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Специализации

  • Guide to MBA Specializations planning 2017

    FT/PT MBA ONSITE + LONDON + PARIS SPECIALISATIONS PLANNING 2017

    INTENSIVE WEEKS: FEBRUARY, APRIL & MAY/JUNE.

    Management Consulting

    Michele Coletti

    Numbers :

    FEB 13 - 17

    The Management Consultant : Process and Tools

    M Thompson 15h

    S Crost 15h

    APRIL 3 - 7

    The Consulting Environment

    P Jarvis 15h

    M Coletti 15h

    MAY 29 – 2 JUNE

    Creativity

    J Kadijk 15h

    Organisational Consulting

    L Ritzel 15h

    International Business Development

    M-F Derderian/P Eyre

    Numbers :

    FEB 13 - 17

    International Business Planning

    P Eyre 15h

    A Fidanza 15h

    APRIL 3 - 7

    International Business Operations

    E Henry 18h

    A Fidanza 12h

    MAY 29 – 2 JUNE

    New Market Development

    Mireille Clapot 12h

    A Fidanza 18h

    Entrepreneurship

    M-F Derderian

    Numbers :

    FEB 13 - 17

    Introduction to Entrepreneurship

    M Chuat & Team 30h

    APRIL 3 - 7

    Entrepreneurship & Business Opportunities

    M Chuat & Team

    30h

    MAY 29 – 2 JUNE

    New Venture Business Planning: Small & Family Business

    M Chuat & Team

    30h

    Innovation Management

    Olivier ABA

    Numbers :

    FEB 13 - 17

    Dynamics and Internal Context of innovation Management

    Olivier Aba & team 30h

    APRIL 3 - 7

    Challenges & External Context of IM

    Olivier Aba & team 30h

    MAY 29 – 2 JUNE

    Emerging Trends in IM

    Olivier Aba & team 30h

    Finance GREN

    Safwan Mchawrab

    Numbers :

    FEB 15 - 19

    International Financial Management

    Michal Paserman 15h

    Managing Financial Performance

    Vittorio De Pedys 15h

    APRIL 4 - 8

    International Financial Management

    Michal Paserman 15h

    Managing Financial Perf’ce

    Vittorio De Pedys 15h

    MAY 30 – 3 JUNE

    Investment + Valuation

    Safwan Mchawrab 15h

    Ahmed – El-Masry 15h

    Digital Business Strategy

    >PARIS<

    Alyson Davies

    Numbers :

    FEB 15 - 19

    Digital Technology: Tools and applications

    L Schlenker 15h

    T Davis 15h

    APRIL 4 - 8

    Digital Management Methodologies

    A Jubien 15h

    J Lamour 15h

    MAY 30 – 3 JUNE

    Digital Marketing

    J Lamour 15h

    TBC 15h

    Luxury Brand Management

    (Paris & London)

    N Giusti

    Numbers :

    FEB 13 - 17 in London

    Advances and Trends in Luxury Sector

    Alexia Dubourg 15h

    Laetitia Thomas 15h

    APRIL 3 – 7 in Paris

    Marketing and Communication for Luxury Brands30h

    Alexia Dubourg 15h

    Claire Beaume 15h

    MAY 29 – 2 JUNE in Paris

    Strategic Management of Luxury Brands

    Daniela Riccardi 15h

    Isabelle Chaboud 15h


    • Specialisations will not open with fewer than 7 students
    • This version may be subject to content updating before October 2016
    MBA Programs Director Phil Eyre
  • Management Consulting
    The Management Consultant: Process and Tools

    Module Description
    The objective of this course is to provide a practical and current review of the management consulting process and practice. It has been designed to provide learners with specific consulting skills and strategies that will allow them to develop either an external or internal consulting career.

    The course also provides a useful overview for those learners who may need to hire management consultants themselves.
    The context of this course is pragmatic and tactical. It will provide the learner with hands-on experience in submitting proposals, gathering information, and writing client reports, on an individual and team basis.

