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BOOK M2 –MSc BUSINESS MANAGEMENT– 2011/2012

Book

MASTER 2 – MSc

Entrepreneurship

Filière Business Management

ACADEMIC YEAR 2011-2012

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MSc ENTREPRENEURSHIP

COURSE CODE COURSE STUDENT HOURS

TOTAL ECTS

SEMESTER 1

Core 519 Start-up Workshop 15 2

Core 835 New Venture Creation & Entrepreneurship

15 2

Core 309 Business Modeling 15 2

Core 838 Financial Planning

30 4

Core 839 Creativity & Innovation Tools Workshop 30 3

Core 587 Business Plan & Entrepreneurial Research Methodology 15 2

Seminar 834 Business Ethics for Entrepreneurs 15 2

Core 583 Speaking for Business 15 2

Core 837 Entrepreuneurial Strategy 15 2

Core 677 Successful Entrepreneurs' skills 15 2

Core 857 Entrepreneurs Testimonials and Experience nc nc

Core 692 TICD 20 3

Core 888 Master Thesis Step 1 50 3

Core 878 Personal project in the Entrepreneurial world nc 1

TOTAL SEMESTER 1 250 30 SEMESTER 2

Core 589 Buyouts 15 2

Core 679 Cycle of Entrepreneurship 15 2

Core 591 Social Business 15 2

Core 836 Legal & Tax issues for Entrepreneurs 30 3

Core 863 Performance Measurement & Management 30 3

Core 868 Marketing for entrepreneurs 15 2

Core 871 Strategic Partnership and Business Cooperation

15 2

Seminar 721 Strategic Leadership 15 2

Core 592 International Business development 15 2

Core 593 Successful Entrepreneurs' skills 15 2

Core 310 Entrepreneurs Testimonials and Experience nc nc

Optionnal Study trip: silicone Valley (for GE and Internatioanl Students) nc

Core 692 TICD 20 1

Core 888 Master Thesis STEP 2 50 7

TOTAL SEMESTER 2 250 30

TOTAL ENTREPRENEURSHIP GE STUDENT 500 60 Internship 480 15

TOTAL MSc ENTREPREURSHIP INTERNATIONAL CANDIDATE 930 75

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TABLE OF CONTENTS

519 - STARTUP WORKSHOP ..................................................................................................................... 4

835 - NEW VENTURE CREATION AND ENTREPRENEURSHIP ................................................................... 5

309 - BUSINESS MODELLING ................................................................................................................... 7

838 - FINANCIAL PLANNING .................................................................................................................... 8

839 - CREATIVITY & INNOVATION TOOLS WORKSHOP ........................................................................... 9

587 - BUSINESS PLAN AND ENTREPRENEURIAL RESEARCH METHODOLOGY ....................................... 11

834 - BUSINESS ETHICS FOR ENTREPRENEURS ...................................................................................... 13

583 - SPEAKING FOR BUSINESS ............................................................................................................. 14

837 - ENTREPRENEURIAL STRATEGY ..................................................................................................... 15

677 - SUCCESSFUL ENTREPRENEURS’ SKILLS ......................................................................................... 16

878 - PERSONAL PROJECT INTO THE ENTREPRENEURIAL WORLD ........................................................ 17

589 - BUYOUTS ...................................................................................................................................... 18

679 - CYCLES OF ENTREPRENEURSHIP................................................................................................... 19

591 - SOCIAL BUSINESS .......................................................................................................................... 21

836 - LEGAL & TAX ISSUES FOR ENTREPRENEURS ................................................................................. 22

863 - PERFORMANCE MEASUREMENT AND MANAGEMENT ................................................................ 23

868 - MARKETING FOR ENTREPRENEURS .............................................................................................. 25

871 - STRATEGIC PARTNERSHIP & BUSINESS COOPERATION ............................................................... 26

721 - STRATEGIC LEADERSHIP ............................................................................................................... 28

592 - INTERNATIONAL BUSINESS DEVELOPMENT ................................................................................. 29

593 - SUCCESSFUL ENTREPRENEURS’ SKILLS ......................................................................................... 31

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519 - STARTUP WORKSHOP

NUMBER OF HOURS: 15 SEMESTER 1 INTERNATIONAL PROGRAMME – 2 ECTS COURSE COORDINATOR: Mathias MONDO

COURSE OBJECTIVES Explore questions related to entrepreneurial projects Assess the learners’ initial knowledge Explicate the new business start-up’s stakes Examine the human dimension of entrepreneurship

LEARNING OUTCOMES After having taken this course participants will be able to:

Appraise the learners’ initial knowledge

Synthesize the ideas into a meaningful framework

Understand the new business start-up’s constraints

Create affinities pertaining to the social partnership determinants

Interact with the group dynamics activation opportunity

PREREQUISITES N/A

COURSE CONTENT From the idea to the project

o Creation trajectories o Market target o Market access

Financial constraints o Turnover specificities o Break-even analysis o Fund raising plans

Activity starting up o Creation formalities demystification o Activity launch

Post evaluation o Finalized project presentation o « Grand jury » challenge

TEACHING & LEARNING METHODS Through the use of the learning-by doing methodology heavily relied upon group work, which integrates key success and key strategic risks factors, learners work around a single case to explore unexpected of entrepreneurship dimensions. Based on the analysis, presentation, and discussion in order to expose the participants to the real-life difficulties of entrepreneurship. Since this course stresses the building of skills in interpreting the entrepreneurial issues and in developing appropriate strategies.

