NORMANDY INTERNATIONAL SUMMER SCHOOL 2020 - SYLLABUS - Campus Caen
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NORMANDY INTERNATIONAL
SUMMER SCHOOL 2020
Campus Caen
SYLLABUS
Academic year 2019/2020NORMANDY INTERNATIONAL
SUMMER SCHOOL 2020
INTRODUCTION
EM NORMANDIE BUSINESS SCHOOL
Founded in 1871, EM Normandie Business School is one of the oldest-established Grandes Ecoles de Management
and has 4,500 students on five campuses based in Caen, Le Havre, Paris (France), Oxford (UK) and Dublin (Ireland).
The Business School has more than 18,500 Alumni.
It is a Member School of the Chapitre des Ecoles de Management of the French Conférence des Grandes Ecoles. It is
accredited by the French Ministère de l’Education Nationale, de l’Enseignement Supérieur et de la Recherche to
award the French Grade de Master. EM Normandie Business School also benefits from EQUIS, AACSB accreditations
and is ranked in FT and QS
SHORT-TERM PROGRAMMES
At EM Normandie we have more than 20 years of experience in running short-term programmes for undergraduate,
graduate and post graduate students. Our short-term programmes combine academic input and corporate /
cultural excursions so participating students benefit from a unique experience of business and culture in France
/ Europe. In addition students may obtain ECTS credits.
The academic input can be based on themes such as Business Practices, Intercultural Management,
Entrepreneurship, Logistics and Marketing… with a focus on France / Europe. In addition, visits are organized to
relevant companies and institutions as well as to sites of cultural interest.
INFORMATION
Additional information about this programme and other programmes offered by the EM Normandie Business School
may be obtained from the following contacts:
International Development
Séverine GROULT
International Development Manager – Europe & Short-Term Programmes
short-term@em-normandie.fr ; sgroult@em-normandie.fr
Laurence BOITEUX
Director of International Development
lboiteux@em-normandie.fr
2NORMANDY INTERNATIONAL
SUMMER SCHOOL 2020
OVERALL STRUCTURE
To offer flexibility in terms of dates and courses, the NORMANDY INTERNATIONAL SUMMER SCHOOL proposes two
study sessions of 2 weeks each within the period of 25 June to 25 July 2020.
Students can join the NORMANDY INTERNATIONAL SUMMER SCHOOL for:
- 2 weeks
o Session A from 25 June to 11 July
o or Session B from 9 to 25 July
- or 4 weeks
o Sessions A and B from 25 June to 25 July 2020
They will select one course of 6 ECTS per 2-week session - so for one month, two courses for 12 ECTS.
In addition to the academic insight, the NORMANDY INTERNATIONAL SUMMER SCHOOL includes business visits,
cultural excursions incl. Paris, social events as well as services to help students integrate and orientate.
SESSIONS Session A Session B
Dates 25 June to 11 July 2020 9 to 25 July 2020
List of courses Select 1 course of 6 ECTS 1 course of 6 ECTS
Course of 30 class hours Global Marketing Fashion & Luxury Brand Management
+ self-study time Cross-Cultural Management & Cross-Cultural Negotiation Skills &
(1 hour = 60 min)
Intercultural Competences Leadership
Business start-up Strategy Design, a contemporary approach
to strategic marketing
Most classes are scheduled in the morning / most activities take place in the afternoon.
Single trip to Paris 11 July - Make the most of your free time until July 14 French National Day
COURSES SYLLABI
Syllabi of courses follow hereafter. Please refer to the indicated pages.
Session A - Select 1 course of 6 ECTS Session B - Select 1 course of 6 ECTS
Page 4 Global Marketing Page 10 Fashion & Luxury Brand Management
Page 6 Cross-Cultural Management & Intercultural Page 12 Cross-Cultural Negotiation Skills & Leadership
Competences Page 15 Strategy Design, a contemporary approach to
Page 8 Business start-up strategic marketing
All course inputs will be delivered in English.