    The Management Consultant: The Human Factors
    • Client buying behaviour, why organisations use consultants, recognising the role of consultants
    • The Intra-personal Factors and skills (confidence, assertiveness, personality)
    • The interpersonal Factors and Skills (relationship building, group dynamics, cultural impact, team building, performance management)
    • The consultant-client relationship

    The Consulting Process: Methodology for Consulting Assignments
    • Entry, client brief, problems and symptoms, diagnosis, data collection, developing solutions and evaluating alternatives, implementation, termination,
    • Types of consulting, internal and external consulting, objectives of consulting, consulting styles
    • Proposals and assignment management (planning, preparation of the assignment, diagnosis, evaluation of the existing situation, choice of methodology, presentation of the process), Report writing, presentations, winning business, Reporting to the client and to the consulting firm, measuring results and formulating proposals, implementation, follow-up and control

    Consulting Tools
    • Diagnostic Tools
    • Tools for converting data to insight
    • Questionnaires and analysis,
    • Using technology tools for thought leadership and client-consultant relationship

    Module Learning Outcomes

    This module has three main objectives:  

    1. Introduction to the human factors which impact the performance of the management consultant and identification of students' own personal skills.
    2. Analysis of entire consulting process from a methodological viewpoint to enable participants to master the process through the different stages.
    3. Acquisition of an overview of the range of tools available to the management consultant to carry out an assignment and practical experience in using these tools.

    After completing this course, the learner will be able to:
    • Examine complex business situations and environments, with the objective of solving business problems and developing viable solutions.
    • Analyze multi-faceted business situations and problems, including ethical, cultural, environmental, political and social implications.
    • Synthesize ideas, concepts, and strategies designed to solve clients' problems and recognize apparent opportunities and potential threats.
    • Work closely with both the client and staff (and other consultants) in providing relevant and valuable solutions.
    • Make compelling and lucid presentations to clients, while also being able to write incisive and effective reports for the client and other interested entities.
    The Consulting Environment

    Module Description
    Part 1 will concentrate on the wider context in which the industry functions and Part 2 of the course will provide detailed examples of consulting interventions and client relations.

    Part 1 includes:
    • Understanding the role of consultancy in the business world
    • Knowing the context and history of consulting and where it of most use
    • Understanding the different models of consultancy and the major players within each model
    • Looking at the current consulting market
    • Understanding the skills needed for the different consultancy models
    • Helping students develop recruitment skills suitable for changing specialist careers into becoming Management Consultants
    • Understanding how consulting companies operate and how they are structured
    Part 2 specifically addresses the client relationships and perspectives on the clients and purchases of consulting services
    This portion of the course deals with client relations during the consulting cycle, from contracting to delivering and from diagnosis to implementation. It focuses on a major aspect in the management of a consulting assignment: the accurate identification of needs and the capacity to answer those needs with an effective proposal design and convincing argumentation. It integrates interpersonal communication, applied creativity techniques and strategic thinking.
    The course will be based on the discussion of consulting cases and situations to help students understand the issues that consultants usually face and the differences between their ways of perceiving and addressing problems and the perspectives of their clients.
    •    Most cases will deal with the adaptation of the client's organizational structure and resources to the changing external environment, in particular business and market conditions, and the strain on the client's employees.
    •    The course may entail the participation of external guests and testimonials.

    All of the above will be addressed through the framework of a live business case implemented in Week 1 of the Management Consulting specialization, or the first 30 hours of the course when the case was initiated in a kickoff. This course represents the 2nd 30-hour segment of the overall 90 hours of the specialization.
    Module Learning Outcomes

    The objective of this module (parts 1 and 2) is to build upon the knowledge and skills gained through the Introduction to the Consulting Industry module (Course 1 - 30 hours 'Consulting Process & Diagnostics')and to lead into the next and final course 'Developing Consulting Expertise' (30 hours) by exposing students to the actual consulting environment (geographic, sector and type of consultancy) and real life examples of consulting interventions.

    Developing Consulting Expertise

    Module Description
    This course concludes the Management Consulting Specialization modules following those on Process & Diagnostics for Consultants (30 hours) and the Consulting Environment (30 hrs). It focuses on building expertise by looking more closely at the successful management of a consulting practice, the organizational implications for success and profitability, and the need for creative, non-linear, right-brained approaches to solving client problems and re-thinking organizational transformations in today's economy of the 'innovation imperative'.

