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MARKETING PLAN PROPOSAL TO

Executive’s Summer Seminar at Dauphine University:

Dauphine Cross-Cultural

Management Seminar

PROJECT Set up a professional Summer Seminar in Dauphine

INVESTOR Dr Sebastien Duizabo, director of the Executive Education Department in Dauphine

Team G - Group 2 Marlene Giraud Aurore de Guernon

COMMITTEE Anne-Valérie Naccour Chen Lu Hajar Mendour Saruthiya Sambukumaran Amal Amaar

START DATE September 1st, 2009

END DATE September 28th, 2009

DCMS – Dauphine Cross-Cultural Management Seminar

UNIVERSITY DEGREE MIB Dauphine - Management International de Projets et NTIC

MIB 05 – Marketing Plan – 2009/2010

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Abstract

The Dauphine’s DCMS has been created by a team of junior consultants specialized in

executive’s education. The team intends to develop Chinese executives skills, by offering

them an innovative summer seminar in Paris-Dauphine University.

Therefore, Dauphine’s innovative seminar is the management of cultural differences when doing business in order to obtain the best and innovative solutions to reduce cultural barriers and the risk of failures. This seminar emphasizes the use of new technologies of information and communication, which enables trainees to have access to information anywhere and at anytime to simplify their lives. By offering executives the best course, with the most quality teaching, and in the greatest

learning environment, we will improve their cross-cultural management skills on the global

market.

The DCSM expects to be recognized as the best summer seminar by Chinese executives by

2015.

Market trends reflect a great need of Chinese executives towards summer seminars and cross-cultural skills. Indeed, there is an increasing tendency of companies to send their employees in seminars in the best world universities to gain new skills and stay competitive. Taking into account that this kind of seminar is new on the market and summed up with favourable factors, there is a proper opportunity in setting up the DCSM. DCSM has a strong strategic alliance with Paris-Dauphine University and Leonard de Vinci Management Campus giving credibility and high quality standards to the seminar. As a result of a high quality and innovative product, with guaranteed reliable results, DCSM has a high price service, but it is relative because DCSM is far to be the most expensive seminar of the market. Therefore, the target segment’s profile is highly educated Chinese executives who are working in big corporations in China willing to finance their executive’s seminar. In order to reach our target segment in the


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short run, we will develop a strong promotional campaign. In the middle run and long run, DCMS will focus in reinforcing its competitive advantages in terms of education and continuous innovation, in order to exceed executive and corporation’s satisfaction.DCMS’s financial forecasts show that the company should get at least 10 customers in the first year. The total income of the DCMS should increment constantly starting up from 134 444 € the first year. The fixed costs of the company are estimated at 72672€, with a 54% of this amount allocated to personal wages and the variable costs estimated at 43772,50 €.

The Net Income of the company should be around 41 386,99 €, and according to our forecasts, we also determine a margin of 85 %.

The contribution margin should also increase constantly; around 90671,63 € of DCMS sales atYear1.


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Table Of Content

ABSTRACT 3

TABLE OF CONTENT 5

I/ OBJECTIVES 7

GENERAL OBJECTIVES 7LONG TERM OBJECTIVES 7

II/ METHODOLOGY AND PLANNING 8

DESCRIPTION 8PLANNING AND PROCESS 9PLANNING 11A- GANTT CHART 11B- CALENDAR OF THE PROJECT 11C- TEAM CONTACTS 12

III/ OUR PROGRAM: THE DAUPHINE CROSS-CULTURAL MANAGEMENT SEMINAR (DCMS) 13

A- VISION 13B- MISSION 13

IV/ MARKET ANALYSIS 14

A- EXTERNAL 14EXECUTIVE EDUCATION MARKET 14OPEN MARKET (CHINESE MARKET) 17Chinese needs 19Knowledge needs 20PESTEL ANALYSIS 21Political 21Economy 22Social 22Technology 22Law 22COMPETITIVE ANALYSIS 23A- Our market position 26B- Our Critical Success Factors 26PORTER’S 5 FORCES 27Product of substitution 27


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New Entrants 27Customers 28Suppliers 28Competitors 29Government 29INTERNAL 30BCG MATRIX 30INTERNAL AND EXTERNAL 33THE SWOT ANALYSIS 33STRENGTHS 33WEAKNESSES 35OPPORTUNITIES 35THREATS 36

V/ MARKETING MIX 37

A- PRODUCT 37B- PLACE 38C- PROMOTION 39D- PEOPLE 42E- PROCESS 43F- PRICE 47

VI/ THE STRATEGY 48

PROGRAM OF THE DAUPHINE CROSS-CULTURAL MANAGEMENT SEMINAR 48THE TEACHING TIME TABLE 53THE EMPHASIS ON NEW TECHNOLOGIES OF INFORMATION AND COMMUNICATION 55MICHAEL PORTER’S VALUE CHAIN 58FIRM INFRASTRUCTURE 59HUMAN RESOURCE MANAGEMENT 59TECHNOLOGY DEVELOPMENT 59PROCUREMENT 60INBOUND LOGISTICS 60OPERATIONS 60OUTBOUND LOGISTICS 60MARKETING AND SALES 61SERVICE 61

VII/ FINANCIAL FORECAST 62

EXPENSES REPARTITION AT YEAR 1 62COSTS 64CONTRIBUTION MARGIN 64BREAKEVEN POINT ANALYSIS 65

VIII/ Risk assessment 66


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I/ Objectives

General objectives

The primary purpose of Dauphine cross cultural management seminar is to provide an

international negotiation training to Chinese executives with leading academic thinkers,

highly successful business leaders and talented entrepreneurs managers.

Therefore our objectives are to identify the potential market for summer executive education,

to define the requirements of our customers and to justify the financial decision involved in

this project.

Taking into account our mission and vision, of Dauphine cross cultural management seminar

has three main objectives in the long run: positioning, profitability, and becoming an

international reference in the executive education area.

One of our objectives is to make big corporations save time and money by improving their

negotiation technique and open their activities to new international partnerships and

corporations.

Also due to the seminar, the entrepreneurs and managers conferences, Chinese executives

will create their own professional network. Those contacts will be useful for their own

companies.

Long term objectives

In the long run we expect to:

Be the leader in executive education in the international negotiation field.

Break the barriers between the European way of doing business and the Asians’ one

In the future Open the market to others geographical regions as Middle East.

Create a bring storm and revolution the traditional negotiation techniques.


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Generate a high Return on Investment according to our financial objectives

II/ Methodology and planning

Description

The first level of our study is the data collection. In order to understand the environment we

collect some information about the market. We try to have the more data as possible. These

are useful to identify the different needs of the customers and to select a country where our

product could be launched. These items are relevant to respond to different type of questions :

How many organizations propose executive education?

Which are focused on Chinese market?

All data concerning Competition (number, type, location, marketing operations of

competitors?)

In order to conduct our project we decide to follow a precise methodology. The data

collection is the main level of our project. These allow us to have the necessary information

concerning our market. As a first phase, information help our team to define our objectives, to

identify customers needs and to select a country.

Figure 1: Key elements of the methodology


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Planning and process

We were able to have some information on our market. These data helps us to understand the

strucutre of the market. We also identify our main competitors and collect some key

information relative to their offer. Therefore we set clear strategic prirorities in order to obtain

competitive advantage among them.

Trough some tools such as SWOT and Pestel we define the market potential. We also

determine Dauphine university offers which exists already. Then, we procede to a competitive

analysis. We describe and analyse our main competitors ( type of organization, program

offers, duration of the formation, costs and their target). These allow use to delimit the key

actors which propose executive education.

After this research we enable to create our offer and to establish our goals. We define the

product overview. And all our research permit to establish our position and to conduct our

project.

