la gestion LOC 5 : ACQUERIR ET DIFFUSER UN LEADERSHIP HUMAIN

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours

Session 1 :Introduction - stratégie d’entreprise & Performance de l’entreprise 3h par session Session 2 : segmentation et facteurs clefs de succès Session 3 : Analyse du paysage de l’entreprise : la dynamique de l’industrie Session 4 : Analyse du paysage de l’entreprise : les forces concurrentielles Session 5 : Analyse du paysage de l’entreprise : focus sur les groupes stratégiques Session 6 : Analyse du positionnement de l’entreprise et sources de l’avantage concurrentiel Session 7 : Diagnostic et management du portefeuille d’activité Session 8 : Etude de cas et Présentation en groupe

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher P. CHEREAU, P-X MESCHI Le conseil stratégique pour l’entreprise (Pearson, 2014) David COLLIS et Cynthia MONTGOMERY, Corporate Strategy – A Resource-Based Approach (McGraw-Hill, 1998) Pankaj GHEMAWAT Strategy and the Business Landscape (Prentice Hall, 2009) Gerry JOHNSON, Kevan SCHOLES, Richard WHITTINGTON, Frédéric Fréry Stratégique (Pearson Education, 2008) LEHMANN-ORTEGA, LEROY, GARRETTE, DUSSAUGE, DURAND, Strategor (Dunod, 2013) PORTER M.E. (1982), Choix stratégiques et concurrence : technique d’analyse des secteurs et de la concurrence dans l’industrie, Economica PORTER M.E. (1986), L’avantage concurrentiel : comment devancer ses concurrents et maintenir son avance, InterEditions Lecture de périodiques spécialisés : LE MONDE (quotidien), LES ECHOS (quotidien), L'ESSENTIEL DU MANAGEMENT (mensuel), CAPITAL (mensuel), La REVUE FRANCAISE DE GESTION.

Lecture de chapitres de Johnson G., Scholes K., Whittington R., Angwin, D. & Regnér, P. 2017. Stratégique, Pearson Education, 11 ème édition (conseillée)

Modules CrossKnowledge http://iaeaix.lms.crossknowledge.com

Méthodes d’évaluation : Sur quoi sera basée la note finale? / Method of assessment : What will the final grade be based on? Type d’évaluation Compétence(s) évaluée(s) Durée % de la note finale/ Type of evaluation Evaluated skill(s) Duration % of the final grade Quiz (Individual) % 2.1 - Master fundamentals in business 1h 40% Case study and 1.1 - Understand company's environment 3h 60% presentation 1.2. Critically analyze complex business situations

Mini CV de l’enseignant / Mini CV of the lecturer

Annelise Mathieu ([email protected]) (PhD, IAE Aix-en-Provence) is the MSc 2° General Management Program director since 2019 and the Bachelor operational Management Program director since 2017 at IAE Aix-en-Provence. From 2009 to 2017, she has been in charge of managing international semester programs and teaching projects at IAE and IUT Lyon 3 Jean Moulin. Her teaching and research include CSR, eco innovation and strategy. Hers researches appear in internationals conferences, academics reviews and books chapters.

RÉSERVÉ EN PRIORITE AUX ÉTUDIANTS DU PARCOURS MSC ISDBC

DISCIPLINE Titre du cours Course title Préparation certification PMP® ou CAPM® du PMI Langue Heures ECTS Programme Language Hours FR 24 ELECTIVES Nom de l’enseignant Frédéric RODRIGUEZ Name of the lecturer Fonction - Employeur Coach Facilitateur et Formateur / Management de Projet Position - Employer Contact [email protected] Objectifs du cours L’objectif de cette formation est de préparer le participant à la certification PMP® ou Course objectives CAPM® du PMI®. La préparation à la certification PMP® demande de la disponibilité, du travail personnel pour préparer et du temps pour assimiler les connaissances nouvellement acquises. Une connaissance pratique de l’anglais est recommandée. L’acquisition d’un exemplaire du PMBOK® Guide 5th Edition, en version originale, est indispensable pour la réalisation des objectifs de la certification. Compétences Ciblées BLOC 1 : CAPACITÉS MANAGÉRIALES / MANAGERIAL SKILLS Intended Learning Outcomes •1.1 - Connaître le rôle et responsabilité •1.2. Connaitre les principes des axes de motivation des équipiers •1.3 – Identifier les résolutions de conflit BLOC 2 : COMPETENCES DE CREATIVITE ET DE GESTION DE PROJET / CREATIVITY AND PROJECT MANAGEMENT SKILLS •2.1 - Connaître les fondamentaux, structure et cycle de vie des projets •2.2. Connaitre les différents domaines de connaissance d’un standard en management de projet

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours Étude des 5 groupes de processus du projet et les 10 domaines de connaissance du PMBOK® Guide

Acquérir de nouveaux concepts, méthodes, outils de chacun des processus en management de projet.

Les concepts et fondamentaux clés du management de projet Les domaines de connaissances et processus du PMBOK® Guide La certification PMP® ou CAPM® et ses bénéfices

Management de l’Intégration du Projet Le démarrage du projet, sa réalisation, le management des modifications et sa clôture.

Management du Contenu du projet La planification du contenu, la définition, la structure de découpage, la vérification et la maîtrise du contenu.

Management des Délais du projet L’identification des activités, le séquencement des activités, l’estimation des ressources nécessaires aux activités, l’estimation de la durée des activités, le développement de l’échéancier et sa maîtrise.

Management des Coûts du projet Management des Coûts du Projet La planification et estimation des coûts, la budgétisation et la maîtrise des coûts.

Management de la Qualité La planification de la qualité, l’assurance qualité et le contrôle qualité.

Management des Ressources Humaines du projet La planification des ressources, l’obtention des ressources humaines et le management et le développement de l’équipe de projet.

Management des Communications La planification des communications, la diffusion de l’information, les rapports d’avancement et gérer les attentes des parties prenantes.

Management des Risques du projet La planification du management des risques, l’identification des risques, l’analyse qualitative et quantitative des risques, l’élaboration des plans de réponse, la surveillance et la maîtrise des risques.

Management des Approvisionnements du projet La planification des approvisionnements, le choix des fournisseurs, l’administration des contrats et la clôture des contrats.

Management les parties prenantes du projet Identifier les parties prenantes, Planifier la gestion des parties prenantes, Veiller à l’engagement des parties prenantes.

Responsabilité sociale et professionnelle La responsabilité professionnelle du chef de projet envers PMI®, la communauté des chefs de projet et envers les clients. Cette section permet aux chefs de projet d’appliquer le meilleur jugement dans les processus de prise de décision en respectant équitablement les intérêts des parties prenantes.

PMP is a registered mark of the Project Management Institute.Inc.

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher  PMBoK® 6th Edition  Head First PMP, 3nd Edition - A Brain-Friendly Guide to Passing the Project Management Professional Exam - By Andrew Stellman, Jennifer Greene

Mini CV de l’enseignant / Mini CV of the lecturer

 Consultant, Coach Facilitateur et Formateur  Management de projet,  Agilité Organisationnelle, Scrum, Management Agile Préparation aux certifications PMP, PMI-Agile Certified Practitioner, Scrum Master, Agile Team Facilitator

Titres :  Mastère Spécialisé en Management Par Projet  DESS en Ingénierie des Systèmes et des Réseaux  Certification Internationales PMP, PMI-ACP, CSM, ATF,

Consultant certifié, Mes différentes missions auprès de collaborateurs de grands groupe industriels comme, Airbus, HP, La Poste, SNCF, Checkpoint … me permettent de disposer d'une expérience très riche dans le domaine du Management de Projet. Ceci fournit à mon enseignement un ancrage pratique et opérationnel autour du Management de Projet (Traditionnel et Agile) pour les étudiants amenés à s’impliquer dans tout type de projet.

Unité d’Enseignement (UE) TRANSVERSE Titre du cours / ECUE Course title Intercultural Management & Corporate Diversity Langue Heures ECTS Programme Language Hours ENGLISH 24 ELECTIVES Nom de l’enseignant Guy SAINTE ROSE Name of the lecturer Fonction - Employeur Professor / Executive Coach Position - Employer Contact [email protected] Objectifs du cours This course aims at providing students with the tools to manage intercultural issues Course objectives effectively and confidently. Dealing with stereotypes and the influences on National Culture vs Corporate Culture. Understanding Intercultural Communication and Business Etiquette for international Business negotiations. Compétences Ciblées -To better understand the definition of culture and how it applies to international Intended Learning Outcomes cultural issues in the corporate world. -Understanding what has influenced national culture and its effects on corporate culture. Bloc 1 : Managerial Skills Bloc 2 : Creativity and project Management Skills Bloc 3 : Relational and Communication Skills

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours Session 1 & 2 24 hrs Review concepts and issues surrounding international culture and intercultural management in a corporate culture. Session 3 & 4 Becoming more aware of the student’s own culture as a starting point for understanding other cultures and to learn business etiquette. Session 5 & 6 Recognising cultural differences (Dos & Don'ts) and their importance on business relationships. Session 7 & 8 Understanding a foreign culture through case studies and to analyse the keys to improve business negotiations. EXAMEN FINAL/FINAL EXAM - Group Project

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher

Méthodes d’évaluation : Sur quoi sera basée la note finale? / Method of assessment : What will the final grade be based on? Type d’évaluation Compétence(s) évaluée(s) Durée % de la note finale/ Type of evaluation Evaluated skill(s) Duration % of the final grade Individuelle Case Study Analysis Groupe Project Team Projects and Presentations 100% In Class Assignments

Mini CV de l’enseignant / Mini CV of the lecturer Executive Coach Formation Creative Results management : Seattle, USA

DISCIPLINE TRANSVERSE Titre du cours Course title Atelier Création d’entreprise Créer son entreprise en 24h chrono ! Langue Heures ECTS Programme Language Hours FRANCAIS 24 ELECTIVES Nom de l’enseignant Name of the lecturer Marc VAN MIGOM Fonction - Employeur Chef d’entreprise / DIAG’issIMMO Position - Employee Contact [email protected] Objectifs du cours Transmettre une méthodologie de création d’entreprise depuis l’idée initiale jusqu’au Course objectives démarrage de l’activité. Compétences acquises Après avoir suivi cet atelier, l’étudiant sera capable de préparer un projet de création Learning outcomes d’entreprise et de bâtir en particulier un « Business Plan » pouvant être présenté à un investisseur ou à un banquier.

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours  Partie théorique 6

 Ateliers (Marketing, Ventes, Financier, Juridique) pour bâtir un business plan 12

 Evaluation 6

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher  Créer son Entreprise, Xavier Bouvier, chez Nathan  Construire son Business Plan, Catherine Léger-Jarniou, Georges Kalousis, chez Dunod  Business model Nouvelle Génération, Alexander Osterwalder, Yves Pigneur, chez Pearson  Construire son Business Plan, Catherine Léger-Jarniou, Georges Kalousis, chez Dunod  Créer sa boîte pour les Nuls, Laurence de Percin, chez First

https://www.bpifrance-creation.fr/ http://www.businessmodelgeneration.com/canvas/bmc

Méthodes d’évaluation : Sur quoi sera basée la note finale? / Method of assessment : What will the final grade be based on?

Type d’évaluation Compétence évaluée Durée % de la note finale/ Type of evaluation Evaluated skill Duration % of the final grade Présentation d’un projet de création d’entreprise 20/30 mn 100%

Mini CV de l’enseignant / Mini CV of the lecturer

Formation : Ingénieur Centrale Lyon + IAE d’Aix Expérience : 25 ans dans l’industrie Informatique à différents postes : Techniques, Marketing et Commerciaux. Créateur et dirigeant d’entreprise depuis 2008, enseignant vacataire en Business Schools.

Plage 5 SEMINAIRES INTERNATIONAUX 4. 5. 6 Mars 2021

Speciality Tittle of the Elective Professor

TRANSVERSE Internationalization and Managing Internationally T. ALKIRE ENGLISH

TRANSVERSE Mergers and Acquisitions: A non-financial perspective to N. HUBBARD ENGLISH success

TRANSVERSE High–Impact Business Writing : How to write right and S.KAHNVILKAR ENGLISH make it matter

TRANSVERSE Design, brands and storytelling : Managing a business in the R. MODY-KAMDAR experience economy ENGLISH

TRANSVERSE Introduction to Entrepreneurial Practice J. SURDIK ENGLISH

TRANSVERSE Building and sustaining Competitiveness : Global strategy in R. TORRISI ENGLISH Turbulent Times

TRANSVERSE Leadership and Change Management in Organizations X.H.VO SANG ENGLISH

DISCIPLINE Titre du cours Course title Internationalization and Managing Internationally Langue Heures ECTS Programme Language Hours ENGLISH 24 INTERNATIONAL SEMINAR Nom de l’enseignant

Name of the lecturer T. D. ALKIRE Fonction - Employeur International Business and Customer Relationship Management at Central Position - Employee Washington University in Ellensburg, Washington, Contact

Objectifs du cours The objective of this course is to allow the students to explore the unique opportunities Course objectives and problems that confront international managers as they navigate through the extremely complex and ever-changing global cultural environment. Compétences acquises On successful completion of this course student will: Learning outcomes  Understand the context of international management.  Understand several national/regional cultures (including an assessment of American culture) and their impacts on organizations.  Understand the challenges of managing global managers.  Explore the increasing importance of Emerging Market firms in the global business environment.

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours Final Class Schedule to be provided 24

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher http://www.cwu.edu/it-management/terry-alkire

Méthodes d’évaluation : Sur quoi sera basée la note finale? / Method of assessment : What will the final grade be based on?

Type d’évaluation Compétence évaluée Durée % de la note finale/ Type of evaluation Evaluated skill Duration % of the final grade Attendance / Participation in discussions and in- 100% class exercises

Mini CV de l’enseignant / Mini CV of the lecturer Dr. T. D. Alkire is an Assistant Professor in the Department of Information Technology and Administrative Management at Central Washington University in Ellensburg, Washington, U.S.A. In addition to teaching, Dr. Alkire is also the owner and managing director of Tuscan Sun Studios LLC., a property management firm that owns and operates several apartment buildings in the Ellensburg, Washington area. As a former global executive with over 20 years of international business experience, Dr. Alkire’s last corporate position was as Executive V.P., International Operations for Flow International Corp. (USA), based in Lugano, Switzerland. The position required the direct management of senior managers from many different European and Asian countries. The job also called for almost daily travel throughout Europe as well as frequent travel to Japan, Taiwan, China and Korea. Dr. Alkire has a MBA degree from City University, Frankfurt, Germany and a Doctorate / Ph.D. from IAE-Aix Marseille University and SKEMA Business School. His area of research is centered on the management challenges faced by Chinese and Indian Multinational Enterprises operating in developed nations. In addition to his native English, he is a fluent speaker of German, Italian, Spanish and French.

DISCIPLINE Titre du cours Mergers and acquisitions : A non-financial perspective to Course title success Langue Heures ECTS Programme Language Hours ENGLISH 24 INTERNATIONAL SEMINAR Nom de l’enseignant

Name of the lecturer Professor Nancy HUBBARD Fonction - Employeur Dr. Nancy Hubbard is Dean of the University of Lynchburg’s College of Business and a Position - Employee Professor in Management. She also is an Associate Professor at Moscow’s School of Management (SKOLKOVO) in Russia.

Contact Objectifs du cours By the end of the seminar, participants will be able to: Course objectives  Explain the different market entry strategies including joint ventures, acquisitions, greenfield investment and strategic alliances  Discuss challenges and opportunities facing acquirers when entering foreign markets  Outline in detail the process of acquisition from strategy to implementation including pitfalls and challenges  Discuss cultural and other barriers to successful cross border success  Explain practical consulting tools used for acquisition implementation Compétences acquises In an increasingly shrinking world, the primary means of corporate expansion remains merger or Learning outcomes acquisition. Yet over time, at least half of acquisitions fail to deliver the stated objectives. This seminar will examine why this continues to be the case. The seminar will concentrate on non- financial issues surrounding acquisitions analyzing strategic issues and ‘human issues’. Students will examine the acquisition process from target selection to achieving the corporate goals and objectives. They will also get a sense of what emotional issues employees undergo during acquisitions. Thus, the seminar addresses practical strategic fulfilment, including the communication and implementation processes including practical consulting tools used in the industry. This will be done within the context of understanding other options open to internationally expanding companies including joint ventures, alliances, and greenfield investment.

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours These topics covered will be: - Current trends in overseas expansion - Target selection - Pre-acquisition planning - Communication during acquisition - Acquisition implementation - Other forms of globalization (joint ventures, alliances, greenfield investment, etc.) - The information will be illustrated through theories, case studies, practical consulting tools, and exercises.

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher

Méthodes d’évaluation : Sur quoi sera basée la note finale? / Method of assessment : What will the final grade be based on?

Type d’évaluation Compétence évaluée Durée % de la note finale/ Type of evaluation Evaluated skill Duration % of the final grade Attendance, final project

Mini CV de l’enseignant / Mini CV of the lecturer Dr. Nancy Hubbard, FRSA

Nancy Hubbard is Dean of the University of Lynchburg’s College of Business and a Professor of Management. Previously she worked at Goucher College (USA) and the University of Oxford’s Saïd Business School. She is an International Professor at SKOLKOVO, the Moscow School of Management in Russia. She is a Fellow of the Royal Society of Arts, Commerce and Manufacturing (UK).

Nancy is one of Europe’s best-known experts on mergers and acquisitions publishing over thirty five articles on M&A, strategy and change management in both mainstream and academic journals such as the Financial Times, Acquisitions Monthly, Financial News, Accountancy Age, Human Resources Magazine, Journal of Professional HRM, Strategy, The European Retail Digest, Human Resource Management Journal, and The Director. She wrote one of Europe’s best selling acquisition books, Acquisition: Strategy and Implementation which was called “an excellent book” by Ambassador Magazine, “an indispensable handbook”, and “an essential read for anyone who is involved in, or contemplating, a merger or acquisition” by People Management magazine. Her latest book, Conquering Global Markets: Secrets from the World’s Most Successful Multinationals was published in both English and Japanese and sponsored by KPMG. For this, she interviewed leaders from 50 of the world’s largest companies from 16 countries on their strategies for international expansion.