    PART 1
    ORGANISATIONAL CONSULTING (15 hours)

    This part of the course looks at the particular skills contemporary organizations require for consultants to bring significant added value to the consulting process and project. It examines the implications for organizational design & behavior, project management, and human resource management via the consultant's presence in the organization. Among the topics covered:
    • The life cycle of an enterprise
    • Organizational Development
    • Structure and Strategy: Adapting the organization to the strategy
    • Structuring and restructuring organizations through corporate growth
    • Internal Consulting : the role of the Internal Consultant
    •Implementing organizational change, managing conflict and resistance to change


    PART 2
    CREATIVITY MANAGEMENT FOR CONSULTANTS (15 hours)
    Creativity is more and more recognized as a critical factor of success for individuals and
    organisations. The main reasons are:

    • Fierce competition calls for differentiation and innovation. Innovation without creativity is impossible;
    • Under tough time pressure, missing information and facing increased complexity, Consultants and the managers they work for can no longer rely solely on rational, process-oriented methods to make decisions. They must develop their own intuitive and creative skills.
    • To cope with current pace of change and uncertain future, consultants and managers must reinvent their own tools and ways of working every day.

    Therefore the course will cover the following topics and inquiries:
    • Why creativity is important to the consulting profession and what it can bring to the client relationship
    • Creativity in decision-making
    • Competition, Creativity, and Innovation
    • Why is creativity not more widespread in all companies?
    • Introduction to creativity techniques
    • Indications on how to use creativity techniques to solve business problems
    • Introduction to the Creative Problem Solving process (CPS)
    • Zoom in on ideas selection techniques and new sources of inspirations
    • Fostering creativity in organizations
    • Creativity and the attitude towards risk
    • Industrial creation and artful creation processes
    • Creativity and Change

    Module Learning Outcomes
    The module builds on Organizational Behaviors, Strategic Management, and Change Management theory and has three main objectives:

    1.Development of expertise in Organizational Consulting in order to deploy skills in both
    large and small companies to ensure that the organizational structure maximizes
    performance;

    2.Introduction to and heightened awareness of the role of creativity in today's business
    and the skills, techniques, and conditions required to foster creativity both in students'
    own consulting organizations as well as client organizations.

    3.Knowledge of the commercial environment in which consulting skills will be deployed,
    focusing on the challenges facing consulting firms and individual consultants and on how
    to run a successful consulting practice in today's environment.
  • International Business Development
    International Business Planning

    Module Description
    Globalization of Markets and the Internationalization of the firm
    • Political and Legal Systems in National Environments,
    • Government Intervention in International Business

    Understanding Emerging Markets and Advanced Economies
    • Advanced economies, high growth economies, and emerging markets
    • What makes emerging markets attractive for international business?
    • Assessing the true potential of emerging markets
    • Risks and challenges of emerging markets
    • Success strategies for emerging markets

    Global Market Opportunity Assessment
    • Assessing the suitability of products and services for foreign markets
    • Screening countries to identify target markets , Assessing industry market potential
    • Choosing foreign business partners
    • Estimating company sales potential

    At the end of the module, 2 days or 4 sessions will be reserved for the specialisation case study that is common to the three International Business Development Specialization modules: International Business Planning, Global Markets, and International Business Operations. Thursday and Friday will be devoted to your personal integrative case study preparation, presentation and debrief.

    Module Learning Outcomes
    In this module, MBA students acquire the techniques and the tools to select the right market target taking into consideration different market environments, fast growth, slow growth, high cost, low cost, and consumer profile.
    Part 1 (15 hours) :They learn how to use macroeconomic/microeconomic indicators and comparative data to analyze the environment in possible market choices. Analysis and discussion of country case studies. Identification of key features of potential new markets and economic environments.
    Part 2 (15 hours): Start of INTERNATIONAL BUSINESS PLAN This module is the first of three that form the International Business Development Specialisation. This introduces key concepts and launches the planning process that runs through all 3 modules.
    The module will draw on research and theory, but is heavily practice-oriented. This approach is developed through use of case studies.