Our process is more detailed in the following figure:


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FIGURE 1: REPRESENTATION OF THE PROCESS


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During our project, objective was to maintain team contact in order to share information. This

organization enables us to be efficient and to find the best way to establish our offer. To

respect our process and conduct our project we did a planning describe in the following part.

PLANNING

A- GANTT CHART

B- CALENDAR OF THE PROJECT

The Gantt chart and the calendar describe our process during our project. These define the

tasks schedule and the different deadline fixed.


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C- TEAM CONTACTS

To be efficient in our teamwork we use mainly email to maintain contact between team

members.

Name Phone Number Mail Anna-Valérie Naccour 06 85 02 29 82 [email protected] Sambukumaran

06 18 19 95 48 [email protected]

Amal Maamar 06 27 83 08 38 [email protected] Lu 06 42 62 53 23 [email protected] de Guernon 06 63 95 03 06 [email protected]ène Giraud 06 98 96 72 04 [email protected] Mandour 06 76 81 73 29 [email protected]


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III/ Our program: The Dauphine Cross-Cultural Management Seminar (DCMS)

A- Vision

Vision: Break the barriers between the European way of doing business

and the Asian’s one.

Dauphine Executive education is here to develop the relationship between China and France.

It enables Chinese executive to discover the way of working in France, participants to acquire

the broad, integrated knowledge and global perspective required to successfully lead their

organizations with the development of contracts with Europe.

This program is going to help China and France to forget the established idea between their

ways of doing business.

This is a splendid environment that enables ideas to emerge and flow.

B- Mission

Mission: To provide international negotiation training to Chinese

executives.

The Dauphine Cross-cultural Management Seminar has developed extensive experience

working with a range of Chinese organizations to provide senior executive training.

We work with your organization to devise a program that meets your needs and provides long

lasting learning and behavioral changes. This can be through a mixture of lectures from

industry experts; team building; collaborative working on live projects; company and cultural

visits.


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IV/ Market analysis

A- External

Executive Education Market

Forms of executive educationAs companies throughout the world strive to improve performance and boost growth,

attention is focusing on the potential economic benefits of professional executive education.

With the pace of global business increasing, senior managers find themselves needing to

make complex decisions quickly. As commercial conditions change, they must quickly assess

new opportunities and put in place the strategies necessary to take advantage of them.

Key forces, such as globalization and the rise of information technology as a business tool,

require senior executives to maintain a state of constant learning. It is no longer sufficient to

supplement an early university education with on-the-job experience. Increasingly, companies

are recognizing their most valued employees need more.

The classic form of executive education, the Master of Business Administration (MBA), was

devised in the early 1900s as a vehicle to foster strong senior management within large US-

based companies.

This original format involves graduates undertaking two years of full-time study in which

they are schooled in fundamentals of business -- economics, accounting, business strategy and

management skills.

By the 1960s, the MBA was a global phenomenon with universities across the world offering

their versions of what had become a "must-have" business degree.

But during the next two decades, the rigid format of the MBA course came under pressure.

Companies wanted to have graduates entering the workforce rather than spending another two

years in a classroom. Universities responded by changing course structures to allow for part-

time, external and even Internet-based study.

Adding such flexibility allows far greater numbers of students to undertake MBA studies.

There are now more than 2600 MBA courses being offered by around 1400 universities

across some 125 countries.


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Classic MBA offerings have also been augmented by a range of so-called Executive MBAs,

designed for managers who already have a considerable amount of work experience. These

courses encourage participants to share their knowledge and discuss real-world challenges

within the academic framework.

According to the experts, le future form of executive education will be the seminars.

A “Tremendous” growth

"There is tremendous growth both in the U.S. and international markets," says Maury Kalnitz

(Managing director of the U.S.-based Executive MBA Council), "People want to build on

their strengths and realize that, if they are going to progress in their careers, they will need

more skills."


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Future Market

Price

OfferDemandGrowing Demand

For executives with less time or looking for training in more specific areas, an increasing

number of academic institutions are offering intensive short courses. This format allows

participants and their companies to choose material that is directly relevant to their industry

sector and future business plans.

The Asian Market

Asia's rapidly growing economies have sparked an increase in demand for executive

education -- and business schools throughout the world are responding with gusto.

So do us in Dauphine…

Many have established relationships with universities in the region while others are going it

alone, setting up remote facilities linked to their home campuses.

Offerings range from traditional MBA degrees to short courses focused on the particular

requirements of local companies.

Faced with continuing globalization, Asian educational institutions in the region are acutely

aware they need to offer courses that provide participants with both business and cultural

insights from other parts of the world.


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Executive education participant numbers are expected to remain strong, thanks to healthy

competition between Asian companies to recruit and retain talented staff.

Global financial corporation Citigroup forecasts the Asian region, outside Japan, will

experience economic growth

Open market (Chinese Market)

We plan to target the Chinese executives for our education program.

During the 50 years since the founding of the People's Republic of China in l949, vocational

education underwent a process of adjustment, rectification, substantiation, reform,

improvement and steady development. Since China entered a new historical era of reform and

opening to the outside world in 1978, Chinese vocational education, especially executive

education, has been injected with tremendous vitality for development identifying the tasks

and objectives in the light of economic and social development in China. The Central

Committee and the State Council required governments at various levels to attach great

importance to executive education, make overall plans. The outline aimed at mobilizing the

initiatives of enterprises and institutions to provide executive education of multiple forms and

various levels.

International Cooperation and Exchanges on Chinese Executive Education

Internationalization has become a common trend for the reform and development of modern

education in the world. Along with the reform and opening to the outside world, China has

been actively engaged in the international cooperation and exchanges in the field of executive

education. During the past 15 years, the government has sent many delegations to over 20

countries and districts where executive education is well-developed and shows their unique

characteristics to learn successful foreign experience. At the same time, China has received

many foreign executive education delegations, invited foreign experts to give lectures in


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China. The cooperation and exchanges between China and other countries has been

increasingly expanded.

Executive Education Cooperation with European Countries

The Chinese government always attaches great importance to education cooperation and

exchanges with European and GUS countries as well as the European Union as an

independent entity. Since the founding of the People's Republic of China, this area has

witnessed the most vigorous development of China's international education cooperation and

exchanges. With unstinting support from the governments, the scale and scope of cooperation

and exchanges has been significantly expanded and remarkable achievements have been

scored. So far, China has established education cooperation and exchanges with 41 countries

in this area as well as the European Union. Besides traditional forms of cooperation such as

the exchange of students and cooperative research among scholars, Chinese government pays

more and more attention to executive education.

Executive Education Cooperation with France

French executive education is in advance comparing with the other countries. For French

companies, their budget for continuous education is about 1, 7 billion euros. Concerning

education of managers and executives, it’s around 260 million euros. In addition, in France,

there are many famous universities, just like Paris I (University Sorbonne), Paris VI.


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Chinese needs

International companiesChinese economic growth rates of around 10% over the last five years, in part fuelled by

international firms trying to gain access to China’s enormous domestic market, have led to a

rush of companies establishing and expanding operations there. This, in turn, has added to the

need for a broader base of management experience.

Five year ago, international companies still used expatriate managers for their subsidiaries.

For most companies, this kind of strategy came to a failure. Asked why executives recruited

from outside of China sometimes fail in their new jobs, an overwhelming 72% of respondents

cite cultural differences as the main reason for failure.

So most companies turn to Chinese local managers. They are familiar with the Chinese

market, with the Chinese people, with the Chinese culture. Most important of all, they are so

cheaper. They have only one default: shortage of international vision.

Chinese local enterprisesIn a country, which represents more than 1/5 of the world’s population, there are only 43

companies on the list of Forbes TOP 500. In addition, most of them are public. At last, they

are not very famous.