Nancy has consulted throughout the world on mergers and acquisitions with both Booz, Allen & Hamilton and KPMG as well as independently working in 30 countries on every continent except Antarctica. She has worked on transactions ranging in size from $35 million to $35 billion and has worked with Ford Motor Company, Unilever, Procter & Gamble, Royal Bank of Scotland, Standard Chartered Bank, Reed Elsevier, Rosatom, Old Mutual, DeBeers, and Westland Helicopters.

Nancy holds a BSc in Business Administration from Georgetown University and an MSc in Management in Human Resources and a Doctorate in Management both from the University of Oxford.

DISCIPLINE Titre du cours High–Impact Business Writing : How to write right Course title and make it matter Langue Heures ECTS Programme Language Hours ENGLISH 24 INTERNATIONAL SEMINAR Nom de l’enseignant Dr. Seema Khanvilkar Name of the lecturer Fonction–Employeur Professor-- Business Communication, SDA Bocconi Asia Center, Mumbai, INDIA Position–Employee Contact [email protected] Objectifs du cours If writing must be a precise form of communication, it should be treated like a precision Course objectives instrument. It should be sharpened, and it should not be used carelessly. --Theodore M. Bernstein, Editor, The New York Times. As writing is a skill desired by 73% of hiring managers, good business writing cannot be deemed as a luxury. This course is structured on the same premise; it is open to all and aims to train students in:  deftly navigating the world of business communication through expertly crafted messages  making effective use of communication techniques to create high impact messages in today’s business context  expressing ideas with confidence and clarity, and supporting persuasive and logical arguments

Compétencesacquises Students will demonstrate ability to : Learning outcome  deliver ideas with the power they deserve  strike the right tone and retain the reader’s attention

Contenu du cours par session/ Course content per session Nombred’heures/ Number of hours 1. Basic principles of good business writing 24 2. Style and tone of business messages 3. How to say “No” and soften bad news messages 4. Don’t sell yourself or your ideas short 5. Crafting a compelling argument-Using reason, emotion and character in a message 6. Writing a sales pitch to ensure a business win 7. Description vs Analysis 8. Crafting a decision report and the process involved in rational and cogent decision- making

Bibliographie – Auteur, titre, année, éditeur/ Bibliography – Author, title, year, publisher Lesikar R.V. &FlatleyM.E. ,Basic Business Communication: Skills for Empowering the Internet Generation,Tenth Edition, McGraw Hill. Guffey Mary Ellen & Lowey Dana, Essentials of Business Communication, Tenth Edition, Cengage Learning www.netwrite-publish.com Bryan A. Garner, HBR Guide to Better Business Writing Kenneth Roman &Joel Raphaelson ., Writing that works-How to communicate effectively in business, Third Edition, Collins William Strunk (Jr)& E.B. White., The Elements of Style, Fourth Edition, Turtleback

Méthodesd’évaluation : Sur quoi sera basée la note finale?/Method of assessment :The students will be graded on a decision report based on a case study.

Type d’évaluation Compétenceévaluée Durée % de la note finale/ Type of evaluation Evaluated skill Duration % of the final grade Participation 30% Group Assignment 60mn 70%

Mini CV de l’enseignant/ Mini CV of the lecturer Seema Khanvilkaris a Ph.D. in Management in the area of Communication and has been teaching the mechanics of the language for the last 20 years. Seema isalso a wellknowncorporate trainer; herclientelerosteris impressive with corporate likePitney Bowes, JP Morgan, Larsen and Toubro, Mercedes Benz, Novartis, Schindler, Holcim, MaerskIndia Ltd., Reliance Industries, Eicher Volvo, and the Taj Group. She has been the Communication Coach to the MD of Pitney Bowes, India. Using live case studies, demonstrations, reflective exercises, Seema facilitates rather than teaches, and provides an experiential learning outcome for her students. She is invitedregularly to participate in the MBA Intensive Seminar at Budapest. A recipient of the Andrew Towl Foundation fellowship, she has attended the Executive Education program at Harvard Business School, Boston. She has won the Best Faculty of NMIMS (2009-10) award, been conferred with the Dewang Mehta award for the ‘Best Professor in General & Strategic Management’, 2012 and has also won the Teaching Excellence award in 2015.

DISCIPLNE Titre du cours Design, Brands & Storytelling: A Global Perspective Course title on Building Brands Langue Heures ECTS Programme Language Hours ENGLISH 24 INTERNATIONAL SEMINAR Nom de l’enseignant Name of the lecturer Rutu MODY-KAMDAR, PhD Fonction - Employeur Managing Director, Jigsaw Brand Consultants/ Visiting Professor at universities in India, France Position - Employee and Germany

Contact Objectifs du cours From craftsmen’s marks to heated irons pressed to cows, to tattoos, to the Golden arches logos, to Course objectives the feeling you get when you enter an Apple store....the world of brands has transformed the way we live. From being simple identifiers to a product, brands today have become engaging stories that are passed down from one generation to the next- becoming a part of our culture and adding an interesting experiential dimension to our lifestyles. No longer is the impetus of branding on just the marketing department- creating powerful experiences has become a company wide endeavour.

Traditional management is a thing of the past. With a convergence of media, the world needs design thinkers- individuals who can think in the third dimension and build experiences that are iconic. From interior graphics to integrated ad campaigns, from packaging to space planning, from customer engagement to event planning, from product innovations to internal training... experiences transcend physical space, geography and culture and make the story the very center of all business decisions. The new age requires building a holistically accurate business experience – one that engages customers and builds value over a longer period of time.

This seminar provides a bird’s eye view of the fascinating world of design and management. You will get a chance to try your hands at being design managers- finding the right balance between being strategic business managers to being design thinkers. Through real world case studies, this seminar provides a chance to look at design and strategic business in a more comprehensive way, beyond the traditional management boundaries. The class will be conducted as a design laboratory where you will be encouraged to try your hands at designing an actual 3D experience with your understanding of visual, verbal, spatial and strategic communication using art, craft and other forms of creative expression.

Compétences acquises This course is aimed at providing students a cross disciplinary understanding of management Learning outcomes and design: • Be able to have a bird´s eye view to the concepts of strategic management, design thinking and experience design • Be able to understand the role of a design manager- managing and creating holistic experiences • Be able to conceive and design integrated experiences- visual, verbal and spatial design

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours . Introduction to Branding, Design and Storytelling: Contemporary views on business management / brand management/ design and communications/ archetypes and storytelling . Design Innovation Process: Idea generation and innovation/design research/insight mining . Strategic Branding/ Design Briefin: Creating brand positioning, brand identity, tone of voice and experiential platform- writing the brief and translating to multiple mediums and channels . Design and Communication : Articulation of the brand through multiple senses: Visual, Auditory, Olfactory, Tactile, Taste- Creating the brand experience through 3D models, storytelling, exhibits and demonstrations

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher • Robin Landa; Designing Brand Experience: Creating Powerful Integrated Brand Solutions; Cengage Learning • Martin Lindstrom; BRAND SENSE: Sensory Secrets behind the stuff we buy; Free Press • Brigette Borja De Mozota; Design Management: Using Design to Build Brand Value and Corporate Innovation; Skyhorse Publishing Inc

Méthodes d’évaluation : Sur quoi sera basée la note finale? / Method of assessment : What will the final grade be based on?

Type d’évaluation Compétence évaluée Durée % de la note finale/ Type of evaluation Evaluated skill Duration % of the final grade The seminar will be conducted like a design laboratory where students will have a chance to build their 3D brand experiences using art, craft and other forms of creative expression. Progressive group work, final exhibits and installations will be evaluated

Mini CV de l’enseignant / Mini CV of the lecturer

Rutu Mody-Kamdar is Founder and Managing Director, Jigsaw Brand Consultants- a strategic research and brand consultancy that focuses on consumer research, brand and marketing strategy and design direction. In her 17 year career span, Rutu has consulted several companies across the world. Rutu also writes, speaks and teaches branding and consumer behaviour at universities in India, France, Germany and Australia. She's a PhD in Consumer Behaviour and a Gold Medallist Masters in Advertising & Communications from Mumbai.

Unité d’Enseignement (UE) Titre du cours / ECUE Course title Introduction to Entrepreneurial Practice Langue Heures ECTS Programme Language Hours ENGLISH 24 INTERNATIONAL SEMINAR Nom de l’enseignant John Surdyk Name of the lecturer Fonction - Employeur Director, Initiative for Studies in Transformational Entrepreneurship; Wisconsin Position - Employer School of Business, UW-Madison

Contact Objectifs du cours This seminar will expose students to topics and concepts related to entrepreneurship. Course objectives Students will acquire a greater understanding of the entrepreneurial mindset and practice, including techniques to recognize opportunity, improve creativity, use design thinking principles, build effective teams, and access capital available to high-tech, high-growth startups. The seminar is tailored for students who are considering the launch of a new venture or who seek to better understand and support entrepreneurs as advisors and policy makers. Assignments include readings, case analysis and discussion, in-class exercises, peer review, and mini-presentations. Compétences Ciblées All students finishing this workshop will be able to: Intended Learning Outcomes • Describe an entrepreneurial mindset and identify common misperceptions about entrepreneurship • Identify approaches to opportunity identification and idea generation strategies • Understand how “design thinking” helps entrepreneurs to understand customer needs through the use of prototyping and hypothesis testing • Describe the elements of a business model using the Business Model Canvas • Identify forms of intellectual property and how they contribute to competitive advantage • Understand how to build a founding team and the differences between advisory boards and boards of directors • Identify forms of entrepreneurial capital appropriate at different stages of a venture’s development, including crowdfunding, private investment, and the role of government grants in some sectors • Understand the structure and uses of formal business plans for entrepreneurial ventures and how to construct a pitch deck

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours Introduction to Entrepreneurship 3.5 Mindset, Skills & Practices (entrepreneur profile discussion, case discussion) Creating and Finding Opportunities 3.5 Opportunity Recognition & Design Thinking (design “sprint”, mini-presentation)

Organizational Design 3.5 Business Models, Pricing Strategies, Teams, & Intellectual Property (Business Model Canvas construction/analysis, mini-cases) Resourcing New Ventures 3.5 Startup Financing, Business Planning, & Pitching (mini-cases) Pulling it All Together 4.0 Real-time Case Analysis (team) & Resources for Continuing Your Entrepreneurial Journey

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher Posted material & class slides

Méthodes d’évaluation : Sur quoi sera basée la note finale? / Method of assessment : What will the final grade be based on? Type d’évaluation Compétence(s) évaluée(s) Durée % de la note finale/ Type of evaluation Evaluated skill(s) Duration % of the final grade Seminar discussion Comprehension (ability to summarize, classify, 50% infer, compare and explain seminar concepts) Seminar exercises/cases Analysis (Ability to organize and differentiate 50% and presentations information as well as critique and judge results using frameworks) Synthesis (ability to generate new ideas, plan, and create) Communication (Providing feedback to peers, mini-presentations)

Mini CV de l’enseignant / Mini CV of the lecturer John Surdyk is the Director of the Initiative for Studies in Transformational Entrepreneurship (INSITE) and Faculty Director of the StartUp Learning Community at the University of Wisconsin – Madison. Prior to joining INSITE, Surdyk founded and led Re-Envision Consulting, LLC, a firm working with nonprofits throughout the United States and Canada pursuing innovative, earned-income strategies where novel approaches to social problems and new technologies could be deployed for public benefit. He has studied the environmental impact of entrepreneurship in emerging economies at World Bank – LATEN Division, and earlier in his career, Surdyk worked with the consulting arm of the Stanford Research Institute in Menlo Park as well as Navigant Consulting in Chicago (NYSE; NCI). He primarily worked with executives and entrepreneurs at a mix of technology and life science companies developing strategic approaches to new markets and valuing damages in disputes. He has authored several book chapters on corporate social responsibility and serves as Treasurer of the board for the Overture Center, Wisconsin’s largest nonprofit arts organization. Surdyk did his undergraduate work at Stanford University in Earth Systems Science and Economics and earned an M.B.A. at University of Wisconsin–Madison.

DISCIPLINE Titre du cours Building and Sustaining Competitiveness: Global Course title Strategy in Turbulent Times Langue Heures ECTS Programme Language Hours ENGLISH 24 INTERNATIONAL SEMINAR Nom de l’enseignant

Name of the lecturer C. Richard TORRISI Fonction - Employeur Sawyer Business School, Suffolk University, Boston, Mass. Position - Employee Contact

Objectifs du cours To discuss and analyze global strategy and competitiveness for companies in the Course objectives current uncertain economic environment in the E U, North and South America and Asia. Compétences acquises On successful completion of this course student will: Learning outcomes - Apply different models of strategy formulation and execution to very different country and product markets - Compare and evaluate the strategy and performance of some leading global companies since the E U and U S economic crises - Understand better the complexity and difficulty of sustaining competitiveness in the current global economy Explore the environment for political risk, business risk, and economic risk for some of the most important emerging economies

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours Lectures, cases, videos and group discussion 24

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher

 Brief readings to be assigned  Handouts for brief company cases to be discussed in class

Méthodes d’évaluation : Sur quoi sera basée la note finale? / Method of assessment : What will the final grade be based on?

Type d’évaluation Compétence évaluée Durée % de la note finale/ Type of evaluation Evaluated skill Duration % of the final grade Team case/company analysis and presentation 20 to 30 70% minutes Attendance and participation 30%

Mini CV de l’enseignant / Mini CV of the lecturer Dr Torrisi received his B.A. in Economics from Boston College; his M.A. and PhD from Syracuse University in International Economics; and a Postdoctoral Certificate in International Business from New York University, Stern School of Business. Dr Torrisi is currently Professor of International Business in the Dept of Finance and the former Dean of Graduate Programs and Associate Dean of the Sawyer Business School at Suffolk University, Boston, Mass. For the academic year 2006-2007, he was a Fulbright Scholar, lecturing on International Business and Economics in Poland and in France. Dr. Torrisi, more recently, was a Fulbright Scholar in 2013 at Comenius University in Slovakia Prior to his current position, Dr Torrisi was Visiting Professor at New York University, Stern Graduate School of Business and Yale University Economic Growth Center. He has also taught M.A. and MBA students and Executives abroad as Visiting Faculty at the Jagiellonian University, Krakow University of Economics and Kozminski Business School in Poland; UHBS and EMLV Business Schools in Paris and IAE, Paul Cezanne University in Aix-En-Provence. He currently teaches undergraduates, MBA students, and Executive MBAs at Suffolk University, as well as visiting executives from Brazil, China, England, Germany, and Poland.

DISCIPLINE Titre du cours Leadership and Change Management in Course title Organizations Langue Heures ECTS Programme Language Hours ENGLISH 24 INTERNATIONAL SEMINAR Nom de l’enseignant Xuan Hoang VO SANG Name of the lecturer Fonction - Employeur MBA Program Academic Director at French-Vietnamese Centre for Management Position - Employee Education (CFVG-Ho Chi Minh City) Contact [email protected] Objectifs du cours This seminar is designed to provide the students with necessary knowledge and skills for their Course objectives effective team (organization) leading. The objectives are to make them aware of the organizational complexity and know how to deal with the today changing environment of internationalization and globalization by:  Identifying and solving the problems arising in management.  Fully developing the capacities and contributions of staff.

Compétences acquises Issues of successful communication, motivation, power and influence, leadership, change Learning outcomes processes, decision making and conflict resolution will be discussed. At the end of the seminar, as line managers or members of an organization, students will be able to use some key tools for diagnosing the individual and organizational behaviors in their complexity, identify and solve the problems arising in management. Therefore, they can improve their management and leadership skills and fully develop the capacities and contributions of their staff.

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours 1. Mission of the manager – Emotional Intelligence Competencies 3.5 h 2. Personal Values and Motives - Persuasion and Influence Strategies 3.5 h 3. Decision Making and Conflict Resolution 3.5 h 4. Leadership and Styles of Leadership 3.5 h 4 h 5. Change Management

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher  McShane, S.L. & Von Glinow M.A.(2013), Organizational Behavior – Emerging Knowledge, Global Reality, McGraw-Hill/Irwin, sixth edition, New York.  Gibson J.L., Ivancevich J. M., Donnelly Jr. J.H., Konopaske R. (2012), Organizations: Behavior, Structure, Processes, McGraw-Hill/Irwin, fourteenth edition, New York.

Méthodes d’évaluation : Sur quoi sera basée la note finale? / Method of assessment : What will the final grade be based on?

Type d’évaluation Compétence évaluée Durée % de la note finale/ Type of evaluation Evaluated skill Duration % of the final grade In-class participation 50% Group assignment (case study) 50%

Mini CV de l’enseignant / Mini CV of the lecturer Dr. Vo Sang Xuan Hoang holds a PhD in Management Sciences from Paris Dauphine University and other graduate degrees from Paris Dauphine and CFVG. She has been a member of CFVG’s permanent faculty since 1996, after five years of working for a consulting firm for SMEs, and has occupied the position of Academic Director of CFVG MBA in HCMC since 2009. She has been also visiting faculty at the Institute of Politics Studies (Institut d’Etudes Politiques) in Lyon (France) in 2008 and at IAE Aix since 2015. Dr. Xuan Hoang areas of expertise include Human Resource Management, Communication skills and Leadership, Organizational Behavior. She has been teaching these subjects both at Master level and in executive education programs for companies such as Big C, Rhone-Poulenc Rorer, UNDP, Nutriway, Ha Tien 2 Cement, Proconco, etc. Her publications and researches cover four main areas: training and development in enterprises, pedagogy and methodology in the field of management, coordination in international joint ventures, cross-cultural issues.

Plage 6 ELECTIVES 29. 30. 31 Mars et 1er Avril 2021

Spécialité Intitulé de l’élective Enseignant

TRANSVERSE Management des achats P.DRUGEON FRANÇAIS TRANSVERSE Entrepreuneurship C. GARONNE ENGLISH

TRANSVERSE Leadership et Management transversal : les clés M. LAIOLO comportementales FRANÇAIS

TRANSVERSE Renseignement et Société J.MAISETTI FRANÇAIS TRANSVERSE International Careers J.PETERSON ENGLISH TRANSVERSE Marketing des produits High Tech J -M. ROCCHI FRANÇAIS TRANSVERSE Project Management & SI : F. RODRIGUEZ FRANÇAIS Les nouvelles approches Agiles

TRANSVERSE Développement d'une marque de luxe à l'international D. SENTILHES FRANÇAIS

TRANSVERSE Contrôle de gestion, RSE et pilotage de la Performance S. TREBUCQ Globale FRANÇAIS

Méthodes d’évaluation Sur quoi sera basée la note finale? / Method of assessment What will the final grade be based on?

