One Vision One School
Transcript of One Vision One School
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The Financial Times Ranking: September 2007> 22nd school in Europe
> 2nd Management School in the Mediterranean Basin
The magaz ines LEtudiant/LExpress Ranking:
November 2007
> 9th French Management School
> Euromed Marseille improved its overall position
by 77 points in comparison to last years results i.e.
3 times more than the national average
The Figaro Etudiant Ranking: November 2007> 8th French Management School
The Challenges Ranking: December 2007
> 8th French Management School
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Become an entrepreneur by developing yourselfPlay a part in global diversityA unique school
Joining forces with the corporate worldProgrammesWorld Med MBAMaritime MBAMBA Shanghai
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Who can tell today what tomorrows world will be like?Is it reasonable to design educational programmes based on asingle approach, albeit tried and tested, focused on the balanceof power and immediate results? Is the objective of a GrandeEcole not to widen the scope of possibilities, in preparing itsstudents for success in an ever-changing environment. Thiswas the original idea behind the creation of Euromed Marseille.A pedagogy based on action and experimentation rather than
abstraction, on diversity rather than uniformity, on pragmatismand the individual rather than on doctrines. Euromed Marseilleis an important player within the European metropolis, in theheart of an economic region that is rich in potential, culturesand diversity. With us, you will learn to create your futureamong other individuals, and to welcome change as a sourceof opportunity. To see and to show the world differently,such is our ambition. To prepare you to embrace the potentialof a future that is as yet, by definition, unknown. To createreasons for optimism, by helping you develop the ability to takeaction and make the right decisions. To train those who willendeavour to build a better world. To teach management as ifit were a lifestyle. Euromed Marseille relies first and foremostupon the approach developed by its pedagogical team. Ourintention is to share this project with you; in order for you to
become men and women of action, change and success.Jean-Paul Leonardi, CEO of Euromed Marseille
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B e c o m e a n e n t r e p r e n e u r b y d e v e l o p i n g y o u r s e l f
Why produce clones? We challenge formatted courses and prefabricated
models. We do not believe in standardisation and
the churning out of university products. At Euromed
Marseille, we will show you that a top ranking school
can do more than just manufacture graduates: we
know how to build personalities that will make a
difference. Here students make their own choices
and are responsible for their accumulation of knowl-
edge, their experiences and themselves. We are
the only school which has placed personal devel-
opment at the very heart of its academic pro-
grammes. Thus there are as many majors as there are students. Here, the
professors job is to ensure that students found their first enterprise: themselves,
at last free to learn what they want to learn and how they want to learn it.
At Euromed MarseilleI chose the courses
that corresponded to mobjectives and thus pamy own career path.Ccile Lorenzini, student
What Euromed Marseilleenabled me to do was toempower and professionalisemy passion.Irina Konoplyanska, from Russia
At the school we are quite free to chooseour courses (electives, internships,gap-year) and at the same time we arehelped and supported every step of the way.Anthony Caffon, student
Key figures Founded in 1872
3 300 students
(35% foreign students
representing 50
different nationalities)
72 permanent
professors
85% of the faculty
have doctorates
225 publications
and conferences
in 2006-2007
500 teachers,
75 visitingforeign teachers
6 campuses:
3 in Marseille,
1 in Paris,
1 in Shanghai and
1 in Algiers
109 foreign partner
universities
11,000 graduates:
a worldwide alumni
network
More than 2,500
internships and
in-company trainingperiods and
150 apprenticeship
contracts
Budget for 2007:
approximately
37 million euros
04 B e c o m e a n e n t r e p r e n e u r b y d e v e l o p i n g y o u r s e l f
PART. 1
> Become an entrepreneurby developing yourself
Our students (there) discover new waysof working, involving more team projectsand extensive use of new technologies.Dr Lawrence Clarks, Wilmington University of North Carolina, USA
By placing an accent on Diversity and Sustainable Development, Euromed Marseille provides a frame-
work for students to acquire the competencies they need to evolve, both professionally and personally, in
an increasingly complex world. Our Euro-Mediterranean culture offers insight into the diversity of mana-
gerial situations around the world, particularly in zones of strong regional character (Latin America and
Southeast Asia, for example). Thus, the art of management is
closely related to the managers individual personality and lead-
ership qualities. In addition to their managerial skills, managers
must also possess the ability to think laterally, to motivate their
staff and above all be able to make a difference. This combina-tion of scientific rigour and personal development forms the
backbone of our ESC Programme. We propose an approach
that builds on the Anglo-Saxon model in an aim to enrich our
students training and better meet the needs of our society and the business world today. We believe that
diversity is a source of creativity and innovation. We believe that differences are a source of progress.
We believe in human values and in the rich mosaic, experimentation and intuition that make up our
Euro-Mediterranean culture. We believe in the power of personality and in individual responsibility. We
believe in a pedagogical
approachthat enhances
the Anglo-Saxon model,
based on diversity, deci-
sion-making, action and
personal development.
I really enjoy the practical aspect of thecourses that I did not have in my university.I have really developed myself in the sensethat I have learnt to expose my ideas throughpresentations, and even in FrenchThis makes me very proud of myself!
Renata Sarlo, from Brazil
The Fundamentals of Management Development
At Euromed Marseille, we endorse a more holistic view of management
underpinned by four key values of which Sustainable Development is one.
These values are perfectly complementary. This is not a marketing ploy
this is perfect fit.
*1/Diversity (driving creativity) - 2/Innovation, Knowledge & Learning3/Systemic Approach & Networks - 4/Sustainable Development & Social Responsability
Personal Development
I decided to join Euromed Marseillebecause of its atypicality,combining academic excellence,
diverse profiles and space forindividual pedagogical creativity.Virginie Vial, Professor of Sustainable Development
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B e c o m e a n e n t r e p r e n e u r b y d e v e l o p i n g y o u r s e l f
One of the key values of the school is a long-term rather than a short-term vision of business.
Of course, most of our students will experience short-term constraints. Nevertheless, the power
of a manager is also linked to his sense of responsibility. We have observed that in our modern
world power has often been highly concentrated
whereas responsibility has been diluted
Training managers who are responsible for them-
selves, accountable for their decisions and
capable of assuming the consequences of their
acts remains one of our essential missions.
Tomorrows companies will only survive if they are run
by responsible managers capable of rethinking the
economy and viewing short-term profit as a means
rather than an end in itself.
At Euromed Marseille, we teach students to optimise
wasted resources, to cultivate neglected creativity and
to become aware of fundamental needs which are so often ignored. The students learn whatsocial responsibility really is and how to position themselves with regards to their collaborators,
future generations and the environment.
My best memory: the SimONU, asimulation of the UN General Assemblyand agencies, with about 200 studentsfrom all over France participating.At the end I was selected as one of the sixwinners who would participate in the finalUN Model simulation event held in NewYork. This is really exciting.Hareesh Vazhaparampil, from India
I was particularly interested in corporatesocial responsibility and I was able to takecourses in Sustainable Development orAlternative Marketing. Personally, I reallybenefit from my Euromed experienceand I invite all my friends from PepperdineUniversity to jump on that chanceto come to Euromed Marseille!Sarah Hanson, from Pepperdine University, Malibu USA
What kind of manager do you want to be?
www.managers-responsables.com
B e c o m e a n e n t r e p r e n e u r b y d e v e l o p i n g y o u r s e l f
Euromed Marseille is one of the first
French management schools to join the
Global Compact, the international United
Nations initiative that aims to promote a
set of fundamental values for businesspractices. Launched in July 2000 by the
UN Secretary General, Mr. Kofi Annan, the Global Compact is a pact that illustrates the will of
companies, NGOs and institutions to play a key role in growth and development within a
framework of positive globalisation.
Humanism inmanagementis not a pipe dream:its a choice.Jean-Paul Leonardi, Director General of Euromed Marseille
The 10 principles of the Global Compact are:
Human Rights
Principle 1: businesses should support and respect the protection of internationally
recognised human rights; and
Principle 2: ensure that they are not complicit in human rights abuses.
Labour Standards
Principle 3: businesses should uphold individual freedom of association and recognise the
right to collective bargaining;
Principle 4: the elimination of all forms of forced and compulsory labour;
Principle 5: the effective abolition of child labour; and
Principle 6: the elimination of discrimination in respect of employment and professional
occupation.
Environment Principle 7: businesses should advocate a precautionary approach to the environment
and promote awareness of environmental issues;
Principle 8: undertake initiatives to promote greater environmental responsibility; and
Principle 9: encourage the development and diffusion of environmentally-friendly technologies.
Anti-Corruption
Principle 10: businesses should work against all forms of corruption, including extortion
and bribery.
