TOULOUSE BUSINESS SCHOOL

FORMATION APPROFONDIE
SEMESTER 3
ENGLISH TRACK
COURSE CONTENT
2011/2012
 CONTENTS

Pages

STRATEGY
Strategic Management…………………………………………………………………… 3

ECONOMICS - FINANCE
Corporate Finance……………………………………………………………………….. 4

MANAGEMENT CONTROL, ACCOUNTING & AUDITING

Management Control ……………………………………………………………………. 7

HUMAN RESOURCES
Human Resource Management………………………………………………………….. 9

MARKETING - SALES
Applying Marketing Strategies………………………………………………………….. 11
International Development………………………………………………………………. 13

MANAGEMENT OF INFORMATION
Data Analysis …………………………………………………………………………… 17
Business Information Systems…………………………………………………………... 18

LAW
Lobbying in Brussels / European Competition Law…………………………………….. 19

INDUSTRIAL ORGANIZATION, LOGISTICS AND TECHNOLOGY

Operations Management ………………………………………………………………… 25

LANGUAGES & INTERNATIONAL COMMUNICATION

The Art of Debating……………………………………………………………………… 26
German – Advanced Module…………………………………………………………….. 27
Spanish…………………………………………………………………………………... 28

2
Department Name of Module / Number of Hours

STRATEGY Strategic Management

30 hours

OBJECTIVES

What makes a firm successful? The strategy of a firm is the set of decisions in order to
achieve superior performance and hence create shareholder value over the long-term.
The objective of this course is to introduce students to strategy by focusing on:

- Strategy as a link between a firm’s resources, competencies and its business

environment
- The analysis of competitive advantage through deploying internal resources and
capabilities
- The analysis of corporate advantage through the configuration of the firm and the
coordination of activities

At the end of the module, students will be capable of:

- Using the principal concepts, frameworks and techniques of strategic management

- Understanding the reasons for good or bad performance of a firm
- Generating strategy options for a firm and developing business judgement
- Viewing business problems from a general management perspective

COURSE CONTENT

Session 1 : The concept of strategy and the strategic management process

Session 2 : Goals, Values, Industry structure and performance
Session 3 : Intra-industry analysis
Session 4 : Analyzing resources and capabilities
Session 5 : The nature and sources of competitive advantage: Cost and
differentiation advantage
Session 6 : Managing the multi-business firm
Session 7 : Diversification strategy
Session 8 : International strategy
Session 9 : The vertical configuration of the firm: integration and externalisation
Session 10 : Modes of growth

HEAD OF THE MODULE

Christian LECHNER

3
h

Department Name of Module / Number of Hours

ECONOMICS - FINANCE Corporate Finance

30 hours

OBJECTIVES
This module aims to provide students with both a fundamental and an operational grounding
in corporate finance and financial theory. A rigorous method for selecting investment projects
will be presented and practiced. Students will learn the various modes of financing and their
real cost.
Alongside this, a rigorous method for analysing economic and financial problems will be
developed, based on a study of the theoretical foundations of modern finance. To renounce
theory would be to renounce explaining the working of capital markets. The theoretical
knowledge acquired by the student will, however, constantly be called on to solve practical
financial problems.

COURSE CONTENT
The course is divided into two equal parts of 15 hours each.

First Part (Corporate Finance 1: 15 hours)

Introduction:
- What is Corporate Finance?
- The Role of the Financial Manager
- Financial Management Decisions
- Finance vs Accounting

1. Basic Concept: The Net Present Value Rule / Financial Calculus

1. Introduction
2. The Time Value of Money
2.1 Future Value and Compound Interest
2.2 Present Value
2.3 Annuities
- Compound Annuities
- Present Value of an Annuity
3. The NPV Rule
- Application # 1: Amortized Loans
- Application # 2: Investment Decision (the case of an industrial asset)

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2. Capital Budgeting/ Fixed Asset Investment Decisions
1. Introduction
1.1. The Discount Rate
1.2. The Different Forms of Investment Decisions
2. The Relevant Cash Flows of an Investment Project
2.1. The Initial Cash Flows
2.2. The Intermediate Cash Flows
2.3. The Terminal Cash Flows

3. The Most Popular Investment Criteria

3.1. Payback Period
3.2. Net Present Value
3.3. Internal Rate of Return

3. Financing Policy (on-line review)

1. Introduction
1.1. Sources of funds
1.2. The financing life cycle of a firm
1.3. Financial Markets and Securities
2. Valuation Principles of Financial Securities
3. Corporate Long-Term Debt: The Basics
3.1. Corporate Long-Term Debt: The Features
3.2. Bond Pricing: A Primer
3.3. Application Exercises
4. Classes of Stock
4.1. Stock Pricing
4.2. Application Exercises
4.3. NPV Criterion and Stock Pricing