Mini CV de l’enseignant/ Mini CV of the lecturer

Titre du cours Course title ENTREPRENEURSHIP Langue Heures ECTS Language Hours ENGLISH 24 ELECTIVES Nom de l’enseignant/ Dr Christophe GARONNE Name of the lecturer Fonction / Employeur Position / Employee Professor Objectifs du cours / There is a tremendous interest in entrepreneurship around the world. New ventures create Course objectives and bring to market new product and services that enhance our productivity, make our lives easier, create employment and wealth. The objective of this course is to deliver practical, hands-on knowledge to successfully initiate, launch and grow a new venture.

The course is organized as a step-by-step approach of venture creation to provide the students with an understanding of the necessary tools and techniques to create and launch their firm while identifying the key milestones to be achieved during the venture process. Topics include: Introduction to Entrepreneurship, Creativity, idea and opportunity, Viability screening of the new venture, Business models & Business plans, Funding the new venture, Functional and business levels strategies, Challenges and strategies for growth, Intellectual property Protection, Franchising. Compétences acquises/ By investigating several examples of venture creation in different industries and Learning outcomes environment, students will develop a deep understanding of the process of entrepreneurship, from the gesation activities that nascent entrepreneurs have to undertake to get the business running in the first place to the strategies to generate growth and value.

Creating a new venture is not only about identifying a good opportunity and marshaling the resources to implement it. The environment the new firms intend to operate in and the strategies to achieve their ambitions are important factors to consider. Network and team creation along with entrepreneurial attitude constitute important aspects of entrepreneurship that will be developed in the course.

Contenu du cours par session/ Course content per session Nombre d’heures/ Number of hours Day 1: 6h per day over 4 days Introduction to entrepreneurship Creativity, idea and opportunity Viability screening of the new venture Day 2: Business Models Business Planning Financing of the new venture Day 3: Business levels strategies Challenges and strategies for growth Day 4: Intellectual property protection Franchising

Méthodes d’évaluation Sur quoi sera basée la note finale? / Method of assessment What will the final grade be based on? Several case studies to be done over the duration of the course and presentations (TBD)

Type d’évaluation/ Type of evaluation Durée/ Duration % de la note finale/ % of the final grade

Case study 1 3h (30%) Case study 2 3h (50%) Presentation/participation (20%)

Bibliographie – Auteur, titre, année, éditeur/ Bibliography – Author, title, year, publisher COURSE MATERIAL Textbook Morris, Michael J., (2012). A Practical Guide to Entrepreneurship : How to Turn an Idea into a Profitable Business. Kogan Page, ISBN: 978-0-7494-6688-6. SUPPLEMENTARY READINGS List of References Articles and other resources are available through databases such as EbscoHost.  Alvarez, S.A., Barney, J.B., (2007). Discovery and creation alternative theories of entrepreneurial action, Strategic Entrepreneurship Journal 1, 11–26.  Bhave, M.P., (1994). A process model of entrepreneurial venture creation, Journal of Business Venturing, 9, 223-242.  Casadesus, R. et al. (2012). When One Business Model Is Not Enough, Harvard Business Review, January-February, 132-137.  Eisenhardt, K.M., Sull, D.N. (2001). Strategies as simple rules Harvard Business Review, January, 107-116.  Hamermesh R.G., et al., (2002). A note on business model analysis for entrepreneur, Harvard Business School, Note 9-802-048.  HBR list of audacious idea for solving the world problem, (2012). Harvard Business Review, January-February, 49-64.  Kim, W.C., Mauborgne, R. (2005). Blue Ocean Strategy, Harvard Business School Press, Boston.  Lieberman, M.B., & Montgomery, D.B., (1998). First-Mover (Dis) Advantages: Retrospective and Link with the Resource-Based View, Strategic Management Journal, 19, 12,1111-1125.  Mollick, E. (2014). The dynamics of crowdfunding: An exploratory study. Journal of Business Venturing, 29, 1–16.  Priem, R.L., Wenzel, M., Koch, J., (2018). Demand-side strategy and business models: putting value creation for consumers center stage. Long Range Planning, 51, 1, 22-31.  Seip, M., Castaldi, C., Flikkema, M., & De Man, A.-P. (2018). The timing of trademark application in innovation processes. Technovation, 72–73, 34–45.  Wasseman, N., (2008). The founder dilemma Harvard Business Review, February, 103-109.  Winterhalter, S. & Zeschky, M. & Neumann, L. & Gassmann, O. (2017). Business Models for Frugal Innovation in Emerging Markets: The Case of the Medical Device and Laboratory Equipment Industry. Technovation. 66-67. Electronic resources http://www.gemconsortium.org/ “The world largest study of entrepreneurship” http://www.sethgodin.com/sg/docs/bootstrap.pdf “The bootstrapping bible” eBook. http://www.bpifrance.fr/ “Financing innovation and growth of SMEs”

http://www.provenceangels.com/ “Network of business angels based in Provence” http://www.belledemai.org “Incubator dedicated to multimedia start-ups” http://www.incubateur-impulse.com “Incubator dedicated to ICT start-ups” http://www.investinprovence.com/en_US/ “Portal of venture creation in Provence”

Mini CV de l’enseignant/ Mini CV of the lecturer

Unité d’Enseignement (UE) TRANSVERSE Titre du cours / ECUE Leadership & Management transversal : les clés Course title comportementales Langue Heures ECTS Programme Language Hours FR 24 ELECTIVES Nom de l’enseignant Marc Laiolo Name of the lecturer Fonction - Employeur

Position - Employer Contact

Objectifs du cours - Définir et clarifier les rôles et les responsabilités du leader / manager Course objectives transverse - Structurer et conforter sa position de leader / manager transverse au sein de l’organisation pour une meilleure efficacité - S’approprier les outils et les comportements clés du leader / manager transverse - Développer une communication persuasive au service de la mission transverse - Favoriser une dynamique de coopération pour réussir la mission transverse - Gérer les situations sensibles liées à la transversalité Compétences Ciblées BLOC 1 : CAPACITÉS MANAGÉRIALES / MANAGERIAL SKILLS Intended Learning Outcomes BLOC 3 : COMPETENCES RELATIONNELLES ET DE COMMUNICATION / RELATIONAL AND COMMUNICATION SKILLS BLOC 5 : ACQUERIR ET DIFFUSER UN LEADERSHIP HUMAIN / EMPOWERING HUMANISTIC LEADERSHIP SKILLS

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours - Enjeux et finalité du leadership-management transverse :  Situer le management transversal par rapport aux autres modes de fonctionnements managériaux  Enjeux, défis, difficultés de la transversalité  Positionner et promouvoir la mission au sein de son organisation

- Faire équipe, rechercher l’efficacité d’équipe, promouvoir une dynamique de coopération :  Les fondements du fonctionnement en équipe  Les clés pour orienter l’équipe vers la performance  Les trois clés de la dynamique de coopération  Privilégier la dynamique collective sur les logiques individuelles : repères clés  Lever les obstacles à la coopération

- Piloter la transversalité, agir en stratège :  Identifier sa marge de manœuvre : zone d’autonomie, zone d’influence, zone de contrainte  Se placer dans un esprit de partenariat et comprendre les enjeux des parties prenantes  Evaluer les impacts de la mission sur les acteurs concernés en termes de bénéfices/risques  Identifier les « les marges de manœuvres » pour mobiliser les partenaires

- Piloter la transversalité, agir en leader :  Exercer son leadership pour mettre en mouvement les acteurs de la mission  Etre légitime dans le cadre sa mission  Développer une intelligence de situation et une stratégie d’influence

 Obtenir et maintenir l’engagement des équipiers hors hiérarchie : le pouvoir de la personne versus le pouvoir de la position  Etre porteur de sens pour susciter l’engagement : différencier le cap, la méthode, les moyens.  S’adresser aux trois dimensions : tête, cœur, corps

- Les habiletés relationnelles :  Les fondamentaux d’une communication interpersonnelle réussie  La gestion des situations sensibles

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher

Psychologie du manager, Patrick Amar, Dunod Manager les situations complexes, Pascale Auger, Dunod 65 outils pour accompagner le changement individuel et collectif, Arnaud Tonnelé, Editions Eyrolles Dynamiques d’équipes, Olivier Devillard, Editions Eyrolles Les organisations - Etat des savoirs, Editions Sciences Humaines La communication - Etat des savoirs, Editions Sciences Humaines Structure et dynamique des organisations, Henri Mintzberg, Editions d’Organisation Influence & Manipulation, Robert Cialdini, First Editions

Méthodes d’évaluation : Sur quoi sera basée la note finale? / Method of assessment : What will the final grade be based on? Type d’évaluation Compétence(s) évaluée(s) Durée % de la note finale/ Type of evaluation Evaluated skill(s) Duration % of the final grade Orale individuelle Critères comportemantaux liés à la En continu sur 50% thématique et au savoir être individuel le 4 jours Orale individuelle Grille ILO Bloc 3 / Compétence 3.2 En continu sur 50% les 4 jours

Mini CV de l’enseignant / Mini CV of the lecturer Marc Laiolo – Consultant/Formateur Domaines d’intervention : Leadership-Management, Expérience Client, Vente stratégique, Accompagnement des transformations

+ de 30 ans d’expériences professionnelles variées : Création et direction d’une PME dans le textile en Italie. Consultant en marketing-communication et direction d’une « Agence Agile ». Création et animation d’un réseau de franchise dans le secteur de la bureautique et des services aux entreprises. Au sein d’un cabinet de conseil-formation, co-responsable du Domaine Leadership-Management et responsable du Domaine Equipe- Changement. Réalisation de missions de conseil et formation dans les domaines du leadership-management, accompagnement de projets de changement, expérience client. Directeur développement Grands Comptes au sein d’un cabinet spécialisé dans l’expérience client Co-fondateur start-up dans le domaine des services internet BtoB et BtoC Enseignant universitaire (ISEM) en Méthodologie du Conseil - MASTER 2 Conseil en Organisation et Audit Social.

Formations : Insights ; W. Schutz - Elément Humain ; IFOD - Coaching Equipe Safran - Green Belt Grande Ecole Commerce (Milan - Italie) - Thèse Universitaire en Marketing-Communication

DISCIPLINE TRANSVERSE Titre du cours Renseignement, société et entreprise: quelles Course title interactions ? Langue Heures ECTS Programme Language Hours FRANCAIS 24 ELECTIVES Nom de l’enseignant Maisetti Jacques Name of the lecturer Fonction - Employeur Maitre de conférences associé Position - Employee Contact [email protected] Objectifs du cours Permettre aux étudiants d’avoir une vision complète de la problématique du renseignement tant Course objectives dans son aspect « défense » qu’ « économique » voire « sociétal ». En présentant ce sujet dans une perspective historique, il s’agira d’en définir sa place et sa gouvernance par rapport aux ambitions diplomatiques de la France. Leur montrer que le «renseignement » ne se limite pas seulement au domaine militaire mais qu’il revêt aujourd’hui des formes multiples et nouvelles qui interagissent sur la diplomatie, la conquête ou la préservation de marchés, la protection de l’outil industriel mais encore dans la sphère de la maitrise de la communication formelle et informelle et la protection de la société face aux nouvelles menaces liées au terrorisme. Fondement essentiel de notre politique extérieure et intérieure, le « renseignement », au sens générique, devient aujourd’hui incontournable et prioritaire. Compétences acquises Comprendre les enjeux, mesurer l’impact de la notion de protection de l’information dans le Learning outcomes monde de l’entreprise

Contenu du cours par session / Course content per session Nombre d’heures / 8 X3 heures

9- Considération sur le renseignement, la défense nationale et l’Etat au XIXe et XXe siècle, 10- Le renseignement au sein de la société : quelle gouvernance ? 11- Les fonctions relatives au renseignement : les 4 piliers du renseignement, 12- Sécurité économique et renseignement : surveillance du commerce et des marchés, 13- La contre ingérence : nouvelle forme du renseignement, 14- La protection du secret au sein de la sociéte et de l’entreprise, 15- Renseigner pour protéger 16- De nouveaux défis pour le renseignement : un outil stratégique.

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher ARON R. 1976. Penser la guerre. Clausewitz, Paris, Gallimard CHALLIAND G. 1998. Dictionnaire de stratégie militaire. Des origines au nucléaire, Paris, Perrin. CLAUSEWITZ C. (2014) De la guerre. Livre 1, Paris, Flammarion. COLSON B. 2002. L'art de la guerre. De Machiavel à Clausewitz, Namur, PUN, 2002. ENCEL F. 2011. L’art de la guerre par l’exemple : Stratégies et batailles, Paris, Flammarion LIDELL HART B. (2007) Stratégies, Paris, Tempus Perrin. LUTTWAK E. 1989. Le paradoxe de la stratégie, Paris, Odile Jacob. SUN TZU. (2008), L’art de la guerre, Paris, Flammarion. TOFFLER A. 1994. Guerre et contre-guerre, survivre à l’aube du XXIe siècle, Fayard, Paris. YAKOVLEFF M. 2006. Tactique théorique, Paris, Economica. Méthodes d’évaluation : Sur quoi sera basée la note finale? / Method of assessment : What will the final grade be based on? Type d’évaluation Compétence évaluée Durée % de la note finale/ Type of evaluation Evaluated skill Duration % of the final grade

RÉSERVÉ EN PRIORITE AUX ÉTUDIANTS DU PARCOURS Management des Ressources Humaines 2ème année

DISCIPLINE Titre du cours Course title International Careers Langue Heures ECTS Programme Language Hours ENGLISH 24 ELECTIVES Nom de l’enseignant

Name of the lecturer Jonathan PETERSON Fonction - Employeur Assistant Professor / Maître de Conférences Position - Employee Contact Office 30 / [email protected] Objectifs du cours The aim of this course is twofold: first, to develop clarity on one’s career ambitions Course objectives and how to translate these objectives into a personal career development plan; second, to understand how international career management policies can be key levers of a company’s strategy in its worldwide talent development. Course content includes examining fundamental principles of career theory, in-depth personal reflection exercises to develop an individual career profile and determine the best methods of career navigation. Career plans are thereafter placed within the context of international career policies. Compétences acquises BLOC 1 : CAPACITÉS MANAGÉRIALES / MANAGERIAL SKILLS Learning outcomes 1.1 Connaître l'environnement de l'organisation / Understand company's environment 1.2 Analyse critique des situations d’entreprises / Critically analyze complex business situations 1.3 Concevoir une stratégie appropriée / Develop a proper strategy BLOC 3 : COMPETENCES RELATIONNELLES ET DE COMMUNICATION / RELATIONAL AND COMMUNICATION SKILLS 3.2 Communiquer, argumenter et défendre un projet / Communicate, argue and defend a project 3.4 Travailler de manière collaborative avec des équipes multiculturelles / Work collaboratively with multicultural teams BLOC 4 : COMPETENCES DE RECHERCHE / RESEARCH SKILLS 4.1 - Mobiliser la littérature, conceptualiser et problématiser / Review literature, conceptualize and find a problematic 4.3 Transmettre les résultats de la recherche / Transmit research results

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours

Part 1: Career theory and fundamentals; profiles and individual career navigation 6h - Historical and theoretical context of careers: what we think we know - Understanding the changing definitions of careers - Understanding attitudes, motives and career self-concepts Part 2: International career navigation and the “new careerist” 6h - Boundaryless careers and individual career navigation - Determining your career anchor profile and what it means - Analyzing career anchor profiles and employee development - The Intelligent Career: the why, how and whom of career management - Career decisions: creating congruency in your work as well as understanding the career profiles of employees - Aligning career decisions and international opportunities Part 3: Building your career plan 6h - Understanding your career profile and articulating career needs - Competencies and “HR Intelligence” - Aligning career plans with international career policies Part 4: International image and the employer brand (internal and external) 6h - Attraction and retention of international employees (internal/external sources, branding) - Retention (motivation, communication, networking) - Development (selection/preparation/training/mentoring) - Tools and processes (integration vs. differentiation), - Acquiring international career opportunities (going abroad or not/mobility policies/HR International “Intelligence”/ International Talent pool, International database)

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher • Arthur, M.B., Inkson, K., and Pringle, J.K. (1999) The New Careers. Individual Action and Economic Change. Sage Publications, London. 181p. • DeFillippi, R., Arthur, M.B., and V. Lindsay (2006) Knowledge at Work : Creative Collaboration in the Global Economy. Blackwell Publishing, Malden, Massachussetts. 276p. • Peterson, J. (2013) Using career anchors to differentiate career needs across cultures: a comparison between France and the United States. Conference proceedings of the EIASM-European Institute for Advanced Studies in Management, 28th Workshop on Strategic Human Resource Management. Copenhagen, Denmark, April 15-16, 2013. • Peterson, J. and A. Roger (2011) Revisiting Career Anchor Profiles: Implications for Work-Life Balance in France. Conference proceedings of the EIASM-European Institute for Advanced Studies in Management, 26th Workshop on Strategic Human Resource Management. Reykavik, Iceland, May 16-17, 2011. • Peterson, J. and A. Roger (2009) Career Anchor Profiles: An Exploratory Study of Business School Participants in France. Conference proceedings of the ISEOR/Academy of Management International Conference and Doctoral Consortium, Lyon, France, June 8-10, 2009. pp. 1299-1311. • Roger, A. (2006) Développement et Validation d'une échelle de mesure des orientations de carrières individuelles, AIPTLF, 14ème Congrès de psychologie du travail et des organisations, Hammamet. 9 p. • Schein, E. (1996) Career anchors revisited: implications for career development in the 21st century. The Academy of Management Executive, 10, 80-88. • Schein, E. (1990) Career Anchors and Job/Role Planning: The Links between Career Pathing and Career Development. MIT Sloan School of Management, WP#3192-90-BPS. 21p. • International Human Resource Management : R Briscoe , Randall S.Schuller and Lisbeth Claus : Routledge 2009 • International Human Resource Management : P J Dowling, Marion Festing & A D Engle , SR : South Western 2008 Gestion Internationale des Ressources Humaines : MF Waxin et C Barmeyer : Liaisons 2008 • La gestion Internationale des ressources humaines : M Barabel ; O Meier : Dunod 2008

Méthodes d’évaluation : Sur quoi sera basée la note finale? / Method of assessment: What will the final grade be based on?

