Prerequisite Courses

Syllabi

COSTING AND DECISION MAKING ................................................................................................................. 2

FINANCIAL ACCOUNTING ................................................................................................................................ 3
CORPORATE LAW ............................................................................................................................................... 4
ECONOMICS ......................................................................................................................................................... 6
FUNDAMENTALS OF FINANCE ........................................................................................................................ 7
INFORMATION TOOLS ....................................................................................................................................... 8
PRINCIPLES OF MARKETING ........................................................................................................................... 9
QUANTITATIVE METHODS ............................................................................................................................. 11
PSYCHOLOGY AND MANAGEMENT............................................................................................................. 12

1
AF05 - 15 hours prerequisite course
COSTING AND DECISION MAKING

1/ INTRODUCTION
This course shall help participants in:
- Understanding the different methods of cost calculation and profit analysis (by product, customer
segment, geographic area, etc.)
- Using relevant cost accounting information when making their decisions.
2/ LEARNING OBJECTIVES (OBJECTIFS)
Costing, while it could seem very straightforward, relies on many assumptions (cost perimeter, cost
allocations…) and on different computing approaches (full costing, direct costing…). Understanding the
drivers justifying the choices of each of these approaches and the consequences of the different costing
assumptions is therefore key for relevant decision making.
That is why this course shall help participants in:
- Understanding the different methods of cost calculation and profit analysis (by product, customer
segment, geographic area, etc.)
- Using relevant cost accounting information when making their decisions.
3/ LEARNING OUTCOMES (COMPETENCES VISEES PAR CE COURS)
At the end of the module, students should be able to:
• Master the cost terminology and classification,
• Produce and use basic partial costing (direct costing and variable costing),
• Produce a Cost-volume-profit analysis
• Compute full costing according to different methods (simple, double step, ABC),
• Being able to discuss the choice of a specific costing approach
• Understand the strategic consequences of a (cost) analysis.
4/ CONTENT (CONTENU)
Session 1: Introduction to cost accounting
- Functions of cost accounting
- Classification of costs
Session 2: Variable costing
- C-V-P
- Contribution margin
- Breakeven analysis
- Constraint analysis
Session 2 (cntd): Direct costing
- Direct costing
- Portfolio analysis
- Make or buy decisions
Session 3: Full costing
- Simple methods
- Double stage allocation process
- Inventory costing
Session 3 (cntd): Full costing and strategic cost management
- Activity based costing
- Value based accounting
- Drivers analysis
5/ TEACHING METHODS (METHODES D'ENSEIGNEMENT)
According to the professor’s choice, the course will alternate lectures, exercises and case studies. The
course relies also on the possibility of using on-line and blended resources.
6/ ASSESSMENT METHODS (MODALITES D'EVALUATION)
Final individual written and closed-book exam

7/ REFERENCE BOOKS (LIVRES DE REFERENCE)

Mendoza C., Cauvin E., Delmond M.-H., Dobler P., Malleret V., Zilberberg E., Costs and decisions,
Editions Gualino, 3ème édition, 2009.
Horngren C., Foster G., Datar S.M., Cost Accounting: A managerial emphasis, Prentice Hal

2
CF05 - 15 hours prerequisite course
FINANCIAL ACCOUNTING

1/ INTRODUCTION
This course is specific and compulsory for students who have NOT previously studied management.

2/ LEARNING OBJECTIVES
This course allows students that did not previously study management to follow the Master in
Management program without difficulties, in particular the course « International Financial Reporting »
but also the courses in finance and management control.

3/ LEARNING OUTCOMES
Understand the information provided in the different financial statements.
Determine the impact of decisions on the different financial statements.

4/ CONTENT
- The environment of financial information
- The financial statements: balance sheet, income statement and cash-flow statement
- Double entry bookkeeping
- Non-current assets and depreciation
- Provisions and impairments

5/ TEACHING METHODS
Digital distance learning, discussion forum, test, case studies using the online platform Blackboard and
one live case study during class.