Second Part (Corporate Finance 2: 15 hours)

4. Risk and Return: an introduction

1. Capital market history and measurement of returns
2. Measurement of risk
3. Working with portfolios of assets
4. Diversification

5. The Capital Asset Pricing Model (CAPM)

1. Portfolio choice
2. Markowitz‟s mean-variance model
3. Financial market equilibrium

6. Cost of capital, value of the firm and financial structure (Partially Covered)
1. Measuring betas
2. Capital structure and cost of capital
3. Practical issues in estimating the cost of capital

5
7. Corporate Financing and the Six Lessons of Market Efficiency (on-line review)
1. The concept of “market efficiency”
2. What market efficiency means for the financial manager

BIBLIOGRAPHY

1. CORPORATE FINANCE, BERK & DeMarzo, 1st edition (2006) - Addison Wesley
International Ed., 2nd edition (2010) – Pearson. The new reference of the field. A
French adaptation exists at Pearson France (“Finance d‟Entreprise”).

2. PRINCIPLES OF CORPORATE FINANCE, eighth edition, BREALEY &

MYERS, McGraw-Hill. Another reference in the field (a French translation exists).

3. CORPORATE FINANCE: THEORY & PRACTICE, VERNIMMEN, QUIRY, LE

FUR, DALLOCCHIO & SALVI, Wiley. Good mix between accounting & finance.

4. FUNDAMENTALS OF CORPORATE FINANCE, 6th ed., ROSS

WESTERFILED, JORDAN, McGraw-Hill/Irwin. This book is another best seller in
the field.

TEACHING METHODS
Lectures + exercises

HEADS OF THE MODULE

Nicolas NALPAS
David STOLIN

6
Department Name of Module / Number of Hours

MANAGEMENT CONTROL, MANAGEMENT CONTROL

ACCOUNTING & AUDITING
30 hours

I. OBJECTIVES
A – Managerial Accounting
At the end of this course students should:
 Know how management accounting can support the decision making of managers;
 Be able to explain the role of management accounting;
 Be able to describe how different concepts are used for identifying costs according to
the purposes for which those costs are needed;
 Understand the Cost-Volume-Profit model and its limitations;
 Understand traditional full costing methods and their limitations;
 Be able to explain performance evaluation and the behavioural implications of
management accounting.

B – The Budgeting Process

At the end of this course students should:
 Know how to use the budgeting process, considering the opportunities offered by this
instrument as well as its weaknesses;
 Be able to follow and carry out the different steps to build up a budget;
 Be able to carry out a variance analysis based on a budgeting process.

II. CONTENT
An indicative list of content is provided below:
Introduction to Management Control and Management Accounting
Meaning, role and evolution of Management Accounting and Control
The management controller profession
Costing
Cost terms and purposes
Cost–Volume–Profit relationships
Traditional full costing
Relevant costing
The Budgeting Process
The role of budgeting in Management Accounting
The various types of budgets: Functional budgets, master budget, cash budget
Limits & paradox of the budgeting process
Variance Analysis
The role of standard costing and variance analysis
Decomposition of total variance and its calculation

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III. TEACHING METHODS
Teaching methods include lectures with the use of slides, in-class exercises and case studies to
be prepared at home, as well as a group project called “Field Study” (more details will be
provided by your instructor).

IV. EVALUATION
Evaluation of participants will be based on three elements:
 A mid-term individual, written exam (25% of final grade);
 A group project (Field Study) requiring a written report & oral presentation (25% of
final grade);
 A final individual, written exam (50% of final grade).

V. REFERENCE TEXTBOOK
The reference textbook is “Management and Cost Accounting”, by Colin Drury, Thomson, 6th
edition

Other useful textbooks include “Management Accounting”, by Atkinson, Kaplan, Matsumura

& Young, Pearson/Prentice Hall; and “Management and Cost Accounting”, by Bhimani,
Horngren, Datar & Foster, Pearson/Prentice Hall.