3NORMANDY INTERNATIONAL
SUMMER SCHOOL 2020
SESSION A – SYLLABUS – GLOBAL MARKETING
COURSE TITLE GLOBAL MARKETING ECTS credits 6
Level of studies Undergraduate Language English
Class Hours
Workload 30 + Independent learning hours
(1h = 60 min)
Professor MaxMikael Wilde Björling
Senior Lecturer at Linnaeus School of Business and Economics, Linnaeus University
Visiting professor at EM Normandie Business School
maxmikael.bjorling@lnu.se
Pre-requisite(s) N/A
for attending the course
Learning goal(s) To be equipped with efficient business skills
To be entrepreneurially-minded
To be open to cross-cultural perspectives
Learning objective(s) To define and analyse a marketing plan
To understand the environment of a company whatever the activity sector
To do a global analysis of the firm and its environment
The overall objective of the course is to give a global perspective on Marketing issues in general and
especially in marketing planning in a global context.
Important parts of the course include: the marketing management process, marketing as a cross-
functional process, the need for and use of information in marketing, marketing in theory and in
practice, marketing in the light of business ethics, and marketing in view of current market
characteristics.
The course will also provide examples of themes in the contemporary marketing discourse, i.e.
Digital Marketing, Customer Experience Management and Sensory Marketing.
Learning outcome(s) To define a marketing strategy
To avoid the effects of rough stereotypes in his/her description of an interaction with
people of other cultures
To know the advantages, limits and impacts of the different corporate strategies &
choose the most appropriate one
Knowledge and understanding
Demonstrate knowledge of what marketing management means in practice; including that
marketing is a company-spanning process in a global context.
Skills and abilities
Analyse marketing problems from a global business perspective.
Judgement and approach
Conceptualise a market offer for the international market from the company's and consumer's
perspective
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Course description The course is divided into four broader topics:
1. Overview of Global Marketing
2. The environment of Global marketing
3. Strategies for Global Marketing
4. The Marketing mix in Global marketing
The course includes lectures and seminars. Problem-based learning is emphasised. Students are
expected to plan and take responsibility for self-studies, including reading assigned course texts
provided in class and completing group assignments.
The course is furthermore based on case-discussions and a student-led intercultural group-project
in the form of a marketing plan for a company entering a new international market.
Teaching Material Keegan, W.J. & Green M.C. (2017), Global Marketing, global edition, 9th ed. Pearson Higher
education, ISBN-10: 1292150769 • ISBN-13: 97812921507
Evaluation criteria Continuous assessment: 40% Final assessment: 60%
Active participation in class and seminar Group project presentation (30%) Individual
discussions (20%), written exam (multiple choice) paper (30%)
(20%)
Recommended readings Various scientific articles TBD
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SESSION A – SYLLABUS – CROSS-CULTURAL MANAGEMENT AND INTERCULTURAL COMPETENCES
CROSS-CULTURAL MANAGEMENT
COURSE TITLE ECTS credits 6
AND INTERCULTURAL COMPETENCES
Level of studies Undergraduate, Graduate Language English
Class Hours
Workload 30 + Independent learning hours
(1h = 60 min)
Professors Raya Nunez Mahdi M.A, rayanunez@ziggo.nl
Carlos Vicente Nunez M.Sc., cvnunez@ziggo.nl
Visiting professors at EM Normandie Business School
Pre-requisite(s) N/A
for attending the course
Learning goal(s) To be entrepreneurially-minded
To be open to cross-cultural perspectives
Cultural self-awareness and cultural competence
Intercultural Sensitivity
Competence in managing diversity and inclusiveness.
Learning objective(s) To develop open-mindedness
To demonstrate the ability to collaborate effectively
To work in a cross-cultural environment
By the end of this course, participants are able to:
recognise the impact of culture on communication and
management in highly diverse teams,
describe cultural concepts and dimensions non-evaluatively,
identify their own cultural norms and values, and realise that they are not universal,
demonstrate curiosity about other cultural norms and values,
embrace the advantage of diversity,
switch perspectives when analysing an event (Practice “frame-of-reference-shifting”)
formulate and implement action plans for managing highly effective multicultural and diverse
teams.
Learning outcome(s) To be open to others
To solicit and integrate diverse viewpoints
To avoid the effects of rough stereotypes in his/her description of an interaction with people of
other cultures
To display interest in his/her counterpart’s culture
By the end of this course, participants are able to:
High CQ - Cultural Intelligence.
Excellence in intercultural knowledge, skills, attitudes and behaviour.
Course description Contents:
Definitions of culture
Cultural Key Concepts by Hall
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Variations in Cultural Values by Kluckhohn & Strodtbeck
Six Dimension Model by Hofstede
How to achieve Cultural Synergy in diverse teams
Intercultural Sensitivity Model by J. and M. Bennet
Methods:
Short interactive lectures, class discussions, hands-on workshops, assignments, films, students’
presentations.