In order to go to the world, a substantial number of talented executives with international

vision are really necessary. In all of these companies, there are the budgets that aim for this

kind of overseas training program. Sometimes, the Chinese government also supports them.

Chinese SMEWith the policy of economic opening in China, a lot of people who don’t have a lot of

knowledge, but who are really hard working open their own companies and become very rich.

But with the development of Chinese economy, they are falling behind because of lacking

international managing methods. So, they are also our potential customers.


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Knowledge needs

According to a survey released by the zero indicator data network, as a senior business

manager, their needs for financial knowledge are particularly urgent (37.7%). Also because

we are in an IT era, the "global village" is no longer a dream, to master basic information

technology is really important. After IT knowledge (33.5%), there is a great need for the legal

knowledge (18.8%). Regardless of how companies operate, the law is the yardstick to

measure all commercial activities, in particular, after China entered into the WTO. In contrast,

senior managers don’t need a lot of management-type knowledge (5%). This shows that knowledge integration has become a 21st century business executive basic

capacity. He has to be trained competent to face international competition and expansion of

strategic thinking. They will be demanded for knowledge integration of finance, information

technology and law.

Executive Education Cooperation with Paris IX (Dauphine)In the field of finance, IT and law, Paris IX is very famous. It has a very good reputation in

the world, also in China. They have already established several cooperation programs with the


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famous universities in China like Shanghai Jiaotong University and Tsinghua University.We

can really see a good future for executive education cooperation with Paris IX.


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PESTEL Analysis

Political

The French ministry of Education and research and the Chinese Ministry of Education want to

promoting and strengthening the exchanges in the field of the higher education between both

countries, of facilitating the access of the students to the superior trainings (formations) and of

allowing the pursuit of studies in the establishments of the partner country in satisfactory

conditions

« Vu l'arrangement administratif du 18 mars 2002,Vu la délibération de la Conférence des

présidents d'université en date du 19 juin 2003 et de la Conférence des directeurs d'écoles et

formations d'ingénieurs en date du 7 mai 2003,Vu la délibération de la Commission des titres

académiques du Conseil des affaires d'État de la République populaire de Chine en date du 12

juin 2003 »


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Economic

More than 23 % of the national budget is dedicated to the education. In public institutions, as

universities, the State takes care directly of an important part of the cost of the studies.

The budget 2008 of the higher education and research will increase by 1,8 Md€ (that is a 7,8

% increase). It shows the commitment of Mr. Sarkozy’s campaign to make of the knowledge,

a pillar of a sustainable growth and a social progress.

Social

French state education is well organized, well funded and with generally average to high

standards in comparison to other European countries.

Technology

There has been a change in the functioning of the society due to the introduction of new

information and communication technologies. Thanks to the expansion of technologies, the

communication has been facilitated between both people and places.

Our positioning strategy emphasizes on new technologies, which are included in our core

competencies of education:

New technologies before the seminar like an online social network

New technologies during the seminar like the intranet WebCT or multimedia

used in teaching

New technologies after the seminar like tutored progress/result (Visio

conference)

Law

In 1996, the first "Vocational Education Law" in China was formally promulgated and

implemented, providing legal protection for the development and perfection of vocational

education. All these policies, regulations and laws have not only created an unprecedentedly

good social environment for the development of executive education, but also show the

direction for the reform and development of executive education in the 21st century.


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Competitive analysis

There are many universities or business schools specialized in executive education. Some of

them proposed MBA program and others summer school program. In our case, our main

competitors are universities and business schools ranked among the best in the world and

which offered summer program. The figure above represents our main competitors.

We can classify our competitors by geography:

Business Schools and university which propose a summer school program and located

in America

And those which are located in London, prestigious business area

Finally those that are near the Paris Dauphine University such as French prestigious

Business School: HEC Paris, INSEAD…

The study of our competitors will enable us to define our product and to adapt our offer to our

clients. This will let identify some key actors on the executive education market. Then, it

allows us to determine key advantages to set sustainable competitive advantage.


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We also identify among our competitors some which has the same or similar product as Paris

Dauphine University. We need to understand their goals and their products to have a

competitive advantage over them. We analyze different component of their offers such as the

program offered, the duration, fees and the profile of their candidates look ward. The figure

below summarizes these data. We also complete our competitive analysis by examining the

strengths and weaknesses of our main competitors. Below you can find in the table these

elements.

School / university HEC Paris

Profile of candidats For group of senior executives from Chinese state-owned and private companies,

Program Content HEC Executive MBA China : Managing performance, Organizational Structure & Change,Leadership & Change Management, People Management & Business Management

Duration, Date and Fees 16 months, 52 days of intensive training in Beijing, Shanghai/ 420 000 RMB (42 047 Euros)

Strenghts Most known university in France and one of the best university of the world, brand name, and quality of teacher

Weaknesses Courses based in China

School / university Harvard university

Profile of candidats For group of senior executives from Chinese state-owned and private companies,

Program Content Senior Executive Program for China: leadership & change, global CEO programms for china,etc…

Duration, Date and Fees three two-week modules/ Strenghts QUALITY OF TEACHER, BRAND NAME,

one of the best university of the worldWeaknesses SEND THE TEACHERS IN CHINA, COST

OF COURSES


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School / university EM Lyon Business School

Profile of candidats Companies

Program Content General management, strategy, Intercultural management, Business to Business Marketing, Trade Marketing,

Duration, Date and Fees Between 3 and 2 days / week. Corses in Fr, En, Sp an GE, in corporation with other europeen schools

Strenghts Contemporary and appropriate teaching materials and suitable mix of academic rigor and practical relevance

Weaknesses Inappropriate managerial academic level of participants and week interaction between course participants

School / university University of oxford

Profile of candidats All

Program Content Executive Education : Leadership programmes,Finance programmes,Strategy and Change programmes, Negotiation…

Duration, Date and Fees 9 months depends of the program/£14 000 for summer school

Strenghts High quality of teaching and coherent program thanks to the hard work of teaching staff. Interaction between course participants

Weaknesses No advanced preparation. Inappropriate class size and structure

As we see in this table, Harvard is one of our main competitors. It offers different types of

services to Chinese executive. This university sends its professors to China’s university to

ensure the classes. Among these institutions Harvard is the only one, which identifies China

as a client. They have the same target as us, but as a prestigious university they are also

known to their costly courses. To be different we proposed to Chinese executives to come to


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Paris and offered some cultural activities. We also present our summer classes at a price that

is different than Harvard.

A- DCMS’s market position

The studies of our competitors enable us to define our offer. According to our vision and

mission we decide to propose a program for Chinese executive. We would like to procure to

executives the main competencies in European Business. In fact, we want to give them the

main tools to negotiate with European businessman. Compare to our competitors we are able

to help these managers to do business in Europe. It’s a way to understand European culture

and to acquire the key components.

Chinese executive will be able to understand the behavior of European businessman. Then,

they can also establish their first contact with French people. They are going also to discover

some cultural aspects. For example when Chinese executives are going to deals with French

people they can speak about their trip in France. Our competitive advantages are based on

cultural aspects and all elements about doing business in Europe.

We would like that our clients perceive us as a prestigious university that gives them the skills

that correspond to the demand.

B- Our Critical Success Factors

Some key elements allow us to establish a sustainable competitive advantage over our

competitors:

Our brand name (Paris Dauphine University), reputation of Dauphine in management,

Our professors,

The partnership with big companies,

And the DCMS program


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We add to our program some activities. We decide to improve our Chinese executive’s

knowledge by these cultural aspects. Therefore, they are going to discover Paris one of the

world big cities. Chinese executives are being able to learn about our culture.