VI. COURSE INSTRUCTORS

Simon ALCOUFFE s.alcouffe@esc-toulouse.fr
Loïc GATE loic.gate@wanadoo.fr

VII. INSTRUCTOR IN CHARGE OF COORDINATION

Dr Simon ALCOUFFE
Professor of Management Accounting
Management Control, Accounting and Auditing department
s.alcouffe@esc-toulouse.fr

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Department Name of Module / Number of Hours

HUMAN RESSOURCES Human Resources Management

30 hours

OBJECTIVES
This case aims to prepare students for the future responsibilities as a manager. The
development of the firm relies increasingly on middle management. Being accountable for the
performance of their team, middle managers have to optimize of the management of their
personnel. They have to harmonize their approach with that of the corporate HRM policy,
participate in the overall HRM procedures and initiatives, and effectively use the tools
associated with these procedures and initiatives, while at the same time respecting the
institutional framework.

COURSE CONTENT
 Motivation and satisfaction at work
 Job description
 Recruitment
 Setting goals and appraising performance
 Developing skills
 Compensating fairly
 Discipline

BIBLIOGRAPHY
AUBERT, Nicole, Diriger et motiver, Editions d‟Organisation, 1997
BELLIER, Sandra, Modes et légendes au pays du management, Vuibert, 1997
CADIN, Loic, GUERIN, F., PIGEYRE, F., Gestion des Ressources Humaines, Dunod, 2002
DEJOURS, Christophe, Souffrance en France, la banalisation de l‟injustice sociale, Seuil,
1998
DURAS, Sylvie (dir.), Memo Social, Editions Liaisons, 2002
GOMEZ MEJIA L.R., BALKIN, D.B., CARDY, R.L., Managing Human Resources, Prentice
Hall, 2003
ENREGLE, Y., Précis de Gestion Sociale, Editions d‟Organisation, 1993
KETS DE VRIES, Manfred, MILLER, Dany, L‟entreprise névrosée, Mc Graw Hill, 1984
LAPIERRE, Laurent, Imaginaire et leadership, éd. Québec Amérique, 3 volumes, 1992 1993
1994
LAYOLE, Gérard, Dénouer les conflits professionnels, Editions d‟Organisation, 1984
MINTZBERG, Henry, Le manager au quotidien, les dix rôles du cadre, Editions
d‟Organisation, 1984
MINTZBERG, Henry, Le management, Editions d‟Organisation, 1990

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TEACHING METHODS

 Lectures, cross-functional case studies, workshops

INSTRUCTORS
Darren HANSON, John KING, Alain KLARSFELD

HEAD OF THE MODULE

Annie DUTECH
Alain KLARSFELD

10
Department Name of Module and Number of Hours

MARKETING Applying Marketing Strategies

30 hours of classes + 30 hours of e-learning

OBJECTIVES

This module is designed to familiarize students with the main strategic tools that marketing
managers have at their disposal. The program is broken down into two sub-modules:
 SM1: market offering strategy
 SM2: sales and communication plan

At the end of this module, students should be able:

 For module SM1:
– To analyze a portfolio of products or services in different contexts, from fast moving
consumer goods to industrial products, and to comprehend how to develop a product
or service range strategy;
– To understand the key principles of brand management;
– To understand the basics of pricing management.
 For module SM2:
– To analyze relevant distribution channels in order to put together an efficient
distribution strategy;
– To recognize the strategic role of the sales force, and to apply key principles of its
management, from setting objectives to compensation schemes;
– To comprehend the basics of marketing communications;
– To understand the essentials of marketing communications management.

Altogether in the end, students should be able to put together a consistent marketing strategy.

COURSE CONTENT

 SM1
– Product and Service ........................................................ 3h
– Product Line Management ............................................. 3h
– Brand Management ........................................................ 3h
– Price Management .......................................................... 3h
– Case Study ...................................................................... 3h
 SM2
– Marketing Channels & Distribution Management ......... 3h
– Sales Force Management ............................................... 3h
– Basics of Marketing Communication ............................. 3h
– Marketing Communication Management ....................... 3h
– Case Study ...................................................................... 3h

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BIBLIOGRAPHY
- Ph. Kotler & K. L. Keller, “Marketing Management: International Edition”, Prentice
Hall, 2003
- David A. Aaker, “Managing Brand Equity”, Free Press, 1991
- de Pelsmacker, P., Geuens, M. et van den Bergh, J. (2007). « Marketing
Communications, a European Perspective”. Pearson Education, Harlow, England, 3rd
edition.

EVALUATION

1) 2 written evaluations will be conducted at random during classes to check that

complementary work is done properly.
2) Final written exam: essays, exercises and / or case study.