Type d’évaluation Compétence évaluée Durée % de la note finale/ Type of evaluation Evaluated skill Duration % of the final grade

In-class team cases 1.1, 1.2, 1.3, 3.2 50% In-class team presentation 3.4, 4.1, 4.3 50%

Mini CV de l’enseignant / Mini CV of the lecturer Jonathan PETERSON - PhD, MRes, MA, BSc - is a permanent faculty of the Aix-Marseille Graduate School of Management- IAE. His professional experience spans over 12 years within various companies as a training consultant, business analyst, operations supervisor, and management consultant. He has been in academia for 20 years, having formerly served as the Academic Director of the MSc General Management Programme (full-English track) and member of AMGSM-IAE’s Executive Committee as Associate Dean of International Relations. He was a research fellow at the Sawyer Business School (Suffolk University – Boston, MA, USA) through the FNEGE CEFAG program. At the AMGSM-IAE, he facilitates graduate and executive education courses in International Human Resource Management, International Career Management, Human Resources, Service Operations Management and Management Consulting. His research focuses on talent and diversity management, and the factors influencing career mobility for knowledge workers within international contexts. He has published in the International Journal of Human Resource Management, Employee Relations and Human Systems Management. He has also written management blogs for Harvard Business Review France and the London School of Economics.

DISCIPLINE TRANSVERSE Titre du cours Course title Marketing des Produits High Tech Langue Heures ECTS Programme Language Hours FRANCAIS 24 ELECTIVES Nom de l’enseignant Jean-Marc ROCCHI Name of the lecturer Fonction - Employeur Consulting & Formation en NTICs , Marketing&Ventes Position - Employee Contact

Objectifs du cours  Appréhender par la pratique les facteurs clés et la dynamique du Marketing dans le Course objectives secteur de la High Tech (Nouvelles Technologies de l’Information et de la Communication) aussi bien pour les produits que pour les services dans un contexte de Développement Durable.  Développer une expérience concrète et opérationnelle au travers d’activités en équipe

Compétences acquises - Les bases du Marketing (Produit & Service) dans le domaine de la Hi-Tech Learning outcomes - Les spécificités du marché de la High Tech et les comportements du consommateur (profiling). - Outils et Méthodes dans ce domaine spécifique (effet réseau, courbe d’adoption avec les phases de Hype /disillusionment /Enlightenment /Productivity, Process d’Innovation…) - Innovation, Effectuation et Entreprenariat dans la Hi Tech - La Hi Tech dans une perspective de Développement Durable: Opportunités et Evolutions, introduction aux Low Tech, les axes privilégiés à CT, MT et LT

Contenu du cours par session/ Course content per session Nombred’heures/ Number of hours - Caractéristiques du marché de la High Tech et comportements spécifiques 6 - Effet Réseau, Courbe d’apprentissage et Management de l’Effet Viral - Management de l’Innovation, Marketing associé, Effectuation et Entreprenariat Hi- 6 Tech - La Hi Tech dans un contexte de Développement Durable: la situation actuelle et la

notion de Low Tech, les axes d’amélioration à intégrer, les enjeux et perspectives d'évolution 6 - Focus sur un marché spécifique en fort développement : l’internet des objets, l'Intelligence Artificielle et les nouveaux services de l'internet mobile en relation avec les réseaux sociaux (particulier, professionnel) 6 - Chacun de ces items sera mis en pratique dans des ateliers d’activités en équipe

Bibliographie – Auteur, titre, année, éditeur/ Bibliography – Author, title, year, publisher  Méthodesd’évaluation : Sur quoi sera basée la note finale?/Method of assessment :What will the final grade be based on?

Type d’évaluation Compétenceévaluée Durée % de la note finale/ Type of evaluation Evaluated skill Duration % of the final grade Soutenance orale de groupe via une présentation + un suivi de projet par équipe (mode Gestion de Projet)

Mini CV de l’enseignant/ Mini CV of the lecturer

Jean-Marc Rocchi is an experienced and professionally qualified consultant &traineer. He has accumulated more than 20 years experience in Telecom arena withthe last 12 in Mobile Telephony in different operational positions. This experiencerecovers various domains like Technical activities and Marketing activities (productsstrategy, partnership development, business development, market analysis,acquisition & investments...) and in different international organization related to keyleaders in telecom products provided worldwide to key mobile operators. Jean-Marc is graduated Engineer from French High School EcoleSupérieured’Electricitécomplemented by a Master in Telecom Marketing from INSEAD. Thanks to his globalunderstanding of Mobile environment associated to his double competencies inTelecom technics and Marketing, he has contributed to several projects in high techindustry and services and also take a position as founder members in a startup company , Mobile D Group, based in Marseille. Recently, he has evolved in Sustainable Development thanks to a strong involvement in Transition Networks Organisation and also in specific start-ups founding in this domain.

DISCIPLINE TRANSVERSE Titre du cours Course title Project Management & SI : Les nouvelles approches Agiles Langue Heures ECTS Programme Language Hours FRANCAIS 24 ELECTIVES Nom de l’enseignant Name of the lecturer Frédéric RODRIGUEZ Fonction - Employeur Consultant, Coach Facilitateur et Formateur Position - Employee Agilité Organisationnelle et Management de Projet

Contact Objectifs du cours Cette formation présente l’évolution du management actuel ainsi que le management de projet Course objectives vers de nouvelles pratiques, outils, de cadre de travail et de valeurs de base à acquérir pour mener un nouveau type de management.

Vous apprendrez un management plus innovant ainsi que de structurer et mener vos projets dans un contexte Agile. Un tour d'horizon et une mise en pratique seront faits avec ce cadre de travail.

Vous disposerez ainsi des outils et connaissances pour appliquer un nouveau type de management dans une organisation libre et faire vos projets en contexte Agile. Compétences acquises Cette formation s’adresse à tous managers opérationnels, responsables qualités, chefs de Learning outcomes projet, développeurs, architectes qui souhaitent acquérir les principes et outils de base pour structurer une organisation libre et manager leurs projets dans un contexte innovant.

Elle favorise l’apprentissage par l’expérience avec des ateliers et des jeux collaboratifs qui mettent en pratique les thématiques abordées. Cette formation est menée de manière participative et interactive pour le partage d'expériences et pour que le stagiaire se repère dans son contexte.

Cette formation est accompagnée d’une part théorique (50%) et d’ateliers collaboratifs de mises en situation (50%). -

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours 1ière journée : Etat de l’art Contexte de gestion de projet dans une organisation Etat de l’art des nouvelles approches. Approches Classique/Lean/Agile L’approche projet Agile vs approche traditionnelle Avoir une vision et une compréhension globale de l’évolution du type de management des organisations vers plus d’Agilité. L’intérêt du cycle de vie projet en Agile Les valeurs et principes Agile L'alliance Agile, le manifeste Agile Scrum, Extreme Programming (XP), FDD, DSDM, Cristal

2ième journée : De chef de projet à Manager Agile Découvrir une approche agile pour vos équipes, Le management 3.0 L’évolution du rôle du manager dans un environnement agile, Le management Agile vs traditionnel L’auto organisation des équipes Le pilotage par la valeur, créer une vision commune Le servant leadership Les facteurs de succès d’une transition agile,

3ième journée : Les outils Agiles Les outils et communication en cadre de travail Agile La planification et les estimations Les epic et user stories Planification de release, Sprint Évaluer la vélocité de l’équipe Personas, Le planning poker, estimation par affinité Le principe du management visuel (Kanban) Progression du travail (WIP) Les artefacts de pilotage.

4ième journée : Le cadre de travail SCRUM Découvrir les concepts et pratiques Scrum Manager un projet Scrum Les rôles et les responsabilités d’une équipe Scrum Backlog de produit Burndown de Sprint, de Release Scrum Quotidien Revue de Sprint Rétrospective et la capitalisation des apprentissages (Feedback) Principe de proximité La gestion des changements Agile

Toutes les journées sont accompagnées de jeux pédagogiques et d’ateliers pour une meilleure compréhension des sujets abordés.

50% de la formation est effectuée par la pratique

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher  SCRUM - 4e éd.- Le guide pratique de la méthode agile la plus populaire de Claude Aubry  Coacher une équipe agile. Guide pour les ScrumMasters, les chefs de projets, les managers... et leurs équipes... de Véronique Messager  Booster l'intelligence collective: La stratégie agile de transformation durable des organisations de Olivier D'Herbemont

Méthodes d’évaluation : Sur quoi sera basée la note finale? / Method of assessment : What will the final grade be based on?

Type d’évaluation Compétence évaluée Durée % de la note finale/ Type of evaluation Evaluated skill Duration % of the final grade

Contrôle continu À définir 40 % Contrôle final 60 %

Mini CV de l’enseignant / Mini CV of the lecturer Frédéric RODRIGUEZ, Accompagne ses clients et partenaires dans le développement organisationnel et de leurs projets dans un contexte adaptation. Cela consiste au développement de valeurs, de mode de fonctionnement et d’outils adaptés pour leurs projets, programme, portefeuille et de leur management. Consultant Indépendant Conseil et Formation en Management de Projet et Agilité organisationnelle Certification de Scrum Master (Astos, Amadeus, Orange, SNCF...) Certification de Chef de Projet PMP(r) (HP, AIRBUS, Alstom...) Chef de projet ArcelorMittal Ingénieur Réseau Conseil Général des Bouches du Rhône

Unité d’Enseignement (UE) TRANSVERSE Titre du cours / ECUE Course title Développement d'une marque de luxe à l'international Langue Heures ECTS Programme Language Hours FRANCAIS 24h ELECTIVES Nom de l’enseignant Damien SENTILHES Name of the lecturer Fonction - Employeur Consultant marketing stratégique – Marque Avenir Position - Employer Contact [email protected] Objectifs du cours Développer et construire de la valeur de marque dans le cadre d’un Course objectives déploiement en Asie.

Compétences Ciblées BLOC 1 : CAPACITÉS MANAGÉRIALES / MANAGERIAL SKILLS Intended Learning Outcomes BLOC 2 : COMPETENCES DE CREATIVITE ET DE GESTION DE PROJET / CREATIVITY AND PROJECT MANAGEMENT SKILLS BLOC 4 : COMPETENCES DE RECHERCHE / RESEARCH SKILLS Contenu du cours par session / Course content per session Nombre d’heures / Number of hours 1/ Ce qui fait une marque. A. Du concept/produit à la marque 2/ Ce qui fait une marque de luxe A. Incarnation & historique fondateur B. Mise en scène du savoir-faire C. Soucis du détail D. Expérience client amplifiée E. Réputation préservée 3/ Du concept virtuel à la concrétisation imagée A. Créer ou auditionner une marque, des outils à maitriser. B. Les SWOTS C. La plateforme de marque. D. La Road Map 4/ Le marché Asiatique et spécificités : 51% du marché du luxe. Un marché de + de 4Mds d'individus A. Décryptage B. Ce qui fait la croissance Asiatique 5/ Risques et opportunités d'un développement international. A. Recherche de création de valeur B. Limitation des risques C. Déploiement 6/ L'adaptation culturelle pour une marque de luxe. Particularismes. A. Préserver une image de marque dans un contexte d'adaptation B. Limite de l'adaptation (la plateforme) C. Comment utiliser ce déploiement pour me reste du monde. Étude de cas: A Le brief… B Organisation du travail et des groupes C Base de notation : le pitch à présenter

La Marque, Benoit HEILBRUNN Que sais-je La marque : Fondamentaux du branding Georges Lewi, Pierre-Louis Desprez- Vuibert Ré-inventer les marques, Jean Noel Kapferer- Pearson Story Brand, Donald Miller Design Graphique et Stratégie de marque, A. Georges Sinclair Concept Store à connaître, expérience client à identifier : https://retaildesignblog.net, le site de référence des nouveaux concepts de marque

Méthodes d’évaluation : Sur quoi sera basée la note finale? / Method of assessment : What will the final grade be based on? Type d’évaluation Compétence(s) évaluée(s) Durée % de la note finale/ Type of evaluation Evaluated skill(s) Duration % of the final grade Présence 20% Participation 20% Présentation de groupe 50% 60% de l’Etude de Cas

Mini CV de l’enseignant / Mini CV of the lecturer Formation ENSAD et INSEAD. Enseignant : Sciences Po Paris, Celsa, EM Lyon… 9 ans en Agences de Communication comme Directeur Artistique, Directeur de Création, Directeur d’Agence. 11 ans chez L’Oréal Luxe. Développement des marques de luxe à l’international. 12 ans comme consultant Marktg Stratégique, (fusion de marques, acquisition, développement, repositionnement…)

Titre du cours / ECUE Course title CONTROLE DE GESTION, RSE ET PILOTAGE DE LA PERFORMANCE GLOBALE Langue Heures ECTS Programme Language Hours FRANCAIS 24 ELECTIVES Nom de l’enseignant TREBUCQ Stéphane Name of the lecturer Fonction - Employeur Professeur des Universités Position - Employer

Contact [email protected] Objectifs du cours Ce cours a pour objectif de fournir aux participants les outils de contrôle étendus et Course objectives de pilotage de la performance globale, intégrant les dimensions sociales et environnementales. Il s’agira de présenter aux étudiants les outils à la disposition du contrôleur de gestion, et de présenter les spécificités du contrôle de gestion des immatériels, en lien avec les nouvelles formes de reporting externe, comme le reporting intégré (sustainability scorecard, intregrated scorecard, gri, iso 26000, wici europe, reporting3.org, bases APQC, Darsa des risques). Compétences Ciblées BLOC 2 : COMPETENCES DE CREATIVITE ET DE GESTION DE PROJET / CREATIVITY AND Intended Learning Outcomes PROJECT MANAGEMENT SKILLS BLOC 3 : COMPETENCES RELATIONNELLES ET DE COMMUNICATION / RELATIONAL AND COMMUNICATION SKILLS BLOC 5 : ACQUERIR ET DIFFUSER UN LEADERSHIP HUMAIN / EMPOWERING HUMANISTIC LEADERSHIP SKILLS

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours 01. Rappels des outils du contrôle de gestion et introduction à la notion 24 performance globale 02. Intégration des dimensions sociales et environnementales dans les outils du contrôle de gestion 03. Focus sur le concept de capital humain 04. Nouvelles offres développées par le biais de plateformes de start-ups 05. Croisement entre le référentiel APQC et le balanced scorecard 06. Croisement entre le référentiel APQC et le modèle EFQM 07. Croisement entre le référentiel APQC et la base des risques DARSA 08. Présentation du modèle AFAQ 26000 et de la norme GRI 09. Mise en oeuvre des méthodes “Bilan Carbone” et ACV 10. Intégration des référentiels en lien avec le reporting intégré

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher

 Darsa (2017) 365 risques en entreprise, Editions Gereso. (disponible sur Scolarvox)  Journeault (2016) The integrated scorecard in support of corporate sustainability strategies, Journal of environmental Management, Vol. 182, 1, pp. 214-229. (Sciencedirect)  Kaplan et Norton (1992, à 2004), Harvard Business Review. (disponibles dans Ebsco Business Source Premier)  Maas, Schaltegger et Crutzen (2016) Integrating corporate sustainability assessment, management accounting, control, and reporting, Journal of Cleaner Production, Vol.136, Part A, 10 November, pp. 237-248. (Sciencedirect)  Moneva (2006) GRI and the camouflaging of corporate unsustainability, Accounting Forum, June, pp. 121-137. (Sciencedirect)  Trébucq & Magnaghi (2017) Using the EFQM excellence model for integrated reporting : a qualitative exploration and evaluation, Research in International Business and Finance, Vol 42, December, pp. 522-531. (Sciencedirect)

 https://www.globalreporting.org/Pages/default.aspx  https://www.apqc.org/  https://marketing.afnor.org/RSE/guide-engage-rse  https://integratedreporting.org/  https://reporting3.org/

Méthodes d’évaluation : Sur quoi sera basée la note finale? / Method of assessment : What will the final grade be based on? Type d’évaluation Compétence(s) évaluée(s) Durée % de la note finale/ Type of evaluation Evaluated skill(s) Duration % of the final grade Devoir individual Connaissance des référentiels 1 heure 20% Travail de groupe Résolution d’un cas et collaboration 3 heures 30% Examen final Maîtrise des problématiques 3 heures 50%

Mini CV de l’enseignant / Mini CV of the lecturer Professeur des Universités en Sciences de Gestion Diplômé de l’ICN – Université de Nancy 2 Membre des associations DFCG, IFACI Auditeur AFAQ 26000 Titulaire de la chaire « capital humain et performance globale » Responsable de la mention « management » IAE Bordeaux

Plage 7 SEMINAIRES INTERNATIONAUX 22. 23. 24 Avril 2021

Speciality Tittle of the Elective Professor

TRANSVERSE Design Thinking B. BAILEY-HUGUES ENGLISH

TRANSVERSE Experience Innovation and Strategic Design J. BOHLMAN ENGLISH

TRANSVERSE Solving Complex Problems with Innovative Thinking A. CAMPBELL ENGLISH

TRANSVERSE Global corporate social responsibility O. FURRER ENGLISH

TRANSVERSE Integrated marketing with social media K.KEREM ENGLISH

TRANSVERSE How to be a Rock Star ! N. KLEINSCHMIT ENGLISH

TRANSVERSE Valuation and Governance Around the World J. LIBERTI ENGLISH

TRANSVERSE Enhancing managerial effectiveness D.STERNAD ENGLISH

TRANSVERSE Internationalization and Managing Internationally Y. THAMS ENGLISH

Unité d’Enseignement (UE) TRANSVERSE Titre du cours / ECUE Course title Design Thinking Langue Heures ECTS Programme Language Hours ENGLISH 24 INTERNATIONAL SEMINAR Nom de l’enseignant Professor Brenda Bailey-Hughes Name of the lecturer Fonction - Employeur Indiana University, Kelley School of Business Position - Employer Contact [email protected] Objectifs du cours  Describe the benefits of design thinking in a variety of industries Course objectives  Illustrate the various mindsets and methods of design thinking  Engage in a design thinking project using immersion, observation, personas, journey maps, brainstorming, and fast, iterative prototyping  Innovate a solution to a problem using the tools of design thinking Compétences Ciblées BLOC 1 : CAPACITÉS MANAGÉRIALES / MANAGERIAL SKILLS Intended Learning Outcomes BLOC 2 : COMPETENCES DE CREATIVITE ET DE GESTION DE PROJET / CREATIVITY AND PROJECT MANAGEMENT SKILLS Students will be able to  Describe the primary tools of design thinking  Determine if a project is suited for design thinking  Create archetypal personas  Create journey maps  Engage in convergent and divergent thinking within a team  Ask how-might-we questions to brainstorm  Build a low fidelity prototype of a solution  Respond to feedback

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours

1. Overview of Design Thinking: Explore examples of good and bad 1 hr pre-work design. Learn the benefits of integrating design thinking principles into 1 hr in-class your business 2. Choose a Design Thinking Challenge: With your team, determine which problems from the pre-work are best-suited to design thinking 2 hrs methodologies. Engage in a Design Thinking warm-up activity (bring your key rings!)