    International Business Operations

    Module Description

    Key Steps of an International Operations Development Project
    • The A3 Strategic approach and the PDCA
    • Projects and teams
    • The "think big make small" approach
    • How to get accurate information
    • International distribution and International supply chain management


    Individual/Pairwork Project Completion:
    Drawing on core module input, individual students/pairs will apply core concepts and models to the specific context of their project. These tools will enable them to develop their analysis of a specific sector and country in relation to their chosen product or service.

    Examples of core modules that the Business Development projects will apply input from

    Marketing :
    Global market segmentation. Standardization and adaptation of international marketing. Global branding and product development. International pricing. International marketing communications. International distribution and International supply chain management

    Human Resource Management:
    The strategic role of human resources in international business. International staffing policy. Preparation and training of international employees. International performance appraisal. International labor relations. Diversity in the international workforce

    Financial Management and Accounting:
    Decide on the capital structure. Raise funds for the firm. Manage working capital and cash flow, Perform capital budgeting. Manage currency risk. Manage the diversity of international accounting and fiscal practices

    Further key modules: Strategy, Law, Technology and Innovation, Sustainability and Corporate Responsibility...

    At the end of the module, 2 days or 4 sessions will be reserved for the specialisation case study that is common to the three International Business Development Specialization modules: International Business Planning,Global Markets, and International Business Operations. The instructor's role in this phase is one of facilitator. Thursday and Friday will be devoted to individual case study preparation, presentation and debrief.

    Module Learning Outcomes
    In this final module, MBA students will complete the specialization by providing deeper analysis of their final market choice(s), taking into account overall strategic aims, risk analysis, possible evolution in the country environment, technological change, and competitive pressures. Participants will detail plan implementation and provide analysis of factors that could prevent successful implementation. The approach reflects real-world deployment of business developer methods used to take corporate activity into new regions and markets. The module will be assessed on the quality and rigor of the analysis completed in the 3 modules and persuasiveness of the case that is made.
    MAIN FOCUS : IMPLEMENTATION OF INTERNATIONAL BUSINESS PLAN

    Global Markets

    Module Description
    Exporting and Countertrade
    • An overview of foreign market entry strategies
    • Characteristics of internationalization
    • Exporting as a foreign market entry strategy, Managing export-import transactions
    • Payment methods in exporting and importing, Export-import financing
    • Identifying and working with foreign intermediaries
    • Countertrade: A popular approach for emerging markets and developing economies Global Sourcing
    • Outsourcing, global sourcing, and offshoring
    • Benefits of global sourcing , Risks of global sourcing, Strategies for minimizing the risks of global sourcing
    • Implementing global sourcing through supply-chain management
    • Global sourcing, corporate social responsibility, and sustainability
    Foreign Direct Investment and Collaborative Ventures Franchising, Licensing and Other Business Vehicles
    At the end of the module, 2 days or 4 sessions will be reserved for the specialisation case study that is common to the three International Business Development Specialization modules: International Business Planning, Global Markets, and International Business Operations. Thursday and Friday will be devoted to case study preparation, presentation and debrief.
    Module Learning Outcomes
    Building on Module 1, Module 2 focuses on the chosen market/markets. Participants will
    develop an individual business plan, covering sales and marketing strategy, finance,
    human resources, and other factors in a detailed analysis for the chosen product or
    service. This is an executive approach; students are asked to develop their own
    examples, possibly from their own sectors of experience.
    Main focus : COMPLETION OF INTERNATIONAL BUSINESS PLAN
    The module will draw on research and theory, but is heavily practice-oriented. This
    approach is developed through an extensive use of case studies.
  • Digital Business Strategy

    The fast-changing electronic media environment and its impact on marketing is the focus of this specialisation.  Areas covered include website communication, online consumer behavior, the growth in e-retailing, customer relationship management. The impact of social networking tools is explored as well; you will acquire the power they give marketers to build relationships and gather information from the wide options available.  Other important topics will be covered on a more general level: viral marketing, search marketing, search engine optimization, paid search, affiliate marketing, e-mail marketing, blogging, internet advertising.

    TARGET

    This specialization is for all professionals and organizations where the technical options and implementation of a digital project are being pursued.
    All who need to acquire the “golden rules” of web design, and to understand how they are universally applied and their associated KPIs.
    Those who need to measure the extent to which web-analytics constantly drive content and design of digital supports. 