Each lecturer reserves the right to allocate individual bonuses or penalties on the entire
module's average mark, based on scheduled or non-scheduled, written or face-to-face
assessments during classes (to validate, for example, required readings, e-learning mandatory
work, preparation of case studies, work during classes). The evaluation is at the entire
discretion of the lecturer. Any student may be required to leave the class if the lecturer
considers the preparatory work inappropriate, or if the student does not have the required
documents (case study text for example).

TEACHING METHODS

Each class requires complementary work (collectively called e-learning) that may consist in
one or more of the following: documents to read, watch or listen to, and exercises. These are
mandatory. Random evaluations will be conducted to make sure that this complementary
work is carried out (see “Evaluation”). All necessary documents will be made available to
students on Appui web site or on paper.

In addition, students will be able to complete self-evaluation multiple-choice questions on

Appui web site for each of the lectures. These will only be available for a set period of time
(during the week before the lecture).

In class: further presentations of concepts, discussions, examples, exercises and mini-cases.

Lectures are not supposed to be “standalone” and will only be useful as complements to
mandatory readings.

Cases: students will have to prepare cases in advance (in accordance with lecturers‟
instructions). If the case has not been prepared at all, the lecturer may exclude students from
the class.

HEAD OF THE MODULE

Stéphane BERNARD

12
Department Name of Module / Number of Hours

MARKETING - SALES International Development

15 hours

The international context

„The world is one huge arena for economic activity, no longer compartmentalised by
barriers…We all form part of a vast troupe of actors and actresses. We don‟t all recite the
same lines…but none of us is entirely independent‟ Kenichi Ohmae (2005), The Next Global
Stage.

The globalisation of business, which we see today, is not new, but what distinguishes this
globalisation period from those which came previously is the depth of integration and the
speed of change. Globalisation touches everyone and every company, providing both
opportunities and threats. To prosper in this evolving context, businesses need to keep aware
of developments and be capable of reacting quickly to the changing context. Few companies
can afford to ignore the international dimension today. It must become a vital part of their
strategy.

This course addresses key aspects of this new and evolving business environment. It seeks to
ensure that students are aware of key emerging realities and their implications for business. At
the same time the key tools for developing and managing an international business will be
introduced and discussed.

Objectives of the course

The objectives of the international business development course are:

 To underline to students the importance of an international orientation for business;

 To indicate the key choices which internationalisation poses for the enterprise and to
help them to identify the advantages and disadvantages associated with each choice;
 To increase their awareness of risks and challenges posed by internationalisation as
well as indicating the key approaches to address them;
 To raise awareness of the issues raised by the use of foreign currencies;
 To provide an overview of the key elements related to managing the international
transport of goods.

Teaching methods

Lectures
Home reading and group discussion
Business Game

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Evaluation

The evaluation will be made up of two elements equally weighted:

- An exam which will consist of a series of factual questions related to the content of
the course which will test, both the students‟ recall of the subjects covered and their
analytical capacity.
+/- 2 points will be attributed for clarity/lack of clarity in expression1.
- A group report based on the experience of the business game. The report will be
written jointly on the basis of a series of questions provided during the game. The
report is marked out of 16. The other 4 points will be attributed for performance in the
game including, not just the performance of your virtual enterprise but also the general
level of motivation and dedication shown by the team.
Note that all members of the Business game group must attend the practical exercise in its
entirety and all names should be clearly indicated on the final report.
Those who are absent from the game get zero points. Those who are late will have marks
deducted. It is your responsibility to inform yourselves of the exact timing of the game.

Background Reading

Prior to the lectures, students the texts or weblinks listed below should be read in preparation
for the course. Students should be ready to respond to questions from the lecturer and be
involved in group discussions on these texts.

Reading the international press is an effective way to keep informed of developments in

international business. Lecturers will therefore post copies of interesting journal articles on
APPUI from time to time. These too should be read and commented on.

A shortened version of the slides presented in the course will be available on APPUI. These
slides will be very brief and will in no way substitute for attending the course.

1
In both the exam and the report minor mistakes in English (within reason) will not be sanctioned. However
clarity of thought and expression are vital in international business therefore unclear writing, lack of clearly
delineated structure with paragraphs etc and messy and difficult to read exam papers will all be marked down.