Porter’s 5 forces

Product of substitution

Universities in China can propose the same program for more reasonable price. They can have

the same courses with different teacher less expensive but for the same goal. So executives

don’t need to come to Paris to take those courses.


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New Entrants

Google can propose the same program of executive education. Google has the possibility to

have access to different kind of book in the Internet, so it can create an Executive program

with the same courses just with pod cast and books through the Internet.

Customers

Our customers are the Chinese Executives and firms who want to learn the differences

between Europe and china. They have a power of negotiation because they can go to other

program. So they can negotiate with us to take the more advantageous for them.

Suppliers

Leading academic thinkers:

Those persons who will teach our students are difficult to deal with because other business

schools also demand them. Our advantage is to be in Paris where are organized other

prestigious executive education programs like in HEC, ESSEC, ESCP/EAP and l’INSEAD in

Fontainebleau. Then, we can also take advantage of the « prestige » of Dauphine to convince

those teachers to participate to our training.

Highly successful business leaders:

Our geographical positions in « Avenue Foch » and « La Défense » constitute a real

advantage because we are near the centre of Paris and in the heart of the business district. So

it is very easy to attract businessmen and invite them to participate and give good advice to

our students particularly for the business cases.

Talented entrepreneurs managers:

Many of them have already been interviewed by the CREPA of dauphine during the « métiers

du stratège » course. So there is an important database concerning their activities and personal


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achievements. So we can propose to our students to choose those that they prefer to meet in

class.

Finally we can take advantage of the « network of Dauphine graduates » which is very

dynamic.

Communication and marketing consultants:

We already have many partnerships through Dauphine so we can negotiate good prices for

the promotion of our executive program. Then for the basic promotion we can recruit students

from the « Dauphine Junior enterprise » which are very effective and work for many

companies. They are able to build a « pertinent » marketing plan thanks to their experience in

this domain.

Competitors

There are several other summer executive programs proposed by other business schools in

France (HEC, ESSEC, INSEAD), in the US (HARVARD, WARTHON…) and in London

(LSE, London business school) but we are the only one proposing training on negotiation and

international communication. So we have no direct competitors for our Chinese target.

Government

The Chinese Government supports the international education to enable the development of

their economy and to learn from abroad.

During the 50 years since the founding of the People's Republic of China in l949, vocational

education underwent a process of adjustment, rectification, substantiation, reform,

improvement and steady development. Since China entered a new historical era of reform and

opening to the outside world in 1978, Chinese vocational education has been injected with

tremendous vitality for development.

Internationalization has become a common trend for the reform and development of modern

education in the world. Along with the reform and opening to the outside world, China has

been actively engaged in the international cooperation and exchanges in the field of


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vocational education. During the past 20 years, the government has sent many delegations to

over 20 countries and districts where vocational education is well developed and shows their

unique characteristics to learn successful foreign experience.

So there are real opportunities to teach Chinese executives how to manage international trade

and partnerships since it are one of the priorities of the Chinese government.


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Internal

BCG Matrix

After a study of internal activities of Dauphine university product we can class them in

different categories.


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Relative Market Share (Cash generation) HIGH LOW

Mar

ket G

row

th R

ate

(Cas

h U

sage

)H

IGH

LO

W


We consider that our market is the Education for graduate and postgraduate students. Paris

Dauphine University has existed for a long time. It proposes different programs in a large

variety of fields.

According to the Boston Consulting Group Matrix, we are able to class the Paris Dauphine

formation’s in the following categories:

Cash Cow

Those are programs, which have a large market share in a slow growing industry. In our case

these programs are the executive MBA programs offers by Dauphine. Cash cows is the

segment which require a little investment ant generate cash that can be used to others

formations. We consider MBA program in cash cows because these program make a huge

amount of cash. Then, due to the actual crisis the industry is slowing the executives don’t

have time and the budget to follow MBA courses.

We also consider some formations as cash cows like those proposed in apprenticeship. These

programs allow Dauphine to have cash flows through taxes paid by companies.

Stars

Those are programs that have a large market share in a growing industry. For Dauphine we

can consider that the mains master in management and finance are stars product. Dauphine

University is well known for these programs. The demand from students improves in these

fields.

Question Marks

Those are segment situated in a high growth market with a small market share. In our case,

that will be the market of executive education exclusively short-term courses. We can class

our new seminar as a question mark. We are in a growing market more and more executives

are looking for short-term courses. It allows Chinese executives to develop their skills in

negotiation with European. Due to the growing economy the relation with china and Europe

will improve in the future. Through our program Chinese executive will acquire key

competencies and to succeed in business.


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Dog

They don’t require cash flows, as they are programs that are not successful. They do not

generate benefits for Dauphine. In our case, the master of finance 203 had closed due to the

crisis. This master doesn’t respond anymore to the need of the market at the moment. And it

was not adequate to keep a master that trained students to become traders whereas there is a

financial crisis.

In a conclusion the BCG matrix define a framework of different programs of Dauphine. It

allows the comparison of programs and to determine the resources allocated. Our seminar is a

new program for Dauphine so it requires some investment. Our seminar will become cash

cows if Chinese executives will be attract and satisfy by our seminar. That’s why it is

important to maintain the relationship and to improve our program year after year.


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Internal and external

The SWOT analysis

STRENGTHS

A leading university in research

Paris Dauphine University is the leading research institution in organization and decision

sciences research and education in France. It is ranked in the Academic Ranking of World

Universities (ARWU 2007) (as “Paris 09 University”).

Notoriety of the university

Paris Dauphine is well known in China and already has a partnership with the University of

Shangai. Besides it is also known for the research in mangement through publishings of the

CREPA so it is a real competitive advantage to attract famous academics who would teach in

our programme. At Paris Dauphine research has long been recognised as the intellectual

energy that powers our programmes. Our teaching and research staff are world experts both in

their fields and in disseminating their knowledge. Our faculty’s insipirational talent in the

classroom is as important as their leading-edge research.

Renown and quality teachers

Our Summer Program explores timely design issues and trends while enabling participants to

exchange ideas and experiences with faculty and peers. We enable our students to meet

leading academic thinkers some are authors of best sellers’ books about international

management and negotiations techniques. Seminars with international business leaders who

have an experience with the Chinese business are also proposed in our training until our

students have a link between theory and real life cases and practices.


35


A strong alumni network

The alumni of the EXECUTIVE Course of DAUPHINE joined, worldwide, and contribute to

build a strong network. Besides our students have also access to the « Dauphine graduates

network » which is very dynamic and where we can found managers in many sectors all over

the world.

Dauphine already has experiences with seminars

There are already several MBA’s organized in Dauphine targeting executives so we can take

advantage of the experience of Dauphine’s administration in this domain.

Dauphine has a network of a wide range of academic as professional teachers

That is an important point for our MBA because we have chosen to make famous business

men and entrepreneurs to participate to our training and give practical advice to our students.

The seminar timetable offers free time for cultural visits in Paris, on top of the

courses, which is a competitive advantage regarding our competitors.

We train our students in international trade, negotiation…but we also make them familiar

with French and European culture.

The use of new information technologies in our seminar.

This is a competitive advantage because we follow the new trends and ways of doing business

through presenting an answer to nomadism and mobility which are the new ways of doing

business.

Small groups classes

Accelerated one month curriculum develops successful, thoughtful leaders and entrepreneurs

who create value for their organizations and their communities. This is possible thanks to the


36


interactivity between teachers and students enable by the organization by small groups of 30

students.

WEAKNESSES

A fresh new seminar, launching with no past reputation

A very small and specific target

Nonetheless we have the project to adapt the summer training to other targets like executives

from the Middle-east and from Latin America. It is way to take advantage of our future

experience.