6/ ASSESSMENT METHODS
The grade of this course is composed of a mid-term and a final exam. The mid-term exam consists of
solving all the exercises on the online platform Blackboard. The final exam consists of solving several
independent exercises covering all course topics in a limited time.

7/ REFERENCE BOOKS
Jones M. (2014), Financial Accounting, 2nd edition, Wiley.
Stolowy H., Lebas M., Ding Y. (2013), Financial Accounting and Reporting – A Global Perspective, 4th
edition, Cengage Learning.

3
DF05-A7 - 15 hours prerequisite course
CORPORATE LAW

1/ INTRODUCTION
This course is specific and compulsory for students who have NOT previously studied management.

2/ LEARNING OBJECTIVES
Building successful business relationships with European & international partners and clients is essential
in the ever-shrinking global market. European managers significantly add to their skill set by improving
their understanding of the specific legal issues surrounding international transactions, and developing solid
negotiation skills around these issues.
Law is an important part of the environment in which businesses operate. Time, money and opportunities
can be lost through failure to identify the legal issues early enough or, indeed, at all. For this reason, any
manager should gain familiarity with the basic principles of those major areas of law which impinge upon
business activity. When such activity transcends national borders and becomes international, the potential
problems involved can escalate. Having an understanding of the kind of problems that may arise will
better equip managers to avoid or, at least, minimize the potential consequences.

3/ LEARNING OUTCOMES
The objective of this course is to train students to anticipate how legal issues impacts on their European
business activities. Legal principles will be analysed in terms of their foundations in social policy, as well as
their practical applications in business relations. Various factual scenarios will be analysed from a legal
perspective with the aim of producing credible conclusions and recommendations for future action.
On completion of this module, students will:
• appreciate the national, European and international background against which business operates;
• understand the concept of “legal families” and be able to explain the principal characteristics of
Common Law and Civil Law legal systems;
• be aware of the primary and secondary sources of the law of the European Union;
• understand the legal nature of the business contract and in particular the European & international
business contract;
• be able to identify the main forms of business organisation available in European jurisdictions and
explain the legal regulation of both internal and external relationships;
• be familiar with the role of alternative dispute resolution procedures, arbitration and litigation in the
resolution of business disputes.

4/ CONTENT (CONTENU
Session 1 : sources of business law & dispute resolution
The organization of justice in France: the civil and criminal court system, the administrative law system;
The main characteristics of Common Law and Civil Law legal systems; Sources of European Union law :
European treaties, regulations and directives as sources of law; the direct effect of European Union law;
Preferred methods of international dispute resolution: ADR, commercial arbitration, litigation before
national courts

Session 2 : contract law I - theory

The law of contracts: formation (intent, offer and acceptance); validity (consideration, definiteness, written
or oral form); performance; remedies for breach (direct versus consequential damages, restitution, specific
performance); interpretation (text, parol evidence); avoidance (mistake, fraud, duress, illegality, procedural
and substantive unconscionability, incapacity, impossibility, frustration of purpose and force majeure);
third parties.

Session 3: contract law II - Case Study

Session 4: business organisations
Content - Company Law: general principles, the companies incorporated under French Law (SARL, SA,
SAS, SNC, GIE), principal distinctions between general partnerships, limited liability partnerships and
companies limited by shares; directors’ duties; disqualification and personal liability of directors.
Session 5 (September 13th 2013): Business negotiation simulation

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5/ TEACHING METHODS
The module will be taught over 5 sessions. Formal input will be balanced by student led activities based on
practical exercises. Throughout the module emphasis will be placed on developing the analytical skills
students need to solve a problem from a legal perspective. The case studies and exercises used during the
module will typically involve a factual scenario of varying complexity. Students will be expected to analyse
the facts and evaluate the legal position presented. In solving a legal problem there is rarely a “right” or
definitive answer; indeed there may be several “right” answers. A successful solution lies in developing
and evaluating various lines of argument arising from the facts of the problem. It is therefore essential that
the facts are correctly analysed, the “key” decision points readily identified and the relevant legal principles
appropriately selected and applied.

