COURSE CATALOGUE 2019-2020 3rd YEAR INTERNATIONAL BUSINESS TRACK - NICE CAMPUS
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COURSE CATALOGUE 2019-2020
3rd YEAR INTERNATIONAL BUSINESS TRACK
NICE CAMPUSCOURSES IBT BBA EDHEC 3 Business Management Page Spring ECTS
Course code Core Courses BBA EDHEC 90 12
20_EB3_NI_IBT_S2_CCO_LAW_3342 European Economic and Governance Issues 3 30 4
20_EB3_NI_IBT_S2_CCO_MGT_4005 Management in Multinational Corporation 4 30 4
20_EB3_NI_IBT_S2_CCO_MGT_5563 Strategic Management 6 30 4
Optional Courses (1) 30 4
20_EB3_NI_IBT_S2_OPT_MGT_3343 Operations Management : IT and Logistics (ASD3) 8 30 4
20_EB3_NI_IBT_S2_OPT_HUM_3345 Cross cultural Management 9 30 4
20_EB3_NI_IBT_S2_OPT_HUM_3341 Corporate Social Responsability 11 30 4
Minor in International Finance 90 12
20_EB3_NI_IBT_S2_CCO_FIN_3348 FIN - Advanced Corporate Finance 13 30 4
20_EB3_NI_IBT_S2_CCO_FIN_4745 FIN - Country Risk Analysis 15 30 4
20_EB3_NI_IBT_S2_CCO_FIN_4746 FIN - International Financial Statement Analysis 17 30 4
Minor in International Marketing 90 12
20_EB3_NI_IBT_S2_CCO_MKG_3347 MKT - Luxury Industry 18 30 4
20_EB3_NI_IBT_S2_CCO_MKG_4721 MKT - Brand Management 20 30 4
20_EB3_NI_IBT_S2_CCO_MKG_4747 MKT - Digital Marketing 21 30 4
Minor in International Entrepreneurship 90 12
20_EB3_NI_IBT_S2_MEN_MGT_5311 ENT - International Entrepreneurship 22 30 4
20_EB3_NI_IBT_S2_MEN_MGT_5172 ENT - Design thinking, Innovation and Intrapreneurship 24 30 4
20_EB3_NI_IBT_S2_CCO_MGT_5312 ENT - Lean Start-Up 26 30 4
Languages Courses 60 5
20_EB3_NI_IBT_S2_CCO_ANG_5316 LV1 Anglais 28 30 3
LV2 (except for visiting students) 30 2
20_EB3_NI_IBT_S2_LVX_LV2_GER_3297 LV2 GERMAN 29
20_EB3_NI_IBT_S2_LVX_LV2_SPA_3298 LV2 SPANISH 31
20_EB3_NI_IBT_S2_LVX_LV2_ITA_3299 LV2 ITALIAN 33
Visiting only 60 10
20_EB3_NI_IBT_S2_CCO_HUM_3455 Contemporary French Business and Society 34 30 5
20_EB0_NI_IBT_S2_LVX_LV2_FLE_3511 French for beginners 35 30 5
20_EB0_NI_IBT_S2_LVX_LV2_FLE_3303 Intermediaite French 37 30 5
External period 27
Project Report / internship or Academic exchange 27
Total BBA EDHEC 270 60
220_EB3_NI_IBT_S2_CCO_LAW_3342: IBT3 - EUROPEAN ECONOMIC AND
GOVERNANCE ISSUES
NUMBER OF HOURS: 30
SEMESTER: SEMESTER 2
INTERNATIONAL PROGRAMME - 4 ECTS
COURSE COORDINATOR: Marie-José RINALDI LARRIBE, marie-jose.rinaldilarribe@edhec.edu
COURSE OBJECTIVES
This course demonstrates the rationale behind the European integration process and introduces students to decision making
in the EU. It also explores the evolution of the role of the EU on the global arena.
This course focuses on the political and economic aspects of the European Union, as well as on current issues concerning the
development of the EU. The survey of the historical background of the EU is necessary to fully understand the reasons and
the need for an economic, monetary and political integration within the European Union.
LEARNING OUTCOMES
After having taken this course, participants will Have a global perspective on Europe’s recent developments and be able to:
• Analyze the rationale for the European economic and monetary integration.
• Demonstrate an understanding of the economic, political, legal and social environment for business in the European
Union.
• Understand the global environment and relations with international institutions
PREREQUISITES
General management, strategy and marketing knowledge Proficiency in English
Advanced use of data search
COURSE CONTENT
SESSION TOPIC
1 The European Union
2 The European economic integration
3 The role of the main E U institutions
4 Redistribution in the EU
5 The European monetary system
6 Economic and monetary union
7 Analysis of the sovereign crisis in the euro area
8 The eastward enlargement of the EU
9 Towards a political union – the Lisbon treaty
10 The future of Europe
TEACHING & LEARNING METHODS
This course is taught through a combination of lectures, case study, discussions, and group presentation.
Sufficient time will be devoted to an open exchange of views between students and with the instructor.
Student participation in class discussions is encouraged through an interactive teaching style.
ASSESSMENT METHODS
ASSESSMENT TYPE % OF THE TOTAL MARK DURATION LEARNING OUTCOME EVALUATED
Participation 20
Group presentation 30
Final exam 50 3 HOURS
3READING
20_EB3_NI_IBT_S2_CCO_MGT_4005: IBT3 -MANAGEMENT IN
MULTINATIONAL CORPORATION
NUMBER OF HOURS: 30
SEMESTER: 2
INTERNATIONAL PROGRAMME: 4 ECTS
COURSE COORDINATOR: Camille PRADIES
COURSE OBJECTIVES
This course aims at making you familiar with topics relevant to international companies nowadays. During this
seminar we will address three main topics that are central to international organizations’ functioning nowadays:
● International Human Resource Management with a particular focus on expatriation
● Paradoxes in Organizations
● Groups and Teams Dynamics (Team Leadership, Virtual Teams, Team Creativity)
● International Organization’s Structure, Culture and Strategy
LEARNING OUTCOMES
At the end of the course, the students will be able to:
● Understand how to manage HR in multinational companies
● Apply methods for analyzing human and organizational issues in international settings
● Know which behaviors to adopt in specific team contexts (Virtual Teams, Conflicts in Teams)
● Decipher organizational cultures and network dynamics
PREREQUISITES
None
COURSE CONTENT
The course follows the “seminar” format and is spread out onto 5 days with 6 hours of class per day.
The first day occurs at the very beginning of the semester. The second day occurs 1 or 2 weeks later. The last three days
occur together in one block 1 or 2 weeks later.
Day TOPICS
1 Introduction to International Organizations - Global HRM – Expatriation
2 Paradoxes in Organization
3, 4, 5 Diversity Management, Groups & Teams, Organizational Culture Final Session & Wrap up [In-class
presentations are spread across days 3, 4, 5].