The Schools dynamism is something special:Euromed Marseille is our partner, committed toachieving our goals, open to new projects andnew ideas and has the competencies, capacitiesand means to implement them professionallyand in the interest of the students!
Jean-Pierre Bugada, Head of Communications for France and Monaco,United Nations Regional Information Centre (UNRIC)
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P l a y a p a r t i n g l o b a l d i v e r s i t y
Social structures (societies, companies) are
founded on value systems, beliefs and cultures,
but they are above all groups of individuals with
different expectations, emotions and motiva-
tions. A school must base ALL of its courses onthese if it does not want to be just a knowledge
machine. The first source of knowledge is
provided by Anglo-Saxon thinking: how to build
models and how to guarantee short-term
profitability. This reductionist approach is most
efficient for achieving short-term objectives and
forms the basis of management courses taught
in more or less the same way in all top business
schools. The essential added value of Euromed
Marseille involves completing this system with
a more holistic approach to management.
The theory of complexity, which is thebackbone of the courses at EuromedMarseille, worked for me as a principle andjustification for the techniques and practiceof managing diversity.Reshma Munshi, student from India
Here in Euromed, I have learnt to workin groups with people from very differentcountries. It was interesting to see howmany different views we can have forthe same kind of problem.Rodrigo Boscolo, from USP-Brasil
Individual
Internalised
Personal development Leadership Making a difference Self motivation Emotional development Joy Involvement Responsibility Respect
Historic legitimacy Diversity Complexity (long-term
perspective) Social responsibility Euro-Mediterranean
sociology Humanism Relativism Sustainable development
Quantitative approac Control/performance Management by
objectives Models Financial orientation Short-term efficiency Production managem
Dynamic system beha Management in comp Management in divers Knowledge managem Community of practic Ecological manageme Ethics in managemen Social corporate resp Sustainable developm The networked econo Emergence, innovatio
Externalise
PersonalDevelopment
(Leamer centered)
Euro-MediterraneanBeliefs, Values
and Culture(Identity)
MechanisticManagement
Approach
HolisticManagement
Approach
Collective
The Euromed Marseille Management Approach
PART. 2
> Play a part inglobal diversity
08 P l a y a p a r t i n g l o b a l d i v e r s i t y
I have lived a unique experiencein Euromed Marseille, thanks tothe group working. I have learnthow to work with 7 differentnationalities and this has beenvery challenging!Vignesh Prabu, from IIM B angalore, India
Marseille, since the time of the ancient Greeks, has been a hubof commerce. Today, it is a key player in the Mediterranean and the
economic and cultural meeting point between North and South.
Marseille offers another point of view concerning global dynamics:
warmer, more human, and more diversified. First and foremost,
the South is a state of mind, a way of projecting life into a diversity of
cultures, colours, timeframes and languages. At Euromed Marseille,
we have built our vision of the world and of the future inspired by the
rich potential of Southern Europe and the Mediterranean basin.
Our vision of economic exchanges and of global players is different.
Our vision is wide open.
I have been here for 3 monthsand my French was very poorbut I felt perfectly at homehere in Euromed Marseille,I felt part of the programmeI took part in student life!
Vignesh Prabu, from IIM Bangalore, India
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A u n i q u e s c h o o l
Inter-generational solidaritycombined with intra-generationalsolidarity between peoples impliesnew forms of management.Bernard Belletante, Dean of Euromed Marseille
PART. 3
>A unique school
Undeniably, globalisation has accentuated at least one positive effect: we have fina
become aware of the finite nature of our world and the s ometimes irreversible harm th
mankind has done to his fellow citizens and to the environment. Of course, progress hasignificantly improved the lives of billions of people - this is a fact - but the short-sigh
edness of our civilisation has created inequality hitherto unknown in the history of human
ity and led to the destruction of numerous ecosystems. Not so long ago, these were th
words of a handful of few extremists and militants that those in the know considere
nave. Today, society at large is becoming aware of these issues. This is not
or should not be - a passing fad. The importance of a long-term vision, respectful
mankind and the environment, is beginning to be recognised by the corporate worl
For many years top management schools were hesitant to address these concern
believing the subject to be potentially controversial, but they are now starting to reac
Some have even launched projects on based on these themes such as providin
disadvantaged groups access to their degree programmes, implementing energ
saving policies, organising conferences to increase awareness, supporting the huma
itarian aid projects of their students Since 2002 Euromed Marseille has resolutel
chosen to pursue this course. The School seized a unique opportunity to rethink its ped
agogical approach and place sustainable management at the heart of a holistic vision
10 P l a y a p a r t i n g l o b a l d i v e r s i t y
As a top Euro-Mediterranean management school, the fact that we are international is implicit.
Indeed, Euromed Marseille belongs to a network of 104 universities and partner schools located
in 35 countries. With our partners we offer high-level student exchanges and double degree
programmes. When you graduate from Euromed Marseille this is what will be written on your CV:
Bilingual (or trilingual) manager, trained in
cultural diversity with significant interna-
tional experience. Here, students become
international by being international.
They learn to live internationally by, for
example, studying at a partner university
abroad, through an internship in a foreign
country or by working and exchanging
with students from all over the world on
the campus. They learn to assimilate other ways of thinking and other points of view concerning
universal questions. They prepare themselves for nomadic management, to become global
managers who know no borders and are constantly evolving.
I have lived an amazing experience here, verydifferent from Russia where it is tootheoretical. Here in Euromed Marseille you arein an international context where people, fromall around the world, communicate togetherand share their experience.Alexander Baych from Russia State University of Trade and Economics, Moscow, Russia
I had half of my course in French and
half in English and I have learnt a lot, notonly with the language environment butalso with the diversity of culture I havemet! The integration of all these peopleimpressed me a lot, and I can say thathere, I have experienced all the issuesof a global manager!Ma Hong Bo, from Tongji University, China
Which are our partners universities?
www.euromed-marseille.com/international
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A u n i q u e s c h o o l
Projects are one of the fundamental learning tools used at Euromed Marseille.
Working individually or in groups, students carry out projects from start to fin-
ish. The idea is that projects should not remain projects but be actually implemented
in real conditions in order to produce results. Students realise that it is vital
not to wait until conditions are ideal - this never happens - and they learn how
to make decisions in a professional and
often uncertain environment. They learn
how to take responsibility for their actions.
These projects structure the courses and
confront students with the reality and
the consequences engendered. They
echo the courses the student chooses,
experiences abroad whether planned or in progress, internships and,
of course, professional projects. Finally, one of the benefits of the Projects,and not the least, is that at the end of the studies, before embarking on a
professional career, the student will already have accumulated several real
professional experiences on his CV.
I think that what sets us apart is that theprogramme includes several mandatoryProjects. We are therefore obliged to gainreal professional experience.Arnaud Monteil, student
Project. I think that is theone word that sums up my studiesat Euromed Marseille.Lydia Leven, from Germany
Language Pro-Act is a majornew project for the school.Its a pedagogical tool that usesaction (through a project)
to learn a language.Martine Gassama, Head of the Language Centre
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Research is a fundamental life-force of Euromed Marseille. It nourishes and drives the school,
generating the energy that places our teachers at the cutting-edge of their respective fields and
constantly upgrades the quality of their courses. The Euromediterranean theme has naturally
become a central axe of research and is present in all business and economy-related fields.
Research work is carried out at the Euromediterranean Management Centre in collaboration with
foreign institutions and universities. Thus we have built our international research work not only around
the Mediterranean basin but further afield. In June 2004 we founded the Chinese Euromediter-
ranean Centre for D iversity with Shanghai JiaoTong University in China.
We were the first to develop what areknown as Tribal Marketing approacheswhich have been adopted around the world.Bernard Cova, Marketing professor
A u n i q u e s c h o o l
We believe that life has only been able to evolve because there have been setbacks, trials and errors. In business,
the greatest success stories were more often than not brought about by personalities rather than processes.
If a school only teaches management techniques, then managers will never try to do anything irrational or take risks.
Even if it is essential to know what we refer to as the fundamentals (marketing, finance, human resources)
sometimes best practices can only be used to slightly improve
a faulty system when in fact the problem needs to be completely
re-examined. Our Schools definition of a good manager who
is ready to take up tomorrows challenges, is someone capa-
ble of taking risks, making choices, following projects through,investing and committing themselves at 100%!
Of course, refusing to copy processes involves taking a risk,
notably to fail. At Euromed Marseille we support students who
are willing to take risks. We encou rage them to make intelligent
choices, using their intuition in the decision-making process.