Teaching Material Nunez, C., Nunez Mahdi, R., Popma, L. (2017) Intercultural Sensitivity. Van Gorcum Publishers, Assen,
the Netherlands - Chapters 1,2,3,4,5,6 and 7.
Evaluation criteria Continuous assessment: 50% Final assessment:50%
- Individual cultural awareness assignment - Cultural Basic Assumptions group assignment
- Individual Culture-shock assignment - Cultural synergy group assignment
- Intercultural Sensitivity (pass-fail)
Recommended readings See teaching materials and
https://geerthofstede.com/landing-page/
https://www.hofstede-insights.com/product/compare-countries/
https://www.youtube.com/watch?v=6vKRFH2Wm6Y
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SESSION A – SYLLABUS – BUSINESS START-UP
COURSE TITLE BUSINESS START-UP ECTS credits 6
Level of studies Undergraduate, Graduate Language English
Class Hours
Workload 30 + Independent learning hours
(1h = 60 min)
Professor Jean-Philippe Derout
Head of the Entrepreneurship Institute InsIDE at EM Normandie Business School
jpderout@em-normandie.fr
Pre-requisite(s) No pre-requisite is required, except being open-minded, motivated and eager to learn.
for attending the course
Learning goal(s) To be equipped with efficient business skills
To be entrepreneurially-minded
To be a project manager with a strategic overview
Learning objective(s) To define and analyse a marketing plan
To identify the appropriate methodology to solve a problem
To do a global analysis of the firm and its environment
To make relevant strategic recommendations
This course is designed to develop creativity and problem-solving skills while working on a new
venture creation in groups. It will also offer an opportunity to meet with French entrepreneurs and
actors of the ecosystem and gain a set of extra skills in prototyping and presentation.
Gain insight of the entrepreneurial mindsets and methods
Understand the thinking and action necessary to bring an idea to life
Lean how to analyze the feasibility of an idea
Produce a feasibility study on a new potential venture (targets, market, business model,
launch and funding strategy)
Understand the startup ecosystems and its actors.
Learning outcome(s) To define a marketing strategy
To diagnose a situation
To analyse one’s company’s positioning within its environment
To know the advantages, limits and impacts of the different corporate strategies & choose the
most appropriate one
At the end of the program, participants will be able:
to understand the start-up ecosystem
to find and analyse the feasibility of a new venture creation
to pitch it
Course description Entrepreneurship 101
Discover the entrepreneur’s ecosystem as well as the mindset and tools to get started
Visit of a French startup and meet guest-speakers (entrepreneurs)
Meet the French startup ecosystem and entrepreneurs.
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Design Thinking & Business Models
Learn how to find, test and validate a new venture creation idea with a pro-active, user and
customer centric approach.
Prototyping
Discover how to elaborate and create your first digital prototype.
Funding strategy and financial planning
How to create preliminary budget and financial forecast. Discover the different ways to finance
your startup.
The art of pitch
Learn how to present simply and effectively your business startup project.
Visit of the ecosystem
Meet entrepreneurs and actors of the ecosystem (co-working, incubators, startups…)
Pitch in front of other entrepreneurs
Present the project you worked on in front of entrepreneurs and new venture creation
experts.
Teaching Material Group works
Visit of startups and innovation centers
Business game and case studies
Evaluation criteria Continuous assessment: 40% Final assessment: 60%
Attendance (10%) Pitch (30%) in groups Written Business Plan in groups
Recommended readings Lean Startup – Eric Ries - 2008
Running Lean - Ash Maurya - 2010
Start with Why - Simon Sinek - 2009
Zero to One - Peter Thiel, Blake Masters - 2014
9NORMANDY INTERNATIONAL
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SESSION B – SYLLABUS – FASHION AND LUXURY BRAND MANAGEMENT
COURSE TITLE FASHION AND LUXURY BRAND MANAGEMENT ECTS credits 6
Level of studies Undergraduate, Graduate Language English
Class Hours
Workload 30 + Independent learning hours
(1h = 60 min)
Professor Sébastien GIRARD
MBA of Institut Français de la Mode (IFM), MBA from ESSEC, a PGCERT (Post Graduate Certificate)
in Higher Education, Master Black Belt Six Sigma certification
Consultant, lecturer in Executive MBA/Masters/Bachelor programmes in Fashion and Business
Schools, expert in Instagram and Iconic matter
Creator of Icon-Icon* and of the webzine www.icon-icon.com et @iconiconmedia focused on iconic
matter, author of #INSTAGRAMMING, L’Art de développer une Marque de Luxe sur Instagram
Pre-requisite(s) Pre-reading(s) listed hereafter – Please do the pre-reading(s) prior to attending this course and
for attending the course consult/start reading the recommended ones.