    INSTRUCTOR

    New in 2016, the team includes an IT and digital media specialist in the form of Lee Schlenker, a well-known figure in the business school world plus Julien Lamour a high performing GEM graduate.  

  • Entrepreneurship
    Introduction to Entrepreneurship

    Module Description
    Entrepreneurship: definition / importance in the economy
    • Entrepreneurship: definitions
    • Myths about entrepreneurship
    • Entrepreneurial activity, aspirations and attitudes of individuals across countries
    • Entrepreneurship and policies

    Characteristics of entrepreneurs. Decision to become an entrepreneur.
    • Do entrepreneurs have special characteristics?
    • Are you likely to plunge?
    • The Founder's Dilemmas
    The entrepreneurial process. Identify & exploit entrepreneurial opportunities. The Learn Startup
    Effectuation. Effectual entrepreneurship. Principles of entrepreneurial expertise. Social entrepreneurship
    Corporate entrepreneurship: Strategic renewal / Corporate venturing

    Module Learning Outcomes
    By the end of the module, participants should be able to:
    • Understand the meaning of entrepreneurial behavior to economic development
    • Recognize the different contexts in which entrepreneurial behavior exists
    • Understand the dynamics of entrepreneurial teams
    • Understand the founders' dilemmas and the entrepreneurial process
    • Understand the sources of entrepreneurial opportunities
    • Assess one's own entrepreneurial qualities
    Assess a firm's internal environment for corporate entrepreneurship  

    Lean Startup Launchpad
    This course provides real-world, hands-on learning on what it's like to actually start a scalable company.
    Once identified, new business opportunities must be put into practice. However startups are a fundamentally a different activity than managing a business ("a startup is a temporary organization designed to search for a repeatable and scalable business model" - Steve Blank). This module provides hands-on experience to the students. It prepares them for the realities of building or working in startups (experiential entrepreneurship). It embraces startup management tools built around "searching for a business model" rather than the "execution of a business model" tools needed in larger companies. There are two fundamental steps in the search for the business model: Customer Discovery captures the founders' vision, turns it into a series of business model hypotheses, and develops a plan to test customer reactions to those hypotheses and turn them into facts. Customer Validation tests whether the resulting business model is repeatable and scalable. If not, one returns to Customer Discovery.
    This is a flipped classroom: students will complete Steve Blank's "How to Build a Startup - The Lean LaunchPad" course in their own time.
    This class is both experiential and team-based. Working and studying will be done in teams. Teams will work on a real startup project and will store their customer discovery and customer validation works using the LaunchPad Central platform.
    Each day will be a new adventure outside the classroom as teams test each part of their business model and then share their hard-earned knowledge with the rest of the class. Teams will get feedback from the teachers, coaches and other teams.
    Introduction to the module.
    Presentation of LaunchPadCentral
    Lesson 1: What We Now Know / Business Models and Customer Development
    Lesson 2: Value Proposition
    Lesson 3: Customer Segments
    Lesson 4: Channels
    Lesson 5: Customer Relationships
    Lesson 6: Revenue Models
    Lesson 7: Partners
    Lesson 8: Resources, Activities and Costs Team Presentations of Lessons Learned