6/ ASSESSMENT METHODS
Participants will be evaluated on the basis of a formal closed book examination will be set: 100% of final
grade. The examination will be based on the content taught during the course. We grade all exams and
papers "blind." We do not curve grades in this class. A pass mark of 50% is required.

7/ REFERENCE BOOKS
- Schaffer, Agusti, Earle. International Business Law & Its Environment, 8th Edition, South Western
Cengage Learning, 2012
- Peter Nayler, Business Law in the Global Marketplace: The Effects on International Business. Oxford:
Elsevier Butterworth-Heinemann, 2005.
- Alix Adams, Law for Business Students, Longman; seventh edition, 2012

5
EM05- 15 hours prerequisite course
ECONOMICS

1/ INTRODUCTION
This course is specific and compulsory for students who have NOT previously studied management.

2/ LEARNING OBJECTIVES
The course aims to provide students with the basic tools and methodology used in modern economic
analysis, through the study of current issues related to micro and macroeconomics. These concepts will
study of a wide range of phenomena. On each topic, the course presents different theoretical analyses and
empirical ranges. The course is structured in two parts. Firstly, microeconomics studies various aspects of
decision making by consumers and firms behaviours in different market arrangements. Secondly,
macroeconomics involves the study of the economy as a whole, especially issues related to inflation, policy
instruments and growth, international economics.

3/ LEARNING OUTCOMES

4/ CONTENT
I/ Microeconomics
1. Demand Function and consumer behaviour
2. Supply function and market equilibrium
3. Competition, monopoly and oligopoly
4. Introduction to regulation policy
II/ Macroeconomics
1. Inflation and disinflation
2. Employment and unemployment
3. Monetary and budgetary policies
4. International trade and protectionism

5/ TEACHING METHODS
According to the professor’s choice, the course will alternate lectures, exercises and case studies. The
course relies also on the possibility of using on-line and blended resources.

6/ ASSESSMENT METHODS
The course leads to a written terminal control, in the form of open questions, exercises and a comment of
an economic fact.

7/ REFERENCE BOOKS
E. Combe (2012): Précis d’économie, PUF Presse Universitaire de France Ed., 12ème édition.
G. MANKIW (2011): Principles of Economics, Ed. Mc Graw-Hill., 6th edition.

6
FF05- 15 hours prerequisite course
FUNDAMENTALS OF FINANCE

1/ INTRODUCTION
This course is specific and compulsory for students who have NOT previously studied management.

2/ LEARNING OBJECTIVES
This course introduces basic concepts, methods, and tools for financial decision making. The course
presents the fundamental principles in corporate finance including (i) financial statement analysis; (ii) time
value of money; and (iii) capital budgeting decision.

3/ LEARNING OUTCOMES
After taking this course, students should be able:
To conduct financial statement analysis.
To understand the core concepts of time value of money
To evaluate a project investment.

4/ CONTENT
Corporate Finance and the Financial Manager
Readings: Berk and DeMarzo, Chapters 1, 26
Introduction of Financial Statement Analysis
Readings: Berk and DeMarzo, Chapter 2
Financial Decision Making and Time Value of Money
Readings: Berk and DeMarzo, Chapters 3, 4, 5
Investment Decision Rules
Readings: Berk and DeMarzo, Chapter 6
Capital Budgeting and Determining Free Cash Flow
Readings: Berk and DeMarzo, Chapter 7

5/ TEACHING METHODS
The course will follow the unique text book (i.e., the reference book) from chapters 1 to 7 and chapter 26.
In addition to the class lectures, students are expected to actively participate in class with several exercises
and cases.

6/ ASSESSMENT METHODS
The grading will be based on a common exam at the end of this 15h module. The score will represent
30% of the overall grade of the two core courses in finance (FF04 FM03).
Two absences without valid excuses during the semester will be considered as “abandoned” the course
and will automatically receive “F” grade. Only official document proofing that you were seriously ill or
had a serious emergency can be used to justify your absences.