Learning goal(s) To be equipped with efficient business skills
To be a project manager with a strategic overview
Learning objective(s) To define and analyse a marketing plan
To use information technology tools
To do a global analysis of the firm and its environment
To make relevant strategic recommendations
Understand what is a brand identity (aesthetics/codes, narratives, values).
Explain what is a creative director in the fashion luxury sector, a designer in watches & jewelry,
“nez”, chef de cave, etc.
Understand why these different types of creators are so important in the luxury industry.
Explain how these creators create value for a fashion brand (branding & 4P’s).
Distinguish the role of a creator creating ex-nihilo a brand versus perpetuating a brand.
Understand brand architecture & notions of line and brand extensions.
Understand management of 4P’s in luxury inc; 360° experience based marketing
Learning outcome(s) To define a marketing strategy
To master oral and written presentation tools
To analyse one’s company’s positioning within its environment
To know the advantages, limits and impacts of the different corporate strategies & choose the
most appropriate one
Knowledge
Understand the key levers of fashion and luxury brand management.
Analyse fashion and luxury brand identity.
Understand brand architecture concept and line/brand extensions.
Review management of fashion and luxury brand management, both at identity and 4P’s level.
Understand 360° consumer touch points & luxury experience-based marketing.
Understand the importance of digital in luxury.
Ability to implement ideas to reinvent an iconic product.
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Ability to implement promotion ideas for an iconic product.
Elaborate ideas connecting to brand identity to fashion and luxury brand management
imperatives.
Skills
Attention to detail: critical observation.
Problem solving: analysis.
Interpersonal skills: positive reinforcement, empathy.
Communication: clarity, verbal communication.
Creativity: divergent thinking, innovation.
Course description This course is focusing on understanding fashion & luxury brand management.
Starting from brand identity, brand codes in particular as well as brand narratives and brand
values, we will embark on a journey to understand how artistic directors / designers / leaders
create and/or reinforce brand identity as well as creating and managing key products.
It also explains how artistic directors, designers, “nez”, etc. manage brand and value creation with
product, price, place and promotion.
Students will be exposed to key levers of fashion and luxury brand management to critically
evaluate & recommend a reinvention of an iconic product whether it is in Fashion, Accessories,
Perfumes, Beauty, Watches, Jewelry, Wines & Sprits and Palaces.
This course will also touch on how social medias, Instagram in particular, are redefining brand &
marketing mix communication in a luxury brand context.
Brands discussed will include Chanel, Gucci, Dior, Vuitton, Hermès, YSL, Chloé, Jacquemus,
Omega, Rolex, Valentino, Guerlain, Veuve Clicquot, Dom Pérignon, Chateau Yquem, Hôtel Ritz
Paris, Hôtel Crillon, Plaza Athénée, etc.
Teaching Material Pre-reading: The Luxury Strategy: Break the Rules of Marketing to Build Luxury Brands by Jean-
Noel Kapferer and Vincent Bastien (2012) Second Edition, Kogan Page
Fashion articles (sep 2019) from www.vogue.com, www.madamefigaro.fr, www.icon-icon.com
Iconostories on @sebastienxiconicon
Evaluation criteria Continuous assessment: 40% Final assessment: 60%
Case studies Group work and presentation
Recommended readings The New Strategic Brand Management: Advanced Insights and Strategic Thinking (New Strategic
Brand Management: Creating & Sustaining Brand Equity) by Jean-Noel Kapferer (2012) Fifth
Edition edition, Kogan Page
J. JIM, The Experience Effect : Engage Your Customers with a Consistent and Memorable Brand
Experience. Auteur: Joseph, Jim. Editeur: Amacom (2010)
Aaker, D.A. (2011). Building strong brands, Simon & Schuster UK Ltd
Chevalier, M. and Mazzalovo, G. (2012) Luxury brand management. A world of privilege.