14
Teaching programme

Session 1 – The international business environment (3 hrs)

Pre-session reading:

The Economist article on „de-globalisation‟ at:

http://www.economist.com/research/articlesBySubject/displaystory.cfm?subjectid=423172&s
tory_id=13145370

World Investment Report 2008, UNCTAD, Overview Chapter. At:

http://www.unctad.org/en/docs/wir2008overview_en.pdf

Session content:
 Overview of the global economy
 Key elements of globalisation – goods, people, finance, ideas…
 Developments in trade and Foreign Direct Investment (FDI)
 The restructuring of global production – new players, new approaches
 The global financial crisis and its impacts
 The importance of emerging players

Session 2 - Setting up abroad (3 hrs)

Pre-session reading:
http://www.eur-export.com/anglais/default.htm
Section on distribution

Session content:
 The diagnosis of internationalisation
 Focused market studies
 Different strategies of internationalisation and their advantages and disadvantages

Session 3 – Managing commercial risk (3hrs)

Pre-session reading:
www.coface.com
www.ecgd.gov.uk/index.htm
www.exim.gov

Session content:
 Risk in international business – political risk and commercial risk
 Assessing risk – how risky is risky?
 Managing commercial risk – payment methods and insurance
 The role of export credit agencies.

Session 4 – Managing other risks (3hrs)

Pre-session reading:
The Handbook of International Trade and Finance, Grath, A (2008), Chapter 4 (on Appui)

15
Session content:
 Political key risks in international business
 Foreign exchange risk (FER)
 Managing the FER – tools to reduce exposure to FER
 Pricing for international markets – key issues
 Establishing and managing an international transaction

Session 5 – International logistics and pricing 3hrs)

Pre-session reading:
http://www.eur-export.com/anglais/default.htm
Session on logistics

Session content:
 Key issues in international logistics
 International transport,
 Customs requirements
 Incoterms
 Future issues in logistics

Business Game – Mondial Manager

Students will form groups to play a business game where they will make a series of key
decisions in relation to producing and exporting a product to one or several markets. Issues
covered – choice of supplier, choice of market, entry strategy, insurance (payment,
transport…), price, payment method, currency, foreign exchange risk….
Students will work in groups of five or six and will be evaluated on a group basis.
Recommended Background Reading
The website www.eur-export.com is a useful source of data on exporting.
The Economist and The Financial Times are required reading for understanding the key trends
in international business. For those who read French, Les Echos also covers the international
scene well.
BBC has several very good audio podcasts on business including Business Daily:
http://www.bbc.co.uk/podcasts/series/bizdaily and Peter Day‟s World of Business:
http://www.bbc.co.uk/podcasts/series/worldbiz

HEAD OF THE MODULE

Louise CURRAN

16
Department Name of Module / Number of Hours

MANAGEMENT OF INFORMATION Data Analysis

15 hours

OBJECTIVES

 Discover and practice the main methods of data analysis used in marketing and
management control
 Know how to choose a method that corresponds to a given situation
 Interpret the results of these methods

COURSE CONTENT

 Mulivariate analysis
o Clustering
o Factor analysis

BIBLIOGRAPHY

 Course pack
 La Recherche Marketing, J.J. LAMBIN (Mac Graw Hill)
 MARKET, Etudes et Recherche en Marketing, EVRARD, ROUX, PRAS (Nathan)
 Initiation à l'analyse de données, J. DE LAGARDE (Dunod)
 Méthodes Statistiques en Gestion, M. TENNENHAUS (Dunod)

TEACHING METHODS

 Lectures, tutorials, problem-solving exercises, computer application exercises

HEAD OF THE MODULE

Cameron GUTHRIE

17
Department Name of Module / Number of Hours

MANAGEMENT OF INFORMATION Business Information System

15 hours

OBJECTIVES

 Information and communication technologies (ICT) change the way business is

organised and run. Internet and networking technologies are powerful levers to
improved corporate performance.

 Managers, whether they be accountants, product managers, or logistics managers,

must be able to study, evaluate and employ these technologies to improve the
effectiveness of their work. The objective of this module is to provide a method and an
analytic framework to achieve this end.

COURSE CONTENT

 Information system design

 Information system development
 Information system deployment
 Information system operations and maintenance

BIBLIOGRAPHY
 A complete bibliography will be distributed in the first class

TEACHING METHODS
Teaching methods used include
 Online lectures
 Face to face classes
 Learner-learner interaction (forum, networking)

HEAD OF THE MODULE :

Cameron GUTHRIE

18
Department Name of Module / Number of Hours

LAW Lobbying in Brussels

European competition law

30 hours

OBJECTIVES :

The objective of the course is to make the students aware of the reality of lobbying in
Brussels.