ASSESSMENT METHODS

20 %: individual grade for a document of a page drafted by every participant on the experiences of the seminar. Assessed by the professor

30 %: This grade corresponds to the average of grades assessed by peer groups

50 %: Presentation to the jury of the final project. Assessed by the jury

Bonus: Presentation to the « Grand Jury » of the wining projects. Assessed by the « Grand Jury »

RECOMMENDED READING

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N/A

835 - NEW VENTURE CREATION AND ENTREPRENEURSHIP

NUMBER OF HOURS: 15h + 6h SEMESTER 1 INTERNATIONAL PROGRAMME – 2 ECTS COURSE COORDINATOR: Prof. Lorraine M. Uhlaner COURSE OBJECTIVES This course provides a general introduction to the program in entrepreneurship. Regardless of whether you plan to eventually launch your own venture (as a start-up or as part of a larger enterprise), this course should give you added insight into the new venture creation process, useful also for those employed as service providers to entrepreneurs (e.g. banks, venture capital firms, private investment firms or consulting firms catered to new and growing firms). The purpose of the course is to facilitate the student’s understanding of entrepreneurship. It also provides tools for students to identify business ideas which may reflect good opportunities.


Define entrepreneurship

Identify business ideas which reflect opportunities

Clarify business opportunities which fit the student’s own background.

Learn about alternative ways to launch a firm (effectuation vs. planning, franchising vs. starting from scratch)

Learn what it means to be a corporate entrepreneur.

Carry out a feasibility analysis.

PREREQUISITES This course is intended for students in the MSc_Entrepreneurship program.

COURSE CONTENT A mix of research-based and practical approaches will be used to introduce the key topics including:

Who is an entrepreneur and/or what is entrepreneurship;

the importance of entrepreneurship to the world’s economies,

the nature, characteristics and behavior of the entrepreneur,

the entrepreneurial process,

opportunity identification, generation and evaluation

concept of the business model (details to be handled in follow up course)

effectuation vs. planning in starting a firm from scratch

Franchising as an alternative launch strategy

Intrapreneurship. Finally, two testimonials of entrepreneurs will be planned in connection with the course.

TEACHING & LEARNING METHODS This course will offer a blend of lecture, video presentations, in-class exercises and case studies to clarify different aspects.

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ASSESSMENT METHODS Students will be evaluated on the following: Class participation (including submission of reports from homework and/or in-class activity): 50% Final Examination: 50%

RECOMMENDED READING Martin Lukes and Mariola Laguna (eds), Entrepreneurship: A Psychological Approach, University of Economics, Prague: Oeconomica Publisher, pp. 3-7 ; 11-12. JA Timmons and S. Spinelli, New Venture Creation: Entrepreneurship for the 21st Century, 8th edition, McGraw-Hill, Boston, pp. 245-250. B.R. Barringer (2009), Preparing Effective Business Plans: An Entrepreneurial Approach, London: Pearson Education, pp. 21-46. Allen, K., (1999), Launching New Ventures: An Entrepreneurial Approach, pp. 35-39. Bruce R. Barringer and R. D. Ireland, (2010), Entrepreneurship: Successfully Launching New Ventures, 3rd edition, Upper Saddle, NJ: Pearson Education, pp. 102-103, 105-120. Pinchot, Gifford, III, 1985, Intrapreneuring, Harper and Row.

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309 - BUSINESS MODELLING

NUMBER OF HOURS: 15h SEMESTER 1 INTERNATIONAL PROGRAMME – 2 ECTS COURSE COORDINATOR: Denis DAUCHY COURSE OBJECTIVES From the business idea to a venture, entrepreneurial people need to assess the project strategic relevance and to craft a way of doing business which maximizes the value creation. The course will address and give:

The business model definition, approach and methodology An opportunity to train participants strategic thinking ability An integration between strategic, operational and financial perspectives


Understand what a business model is and to use the concept in the entrepreneurial process

Know and apply a seven-steps business modelling methodology

Train and test their strategic thinking and their ability to craft a value creation oriented business system

PREREQUISITES Participants must know the basic concepts and grids in corporate and business strategy.

COURSE CONTENT

The business model approach and methodology; what is the new business landscape, what is a business model, how an entrepreneur must use the concept? What strategic approach should we undertake before business modeling? what methodologies can we follow?

The value proposition and revenue model: how to formulate a compelling customer value proposition, what is the revenue model formula, how to be creative, how to position new business models (social networks, multi-sided models, razor and blades approach, etc.)?

The operating model and ecosystem: how to engineer a value chain and a value ecosystem, how to make decision around outsourcing and off-shoring, how to craft a channels mix, how to visualize an operating alignment?

The economic equation and the growth model: what are the ROCE formula drivers, what are the components of a growth model, how to articulate growth areas, resources, pace and modalities?

The execution framework and the corporate model: how to put into action and energy, how to define the right key performance indicators, how to visualize the value creation at the corporate level?

TEACHING & LEARNING METHODS Each session alternates interactive lectures, real business situation illustrations, business cases studies and presentations and team-work.

ASSESSMENT METHODS Business case through teamwork 40%; Individual examination 60%

RECOMMENDED READING

Contemporary Strategy Analysis – Grant – Blackwell 2005.

Blue Ocean Strategy, Kim & Mauborgne, Harvard Business School Publishing 2005.

Business Model Generation, Alexander & Pigneur, John Willey & Sons 2010.

Seizing the white space, Mark W Johnson, Harvard Business Press, 2010.

7 étapes pour un business model solide, Dauchy, Dunod 2010.