We should defend the model of the university while business schools are considered

the best.

That is why we will present a hybrid system between a university and a business school. This

system is illustrated by our locations because we do more classes in Leonard de Vinci

business school than in Paris Dauphine University

OPPORTUNITIES

A high economic growth in China

The important partnerships between France and China for politics and business

The development of vocational education in China

There is a rapid Expansion of the Scale of Vocational Education, During the l5 years

between 1980 and 2001, the proportion of regular senior high school students among all

the students in senior secondary education has decreased from 81% to 54.7%, while the


37


proportion of secondary vocational school students has increased from 19% to 45.3% .

From l980 to 2001, secondary vocational education institutions produced 50 million

graduates, fostering millions of secondary-level and primary-level technical workers,

managers, skill workers and other labors with good vocational and technical education. So

we can present an exclusive original abroad training that executives cannot find in China.

Growing budgets in education for executives

A real need in Chinese Managers to learn from the west to manage cultural barriers. Dauphine

is a hub for a diverse learning community which is united in its intellectual curiosity,

international awareness and belief in the role of business as a force for improving people’s

lives. The worldly perspective and cultural diversity of this community are reflected in all

aspects of our research and teaching. Today’s multinational, multicultural, multi-connected

business world needs leaders with the knowledge and sensitivity to operate anywhere in the

world. This is why business and aspiring young business leaders turn to our program to train

the next generation of transcultural leaders.

Word of mouth can help building a reputation faster

The growing importance of NTIC worldwide

Other potential targets

We have the objective to adapt this model to other targets like executives from the Middle-

East and from Latin America. It is way to improve our return on investment ant take

advantage of our future notoriety and experience in the international negotiation field.

THREATS

The crisis affects budgets in some industries.

High competition in executive seminars (see competition)


38


V/ Marketing Mix

A- Product

The originality of the dauphine’s seminar proposed here relies on the quality of the courses

taught by famous professors.

You will have the opportunity to spend two months in one of the most beautiful city of the

world by improving your management skills but also your personal culture with the visits of

the most famous places in town.

Our philosophy is that a better education leads to a better competitiveness and to the success

of your company. Our aim is to help executive to develop their own skills with a complete

training but also with free-time which will be dedicated to improve cultural knowledge.

The seminar is a new concept, it is the first time that you will be able to mix pleasure and

work in one of the most beautiful cities in the world!

The novelty of the project will position us as a leader between all executive’s education

programs already offered.

This executive program offers you 9 different courses, which are additional:

Executive Leadership & Change

Negotiation & Managerial Decision

Personal Development and Communication

Global competition

Strategic Marketing Management

Strategic Operations Management, Strategic IT Management

Financial Management

Culture awareness

European Business


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http://www.exed.hbs.edu/programs/?topic=Financial%20Management&level=Executive%20Leader

http://www.exed.hbs.edu/programs/?topic=Personal%20Development&level=Executive%20Leader

http://www.exed.hbs.edu/programs/?topic=Negotiation%20%26%20Managerial%20Decision%20Making&level=Executive%20Leader


The days you’ll spend in Paris intramuros will be split between the studies in Leonard de

Vinci, at La Défense which is Paris’s business center, and the visits of great monuments, such

as le Louvre or le Château de Versailles.

This seminar has to be seen as a real opportunity for improving Asian executive skills and to

give your employees an open-mindedness that will allow them to become more competitive

and in a way to permit your company to stay one of the best in the world. More details about

the product will be given in the strategy.

B- Place

Our goal is to improve the knowledge of Chinese executive in all European business spheres.

We decide to teach the most of our summer program in Paris Dauphine University.

Some courses will be at Pôle Leonard de Vinci also. Paris Dauphine University is the best

place for our executive.

The university is on the heart of Paris and our

clients can find many accommodations to their

comfort. Near the university they can visit some

well-known place such as “Champs Elysée”. This

is also an opportunity for them to understand some

key value and cultural aspects of the main city of

France: PARIS.

Our clients are going to follow some courses in Pole

Leonard de Vinci, this able them to discover an important

area in Paris: The Business District La defense. They are

going to see this prestigious place where everyday our

main executives deal.

This is a way to show them the main workplace of French

executives.


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C- Promotion

Our objective is to attract Chinese executive who wants to acquire some knowledge in

European Business. Our program is for businessmen who are interested by European culture.

This program gives them the key tools to deal with European. They are going to acquire

competencies in different fields of business (negotiation, communication and others…).

Our program is based on different courses taught by important professors of Paris Dauphine

University. Then, to highlight our program and its content we found different ways of

promotion:

Paris Dauphine University

The brand names, the reputation of the university enables the expansion of our program. This

reputation can promote our product.

Paris Dauphine Website

We are going to use the Paris Dauphine Website to introduce our program. Trough the

university website we decide to promote our offer. For this we decide to use one full page of

the website. The clients can find in one reference the full description of courses (they can also

download a PDF format of all these details). They can also these in formations:

Number of hours allocated to each courses

Professors name and the content of the courses

The objectives of the class and some exercise which allows the students to practice his

learning

And students can participate to a forum where they can express their point of view of

the class, can propose some idea to improve the course

All these elements are going to help and comfort the students. To highlight our program we

planned to use some photos, which represent the city of Paris, and some of Leonard de Vinci

conference room’s pictures. These are a way to enhance our program and to be different from

others. The website will include also a video. This video is a synthesis of our product and

some key word will be say. This is a way to attract the attention of the potential client and to

explain our goals. We want to make a short presentation in order to describe in few words the


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main idea of the product and to convince our future client. In order to make it looks realistic,

students will make the video and it includes University dauphine shot. Professors will explain

very quickly the aim of the program and the opportunity for the future clients to study in one

of the most famous university of France.

Through people

As we know Paris Dauphine University is one of the best universities in France. There are a

lot of well-known professors in Dauphine. Some of them have the opportunity to travel

abroad to make some conferences abroad (Asia for example). A free way to introduce our

product is to give some brochures to these professors. Thereby, they can distribute our

brochures for professionals they could meet during their conferences.

Direct Marketing

In addition to the elements mention in the first part, our project will include the promotion of

our product through different marketing channels. These enable us to send directly our

message to our target. These channels allow the circulation of information. Direct marketing

involves commercial communication with consumers. It’s a way to express our main goals,

the aim of our program and to explain what could be the benefit for the executive. For this, we

choose the following different channels:

Brochures

We want to create some brochures and to distribute them. These brochures represent the key

points of our project. We are going to add a resume of our program some important elements

(some courses content, duration of our program, goals of the program). For the visual aspect

brochures include some photos mainly two conferences rooms’ photos. Follow by one Paris

Dauphine University photos and some elements that characterize the city of Paris.

Leaflet Distribution

We also want to introduce some leaflets characterizing our product. The content will be

shorter than the brochures. Some key points will be highlight such as our main courses, the


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duration of the program, the activity proposed by our project, the different opportunity for the

executive. All the documents will be in English some of them will include a Chinese version.

Magazines

We want publish in some key Chinese magazines dedicate to Chinese top managers and

important executives. We will able to put our offer in front of our competitors.

Direct Mail

Dauphine partnership companies who had subsidiaries in china website of the subsidiary

propose some courses…

Communication Plan:

The content of the message

Our message will be diffused trough different media. Our message will reflect our goals. It

will be clear and short. Our message is the first contact with a potential client so it has to

convince or attract the attention of our clients very quickly. It will be based on our main

points: business in Europe. It’s the first step of our communication. Our credibility, our

purpose and our goal are the basics of our communication.

For who is it for?

Our message will addressed through the media mention in the first part mainly to Chinese

executive and for top managers. The aim of the program is to give them some knowledge and

tools about European business.