COURSE CONTENT :

Part I - Preamble: brief history of the European Community/European Union

Part II – The Treaty of the European Community (TCE) and the Treaty of the
European Union (TEU)

1. The EU institutions and the EC decision-making process

1.1 The institutions

1.1.1 The European Commission

1.1.2 The Council of Ministers
1.1.3 The European Parliament
1.1.4 The European Court of Justice
1.1.5 The European Council
1.1.6 Other Institutions

1.2 The EC decision-making process

1.2.1 The consultation procedure

1.2.2 The co-decision procedure
1.2.3 Other procedures provided by the ECT
1.2.3 The comitology procedure
1.2.4 The standardization procedure

2. European Community Law: the main principles

2.1 Supremacy of EU law

2.1.1 The ECT/and the EUT

2.1.2 The International treaties
2.1.3 The Regulations
2.1.4 The Directives

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2.1.5 The Decisions

2.1.6 “Soft” Law

2.2 Direct effect

2.3 The principle of subsidiarity

3. The European Community policies

3.1 Free movement of goods

3.2 Agriculture
3.3 Free movement of persons, services and capital
3.4 Visas, asylum, immigration
3.5 Transport
3.6 Competition, tax, harmonisation of legislation
3.7 European Monetary policy
3.8 Employment
3.9 Common Commercial policy
3.10 Customs cooperation
3.11 Social, education, professional
3.12 Culture
3.13 Public health
3.14 Consumer protection
3.15 Transparency networks
3.16 Industry
3.17 Economic and social cohesion
3.18 Research and technological development
3.19 Environment
3.20 Cooperation and development
3.21 Economic, financial and technical cooperation with third countries

4. The Treaty of the European Union

5. Challenge, interpretation and application of EU/EC acts

5.1 Direct complaints

5.2 Preliminary rulings
5.3 Application of EU law by national courts

Part III – Lobbying in Brussels – how

6. What is “lobbying?”

7. The main players in Brussels

7.1 Chambers of Commerce

7.2 Trade associations
7.3 Consultants
7.4 Companies
7.5 Law firms

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7.6 Think tanks

Discussion with the students on the respective role and influence of these players concerning
the fields covered by the procedures identified under 1.2.

8. The elaboration of a lobbying strategy

8.1 Fundamental principles

8.1.1 The importance of monitoring : intervening timely

8.1.2 The lobbying strategy varies according to whom you act for (see section 7)
8.1.3 Setting up objectives and priorities/identifying stance of the legislator + other
stakeholders
8.1.4 The importance of setting up a precise calendar
8.1.5 Communication – media: does it help?
8.1.6 Setting up alliances
8.1.7 Lobbying before the Council: finding out one or more Member States to get a
majority/blocking minority
8.1.8 Lobbying before the EP: target the Rapporteur
8.1.9 Four stages of the lobbying strategy:
- during the elaboration of the proposal, before the European Commission;
- after the proposal is adopted, while it is discussed by the legislator;
- after the act is adopted (transposition stage);
- judicial review: last resort, but must be used as a threat during stages 1 to 3
(Art. 203; 234; 243; damages).

8.2 Other elements to take into account

8.2.1 The EU policy within its international context (ex: tobacco – WHO)
8.2.2 Culture of the targeted civil servant or MEP (cultural differences between FRA, UK,
POL, etc)
8.2.3 The possible involvement of third countries

9. Case study: case C-376/98

How the choice of a wrong legal basis, by the EU legislator, led to the annulment, by the
European Court of Justice, of an EU directive aimed to ban tobacco advertising in all the EU.

9.1 Dialectic between Article 152 of the EU Treaty (public health) / Article 95 (harmonisation
of the legislation between all the EU Member States)
9.2 How the EU legislator reacted afterwards and the continuation of the lobbying strategy by
tobacco industry.

Sub section 9.2 will be developed in parallel to sections 10 and 11.

10. Reading and analysis of a Proposal for an EU directive – identification of key

provisions and discussion on the legal basis

21
The students are divided in two groups: one representing the industry/the other representing
the consumers. Each group will have to identify the provisions which, in the Proposal, are in
favour or against its own interests.

11. Discussion on the proposed amendments and drafting of a fictitious position paper

This part will aim at demonstrating that the proposed amendments have to be drafted (i) by
taking into account the political/social context and (ii) in the light of the case law developed
by the European Court of Justice.

Each group will then be asked to draft a fictitious position paper to be sent to the European
Commission, Member States and/or the European Parliament. The position paper will have to
include proposed amendments to the draft bill.