TEACHING & LEARNING METHODS
A mix of lectures, case studies, group work on projects and individual exercises
4ASSESSMENT METHODS
ASSESSMENT TYPE % OF THE DURATION LEARNING
TOTAL MARK OUTCOME
EVALUATED
Participation, Behavior,
Attendance, Preparation & Case Readings 20
Individual Exercise 30
Special Topic (in-class presentation during days 3,4,5) 50
Late papers/assignments will be downgraded by 5% for each day late
READINGS
Suggested Textbook:
Briscoe, D., Schuler, R. and Tarique, I. (2012). International Human Resource Management. 4th ed. London: Routledge.
Thompson, L. (2013). Making the Team (5th ed.) Prentice Hall.
More readings available on Blackboard
520_EB3_NI_IBT_S2_CCO_MGT_5563 - Strategic Management
NUMBER OF HOURS: 30
SEMESTER: 2
INTERNATIONAL PROGRAMME: 4 ECTS
COURSE COORDINATOR: George TOVSTIGA, george.tovstiga@edhec.edu
COURSE OBJECTIVES
The aim of this foundation course is to provide students with a fundamental understanding of current thinking in the field of
strategic management and its relevance for strategic sense making and analysis, strategic option derivation, evaluation and
selection, and strategy execution. This course presents a “first-principles” approach to the systematic and structured
management of strategy in real business environments.
LEARNING OUTCOMES
After having taken this course, participants will be able to/are expected to know or understand (knowledge-based outcomes)
1. basic principles of structured, insight-driven strategic thinking;
2. insight-driven strategic thinking approaches to strategic sense-making, analysis and decision-making;
3. how strategic options are derived from strategic analysis and evaluated for suitability;
4. basic approaches to strategy execution and its implications for organizational change and transformation.
More specifically, participants should be able to (skill- and competency-based outcomes)
5. how to apply basic, “first principles-based” methods to strategic analysis and decision-making;
6. derive and evaluate suitable strategic options from a foregoing strategic analysis;
7. derive practice-related managerial implications of the strategic option’s execution by the organization;
8. collectively (working as a team) apply key learning to real strategic business contexts.
PREREQUISITES
None
COURSE CONTENT
The course content will be delivered in 30h of lectures segmented in 5 topical sessions as indicated below. Aside from the
direct classroom contact hours, students are expected to engage in 60 hours of self-study.
The core book* used for this course module: “Tovstiga, G. (2015). Strategy in Practice, 3e, Chichester: John Wiley & Sons”
SESSION TOPIC
1 Strategy fundamentals: Key concepts, definitions; Introduction to strategy and strategizing; Fundamental concepts
of competitive advantage, differentiation and the notions of value creation, delivery and capture
2 Insight-driven strategy, strategic thinking & sense-making: Introduction to strategic analysis and sense-making;
strategic thinking process and insight-driven strategy; limitations of rational analysis vs. intuition (heuristics); high-
level strategic analysis – introduction to two key high-level conceptual frameworks: Unique Competing Space and
Value Proposition
3 Rational strategic analysis: Supporting-level strategic analysis: making sense of the firm’s external competitive
context; making sense of the firm’s internal basis of competitiveness; introduction to selected frameworks of
analysis; limitations and contribution to insight-driven strategy; application to real business cases (recent business
media based).
4 Strategic options: Formation, evaluation and selection of strategic options; criteria-based evaluation process
approach; critical reflection on implications; verification of selected options.
5 Strategy Execution, Performance Analysis (& Exam Revision): Strategy execution and strategic change;
organizational implications and impact; implications of organizational culture, practices, and leadership on success
and/or failure of strategic change; basic elements of strategic performance management.
Exam revision: review and debrief of course content in preparation for assessment
*Tovstiga, G. (2015). Strategy in Practice, Third Edition, Chichester: John Wiley & Sons
** Case material sourced from the recent or current business media will be made available to students (uploaded to BB) three
weeks before the first class. Students will be informed in advance which cases to prepare for which session
6TEACHING & LEARNING METHODS
The course will involve several teaching and learning methods:
• in-class lectures including concept briefings and plenary discussion
• tutorial sessions dedicated to application of learning
• case application (to real cases from the current business media)
• breakout team exercises followed by plenary presentations and debriefs (class discussions)
ASSESSMENT METHODS
ASSESSMENT TYPE % OF THE TOTAL MARK DURATION LEARNING OUTCOME EVALUATED
Classroom engagement 20 Throughout course Aspects relevant to all LOs 1 - 8
Team assignment 30 15- minute presentation per LO 1, Los 5 - 8
team
Final exam 50 3 hours LOs 3 – 7
READING
Tovstiga, G. (2015). Strategy in Practice, Third Edition, Chichester: John Wiley & Sons
720_EB3_NI_IBT_S2_CCO_MGT_3343: IBT3 - OPERATIONS MANAGEMENT: IT
AND LOGISTICS
NUMBER OF HOURS: 30
SEMESTER: 2
INTERNATIONAL PROGRAMME: 4 ECTS
COURSE COORDINATOR + MAIL: Eric LABBE, eric.labbe@edhec.edu
COURSE OBJECTIVES
Successful companies need to have the capability of delivering high-quality products and/or services to meet their customer
demands in a timely and cost-effective manner. Networks of information and material flows must be managed from sources
of supply through transformations of resources into goods and services for customer deliveries through distribution systems.
The operations process is responsible for planning, organizing, directing and controlling resources in order to meet the goals
of an organization. The main purpose is to get the work done efficiently and effectively.
This course provides an introduction to vocabulary, concepts, selected methods and tools useful in operations management,
linking new technologies and logistics in the context of ERP (enterprise resource planning) projects.
LEARNING OUTCOMES
After having taken this course, participants will be able to/are expected to know or understand (knowledge-based outcomes):
• Develop a general managerial perspective on the role of operations and quality management (LO1)
• Be able to map, plan and assess the performance of processes (LO2).
More specifically, participants should be able to (skill- and competency-based outcomes):
• Participants acquire practical experience in teamwork when designing and balancing service processes (LO3).
• Be able to apply basic scheduling, inventory models and quality methods(LO4).
PREREQUISITES
An advanced level of English and good analytical skills.
COURSE CONTENT
SESSION TOPIC
1 Introduction & strategy
2 Product & process design
3 Capacity management
4 Inventory management
5 Planning & control activities
6 Enterprise resource planning
7 Quality management
8 Value chain analysis+ wrap up
TEACHING & LEARNING METHODS
The course will involve the following teaching and learning methods: in-class lectures, case studies, class assignments
discussions and hands-on applications/ presentations, etc.
ASSESSMENT METHODS
ASSESSMENT TYPE % OF THE TOTAL MARK DURATION LEARNING OUTCOME EVALUATED
class participation 10
Group work 30
Final exam 60 3 HOURS
READING
Slack, N., Brandon-Jones, A., Johnston, R., Operation management, Pearson Education, 8th edition 2016
820_EB3_NI_IBT_S2_OPT_HUM_3345: IBT3 -CROSS CULTURAL MANAGEMENT
NUMBER OF HOURS: 30
SEMESTER: 2
INTERNATIONAL PROGRAMME: 4 ECTS
COURSE COORDINATOR + MAIL: Isabelle SEQUEIRA, Isabelle.sequeira@edhec.edu
COURSE OBJECTIVES
This course prepares future managers for the international challenges faced when people, services and corporations operate
across borders. Students become acquainted with assessing the cultural challenges of developing business in developed and
emerging economies using analytical frameworks used by business developers, and taking account of current events and
interdisciplinary investigation methods. Since students will encounter issues of intercultural management in the domestic
arena, too, the basics of diversity management will be introduced and discussed using case studies.