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838 - FINANCIAL PLANNING

NUMBER OF HOURS: 30 SEMESTER 1 INTERNATIONAL PROGRAMME – 4 ECTS COURSE COORDINATOR: FARRIAUX Luc COURSE OBJECTIVES

Understand the links between the operations of a business and its financial results Construct P&L Balance sheet and cash-flow statement Valuate a business Understand financing dynamics


Construct a business plan

Asses the financial situation of a company

Structure the financing of a company

Analyse a potential acquisition

PREREQUISITES An understanding of financial accounting

COURSE CONTENT

Introduction and review of accounting principles

Understanding and interpreting financial statement information

Assessing strategic issues from the accounts

Business valuation techniques

Developing budgets and forecasted financial statements

Financial management and financing issues

Raising Equity : the Private Equity world

Risk management and financial risk mitigation

Putting it altogether – developing a full blown plan

TEACHING & LEARNING METHODS The course will proceed with a brief overview of basic financial accounting principles, and review financial analysis and business analysis techniques. Both technical and strategic or qualitative aspects will be considered. Each topic will be supplemented with case studies and exercises to reinforce concepts covered. Intensive preparation between sessions is expected.

ASSESSMENT METHODS Group presentations 40% / Exam 60%

RECOMMENDED READING Lecture packs containing lecture notes, supplementary reading as well as exercises and other case study materials will be provided

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839 - CREATIVITY & INNOVATION TOOLS WORKSHOP

NUMBER OF HOURS: 30 SEMESTER 1 INTERNATIONAL PROGRAMME – 3 ECTS COURSE COORDINATOR: Amanda Graham& Steve Heeley COURSE OBJECTIVES

Create innovation processes from component parts

Carried out at least three creativity techniques

Learn different thinking approaches: divergent, parallel, lateral

Implemented the above techniques within a Business Incubation Project (BIP)

Experienced working as a team with a BIP

Learn high impact presentation and influencing skills

Delivered the BIP to time and quality and meeting the client’s needs


Deliver Incubation Projects

Present Incubation Projects

Influence and persuade their business cases with high impact presentation skills

Use creativity techniques in a variety of circumstances

Choose from a number of thinking approaches to generate the outcomes they set

PREREQUISITES A good understanding of the English language

COURSE CONTENT Innovation Processes. Introduction to projects. Innovation Tools 1 – Generating New and Different Thinking and Ideas

Setting the Focus

The creative process

Reverse brainstorming

SCAMPER

6-3-5

Random Word Innovation Tools 2 – Filtering the Ideas and Getting to Solutions

Idea convergence techniques

Solution selection matrices Innovation Tools 3 – Building on Solutions

Edward de Bono Six Thinking Hats

Mind Mapping Presentation Skills Impact and Influencing Skills

TEACHING & LEARNING METHODS The approach to this course is multi-dimensional. The students will learn processes and techniques via normal methods such as demonstration, you tube clips, explanation and comprehensive course material which will always be followed by experiential learning exercises and reviewing.

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The next dimension is that there is a deliverable at the end of the course which a Business from outside EDHEC came at the beginning of the project to give to the students. Delivery of the project to meet the client’s needs AND includes implementation all of the techniques learned during the 30 hours. During the three weeks between weeks 1 and 2, the students are given interim deadlines which they have to deliver to time and quality. The dimension of working in team to do this is added.

ASSESSMENT METHODS BIP presentation: 40% Examination: 60%

RECOMMENDED READING The Creativity Tools Memory Jogger - (juin 1998) de Diane Ritter et Michael Brassard The Innovation Tools Memory Jogger: Generating Customer Buy-in and Solutions That Flourish - (janvier 2009) de Paula K. Martin

http://www.amazon.fr/Creativity-Tools-Memory-Jogger/dp/1576810216/ref=sr_1_1?ie=UTF8&s=english-books&qid=1292583168&sr=8-1

http://www.amazon.fr/Innovation-Tools-Memory-Jogger-Buy/dp/1576811093/ref=sr_1_1?ie=UTF8&s=english-books&qid=1292583250&sr=8-1

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587 - BUSINESS PLAN AND ENTREPRENEURIAL RESEARCH

METHODOLOGY

NUMBER OF HOURS: 15 + 6h SEMESTER 1 INTERNATIONAL PROGRAMME – 2 ECTS COURSE COORDINATOR: Lorraine Uhlaner COURSE OBJECTIVES

The main purpose of this course is to introduce students to the two options they can choose for the final project to satisfy requirements for the MSc in Entrepreneurship, the business plan or thesis project.

The second objective of this course is to prepare students planning to write a thesis project.

Some topics will overlap for both the thesis and business plan. For instance, the same research techniques can be used for both the thesis project and feasibility analysis for business plan.


Understand the content and structure of the business plan.

Understand the content and structure of the final thesis project.

Create a proper research question and methodology to test that question (for thesis).

Identify an adequately structured business plan.

PREREQUISITES Students must be enrolled in the MSc_Entrepreneurship program.

COURSE CONTENT For the business plan, main topics will include:

the purpose of a business plan,

review of EDHEC business school guidelines,

types of business plans,

structure of the business plan and key elements, and

“red flags” to consider. For the thesis project, main topics will include:

The research process

applied vs. basic research

defining the research problem

literature review (its purpose and procedure)

different research designs (purpose, time horizon) .

Types of data, data collection and analysis techniques which can be used.* *Note that for a top quality business plan, it may be helpful to collect data to verify the market or product feasibility of the idea, Thus, some of the techniques presented may be useful for either type of project.

TEACHING & LEARNING METHODS The course will be provided with a combination of lecture and workshop format. Examples of actual business plans and research theses will be used to demonstrate key points made in the lecture. In-class activities will also be provided for students to apply concepts to their own project ideas. Maximum benefit will derive for students actively seeking their thesis/business ideas throughout the course.

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ASSESSMENT METHODS Elevator Pitch (content grade) to be presented Nov. 23, 2011 50% Preliminary concept for either thesis or business plan (3-5 pages plus references) 50% Note that there will not be an in-class final examination.