12. The participation of the private stakeholders in the shaping of an EU commercial

policy

12.1 The exclusive competence of the EU within the context of the common commercial
policy (CCP) - Article 133 EUT)
12.2 The importance of the WTO in shaping the EU policy
12.3 The negotiations for the accession of new Member States in the WTO: how the EU can
take up the interests of industry/consumers (Case studies: China and Russia: identification of
the industry‟s lobbying actions and of their influence on the stance of the European
Commission).
12.4 Litigating before the WTO : how private parties can trigger the process
12.5 Retaliatory measures: how private parties can push the European Commission to
negotiate the exclusion of certain categories of products from the provisional list of the
products to be targeted by the other Party.

Part IV European Competition Law

OBJECTIVES :

The objective of the course is to make the students aware of the impact of competition law on
their business decision.

COURSE CONTENT

1. Introduction
1.1. Competition rules as part of a company‟s strategy

2. The prohibition of restrictive agreements between undertakings under Article 81 of the EC

Treaty
2.1. Article 81(1) set a prohibition

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 2.1.1. “undertakings
2.1.2. “two or more” v. Unilateral action or internal arrangement
2.1.3. “agreement, decision of associations, concerted practice”
2.1.4. “restricts competition”
2.1.5. “appreciable effect on trade between member states
2.2. Article 81(2) declare the nullity of illegal agreement
2.3. Exemption from the application of Article 81(3)

3. Article 82: Rules applying to dominant undertakings/ prohibition of abuses

3.1. Market definition
3.1.1. Definition of the relevant product market
3.1.2. Definition of the relevant geographic market
3.2. Dominance
3.3. The abuse
3.3.1. Charging excessive prices
3.3.2. Predatory pricing
3.3.3. Refusal to supply
3.3.4. Margin squeeze
3.3.5. Price discrimination
3.3.6. Discount and bundling
3.3.7. Exclusivity clauses with suppliers or customers
4. Rules of procedure
4.1. Powers of investigation
4.1.1. Investigations into sectors of the economy and into types of agreements
4.1.2. Requests for information
4.1.3. Powers of inspection
4.2. Hearing of the parties, complainants and others
4.3. Commission‟s decisions
4.3.1. Remedies/binding commitments
4.3.2. Interim measures.
4.4. Cooperation between the commission and nca
4.4.1. The nca is best placed
4.4.2. Parallel action by two or three ncas
4.4.3. Practical cooperation
4.5. Fines
4.6. Immunity from fines

5. Merger control
5.1. Conditions for notification
5.1.1. “Concentration”
5.1.2. “Community dimension” (Article 1 MR)
5.2. The procedure for notification
5.3. Procedure for authorisation
5.3.1. Phase I
5.3.2. Phase II:
5.4. Criteria of admissibility of a concentration
5.4.1. Significant impediment on competition
5.4.2. Horizontal mergers
5.4.3. Vertical mergers
5.4.4. Conglomerate mergers
5.5. Remedies

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BIBLIOGRAPHY

For Parts I and II :

- Stephen Weatherill and Paul Beaumont : “EC Law : the essential guide to the legal
workings of the European Community”, Penguin Books Ltd.
- Memento Pratique Francis Lefebvre: Union Européenne 2004-2005

For Part III :

- Justin Greenwood: “Interest Representation in the European Union”, Palgrave

Macmillan, 2003
- Van Schendelen : “Machiavelli in Brussels - The art of EU lobbying”, 2002, 345
pages
- Nicholas Moussis: “Access to European Union - law, economics, policies” - 13th
revised edition, 2004, 577 pages
- Memento Pratique Francis Lefebvre: Union Européenne 2004-2005 pp. 74 to 80 :
« Chapitre 3, section III : Comment influencer le processus décisionnel ».

For Part IV :

- Richard Whish: “Competition Law”, LexisNexis, 2003

- Van Bael & Bellis: “Competition Law of the European Community”, Kluwer Law,
2005
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TEACHING METHODS

The students can try to have a preliminary overview of the topic by reading the books
indicated above. Otherwise, the lessons will be taught on the basis of a general speech made
by the Lecturer, alternating with debates where the students will be asked to give their opinion
on certain issues. In the case studies to which they will be submitted, the students will be put
in the same conditions as professional lobbyists.