LEARNING OUTCOMES
After having taken this course, participants will be able to/are expected to know or understand (knowledge-based outcomes)
• Intercultural dimensions based Meyer’s, Molinsky’s and Fang’s critical review of Hofstede’s and Trompenaars’s
theoretical frameworks
• Ghemawat’s CAGE framework assessing intercultural distance
• Khanna’s concept of contextual intelligence
More specifically, participants should be able to (skill- and competency-based outcomes)
• Assess intercultural differences beyond and within national borders
• Manage culturally diverse teams
• Design strategies for intercultural product and promotion management
• Handle language issues in MNEs
• Anticipate potential pitfalls in M&A as well as Joint Venture contexts
PREREQUISITES
-
COURSE CONTENT
SESSION TOPIC
1 Cultural Meaning and perception
2 Internal and external diversity
3 Multidimensional distance in a globalized world and contextual intelligence
4 Company and team presentations
5 Cross-cultural aspects of language management in MNE
6 Cross-cultural aspects of product management
7 Cross-cultural aspects of promotion management
8 Cross-cultural aspects of M&A and Joint Ventures
Introduction to corss-cultural HR management
9&10 Final student presentations on bilateral company joint ventures
Exam preparation
TEACHING & LEARNING METHODS
Course lectures, case studies, project work, preliminary reading
ASSESSMENT METHODS
ASSESSMENT TYPE % OF THE TOTAL MARK DURATION LEARNING OUTCOME EVALUATED
Participation 25
Group Project 25
Final Exam 50 2 HOURS
9READING
Students will use and have access to the country reports published regularly by "The Economist".
"Doing Business in..." The World Bank PublicationsPESTEL and CAGE frameworks will be introduced through a reading package
drawn from scholarly and business publications and fully accessible through the school library network.
Deresky, Helen (2013), International Management: Managing Across Borders and Cultures, Pearson, 7th edition. Browaeys,
M.J. & Price R. (2008), Understanding Cross-Cultural Management, Prentice Hall.
Jacob, Nina (2003), Intercultural Management, MBA Publishing.
Ozbiligin, Mustafa & Tatli, Ahu (2008), Global Diversity Management, Palgrave Macmillan
1020_EB3_NI_IBT_S2_CCO_HUM_3341: IBT3 - CORPORATE SOCIAL
RESPONSIBILITY
NUMBER OF HOURS: 30
SEMESTER: 2
INTERNATIONAL PROGRAMME: 4 ECTS
COURSE COORDINATOR: Bastiaan VAN DER LINDEN, Bastiaan.vanderlinden@edhec.edu
COURSE OBJECTIVES
Businesses engage with many different kinds of value: they pay dividends, provide work and income, make products and
services, consider the environment, avoid child labor, and so on. Although some of these values have started to receive our
attention only relatively recently, companies have always engaged with different values – and they have always encountered
difficulties when doing so. Nowadays, “multiple value creation” has (re)gained the explicit attention of practitioners and
scholars under the label of corporate social responsibility (CSR). In this course we discuss some of the challenges that CSR
poses for management, the opportunities it promises for developing new business models, the innovations it requires in
developing organizational structures, and how initiatives arise in professions to address social responsibilities.
LEARNING OUTCOMES
After having taken this course, participants will be able to/are expected to know or understand (knowledge-based outcomes)
• What is corporate social responsibility
• Professional responsibility
• How organizational infrastructures can affect responsible behavior
• The nature of sustainable business models
More specifically, participants should be able to (skill- and competency-based outcomes)
• Articulate their judgment on what corporate social responsibility entails in an informed way
• Articulate the responsibilities of a (semi-)profession in business
• Create an organizational infrastructure for responsible behavior
• Develop the outline of a sustainable business model
PREREQUISITES
Acquaintance with topics such as strategy, organizational behavior, and organization theory.
COURSE CONTENT
SESSION TOPIC
1- 2 What is CSR according to you?
3-4 Professional responsibility
5-8 Organizational infrastructures for responsible behaviour
9-10 New Business Models
TEACHING & LEARNING METHODS
This course starts from the assumption that we cannot usefully make a dichotomy between knowledge and practical abilities.
Any discussion of knowledge will also help you to act better, and any practical assignment will also help you to acquire some
knowledge. Each session consists of an alternation of conceptual introductions, group discussions, case analyses, and practical
assignments.
11ASSESSMENT METHODS
ASSESSMENT TYPE % OF THE TOTAL MARK DURATION LEARNING OUTCOME EVALUATED
Group assignments what is 15 n/a 1,5
CSR according to you?
Group assignment 10 n/a 2,6
professional responsibility
Group assignment 25 n/a 3,7
organizational
infrastructures for
responsible behaviour
Final individual assignment 50 n/a 4,8
READING
Achterbergh, J., & Vriens, D. (2010). Organizations: Social Systems Conducting Experiments. Springer.
Boons, F., & Lüdeke-Freund, F. (2013). Business models for sustainable innovation: state-of-the-art and steps towards a
research agenda. Journal of Cleaner Production, 45, 9-19.
Freeman, R.E., Harrison, J.S., Wicks, A.C., Parmar, B.L., & De Colle, S. (2010). Stakeholder Theory: The State of the Art.
Cambridge University Press.
Freeman, R.E. (2008). Ending the so called ‘Friedman-Freeman’ debate. Business Ethics Quarterly, 18(02), 162-166.
Friedman, M. (1970). The social responsibility of business is to increase its profits. New York Times Magazine, 13 September.
Mason, K., & Spring, M. (2011). The sites and practices of business models. Industrial Marketing Management, 40(6), 1032-
1041.
Scherer, A. G., & Palazzo, G. (2007). Toward a political conception of corporate responsibility: Business and society seen from
a Habermasian perspective. Academy of Management Review, 32(4), 1096-1120.
Stout, L.A. (2012). The Shareholder Value Myth: How Putting Shareholders First Harms Investors, Corporations, and the
Public. Berrett-Koehler Publishers.
Unilever: In search of the good business. The Economist. 9 August 2014.
van der Linden, B. & Freeman R.E. (2017). Profit and other values: Thick evaluation in decision making. Business Ethics
Quarterly.
Vriens, D., Achterbergh, J., & Gulpers, L. (2018). Virtuous Structures. Journal of Business Ethics.