Singapore: Wiley http://www.forbes.com/sites/kimwinser/2013/07/09/why-do-luxury-brands-
need-high-profile-creative-directors/
11NORMANDY INTERNATIONAL
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SESSION B – SYLLABUS – CROSS-CULTURAL NEGOTIATION SKILLS AND LEADERSHIP
CROSS-CULTURAL NEGOTIATION SKILLS
COURSE TITLE ECTS credits 6
AND LEADERSHIP
Level of studies Undergraduate, Graduate Language English
Class Hours
Workload 30 + Independent learning hours
(1h = 60 min)
Professor Maurice LANGLOIS, MBA Insead, DEA Dauphine, mlanglois@em-normandie.fr
Visiting professor at EM Normandie Business School
Consultant AKTEOS (Cross Cultural training Cy)
Pre-requisite(s) HOFSTEDE G. (2001), Culture's consequences: comparing values, behaviours, institutions and
for attending the course organizations across nations, Sage Publishing.
TROMPENAARS F. HAMPDEN-TURNER C. (1998), Riding the waves of culture: understanding
cultural diversity in global business, Mc Graw Hill.
HALL E.T. and HALL M.R. (1990), Understanding cultural differences: keys to success in West
Germany, France, and the United States, Intercultural Press
Learning goal(s) To be equipped with efficient business skills
To be entrepreneurially-minded
To be open to cross-cultural perspectives
Develop students’ personal skills in negotiation and communication in cross-cultural
situations
Present students with the current state of the art technologies that support negotiations
online.
Give the students the ability to evaluate the strategic leadership of top managers.
Learning objective(s) To apply knowledge in order to meet the expectations of the professional world
To demonstrate the ability to collaborate effectively
To improve leadership skills
To work in a cross-cultural environment
Equip students with the theoretical and practical knowledge of what is implied during a
negotiation in a cross-cultural context
Apply critical thinking, analysis, interpretation, and reflection to assess, analyze, and gain the
negotiating skills necessary to meet the challenges facing today’s executives.
Gain a better understanding of bargaining and conflict relationships—and to learn (through
class and self-assessment) about the student’s own individual bargaining style.
Learning outcome(s) To solve in a team an advanced professional issue
To solicit and integrate diverse viewpoints
To display personal emotional intelligence
To avoid the effects of rough stereotypes in his/her description of an interaction with people
of other cultures
After completing of this module, students should…
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Understand the fundamental nature of conflict and negotiation, to identify the factors that
distinguish international from domestic negotiations, and to identify the challenges that are
inherent in international negotiation.
Have and develop an awareness of the pervasive and hidden influence of culture on
behaviour, particularly with respect to management philosophies and managerial practices
Appreciate different strategies of negotiation in cross-cultural situations
Master the techniques and have developed his/her control of his/her written, oral and non-
verbal language during negotiation
Understand online cultures and communication styles
Course description Negotiating Globally
Lectures & discussions:
- Golden rules of a negotiation: basic principles
- Key points of a negotiation (Behaviour models, Styles, Tactics)
- Negotiation and Management styles and traits (USA versus China)
Teamwork & presentations:
- Global negotiations in diverse countries to select
- Application of cross-cultural negotiations (Business negotiations)
Role plays:
- Business cases in teams & Final Simulation game (specific instructions sent to
students few days before for a group preparation paper and the face to face
negotiation – an individual debrief paper is requested few days after)
Leadership
After a short presentation of the case "D-Day invasion" you will be invited in little groups of 3/4
students to discuss and evaluate the strategic leadership of the General Eisenhower.
The document called "Strategic leadership skills" from HBR (Harvard Business Review) will be the
support for the discussion and the debate.
Teaching Material Interactive lectures, class discussion, simulation games, case studies, handouts
The lecturing methods are based on a maximum amount of practice and a minimum of externally
developed knowledge.
The course has to be very dynamic and offer as many possibilities as possible to students to apply
their way of negotiating.
Comments and professional experience of the lecturer will help students to develop self-opinion
and critical sense.
- Analysis of practical case studies: group presentation, analysis and debate.
- Stimulation of interactivity between lecturer and students; multinational backgrounds represent
a further valuable benefit.