3. Imagine: Practice tools to empathize with users. 6 hrs  Practice empathizing with users of your product or service through (3 in class, 3 outside assignment) immersion, observation, and engagement  Share stories from the field  Create personas  Draw journey maps

4. Ideate: Learn new ways to brainstorm using divergent and convergent thinking patterns 4 hrs  Ask how might we questions  Silent brainstorm  Group brainstorm

5. Innovate: Practice fast, iterative prototyping 5 hrs  Build fast, low-fidelity prototypes  Speed sharing for feedback  Adapt prototype based on feedback 3 hrs (in-class) 6. Apply Design Thinking to your work life 2hrs (outside assignment)  Personal reflection and action plan

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher

Optional Reading : Design Thinking Comes of Age. September 2015. Harvard Business Review. https://enterprisersproject.com/sites/default/files/design_thinking_comes_of_age.pdf

Méthodes d’évaluation : Sur quoi sera basée la note finale? / Method of assessment : What will the final grade be based on? Type d’évaluation Compétence(s) évaluée(s) Durée % de la note Type of evaluation Evaluated skill(s) Duration finale/ % of the final grade ½ page paper Notice design opportunities 1 hour 5 (individual) (pre work) Ethnography Research Engage in ethnographic research to empathize 3 hours 20 (individual) 3 photos of observations, bulleted list of with users interview responses, and a one paragraph summary of immersion experience Persona and Journey map Design personas and journey maps In class 20 (team) Prototype and revisions Build iterative, low-fidelity prototypes In class 20 (team) Personal reflection and action plan (2- Describe design thinking tools 2 hours 35 (individual) 3 pages) Determine when design thinking is an (assignme Describe your team’s chosen challenge appropriate problem-solving methodology nt) and justify why this challenge was Ask how-might-we questions appropriate. List the 5 HMW questions you wrote and the category of each one. Describe the three most important things you learned about yourself during this course and how our content and discussions helped you discern those three things. Describe three Design Thinking methods and/or mindsets that you will use in the future. In what situation will you use each? Why did you choose this particular approach or tool? How will you use the tool in the situation you described?

Mini CV de l’enseignant / Mini CV of the lecturer

Brenda Bailey-Hughes is an award-winning faculty member of the nationally ranked Kelley School of Business at Indiana University where she teaches undergraduate leadership and communication courses, Kelley Direct MBA emerging economy and global leadership courses, and influential communication in the Executive MBA partnership program between Kelley School of Business and Sung Kyun Kwan University in Seoul, South Korea. Brenda attributes her innovative teaching awards to her use of Design Thinking. Before teaching at Kelley, Brenda worked in Human Resources as an Organizational Development consultant where she used Design Thinking methods for problem-solving with client teams.

In addition to innovative curriculum design, Brenda specializes in communication training, and has coached many executives from Fortune 500 companies. Her client list includes P&G, Cummins Inc., Chinese International Marine Containers, Carlisle Companies, John Deere, First Merchants Bank, WellPoint, and the National Collegiate Athletic Association.

Brenda is the author of nine LinkedIn Learning courses including best-seller Communication Tips Weekly and Effective Listening. She is a sought- after speaker who regularly presents at conferences and workshops on a variety of topics, including design thinking, empathy, trust, listening, influence, presentation skills, and customer service.

Brenda is the recipient of numerous grants and awards for her scholarship of Teaching and Learning including the Faculty Excellence Award 2018 from Sung Kyun Kwan University Executive MBA program, a $2000 Scholarship of Teaching and Learning grant for a study on teaming experiences, an Innovate finalist with FACET for her community engagement course, a $5,000 Hutton Honors College Course Development Grant, the Innovative Teaching Award 2016, Alpha Kappa Psi Most Inspirational Teacher award 2014, Kelley School of Business Trustees Teaching Award 2013, $8,000 Summer Instructional Development Fellowship by Center for Innovative Teaching and Learning 2013, Kelley School of Business Innovative Teaching Award, 2009, Kelley School of Business Technology and Innovative Teaching Award, 2006.

Brenda is a licensed WorldWorks coach, is certified as a Leadership 360 coach, is trained in the Keirsey Temperament profile, and is a member of Association for Training and Development and of the Management and Organizational Behavior Teaching Society. Brenda has a Master of Arts degree in Organizational Communication and Professional Development, and she resides in Bloomington, Indiana.

DISCIPLINE Innovation, Marketing Titre du cours Course title Experience Innovation and Strategic Design Langue Heures ECTS Programme Language Hours ENGLISH 24 INTERNATIONAL SEMINAR Nom de l’enseignant Jonathan BOHLMANN Name of the lecturer Fonction - Employeur Professor of Marketing and Innovation, Poole College of Management, North Carolina Position – Employee State University Contact [email protected] Objectifs du cours Successful innovation is more than just developing products or services - it requires a Course objectives deep understanding of how an innovation adds value to customer experiences. Integrating design concepts and methods with business strategy is the meaning of “strategic design.” The course will take an experience-based viewpoint to innovation and focus on how to better innovate for the benefit of those we serve (customers, society, etc.) and work with (our business, stakeholders, co-workers, etc.). Class exercises will help us learn and practice important perspectives, design tools and methods – and apply them to the innovation challenges facing businesses today. Compétences Ciblées The objectives are to provide each student with: Intended Learning Outcomes  a thorough understanding of experience innovation relevant to business practice  multiple experiences in applying key tools and methods to innovation problems  the managerial mindset to lead innovation and design thinking in business

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours Understanding Customer Experiences 3.5 Experience Mapping 3 Innovating, Designing, and Prototyping New Solutions for Better Experiences 5 Business Implementation of Innovative Solutions 3.5 Strategic Design Challenges 3

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher Posted material and class notes

Class exercises, discussion 30% Case Study 20% Team Presentation of 50% Experience Innovation

Mini CV de l’enseignant / Mini CV of the lecturer

Jonathan Bohlmann is Professor of Marketing and Innovation at North Carolina State University, where he also coordinated the “Innovation + Design” faculty excellence program. He received a Ph.D. in management from the Massachusetts Institute of Technology (MIT), and served on the faculties of Purdue University and Michigan State University prior to his arrival in 2008 at NC State. Dr. Bohlmann’s research interests focus on product innovation and development, marketing strategy, and effective team decision-making. He has conducted executive programs on innovation, design thinking, and marketing with several companies, including IBM, NetApp, and MetLife. Dr. Bohlmann’s work has been featured in numerous press outlets, including the Wall Street Journal, USA Today, the Daily Mail (London), and the Times of India. Before entering academia, he worked as an engineer in the aerospace industry on advanced aircraft design. He primarily teaches innovation, design thinking, and marketing at the MBA level, and has taught internationally in Germany and France. Dr. Bohlmann’s research has been published in the top marketing journals, including Journal of Marketing, Marketing Science, and the Journal of Product Innovation Management, among others. He also holds a B.S. and M.S. in aeronautical engineering from Purdue University, and an M.B.A. from Texas Christian University.

DISCIPLINE TRANSVERSE Titre du cours Course title Solving Complex Problems with Innovative Thinking Langue Heures ECTS Programme Language Hours ENGLISH 24 INTERNATIONAL SEMINAR Nom de l’enseignant

Name of the lecturer Alexandra CAMPBELL Fonction - Employeur Associate Professor, Marketing; International MBA Program Director, Schulich School Position - Employee of Business, York University, Canada Contact

Objectifs du cours We know so much about management, leadership and strategic planning. So why do Course objectives business plans so often fall short of expectations? It’s because the nature of problems has changed. Solving complex problems requires a new way of thinking. This course will teach you innovative thinking techniques to discover and combine insights and ideas in new ways to achieve sustainable business outcomes. The intent is to increase your ability to adapt your thinking based on the type of problem you are attempting to solve. Compétences acquises After having taken this course participants will be able to : Learning outcomes 1. Adapt their thinking based on the type of problem they are trying to solve 2. Use Innovative Thinking techniques to solve complex problems 3. Integrate multiple priorities and points of view in alternative solutions

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours The New Reality: Embracing Complexity and the role of Innovative Thinking 3.5 Innovative Thinking Techniques (Part 1): Re-framing the Problem 3.5 Innovative Thinking Techniques: (Part 2) Exploring New Perspectives 3.5 Achieving Breakthrough Solutions: The Power of Paradoxes 3.5 Moving Forward from Ideas to Action 4.0

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher Posted material & Class Slides

Méthodes d’évaluation : Sur quoi sera basée la note finale? / Method of assessment : What will the final grade be based on?

Type d’évaluation Compétence évaluée Durée % de la note finale/ Type of evaluation Evaluated skill Duration % of the final grade Student Presentations Innovative Thinking 20 min 100%

Mini CV de l’enseignant / Mini CV of the lecturer Dr. Alexandra Campbell has an industry background in consumer packaged goods where she worked for a number of leading manufacturers such as Reckitt & Colman and Nestle. She has taught MBA and Phd courses in Marketing Strategy, International Marketing, and Marketing Theory at the Schulich Business School, York University since 1992 and has won several teaching awards. Her research has been published in a number of leading academic journals such as the European Management Journal, the Journal of International Business Studies, the Journal of Business Research and the Journal of the Academy of Marketing Science.

DISCIPLINE Titre du cours Course title Global Corporate Social Responsibility Langue Heures ECTS Programme Language Hours ENGLISH 24 INTERNATIONAL SEMINAR Nom de l’enseignant Name of the lecturer O. FURRER Fonction - Employeur University of Fribourg, Switzerland Position - Employer Contact

Objectifs du cours In a globalizing economic environment, firms, and more specifically large multinational firms, are Course objectives pressured by multiple stakeholders to become more profitable as well as more socially and environmentally responsible. In a world of falling national boundaries, which factors (economic, institutional, or cultural) influence firms’ social behavior, financial performance, and corporate reputations? In addition, is the influence of these factors diverging towards national corporate responsibility models or is it converging toward international standards in terms of corporate social responsibility and code of ethics? In such a context of multiple national environments, multiple stakeholders, and multiple responsibilities, how should firms respond to improve their performance and reputation? The object of this seminar is to explore the growing importance of corporate social responsibility in international and cross-cultural context and familiarize participants with the challenges facing managers of responsible organizations in a globalizing world. Compétences acquises On successful completion of this course student will: Learning outcomes be able to understand the challenges raised by and critically discuss the following questions:  What are the corporate social and environmental responsibilities?  Toward which stakeholders are businesses responsible?  Which factors are shaping international differences in the importance of corporate social and environmental responsibilities?  How are businesses responding to changing societal expectations regarding their corporate responsibilities? Are responsible businesses more profitable than less responsible businesses?

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours Defining CSR across cultures ½ day CSR priorities an institutional approach ½ day CSR and performance a stakeholder approach ½ day CSR and MNEs’ responsiveness ½ day Explicit and Implicit forms of CSR ½ day

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher

 Berg, N., Holtbrügge, D., Egri, C.A., Furrer, O. Sinding, K., Dögl, C. (2018). “Stakeholder pressures, CSER practices, and business outcomes in Denmark, Germany and the Netherlands,” European Journal of International Management, forthcoming.  Usunier, J.-C., Furrer, O., Furrer-Perrinjaquet, A. (2011), “The Perceived Trade-Off between Corporate Social and Economic Responsibilities: A Cross-National Study,” International Journal of Cross Cultural Management, 11 (3), 279-302.  Ralston, D.A. et al. (2011), “A Twenty-First Century Assessment of Values across the Global Workforce,” Journal of Business Ethics, 104(1), 1-31.  Furrer, O. (2016), Corporate Level Strategy: Theory and Applications, Routledge, Second edition, London and New York.  Bageac, D., Furrer, O. Reynaud, E. (2011), “Management Students Attitude toward Business Ethics: A Comparison between France and Romania,” Journal of Business Ethics, 98 (3), 391-406.  Furrer, O. et al. (2010), “Attitudes towards Corporate Responsibilities in Western Europe and in Central and Eastern Europe,” Management International Review, 50(3), 379-398.  Ralston, D.A. et al. (2014), “Societal-Level Versus Individual-Level Predictions of Ethical Behavior: A 48-Society Study of Collectivism and Individualism,” Journal of Business Ethics, 122(2), 283-306. Méthodes d’évaluation : Sur quoi sera basée la note finale? / Method of assessment : What will the final grade be based on?

Type d’évaluation Compétence évaluée Durée % de la note finale/ Type of evaluation Evaluated skill Duration % of the final grade Group presentation of a case study 100%

Mini CV de l’enseignant / Mini CV of the lecturer Olivier FURRER is Professor of Marketing at the University of Fribourg in Switzerland, where he teaches, among others, a course on Sustainable Marketing. He is also an adjunct Professor at EDHEC and at the University of Lille, France. He received his Ph.D. from the University of Neuchâtel, Switzerland and held research and teaching positions at the Radboud University Nijmegen in the Netherlands, the University of Illinois at Urbana-Champaign, USA, the University of Birmingham, UK, the Universities of Neuchâtel, Geneva, and Lausanne, Switzerland. His main research focus is on cross-cultural issues in corporate social responsibility and response strategies in strategic alliances. His work has been published in the Journal of International Business Studies, Journal of Business Ethics, Long Range Planning, Management International Review, Journal of Cross- Cultural Psychology, Journal of International Management, International Journal of Management Reviews, Journal of Research in Personality, Management Decision, Journal of Service Research, among others. He wrote a book titled: Corporate Level Strategy: Theory and Applications published by Rutledge, the second edition of which has been published in 2016.

DISCIPLINE Titre du cours Course title Integrated Marketing with Social Media Langue Heures ECTS Programme Language Hours ENGLISH 24 INTERNATIONAL SEMINAR Nom de l’enseignant Name of the lecturer KATRI KEREM Fonction - Employeur Estonian Business School, Professor Position - Employee

Contact Objectifs du cours • To equip students with understanding of the essence of social media marketing and its role in Course objectives the overall marketing strategy • To explain how to use social media tools in the benefit of brands, ideas, organizations, etc • To introduce best practice case studies from different fields and countries • To integrate and synthesise participants’ personal experience with social media platforms to achieve synergetic learning Compétences acquises On successful completion of this course student will: Learning outcomes  Have a thorough knowledge of the marketing applications of social media  Understand consumer behavior as an input to successful social media marketing  Be able to create social media content and campaigns

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours DAY 1 Introduction to the course. 7 hours Integrated marketing and the role of social media What is social media? Essence and evolving of SM

Best practice examples Understanding consumer behavior as a foundation of successful social media marketing Case session 1 DAY 2 Content strategy and community management 7 hours The specifics of using different social media tools and platforms (student presentations) Using influencers in social media Case session 2 DAY 3 Ethical and societal issues of social media marketing 4 hours Social media crisis management Best of social (student team presentations and discussion) Course wrapup and takeaways

 It is an introductory course that does not require any previous knowledge of the field. If you are an experienced practitioner you may like to choose a more challenging course instead of this  Please note that this class requires teamwork on assignments for day 2 and day 3. The teacher will provide some time for this during the course hours but you also need to be ready to put in some extra hours (approximately 1 to 2 hours per day, not more) after the sessions  The class is more focused on the general principles of using social media for marketing and creating social media branded content, we do not focus on exact techniques of using specific tools (eg Facebook) as the rules and algorithms of these are changing constantly  This will be a closed laptop – no mobile phones course (except if we are working on specific tasks). If you are addicted to digital devices and unable to participate without checking your devices constantly please take this rule into account while choosing your international seminar. No latecomers are allowed into the class.

It is a practical hands-on course building on student’s personal experiences with social media and transferring these into the domain of marketing. Thus the teaching is highly interactive; each session has a substantial share of discussion and reflection. Active participation of the students is vital for getting the best out of the course.

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher

 Benjamin Edelman; Jenny Sanford (2017) David Dao on United Airlines  Frank T. Rothaermel (2015) Facebook, Inc.

Méthodes d’évaluation : Sur quoi sera basée la note finale? / Method of assessment : What will the final grade be based on?

Type d’évaluation Compétence évaluée Durée % de la note finale/ Type of evaluation Evaluated skill Duration % of the final grade Participation in seminar and class discussion, case In class 100% discussion, group presentations

Mini CV de l’enseignant / Mini CV of the lecturer Katri Kerem is a professor of marketing in the Estonian Business School. Before starting academic career she has worked as an advertising and PR manager for one of the largest Estonian wholesale companies and has several years of work experience from the international advertising agency Saatchi & Saatchi. She has been teaching academic and executive education courses on varied marketing topics mainly related to advertising, digital marketing and consumer behavior. Her research is related to consumer adoption of innovations, consumer behaviour in the internet environment and relationships in the social media. Katri Kerem runs her own small consultancy business which is focusing on consulting and teaching for a wide range of organizations – businesses, local governments, NGOs, etc.

DISCIPLINE Titre du cours Course title How to be a rockstar! Langue Heures ECTS Programme Language Hours ENGLISH 24 INTERNATIONAL SEMINAR Nom de l’enseignant N. KLEINSCHMIT with J.LACROIX Name of the lecturer Fonction - Employeur Founder & Director, Global’Ease and of Prairie Mix Position - Employee Contact

Objectifs du cours Offer participants an approach to “iterative” strategic planning in uncertain and changing Course objectives environments, using the music industry as an example and inspiration Compétences acquises On successful completion of this course student will: Learning outcomes - Recognize the challenges of wicked change and uncertainty in business - Acquire a framework for “iterative” strategic planning based on design thinking and systems thinking that is used with success by music artists

- Apply it to the music industry as well as a traditional business… and reinvent it!