RECOMMENDED READING For the business plan: Barringer, Bruce R. (2009) Preparing Effective Business Plans: An Entrepreneurial Approach, Upper Saddle, NJ:

Pearson Education ISBN: 978-0-13-714584-3. (copies available in the library) For the thesis project: Verschuren, P. and Doorewaard, 1999, Designing a Research Project, Lemma: Utrecht, pp. 27-44. Sutton, R.I. and Staw, B.M. 1995, “What Theory is Not”, Administrative Science Quarterly, Sept. 40, 371-384. J. Gill and P. Johnson, 2010, Research Methods for Managers, 4th edition, Sage Publications, London, p. 9. P. Ghuari and K. Grønhaug, K. (2010), Research Methods in Business Studies, 4th edition, Harlow, UK : Pearson

education, pp.15-16. N.J. Salkind, (2009), Exploring Research, 7th edition, Upper Saddle River, NJ : Pearson education, pp.209-224. U. Flick (2007) Designing Qualitative Research, London: Sage Publications, 25-35. N.J. Salkind, op cit, pp.199-205. Saunders, M., Lewis, P. and Thornhill, A. (2009), Research methods for business students, Harlow, UK : Pearson

education. ISBN 978-0-273-71686-0. EDHEC Business School MSc in Entrepreneurship Business Plan Guidelines for 2011-2012. EDHEC Business School MSc in Entrepreneurship Thesis project Guidelines for 2011-2012.

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834 - BUSINESS ETHICS FOR ENTREPRENEURS

NUMBER OF HOURS: 15 h SEMESTER 1 INTERNATIONAL PROGRAMME – 2 ECTS COURSE COORDINATOR: Geert Demuijnck COURSE OBJECTIVES The aim of this seminar is to teach students how to better frame ethical issues related to business and the economy, and to become more aware of the philosophical questions which underlie individual and collective decisions.


Better frame ethical issues related to business and the economy, especially issues concerning the domain of specialization of each MSc program.

Be more aware of the philosophical questions which underlie individual and collective decisions. The aim of the course is not to provide precise answers to specific questions.

PREREQUISITES The only important prerequisite is intellectual honesty, i.e. the willingness to be led where the arguments lead you, even if you feel uncomfortable with the conclusions. Discomfort should sharpen our critical reflection, but not prevent us from thinking. The underlying optimistic assumption is that an interest for more fundamental questions is not incompatible with being an efficient executive or manager.

COURSE CONTENT

The course content is adapted to each MSc and is taught by experts in ethical issues concerning each domain of specialization. The lecturers will choose topics that are relevant to the future professional career of the students. Relevance is understood in a broad sense. Some of them will start from a more abstract discussion and spell out important implications for our ethical understanding of management issues. Others will rather opt for case studies in a much more applied perspective, in order to reveal the underlying ethical questions. Lecturers: Mollie Painter-Morland (DePaul University, Chicago) The seminar is organized in November during the week in which the Lille World Forum (forum for a responsible and sustainable economy) takes place. EDHEC Business School as partner of this Forum give the opportunity to all the MSc students to be invited and to assist to one of the workshops of the Forum. This participation should ideally allow them to learn about the practical implementation of ethical standards in business.

TEACHING & LEARNING METHODS The seminar consists of lectures, presentations and discussions of compulsory readings. Although the groups are rather big, some interaction is welcome and will be provoked.

ASSESSMENT METHODS Grading will be based on a written assignment proposed by the lecturer. Students will have 24 hours to post the assignment on blackboard. The date will be fixed at the end of the seminar. Each student is also required to post a short comment on the Worldforum workshop he or she attended.

RECOMMENDED READING

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Mandatory readings for each of the MSc groups will be posted on Blackboard.

583 - SPEAKING FOR BUSINESS

NUMBER OF HOURS: 15 SEMESTER 1 INTERNATIONAL PROGRAMME – 2 ECTS COURSE COORDINATOR: Christine COISNE COURSE OBJECTIVES

To raise students’ awareness of business communication pitfalls and challenges To acquire a methodology for effective business presentations To build a solid foundation for successful entrepreneurial pitches


Use speaking skills in a wide variety of contexts and situations

Present business plans

Pitch business ideas

PREREQUISITES None

COURSE CONTENT

Making effective presentations: theory and practice

Presenting a business plan: pitfalls and challenges

Pitching business ideas: the elevator pitch

Business rhetoric: lessons to be learnt

TEACHING & LEARNING METHODS Lectures, role plays and real-life simulations, video exercises, video recordings, collaborative learning, mutual assessment, competitive ranking Simulations, cases and teaching material will be provided by the instructor.

ASSESSMENT METHODS Presentations: 75% Participation: 25%

RECOMMENDED READING Preparing Effective Business Plans: An Entrepreneurial Approach, International Edition, Bruce Barriger, Pearosn The Entrepreneurial Venture (The Practice of Management Series), Harvard Business School Press, William A. Sahlman (Editor), Howard H. Stevenson (Editor), Michael J. Roberts, A Guide to Managerial Communication – Effective Business Writing and Speaking, Munter, M., NJ: Prentice Hall Professional Presentations, Goodale, M., Cambridge: CUP

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837 - ENTREPRENEURIAL STRATEGY

NUMBER OF HOURS: 15h + 3h testimonial SEMESTER 1 INTERNATIONAL PROGRAMME – 2 ECTS COURSE COORDINATOR: Professor Dr Valérie Duplat COURSE OBJECTIVES What do we call a ‘strategic partnership’? What are the motives for firms to engage in partnerships? Which partner(s) to select? How to negotiate partnership contracts? How to manage partnerships and increase their chance of success? These questions are the focus of the course on “Strategic Partnership and Business Corporation”. Before focusing on strategic partnerships, we shall briefly review the advantages and disadvantages of alternative options like internal growth and M&As. We shall then look at the main motives for firms to engage in strategic partnerships. We shall also examine how to identify and select the right partners. We shall learn the steps to follow in the contractual negotiation process. Last, but certainty not least, we shall examine how to manage partnerships and reach their objectives.