7/ REFERENCE BOOKS
Berk, Jonathan and Peter DeMarzo, “Corporate Finance”, 2nd edition 2011, Pearson Education
This book will be distributed to students.

7
IF05- 15 hours prerequisite course
INFORMATION TOOLS

1/ INTRODUCTION
This course is specific and compulsory for students who have NOT previously studied management.

2/ LEARNING OBJECTIVES
1. Acquire the logical mind and methods to run classic office applications in order to be able to create
management and decision-making tools with appropriate software.
2. Become fluent with spreadsheet and database functionalities required to crunch data.
3. Prepare for future Information System courses through a good understanding of information systems
basic concepts.
3/ LEARNING OUTCOMES
At the end of this module, students should be computer literate: their computer skills will have improved,
they should also be able to do data-analysis, and to organize and process information in a spreadsheet
and/or in a data base management system. Furthermore, students will have understood Steward Brand’s
assertion: “The right information in the right place just changes your life”.
4/ CONTENT
The course is based on some basic applications which are put into practice:
- spreadsheet (EXCEL),
- data base management system (ACCESS or OOBASE).
The course will focus on:
* using spreadsheets for simulation models, in some managements fields such as:
- Finance (investment and loans decisions…),
- Trade (assistants, quotation, invoices…),
- Human resources (job or wage evolution…).
* getting a first understanding of information systems (IS)
through spreadsheet and database practice
- IS architecture: needs definition, process, data, ERP, databases,
- business intelligence,
- spreadsheet for statistical uses,
- database requests.
5/ TEACHING METHODS
This module can be taught:
1- Traditional learning
Classes are held in computer room, in small groups (22 students max), 2 students per computer.
2- On-line learning
Sessions are held on-line, with self-learning on dedicated platforms. Students submit assignment(s) after
each session and get a personal written feedback about their work. Discussions with teacher are possible
through forums and virtual classes.
Each session combines theories and methodologies with practical exercises:
- the course provides students with methods, explanation and demos,
- students learn efficiently the functions of the main business software package
through case studies.
6/ ASSESSMENT METHODS
Final examination on a computer (individual work) 100%
During the exam:
- all paper documents are allowed,
- no access to any digital device is allowed, except to the computer provided to the student.
Notice: The assignment is made on a computer.

7/ REFERENCE BOOKS
Students are provided with handouts designed by ESCP professors, also available on course platform at
http://iom.i-campus.fr

8
MM05 - 15 hours prerequisite course
PRINCIPLES OF MARKETING

1/ INTRODUCTION
This course is specific and compulsory for students who have NOT previously studied management.

2/ LEARNING OBJECTIVES
Discover and learn to manage the key notions and tools of marketing
Develop both "problem setting" and "problem solving" skills
Understand current developments in the marketing discipline and in market dynamics
Embrace a critical perspective on marketing in terms of both objectives and approaches
Identify the main professional opportunities in the context of marketing

3/ LEARNING OUTCOMES
Blended learning
Frontal lessons
Class animation and discussion
Short cases
Real case starting from the brief attributed by a company in order to foster participants’ ability to apply
theories and models grounding the Course.

4/ CONTENT
The Course consists of 15 hours online and 15 hours of frontal classes.
Before starting with the frontal classes, students are requested to study the attributed book chapters and to
go through the online materials. On the first frontal class, each student will take an individual written test
(multiple-choices) to assess his/her theoretical preparation on the fundamental concepts of the Course.
The 15 hours of frontal classes will bring students to reconsider key concepts more critically, clarify
possible doubts, and apply theory to a real business project (APP project - Apprentissage Par Problème).
Details on the project (aims, due achievements, deadlines, and outputs) will be available at the beginning
of the Course.