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours Lessons learned from the music industry: from wicked change to new 7 opportunities Strategic planning in the face of uncertainty and incessant change… how 7 rockstars do it Artists learning from business, business learning from artists… reinventing 4 ourselves

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher  Any of the many books on how to develop a music career, written after 2014  Tim Brown, Change by Design, Harper Collins 2009  http://www.digitalmusicnews.com/2016/02/25/the-music-industry-has-99-problems-and-they-are/  www.prairiemix.com

Méthodes d’évaluation : Sur quoi sera basée la note finale? / Method of assessment : What will the final grade be based on?

Type d’évaluation Compétence évaluée Durée % de la note finale/ Type of evaluation Evaluated skill Duration % of the final grade Class participation and group work Ongoing 33 Individual exercise on rockstar/business scenario 2 hours (everyone) 67

Mini CV de l’enseignant / Mini CV of the lecturer Nathalie Kleinschmit, Born in Winnipeg, a German national and long-time Paris resident, Nathalie spent the first 25 years of her career working in international business as a trainer and consultant. She founded Global Ease in 1992. More than 20,000 managers from 90+ countries have participated in Global Ease seminars, including the students from IAE Aix en Provence. In 2013, she returned to IAE as a student in the Change & Innovation MBA program where she developed a framework for “leading teams THROUGH change” as her main thesis project. This framework, based on iterative strategic planning, was tested in the arts sector where incessant change has been brought on by technology, globalization & more recently, COVID 19. In late 2015, Nathalie decided on a career switch, to work with musicians and artists and help them thrive by building solid career plans. She founded Prairie Mix, a multi-service agency to showcase emerging artists and connect their music to industry partners. In 2019 she served as Interim Executive Director of the Western Canadian Music Alliance, organizing BreakOut West conference and festival in Whitehorse, Yukon. As a member of the Board of ANIM, Canada’s Alliance nationale de l’Industrie musicale, Nathalie advocates for artists, with a focus on career planning, export development and personal wellness. In 2020, she launched www.MyArtist.Life, an online membership and training platform for artists & creatives.

DISCIPLINE Titre du cours Course Title Valuation and Governance Around the World Langue Heures ECTS Programme Language Hours ENGLISH 24 INTERNATIONAL SEMINAR Nom de l’enseignant

Name of the Lecturer J. M. LIBERTI Fonction - Employeur William M. Scholl Professor of Finance, DePaul University (USA) Position - Employee Joseph Jr. and Carole Levy Chair in Entrepreneurship and Clinical Professor of Finance, Kellogg School of Management, Northwestern University (USA) Contact (847) 467-4524 Objectifs du cours The seminar has been designed to be at the intersection of three different areas of financial interest including: Course Objectives (a.) Entrepreneurial Finance and the Role of Private Equity; (b.) Family and Closely-Held Firms; and, (c.) International Finance. The seminar is by nature an advanced finance elective course that deals with ventures, family businesses, closely held firms and corporate restructuring transactions both in the U.S. and in an international context. The core question behind the seminar is: “How family firms and closely held firms and those who finance them design and execute transactions that effectively match opportunities and resources in an international context?” An overreaching insight of the seminar is that the notions of risk and reward are as important in privately held as in publicly held firms. These notions are also as important in businesses located in the U.S. and internationally where dispersed shareholders is not the norm.

The seminar integrates the corporate governance and agency dimensions, financial and strategic management aspects, and legal and accounting considerations into a unified framework for investigating issues in unlocking hidden values for all stakeholders involved, especially the relation between controlling and minority shareholders and their managerial implications.

The seminar brings an integrated financial perspective to the study of firms in non-dispersed shareholder environments on the financial and corporate governance aspects of family control. Valuing family and closely-held firms raises a number of challenges. To begin with, most family firms are private. Even in certain cases, closely-held firms may trade in illiquid markets where the stock price does not reflect the true fundamental value of the company. As a result, their stock price is not readily available, and their value needs to be estimated. Another implication of these firms’ private status is that the value estimates from standard valuation methods like discounted cash flow and market value multiples from comparable companies or transactions need to be adjusted to account for the illiquidity or lack of marketability of the stock as well as minority discounts. The course puts special emphasis on valuation techniques as well as a detailed analysis of different control-enhancing mechanisms, including: legal majority control, dual stock structure, pyramidal structures, effective control and disproportionate board representation.

In addition, we will explore issues involved in negotiating deals and in formulating deal structures that enhance value. Students will be encouraged to understand financing issues and options from the vantage points of the entrepreneur/family, the financier, and the investor

Remark: The course is designed only for students enrolled in finance programs.

Compétences acquises By the end of the seminar participants will be able to:

Learning Outcomes  Explore the unique advantages and disadvantages of family firms and closely-held firms around the world. The advantages are in the form of long-term horizon thinking and concentrated ownership (no- separation of ownership and control). They have unique disadvantages in the form of succession problems and family feuds. We explored the unique ways family firms have in dealing with these problems.

 Understand the implications for valuation to have dispersed shareholders as opposed to non- dispersed shareholders around the world. We linked concentration and dispersion of ownership to the type of legal protection of minority shareholders and the quality of legal enforcement.

 Explore different ways of unlocking hidden value in a firm to increases the stakeholders’ value through different corporate restructuring mechanisms: mergers, spin-offs, carve-outs, LBOs and dual-stock stock structures.

 The key to valuation is to identify what part of the balance sheet is being valued. Investors may generate value by engaging in operating and strategic engineering; or changes in the asset side of the balance sheet (Operating Engineering). They can also opportunistically structure and restructure the liabilities side of the balance sheet, largely through creative approaches to financing and exploiting inefficiencies in capital markets. (Financial Engineering). Investors may also redesign the governance structure of companies impacting management behavior while reducing frictions between managers and shareholders and between minority and controlling shareholders. (Governance Engineering). Finally, investors can also generate returns by purchasing undervalued assets and selling them at or above their fundamental value. (Market Timing/Multiples Expansion).

 Quantify the differences between ownership, control and effective control by applying different control-enhancing mechanisms such as, common ownership, pyramids, dual stock structures and disproportionate board representation.

 As the intrinsic value of a share is different for controlling and minority shareholders due to different rights, we studies ways to decompose the value of the share into the value of voting (control) and the value of cash flow rights.

Contenu du cours par session : Nombre d’heures: 24 hours Day 1: Thursday, April 22 Where Is Enterprise Value Coming From? The Role of Family Firms 9:00AM – 12:30PM

Introduction: Who am I? The Information Content of Prices The Role of the Legal Environment Decision Framework in Family Firms: Valuation Implications Dispersed vs. Non-Dispersed Shareholders

Implications of Family and Closely-Held Ownership 1:30PM – 5:00PM Valuation Basis: Control Premium, Minority Discounts and Marketability Discounts Cash Flow Rights, Controls Rights and Private Benefits of Controls Case A: The Pitcairn Family Heritage Fund

Day 2: Friday, April 23 Control-Enhancing Mechanisms: Keeping Control in the Family 9:00AM – 12:30PM

Dual-Stock Structures Disproportionate Board Representation Maximizing Different Legal Constituencies Shareholder Agreements and Trusts

Case B: The New York Times, Co. 1:30PM – 5:00PM Valuation of Private Companies Controlling vs. Minority Shareholders Liquidity-Control Trade-Off: Lack of Marketability The Role of Control Premium and Minority Discount in Minority Shareholder Lawsuits Legal Standards of Value: Fair Value vs. Fair Market Value

Case C: Kohler Co.(A) and (B) Day 3: Saturday, April 24 Applications: LBOs – Partnering with a Financial or Strategic Sponsor in a Family Firm 9:00AM – 1.00PM Strategic vs. Financial Sponsors Sources of Value in LBOs and Value Creation in Private Equity Mitigating Agency Problems Capital Structure and Valuation of LBOs. Asset vs. Stock Purchases

Case D: Ducati & Texas Pacific Group – A “Wild Ride” Leveraged Buyout

2 Bibliographie – Auteur, titre, année, éditeur: Material to be distributed in Dropbox before the beginning of the seminar

Méthodes d’évaluation : Sur quoi sera basée la note finale? / Method of assessment: Class Participation

Type d’évaluation Compétence évaluée Durée % de la note finale/ Type of evaluation Evaluated skill Duration % of the final grade

Class Participation 50% Class Attendance 50% Mini CV de l’enseignant / Mini CV of the lecturer José María Liberti is the Joseph Jr. and Carole Levy Chair in Entrepreneurship and a Clinical Professor of Finance at Kellogg School of Management, Northwestern University. He is also a research fellow of the European Banking Center at Tilburg University. He also holds an affiliation with both the Heizer Center for Private Equity and Venture Capital, and the Center for Family Enterprises at Kellogg School of Management. José María is also the William M. Scholl Professor of Finance at Kellstadt Graduate School of Business, DePaul University, and was previously Assistant Professor of Finance at London Business School, Visiting Assistant Professor at The University of Chicago Booth School of Business and Associate Professor of Finance at Tilburg University. He has also taught at IAE Aix-en-Provence Graduate School of Management, Wisconsin School of Business at the University of Wisconsin-Madison and the Indian School of Business.

Jose Maria has served as an economic consultant at the Argentinean Ministry of Economics, Work and Public Services. Before continuing with his graduate studies, Jose Maria worked at Citibank N.A. as a Corporate Financial Advisor and in the Risk Management and Investment Banking Divisions in Buenos Aires and New York.

Jose Maria's research lies in the boundaries of corporate finance, financial intermediation and organizational economics. Part of his attention has been drawn to understand how incentives, allocation of authority and types of information are used in the actual decision-making process of individuals Recent work has examined the role rotation among agents as a mechanism to alleviate moral hazard in communication and how sharing on public information may impact coordination problems among borrowers. His work has been published at the Journal of Finance, Review of Financial Studies, Journal of Financial Economics, Management Science and the Journal of Financial and Quantitative Analysis. Jose Maria received the Brattle Award (First Prize) for the best paper in corporate finance awarded annually by the American Finance Association. He has also received twice the Brattle Distinguished paper award. His work has been presented at numerous universities and governmental bodies around the world.

DISCIPLINE TRANSVERSE Titre du cours Course title Enhancing Managerial Effectiveness Langue Heures ECTS Programme Language Hours ENGLISH 24 INTERNATIONAL SEMINAR Nom de l’enseignant Name of the lecturer Dietmar STERNAD Fonction - Employeur Professor of International Management & Program Director, Master in International Position - Employee Business Management at Carinthia University of Applied Sciences (Austria) Contact

Objectifs du cours The aim of this seminar is to enhance students´ skills to effectively achieve goals Course objectives together with others in organizational settings. The focus lies on increasing personal productivity, setting and implementing the right agenda, creating and managing a high- performance team, and making better decisions. Case studies of sustainably successful managers will allow students to explore different paths to high managerial effectiveness. Compétences acquises On successful completion of this course students will: Learning outcomes  understand the key building blocks of managerial effectiveness;  discover how they can improve their personal effectiveness as managers;  learn how to set up and manage high-performance teams;

 upgrade their leadership, decision-making, and communication skills.

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours  Basics of managerial effectiveness 3  Improving your personal effectiveness (self-management) 4  Effective decision-making (incl. decision pitfalls & group decisions) 3  Leading and developing others 4  Increasing your team’s effectiveness 4

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher • Drucker, D., The Effective Executive (Revised Edition), 2006, Harper Business. • Sternad, D., Effective Management: Developing Yourself, Others and Organizations, 2020, Red Globe Press/Macmillan Higher Education.

Méthodes d’évaluation : Sur quoi sera basée la note finale? / Method of assessment : What will the final grade be based on?

Type d’évaluation Compétence évaluée Durée % de la note finale/ Type of evaluation Evaluated skill Duration % of the final grade  Class participation, particularly also in case 75% study and group discussions  Group presentation 25%

Mini CV de l’enseignant / Mini CV of the lecturer

Dietmar STERNAD is Professor of International Management at Carinthia University of Applied Sciences, School of Management in Villach, Austria. His main areas of teaching are leadership, strategic management and international management. In his prior managerial career, Sternad was the managing director and publisher of a leading Austrian book publishing group and the CEO of a media company based in Ljubljana, Slovenia. He graduated from management teachers’ programs at CEEMAN (IMTA) and Harvard Business School (GLOCOLL), has taught at universities in several European countries and is the author/editor of numerous books, journal articles, and case studies. His most recent textbook Effective Management: Developing Yourself Others and Organizations was published by Red Globe Press/Macmillan Higher Education (London) in 2020. For several years in a row, Sternad has won international awards for producing case-based teaching materials (e. g. from Emerald, Oikos and the Academy of Management). As the first management professor ever, he won the Austrian State Prize for Teaching Excellence “Ars Docendi”.

Unité d’Enseignement (UE) TRANSVERSE Titre du cours / ECUE Course title Internationalization and Managing Internationally Langue Heures ECTS Programme Language Hours ENGLISH 24 INTERNATIONAL SEMINAR Nom de l’enseignant Dr. Yannick Thams Name of the lecturer Fonction - Employeur Associate Professor of Strategy and International Business Suffolk University, Position - Employer Boston (MA) Contact [email protected] Objectifs du cours Two broad perspectives or considerations underpin the approach to this Course objectives seminar. First and foremost, we seek to identify and understand the overall environment in which firms operate and the key issues salient to global business. Second, we attempt to better discern the impact of these considerations on firm-level strategy, zeroing in on firms’ global strategy.

Specifically, upon successful completion of this course, you will be able to:

1) Cultivate a global mindset: a. Enlarge and broaden your perspectives regarding issues related to firms’ global environment. Even purely domestic firms are impacted by global issues due to a number of factors (e.g., the global nature of many supply chains). 2) Gain a solid understanding of the complexity of international business: a. Using concepts such as “distance” and the CAGE framework, analyze the cultural/political/legal/social/economic differences among countries and appreciate their impact on international businesses and firms.

3) Identify and understand key global business concepts and contemporary issues and their implications for firms: a. Understand the globalization phenomenon and perhaps a trend toward de-globalization and the implications for international firms. b. Understand trade theories, governmental trade policies, regional trading blocks, and their consequences for companies.

4) Understand how firms expand across borders and the key considerations to devise an international strategy: a. Evaluate the tradeoffs among the strategic options at the disposal of firms to operate across borders. b. Define Global Integration and Local Responsiveness and explain when each approach is suitable. c. Explain the disadvantages and advantages of various foreign entry modes. CompétencesCiblées BLOC 1 : CAPACITÉS MANAGÉRIALES / MANAGERIAL SKILLS Intended LearningOutcomes BLOC 4 : COMPETENCES DE RECHERCHE / RESEARCH SKILLS

Contenu du cours par session/ Course content per session Nombred’heures/ Number of hours 1st day: 9:00 am-12:30 pm and 1:30 pm- Introduction, Syllabus (administrative issues, expectations, course policies, 5:00 pm objectives) Formation of Groups What is globalization or de-globalization (also called “slowbalization)? What is its impact on firms?

How complex is managing across borders? What are the implications of national differences in political, economic, cultural, and legal systems? How to navigate this complication?

Case study

2nd day: 9:00 am-12:30 pm and 1:30 pm- 5:00 pm How does trade influence international business? What is the impact of trade agreements and regional economic integration?

What is FDI and what is its impact? How do firms enter foreign countries?

Case study

3rd day: 9:00 am -1:00 pm Group Final presentation Wrap-ups Final Remarks

Bibliographie – Auteur, titre, année, éditeur/ Bibliography – Author, title, year, publisher

- A customized and abbreviated e-version of the following textbook will be created: International Business: Competing in the Global Marketplace (12th edition), by Hill and Hult

- A case pack will be created in the harvard publishing platform.

Méthodesd’évaluation : Sur quoi sera basée la note finale?/Method of assessment :What will the final grade be based on? Type d’évaluation Compétence(s)évaluée(s) Durée % de la note finale/ Type of evaluation Evaluated skill(s) Duration % of the final grade Analysis of articles Analytical skills & application of course 30% concepts Individual participation & Oral communication skills and analytical skills Ongoing 15% participation in class activities Analysis of news articles 10% Final project (group) Research skills & presentation skills & 45% application of course concepts

Mini CV de l’enseignant/ Mini CV of the lecturer

Assistant Professor of Strategy and International Business Suffolk University, Boston (MA) PhD in Management and International Business Florida International University

Masters in International Business Florida International University, G.P.A. 3.72/4

Bachelors of General Business Winthrop University - South Carolina, G.P.A. 4.0/4

Plage 8 ELECTIVES 3. 4. 5. 6 Mai 2021

Spécialité Intitulé de l’élective Enseignant

TRANSVERSE A T E L I E R " S T A R T – U P " J-M.ANGELI FRANÇAIS Entrepreneuriat & Propriété Industrielle

TRANSVERSE New Generation entrepreneurs C. DELABROYE ENGLISH TRANSVERSE The Art & Science of International Negotiations D. HENARD ENGLISH

TRANSVERSE Geopolitics for Business Y. LANDRY ENGLISH

TRANSVERSE Social media marketing & consumer purchase behavior V.A.LOUBAT ENGLISH

RESERVE ENSAM Logistics & Supply Chain Management F. ROSIN FRANÇAIS

TRANSVERSE Management de Projet opérationnel X. SAVALL ESCUDIER FRANÇAIS

TRANSVERSE MANAGING PERSONAL & ORGANISATIONAL CHANGE L. SCHILTZ ENGLISH

TRANSVERSE Introduction à la résilience de l’Entreprise C. THIEBAULT FRANÇAIS

Titre du cours Course title A T E L I E R " S T A R T – U P " Entrepreneuriat & Propriété Industrielle

Langue Heures ECTS Programme Language Hours FRANCAIS 24 ELECTIVES Nom de l’enseignant ANGELI Jean-Marc Name of the lecturer Fonction - Employeur Directeur Innovation & Recherche – SAS "PLMS" (Lyon) Position - Employee Contact [email protected] Objectifs du cours Mise en situation réelle en équipes de 4 à 6 étudiants Course objectives ”START-UP” souhaitant protéger un nouveau projet innovant par un Brevet, une Marque et dans l’idéal des Dessins & Modèles.

• Imaginer et définir un nouveau business-model en vue du lancement d’une start-up • Découvrir l’importance de la propriété industrielle, de la préservation d’identité et de la valorisation du savoir-faire dans la réussite d’une start-up • Analyser un projet d’invention : déterminer s’il doit faire l’objet d’un dépôt de brevet en le resituant dans un contexte social, économique, écologique, réglementaire et stratégique • Gérer de façon stratégique un portefeuille de titres de propriété industrielle.