1220_EB3_NI_IBT_S2_CCO_FIN_3348: ADVANCED CORPORATE FINANCE
NUMBER OF HOURS: 30
SEMESTER: 2
INTERNATIONAL PROGRAMME: 4 ECTS
COURSE COORDINATOR: Gohar STEPANYAN (Gohar.STEPANYAN@edhec.edu; Office: 701A)
COURSE OBJECTIVES
This course focuses on theoretical issues which arise in modern corporate finance, and its major theme is the firm's capital
structure and payout decision. The objective is to explain optimal strategic decision-making by applying corporate financial
theory to cases of observed financial policy, financial instruments and valuation. In particular, the following topics are studied:
discounted cash flow valuation and financial multiples, cost of capital and capital budgeting, raising funds for going public,
equity and debt financing, capital structure and payout policy, option pricing and applications in corporate finance, mergers
and acquisitions and issues of corporate control.
LEARNING OUTCOMES
After having taken this course, course participants will be able to:
estimate the weighted average cost of capital;
apply different techniques for evaluating capital budgeting projects;
understand the main factors affecting capital structure decisions;
differentiate between different forms of payouts to shareholders.
PREREQUISITES
The prerequisite for this course is an introductory course in financial management (Principles of Finance).
COURSE CONTENT
Below is the tentative schedule for the course. Any adjustments will be announced beforehand.
SESSION TOPIC
1 Introduction
2 The Cost of Capital / Problem Set #1
3 Capital Budgeting
4 Valuation and the Firm
5 Midterm Review & In-class Practice Problems / Problem Set #2
6 Long-Term Financing
7 Capital Structure
8 Payout Policy
9 Special Topics in Corporate Finance
10 Wrap-Up Session & In-class Practice Problems / Problem Set #3
TEACHING & LEARNING METHODS
This course is a combination of lectures and practice sessions. Students are expected to work continuously throughout the
semester and be active in class. We will be using select chapters from the required textbook (see below), accompanied with
lecture notes and practice exercises.
In-class Practice Problems: We will discuss and solve in class three sets of problems to help you prepare for the exams. The
problem sets will be posted on the course website in advance, and you should try to answer all questions before we review
them in class.
Exams: There will be a mid-term exam covering topics from Sessions 1 to 5 as well as a comprehensive final exam covering
all the topics discussed during the semester. Both exams will consist of numerical problems and multiple-choice conceptual
questions, and will be closed-book. However, you are allowed to bring one A4 size sheet of paper with formulas, concepts or
other desired text (you may use both sides of the sheet). You will be provided with a calculator.
13ASSESSMENT METHODS
Student learning will be evaluated on the basis of the following weighted components:
ASSESSMENT TYPE % OF THE TOTAL DURATION LEARNING OUTCOME
MARK EVALUATED
In-class case discussion 10% Depends on the case 1, 2, 3 or 4 (depending on the case
selected for discussion)
Midterm Exam 30% 2 hours Capital budgeting & valuation
Final Exam 60% 3 hours Raising capital, capital structure &
payout decisions
READING
Required textbook:
Berk, J., DeMarzo, P. and Harford, J., Fundamentals of Corporate Finance (4/E), Pearson Education, 2019.
You are free to use any other textbook available in the library for an upper-level undergraduate course in corporate finance.
If necessary, supplemental course material will be distributed in class or posted on the course website.
1420_EB3_NI_IBT_S2_CCO_FIN_4745: IBT3 - FIN - COUNTRY RISK ANALYSIS
NUMBER OF HOURS: 30
SEMESTER: 2
INTERNATIONAL PROGRAMME: 4 ECTS
COURSE COORDINATOR: Milos VULANOVIC, milos.vulanovic@edhec.edu
COURSE OBJECTIVES
The course aims at providing students with a solid understanding of the concept, the historical perspectives, the theoretical
debates and methodologies of country risk analysis, in the global economic system. Country risk assessment deals with
economics, finance, politics, sociology, and history.
Students will learn that, as the new global economy raises the level of uncertainty and complexity for MNEs’ cross- border
strategy, country risk analysis has become an essential component of strategy decisions regarding export, investment,
partnership, mergers and acquisitions.
LEARNING OUTCOMES
After having taken this course, participants will be able to/are expected to know or understand (knowledge-based outcomes)
• LO1: Understand the multi-faceted dimensions of cross-border risk
• LO2: Know the different types of country risk and its impacts on a business
• LO3: Know the difference sources of risk, the range of risk-analysis methodologies, and their respective pros and
cons
• LO4: Understand how global country risk ratings are made
More specifically, participants should be able to (skill- and competency-based outcomes)
• LO5: Analyse the main sources of risks and opportunities arising from the growing integration of international
financial markets from the firm’s standpoint
• LO6: Analyse the country economic and financial risk using tools such as domestic economic variables, balance of
payment and economic and financial ratio analysis
• LO7: Evaluate the impact of purchase power parity and international Fisher effect on exchange rate
• LO8: Evaluate the country risk to a particular country
• LO9: Apply the tools to mitigate and manage country risk
PREREQUISITES
Macroeconomics, Basic Financial accounting and management
COURSE CONTENT
SESSION TOPIC
1 Introduction to country risk analysis: dimensions of cross-border risk
2 Economic and financial risk
3 Political risk and governance issues
4 Country risk analysis methodologies
5 Global country risk ratings
6 Country risk management techniques
TEACHING & LEARNING METHODS
This course is taught through a combination of lectures and individual exercises. Teaching methodology emphasizes a
practical approach.
15ASSESSMENT METHODS
ASSESSMENT TYPE % OF THE TOTAL MARK DURATION LEARNING OUTCOME EVALUATED
Participation and case 5
discussion
Group presentation 20
Midterm exam 25 1.5 HOURS
Final exam 50 2 HOURS
READING
Bouchet Michel Henry, Groslambert B., and Clark E, “Country Risk Assessment”, London: Wiley, 2003.
Wagner Daniel, “Managing Country Risk: A Practitioner’s Guide to Effective Cross-Border Risk Analysis, February 15, 2012 by
Productivity Press
1620_EB3_NI_IBT_S2_CCO_FIN_4746: IBT3 - FIN - INTERNATIONAL FINANCIAL
STATEMENT ANALYSIS
NUMBER OF HOURS: 30
SEMESTER: 2
INTERNATIONAL PROGRAMME: 4 ECTS
COURSE COORDINATOR + MAIL: Elie SALAMEH (Lille) & Moïse LOUISY LOUIS (Nice)
COURSE OBJECTIVES
The course first provides an overview of financial reporting, and the nature of financial statements. Tools and techniques
required to perform an analysis of financial statements will then be introduced. Major areas of financial statement analysis
will be discussed in detail. The course concludes with techniques useful for the evaluation of a firm’s financial reporting quality
LEARNING OUTCOMES
The aim of the course is to provide students with an advanced perspective on how to analyze, adjust and interpret financial
statement information in order to understand the economic reality underlying the firm. After having taken this course,
participants will:
• acquire the tools and techniques necessary to analyze major categories of assets, liabilities and equity within the
financial statements.
• learn how analytical adjustments to financial information provided by firms can affect financial ratio relationships
PREREQUISITES
Financial Accounting
COURSE CONTENT
SESSION TOPIC
1 Introduction - Financial Reporting Mechanics and Standards
2 Understanding Financial Statements
3 The Balance Sheet Reporting and Analysis
4 The Income Statement Reporting and Analysis
5 The Cash Flow Statement Reporting and Analysis
6 Credit Risk Analysis
7 Advanced Topics
8 Recap/Review
TEACHING & LEARNING METHODS
This course is taught through a combination of lectures, exercises and group assignment.