Class 1 – Exam and brief

- Individual written test on the attributed chapters and online materials
- Presentation of the brief for the APP project

Class 2 – Analytical marketing (“Marketing Intelligence” - Chapters 1, 3, 4, 5, 6)

- Review of the key concepts on analytical marketing
- New trends
- Tutorship on the analytical part of the APP project

Class 3 – Strategic marketing (Chapters 2, 7, 18, 20)

- Review of the key concepts on strategic marketing
- New trends
- Tutorship on the strategic part of the APP project

Class 4 – Operational marketing (“Marketing Mix or the 4 Ps” - Chapters 8, 10, 11, 12, 13, 14, 15)
- Review of the key concepts on operational marketing
- New trends
- Tutorship on the operational part of the APP project

Class 5 – Final presentations

- Group presentation of the APP project
- Selection of the winning teams

5/ TEACHING METHODS

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6/ ASSESSMENT METHODS
• Individual written test 50 %
• APP project 50 %
The evaluation of the Course is a Passed/Failed note. In order to pass the Course, each student has to
validate both the individual written exam and the APP project.

7/ REFERENCE BOOKS (LIVRES DE REFERENCE)

Main textbook to prepare for the individual written test
Kotler P. and Keller K. (2015) Marketing Management, 15th edition, Upper Saddle River: Prentice Hall.
Chapters: 1, 2, 3, 4, 5, 6, 7, 8, 10, 11, 12, 13, 14, 15, 18, 20.
Other suggested references
Baines P., Fill C. and Page K. (2011) Marketing, 2nd edition, Oxford: Oxford University Press.
Gilligan C. and Wilson R.M.S. (2009) Strategica Marketing Planning, 2nd edition, Burlington: Elsevier.
Lambin J.J and Schuiling I. (2012) Market-Driven Management: Strategic and Operation Marketing, 3rd
edition, Basingstoke: Palgrave Macmillan.
Tybout A.M. and Calder B.J. (2010) Kellogg on Marketing, 2nd edition, Hoboken: John Wiley & Sons.
Textbooks on critical marketing
Ellis N., Fitchett J., Higgins M., Jack G., Lim M., Saren M. and Tadajewski M. (2011) Marketing: A Critical
Textbook, London: Sage.
Peñaloza L., Toulouse N. and Visconti L.M. (2011) Marketing Management: A Cultural Perspective,
London: Routledge.
Scientific marketing journals - France
Décisions Marketing : www.afm-
Revue Française du Marketing : www.afm-
Scientific marketing journals – International
European Journal of Marketing
www.emeraldinsight.com/products/journals/journals.htm?id=EJM
International Journal of Research in Marketing
www.journals.elsevier.com/international-journal-of-research-in-marketing
Journal of Marketing
www.marketingpower.com/AboutAMA/Pages/AMA%20Publications/AMA%20Journals/Journal%20of
%20Marketing/JournalofMarketing.aspx
Journal of Marketing Research
www.marketingpower.com/AboutAMA/Pages/AMA%20Publications/AMA%20Journals/Journal%20of
%20Marketing%20Research/JournalofMarketingResearch.aspx
Journal of Public Policy & Marketing
www.marketingpower.com/AboutAMA/Pages/AMA%20Publications/AMA%20Journals/Journal%20of
%20Public%20Policy%20Marketing/JournalofPublicPolicyMarketing.aspx
Managerial journals - France
CB News www.cbnews.fr
La Revue des Marques :
www.journaux.fr/la-revue-des-marques_commerce-marketing-communication_presse-
professionnelle_132892.html
Linéaires www.lineaires.com
LSA www.lsa-conso.fr
Point de Vente www.pointsdevente.fr
Management www.capital.fr/le-magazine/management
Stratégies www.strategies.fr
Managerial journals - International
Harward Business Review http://hbr.org
MIT Sloan Management Review http://sloanreview.mit.edu
Web Sites
Association Française de Marketing: www.afm-marketing.org
American Marketing Association: www.marketingpower.com
Marketing Science Institute: www.msi.org

10
QF05- 15 hours prerequisite course
QUANTITATIVE METHODS

1/ INTRODUCTION
This course is specific and compulsory for students who have NOT previously studied management.