Compétences acquises • Finalité : acquisition d’une démarche entrepreneuriale active en faveur de l’innovation Learning outcomes • Maîtrise des principales bases de données de gestion de l’innovation • Management et animation d’un projet d’équipe à caractère innovant L’innovation n’est pas le fruit du hasard... • Maîtrise des différentes phases de la vie d’un brevet d’invention afin d’en optimiser le potentiel commercial.

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours

Processus pédagogique : Exposés – Etudes de cas – Mise en situations réelles

Discussions / Partage d’expériences

1 – DIFFÉRENTS TITRES DE PROPRIÉTÉ INDUSTRIELLE 2H30 Déposer un BREVET D’INVENTION, une MARQUE, des DESSINS & MODÈLES.

2 – STRATÉGIE & INNOVATION – Les entreprises occidentales déploient de nouvelles stratégies industrielle, financière, marketing et commerciale reposant sur savoir-faire, capacité de 4H recherche et d’innovation, et exploitation de titres de propriété industrielle.

• Gestion de l’innovation en équipe, en tant que PROCESSUS CONTINU

Différents types d’innovations: de l’innovation technologique à l’OPEN INNOVATION Innovations de rupture / « Mur de la connaissance technologique » « Esprit START-UP » / « Time To Market » (TTM)

• Nouvelle stratégie de communication Logiciel de réalité augmentée « Product in life » (Dassault Systèmes)

• Protection du savoir-faire et des portefeuilles de titres de propriété industrielle Mise en place d’une veille technologique, concurrencielle et juridique sur esp@cenet. 16H 3 – PROJET D’INVENTION : gestion d’un projet industriel brevetable en équipe START-UP

• EXPLOITATION DES PRINCIPALES BASES DE DONNÉES D’AIDE À L’INNOVATION Méthode expert de recherche d’antériorités – Définition de l’ÉTAT DE L’ART ACCESSIBLE Complémentarité stratégique des différentes parties d’un dossier brevet.

• Matrice SWOT du nouveau business model envisagé / Analyse stratégique PESTEL

• Principaux « Dispositifs d'amorçage » - BPI France / Concours i-LAB / PRIX PÉPITE.

• Concours mondial INNOVATION 2030 - Sélection des « Start-ups de rupture » de demain.

4 – INVENTIONS DE SALARIÉS

Obligations légales – Défense des droits de propriété industrielle / Jurisprudence. 1H

5 – « i–BUSINESS PLAN » de start-ups détenant un portefeuille de titres de propriété industrielle

Dépôt national et stratégie d’extension à l’international Accords de concession de licence d’exploitation / Contrats de savoir-faire 0H30

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher

 Mark W. Johnson, Business Model Innovation - ”Reinventing Your Business Model”, 2019, HBR's 10 Must Reads  Mines ParisTech, ”Can patent data predict the success of Start-ups?”, june 2014, FRANCE BREVETS  P.Corbel, ”De l'innovation technologique à l'innovation stratégique”, 2009, GUALINO

Sites Internet et autres références utiles pour le cours / Internet websites and other relevant information for the course

www.inpi.fr/fr/innnews-la-newsletter www.wipo.int www.espacenet.com

ATELIER ”START-UP” : équipes de 4 à 6 étudiants 16H

- Définition du nouveau business-model innovant sur lequel reposera votre START-UP - Rédaction d’un brevet d’invention 67% - Présentation orale des projets (fin 4ème journée) 33%

Analyse de votre projet d’invention : retour personnalisé concernant les potentialités de votre invention.

Mini CV de l’enseignant / Mini CV of the lecturer

• depuis sept 2018 : Directeur Innovation & Recherche SAS "PLMS" Lyon – Innovation Technical Chemicals Concept

• mai 2003 – août 2018 : Consultant responsable de projets, gérant d’AVENIR, SARL agréée pendant 15 ans par le Ministère de lʼEnseignement supérieur, de la Recherche et de lʼInnovation.

INNOVATION STRATÉGIQUE & MISSIONS D’ENTREPRENEURIAT

► Formateur Arts et Métiers ParisTech - Pôle Méditerranéen de l'Innovation Membre du Jury pédagogique.

► Expérience professionnelle – Formulation de détergents innovants - 2019 : INNOGREEN ® Gamme de nettoyants et désinfectants ECOCERT

- 2018 : FER À CHEVAL ® Gamme ECOCERT à base de savon de Marseille

- 2015 : L’ALGUE BLEUE ® Gamme à base d’algues marines

- 2012 : Brevet FR 0511356 Concentrés liquides hydrodiluables à base de savon

- 2009 : "PLANÈTE BLEUE" Désinfectants naturels ECOCERT

- 2003-2004 Accompagnement technique d’une start-up en phase de lancement "VARIOPTIC Dynamic lens" – Lyon

- Brevets PCT internationaux (inventions de mission) : 2002 : WO 0043117 Solvants écologiques réutilisables 2002 : WO 0037166 Microémulsions aqueuses d’huiles essentielles

- Prix de l’innovation EUROPROPRE.

• 1995–2002 : Directeur industriel – "ARCANE Industries SA" – Aubagne

• 1994 : DESS "Certificat d’Aptitude à l’Administration des Entreprises" – IAE Aix

• 1993 : Doctorat en sciences – Contrat CIFRE en partenariat industriel.

DISCIPLINE TRANSVERSE Titre du cours Course title NEXT GENERATION ENTREPRENEURS Langue Heures ECTS Programme Language Hours ENGLISH 24 ELECTIVES Nom de l’enseignant Christophe DELABROYE Name of the lecturer Fonction - Employeur CEO Labroye Consulting Position – Employee Contact

Objectifs du cours Understanding what makes successful entrepreneurs and conscious leaders, learning Course objectives how to create a sustainable business for the future, aligned with your values. Compétences Ciblées  What are the key success factors of the next generation entrepreneurs? Intended Learning Outcomes  How to create sustainable business aligning passion with results?  Understand the fundamentals of Conscious Leadership  Developing resilience rebounding from adversity

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours From Vision to Action: key levels of success factors, the circle of success 6 Becoming a successful entrepreneur creating the future 6 Making your “elevator pitch” 2 Key characteristics of Conscious leadership 4 Developing resilience: from failure to feedback 4 Doing the impossible 2

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher - Strategies of Genius vol I, II & III, R. DILTS, Meta Publication, Capitola, CA, 1994-95 - NLP II: the next generation, R. DILTS, J. DELOZIER, Meta Publication, Capitola, CA, 2010 - Alpha Leadership, A. DEERING, R. DILTS & J. RUSSEL, Wiley, London, 2002 - Visionary Leadership Skills, R. DILTS, Meta Publication, Capitola, CA, 1996 Méthodes d’évaluation : Sur quoi sera basée la note finale? / Method of assessment : What will the final grade be based on? Type d’évaluation Compétence évaluée Durée % de la note finale/ Type of evaluation Evaluated skill Duration % of the final grade 1 - Case study Knowledge of the key concepts 2 h 40 % 2 - Personal Capability to articulate the models learned 4 h 60 % entrepreneurial project with their own professional project

Mini CV de l’enseignant / Mini CV of the lecturer Christophe has been a consultant, trainer and coach since 2012. His primary expertise lies in the areas of change management, leadership development, and interpersonal communication. He designs and facilitates learning programs and accompanies managers and their teams. His clients include major industrial groups as well as academic institutions (Ecole Centrale Marseille, IAE Aix-en-Provence). Additionally, Christophe has 25 years of operational experience as VP in international groups in the aerospace industry (AIRBUS helicopters, EADS), consulting (Deloitte & Touche), shipping (CMA CGM), and retail (REXEL). He has worked primarily in the areas of Human Resources Development (creation and management of 3 Corporate Universities) and process re-engineering (Lean Management).Christophe is passionate about expanding and developing human potential and interpersonal relations, in order to help individuals in companies and beyond change, adapt and increase their performance.

DISCIPLINE Marketing Titre du cours Course title The Art & Science of International Negotiations Langue Heures ECTS Programme Language Hours ENGLISH 24 ELECTIVES Nom de l’enseignant David H. Henard, Ph.D. Name of the lecturer Fonction - Employeur Professor of Business Management & Marketing Position – Employee North Carolina State University (Aix-Marseille Univ. Partner university) Contact [email protected]; +1 91 95 15 89 45 Objectifs du cours This course is designed to provide students with both a conceptual and practical Course objectives understanding of interpersonal negotiations. Class sessions are highly interactive and require the active engagement of each student in order to successfully learn the multiple facets of negotiation. This course is designed in an executive education format.

Course content includes the fundamentals of negotiation, distributive negotiations, integrative negotiations, multi-party negotiations, cognitive tactics, and emotional tactics. Students will participate in one-to-one, one-to-many, and many-to-many negotiations with the complexity of negotiations increasing as the course progresses. Active negotiations of contracts and a variety of other issues will be conducted – this is NOT a lecture-based course.

** NOTE: Due to the interactive, executive education format of this course, in order to fully be able to participate and succeed in this course, students must be proficient enough in both written and spoken English to be able to read several pages of role-play directions in English and then immediately interact with a counterpart in English. This is historically only an issue for a few students; but those weak in English skills are advised to select a different seminar. Compétences Ciblées At the conclusion of this course, students will be able to immediately apply the skills Intended Learning Outcomes covered in the course. Students can expect improvement in their preparation ability for future negotiation encounters as successful outcomes typically follow thorough pre- planning.

Students will be adept at negotiation tactics for single and multi-party negotiations. Students will understand the differences between distributive and integrative bargaining and be able to elevate the level of future negotiations in order to maximize the total utility of negotiation outcomes. Students will be aware and capable of avoiding the common traps of unsuccessful negotiations.

Contenu du cours par session / Course content per session Day 1 : 24 hours total

Introduction to negotiation Negotiation exercise #1 Negotiation traps Negotiation exercise #2 Negotiation myths Negotiation exercise #3 Mixed-motive negotiations Day 2 : Distributive negotiation Negotiation exercise #4 Negotiation myths, continued Emotions and negotiation Negotiation exercise #5 Integrative bargaining Day 3 : Multi-party negotiations Negotiation exercise #6 Course discussion and wrap-up/evaluation Day 4 : Negotiation exercise #7 Final Quiz – Material sourced from the textbook

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher HENARD, David, Negotiation: An Artful Science, 2018, Createspace. Textbook is available via Amazon.com and Amazon Europe. Students are encouraged to share copies in order to reduce costs.

Students are encouraged to read the textbook prior to the start of the course. PowerPoint slides will be provided to students at no cost.

Attendance & Participation Degree of individual participation in the 3.5 days 70% group role-play exercises.

Final Quiz Comprehension of course content 30 min – 1 hour 30%

Mini CV de l’enseignant / Mini CV of the lecturer

Please visit DavidHenard.com for complete biographical information.

David H. Henard, Ph.D. is the Board of Advisors Professor of Business Management and Professor of Marketing at North Carolina State University's Poole College of Management located in Raleigh, NC. He is the past Marketing Area Coordinator, Director of International Programs, and Director of Graduate Programs - Global Innovation Management for the college. His job responsibilities include work activities in both France and the United States.

Before entering academics, Professor Henard worked 13 years for the Oscar Mayer and Kraft Foods USA divisions of Philip Morris Companies (Altria) where he held numerous R&D, sales, and marketing positions. Henard has consulted with a number of organizations and attorneys regarding strategic marketing, communication, repuation, and sales force issues. He has coached hundreds of current and former students and is the author of a book focused on helping undergraduate students improve their odds of employment.

Henard's research interests focus on two key business areas: innovation and communication. The bulk of his academic research activity centers on knowledge management and new product development issues; namely, the role of knowledge and knowledge workers in corporate R&D environments. His most recent research projects investigate several aspects of corporate communications and their ability to persuade consumers in a variety of situations. Professor Henard’s published research has been cited over 4,000 times.

The Marketing Science Institute, Procter & Gamble Corp., and North Carolina State University have funded his research. His work is published in journals such as the Journal of Marketing Research, the Journal of Product Innovation Management, the Journal of the Academy of Marketing Science, the Journal of Retailing, Organizational Behavior and Human Decision Processes, the Journal of Advertising Research, Research-Technology Management, and Public Relations Quarterly.

Dr. Henard teaches international audiences at the executive, graduate, and undergraduate levels. His graduate teaching experience includes Principles of Marketing, International Marketing, and Business Relationship Management, which focuses on ways that technologically oriented managers can effectively interact with a variety of internal and external constituencies. His undergraduate teaching experience includes courses such as Marketing Principles, Professional Selling, International Marketing, Integrated Marketing Communications, and Product Management.

He is the recipient of several department, college, and university level awards for teaching excellence and is a member of the North Carolina State University Academy of Outstanding Teachers. He was awarded the Andrew Heiskell Honorable Mention award for Best International Practices by the Institute of International Education. He has worked closely with Aix-Marseille Graduate School of Business since 2007, where he was a former lecturer.

DISCIPLINE TRANSVERSE Titre du cours Course title Geopolitics For Business Langue Heures ECTS Programme Language Hours ENGLISH 24 ELECTIVES Nom de l’enseignant Dr Yves Landry Name of the lecturer Fonction - Employeur Lecturer / consultant, (Chambres de commerce, ESSEC, Kedge, Montpellier BS, IAE Aix, Position - Employer Bordeaux, Toulouse…) Contact [email protected] Objectifs du cours This course is an introduction to the fundamentals of the geopolitics in the business context. Business is in Course objectives the mist of the current geopolitical transformation, so the first objective of this course is to give to participants a broad perspective on the major geopolitical changes in progress, likely to impact corporate activities. Notably:  The changing International environment with geopolitical risks on the rise;  The gradual displacement of the economic and political center of gravity; from developed countries to emerging countries;  The consequences of the geopolitical reshuffling due to the COVID 19 pandemic crisis…

The second objective of the course is to offer participants a methodology for an efficient Geopolitical Risk Analysis allowing them to identify, assess, anticipate and manage difficulties to which their company could be affected in their international activities.

On completion of this module, students will be able to:  Understand the changing nature of global geopolitics and its impact on corporate business environment and activities.  Assess the impact of geopolitics events on strategic decisions of the firm. Compétences Ciblées BLOC 1 : CAPACITÉS MANAGÉRIALES / MANAGERIAL SKILLS Intended Learning Outcomes

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours 1-Corporate’s New Geopolitical Environment a) Globalisation / Regionalisation; Displacement of the economic center of gravity towards Asia b) Disruptions from rising China and rising rivalry with the US 4h c) New actors: Emerging countries and their multinationals (EMMNEs). d) The new trade realities: South/South trade – Trade war / geopoliticization of trade; Trade regulation; Trade policies; Trade agreements e) The Financialization of the global economy and the decline of the western financial dominance f) The rise of the new Multinational corporations (the big tech)

g) The global Demographic chalenges

2 -Corporate’s Aims / Objectives in New Geopolitical Environment a) Access to global markets b) Access to raw material c) Access to global capital 5h d) Access to manpower and competencies e) Access to data and information

3-Corporate’s Geopolitics Risks a) The Global Risks Landscape b) Main Geopolitical risk facing corporates: - Supply chains risks - War / Civil wars / Social Unrest 5h - Sanctions / embargo - Terrorism

- Populism and nationalism

- Protectionism and trade wars

-Environmental crisis

-Pandemics

4 - The Geopolitical contours of a post-COVID-19 world 5h a) Will COVID-19 Kill Globalization? b) A sharpening of rivalry between Great powers? c) A further shift in the global balance of power at the profit of China? d) A diminished US's global leadership? e) A weakened EU emerging from the crisis? f) An eroding credibility of organizations like the WHO and further weakening of multilateralism in global governance? g) A potential revival of economic nationalism and political populism leading to a

transition in greater government control, or/and change in a nation-state’s economic

preferences?

5-Corporate’s Geopolitics Management Means / Tools a) Global risk management culture and strategies b) Corporate Diplomacy; Lobbying; Corporate Social Responsibility (CSR)… 5h c) Corporate Intelligence d) Insurance e) Country risk assessment and management f) Cyber Security

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher

Textbook • “Global Development Horizons 2011; Multipolarity: The New Global Economy” World Bank. • “Seven Challenges to Globalization”, 2015. World Economic Forum report. Articles • “Sharpening strategic risk management” by Armoghan Momammed ; Richard Sykes. (PWC, 2012). • “Business strategies for emerging markets: Management, investment and opportunities” by David Levine. (EWMBA 257, Spring 2006). • “Understanding Geo-economics and Strategy” – A New Era of Geo-economics: Assessing the Interplay of Economic and Political Risk, Sanjaya Baru, IISS Seminar 23-25 March, 2012. Websites • Economic indicators: IMF: http://www.principalglobalindicators.org • Country information: http://eiu.com; https://www.cia.gov/library/publications/the-world-factbook/ • Corruption: Transparency International’s: http://transparency.org • Openness: Globalization index: http://globalization.kof.ethz.ch • Regulatory framework: World Bank: « Doing Business »: http://worldbank.org • Corporate and sovereign governance: World Bank: « Doing Business »: http://worldbank.org • Economic freedom: Heritage Foundation: Index of economic freedom: http://heritage.org; Fraser Institute: http://fraserinstitute.org Country Risk

• COFACE: http://www.coface.fr/Etudes-economiques-et-risque-pays • EULER HERMES: http://www.eulerhermes.fr/etude-economique/Pages/carte-risques-pays.aspx • ODL (Ducroire): http://www.ducroire.lu/assurance-credit/risques-pays • BMCE trade: http://www.bmcetrade.com/fr/observer-les-pays • Credimundi: http://www.credimundi.fr/fr/risques-pays/

DISCIPLINE Titre du cours Social media marketing & consumer purchase Course title behavior

Langue Heures ECTS Programme Language Hours ENGLISH 24 ELECTIVES Nom de l’enseignant Name of the lecturer Valérie A. LOUBAT Fonction - Employeur Position - Employee Contact

Objectifs du cours The purpose of this course is to study social media marketing strategies and Course objectives their impact on consumer behavior in competitive markets Compétences acquises Demonstrate the impact of social media strategies on purchase behavior Learning outcomes Understand how marketers use social media practices to achieve customer acquisition Understand the customer retention challenge for companies Describe social media practices for retaining existing customers

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours Social media tools and campaigns 6 Purchase behavior patterns Project Part 1

Social media practices Positioning and brand identity 6

Project Part 2

Customer acquisition strategies 6 Customer retention challenges Strategic issues Project Part 3 6 Final Project

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher  Solomon M., Consumer behavior, Allyn and Bacon  Assael H. Consumer behavior and marketing action, PWS Kent  Kotler P., Marketing 4.0: Moving from Traditional to Digital, John Wiley & Sons Inc

Méthodes d’évaluation : Sur quoi sera basée la note finale? / Method of assessment : What will the final grade be based on?