LEARNING OUTCOMES After having taken this course participants will be able to: properly define the term ‘strategic partnership’, and list and describe the various forms of partnerships; know how firms can identify and select potential partners; explain how to undertake a successful contractual negotiation; and understand the management issues proper to partnerships and their performance.

PREREQUISITES Basic courses in Strategy.

COURSE CONTENT Session 1 (3 hours) - course outline and introduction to partnerships.

Session 2 (3 hours) - strategic rationale and selection of the right partner.

Session 3 (1.5 hours) - case study: Cameron Auto Parts.

Session 4 (3 hours) - negotiation of the contract and implementation of winning conditions.

Session 5 (1.5 hours) - case study: Audible.

Session 6 (3 hours) - group presentations.

Session 7 (3 hours) - testimony of a manager.

TEACHING & LEARNING METHODS The course includes various pedagogical tools: lectures, videos, business reports and articles, business case studies, testimonies of managers, and teamwork. A regular use of the BlackBoard platform is imperative to get up-to-date information about the course.

ASSESSMENT METHODS The grading structure is as follows:

o Exam : 60%; o Case study preparations and presentations : 20%; o Project group work : 20%; o Bonuses that range from 1 to 3 points will be provided to distinguished students during class

(theoretical parts and case studies). To facilitate rapid identification, each student will be given at the beginning of the academic year their name printed on cardboard to put in front of their desk.

The final exam will include questions on: theoretical classes (of course not only the slides but also the oral speeches), case studies, managers’ testimonies and mandatory articles.

RECOMMENDED READING

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Mandatory business and academic articles (posted on BlackBoard).

677 - SUCCESSFUL ENTREPRENEURS’ SKILLS

NUMBER OF HOURS: 15 hours SEMESTER 1 INTERNATIONAL PROGRAMME – 2 ECTS COURSE COORDINATOR: Olivier BEDDELEEM – Emmanuelle DEGLAIRE COURSE OBJECTIVES Besides hard skills and soft skills, an Entrepreneur needs to be able to cope with any specific tasks he cannot delegate for financial or organisational reasons. The purpose of this course is to provide students with basic knowledge on specific competencies they should acquire directly or indirectly.


Understand that it is important to be a multiple-task person to be a good entrepreneur

Seek for proper help for task they don’t feel comfortable with

PREREQUISITES NONE

COURSE CONTENT 1

st semester

Web analytics

Project Management

Intrapreneurship Career Development.

TEACHING & LEARNING METHODS Specified by each lecturer

ASSESSMENT METHODS Final exam 100%

RECOMMENDED READING Specified by each lecturer

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878 - PERSONAL PROJECT INTO THE ENTREPRENEURIAL WORLD

NUMBER OF HOURS: NC SEMESTER 1 INTERNATIONAL PROGRAMME – 1 ECTS COURSE COORDINATOR: DEGLAIRE Emmanuelle – BEDDELEEM Olivier COURSE OBJECTIVES The purpose of this module is to introduce students to the dynamic world of entrepreneurship. Students have to select a competition, a trophy, ... any event linked to Entrepreneurship they want to participated in, within an indicative list or out of that list but after the MSC director’s approval.

LEARNING OUTCOMES After having taken this module participants will be able to:

Understand how important it is to be in touch with other entrepreneurs

Understand the relevance of such events (networking, recognition, prizes...)

Feel comfortable with Business Plan presentation techniques in a broad environment

PREREQUISITES NONE

TEACHING & LEARNING METHODS Depending on the event chosen by the student

ASSESSMENT METHODS PASS or FAIL

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589 - BUYOUTS

NUMBER OF HOURS: 15 + 3h Testimonials SEMESTER 2 INTERNATIONAL PROGRAMME – 2 ECTS COURSE COORDINATOR: DANIELA SOUKUP COURSE OBJECTIVES The course focuses on the problems faced by the businesses that are partially or wholly acquired from their existing shareholders. Equally, the course presents the challenges that the ‘buyers’ are dealing with immediately before, during and after such transactions. The course explores the various factors involved in turning a perceived ‘stalemate situation’ or failure into a success. Amongst them: the right fit, innovative approach, better controls, broader network, greater sense of urgency, focus change, etc.

LEARNING OUTCOMES After having taken this course participants will have a better understanding of the various issues relevant to the development of the entrepreneurial ventures, specifically that differences between ‘creating a business from scratch’ and ‘re-creating a business from where others left it’. These issues include the business/financial plans, valuation techniques, alternative business models, the possible sources of equity and loan financing, etc. The students will acquire knowledge regarding various types of buyouts, such as MBos, MBIs, LMBOs, Family, Amiable/Hostile, etc).

PREREQUISITES Cycle of Entrepreneurship course.

COURSE CONTENT (subject to change) The course will address the following main topics:

An in-depth discussion of the realm of possibilities in which buyouts happen

Understanding of the appropriate timing and correct circumstances for seizing the opportunities

The due diligence process, across various dimensions: legal, technical, human

The valuation and financing models possible

Cultural integration and reaching the new optimal rhythm

TEACHING & LEARNING METHODS Combination of lectures, case studies and guest speakers.

ASSESSMENT METHODS The final grade has three major components: - Written essay on a relevant topic 60% - Class participation and preparation 20% - Group project 20%

RECOMMENDED READING A list of recommended reading articles will be provided closer to the date the course will be taught.