2-3/ LEARNING OBJECTIVES & LEARNING OUTCOMES

During the first year of the program students learn a wide range of scientific methods used mainly in
Marketing and Finance. Students entering ESCP Europe directly in the second year need to master the
basics of Statistics and Probability related to the various dimensions of management.

4/ CONTENT
- Univariate descriptive statistics:
Classifying data
Histograms
Calculation and interpretation of a distribution's features: mean, median, mode, variance, standard
deviation
Introduction to bivariate statistics. Line and column distributions.
Introduction to probability theory:
Introduction to random sampling and confidence intervals
Introduction to hypotheses testing.

5/ TEACHING METHODS
According to the professor’s choice, the course will alternate lectures, exercises and case studies. The
course relies also on the possibility of using on-line and blended resources.

6/ ASSESSMENT METHODS
- Continuous assessment accounts for 50% of the final grade. It comprises many quizzes throughout the
course
- The two-hour final exam accounts for 50% of the final grade.

7/ REFERENCE BOOKS (LIVRES DE REFERENCE)

“Practical Business Statistics with Student CD-ROM”, 5th Edition, Andrew F Siegel, McGrawHill.

11
SM05- 15 hours prerequisite course
PSYCHOLOGY AND MANAGEMENT

1/ INTRODUCTION
This course is specific and compulsory for students who have NOT previously studied management.

2-3/ LEARNING OBJECTIVES & LEARNING OUTCOMES

The course attempts to present and analyse the components of human action and behaviour in
organizational settings. In particular; students learn to:
- To discern the psychological processes describing individual behaviour in work settings
- To evaluate the dynamics of exchange between organization members
- To develop skills in analysing human behaviour in social and work settings in order to enhance
appropriate behaviours and reactions.

4/ CONTENT
The course is organized in 5 sessions of 3 hours each. Each session is structured in the following way:
(1) a case followed by a class discussion,
(2) a lecture relating fundamental theories and concepts, and
(3) small group exercises aimed at putting concepts in practice.
Each session deals with one topic and is prepared by the students with readings of relevant documents.
Students must complete each session with the study of the appropriate chapter of the compulsory
textbook.

Session 1: Introduction and Individual Behaviour

Introduction
- General introduction (course, syllabus, students and faculty)
- What is Organizational Behaviour (OB)?
- Contributing disciplines to the OB field
- Challenges and opportunities for OB
Individual Behaviour
- Personality, values, attitudes & abilities
- Understanding personality in management

Session 2: Perception and Communication

Perception
- The perceptual process
- Factors influencing perception
- Person perception: Making judgments about others
Communication
- Interpersonal communication
- Barriers to effective communication
- Tools of effective communication

Session 3: Motivation
- What is motivation?
- Managing performance through motivation
- Factors that affect motivation

Session 4: Influence and authority

- Influencing others/Influencing tactics
- Conformity vs deviance
- Obedience to authority
Session 5: Leading global teams
- Foundations of team dynamics
- Developing high-performance teams
- What is leadership?

12
- Leadership theories (trait, contingency …)
- Contemporary issues in leadership

5/ TEACHING METHODS
According to the professor’s choice, the course will alternate lectures, exercises and case studies. The
course relies also on the possibility of using on-line and blended resources.

6/ ASSESSMENT METHODS
Credit is derived from the following components:
1.20% is obtained through the evaluation of homework and participation during class activities (case
preparation, readings, class exercises, class participation, etc.)
2.30% is obtained from an essay done in pairs.
3.50% is obtained from the final exam.

7/ REFERENCE BOOKS
Robbins S.P., and Judge T.A. (2011), Organizational Behaviour (14th ed., Global). Upper Saddle River,
NJ: Pearson Education Inc./Prentice-Hall.

13