Type d’évaluation Compétence évaluée Durée % de la note finale/ Type of evaluation Evaluated skill Duration % of the final grade Students are expected to actively participate in the class, adopt a critical approach to the study of consumer behavior, and evaluate the implications of these topics for successful customer relationships.

Mini CV de l’enseignant / Mini CV of the lecturer

EXCLUSIVEMENT RÉSERVÉ AUX ÉTUDIANTS DE l’ ENSAM

DISCIPLINE ENSAM Titre du cours Course title Logistics & Supply Chain Management Langue Heures ECTS Programme Language Hours FRANCAIS 24 ELECTIVES Nom de l’enseignant Frédéric ROSIN Name of the lecturer Fonction - Employeur Professeur en Gestion Industrielle et Logistique - Responsable du Position - Employee pôle DynEO Contact

Objectifs du cours Course objectives Cette Elective vise à reproduire le comportement dynamique d’une supply chain afin de : • Structurer une chaine logistique permettant de répondre à la demande du marché • développer une vision globale permettant de comprendre l’articulation entre des éléments de planification, de gestion des flux et de performance industrielle et financière • mettre en œuvre un démarches de performance industrielle à l’échelle d’une chaine logistique • se tester sur certaines pratiques managériales en lien avec le lean management et les logiques d’entreprise étendue

Méthode pédagogique et moyens mis en œuvre :

La démarche pédagogique retenue combine formation action (“learning by doing”) et pédagogie par problèmes et projets.

Ce module de formation s’appuie notamment sur un serious game permettant de simuler physiquement le comportement d’une chaine logistique. 2 contextes de marché seront notamment étudiés :  Environnement de l’industrie automobile caractérisé par un très haut niveau de performance industriel (en continuité avec le module d’approfondissement « Lean Management »)  Environnement aéronautique, caractérisée par un haut niveau de customisation des produits, de faibles volumes de production et des changements tardifs demandés par le client.

Les mises en situation proposées permettront une compréhension plus fine des cas industriels réels qui seront présentés en parallèle.

Remarque : Bien que non obligatoire, il est recommandé d’avoir quelques bases en gestion industrielle et en comptabilité de gestion.

Compétences acquises Pilotage de la chaine logistique et stratégie d’entreprise : Learning outcomes  Comprendre une stratégie d’entreprise et le développement des approches partenariales  Comprendre le lien entre les exigences du client final et la structuration d’un système de production et d’une supply chain  Intégrer les enjeux liés à la tension des flux et à la personnalisation juste nécessaire des produits et services Gestion de la demande, planification et gestion charge / capacité:  Planifier la production sur différents horizons  Maitriser les différents leviers de gestion de la charge et de la capacité  Piloter l’ensemble de la chaine afin d’optimiser la performance globale Pilotage des flux et organisation des systèmes de production.  Faire le lien entre les systèmes de planification et l’organisation physique des flux en production  Optimiser le pilotage des flux en production  Optimiser l’organisation du travail, l’implantation et l’ergonomie des postes de travail  Comprendre les leviers managériaux en lien avec une culture d’amélioration continue de la performance industrielle

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours Beer game : 3 - Dynamique inter-organisationnelle et Bullwhip effect Serious Game et mises en situtation : 14 - Voix du Client, nouvelles exigences (cout, qualité, délai, customisation) et stratégie d’entreprise - Diversification du marketing mix et conception modulaire (plateforme, variantes, options, customisations) - Stratégies de pilotage de la production et de la supply chain (ETO, MTO, ATO, MTS ; Pilotage capacitaire vs Pilotage par les flux) - Développement de logiques Partenariales Apports de connaissances : 4 - Structuration d’une supply chain - Modélisation des flux de valeur et détermination des axes de progrès prioritaires - Evaluation de la performance industrielle et Indicateurs clés de pilotage - Planification Industrielles et Commerciales - Intégration DRP et PDP Présentation de cas industriels (notamment le cas de Toyota) 3 - Choix d’implantation d’un site industriel - Logistique d’approvisionnement et Logiques partenariales - Système de planification industrielle - Pilotage des flux

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher  Baglin, Gérard et al., Management industriel et logistique : concevoir et piloter la supply chain, Paris: Economica, 2007J.  R. Tony Arnold, Stephen N Chapman, et Lloyd M Clive, Introduction to materials management (Boston u.a.: Pearson, 2012)  Kevin J. Duggan, Creating Mixed Model Value Streams: Practical Lean Techniques for Building to Demand, Boca Raton, FL; London: CRC Press ; Taylor & Francis, 2013.

Méthodes d’évaluation : Sur quoi sera basée la note finale? / Method of assessment : What will the final grade be based on?

Type d’évaluation Compétence évaluée Durée % de la note finale/ Type of evaluation Evaluated skill Duration % of the final grade Résultat du Serious Game Test d’évaluation de la progression des acquis 20 min

Mini CV de l’enseignant / Mini CV of the lecturer Ingénieur Arts et Métiers et Agrégé de l’ENS Cachan, Frédéric Rosin a travaillé comme ingénieur conseil dans l’implantation de Systèmes d’Information à l’APAVE. Professeur en gestion industrielle, il a développé en partenariat avec Toyota, Faurecia et l’ARIA la plateforme ASE sur le pilotage des systèmes agiles ainsi qu’un cursus de formation dédié à l’excellence opérationnelle sur le campus Arts et Métiers de Lille. En tant que Directeur Adjoint du campus Arts et Métiers d’Aix-en-Provence jusqu’en 2012 il a conduit le projet DYNEO qu’il anime aujourd’hui en parallèle de ses activités de formation et d’ingénieur conseil. Il a développé de nouveaux outils d’aide à la décision pour la planification et le pilotage de systèmes de production caractérisés par un très fort niveau de customisation des produits. Il est intervenu pour des grands groupes de la région comme Airbus Helicopters, Dassault Aviation, Daher, Thalès ainsi que des PME-PMI du secteur aéronautique.

DISCIPLINE TRANSVERSE Titre du cours Course title Management de projet opérationel Langue Heures ECTS Programme Language Hours FRANCAIS 24 ELECTIVES Nom de l’enseignant

Name of the lecturer Xavier SAVALL-ESCUDIER Fonction - Employeur Consultant Indépendant en Gestion, Finance et Management, Développement Projets Position - Employee Contact

Objectifs du cours Intégrer les étapes essentielles du Management de Projet de sa conception à sa Course objectives terminaison en rapprochant la Gestion Financière de la Gestion Opérationnelle. Compétences acquises - Processus général du Management de Projet Learning outcomes - Phasage et Cahier des Charges - Planification, Organisation et Communication (Reporting et Avancement) - Approche des Risques - Reporting d’Avancement Opérationnel et Financier

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours 1- Définitions et Principes Généraux 2 H 2- Définition des Objectifs et Stratégie Opérationnelle et Financière - 4 H 4- Organisation et Phasages 3 H 5- Définition des Cahiers des Charges 3 H 6- Planification, Gestion des Ressources et de l’Externalisation 6 H 7- Gestion des Risques et des Incidents 3 H 8- Reporting d’Avancement Opérationnel et Financier 3 H

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher - R. Buttrick, Gestion de projet : le guide exhaustif du management de projet, 2010, Pearson - C.F. Gray & E.W. Larson, Management de projet, 2007, Dunod - J.C. Corbel, Management de projet : Fondamentaux, Méthodes, Outils, 2012, Eyrolles - G. Garel, Le Management de projet, 2003, Repères

Méthodes d’évaluation : Sur quoi sera basée la note finale? / Method of assessment : What will the final grade be based on?

Type d’évaluation Compétence évaluée Durée % de la note finale/ Type of evaluation Evaluated skill Duration % of the final grade Cas pratique original en support du cours à 12 h 100% réaliser en groupe

Mini CV de l’enseignant / Mini CV of the lecturer Consultant Multi secteurs en gestion, finance, management et développement de projets, conduite du changement. Expériences : Création d’Entreprises, DAF International (Qualiope SA), Responsable Middle Office (Louis Dreyfus Finance), Responsable de mission Audit et Conseil (Mazars). Formateur professionnel

DISCIPLINE TRANSVERSE Titre du cours MANAGING PERSONAL & ORGANISATIONAL Course title CHANGE Langue Heures ECTS Programme Language Hours English 24 ELECTIVE Nom de l’enseignant Lucien SCHILTZ Name of the lecturer Fonction - Employeur Consultant - Trainer Position - Employer Contact [email protected] Objectifs du cours This session is about how to manage change for oneself and in organizations. It shows Course objectives the importance of having the right balance between an ability to manage down – to have the skill to use communication, motivation and participation, to mobilize and lead a group of people in a certain direction – and an ability to manage up – to have the team building skills to build a cohesive team to achieve a result. It also shows how much change may increase the stress people are submitted to and the difficulty to harmoniously manage interpersonal relationships. It teaches the importance of leading a change with a team and what make that team efficient and cohesive. The seminar uses a mix of cases, discussions, exercises and role-plays to give the participants a clear understanding of the common reasons that organizational change efforts so often fail and to reinforce their change and transition management competences. We will discuss how to apply these findings and skills in different organizational contexts and to the personal situation of the participants. This session will emphasize the importance of emotional intelligence and stress management in a change process and will allow each participant to know and work on his own communication profile and his/her personal vulnerabilities in situations of stress.

Compétences Ciblées BLOC 1 : CAPACITÉS MANAGÉRIALES / MANAGERIAL SKILLS Intended Learning Outcomes BLOC 3 : CAPACITÉS D’ADAPTATION ET DE DIALOGUE / ADAPTABILITY AND INTERPERSONAL COMMUNICATION SKILLS BLOC 6 : MAÎTRISE DES NIVEAUX DE BASE/FONDAMENTAUX EN MANAGEMENT / MASTERY OF FUNDAMENTAL KNOWLEDGE IN MANAGEMENT SCIENCE Course Outcomes  The theory and practice of change management At the completion of this course you will: . have an awareness and understanding of emotional intelligence and change management; . be able to analyze on the spot a situation of miscommunication and to adapt to it . be able to establish a diagnosis of a change process in an organization . be able to prepare and lead a change project and to manage its implementation in its organizational and human aspects. . Know how to build a cohesive and efficient team around a change project or a change strategy.

 Personal skills At the completion of this unit you will have: . enhanced your ability to understand why a person in communication with you is under stress . enhanced your capacity to help this person to come out of stress . enhanced your awareness and understanding of your own mechanisms of miscommunication and you capacity to establish precise objectives for your personal development . enhanced your capacity to build a team and lead it in an effective way.

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours

1st half-day: Behavioral Agility - ComProfiles 3h  Introduction to the Seminar

 Emotional Intelligence: a Key Factor for Leading Change

 Workshop: Managing Communication under Stress: Passivity and Aggressiveness

2nd half-day: Behavioral Agility - ComProfiles 3h  Communication Styles & Processes Model

 Workshop: Personal Communication Profile.

3rd and 4th half-day: Behavioral Agility - ComProfiles 6h  Practicing Communication Style Diagnosis  Workshop: How to Manage Difficult Situations of Communication  Evaluation: Knowledge acquisition test

5th and 6th half-day: Top down and bottom up change process – Kotter and Beer 6h  Exercise on Resistance to Change  Leading a Change Process  Case Study - DEI Airlines  Top-down vs Bottom-up models analysis and comparison 7th half-day: Managerial agility – Decision making process

 Model of situational leadership and leadership style to apply 3h  How to implement each one of the decision-making process: direction, consultation, participation, delegation  Key factors to a situational management: a rational model of decision making  Evaluation: Exercise 8th half day: Impact on individuals and teams

 Management of Transitions 3h  Cohesion and team efficiency

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher Case Study to be read before course:  DEI Airlines Article to be read before the course:  John KOTTER - Leading change: Why Change Efforts Fail, HBR

Méthodes d’évaluation : Sur quoi sera basée la note finale? / Method of assessment: What will the final grade be based on? Type d’évaluation Compétence(s) évaluée(s) Durée % de la note finale/ Type of evaluation Evaluated skill(s) Duration % of the final grade Knowledge acquisition test Behavioral analysis 30min 45% Exercises on decision making Decision making 30min 45% process Presence and participation 10%

Mini CV de l’enseignant / Mini CV of the lecturer Lucien SCHILTZ is a consultant and a trainer to accompany people, teams and organisation with the ComProfiles® methods.

He is teaching Leadership & Behavioural Agility, Change Consulting and Finance for Executive in different universities (Centrale Marseille, IAE Aix-en-Provence and EDHEC Nice). He is an engineer (SUPMECA) and worked as project manager in the nuclear industry.

He is a graduate of the MBA “Change & Innovation” of IA Aix-en-Provence.

Unité d’Enseignement (UE) Titre du cours / ECUE Course title Introduction à la résilience de l’entreprise Langue Heures ECTS Programme Language Hours Français 24 ELECTIVES Nom de l’enseignant Name of the lecturer Christian THIEBAULT Fonction - Employeur Position - Employer Consultant Contact [email protected] Objectifs du cours Au-delà de la prévention, de la maîtrise des risques et de la continuité Course objectives d’activités, les entreprises qui perdureront au XXIème siècle seront celles qui sauront développer leurs facteurs de résilience internes en profitant des crises potentielles pour réinventer leur cadre de fonctionnement. - Qu’est-ce que la résilience ? - Quels sont les facteurs de résilience d’un groupe et comment renforcer leur capacité de résilience ? - Comment aborder la résilience d’une société ? - Quels sont les atouts de résilience qu’une entreprise peut développer pour aborder une crise ? Compétences Ciblées Sélectionner la ou les compétences ciblées par le cours (3 blocs maximum - effacer les Intended Learning Outcomes compétences non cibées) : BLOC 1 : CAPACITÉS MANAGÉRIALES / MANAGERIAL SKILLS BLOC 3 : COMPETENCES RELATIONNELLES ET DE COMMUNICATION / RELATIONAL AND COMMUNICATION SKILLS BLOC 5 : ACQUERIR ET DIFFUSER UN LEADERSHIP HUMAIN / EMPOWERING HUMANISTIC LEADERSHIP SKILLS

Contenu du cours par session / Course content per session Nombre d’heures / Number of hours Fondements de la résilience - La résilience individuelle 2H - La résilience collective 2H - Un modèle de résilience : l’institution militaire 2H - La résilience des institutions et de la société 1H Modélisation de la résilience opérationnelle en entreprise

- Axes de résilience pour l’entreprise 3H - Travaux de groupe sur les facteurs de renforcement de la 4H résilience d’une équipe dans l’entreprise - Restitutions- enseignements - Facteurs et outils de résilience de l’entreprise 1H30 - Travaux de groupe sur l’élaboration d’un plan d’action résilience 1H - Restitutions-enseignements 4H Conclusions 1H30 1H

Bibliographie – Auteur, titre, année, éditeur / Bibliography – Author, title, year, publisher

Eventuellement, identifier des modules CrossKnowledge http://iaeaix.lms.crossknowledge.com

Méthodes d’évaluation : Sur quoi sera basée la note finale? / Method of assessment : What will the final grade be based on? Type d’évaluation Compétence(s) évaluée(s) Durée % de la note finale/ Type of evaluation Evaluated skill(s) Duration % of the final grade Travaux de groupe Exposé oral, leadership, management de 5h 30 % Facteurs de résilience l’organisation Travaux de groupe Exposé oral, leadership, management de 5h 70 % Plan d’actions l’organisation

Mini CV de l’enseignant / Mini CV of the lecturer

GENERAL(2S) CHRISTIAN THIEBAULT

Membre fondateur de l’Institut de Résilience Citoyenne (IRC, Présidence B. Cyrulnyk), je contribue, depuis près de 15 ans, à des travaux d’étude et de recherche sur les sujets du traumatisme et de la résilience. Directeur du pôle résilience opérationnelle de la société Mars-Analogies, je propose aux entreprises de bénéficier d’un accompagnement en tirant profit de l’expertise militaire pour améliorer leur résilience et élaborer un plan d’action résilience adapté à leur contexte.

Chef d’état-major de la Légion étrangère (2003 à 2005) Elaboration d’un document de réflexion sur les fondamentaux de la Légion et sur la résilience des unités de la Légion étrangère au combat. Chef du bureau Environnement humain en administration centrale (2005-2011) Conception et direction d’une étude pluridisciplinaire sur les forces morales au combat, modélisant l’ensemble des facteurs humains susceptibles d’affecter une unité. Elaboration avec le Centre de relations humaines de l’armée de terre de documents touchant à l’exercice du métier des armes, la résilience des soldats et des unités. Participation aux travaux interalliés sur le commandement et la résilience en opération, en collaboration avec les psychiatres du service de santé et des chercheurs étrangers (US-GB). Directeur général de la formation militaire et humaine de Saint-Cyr (2011-2014) Organisation du premier colloque multidisciplinaire sur les « blessures invisibles » traitant des traumatismes de guerre et de la résilience des soldats. Développement au sein du Centre de Recherche de Saint Cyr (CREC), du pilier facteur humain. Chef d’état-major des missions de l’ONU au MALI (2014-2015) et au Liban (2017-2018) Directeur de projet de réforme des réserves au Cabinet du ministre (2015-2017)

En complément : Je dispense régulièrement des conférences sur les traumatismes et la résilience : Coëtquidan (Elèves et famille 2012), Rennes (Association de réserve 2013), Bordeaux (IHEDN 2014), Paris (Réseau Alliance 2017), Liban (Anciens de l’Ecole de Guerre 2018), Réseau excellence BPI France (2020). Intervenant au profit de l’Institut de formation à la sécurité internationale (THEMIIS, Paris), de l’institut diplomatique de Paris (IDP) et expert auprès du Centre pour la gouvernance des forces de sécurité (DCAF, Genève).