Thanks to the emphasis placedon learning by doing, I now knowthat a problem is not a problembut a set of solutions and that itis up to me to decide which oneto choose.Elizabeth Franklin-Johnson, apprentice student from England
One of the pedagogical approaches atEuromed Marseille is to learn by doing,but the doing must be thought out.Bernard Paranque, Director of the ESC Programmewww.euromed-marseille.com/esc
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PART. 4
> Joining forces withthe corporate world
Answering the needs of your company is at the heart of ourmission. With the objective of closing the gap betweenmanagement training and the corporate world, we have joineforces with companies in order to identify the axes ofdevelopment where we can synergise our areas of expertisWe set out to amalgamate our knowledge and competencieshelping you to develop networks whilst training your futuremanagers and executives. We aim to forge a strong alliancethrough a win-win collaboration and convince you tosupport local, national and international players who haveplaced their trust in our hands. Each year our partnershipnetwork is enriched by newcomers who are preparedto take up the challenge with us: the challenge of success.
Why not you?
Franck Dompietrini,Director of Enterprise and Partnerships Euromed Marseille
> GOVERNANCE AND BOARD
OF DIRECTORS
Since 2002, the management team have
drawn upon their rich experience of
the corporate world and management
training in France and abroad in order
to develop an original pedagogy. The
executive board comprises 14 national
and international CEOs, including:
Franois Pierson,
Chairman of the Board of Direct
Euromed Marseille, Board Mem
of the AXA Group, President of A
France and AXA Canada
Pierre Bellon,
President of the Supervisory Bo
Sodexho Alliance Group
Dominique Cerutti,
Director General of IBM Europe
Jacques Saad,
Chairman of the Board of Direct
CMA-CGM.
J o i n i n g f o r c e s w i t h t h e c o r p o r a t e w o r l dA u n i q u e s c h o o l
At Euromed Marseille there is life after class. And a life that is fun , busy and
multicultural! Leisure activities, parties, concerts, associations, sports, labs,
individual work, contact with professionals and prominent figures from all
over the world Naturally you discover
the richness of a colourful region, your
first network and new horizons. You build
yourself a rich lifestyle. Located in the
Luminy Science and Technology Park, in
the heart of an immense pine grove on
the Mediterranean coast, the campus offers high quality facilities. It is a site
of intense activity where individual initiatives are encouraged and somethinginteresting is always going on.
Apart from its geographical location,I loved the School for other reasons:the student activities in which I participated,the visiting teachers who shared theirpersonal experiences with us, and thepersonal development module in the firstyear and above all something whichconstantly serves me today: teamwork
and oral presentationsSandrine Gelin, Class of 1994, National Marketing Manager for the Casino supermarket network
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We have everything: a stunning locationand a comfortable working environment.The conditions are ideal.Bertrand Gallois, Class of 1995, Head of Management Control for the Bollor Group
What about the life around the school?
www.euromed-marseille.com/ventsdularge
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The Caisse dEpargne Provence-Alpes-Corse, ever-faithfulto its origins, benefits from its regional presence in order touphold common interest and fulfil its role as a major economplayer, committed to the Sustainable Development movemeFully aware of the environmental issues at stake, the CEPAChas just completed its Carbon Assessment in concreteterms this had been translated into a series of initiatives:car-sharing, the promotion of the train as a means of transpsupporting methods which limit energy consumption,the use of clean energies. Having passed this first milestothe CEPAC and Euromed Marseille teams seek to forge ahein their research centred on performance and environmentaawareness.
Raymond Grandjean, Sustainable Development Mission DirectorBoard of Directors at the Caisse dEpargne PAC
> ARE YOU A RESPONSIBLE
COMPANY? TOGETHER
WITH EUROMED MARSEILLE,
BECOME PRO-ACTIVE
Let us act together and uphold the 10 UN
principles:
Promote and respect human rights
across the world;
Not be complicit in the violation of
fundamental human rights;
Uphold individual freedom of
association and recognise the right
to collective bargaining;
Eliminate all forms of forced and
compulsory labour;
Achieve the effective abolition of
child labour;
Eliminate discrimination in respect
of employment and professional
occupation;
Advocate a precautionary approach
to environmental issues;
Undertake initiatives to promote
greater environmental
responsibility; Encourage the development and
diffusion of environmentally-friendly
technologies;
Act against all forms of corruption,
including extortion and bribery.
Glo-balCom-pactGLOBAL COMPACTINITIATIVE
> OUR MISSION IS TO
Endorse the responsible behaviour
of your company and allow you to
exchange practices with fellow com-
panies: the Global Compact and
Sustainable Development Day, and
the biannual edition of a booklet of
testimonials;
Help you adhere to and assimilate
the principles of the Global Compact:
Audit and accompaniment by stu-
dents undertaking Pro-Acts* or by a
placement student;
Identify the problems encountered by
your company with the possibility of
leading to a research study by the Cen-
tre of Research at Euromed Marseille;
Help you discover the Global C
pact network and the activ
thereof: a student will be your pat
and provide you with the informa
you need;
Supply you with information per
ing to Sustainable Development:
ferences, events, newsletters
J o i n i n g f o r c e s w i t h t h e c o r p o r a t e w o r l d16 J o i n i n g f o r c e s w i t h t h e c o r p o r a t e w o r l d
Re-cruit-mentHELP YOU TO FINDBEST PROFILES
International Managers
Recruitment of young graduates,
of French or other nationalities, with
international experience and high added
value for your company: export projects,
overseas development, branches abroad,
outsourcing, market development you
will find corresponding profiles from Bach-
elor to MBA graduates.
Integrated Co- Recruitment
Co-selection of students from thecountry where you wish to develop your
activity, trained at Euromed Marseille
with in-company apprenticeship and
a curriculum adapted to your needs,
and recruitment of students by your
company in their mother country.
International Networks
Euromed Marseille actively develops
and nourishes its networks abroad:
graduates, chambers of commerce,
partner institutions and foreign partner
universities provide a support and
development network for your company.
Metizo
Pro-Act
Trajectoire
> THE POSSIBILITY TO GET TO
KNOW EACH OTHER - SHORT AND
LONG TERM INTERNSHIPS
For a period of 3 months to one year,
internships are undertaken at differenttimes generally beginning in January,
March/April or September depending
on the programme. Liaising closely with
companies, the internship team offers
work placements on-line either in France
or abroad. The School is equipped with
Monster technology which enables
recruiters to optimise the diffusion of their
offers, find the profiles they seek in the
CVtech and process applications.
> RECRUIT INTERNATIONALLY
The international dimension is one of the
primary concerns for companies today
in terms of potential markets, procure-ment of resources or the forging of part-
nerships.
Euromed Marseille trains future man-
agers and executives to meet these
demands for international collaboration
and mobility.
Students are bilingual in English by
the end of their studies and have spent
at least 6 months abroad. Euromed
Marseille has thus already obtained inter-
national recognition: 30% of our intake
is comprised of foreign students and we
welcome 75 foreign visiting professors
each year. We have established partner-
ships with a hundred or so foreignuniversities and have developed a
network of graduates and partner
institutions in more than 30 different
countries. What benefits can Euromed
Marseille bring to your company in the
international arena?
> THE PROFILES
The student who knows what he wants to
do and has developed the profile the mar-
ket needs - we help every student to build
their profile according to their ambitions and
the market's needs:
Metizo
I think about who I am and I define my
personal and p rofessional project
Trajectoire
I validate my professional
project and implement it
on the marketplace
Pro-Act
I build and reinforce
my competencies
through the
acquisition of
experience
Metizo, Pro-Act, Trajectoire:three resources for three dimensions
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The campus is compactbut very beautiful and
the classrooms werespacious and ergonomicin nature. The coursesoffered were up-to-dateand the case studiesmainly dealt withcontemporary issues.Hence I would seriouslyrecommend students,
who want to pursueManagement coursesin France, to seriouslyconsider applyingto Euromed, becauseit would really be aonce-in-a-lifetimeopportunity.Anil Gorti, 2nd Year MBA Student
Xavier Institute of Management, Bhubaneswar
C.Ramade
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Marseille is a city where
Economy, Trade and Culturedevelop extremely well.Dr Dong Qi, PhD, Director of Tongji University, Shanga
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J o i n i n g f o r c e s w i t h t h e c o r p o r a t e w o r l d
MESURE REGULATION,
TECHNICO FLOR, UNIC SA,
GROUPE I2E, CABINET LINCOLN
ASSOCIS, SELECT SERVICE
PARTNER, VITAKRAFT - SIMON LO
A-SIS, DAIMLERCHRYSLER FRANC
GALERIES LAFAYETTE, LOREAL,
RENAULT FRANCE, THALES,
UNION DE CREDIT POUR LE
BATIMENT, GROUPE SAMAS FRAN
NAVIPORT, GENOT A & L,
SODIT, SILIM ENVIRONNEMENT,MOTEURS BAUDOUIN, RICOH
FRANCE, OPTIMUM MEDIA,
UNION FINANCIERE DE FRANCE
BANQUE, LA COMPAGNIE DE
PROVENCE, EUROSUD, ODC
CONSULTANT, SA LUSTRO REYDEL
MEDICA FRANCE,
REGIE NETWORKS, BOULANGER,
ESCOTA, FCB ACAM, REGICOM,
THALES TRANSACTIONS CGA S.A
STMICROELECTRONICS SA,
PACKARD BELL,
BAERLOCHER FRANCE, S.A.S.