The written group assignment is designed to develop your ability to analyze the financial performance of a real firm using the
techniques that you have acquired in class.
ASSESSMENT METHODS
ASSESSMENT TYPE % OF THE TOTAL MARK DURATION LEARNING OUTCOME EVALUATED
Group Assignement 30
Inclass Midterm examination 20 2 Hours
Final examination 50 2 Hours
READING
Robinson, T. R., Henry, E., Pirie, W.L., and Broihahn, M. A., 2012, International Financial Statement Analysis, John Wiley &
Sons Inc., New Jersey
1720_EB3_NI_IBT_S2_CCO_MKG_3347: IBT3 - MKT - LUXURY INDUSTRY
NUMBER OF HOURS: 30
SEMESTER: 2
INTERNATIONAL PROGRAMME: 4 ECTS
COURSE COORDINATOR : Marie-Cécile CERVELLON, marie-cecile.cervellon@edhec.edu
COURSE OBJECTIVES
The Luxury industry encompasses a variety of different sectors from personal luxury goods (fashion, watches etc.) to luxury
cars, wine and spirits or luxury experiences. Most of these sectors enjoy steady growth (worldwide luxury growth 2017-2018
+5%, Bain and Co, 2017), driven by economic development and a taste of luxury bringing new customers to the sector in
emerging markets (Euromonitor International). Around the world, France is considered as a country of origin of reference in
this industry.
The course will provide students with a cultural, historical and economical overview of the luxury industry and will introduce
them to the specificities of luxury marketing.
LEARNING OUTCOMES
After having taken this course, participants will be able to (knowledge-based outcomes)
• Demonstrate an understanding of the complexity of the luxury industry (LO1)
• Analyse a Luxury Strategy using appropriate analytical models and tools (LO2)
• Identify the difference between luxury and mass market brand management (LO3)
More specifically, participants should be able to (skill- and competency-based outcomes)
• Engage in critical thinking and problem solving through cases and a marketing audit of a luxury brand (LO4)
• Demonstrate skill in working collaboratively in achieving shared objectives of a group (LO5)
PREREQUISITES
Prior understanding of the basic principles of marketing. Good writing and reading skills in English
COURSE CONTENT
SESSION TOPIC
1 Introduction to the concept of luxury and overview of the sector
2 The economy of luxury
3 Introduction to the luxury strategy
4 The specificities of a luxury strategy
5 Principles of luxury brand management
6 The demanding client
The new emerging segments
7 Elements of the marketing mix
8 Encapsulating knowledge
9 New trends in luxury
10 Conclusion and wrap-up
TEACHING & LEARNING METHODS
This course is taught through a combination of readings, lectures, case studies, discussions, and individual and team exercise.
Teaching methodology emphasizes a practical approach and real-world applications, as well as a focus on best business and
industry practices.
18ASSESSMENT METHODS
ASSESSMENT TYPE % OF THE TOTAL MARK DURATION LEARNING OUTCOME EVALUATED
Case studies (Team Work) 20 3h LO2, LO4, LO5
Luxury sector presentation (Team 20 30’ LO2, L04, LO5
Work)
Exam (Individual) 60 3h LO1, LO2
READING
Recommended reading: KAPFERER, J-N, BASTIEN, V., The Luxury Strategy: Break the Rules of Marketing to Build Luxury
Brands, Kogan Page
1920_EB3_NI_IBT_S2_CCO_MKG_4721: IBT3 - MKT - BRAND MANAGEMENT
NUMBER OF HOURS: 30
SEMESTER: SEMESTER 2
INTERNATIONAL PROGRAMME - 4 ECTS
COURSE COORDINATOR : Claude PECHEUX, claude.pecheux@edhec.edu
COURSE OBJECTIVES
• Introduce key issues in Brand Management
• Acquire a clear understanding of the brand personality, brand positioning and brand equity concepts
• Learn and apply key elements of crafting & driving brand equity
• Evaluate strategic decisions and decide on the most appropriate branding strategy and tactics to implement
LEARNING OUTCOMES
After having taken this course, participants will be able to:
• Comprehend brand development: from strategy to implementation
• Design appealing brand identities and value propositions
• Develop a pertinent brand strategy and strengthen brand equity
• Organize to manage effectively a brand and exploit market opportunities
PREREQUISITES
Marketing Management
COURSE CONTENT
SESSION TOPIC
1 Brand Positioning, Values and Identity
2 Build and Develop Brand Equity
3 Brand Portfolios
4 Brand Performance
TEACHING & LEARNING METHODS
Lectures, Case studies, Group Work
ASSESSMENT METHODS
ASSESSMENT TYPE % OF THE TOTAL MARK DURATION LEARNING OUTCOME EVALUATED
Participation 10
Team Work & case studies 30
Final exam 60 3 HOURS
READINGS
Keller, Kevin Lane. 2013. Strategic Brand Management: Building, Measuring and Managing Brand Equity. Global Edition.
Fourth edition. Pearson Education
2020_EB3_NI_IBT_S2_CCO_MKG_4747: IBT3 - MKT - DIGITAL MARKETING
NUMBER OF HOURS: 30
SEMESTER: SEMESTER 2
INTERNATIONAL PROGRAMME - 4 ECTS
COURSE COORDINATOR : Marie-Catherine MARS, marie-catherine.mars@edhec.edu
COURSE OBJECTIVES
This course is a graduate level, giving to the learner an overview about digital tools and information systems used nowadays.
The objective of the course is to complement the implementation of selected learning objectives in terms of knowledge, skills
and social competence as provided for using and implanting digital marketing strategies
LEARNING OUTCOMES
At the end of the course, the students will be able to:
• Understand challenges in digital marketing
• Apply methods for launching, analysing and evaluating digital strategies
• Understand how firms will use the power of this news tools in order to impact customer behaviors before, during
and after a consumption/ shopping experience.
PREREQUISITES
Some maturity and constructive critical mindset in looking carefully at fundamental issues is also needed for a better
understanding of major challenges in this sector. Background in marketing and strategy are well appreciated.
COURSE CONTENT
SESSION TOPIC
1 Digital marketing methods
2 Mobile marketing
3 Social media marketing
4 Omni-channel strategy
TEACHING & LEARNING METHODS
Lectures including multimodal presentations, Individual and group projects, Case studies, poster sessions
ASSESSMENT METHODS
ASSESSMENT TYPE % OF THE TOTAL DURATION LEARNING OUTCOME EVALUATED
MARK
Participation 10
Team Work & case studies 30
Final exam 60 3 HOURS
READINGS
Chaffey, D. (2015) Digital business and e-commerce management. 5th edition. Harlow, FT Prentice Hall. 5th edition available
on MyiLibrary.
Bratton, S. and Evans, D. (2012) Social media marketing: an hour a day. 2nd edition. Indianapolis, Wiley Publishing.