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679 - CYCLES OF ENTREPRENEURSHIP

NUMBER OF HOURS: 15h SEMESTER 2 INTERNATIONAL PROGRAMME – 2 ECTS COURSE COORDINATOR: Lorraine UHLANER COURSE OBJECTIVES The challenges of running a company just begin with the start up of the firm. This course focuses on aspects which can reduce the risk of failure at a later stage of the company’s development. Students will be introduced to some of the key challenges faced at each phase after start-up, including growth, maturity, and handing off the firm to the next owner(s). A testimonial will also be included by a guest speaker who has built his or her firm using one of the techniques discussed in the course.

LEARNING OUTCOMES Upon successful completion of this course, students will be able to:

Be able to consider alternative ways to jump into the entrepreneurship cycle, and the pros and cons of each (starting from scratch; purchasing a franchise; purchasing a company already in operation; joining the family business).

Be able to identify more clearly which issues are critical for each stage of development

Develop familiarity with the Dynamic System Planning model to quickly assess key challenges at any stage of development.

Consider exit strategies

Be familiar with some of the key challenges of managing a family business.

PREREQUISITES Students must be enrolled in the MSc_Entrepreneurship program.

COURSE CONTENT Topics which will be covered in this course include the following:

Overview of the cycle of entrepreneurship

Organic/Internal strategies for growth o The Dynamic System Planning Model and how to apply it to different phases in your firm’s

development. o Key challenges faced by the growing firm

Structural strategies for expansion and growth o Purchasing companies o Becoming a franchisor

Exit strategies to consider o Business succession planning o Special issues in the family business

TEACHING & LEARNING METHODS This course will use a combination of lecture, discussion, cases, and in-class exercises. In particular, tools will be introduced to approach a particular topic, with a case study used as practice to apply the basic principles introduced.

ASSESSMENT METHODS

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In-class participation and homework, including case assignments 50% Final Examination 50%

RECOMMENDED READING Barringer, B.R. and R. D. Ireland (2010), Entrepreneurship, Successfully Launching New Ventures, third edition, Pearson. Churchill, N.C. and Lewis, V.L. (1983), The Five Stages of Small Business Growth, Harvard Business Review, 61 (3), pp. 30-50. Hendrickson, L.U. and Psarouthakis, J. (1998), Dynamic Management of Growing Firms: A Strategic Approach, second edition, Ann Arbor: The University of Michigan Press. Psarouthakis, J. and Uhlaner, L. (2009) How to Acquire the Right Business, Xlibris Corporation (internet division of McGraw-Hill). Timmons, J.A. and Spinelli, S. 2009, New Venture Creation: Entrepreneurship for the 21

st century, McGraw-Hill

Irwin.

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591 - SOCIAL BUSINESS

NUMBER OF HOURS: 15 SEMESTER 2 INTERNATIONAL PROGRAMME – 2 ECTS COURSE COORDINATOR: Mathieu Proust COURSE OBJECTIVES

To introduce to the concepts of Social Business and Social Entrepreneurship in France and in Europe.

To explore the theories from “Bottom of the Pyramid” ideas to the main concept of Social Business developed by Pr. Yunus.

To give a panorama of entrepreneurial applications in France and Europe detailing examples of French Social Enterprises.

To understand how to create a Social Business providing them comprehensive understanding of tools and environment.

To create vocations among audience.


understand the basic concepts associated with the course title

have completed a sequence of learning activities that familiarize with field realities and applications

have read recent articles and publications on the subject

be able to identify the key organizations, people and or sources that allow for further research

demonstrate the ability to combine theoretical and practical concepts in the service of organizations requiring operational skills in the field

PREREQUISITES Bachelor Degree University Level English Communication and Writing Skills Introductory level Economics and Sociology helpful

COURSE CONTENT Definitions of Social Business and Social Entrepreneurship.

Introduction to main theories (Pr Yunus, C-K Prahalad, M. Nowak…).

Panorama of Social Business in France and Europe.

Business Cases on IT, Microfinance and Diversity in Supply Chain.

TEACHING & LEARNING METHODS Multimedia lectures, class discussion, reading, case studies, application on group projects

ASSESSMENT METHODS Final exam : 100%

RECOMMENDED READING Required readings: Muhammad Yunus – Creating a world without poverty: Social Business and the Future of capitalism (2009) C.K Prahalad - The Fortune at the Bottom of the Pyramid: Eradicating poverty through profits (2004) Romain Stiline & Amandine Barthelemy – Entrepreneuriat Social : innover au service de l’intérêt général (2011) Mathieu Le Roux & Sylvain Darnil – 80 Hommes pour changer le monde Additional readings: Maria Nowak – Le Modèle d’espérance (2010) Beth Kanter & Allison Fine – The networked nonprofit: Connecting with Social Media to drive changes David Bornstein – How to change the world: Social Entrepreneurs and the power of new ideas (2007)

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CfD Scotland - The Journal of Social Business

836 - LEGAL & TAX ISSUES FOR ENTREPRENEURS

NUMBER OF HOURS: 30h SEMESTER 2 INTERNATIONAL PROGRAMME – 3 ECTS COURSE COORDINATOR: DEGLAIRE Emmanuelle – MANARA Cédric – BEDDELEEM Olivier COURSE OBJECTIVES

Students will be invited to (re)discover law in order to find out the major legal constraints an entrepreneur necessary face when starting or when developing his business, with in mind the general idea that ‘Forewarned is forearmed’. Beyond that point, students will be invited to consider law as a possible opportunity in the creation/development of their future business.


To provide students with a general knowledge of the legal aspects of entrepreneurship

To make them aware of the legal issues likely to arise in the course of starting and growing a business

To make them realize that proactive firms can convert what appear to be legal constraints into opportunities for value creation and capture.