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D- People

PEOPLE INVOLVED DIRECTLY AND INDIRECTLY

As described previously different personality are implied in our process. As we mentioned

direct people are involved such as Dauphine professors and professionals.


44

Our main stakeholders:Paris Dauphine university academic professors

Professionals intervention in teaching

Indirect stakeholders: Students / trainees

Services of international program

Financial Services of Dauphine

Dauphine Partners


E- Process

Our goal is to provide the best services to our customers. We planned to give different courses

concerning European business at all points. To attract Chinese executives we developed

different tools. The main questions for satisfying the client is: “What processes do they have

to go through to acquire our services?”

Therefore to take part of our program the clients have to follow different step:

Figure: Representation of client process

The client takes directly contact with the person in charge of our program at Dauphine.

The client can order some documentation on our website, he can also order by phone

in exchange of a fee.


45


After this first contact the client obtain all information wanted. The needed documents

are sent by post. And the client will also receive a PDF document by mail

summarizing all the steps to be completed to follow our program.

Then, Chinese executive receive documentation in English and they have to fill one

page of the document to participate to our program. This can be filling by an

electronic version and send by mail to our administration.

After the examination of candidate profile, an admission letter will be sent to him.

This letter resume all courses follow by the clients and the fees relative to each

courses.

To be received in Paris Dauphine University our client will be pay all courses and

have to find their accommodation in Paris near the university (See below the

description of our offer).Thereby, the client will be registered as a new student and

could attend the classes.

After his enrolment the client could prepare his arrival in France.

The previous description is a common process to all Chinese executives. They also have the

opportunity to get all information through new technologies.

Before the seminar, they get information via the online social network. They can have the

abstract of courses through the intranet.

These data will give the comfort for Chinese executives to come to France and follow our

seminar.

According to our program we give a huge opportunity to Chinese executives to improve their

knowledge and acquire competencies in different fields. Paris Dauphine University will be in

charge of all courses dedicated to them and the activities that we decide to propose.

We are not able to be in charge of accommodation, that’s why we propose different type of

accommodation. They will stay in comfortable place in one of the most beautiful city in the

world: Paris.


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Accommodation

We offer to our executives 3 categories of accommodation. Since they subscribe to our

training they choose at the same time the level of comfort and we book the reservation for

them. With this option our students can benefit from our exclusively negotiated prices.

1st category: Sofitel Paris La Défense

It is a 4 stars hotel with high standard commodities for businessmen. Sofitel Paris la Défense

is a contemporary hotel with a quiet, discreet atmosphere that is ideal for work and relaxation

until they can pursue their professional activities during their time off. It is located in the

middle of the business district and near the Leonard de Vinci’s campus where nearly all

classes take place and at 10 minutes from the Champs-Elysées. It is also a place where

customers can meet other international businessmen and create a new professional network.

Price for three weeks (B&B): 2850 euros


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2nd category :Ibis Paris La Defense (2 stars)

The Ibis Paris La Defense hotel is located in the heart of La Defense at100m from the metro

(Esplanade de la Defense). Rooms are air-conditioned with WiFi access. Our trainees have

also access to 2 meeting rooms, a restaurant, bar, snacks 24hrs and a terrace area. So they can

benefit from all commodities needed for their personal comfort.

Price for three weeks in semi-pension (B&B): 1350 euros

3rd category: Résidence Bessières

Résidence Bessière is located at 27-boulevard Bessières 75017 PARIS.

This student residence is located at 20 minutes from Leonard de Vinci’s campus and is

managed by the CROUS of Paris. Our students have an individual room with access to

Internet.

Price for three weeks: 400 euros


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49


F- Price

After the study of our relevant costs due to our seminar, we fixed the price of our seminar:

4500 Euros per person. We decide to have a margin in order of 85%. According to our

partnership with Leonard de Vinci we eliminated some rent costs. We have also saved some

costs due to Dauphine program (MIB and others masters), which employed many persons so

we don’t have to support hiring costs. We also take benefit from the materials that Dauphine

University already have such as computers and others. So we don’t need to invest in

materials.

At the end of the first year we plan :

Fees per person 4 500 €

Margin per person 2 059,05 €


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VI/ The Strategy

Program of the Dauphine Cross-Cultural Management Seminar

With this summer seminar, trainees will have the opportunity to develop their skills in

different contents:

This executive education program is carefully structured to help trainees achieve better

outcomes at the global bargaining table. All the courses are characterized by a real

interactivity between students, professors, and peers in order to share all the experiences and

to allow everyone to benefit from this training.

Executive Leadership & Change by John Kotter

Executive Leadership offers you the opportunity to determine the state of your company with

a view to helping you to establish a vision; in order to aid you for planning and decision-

making processes.

Our approach is such that the results can be communicated directly to those involved with

organizational change; it links organizational strategies, values, and processes and makes

explicit the relationships among them; and, our focus is on the total organization and its sub-

elements.

Negotiation & Managerial Decision by Tim Cullen (from Oxford University)

In essence, negotiating is deciding what to agree on and persuading the other party to agree.

In order to decide and persuade, you need to gather the right information and determine what

is of highest value and what is of lowest cost to both you and the other side

We are all experienced negotiators, and we face challenging and complex problems of

persuasion and influence on a daily basis. Successful negotiation requires agreement and

collaboration with other people. Since other stakeholders do not often have the same interests,

perceptions and values as you do, negotiation skill is needed, professionally and personally.


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Build a stronger negotiation base, helping participants to improve the outcome of deals

Develop analytical tools and frameworks for understanding and winning in more

sophisticated negotiations

Acquire hands-on practice enabling you to strengthen weak points and preparing you

to return to work

Personal Development and Communication / leadership by John Baldoni

John Baldoni is a recognized thought leader in leadership and communications as well as a

popular motivational speaker, executive coach, and communications consultant. In 2007 John

Baldoni was named one of the "30 Most Influential Leadership Gurus” by Leaders Gurus

International.

To be a good manager you have to excite people to work with you. It begins with self-

confidence and management methods that you will learn in this seminar. Moreover, you will

have the opportunity to know some human resources methods in order to understand the

importance of good relationships between you and the people you work with.

Construct a personal development plan for your leadership style that will guide your

progress for years into the future.

Develop greater confidence and understanding of personal leadership style, enabling

you to carry out and lead change within your business.

Global competition by Jeanne McNett

By this course, you will have the opportunity to reinforce your knowledge in the context of

global competition. You will be able to use all the tools given by different reports, especially

in economy, international trade and information technology and by this way, adapt your

company in its change management.

Strategic Marketing Management by Alexander Chernev


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http://www.amazon.com/exec/obidos/search-handle-url/ref=ntt_athr_dp_sr_5?_encoding=UTF8&sort=relevancerank&search-type=ss&index=books&field-author=Jeanne%20McNett



You will learn how to evaluate marketplace potential and risk from the perspective of the

firm's unique ability to develop and deliver goods and services of meaningful customer value.

Goals:

In-depth knowledge of competitive dynamics and to know how to integrate

marketing strategy into the overall business strategy

Frameworks for analyzing customer preferences and enhancing customer

relationships

Building and managing brand equity with effective market communication

Strategic Operations Management, Strategic IT Management by James A. O'Brien

Information and communication technologies, Information system, are now the key to be a

good competitor especially in a context of economic crisis, that’s why this course is proposed

in order to awareness to these new methods of work.

You will have the opportunity to learn how to use and manage information technologies to

revitalize business processes, improve business decision making, and gain competitive

advantage. Thus it places a major emphasis on up-to-date coverage of the essential role of

Internet technologies in providing a platform for business, commerce, and collaboration

processes among all business stakeholders in today's networked enterprises and global

markets.