2120_EB3_NI_IBT_S2_MEN_MGT_5311: IBT3 – ENT - INTERNATIONAL
ENTREPRENEURSHIP
NUMBER OF HOURS: 30
SEMESTER: 2
INTERNATIONAL PROGRAMME: 4 ECTS
COURSE COORDINATOR : Charles LUMBERS
COURSE OBJECTIVES
This course introduces students to the concepts, tools and practices of entrepreneurship with a focus on lean start-up and
design thinking methodologies. As a highly interactive course, students spend time ideating, building and testing their
entrepreneurial ideas that create value for customers and/or society. The development of business models and revenue
models that underpin their proposition also forms part of the course.
LEARNING OUTCOMES
After having taken this course, students will be able to:
LO1 : Describe the entrepreneurship process and identify the particular practices, skills and resources needed to enact
that process
LO2 : Apply creativity techniques and tools in ideating and developing their entrepreneurial ideas
LO3 : Demonstrate entrepreneurial initiative using lean start-up and design thinking principles
LO4 : Design business models and revenue models appropriate to different global enterprise contexts
LO5 : Articulate their business idea to potential investors and other stakeholders
PREREQUISITES
As an integrative subject, students are expected to have a good knowledge of all business-related disciplines.
COURSE CONTENT
SESSION TOPIC
1 Introduction
2 The Entrepreneurship Process
3 Customer Empathy, Creativity and Ideation,
4 Identifying Customer Needs, Building the Value Proposition
5 Minimal Viable Product/Mock Ups
6 Business Model Design, Revenue Model Design
7 Pitching to Investors and Other Stakeholders
TEACHING & LEARNING METHODS
Lectures, class discussion, readings, role play, cases, group work, video clips and student presentations.
This course is highly interactive and practice-orientated, students are expected to actively participate in the learning/teaching
process.
ASSESSMENT METHODS
ASSESSMENT TYPE % OF THE TOTAL DURATION LEARNING OUTCOME EVALUATED
MARK
Individual assessment 50
Group Project report 30
Group Project presentation 20
22READING
Blank, Steve and Bob Dorf, The Startup Owner’s Manual: The Step-by-Step Guide for Building a Great Company.
Pescadero, CA: K & S Ranch Press, 2012.
Croll, A. and B. Yoskovitz. Lean Analytics: Use data to build a better start-up faster. USA: O'Reilly Media Inc., 2013.
Osterwalder, A. and Y. Pigneur. Business Model Generation. New Jersey. USA: John Wiley and Sons Inc., 2010.
Ries, E. The Lean Start-up. UK: Penguin, 2011
Scarborough, N. and J. Cornwall. Essentials of Entrepreneurship and Small Business Management. 8th ed.. USA:
Pearson, 2015.
Students should also familiarize themselves with web sites, Twitter and blog sites relevant to the lean start-up, design
thinking, entrepreneurship and corporate entrepreneurship.
2320_EB3_NI_IBT_S2_MEN_MGT_5172: IBT3 - ENT - DESIGN THINKING,
INNOVATION AND INTRAPRENEURSHIP
NUMBER OF HOURS: 30
SEMESTER :2
NUMBER OF CREDITS: 4 ECTS
COURSE COORDINATOR: Thibaud GANGLOFF
COURSE OBJECTIVES
This course introduces students to the concepts, tools and practices of design thinking, a human-centered approach to
innovation. Students will learn to use a design thinking methodology to create new products, services and processes of
economic and social value. The course is highly practice-oriented, hence most of the classes will be workshop based with
exercises, creativity techniques, reflections and experiments as the key teaching methodologies. Students will learn how to
use ethnographic research methodologies to understand user behaviour and to ideate and test design solutions to address
their needs.
LEARNING OUTCOMES
After having taken this course, students will be able to/are expected to know or understand:
LO1: Identify design challenges based on empathy and observation
LO2: Apply ethnographic research methodologies to understand user behavior, needs and desires
LO3: Ideate new ideas to solve design challenges
LO4: Test design solutions using techniques such as prototyping, storyboards and customer journey mapping
PREREQUISITES
As an integrative course, students are expected to have a good grounding in business-related subjects.
COURSE CONTENT
SESSION TOPIC
1 Overview of Design Thinking; Ethnographic Research Fundamentals
2 Data Analysis and Synthesis, Ideation
3 Prototyping, Testing and Experimentation, Customer Journey Mapping, Storyboards and Storytelling
TEACHING & LEARNING METHODS
Design thinking is a highly human – centered methodology used to identify new sources of value for organizations. Students
are expected to engage fully in design thinking classes which will involve working on live design challenges and sharing insights
in the development of new innovative solutions. This course is highly interactive and practice-orientated, students are
expected to actively participate in the learning/teaching process. Classes will consist of workshops, class discussion, user
observation, interviewing, readings, role play, group work, video clips and student in-class presentations.
ASSESSMENT METHODS
ASSESSMENT TYPE % OF THE TOTAL DURATION LEARNING OUTCOME EVALUATED
MARK
Individual assessment 50
Group Project report 50
Group Project Presentation 20%
24READING
Brown, Tim, Change by Design: How Design Thinking Transforms Organizations and Inspires Innovation. New York:
HarperCollins, 2009.
Curedale, R. Design Thinking: Process and Methods Manual (2nd Edition). Topanga, CA: Design Community College, 2016.
Kahneman, D. Thinking Fast and Slow. New York: FSG Books, 2013.
Neck, H. Neck, C. and Murray, E. Entrepreneurship: The Practice and Mindset. Los Angeles: Sage Publications, 2018.
Osterwalder, A. and Pigneur, Y. Business Model Generation, New Jersey: Wiley, 2010.
Trott, P. Innovation Management and New Product Development (5th Edition), Pearson Education Ltd: UK, 2012.
Students should also familiarize themselves with web sites, forums, Twitter and blog sites relevant to design thinking,
experimentation, user testing, interviewing and innovation
2520_EB3_NI_IBT_S2_CCO_MGT_5312: IBT3 - ENT - LEAN START-UP
NUMBER OF HOURS: 30
SEMESTER :2
NUMBER OF CREDITS: 4 ECTS
COURSE COORDINATOR: Tristan LAFFONTAS
COURSE OBJECTIVES
This course focuses on developing the skills and techniques of the lean start-up methodology. As a customer-focused
approach to product ideation and development, students will acquire in-depth knowledge of the iterative process of achieving
product-market fit. The course is highly practice-oriented, most of the classes will be workshop-based with exercises,
creativity techniques, reflections and experiments as the key teaching methodologies. Students will learn to build, test and
measure new opportunities quickly and successfully, using the lean start-up method which they can apply to any SME or
corporate context.
LEARNING OUTCOMES
After having taken this course, students will be able to/are expected to know or understand:
LO1: Formulate a value proposition for a business opportunity
LO2: Design and conduct customer discovery and solution interviewing
LO3: Build a minimal viable product to test ideas on customers
LO4: Apply the principles of pivot and persevere to a business opportunity
PREREQUISITES
As an integrative course, students are expected to have a good grounding in business-related subjects.