- Lectures
- Role play
Evaluation criteria Continuous assessment: 40 % Final assessment: 60%
Type: Participation & Quality of presentations Type: Group preparation paper, Result of the
Role play & individual debrief paper
13NORMANDY INTERNATIONAL
SUMMER SCHOOL 2020
Recommended readings J.M. BRETT – Negotiating Globally, Jossey-Bass – New edition - 2007
R. FISHER & W.URY – Getting to Yes – Random House Business Books
STEVE GATES – The Negotiation book - 2nd edition – Capstone 2016
LOTHAR KATZ - Negotiating International Business – 2008
HARVARD BUSINESS REVIEW: Strategic leadership skills (2013) and case “D Day Invasion”
All additional readings will be done through class handouts from the instructor in the form of
professional journal articles, academic narratives and case studies
Additional online resources will be identified during the lectures.
14NORMANDY INTERNATIONAL
SUMMER SCHOOL 2020
SESSION B – SYLLABUS – STRATEGY DESIGN, A CONTEMPORARY APPROACH TO STRATEGIC
MARKETING
STRATEGY DESIGN, A CONTEMPORARY APPROACH TO
COURSE TITLE ECTS credits 6
STRATEGIC MARKETING
Level of studies Advanced Undergraduate, Graduate Language English
Class Hours
Workload 30 + Independent learning hours
(1h = 60 min)
Professor Drs. Robert de Bruijn, MBA
Affiliated to the HU University of Applied Sciences, Utrecht
Affiliated to Path Institute for Management
robert.debruijn@path.institute
Pre-requisite(s) Prior courses in marketing will be useful but are not essential.
for attending the course Primarily we expect you to be open to trying.
Learning goal(s) To be equipped with efficient business skills
To be entrepreneurially-minded
✔ Critically evaluate the creation of customer value by a business.
✔ Work in a team to achieve the best solution, not the compromise solution.
✔ Gain working familiarity with the use of visual strategy design methods and tools.
✔ Understand disruptive innovation theory and the challenges for managing disruptive change.
✔ Understands the process of strategy design as change leadership.
Learning objective(s) To apply appropriate financial skills
To define and analyse a marketing plan
To understand the environment of a company whatever the activity sector
To demonstrate the ability to collaborate effectively
✔ Can correctly work with business model canvas and value proposition canvas.
✔ Can correctly work with Strategy Maps (Critical Success Factors).
✔ Is familiar and can apply customer jobs-to-be-done theory.
✔ Understand core elements of Blue Ocean Strategy.
✔ Understand core elements of Value Disciplines.
✔ Understand the core elements of Human Centered Design Thinking and Strategy Design
methodologies.
Learning outcome(s) To realize a financial analysis
To define a marketing strategy
To find the right information, describe and analyse the environment of a company whatever
the sector is
To work collectively
✔ Has a working knowledge of the tools of strategy design.
✔ Embraces a mindset of experimentation. Understands that settling on first ideas risks the
possibility of missing potential that can only be discovered by prototyping and testing
different alternatives.
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✔ Is able to facilitate a group in business model generation sessions.
Course description The course uses a case study to immerse students in the context of a company struggling to
compete with a new wave of competitors. The program challenges students to solve the struggle
of strategic transformation of the company, in a team, using business model generation and
strategy design methods. The team takes the role of employees in the company.
Course contact is in the form of worklabs and pop-up lectures during worklabs that add
knowledge and insight into the use of strategy design tools and theory in the worklab.
Each day will take you a step closer to formulating an appropriate business transformation
response by tackling a new mission. Missions such as: Unbundle the business model, Establish a
Point of View, Freshwatch industry leaders & disruptors, Understand the Critical Success Factors of
value, Identify customer jobs, pains & gains, Study the industry context, and Map current value
propositions.
Complete each mission successfully and acquire the necessary knowledge, skills, and insight
along the way for the final mission: to convince the CEO and Marketing Director of your
transformation strategy for the business.
This will be the final assessment and be in the form of an individual defense of the recommended
transformation strategy.
Teaching Material Strategy Design - Design Strategy (expected publication date March 2020)
Finance.co.uk: Surviving the Digital Storm (Case)
Spreadsheet software, either MS Excel or Google Sheets, will be needed to conduct some data
analysis.
Evaluation criteria Continuous assessment: 80% Final assessment: 20%
Type: each mission is worth 4 points. Type: defense of the transformation is worth
20 points
Recommended readings Design a Better Business, Patrick van der Pijl
Business Model Generation, Alexander Osterwalder & Yves Pigneur
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