To explain them how to seek proper help

PREREQUISITES

Fundamentals in tax law

COURSE CONTENT

General Introduction to legal system and legal strategies

Business structures

Tax issues

Businessman and family

Buying & selling a business

Intellectual property: understanding, and protection

European legal opportunities

General legal knowledge

TEACHING & LEARNING METHODS

Reading, brainstorming, case studies, research exercises and discussion.

ASSESSMENT METHODS

In-class activities 40% Final Sitting Exam 60%

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863 - PERFORMANCE MEASUREMENT AND MANAGEMENT

NUMBER OF HOURS: 30 SEMESTER 2 INTERNATIONAL PROGRAMME – 3 ECTS COURSE COORDINATOR: Iliya Komarev COURSE OBJECTIVES

Present available methods for measuring organisational performance and getting implementation of business strategy under control.

Introduce advanced uses of accounting information in the context of small and/or growing businesses. Discuss advanced uses and behavioural issues of budgeting as planning and control device. Discuss advantages and drawbacks of diversified performance measurement systems (i.e. Balanced

Scorecard) in the context of an entrepreneurial venture. Introduce basic principles of designing a comprehensive performance measurement and management

control system in small and/or growing businesses.


Understand advantages and drawbacks of different methods used to get an organization under control: results control, action control, personnel/cultural control

Use cost information to make appropriate pricing decisions and assess performance in the context of a small/growing enterprise.

Use budgetary planning to manage cash-flows and performance.

Analyse budgetary variances in relation with strategic choices.

Prepare appropriate management scorecards to plan and monitor the implementation of strategy.

Design a comprehensive management control and performance measurement system for a new venture or a fast growing/innovative business unit.

PREREQUISITES Basic knowledge in Financial and Management Accounting is required. Knowledge in Organisational Theories, Organisational Behaviour and Strategy would be very helpful. Related readings: A. Berry and R. Jarvis "Accounting in a Business Context"; Thomson Learning; 4th Revised edition, 2005. - Recommended reading for an introduction in accounting. P. Atrill & E. McLaney “Management Accounting for Decision Makers”; 6th edition; FT Pearson; 2009.

COURSE CONTENT

1. Introduction to the management control function: definition and presentation of different control types and their use

2. Traditional performance measurement: financial results control Accounting information for pricing and decision making in entrepreneurial context Advanced budgetary planning and control in intra-/entrepreneurial context

3. Advanced performance measurement and incentive compensation Use of non-financial performance measures and scorecards for monitoring growth and

performance designing incentive compensation system to support implementation of strategies

4. Developing and using action controls, personnel and cultural controls

5. Designing and developing the management control system in intra-/entrepreneurial contexts: study of academic articles

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6. Testimonials

TEACHING & LEARNING METHODS

Presentation and discussion of key concepts and theories;

Teamwork assignments on case studies applying the theories;

Discussion/solution of case studies in a plenary session;

Teamwork and presentations on academic articles investigating the management control system implementation in small/growing businesses;

Presentation by and discussion with professional management controller(s) on issues faced by small and/or fast growing businesses.

ASSESSMENT METHODS The following grading and weights will be applied:

Team work on case studies and presentation of reports (40%) For the purpose of the work on case studies students will be required to work in small teams. The criteria in grading this teamwork are 1) effective group interaction and cooperation, 2) quality of the proposed solution, 3) presentation of or participation in class discussions of case studies. A second type of teamwork assignment will be to analyse an academic article and discuss its implication for the practice of management control and performance measurement.

Individual final exam (60%) The final exam will be a short topic or a case study. It is an individual assignment which requires the understanding of the entire content of the course.

RECOMMENDED READING K. Merchant and W. Van der Stede “Management Control Systems: Performance Measurement, Evaluation and Incentives”; Financial Times/Prentice Hall, 2nd edition, 2007.

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868 - MARKETING FOR ENTREPRENEURS

NUMBER OF HOURS: 15 SEMESTER 2 INTERNATIONAL PROGRAMME – 2 ECTS COURSE COORDINATOR: GUINTCHEVA Guergana COURSE OBJECTIVES The course provides a rigorous and in-depth understanding of entrepreneurship marketing concepts and techniques. Its hands-on approach is especially designed to prepare students to assume upper-level positions within the entrepreneurial marketing function.


Fulfil entrepreneurship marketing positions Develop the ability to communicate and make a professional customer or management presentation Understand trends in marketing; Understand the social media and e-marketing phenomena Broaden their vision on e-usages in marketing Learn how to identify business opportunities

PREREQUISITES Students attending this course should have basic knowledge of marketing management, as developed in "Principles of Marketing" by Kotler & Armstrong

TEACHING & LEARNING METHODS Theoretical insights, Case studies & Business game.

ASSESSMENT METHODS 40% based on team performance and participation 60% individual performance

RECOMMENDED READING Articles : Kim W. C. and R. Mauborgne (2002), “Charting your company’s future”, Harvard Business Review, 76 – 83pp. Kim W. C. and R. Mauborgne (2005), “Blue Ocean Strategy: from theory to practice”, California Management Review, vol. 47, n°3, 105-122pp. Book : Evans, L., “Social Media Marketing: Strategies for Engaging in Facebook, Twitter & Other Social Media”, 2010, Ed Pearson.

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871 - STRATEGIC PARTNERSHIP & BUSINESS COOPERATION

NUMBER OF HOURS: 15h + 3h testimonial SEMESTER 2 INTERNATIONAL PROGRAMME – 2 ECTS COURSE COORDINATOR: Professor Dr Valérie Duplat COURSE OBJECTIVES While the course on “Entrepreneurial Strategy: the partnership approach” focuses on the four contractual stages (strategic rationale, selection of a partner, negotiation of a contract, and monitoring of the contractual relationship) without considering specific forms of partnerships, we will in this course deeply analyze the specific forms of partnership: the licensing agreement, the franchising agreement, and the joint venture. The course will be mainly practice oriented since it will include three case studies and a manager’s testimony.