SERVAUX, ACTIVITE RECLAIM
ROCKWOOD ELECTRONIC,
INNOVENE FRANCE SAS, TCSI,EUROSTOCK SAS,
FOUQUET SACOP MARITIME,
GRAS SAVOYE, HARDIS CONSEIL,
SODICOS, SOMEI,
HAYS ALPHA TRAVAIL TEMPORAIR
MELKONIAN GROUPE,
PROCOLOR SAS, H.P. CLAIRVAL,
RICOH FRANCE SA, PBM
MEDITERRANEE, CORTICAL SAS,
CITYVOX, AUTOMATIC ALARM,
ETS PAPETERIES MICHEL,
AT&T GLOBAL NETWORK SCES
FRANCE, SGRR, COMECAP,
PASTACORP,
MACIF PROVENCE MEDITERRANE
CAMI - GMC, DELOITTE,
GAZ DE FRANCE,
INTERMARCHE,
SEITA, SITA SUD
> THEY SUPPORT US
ARPEGE, STEDIM, SOMEFOR, EDS
GLOBAL FIELD SERVICES FRANCE,
SOCIETE GENERALE,LIDL SNC HORS EST,
BANQUE PALATINE, SUD CEREALES,
GROUPE EXPRESS EXPANSION SA,
SNCF DRH- RHC, COCA COLA
REGION SUD EST, PUBLICIS,
FULLSIX, GIMS, ALINEA, INTRAMAR
SA, ATMEL ROUSSET SA,
CASTORAMA, RICHARDSON S.A.S.,
S.N.C.M.-FERRYTERRANEE,
CITADINES, STARS SERVICES,
HARIBO RIQLES ZAN, KPMG SA,
NATEXIS ASSET MANAGEMENT,
TESSI SA, OSEO BDPME,
ASSISTANCE SERVICES,
MAERSK FRANCE SA,
MARSEILLE AMENAGEMENT,
GAN ASSURANCES VIE,
SYSTEMAT, CENTRE IMEX,
RANDSTAD INTERIM SA,
CLINIQUE SAINT ROCH MONTFLEURY,
MONDIAL ASSISTANCE SA,
REAGROUP, SDEI SA,
DIAC - GROUPE R C I BANQUE,
MICHAL PAGE, PRO DIRECT
SERVICES, FUTUR TELECOM,
CLINIQUE JEANNE DARC,
MOBIVILLAGE, AGF IARD,
LA FRANCAISE DES JEUX,
EUROFOS, AGENCE MARITIME
BARWIL, TOTAL FRANCE, CEGELEC
SUD-EST, EXPOSIUM,CANAVESE SA, FNAC RELAIS SAS,
SOCIETE PRESSE PARIS SERVICES,
MEDIACO, BOUYGUES TELECOM,
BOUYGUES IMMOBILIER,
ADIA DO SUD, AIR LIQUIDE,
CAPGEMINI OUEST, DARTY
PROVENCE MEDITERRANEE,
GPA VIE, BANQUE NEUFLIZE HORS
EST, NOUVELLES MESSAGERIES DE
LA PRESSE PARISIENNE,
PRICEWATERHOUSECOOPERS AUDIT,
PEBEO, PROTECTION ONE,
RADIO FRANCE, SOCIETE
MARSEILLAISE DE CREDIT, SAINT
LOUIS SUCRE SNC, MARIGNAN
BOUWFONDS, AIR ALGERIE,
SAFIG STREAMWAY, ENTRETIEN
IMMOBILIER SA ,SFD, BEUCHAT
INTERNATIONAL SA, MAPA SNC,
CCMX SA, COFACE SCRL,THESAURUS, INFORMATIQUES
ETUDES ELECTRONIQUES, CIE
EUROPEENNE DES PEINTURES
JULIEN, ALLIOS, BUREAU DETUDES
DE VIRIS, TIL TECHNOLOGIES,
COLAS MIDI MEDITERRANEE,
GE MONEY BANK, SODESPORT MC
DONALDS, CABOT FRANCE,
AEQUALIS, DEGETEL,
GROUPE VOLKSWAGEN FRANCE SA,
LEVI STRAUSS & CO, SARA LEE HBC
FRANCE, DISTRIBUTION CASINO
FRANCE, CLEAR CHANNEL FRANCE
SAS, CREDIT AGRICOLE ALPES
PROVENCE, DISNEYLAND RESORT
PARIS, LA PROVENCE SA,NEXTIRA ONE, SOCIETE DES
PETROLES SHELL,
TELEM SA, BIJOUTERIE FROJO,
GROUPE ARCELOR,
PUBLIPRINT -GROUPE FIGARO,
XEROX, SERPAT TRAVAUX,
DEULEP, UBS FRANCE SA,
SOLIDWORKS EUROPE,
CANON MEDITERRANEE,
CAISSE DE CREDIT MUNICIPAL DE
MARSEILLE, IGOL PROVENCE,
BW MARKETING,
PSI PARTENAIRE SECURITE, RAVIL,
ASSOCIATION ACCUEIL REGAIN,
SFA KONE, ATELIERS LOUIS VUITTON
STE, GRENAT, AUTOROUTES DU SUD
DE LA FRANCE, PHINELEC SA,
PAPETERIE MICHEL,
LASER SA, GEOCEAN SAS,
SA ESI, SEA TPI, TECHNIPIPE,
INNATE PHARMA, CONTROLE
22
> THEY ACCOMPANY US
Part-nerCom-paniesPARTNER COMPANIES
J o i n i n g f o r c e s w i t h t h e c o r p o r a t e w o r l d
FEDERATION
BANCAIRE
FRANCAISE
FAIRTRADE
MAX HAVELAAR
PARTNERCOMPANIES
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> THE BENEFITS OF THE WORLD
MEDITERRANEAN MBA
The managerial profiles that companies
are looking for have changed rapidly over
the last ten years and companies will
continue to face new challenges in the
years to come. The World Med MBA is
designed to produce managers who will
rise to those challenges, managers who
will make a difference. Managers who:
can apply the fundamentals of
management in an international
context;
WorldMed
MBAWORLD MED MBA
possess the competencies and skills
demanded by their field of activity and
have a strong sense of commitment
to their work and workplace;
are highly mobile and can manage a
team across political, geographical
and cultural frontiers;
are highly versatile and can adapt
rapidly to change, new situations, new
environments and new cultures;
can integrate complexity and div
in a world where uncertainty
only constant;
can operate in a non-linear, dyn
and unpredictable environmen
a holistic management approa
put people first;
have a high degree of self-aware
and the capacity to continuously
from experience.
WORLDMEDMBA
P r o g r a m m e s
PART. 5
> Programmes
English Language Programmes
WORLD MED MBA, Page 25
MARITIME MBA, Page 30
MBA SHANGHAI, Page 32
ESC MSc IN MANAGEMENT, Page 37
INTERNATIONAL MSc IN MANAGEMENT, Page 41
MIB - MSC IN INTERNATIONAL BUSINESS, Page 44
French Language Programmes
EUROMED M.Sc. IN MANAGEMENT, Page 46
EXECUTIVE EDUCATION, Page 46
CESEMED BACHELOR IN INTERNATIONAL MANAGEMENT, Page 47
PMF BACHELOR IN FINANCE & BANKING, Page 47
24
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> CORE COURSES
We offer, in all paths, an intensive
programme covering the fundamentals
of management: Accounting for Decision-Making
Economics for Decision-Making
Information Systems Strategy
Innovation and Entrepreneurship
Managerial Finance
Marketing Management
Operations Management
Organisational Behaviour and
Human Resources Management
Personal Development
and Leadership
Research Methodology
and Data Analysis
Social Responsibility and
Ethics in Business
Strategy in Complexity
> OPTIONAL CORE COURSES
Depending on your path, you will be
able to choose from two to five optional
core courses to gain more depth on
the following key management issues:
Advanced Corporate Finance
B to B Marketing
Branding Strategies for
Sustainable Growth
Business Intelligence
Mergers and Acquisitions
and Corporate Restructuring
Negotiation Skills
Project Management
Services Marketing
> SUMMER SCHOOL
During the Euromed Marseille Summer
School, the Faculty will present a challen-
ging programme covering a whole variety
of cutting edge issues such as:
The Euromediterranean Management
Approach
Complexity
Leadership and Sustainable
Performance
Creativity and Metaphors
26
WORLDMEDMBA
More details on
www.worldmedmba.com
PROGRAM OVERVIEWThe World Mediterranean MBA is a
unique programme designed exclusi-
vely for creative managers.