Financial Managemen t by Eugene F. Brigham

In the arena of global corporate finance, the rules of the game are constantly changing,

requiring today's financial managers to explore the latest ideas and concepts, gain new

perspectives on traditional business practices, and obtain hands-on experience with the most

current tools to help their organizations gain an advantage. This program delves beneath the

surface into the most complex levels of finance by examining topics such as valuation, capital

structure, forecasting, risk management, and governance. You will walk away with powerful

insights and frameworks that you can apply immediately to achieve your business objectives.


53



Cultural awareness by Emmanuel Monod

The originality of this program relies on the diversity and the complementarities of its

contents but also on the availability to discover one of the most beautiful town in the world :

Paris. By visiting its most famous monuments, you will have the opportunity to learn its

history, but also the evolution of European culture in a context of globalization. Business is

not enough, you have to be sensitive to culture, and it’s an important key for relationship you

will build with your clients, your colleagues, and your competitors.

European Business by Laurent Bibard

Asia has become one of the most important business places in the world and a challenger to

deal with. Through this idea, it is necessary to also master the European business in order to

benefit from the differences between the two cultures, the two different ways of life. This

course will give you all the European business tools that you will be able to reuse in your own

company.


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55

The teaching time tableFirst week Monday Tuesday Wednesday Thursday Friday Saturday

9h – 13h

INTRODUCTION and Program Presentation at

Paris Dauphine University

11h : welcome breakfast

Negotiation & Managerial Decision

by Tim Cullen

Negotiation & Managerial Decision by

Tim Cullen

Culture awarenessby Emmanuel Monod


Optional visit of the Château de

Versailles

13h - 14h lunch lunch lunch Optional lunch Trocadéro

lunch

14h – 17hExecutive Leadership & Change by John Kotter

Leonard de Vinci

Executive Leadership & Change by John

Kotter

Executive Leadership & Change by John Kotter

Eiffeil Tower visitNegotiation &

Managerial Decision by Tim Cullen











2 nd week Monday Tuesday Wednesday Thursday Friday Saturday

9h – 13hPersonal Development and Communication /

leadership by John Baldoni

Strategic Marketing Management by

Alexander Chernev

Personal Development and Communication /


Culture awarenessby Emmanuel

Monod

European Business by Laurent Bibard

13h - 14h lunch lunch lunch lunch lunch

14h – 17h


Alexander Chernev

Personal Development and Communication /



Alexander ChernevVisit of the Musée du Louvre (75001)

Free

Diner at Le Lido


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3rd week Monday Tuesday Wednesday Thursday Friday Saturday

9h – 13h European Business by Laurent Bibard

Financial Management by Eugene F. Brigham

Strategic Operations Management, Strategic

IT Management by James A. O'Brien



13h - 14h lunch lunch lunch lunch lunch

14h – 17hFinancial Management by Eugene F. Brigham

Strategic Operations Management, Strategic

IT Management by James A. O'Brien


Visit of Notre Dame and the

neighbourhood

Fly boat


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The emphasis on new technologies of information and communication

Our positioning strategy emphasizes on new technologies that are included in our core

competencies of education. It adds value to the seminar, and differenciate Dauphine from

competition. It also makes possible to offer to individuals more taylored classes to meed up

their needs.

New technologies before the seminar

An online social network: The private group on Linkedin

An online community will be set up before classes start. That will enable participants to create

their own profile with their academic and professional background, and their expectations

from this seminar. Another part of the network will be dedicated to a chat room/forum. This

device will make them to know a bit of each other before the seminar starts, they will be able

to chat or post articles and messages. They can also interact with their future professors about

their needs and expectations. This option will be used by professors to taylor or adapt some

classes, focus on specific topics or case studies requested by users and thus meet executives

needs.

Moreover, being part of this network is lifelong, all members registered are recorded in order

to build a strong community of influent executives in the world who could exchange and do

business.

The network will be accessible from Dauphine intranet WebCT, from the internet with a the

specific URL, and from Iphone/Blackberry/HTC as there is a Linkedin application

downloadable.

Access to the intranet to get abstracts of classes

Abstracts of all classes will be sent by email before the seminar starts. Abstract will be

available on WebCT as well.

New technologies during the seminar


The intranet WebCT

On the intranet, all the courses material will be available for download. Some videos will be

put on webCT after each class, in bonus, for those who want to go further in the topic.

Multimedia used in teaching

Of course all teachers will support their teaching with power point presentation. But the

innovation is that slides will be multimedia, meaning that it mixes texts, audio sound, videos,

pictures and flash animation directly related to the topic being expressed.

Classes will be tauch in computer labs in order for each executive to have access to the

intranet, library online search and all software needed for the course. This will help to solve

compatibility issues that could occur with electronics and computing materials between

countries.

New technologies after the seminar (also called ASS After Sales Services)

The choice to in-depth one topic

Executives can choose to develop one topic more in depth. It is one topic of their choice after

validation of the tutor. This choice is expected to be based on their personal or professional

current missions and objectives.

Those are extra courses (non mandatory) that can be downloaded from WebCT, podcasted,

smart-phones friendly (Iphone/HTC/Blackberry), and more generally conveniently designed

to be accessed from small devices such as smart phones, PDA, Palm or notebook, tablet PC.

Tutored progress report/results

A tutor will be allocated for those who want to do a check-up of their progress.

2 Visio conferences can be planned:


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The first one at Month +1 after the seminar to evaluate the accuracy and efficiency of

the use of their new skills in their own current professional life. The tutor, eventually,

re-advice the executive according to his real needs, and set-up with him a new action

plan.

The second one at Month + 2 after the seminar to set up their final personal results

from the seminar.

We are aware that such a positioning can be expensive, because of the need of multimedia

materials. However, we believe that new technologies are the future of education and we need

to catch up now if we want to lead with this attractive competitive advantage in the field of

executive’s seminars.

It is a long-term investment, which need to be updated and improved each year to stay at the

cutting edge.


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Michael Porter’s Value Chain

To better understand the activities through which we will develop a competitive advantage

and creates value, we will separate the business system into series of value-generating

activities referred to as a value chain.

The value chain of our project can be viewed as a network of activities centered on the

function of offering to our executives a unique and high quality program suiting their needs, a

course package focusing on building relationships, leading and facilitating business change

with other countries and negotiating for results.

We aim to create a strong bond between Paris Dauphine University and the executives

through high competent professors and tutors. This unique bond becomes a differentiating

competitive advantage as Dauphine University subscribes behind this program to a vision of

quality, support, service, and excellence

The model bellow comprises a sequence of activities that build value to our product.


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Support activities consist of:

Firm infrastructure

Paris Dauphine University will run and pilot this executive program. The university will be in

charge of the launching of this project, the administration, the selection of the professors and

courses; the planning … it will also ensure the quality and the e learning in order to meet the

executives’ needs.

The only task that we will outsource is the organisation of extra activities.

Human Resource Management

The mission and objectives of this program are driving force behind the Human Research

strategy.

The core team of Dauphine will manage recruitment and the selection of professors. It will

also ensure an homogeneous way to meet the executives needs before and after the seminars

given at the university.

Technology development

The emphasis on new technologies of information and communication will be an important

source of competitive advantage for our project that will differentiate Dauphine from the other

competitors.

Thanks to an online social network - accessible from Dauphine intranet, internet and from

Iphone/Blackberry/HTC applications as well - participants can interact with their future

professors and a strong community of executives. They can also download the abstracts, all

the courses and also the extra courses chosen to be developed.

Multimedia materials will be used to tutor the progress of the executives in form of video

conferences.


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Procurement

We (Dauphine) will be in charge of contacting and choosing the professors and other

professional intervenant. We will contact our partners in education and companies. Our

purpose is to secure the lowest possible price of the highest possible quality.