    New Venture Business Planning
    Module Description
    Entrepreneurship is the process by which individuals pursue opportunities without regard to resources they currently control. The essence of entrepreneurial behavior is identifying business opportunities and putting them into practice. In order to attract the attention of external resource stakeholders, entrepreneurs need to demonstrate their capacity to reach critical milestones of the new venture creation process. One of the first milestones of any new business start-up is proof-of-concept. As such, to succeed in new venture creation, it is not enough just to discover brilliant new opportunities: Enterprising individuals also need to work on those ideas to transform them into reality.
    This module has been developed to meet the needs of entrepreneurial individuals who want to advance in the new venture creation process from the idea stage to the proof-of-concept stage with mimimun costs and investments, and garner the attention of outside stakeholders for further acceleration of the emergence of their new business.
    The module also aims to provide a practical and current review of small and family business sectors by taking a diagnostic approach to the crafting of effective growth strategies.
    This course allows participants to 'step into the shoes' of family and small business owner/managers and obtain a unique fast track learning experience in understanding the fundamentals and challenges in running and growing an existing company. Participants will analyse a range of complex and interacting challenges that face any growing business, relating to legal frameworks, marketing, finance, business operations and human resources. The course will also explore and analyze family business continuity challenges and best management, family, and governance practices for leading growth oriented family-owned businesses.
    Module Learning Outcomes
    By the end of the module, participants should be able to:
    • Understand the main mechanisms to obtain funding for start-ups
    • Understand the main stakeholders that can provide external resources (funding, advice, network) to the founders
    • Pitch the project to such stakeholders (express novel business ideas in concise and attractive manner orally)
    • Know why / when / how to write a business plan
    • Understand the various exit strategies for the founders and different types of investors
    • Evaluate and prepare for the challenges of growth
    • Examine the specific factors that face small and family businesses on the journey of business growth
    • Understand the basics about funding of growth businesses
  • Finance
    International Financial Management
    Module Description

    Multinational firms, as compared to purely domestic ones have greater opportunities in terms of diversification, scale economies, and larger cost effective financing sources. On the other hand, they also face greater risks: political instability, exchange rate fluctuations, and complex fiscal regulations. Since, multinationality is an increasing feature of modern business, managers of firms (be they international or domestic) must have some of the knowledge and skills required by multinational business. The rapidly increasing integration of capital markets renders this even more imperative.
    I.    The international environment
    II.    The foreign exchange markets: spot, forward, futures, options. This course is, therefore, intended to expose students to the concepts, techniques and instruments of international financial management. At the end of this module, students should be able to solve simple situations of hedging & financing in international situations.
    III.    Foreign exchange risks and hedging
    IV.    International trade & payments
    V.    International investment
    VI.    International financing sources

    Module Learning Outcomes
    This course is, therefore, intended to expose students to the concepts, techniques and instruments of international financial management. At the end of this module, students should be able to solve simple situations of hedging & financing in international situations.

    Managing Financial Performance
    Module Description
    This course is designed to develop student skills in relation to key competencies required to hold positions in companies as financial managers and controllers.
    The course will cover the following sections:

    Financial Statement Analysis and Performance:
    • Financial statement analysis will build on the fundamentals taught in Financial accounting, to explore further the analysis of a firm's past performance and assess its current financial situation and expected future position. Special attention will be dedicated to cash management.
    • Advanced financial ratio analysis.

    Planning, Budgeting and Control:

    The course will build on the core course Managerial accounting by developing the student's expertise in budgeting, reporting and performance measurement & management. More specifically, the following topics will be covered:
    • Preparing a budget and using it to make decisions (theory + case study)
    • Variance calculation and analysis (theory + case study)
    • Transfer pricing (theory and practice)
    • Preparing dashboards (identify key strategies, action plans and performance indicators)
    Module Learning Outcomes
    On successful completion of this module, the student should have an understanding of:
    Advanced Financial Statement Analysis and Performance:
    1. Understanding the fundamentals of cash management.
    2. Understanding the advance uses of financial ratios and their connection to the budgeting process.

    Planning, Budgeting and Control:
    3. Planning & budgeting through business plans & budgets.
    4. Controlling through variance analysis, transfer pricing and performance management systems (Preparing dashboards or balanced scorecards).

    Investment and Valuation
    Module Description
    This course is divided into two sections: Investment under uncertainty
    Students have to apply specific approaches in investment decision under uncertainty. Starting from a traditional approach, the course will focus on the financial characteristics of uncertain investment: flexibility of investment decision, use of real option pricing techniques.

    The case of high tech companies will be highlighted. Valuation and mergers of companies
    Students have to apply specific approaches to be able to value companies. The course considers the essential components of valuation criteria and their application. The course ends with a consideration of the complexities of mergers, take overs and spin off operations.The case of high tech companies will be highlighted.