LEARNING OUTCOMES After having taken this course participants will be able to: understand challenges proper to each form of strategic partnerships.

PREREQUISITES Basic courses in Strategy and the course on “Entrepreneurial Strategy: the partnership approach”.

COURSE CONTENT

Session 1 (3 hours) - course outline and licensing and market for technology.

Session 2 (3 hours) - case study: Photonica : growing a “spin-out”.

Session 3 (1.5 hours) - franchising.

Session 4 (3 hours) - case study: Lizarran Tabernas Selectas, the Taylorism of Tapas.

Session 5 (1.5 hours) - joint venture.

Session 6 (3 hours) - case study: TA Energy (Turkey): a bundle of international partnerships.

Session 7 (3 hours) - testimony of a manager.

TEACHING & LEARNING METHODS The course includes various pedagogical tools: lectures, videos, business reports and articles, business case studies, testimonies of managers, and teamwork. A regular use of the BlackBoard platform is imperative to get up-to-date information about the course.

ASSESSMENT METHODS The grading structure is as follows:

o Exam : 60%; o Case study preparations and presentations : 40%; o Bonuses that range from 1 to 3 points will be provided to distinguished students during class

(theoretical parts and case studies). To facilitate rapid identification, each student will be given at the beginning of the academic year their name printed on cardboard to put in front of their desk.

The final exam will include questions on: theoretical classes (of course not only the slides but also the oral speeches), case studies, managers’ testimonies and mandatory articles.

RECOMMENDED READING Mandatory business and academic articles (posted on BlackBoard).

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721 - STRATEGIC LEADERSHIP

NUMBER OF HOURS: 15 hours SEMESTER 2 INTERNATIONAL PROGRAMME – 2 ECTS COURSE COORDINATOR: Valérie PETIT – Isabelle MARI COURSE OBJECTIVES

Developing practical knowledge concerning the exercise of leadership at the top Building theoretical knowledge on what this leadership actually entails and the effects on the

company Providing inspiration for future leadership development


Ability to describe in a realistic and complex manner

Ability to develop and to use theoretical knowledge

Ability analyze a leadership situation at the top

PREREQUISITES None

COURSE CONTENT

The conditions and the rules of power at the top

The making of and the becoming of a CEO

The role of top executives

The building of a legitimate power

The impact of top executive personality on firms

The various styles of leaders and leadership at the top

The reasons why some top executives fall the prey of hubris while others do not

The development of ethical and positive leadership at the top

TEACHING & LEARNING METHODS Lectures - Reading assignments - Case Study exercises - Self-learning exercises and self-assessment - Live interview with a European

ASSESSMENT METHODS

A final exam (Multiple Choice questionnaire) 30%

A case study competition 50%

Active course participation 20%

RECOMMENDED READING

Finkelstein, S., Hambrick, D.C. & Canella Jr, A.A. 2008. Strategic Leadership. Theory and Research on Executives, Top Management Teams and Boards, strategic management serie, Oxford University Press.

Northouse, P.G. (2010). Leadership: Theory and practice. Thousand Oaks, CA: Sage (5th Edition)

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592 - INTERNATIONAL BUSINESS DEVELOPMENT

NUMBER OF HOURS: 6H (Theory) + 9H (workshop) SEMESTER 2 INTERNATIONAL PROGRAMME – 2 ECTS COURSE COORDINATOR: COURSE OBJECTIVES

Develop a better understanding of international business developmnent Improve analytical and oral presentation skills Improve capability to collect information from various sources including high-level experts to build

realistic recommendations to the CEO of a company


Understand the main internationalization steps of a company

Understand the key success factors of a company to develop abroad

Build quickly expertise on a specific international markets thanks to a proven methodology

Build strategic recommendations based on a comprehensive analysis of an international market

PREREQUISITES None.

COURSE CONTENT

Introduction The traditional development cycle The efficient international development process How to go international? The main internationalisation steps The strong benefits of the scoring matrix Diagnose the international potential of a company Build your future on your past experiences! Elaborate recommendations for an international development Pre-requesite steps before launch Presentation of the company’s business case Set up a company abroad: advices toward success The “best practices” Don’t go alone! Building a local dream team Golden rules regarding budgeting Methodology to conduct a comprehensive market survey Which sources of information? How to obtain official & non official information? How to break the main barriers towards success? Analysis tools Company’s expectations regarding the Business Case

TEACHING & LEARNING METHODS 6 hours of theory based on existing business cases. 9 hours of workshop by group of 3 to conduct a comprehensive market study along with strategic recommendations.

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ASSESSMENT METHODS Oral presentation by group

RECOMMENDED READING « Business Development », Jérôme Gayet, Eyrolles (French)

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593 - SUCCESSFUL ENTREPRENEURS’ SKILLS

NUMBER OF HOURS: 15 SEMESTER 2 INTERNATIONAL PROGRAMME: 2 ECTS COURSE COORDINATOR: Olivier BEDDELEEM – Emmanuelle DEGLAIRE COURSE OBJECTIVES Besides hard skills and soft skills, an Entrepreneur needs to be able to cope with any specific tasks he cannot delegate for financial or organisational reasons. The purpose of this course is to provide students with basic knowledge on specific competencies they should acquire directly or indirectly.


Understand that it is important to be a multiple-task person to be a good entrepreneur

Seek for proper help for task they don’t feel comfortable with

PREREQUISITES NONE

COURSE CONTENT 2

nd semester

Relationship with Business Angels

Human resources for entrepreneurs

Negotiation techniques

TEACHING & LEARNING METHODS Specified by each lecturer

ASSESSMENT METHODS Final exam 100%

RECOMMENDED READING Specified by each lecturer

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