INSTRUCTORS

Jean Luc LAFFINEUR, avocat

Cécile PLAIDY, avocate

HEAD OF THE MODULE

Marie PIERRE

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Department Name of Module / Number of Hours

INDUSTRIAL ORGANIZATION, Opérations Management

LOGISTICS AND TECHNOLOGY
15 hours

OBJECTIVES

 To study the problems associated with the management of material and information
flows in the organization and to identify the corresponding planning, organization, and
management control tools and techniques.
 To put these tools and techniques into practice using practical examples.
 To show how some of the management concepts and techniques can be applied to the
service sector

COURSE CONTENT

 Forecasting techniques
 MRP II (Manufacturing Requirements Planning)
 The concept and principles of Just-In-Time (JIT)
 Managing Quality

BIBLIOGRAPHY

 SLACK, N., CHAMBERS, S. et JOHNSTON, R., Operations management, Fifth

edition, Prentice Hall.
 STEVENSON, W. J., Production Operations Management, 6th edition, McGraw-Hill
 FOGARTY, BLACKSTONE et HOFFMANN, Production and Inventory
Management, South Western Publishing.
 GOLDRATT, E. et COX, J., The Goal, Prentice Hall.
 GRATACAP, A. et MEDAN, P., Management de la production : concepts, méthodes,
cas, Édition Dunod.
 BAGLIN, G., BRUEL, O., GARREAU, A., GREIF, M. et DELFT, C. V.,
Management Industriel et Logistique, Édition Economica.

TEACHING METHODS
- Lectures
- Complementary course handout on-line (APPUI), to be read before each class.
- Short cases and exercises, to be prepared before each class.
- Personal work based on exercises posted on the intranet (APPUI)

MODULE LEADER
Uche OKONGWU

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DEPARTMENT : Module :

LANGUAGES AND COMMUNICATION The Art of Debating

15 hours

OBJECTIVES
 Familiarize students with THE ART OF DEBATING
 Learn the language and know-how of debating in an international context.
 The skills of discussion, debate, negotiation, presentation, critical thinking,
reasoning and argument
 Debating topics and tactics
 Be able to speak “naturally” in public on all issues.
 Learn to listen “actively”!
 Understanding body language
 Debate with other classes and maybe with other schools!

CONTENTS
This module is very much based on the development of your speaking and listening skills.
All work in this module will be centred on the debating process. We will examine the
qualities of a good debater and see what we need to improve on ourselves. We will work on
being relevant, logical, creative and objective. We will learn the vital steps in any debate,
from the planning and preparing to the winding up and assessing. We will study the language
involved in proposing, questioning, clarifying, summarizing… We will also need to research a
number of topics and current affairs issues…All this and more through different kinds of
debates in the classroom.
We will do some inter-class debating and if possible some inter-school debates.

BIBLIOGRAPHY
http://projets.etudes.ecp.fr/2002-2003/debating/
http://perso.enst.fr/~debating/index.php
http://french.debating.asso.free.fr

TEACHING METHODS:
(NB.: Classes in half-sections)
 Video-camera, discussion and analysis
 Coaching in effective oral expression.
 Mini debates/ British Parliamentary debates

ASSESSMENT:
 Continuous assessment
 Interclass debate Class 5
 Finals

MODULE COORDINATOR
Sarah TIRARD

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Abteilung Name des Moduls / Gesamtstundenzahl

DEUTSCH ALS FREMDSPRACHE Deutsch Aufbaustudium

15 Stunden

ZIELSETZUNG
 Exportprojekt
 Praktikumsbericht

KURSINHALTE
 Filme über die deutsche Wirtschaft
 Werbung
 Exportprojekt
 Praktikumsbericht

BIBLIOGRAPHIE

 50 Jahre BRD
 Aus Trümmern zu Rekorden
 Kurs der Sprachabteilung über die Wirtschaftsgeschichte (Powerpoint)
 EDV-Unterlagen der Sprachabteilung Deutsch

UNTERRICHSTMETHODEN

 Mündliche Berichte
 Projektberatung
 Entwurf eines Werbespots

LEITER DER ABTEILUNG

Philippe LECOMTE

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Pôle de Compétences Modulo :

LANGUES ET COMMUNICATION Español : Marketing-Publicidad

INTERNATIONALE (LCI)
15 horas

OBJETIVOS ;

- Profundizar el dominio de la lengua española en el mundo de la publicidad y el

marketing.
- Realizar una campaña de prevención.

CONTENIDO DEL PROGRAMA

- Plan de Marketing
- Análisis de publicidades video y prensa
- Campaña de prevención

METODO DE TRABAJO

- Juego de roles, debates

- Búsqueda y análisis de documentos prensa, radio, TV. Hispano-hablantes
- Presentación oral y escrita de una campaña de prevención con la utilización de los
diferentes soportes (radio, tv, prensa, peliculas, etc.)

BIBLIOGRAFIA

- Expertos, ed. Difusión, 2009

- Artículos de prensa, documentos video.
- Professionales 1 –2
- Primer Plano 4

PROFESOR RESPONSABLE

Bertha G. CAVAILLES

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