Our MBA is characterised by highly indi-
vidualised, learner-centred courses with
integrated flexibility, richness and divers-
ity, and a strong focus on employability.
When you start out on your journey, you
will not be alone. Your Learning Coach
will guide you during your voyage.
He/she will accompany you in your
personal development and professional
project and provide valuable career
counselling. This forms the very
backbone of the World Med MBA
Programme.
International Learning Experiences are
offered through our international work-
shops. These workshops provide an
excellent opportunity to discover differentcountries, religions and cultures.
Participants can choose from one to three
International Learning Experiences.
Brazil: Latin America and Christianity
Christianity, Practice and Ethics
The Brazilian Economic Development
Model
India: Asia and Hinduism
Hinduism, Values and
Entrepreneurship
IT Business and Delocalisation
Morocco: The Arab World and Islam
The Role of Islam in Business
The Economic Potential of
the Arab World
> SCHEDULES
600 hours of courses
Intensive integration seminar (2 weeks)
Up to 3 international experiences
(Brazil is compulsory)
3 weeks of Intensive seminars
Summer School courses
> ADMISSION REQUIREMENTS
A first degree (or equivalentcompetencies) and a minimum
of 3 years experience
A GMAT or TAGE MAGE
A TOIEC or TOEFL
> HOW TO APPLY
Application form available at:
www.worldmedmba.com
> COST
20,000 (all formats)
This price includes all tuition fees
exclusive of travel and living expenses.
Scholarship are available (once accepted
on the programme).
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> PART TIME PATH
Number of International Learning Experiences 1* 2** 3**
Number of Core Courses*** 12 12 12
Number of Optional Core Courses*** 5 3 2
Number of Euromed Marseille Summer School Courses*** 3 3 2
* Available September 2007 (Brazil only)
** Available September 2008*** All courses have 24 hours of in-class face to face contact hours
Year 2
The year 2 schedule will depend very
much on your choice of International
Learning Experiences. All participants
will follow the remaining six core courses
and the balance of the optional core
courses as set out in the above table.
For those who have selected the
International Learning Experience in
India, it will take place in November.
The International Learning Experience
in Morocco will take place in April. The
programme will conclude with the
Euromed Marseille Summer School
and the professional thesis.
Year 1
Your first two weeks will be spent with
all participants following core courses.
You will continue the core courses
(for a total of 6) at a rhythm of 3 days
per month over the first year, with
6 days of the Euromed Summer
School and a 2 week International
Workshop in Brazil.
You will also follow between one and
three optional core courses (the actual
number of optional core courses
depends on your choice of
International Learning Experience and
is given in the following table).
28
> PART TIME PATH Part Time course: October Year 1 July Year 3(3 days per month residential)
YEAR 1 YEAR 2
OCTOBER
OCTOBER
NOVEMBER
DECEMBER
JANUARY
NOVEMBER
DECEMBER
J
ANUARY
Fundamentals
Fundamentals
2 weeks
3 days
3 days
3 days
3 days
2 weeks
3 days(Thursday, Friday, Saturday)
Fundamentals
Fundamentals
Fundamentals
India: Asia and Hinduism
P
e
rs
o
n
a
l
D
e
v
e
lo
pm
e
n
t
&
C
o
a
c
h
in
g
Fundamentals
FEBRUARY
3 days
Optional
MARCH
3 days
Optional
APRIL
MAY
3 days
Optional
1 week1 week
Summer School
Summer School
2 weeks (April/May)
JUNE
2 weeks
Brazil
JULY
Fundamentals
3 days
Fundamentals
3 days
Optional
Optional
3 days
Optional
3 days
Optional
FEBRUARY
MARCH
APRIL
MAY
JUNE
JULY
3 days
Optional
3 days
Morocco:The Arab world and Islam
3 days
WORLDMEDMBA
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- Maritime clusters and open
business models
- Team building programme
- Introduction the strategy thesis
project
Module II: Management skills (1)
week 43-2008
- Finance and investments, risk
management
- Corporate strategy and maritime
business cases
- Organisation, human resources,
business skills training
- Operations and risk management
Module III: Maritime core
competences (1)
week 49-2008
- Marine technology and shipping
innovation
- Maritime operations and fleet
management
- Port and terminal management
- Market research and decision
support tools
- Maritime procurement and
contracts
Module IV: Management skills (2)
week 3-2009/week 4-2009
- Accounting, investment and assets
financing in shipping
- Business to Business marketing
and maritime markets
- System modelling and decision
support systems- Personal creativity, the innovative
organisation, managing strategic
change
- Company visits and strategic
discussions: business trip from
Saturday week 3 to Tuesday week 4
Module V: Leadership (1)
week 9-2009
- Team dynamics and conflict
management
- Leadership, personal development
and interpersonal communication
- Trust and leadership
- Negotiation, time management,
reporting- Managing global organisation
- Managing maritime catastrophes
Module VI: Maritime core
competences (2)
week 15-2009
- Global shipping, shipbuilding, ports
and offshore outlook
- Structured finance and derivatives
in the maritime industry
- Maritime procurement and
contracts; E-Commerce and
E-Business models
- Global sourcing of ships, marine
equipment, labour and supplies
- Life cycle management and
sustainability in shipping
Module VII: Culture and vision
week 21-2009
- Geopolitics, strategic resource
supply and its impact on maritime
markets
- Global economic growth, social
development and politics
- From maritime history to the Global
Village: cultures and civilisations
- Managing multi-cultural and global
organisations, and maritime
personnel
- Ethics and corporate governance;managing maritime liabilities
Module VIII: Leadership (2) an
Strategy
week 27-2009
- Corporate strategy in the marit
industry
- Creating the future and survivinthe present
- Creating the strategy team and
structuring the business plan
- Implementing the strategic and
business plan within the
organisation
- Presentation of individual Strat
Thesis Projects
Module IX: Strategy Thesis Pr
week 34-2009
- Deadline for submission of first
of the STPs
week 39-2009
- Final STP presentation and
examination
Graduation
week 46-2009
- Marseille Maritime Conference
- Graduation Ceremony
- Advisory Board Meeting
- Corporate Network Meeting
www.MaritimeMBA.com
30
MARITIMEMBA
The Maritime MBA, as an executive
programme, targets the p rofessionals
in the maritime cluster and maritime
related sectors who already have
a basic academic education and a
number of years of hands-on experience
in a maritime company, institution or
public service. The MBA programme
consists of a number of modules which
form the theoretical building blocks for
an advanced degree in managementand its application in the complex global
maritime environment. For those
professionals who lack a basic
knowledge in certain domains, Euromed
Marseille, School of Management offers
the participants optional general
management courses via distance
learning, prior to the start of the MBA
programme.
The maritime industry is not limited to
shipping, ports, shipbuilding and marine
equipment, but includes all the others
sectors within the broad maritime clus-
ter, such as the offshore industry, mar-itime services, yachting, navy, research
and education, and fisheries.
The programme consists of 9 intensive,
one-week modules, under six main
headings.
The introductory module under the
heading The maritime industry in a
global perspective, focuses on the driv-
ers behind the major maritime markets,
such as the global economy and inter-
national trade and the relationship with
shipping markets and ports, as well as
shipbuilding, maritime services, in short,
the entire maritime cluster.
The two Maritime Competences mod-
ules within the programme are not the
sum of fragmented sectoral views, but
rather promote an integrated approachto the challenges of the entire maritime
industry. That is why the programme is
called the Maritime MBA. Graduates
not only are taught the specialised mar-
itime subjects like ship technology and
operation, maritime strategy and value
chains, but also learn much more
generic subjects under the broad head-
ings of Management Skills, Leadership,
and Culture and Vision.
The two Management Skills modules
deepen and broaden the knowledge of
the students in for example, strategy,
finance, logistics and ICT, human
resources, which are generic domains
for managing global businesses.
The two Leadership modules enhance
the management capacity of the individ-
ual student through courses in for
example team and conflict manage-
ment, negociation, time management,
and interpersonal communication.
TheCulture and Vision module is geared
to strengthen the knowledge of inter-
national trade and maritime econom-
ics, geopolitics, cultural diversity, ethics
and sustainable development.
The Maritime MBA is concluded by a
Strategy Thesis Project module. The
student has to prove that, based on real
world challenges, he or she is able tointegrate the various elements of the
modules into a holistic app roach. Ideally,
the subject of such a thesis project
should be related to the students com-
pany or organisation. The results of such
a project could thus be useful to the
company and even implemented upon
graduation.
The students are linked via an internet
based discussion platform to each other
and the staff in the periods between
modules. This way a virtual community
is created which will undoubtedly form
the basis of long lasting friendships.