COURSE CONTENT
SESSION TOPIC
1 Overview of Lean Start-up Methodology, Customer Problem Identification
2 Formulating Value Propositions, Customer Discovery Interviewing
3 Minimal Viable Product (MVP) Prototyping Design and Testing, Solution Interviewing
4 Principles of Pivot and Persevere, Lean Metrics and Analytics Fundamentals
5 Lean Start-up Canvas, Poster Presentation of Lean Start-up Idea
TEACHING & LEARNING METHODS
The most effective way to understand the lean start-up methodology of venture creation is to practice it. This course is highly
interactive and practice-orientated, students are expected to actively participate in the learning/teaching process. Classes
will consist of workshops, class discussion, customer interviewing, readings, role play, group work, video clips and student
presentations.
ASSESSMENT METHODS
ASSESSMENT TYPE % OF THE TOTAL DURATION LEARNING OUTCOME EVALUATED
MARK
Individual assessment 50
Group Project report 30
Group Project presentation 20
26READING
Croll, A. and B. Yoskovitz. Lean Analytics: Use data to build a better start-up faster. USA: O'Reilly Media Inc., 2013
Olsen, D. The Lean Product Playbook – How to Innovate with Minimum Viable Products and Rapid Customer
Feedback. New Jersey: Wiley, 2015
Osterwalder, A. and Pigneur, Y. Business Model Generation, New Jersey: Wiley, 2010.
Ries, E. The Lean Start-up. UK: Penguin, 2011
Trott, P. Innovation Management and New Product Development (5th Edition), Pearson Education Ltd: UK, 2012
Scarborough, N. and J. Cornwall. Essentials of Entrepreneurship and Small Business Management. 8th ed. USA:
Pearson, 2015.
Students should also familiarize themselves with web sites, Twitter and blog sites relevant to lean start-up, entrepreneurship and
corporate entrepreneurship. AN
D PLAGIARISM RULES
Please refer to your Student Handbook with regard to plagiarism and falsification rules, the same rules will apply
for this course
2720_EB3_NI_IBT_S2_CCO_ANG_5316: BUSINESS ENGLISH
NUMBER OF HOURS: 30
SEMESTER: 2
INTERNATIONAL PROGRAMME: 3 ECTS
COURSE COORDINATOR + MAIL: Elizabeth DICKSON (Nice) elisabeth.dickson@edhec.edu - Monika GEBHART
(Lille) monika.gebhart@edhec.edu
COURSE OBJECTIVES
Use of economic and business English necessary in situations of international communication
Identifying the differences between written and spoken language
LEARNING OUTCOMES
At the end of this course, the student will be able to:
Participate in a debate on the subject prepared
Listen to audio files and debrief
Read press articles and debrief
PREREQUISITES
EDHEC BBA Courses 1 and 2
COURSE CONTENT
SESSION TOPIC
1-10 Increased knowledge of grammar and syntax
Increased vocabulary in trade and economics
Development of phonetic language and improved listening
Topics related to business, leadership, management, environmental issues, corporate
sponsorship, and business ethics, quality
TEACHING & LEARNING METHODS
Speaking: presentations on specific topics in the business world and synthesis of audio, video or writings
(articles, case studies...)
Listening to authentic documents: audio and video exercises
Writing: summary of business documents, writing reports, circulars and essays
Reading: reading comprehension exercices - skimming texts and articles
ASSESSMENT METHODS
ASSESSMENT TYEE % OF THE TOTAL DURATION LEARNING OUTCOME
MARK EVALUATED
Continuous Assessment 40 Several oral and Course topics I and II
written exams
throughout the
semester
Participation 20 Throughout the Active participation and
semester interaction in each course
Writing Assessment 20 30 minutes Essay on one of the course
topics
Final oral 20 10 minutes per Role-play in groups
student
READING
Course handouts will be provided in class
Online resources on Learning Platform
2820_EB3_NI_IBT_S2_LVX_LV2_GER_3297: LV2 GERMAN
NUMBER OF HOURS: 30
SEMESTER: 2
INTERNATIONAL PROGRAMME: ECTS 2
COURSE COORDINATOR + MAIL: Elizabeth DICKSON (Nice) elisabeth.dickson@edhec.edu - Monika GEBHART
(Lille) monika.gebhart@edhec.edu
COURSE OBJECTIVES
Economic and business German
To adapt the German language to genuine professional situations
LEARNING OUTCOMES
At the end of this course, the student must be able to:
Read articles from the printed press or the press online and sum them up
Listen to recorded documents and make a returned account of it
View videos of company and make a report of it
Take part in a debate or a fixed topic
Analyze statistics and figures
Analyze a situation and work out a strategy in response to new elements
Linguistic and grammatical part: vocabulary connected to the socio-economic world – Link words – phrasal verbs,
subjunctive 1 and 2.
PREREQUISITES
Lexical and grammatical notions of year 1 and 2
COURSE CONTENT
SESSION TOPIC
1-10 Economic geography of German speaking countries (Lichtenstein, Switzerland, Austria,
Luxemburg), the product and how to communicate about it, distribution channels,
electronic trade Outsourcing, Internal communication (email, note-taking ,…), business
correspondence, delay in delivery, follow up of customers, after-sales service, socio-
economic current events, prepare and plan a stay abroad, meet customers and
convince them
TEACHING & LEARNING METHODS
How to express one’s standpoint
How to express oneself orally
Case studies
How to exploit recorded documents
Role plays
ASSESSMENT METHODS
ASSESSMENT TYEE % OF THE TOTAL DURATION LEARNING OUTCOME
MARK EVALUATED
Continuous Assessment 40 Several oral and Course topics I and II
written exams
throughout the
semester
Participation 20 Throughout the Active participation and
semester interaction in each course
Writing Assessment 20 30 minutes Essay on one of the course
topics
Final oral 20 10 minutes per Role-play in groups
student
29READING
Course book
Online ressources on Learning Platform
3020_EB3_NI_IBT_S2_LVX_LV2_SPA_3298 : LV2 BUSINESS SPANISH
NUMBER OF HOURS: 30
SEMESTER: 2
INTERNATIONAL PROGRAMME: ECTS 2
COURSE COORDINATOR + MAIL: Elizabeth DICKSON (Nice) elisabeth.dickson@edhec.edu - Monika GEBHART
(Lille) monika.gebhart@edhec.edu
COURSE OBJECTIVES
Understanding the economic and sociopolitical reality of Spain today
LEARNING OUTCOMES
At the end of this course, the student will be able to:
Debate on a topical issue,
Write and synthesize journalistic information,
Justify and give arguments concerning his/her opinion,
Find information on the Internet concerning a Spanish company & sectors,
Present the most interesting aspects of a Spanish company,
Talk about a professional or academic experience and appreciate the positive and negative aspects,
Compare the Spanish economic situation with the French sectors,
Read and comment on a graph,
Prepare and present a tourism project to convince potential investors.