    Module Learning Outcomes
    On successful completion of this module, students should understand: Investment under uncertainty
    1. Foundations of risk measure: risk ruin and variability
    2. Systematic risk of investment projects: sensibility analysis and breakeven
    3. Decision trees and investment analysis
    4. Real options as valuation measure and decision rules
    Valuations and mergers of companies
    1. The value of a company as the value of the set of its investment opportunities
    2. The actuarial valuation models, analogies, Discounted Cash Flows models
    3. Real options models
    4. Merger operations analysis
    5. LBO analysis
  • Innovation Management
    Dynamics and Internal Context of Innovation

    Module Description
    This module forms part of the Innovation Management specialization which consists of 3 modules:
    • The Dynamics and Internal Context of Innovation Management
    • The Challenges and External Context of Innovation Management
    •Emerging Trends in Innovation Management

    The instructors will select certain topics among the following themes:
    • technology prospective,
    • technology evolution,
    • technology strategy,
    • technology portfolio management,
    • lean innovation,
    • new product development
    • organizational and leadership dimensions in technology & innovation.

    Module Learning Outcomes

    The objective of this module is to help participants:
    • Understand how innovation irrigates the different activities of the firm,
    • Develop skills for integrating innovation and technology into existing and new business practices,
    • Understand and recognize the key issues and challenges of innovation management, and how to tackle them,
    • Develop behaviors and appropriate actions to promote and effectively develop innovativeness in the organization.

    Challenges and External Context of Innovation

    Module Description
    This module forms part of the Innovation Management specialization which consists of 3 modules:
    • The Dynamics and Internal Context of Innovation Management
    • The Challenges and External Context of Innovation Management
    • Emerging Trends in Innovation Management

    The instructor will select among the following topics:

    • entrepreneurship & funding of innovation
    • corporate venturing,
    • alliances & technology,
    • open innovation,
    • sustainability & innovation management,
    • ethical issues related to technology & innovation.

    Module Learning Outcomes

    The objective of this module is to help participants:
    • learn why & how most new technologies & innovations come out of start-ups and small firms, the importance of ecosystems, networks, alliances and partnerships in a global innovation world,
    • understand the basics about funding of innovation for start-ups, the role of corporate venturing,
    • describe the development of open innovation & its impact on the firms,
    • recognize the growing importance of sustainability in innovation management,
    • and develop skills in managing ethical issues in innovation.

    Emerging Trends in Innovation Management
    Module Description
    This module forms part of the Innovation Management specialization which consists of 3 modules:
    • The Dynamics and Internal Context of Innovation Management
    • The Challenges and External Context of Innovation Management
    • Emerging Trends in Innovation Management

    The instructor will select topics among the following themes:
    • National systems of innovation
    • Regional systems of innovation & clusters
    • Innovation in emerging economies & reverse Innovation
    • Innovation at the bottom of the pyramid
    • Innovation in services
    • Business model innovation

    Module Learning Outcomes
    The objective of this module is to help participants:
    • learn that innovation is highly influenced by the decisions taken at the national level, but also by the activities occurring at the regional level by the different actors in the innovation ecosystem,
    • understand the importance of ecosystems, networks, & clusters, and how they function and their impact on the firm & the economy,
    • become aware of the changes in the innovation landscape with globalization but also the emergence of major new players from emerging economies, the challenges of innovating at the bottom of the pyramid, what reverse innovation means and its implications,
    • develop skills in managing innovation in services,
    • and how to innovate in terms of business models.
  • Luxury Brand Management
    Advances and Trends in Luxury

    Module Description
    The course will focus on the "essence" of luxury brands. However, In addition to discussing their 'essence', it will specifically focus on the main advances and developments in the diverse luxury sectors.
    Students will develop an advanced understanding of the new global dimensions of luxury and the cultural and context related impact on the branding of products within this framework. The recent luxury industry development in fast growing economies is causing many questions on how luxury brands and large luxury groups can get organised to improve their social as well as environmental performance in a world with increasing inequality and ethical issues.
    The module aims to explore in depth how luxury brands manage accessibility and the dream factor through time. To understand this complex process, we will be exposed to perspectives from:
    • Intercultural Management
    • Sociology
    • Ethics
    • Sustainable Management

    Module Learning Outcomes
    At the end of this Module, students will be able to: Knowledge & Understanding:
    • Understand the creative processes behind the luxury industry
    • explain how a brand attains luxury status
    • develop insights into the cultural dimensions of luxury
    • Analyse the societal impact on luxury industry development in new markets
    • Evaluate the ethical and sustainable dimension in the luxury industry in the new markets

    Marketing and Communication for Luxury Brands

    Module Description

    The aim of this module is to provide students with an understanding of the principles and practices as well as the role of marketing and communications for luxury brands and goods.