We will select the suitable multimedia materials in Dauphine, purchase the ones needed and

develop the application for the small devices.

Whereas the extra activities, we will outsource them to a supplier offering us a complete

package.

Primary activities are:

Inbound Logistics

Involves the preparation for course development including planning, preparing for the

computer labs, amphitheater and materials, hiring of reference professors, selecting the

candidates...

Operations

This activity includes the creation and/or the review of the courses and cases studies including

writing, multimedia creation, editing, formatting, graphic design, printing, and Web

publishing.

Outbound logistics

Dauphine will provide services concerning the packaging and storage of courses, the process

of mailing and organizing the video conferences.

Providing the executives with access to the intranet, they can retrieve relevant information is

another aspect of outbound logistics. Executives can access to their account to register in a

course, ask for details, access the library and bookstore, and benefit from community of

executives.


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Marketing and sales

To promote the university offerings, the preparation of brochures, advertising, and the

university calendar is the marketing strategy, done by Dauphine’s junior entreprise.

The advertising will be in the web site of Dauphine, forums, contacting directly some

companies in china and in professional web sites as well, like Video and Linkedin.

In addition, Dauphine will craft a branding strategy to communicate the benefits, attributes,

culture, and competitive advantage of its executive education.

In another hand, we will establish strategic partnerships that are able to give the institution a

unique position.

Service

Through our program, we respond to the needs of the candidates, thanks to an online support

(technical and academic) and tutoring after the courses taken.

It also includes learner self-service through Web sites and Web portals


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VII/ Financial forecast

Expenses repartition at year 1

Charges Cost in Euros

Education CostProfessors Charges (1) 18 000,00Professionnal Charges (2) 12 000,00Transport Cost for foreign professors 9 500,00 - Marketing Cost

Brochures - Design &print (5000 brochures) 7 500,00 - Magazines 6 000,00

Website google key words and professionnal link 4225Yahoo Website 4225Diffusion through partners 0

Maintenance Cost 3200Rent (Electricity, Cleaning, Gardian...) 1 500,00Webmaster ( Website, Webct) (3) 2250 Activities Charges (4) 4 272,50Total Charges Before Taxes 72 672,50€ Total Income 134 444,13€Result before Taxes 61 771,63Tax (33%) 20 384,64Result after Taxes 41 386,99€

Comments

(1) All Dauphine and foreign professors

(2) Cost from administration Personnel

(3) Additional cost relative to our website maintenance

(4) Cost due to different activities ( Visits of Eiffel Tour, Louvres, Versailles )


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According to the statement above, we determine the total cost allocated to Paris Dauphine

program:

We identify a total revenue amount of 134 444, 13 Euros.

We also determine a margin of 85 %. According to our total cost we decide to propose our

program at 4500 Euros for each candidate.

This statement enables us to analyse our program expenses in the first year. We identify that

our main costs are marketing cost and personnel cost (professors and professionals). These

expenses allow us to promote our offer. We need these costs because we initiate a new

product and a different program from others at Paris Dauphine University.

Our partnership with Leonard de Vinci is a way to reduce some cost such as rent cost or

personnel charges.


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Costs

Description of the fixed costs:

Figure 1:

Charges TotalWebsite google key words and professionnal link 4225,00Yahoo Website 4225,00Design &print (5000 brochures) 7 500,00

Magazines 6 000,00Webmaster ( Website, Webct) 2250,00Maintenance 3200,00Rent (Electricity, Cleaning, Gardian...) 1 500,00Total of fixed cost 28 900,00

Contribution margin

From this table we can calculate the contribution margin:

Total revenue 134 444,13 €

Less variable cost 43772,50

= Contribution Margin 90671,63

The contribution margin helps us to determine the margin for each unit of product. In our

case, our revenue is based on the number of executive attending our program. Therefore the

contribution margin is used to cover all our fixed costs.

The variable cost will depend of our activity. All these data are forecast for the first year after

the launch of our seminar. Our estimation is based on 30 numbers of executives the first year.


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Breakeven point analysis

From our precedent analysis we can compute an important element: the breakeven point. The

breakeven point is where total cost equals our revenue. At this point all our fixed cost are

covered. We don’t make profit at this level. Therefore at this point we can calculate when we

are going to make profit.

Then, we calculate the breakeven point as following:

Breakeven point in total sales =

We get the contribution Margin by the following formula:

Contribution Margin Ratio =

Breakeven Total Fixed Cost 28 900,00Contribution Margin Ratio (134 444,13/ 90671,63)= 0,67Breakeven point in total revenue 43134,33 €

To calculate the breakeven point we used the balance sheet of the first year and we define the

total fixed costs. We conclude the breakeven point for the first year of our seminar will be:

43134, 33 €. We can also determine the number of executive we need to make profit on our

seminar: 43134,33 €/ 4500=9,58. We need about 10 persons minimum and if we have more

executive we are going to make huge profits.


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VIII/ Risk assessment

Risks Consequences Freq Grav Detect IPR Preventive methodes

Linked with project

Validation of project Risk of no lance the program in the market

1 3 1 3 Try to make the project realizable and to have a good business plan

Inherent in the team of project

Terrible organization and incoherence in different stages of development

Retard, des problems of gather different parts of project

2 2 3 12 Have a good division of tasks

Lack of competences of teammates

In short term, failure of business plan; In long term, failure of project

2 2 3 12 Pay attention to the recruitment course and use every one’s knowledge in a very good way

Financial Go beyond the budget Lack of money for the advancement of the project

3 2 3 18 Calculate the needs of money in the different periods of project and be carful for every spending

Commercial Have difficulties to present the program to the potential clients

Weak profitability and maybe have no clients

2 3 3 18 Politics of precise commercialization and adapter them to the market

Have difficulties to maintain the relationships with every different partner

Bad promotion campaign and incoherence in the project

2 2 3 12 Maintain good communication with different partners and respect the politic of win-win

Technologique For the application with Smart Phone, easy to copy and linked with the problem of copyright

Lots of legal problems and sometimes issues with the professors

1 3 3 9 Ask for the copyright and reinforce application management

IX/ References

http://edition.cnn.com/2005/BUSINESS/08/15/execed.defined/index.html

http://edition.cnn.com/2005/BUSINESS/08/15/execed.asia/index.html

http://www.ft.com/cms/s/2/1d45db9a-3af3-11de-ba91- 00144feabdc0,dwp_uuid=909964e2-3b23-11de-ba91-00144feabdc0.html

http://www.moe.edu.cn/edoas/website18/en/vocational_v.htm

http://www.chinatoday.com/trade/a.htm

http://cde.athabascau.ca/online_book/ch3.html

http://www.netmba.com/strategy/value-chain/

http://www.marketingteacher.com/Lessons/lesson_value_chain.htm

http://www.marketingteacher.com/Lessons/lesson_value_chain.htm

http://www.netmba.com/strategy/value-chain/

http://cde.athabascau.ca/online_book/ch3.html

http://www.chinatoday.com/trade/a.htm

http://www.moe.edu.cn/edoas/website18/en/vocational_v.htm

http://www.ft.com/cms/s/2/1d45db9a-3af3-11de-ba91-00144feabdc0,dwp_uuid=909964e2-3b23-11de-ba91-00144feabdc0.html

http://www.ft.com/cms/s/2/1d45db9a-3af3-11de-ba91-00144feabdc0,dwp_uuid=909964e2-3b23-11de-ba91-00144feabdc0.html

http://edition.cnn.com/2005/BUSINESS/08/15/execed.asia/index.html

http://edition.cnn.com/2005/BUSINESS/08/15/execed.defined/index.html


X/ Appendices


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