PREREQUISITES
Courses BBA 1 & 2
COURSE CONTENT
SESSION TOPIC
1-10 I Products and services
Spanish companies by sector (services, financial services, capital goods, construction,
communication, energy)
Examples of Spanish companies in the sectors studied
The Spanish stock exchange (IBEX 35)
The study of graphs
II Spanish news through print and audiovisual
TEACHING & LEARNING METHODS
Simulation, press review
Group work, role play
Case Study
ASSESSMENT METHODS
ASSESSMENT TYEE % OF THE TOTAL DURATION LEARNING OUTCOME
MARK EVALUATED
Continuous Assessment 40 Several oral and Course topics I and II
written exams
throughout the
semester
Participation 20 Throughout the Active participation and
semester interaction in each course
Writing Assessment 20 30 minutes Essay on one of the course
topics
Final oral 20 10 minutes per Role-play in groups
student
31READING
Coursebook
Ressources on Learning Platform
Once a week one Spanish newspaper or Internet.
Introducción a la economía española, R. Tamames y A. Rueda.
http://bib.cervantesvirtual.com/portal/signos/linguistica/gcelse/swf/leccion03.swf
http://www.todo-claro.com/c_index.php "Free Spanish Exercises for beginners, intermediate and advanced
students."
http://pot-pourri.fltr.ucl.ac.be/gra/default.htm Gram@clicando: Free Spanish exercises.
http://www.bbc.co.uk/mundo/: Written and audiovisuals news from Hispanic countries.
3220_EB3_NI_IBT_S2_LVX_LV2_ITA_3299: LV2 BUSINESS ITALIAN
NUMBER OF HOURS: 30
SEMESTER: 2
INTERNATIONAL PROGRAMME: 2 ECTS
COURSE COORDINATOR + MAIL: Elizabeth DICKSON (Nice) elisabeth.dickson@edhec.edu - Monika GEBHART
(Lille) monika.gebhart@edhec.edu
COURSE OBJECTIVES
Use and development of economic and business Italian
Furthering of grammatical and syntactical knowledge
LEARNING OUTCOMES
By the end of the course, the student will be capable of:
Understanding texts and videos of average difficulty concerning economic events in Italy
Welcome the clientele during a fair, present a company and its evolution, emphasizing the advantages of its
products
Complaining or answering complaints during a phone conversation, expressing opinions
Reading and understanding texts and documents relative to the financial and banking sectors
Presenting and selling financial products
PREREQUISITES
To be able to speak about economic subjects with a degree of spontaneity and ease Knowledge of Italian culture
from a social, historic and economic viewpoint
COURSE CONTENT
SESSION TOPIC
1-10 Italian current affairs through the both audiovisual and printed media
Presenting the company at trade fairs, presentation and sale of a product
Financial services banking and investments
Discovery of the tertiary sector
TEACHING & LEARNING METHODS
Debates, studies of press articles, presentations in group,role plays, audio-video laboratory
ASSESSMENT METHODS
ASSESSMENT TYEE % OF THE TOTAL DURATION LEARNING OUTCOME
MARK EVALUATED
Continuous Assessment 40 Several oral and Course topics I and II
written exams
throughout the
semester
Participation 20 Throughout the Active participation and
semester interaction in each course
Writing Assessment 20 30 minutes Essay on one of the course
topics
Final oral 20 10 minutes per Role-play in groups
student
READING
Course book
Online resources on Learning Platform
Web sites of the Italian pres
3320_EB3_NI_IBT_S2_OPT_HUM_3455: CONTEMPORARY FRENCH BUSINESS
AND SOCIETY
NUMBER OF HOURS: 30
SEMESTER: 2
INTERNATIONAL PROGRAMME: 5 ECTS
COURSE COORDINATOR + MAIL: Anne WITTE (anne.witte@edhec.edu)
COURSE OBJECTIVES
This course has been created for international students studying in France for one year or one semester. It introduces them
to key social, cultural and economic indicators of French society including a glimpse at corporate best practices, areas of
excellence and a critical view of performance.
A weekly review of current issues allows students to get their bearings in their socio-cultural surroundings. Product legends
will be studied to give students the opportunity to get a glimpse into everyday life and to make the “French experience”.
Behavioural tendencies linked to underlying cultural values of the French society will be surfaced to allow students to better
understand what can be called the French mindset.
LEARNING OUTCOMES
After having taken this course, participants will be able to
identify the key cultural features of contemporary French society with a particular focus on its values.
give examples of large French corporations and compare them with international competitors.
analyse key themes of French opportunity and threats, particularly those related to society and culture.
develop an understanding of the city of the multicultural heritage.
PREREQUISITES
Junior year of Bachelor, General management, strategy & marketing knowledge, proficiency in advanced use of data research.
COURSE CONTENT
SESSION TOPIC
1 France: an overview
2 The main cultural frames in France
3 A brief historical overview
4 French society today
5 Public & private corporation of France
6 International relations and treaties
7 Consumer habits and legend products
8 Negotiation and relationships
9 Doing business in France
TEACHING & LEARNING METHODS
Course lectures, Case Studies, Project Work, Preliminary Reading
ASSESSMENT METHODS
ASSESSMENT TYEE % OF THE TOTAL DURATION LEARNING OUTCOME
MARK EVALUATED
Class participation 25% /
Group work 25% /
Final exam 50% 2h
READING
Stovall, Tyler Edward, Mark, Linda (2015) Transnational France : The Modern History of a Universal Nation. Boulder: Westview Press.
3420_EB0_NI_IBT_S2_LVX_LV2_FLE_3511: FRENCH FOR BEGINNERS FOR
VISITING STUDENTS S2
NUMBER OF HOURS: 30
SEMESTER: 2
INTERNATIONAL PROGRAMME: 5 ECTS
COURSE COORDINATOR + MAIL: Isabelle TREVIS (Nice) / Lucie BENAGROUBA (Lille)
lucie.benagrouba@edhec.edu
OBJECTIFS DU COURSE OBJECTIVES
To use the fundamental structures of standard French
To acquire basic French vocabulary
To acquire cultural knowledge so as to better apprehend the French speaking word
To be able to use the French language in daily life
LEARNING OUTCOMES
After having taken this course, participants will be able to/are expected to know or understand (knowledge-based outcomes)
Have a better understanding of the area they are going to live in and French culture.
More specifically, participants should be able to (skill- and competency-based outcomes)
Communicate using daily life expressions and basic sentences in elementary French.
PREREQUISITES
l
This course is aimed at complete beginners.
COURSE CONTENT
SESSION TOPIC
1 Talk about myself (1) /introduce myself
2 Talk about myself (2) / Hobbies
3 Talk about myself (3) / talk about your physical state
4 To buy (1) / Food
5 To buy (2) / Clothes
6 To buy (3) / In a bank
7 Locate myself into time and space (1) / Date and hour
8 Locate myself into time and space (2) / France geography and directions
9 Locate myself into time and space (3) / To talk about a trip done or to do
10 Describe a place/ Introduce my home town or my home country.
TEACHING & LEARNING METHODS
l Listening
l Applied exercises both spoken and written, individual and in groups
l Role playing
l Grammar and vocabulary exercises as needed
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