    Students will investigate trends in customer behaviour, entry and exit barriers, and the position of rival and potential firms in the context of the domestic, international and global marketplace. They will understand the specificities of the luxury Industry and the different categories of products which will allow them to critically assess the implications related to the new categories of fashion consumers and how to effectively respond to their needs.

    Module Learning Outcomes

    Understand the unique marketing and communication approach applied to the luxury Industry
    • Critically understand the methods by which luxury brands are marketed and promoted
    • Apply an understanding of customer behaviour to the development of integrated marketing communications campaigns within the luxury goods sector
    • Critically evaluate approaches to marketing management of luxury products, and consider differential marketing approach for luxury brands versus mass market ones
    • Employ the analytical tools and theories of semiotics in the context of luxury brand management
    • Evaluate the effect on marketing practice and theory within the luxury good industry of the emergence of the postmodern consumer
    • Implement an appropriate luxury marketing and communication strategy and campaign

    Strategic Management of Luxury Brands

    Module Description

    The aim of this module is to provide students with an understanding of the principles and practices of strategic management of businesses in luxury.

    The module provides an overview of the main areas of luxury goods design and retailing, from product development to global market analysis, retail logistics, buying and merchandising and luxury brand management. Students will examine the nature of managerial work including strategy, operations and project management, groups and teams and individual performance, and apply this within the context of organisations within the luxury goods sector.

    This module will develop students' ability to understand and critically appraise management tools and procedures which are central to the strategic management of businesses within the luxury goods sector.

    Module Learning Outcomes
    At the end of this Module, students will be able to:
    • Critically assess, analyse and evaluate the processes, practices and procedures for effective leadership and management of organizations within the luxury brands sectors
    • Apply luxury product management knowledge, including skills in strategic innovation, technology and product sourcing
    • Ability to analyse the environment, market, competitors, customers and other functional areas within the luxury goods organization
  • Project Management
    Project Management: Tools and Techniques.
    This study block lays the methodological foundation of managing projects. The approach is underpinned by systemic methods in guiding the actions of the project manager, focusing on the methods to help deal with the problematic, messy realities in which the project manager works, and in meeting the challenges of undertaking and instigating change projects in highly complex and political organizational contexts. It does this in two ways. (i) Firstly, it introduces the methods of organisational problem-solving. The rationale for this is that many projects are instigated as a result of a need to improve aspects of organisational performance. Such projects can only be evaluated as a success or otherwise, by reference to the performance improvement that it brings. (ii) Secondly, large projects have an organisation structure (of sorts), which themselves are often required to be ‘problem-solved’. Thus problem-solving in organisations has many similar characteristics as problem-solving in complex projects. MSProject (2013) will be utlised to illustrate how contemporary software tools can support project planning, management and analysis.

    The Project Management Process
    The second module in the Project Management specialisation aims to give students an effective preparation for a career in Project Management using a professional approach founded upon an internationally recognised knowledge base and methodology. Many companies now require their project managers to obtain the Project Management Institute (PMI) credential of Project Management Professional - PMP - to ensure their understanding of the International professional standards

    Project Management in Action
    This final Study Block will be dedicated to the analysis of resources, including financial estimation of the project. Also project robustness will be analysed through the use of sensitivity analysis and risk analysis techniques. Delegates will be required to: (vi) Understand and apply financial modelling of a given case study/project; (vii) Understand and apply robustness techniques such as sensitivity analysis; (viii) Understand and apply risk assessment techniques; (ix) Critically reflect on the techniques introduced during this study block and understand how to use complementary techniques in order to elicit appropriate decisions. During the study block, delegates will be given the opportunity to apply modelling, sensitivity analysis and risk assessment techniques to a range of case studies that emulate a variety of real life contexts. Delegates are encouraged to explore the techniques presented here with a view of applying them in a two-day dynamic Project Management Simulation.