PROGRAM OVERVIEWThe Maritime MBA is a 12 months Part-
Time academic programme which con-
sists of six building blocks, taught in
9 modules of one week. The six headings
of the building blocks are:
Maritime industry in a global
perspective
Management skills
Maritime core competences
Leadership
Culture and vision
Strategy thesis project
> MANAGEMENT COURSES
A substantial knowledge in Management
is required to benefit from the Maritime
MBA and to guarantee a common lan-
guage and culture among the students.
Four basic management courses are pro-
vided to the students as an optional pro-
gramme to be taken by distance learn-
ing: Strategy, Marketing, Finance and
Human Resources.The students will
choose the modules or courses in the
domains they need to improve. The
school will organise individual assessment
and the teaching staff of Euromed Marseille
will provide individual coaching.
Module I: The maritime industry in a
global perspective
week 37-2008
- Shipping markets and international
trade
- Maritime and port economics
- Global logistics and supply-chain
management
Mari-time
MBAMARITIME MBAan executive programme
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I came to China in 1997to do import and exportbusiness. By learningChinese, my workingexperience and capital,I became the managerand a shareholder of thecompany. Under myleadership, the company
will grow to be a bigenterprise within five years.As most of the professionalmanagers, I was familiarmore with production thansales, but turned to mycolleagues for the aspectsof financial analysis. Aftermy studies in AEMBA,I learned to analyse by
myself and got a profoundunderstanding in thisrespect. The programhelped me to betteranticipate the futuredevelopment of ourenterprise. I found thatthe courses in the AEMBAclass combined both
western and Chinesemodels; emphasised thetheory based on real cases,looked into the operationof European companieswithin the macro Chinesemarketing economicenvironment. I amproud of the teachersand classmates in AEMBA.Alexander Carraz, Vice-general Manager, Delta Plus China, France
32
MBASHANGHAI
Studying MBA in China while developing
your international carrier in Asia-Pacific
region. You have developed a solid profes-
sional platform from which our MBA can
accelerate your career to reach the high-
est executive levels. If you have the drive,
we have the processes to get you there.
> ANTAI COLLEGE OF ECONOMICS
AND MANAGEMENT, SHANGHAI
JIAOTONG UNIVERSITY
(PARTNERSHIPS)
Shanghai Jiaotong University, founded
in 1896, is one of top five universities
in China. Thanks to excellent teaching
facilities and faculty, Antai College of
Economics and Management was
listed as the 25th Most Excellent School
in a recent evaluation of all Asian MBA
Schools. The ACEM has 7 undergradu-
ate majors, 12 master specialisations,
2 doctorate specialisations, 2 post-doctorate mobile research stations and
30 research institutes. Today, the ACEM
has 1858 undergraduates, 407 gradu-
ate students, 481 doctoral students,
20 post-doctorates and over 1500 MBA
students.
MBAShan-
ghaiAEMBA (ANTAIEUROMED MARSEILLE MBA)
More details on
www.aemba.com.cn
AEMBA is a place where managerscan improve their knowledge levels andbe constantly updated with the latestdevelopments in the business world...the best possible link betweenAsia and Europe.Francesco Marciano, General Manager, QILU Antibioticos Pharmaceutical Co., Ltd., Italy
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I was trapped by the philosophy and concept of theAEMBA program. As to the Year 2006 intake of AEMBAclass students, they are coming from different Continentsincluding South America, Europe, and various countriesin Asia - it sounds like a little task force from the UnitedNations when we tackle our business cases in our class!Benny Luk, Vice president of ICAP International Money Broking, Asia-Pacific, Co. Ltd., Hong Kong
Each course is a war, each caseis a battle. We are stimulating in theclassroom so as to ensure the successin each real business fighting.Wu Yizhong, Senior Department Manager,Shanghai BenQ Co. Ltd., China
This is a practical program withsophisticated teaching methods andup to date content. It is not only helpfulto my future career planning, but is alsoinspiring and assists my ongoingwork and experience.XU Xiaolu, Partner Account Manager,
Microsoft, China, Shanghai Co. Ltd., China
34
As a fund portfolio manager,I wanted to understand the Chinese
local business culture and builda new business network. Mostimportantly I wanted to find aprogram somewhere in Asia,which could offer the best qualitiesof a Western financial programwitha clear Chinese orientation.I think Shanghai Jiao Tong-Euromed Marseille has achievedthis blend very well.Sunny Meng, Senior Investment Advisor, CIBC Wood Gundy, Canada
MBASHANGHAI
More details on
www.aemba.com.cn
> GREETINGSThe cities of Marseille and Shanghai,
twinned since 1987, enjoy and keep alive
their friendship. I am pleased to know
that the courses of Euromed Marseille
Ecole de Management and the Shanghai
Jiao Tong University include a master
programme. Such a decision will further
reinforce the partnership between our
two cities. I am indeed convinced that -
the development of common training
programmes is a key element for inter-
national cooperation.
Jean-Claude Gaudin,
Mayor of Marseille, Vice-President
of Upper Chamber of Parliament
The French Consul-General in Shanghai
warmly welcomes the initiation of the
new university cooperative program in
the domain of finance. I wish the two
institutions, the Shanghai Jiaotong
University and Euromed Marseille Ecole
de Management, significant success in
their cooperation. There is no doubt
that such a program will contribute the
reinforcement of exchange between
France and China.
Jean-Marin Schuh,
The French Consul-General in Shanghai
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ESC
> PROGRAMME
Two year programme leading to a
Master of Science in Management
Choice of courses:
- 6 mandatory core courses:
Finance, Marketing, Strategy,
Human Resources, Innovation and
Entrepreneurship, Complexity.
- a minimum of 12 electives chosen
from more than 70 courses inEnglish and 70 in French.
> COURSE CATALOGUE
www.euromed-marseille.com/esc
> PERSONALISATION
OF YOUR COURSE
PROGRAMME
The first semester is devoted to core
courses. From Year 1 second semester,
onwards a large part of the programme
is comprised of elective courses and
Pro-Acts (Project-Actions) that the
student chooses according to his or
her personal project.
ESCPro-gram-meESC PROGRAMMEMSc IN M ANAGEMENT
> PRO-ACT PROJECTS:
PROjects-ACTions
Pro-Act pedagogy involves implement-
ing Projects and carrying out Actions
that enable students to:
- master their knowledge, and acquire
competencies;
- recognise their personal skills and follow
a personal development programme
through to the realisation of a project
(the Action dimension).Students are free to organise their
Pro-Act courses. They must com-
plete 6 Pro-Act projects, including one
mandatory Employment Pro-Act, one
International Pro-Act, one Research
Pro-Act and one Language Pro-Act.
www.euromed-marseille.com/pro-act
> INTERNSHIPS
In-company training is an integral part
of the Euromed Marseille programme.
Students must devote at least 6 months
to internships during their studies.
The objectives of the internships are:
- to integrate students into the corpo-rate environment and enable them
to apply their theoretical knowledge;
- to encourage students to analyse
the positioning of the company and
its development potential;
- to help students define their profes-
sional project.
> STUDYING ABROAD
Located across 5 continents and in 35
countries, Euromed Marseilles 107
partner universities offer you access to
their undergraduate or graduate pro-
grammes including 20 double degrees.
www.euromed-marseille.com/international
> GAP YEAR
Between Year 2 and 3 students can
interrupt their courses for one year to
acquire professional experience. This
break is finalised by a work contract or
internship.
> APPRENTICESHIP*
Apprenticeship at Euromed Mar
enables a student to increase
her employability. The apprentic
concept is founded on training
vided by both the school and a
company for a period of one o
years with two programmes pos
2 days of classes per week + 3
in the company or 4 months of cl
+ 8 months in the company. Ap
ticeship is also a way for studen
finance their studies through com
sponsorship and to earn a salar
> OUR PARTNERSHIPS
WITH COMPANIES
The company is one of the basic i
dients of the Euromed Marculture. That is why we org
activities in partnership with firms,
as Job Days, professional confere
promotional events, participat
admissions juries and vivas
> DIRECT ADMISSION
TO MSc and MS
We have introduced bridges perm
direct admission to our Specialised
ters programmes so that studen
not required to repeat studies al
undertaken covering basic man
ment concepts and may focus on
cialising in a professional field sufinance, audits, media, events man
ment, sports, health.
*Only for European Citizens and studentsunder the age of 26.
36
> PROGRAM AT A GLANCE
Your
ambition
Deadline of application
You are
Distinguished
features
of program
How to apply
Commonpoints
Cost
Selection
requirements
Course
structure
Duration: 20 months
Leadership and Communication
- Strategic Mindset for Leaders
- Leadership & Entrepreneurship
- Change Management & Crisis Management
- Teambuilding
Cross Culture and International Vision
- Legal Environment
- Innovations Management
- Interultural Communication
- Geopolitics and International Business
Management Fundamentals
- Strategy
- Organisation Behaviour
- Economics
- Accounting
- Finance
- Operation- Marketing
- Information System
- Corporate Finance
Board Room Meeting & Strategic Project
(EMBA Thesis)
Duration: 18 months
Pre-Module- Personal Development in a Diverse World
MBA Core-course- Corporate Strategy- Economics and Law for Managers- Quantitative Methods for Business- Financial Statement Analysis- Marketing Management- Human Resource Management- Operations Management- Corporate Finance- Information Strategies for
Management Decisions- European Business Practices and Market- Multinational Finance
Finance Track- Advanced Corporate Finance- Portfolio Management
- Financial Markets and Investments Global Management Track- Cross Culture Negotiation- Dealing With International Alliances- Managing International Change
The Module of Study in EuropeTwo options:1. Study in Euromed Marseille for three months2. The two-week BETA(Business Executive Training Abroad) program
International Management Project (MBA Thesis)
Part Time study in Shanghai,China
English teaching International faculty and participants EQUIS and AMBA accreditat ion
Ranked 22nd European Master Program
(Financial Times,2007 ) Favored by firms as one of top three business schoolsin China (CIICHVision, 2006)
> MBA FINANCE/GLOBAL MANAGEMENT TRACK
Junior and middle level manager with international exposure
1. Improve functional competence
2. Fully understand the complex of company
and social change.
3. Break the bottleneck of career development
Module teaching,initiated by personal and career development guide
High-quality curriculum, focus on corporate finance and global
management
Free Chinese language course (one semester)
Assistance on the internship/job searching in Shanghai
Alumni network in China.
1. At least eight years full-time work experience,
and four years management experience
2. A recognised college degree
3. GMAT or two-round intervi ews in English
4. A solid strategic program
Early November of each year Early November of each year
30 th September of each year
Application form available at: www.aemba.com.cn Application form available at: www.aemba.com.cn
35,800 (all formats) for dual degree
This includes all tuition fees,textbooks,coffee breaks,schoolsfacilit ies, BETA program exclusive of international flight and
accommodation
Dr.Willi am Hua Wang, Professor of Innovation Management, China Area Manager
Tel. +33 (0) 491827 302 - Fax:(+3 3) (0) 491827 750
1. At least three years full-time
work experience
2. A recognised college degree.
3. GMAT or two comprehensive
face-to-face interview
Opening date
Contact
16,800 (all formats)
This includes all tuition fees, textbooks,coffee breaks,schools facilities, exclusive of optional
BETA program (2,500 )
> EXECUTIVE MBA
Executives and senior manager with international exposure
1. Build strong ability to influence people and organisations
2. Have full confident to deal diversified
and multi-cultural business
3. Conquer the next summit
Learning is driven by your own strategic project
Cutting-edge curriculum.Three pillars to coach you:
senior faculty with rich business experience,chief consultants,
and participants with live cases
Dual - degree of Executive MBA
Executive-level business club and alumni
More details on
www.aemba.com.cn
30 th September of each year
MBASHANGHAI
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8/14/2019 One Vision One School
20/26
MARKETING DECISION MAKING MARKETING STRATEGY
AND PLANNING PRODUCTION AND OPERATIONS
MANAGEMENT PROJECT MANAGEMENT PURCHASING MARKETING STARTING KNOWLEDGE
MANAGEMENT STRATEGIC BUSINESS
RELATIONSHIPS STRATEGIC CUSTOMER
ACCOUNT MANAGEMENT
> SEMESTER 2
ADVANCED CORPORATE FINANCE ADVANCED MULTINATIONAL
FINANCE ART, LITTERATURE ET
MANAGEMENT AUDIT, CONTROLE INTERNE
ET GESTION DES RISQUESDENTREPRISE
AVERSIN AL RIESGO,SELECCIN ADVERSA,E INTERNACIONALIZACINDE EMPRESA
B TO B MARKETING: BUILDINGRELATIONSHIPS IN AN
INDUSTRIAL NETWORK BRANDING STRATEGIES
FOR SUSTAINED GROWTH BUYING AND SELLING IN
MEDITERRANNEAN COUNTRIES COMMUNICATION FINANCIERE :
TRANSPARENCE ETDEONTOLOGIE
COMMUNICATION(S)MANAGERIALE(S) ET PROJETD'ENTREPRISE
COMMUNICATION, LOBBYINGET MANAGEMENT
CORPORATE SUSTAINABILITYAND VALUE-BASEDMANAGEMENT ACCOUNTING
CUSTOMER RELATIONSHIPSMANAGEMENT, IMPLEMENTATION
AND APPLICATION DECISIONS D'INVESTISSEMENT
ET DE FINANCEMENT DEVELOPPEMENT DURABLE DOING BUSINESS IN CHINA DROIT DU TRAVAIL
INTERNATIONAL ET EUROPEEN
> SEMESTER 1
B TO B MARKETING: BUILDINGRELATIONSHIPS IN ANINDUSTRIAL NETWORK
CONSUMER BEHAVIOR CORPORATE SOCIAL
RESPONSABILITY CUSTOMER RELATIONSHIPS
MANAGEMENT,
IMPLEMENTATION ANDAPPLICATION
FINANCIAL ACCOUNTING FOREIGN MARKETS MANAGER INTERNATIONAL LAW IN
GLOBAL CONTEXT INTERNATIONAL MANAGEMENT
IN GLOBAL CONTEXT INTERNATIONAL MARKETING JAPANESE PRODUCTION
MANAGEMENT LEADERSHIP AND SU STAINABLE
PERFORMANCE MANAGEMENT OF SERVICES
INNOVATION
ECONOMIE DE LA PME EDUCATION AND LEARNING
FOR DEVELOPMENT
ENTREPRENEURSHIPIN BUSINESS EQUITY INVESTMENTS ETHIQUE ET MEDIAS EXPATRIATE MANAGER EXPLORER ET ORGANISER
SES SAVOIRS FEMMES, POUVOIR ET
MANAGEMENT/GENRE POUVET MANAGEMENT
FINANCE ET ENTREPRISESFAMILIALES
FINANCE FORENTREPRENEURSHIP
AND LOCAL DEVELOPMENT FINANCE, GOUVERNANCE ET
DEVELOPPEMENT DURABLE
FINANCIAL PROJECTMANAGEMENT(NON PROFIT ORIENTATION)
FOREIGN EXCHANGE RISKSMANAGEMENT
GEOPOLITIQUE - INTELLIGENCECONOMIQUE
GLOBAL STRATEGY INEMERGING ECONOMIES
GOOD GOVERNANCE INA DIVERSE REALITY
GOUVERNANCE DESRESSOURCES VITALES ETDEVELOPPEMENT DURABLE
HEALTH FOR SOCIAL ANDPERSONAL DEVELOPMENT
HORS MEDIA HUMAN RESOURCES
TECHNIQUES AND METHODS INNOVATION PRODUITS INTEGRATED MARKETING
COMMUNICATIONSMANAGEMENT
INTERCULTURAL MANAGEME INTERNATIONALISATION OF S
Elec-tiveCour-sesMASTER ESC 2007/2008*
*are subject to change.38
> Metizo PERSONAL
DEVELOPMENT CERTIFICATE
The Metizo Personal Development Cer-
tificate innovation attests that students
have successfully completed an analy-
sis of their professional objectives,
thought about their long-term personal
priorities and aspirations, identified the
competences required in order to suc-
ceed and are familiar with the personal
development tools used in companies.
> EMPLOYABILITY
Average salary for a first professional
post in France: 41K
Average time taken to secure first
employment: 1 to 2 months Main sectors of employment:
- Commerce/Distribution
- Production/Industry/Transport
- Finance/Banking/Insurance
- Consulting/High-Tech
Companies that employ most frequently:
> CONTACT
Amlie Loussert
Euromed Marseille
Ecole de Management
Domaine de Luminy BP 921
13288 Marseille Cedex 09 France
Tel. +33 (0) 491 827 742
Fax: +33 (0) 491 827 801
Internationalprogrammes@
euromed-marseille.com
www.euromed-marseille.com/esc
> ADMISSIONS
Admission via the UNIVERSA entrance
examinations for students with a foreign
degree and at least 2 years of experi-
ence abroad.
Registration deadlines:
- 30th March 2008 (if the candidate has
not yet taken the GMAT/TAGE
MAGE test)
- May 30th 2008 (if the candidate has
taken the GMAT/TAGE MAGE test
or if he or she is applying for a pro-
gramme taught in English)
www.universa-france.com
> TUITION FEES 2007/2008
Tuition fees: 15,000 for 2 years
> INFORMATION
To obtain our brochure, for more
information or to apply on line :
www.universa-france.com
More details on
www.euromed-marseille.com/esc
ESC
c
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21/26
The International Masters in Manage-
ment is a 12-month programme taught
in English offering comprehensive train-
ing in all aspects of international busi-
ness combined with one area of spe-
cialisation. Students will acquire the skills
and competencies necessary in order
to operate in an international context at
managerial level where global issueshave significant impact on the decision-
making process and constant adaptation
to new and changing environments is of
vital importance.
Inter-natio-nalMScINTERNATIONAL MScIN MANAGEMENT
First semester
All MSc students follow 6 core modules
and which lay down the foundations
of the International Business and
Management Programme:
- International Human Resources
Management
- Marketing in a Global Context
- Global Strategy- Finance
- Management in Complexity
- Innovation and Entrepreneurship
Students have also to participate in inter-
national seminar the first and second
semester that consists of an intensive
week of classes and workshops exam-
ining the importance and role of diver-
sity in various fields related to the
Schools global strategy.
Second semester
Students choose a specialisation in a
specific field of management and oneinternational seminar:
- International Marketing Management
- Corporate Finance and Globalisation
- Operations and Supply Ch ain
Management
- Personal Development and Leadership
- Global Management
- International Sport and Event
Management
- Healthcare Company Management
- Development Economics & NGOs
Management
Third semester
Students have the choice betweenwriting a thesis, carrying out a project or
carrying out an internship within the
framework of their chosen specialisation.
> ADMISSION
Examination of application file
GMAT/TAGE MAGE Compulsor
you have not followed a manage
ment/business programme
TOEFL/TOEIC/IELTS Compulso
if you have not studied for at lea
3 years in English
Interviews
> FEES Tuition fees: 8,000 + 350 pe
gogical material and Virtual Cam
> APPLICATION FEES
100
> CONTACT
Amlie Loussert
Euromed Marseille
Ecole de Management
Domaine de Luminy BP 921
13288 Marseille Cedex 09
Tel. +33 (0) 491 827 746
Fax : +33 (0) 491 827 801
Internationalprogrammes
@euromed-marseille.com
For more information and
on line application
www.euromed-marseille.com/imm
INTERNATIONALMS
ESC
40
INTERVENTION IN POST-CONFLICTSOCIETIES: CHALLENGES AND
ACTORS IN TRANSITIONS INVENTORY MANAGEMENT JAPANESE MANAGEMENT KNOWLEDGE MANAGEMENT AND
MANAGEMENT LEARNING LE CATEGORY MANAGEMENT :
UNE OPPORTUNITEPOUR LES PME
LE CHANGEMENT
LEADERSHIP AND SUSTAINABLEPERFORMANCE
MANAGEMENT AND LANGAGE MANAGEMENT DE LA DIVERSITE
ET DE LACTION ECONOMIQUE MANAGEMENT DES HOMMES
ET DES EQUIPES MANAGEMENT FINANCIER
DE PROJETS EN PME/PMI MANAGEMENT STRATEGIQUE MARCHES FINANCIERS ET
GESTION DES RISQUES MARITIME AND HARBOR
MANAGEMENT MARKETING ALTERNATIF ET
DEVELOPPEMENT DURABLE :ECO-CONCEPTION, ONG
MARKETING DECISION MAKING MARKETING EXPERIENTIEL MARKETING POLITIQUE MARKETING TRIBAL MERGERS ACQUISITIONS AND
CORPORATE RESTRUCTURING NGO NON PROFIT MANAGEMENT OPERATIONAL LOGISTICS
MANAGEMENT POUVOIR GOUVERNANCE
ET MANAGEMENT PRATIQUES DE GRH II :
LE RECRUTEMENT ET LACARRIERE PROFESSIONNELLE
PURCHASING MARKETING QUESTIONS EUROPEENNES
ET MEDITERRANEENNES REGIONALISATION ETGOUVERNANCE DES BANQUES
RESEAUX DENTREPRISEET DACTEUR, STRATEGIE,MANAGEMENT ETPERFORMANCE
RESPONSABILITE SOCIALE,SECURITE FINANCIERE ETCOMPTABILITE CREATIVE
RHETORIQUE ET ECRITURECREATIVE
SERVICES MARKETING STRATEGIC USE OF INFORMATION
TECHNOLOGY STRATEGIE DE CROISSANCE STRATEGIE ET TECHNOLOGIE -
SIMULATION INNTEK STRATEGIES DES FIRMES
DE SERVICE SUPPLY CHAIN MANAGEMENT
SUSTAINABLE DEVELOPMENTAND SOCIAL RESPONSIBILITY
TECHNOLOGIES DEL'INFORMATION ET DE LACOMMUNICATION, USAGESET STRATEGIES
US VERSUS EUROPEANAPPROACH TO BEHAVIORALFINANCE
USAGES AVANCES DE LINTERNETET NOUVEAUX MODELESDAFFAIRES
VEILLE ET INTELLIGENCECOMPETITIVE
WORLD FINANCIAL MARKETS AND INSTITUTIONS
> INTERNATIONAL SEMINAR
HRM AND DIVERSITY BEYOND SUSTAINABLE
DEVELOPMENT BUSINESS IT AND STRATEGIC
CHANGE COMPLEXITY CREATIVITY
AND BRANDING CREATIVITY, INNOVATION &
FORESIGHT DECIDING IN THE 21ST CENTURY EFFECTS OF ENVIRONMENTAL
UNCERTAINTY ON PERCEPTIONOF INFORMATION SYSTEMS
FROM RATIONAL TO
NON-RATIONAL FORMSOF KNOWLEDGE
HEALTHCARE, HRMAND MANAGEMENT
ISLAMIC BANKING &GREEN FUNDS
LEADERSHIP OF CHANGE MANAGEMENT IN CULTURAL
DIVERSITY
NGO & NON-PROFITMANAGEMENT
ORGANISATION AND LEADERSHIPIN DEVELOPMENT PROCESSES
PARALLEL THINKING/THE SIXTHINKING HATS
SOCIAL RESPONSIBILITY SPACE BUSINESS
DEVELOPPEMENT THE BRITISH MUSIC INDUSTRY,
A MODEL FOR OPPORTUNITY
& EXPLOITATION THE ROLE OF LIVING METAPHORS
IN UNDERSTANDINGORGANISATIONS, LEADERSHIP
AND MANAGEMENT TRANSFORMATIONAL
LEADERSHIP: THECONVERGENCE OF PERSONALDEVT & SCIENTIFIC DISCOVERIES
UNDERSTANDING TRANSITIONSIN WORK AND WORKPLACEINEQUALITIES
DECISION MAKING INCHALLENGING ENVIRONMENTS
ENGINEERING & PROJECTMANAGEMENT FOR NGOs
ENTREPRENEURSHIP AND
CREATIVITY ENTREPRENEURSHIP IN
DIFFERENT CULTURALENVIRONMENTS
THE MANAGEMENT ANDLEADERSHIP DREAM LAB
AMERICAN GEOPILITICAL VISIONVS THE GLOBAL COMPACT
CHILEAN ECONOMY VSNORTHERN AMERICAN
AND EUROPEAN MODELS CORPORATE SOCIAL
RESPONSILITY FINANCIAL ETHICS GREEN MARKETING HUMOUR FOR MANAGEMENT
INTERNATIONAL BUSINESS JAPANESE LAND AND PROPERTYMARKET & MANAGEMENT
ORGANISATIONAL ARCHITECTURE INTEGRATION& CULTURE
ANOTHER SENSE OF ACCOUNTING
*are subject to change.
Sc
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22/26
> INTERNATIONAL SPORT
AND EVENT MANAGEMENT
Specialised courses:
Economics of Professional
Team Sports
Sport, Consulting and media
Strategy
Sponsoring efficiency
Brand Management in sports
context
Strategic Management in Sports
Tribal, experiential and B to B
Marketing in sports and events
context
> HEALTHCARE COMPANY
MANAGEMENT
Specialised courses:
International Quality Management Market Survey and Panels
Pharmaceutical Marketing
Dermo-cosmetic Marketing
Strategy and Marketing for Medical
Devices
International Distribution and
Logistics
Biotechnology Entrepreneurship
and Innovation
International Strategy in Biotechnology
and Pharmaceutical Firms
International Negotiation in Biotech
Start Ups
> GLOBAL MANAGEMENT
Specialising courses:
6 of the 40 electives in English
available the second semester
> DEVELOPMENT ECONOMICS
AND NGOsM ANAGEMENT
Specialised courses:
6 of the following:
Economic Development
Finance for entrepreneurship
and local development
Education and learning for
development Sustainable development and
social responsibility
Good governance or corruption
NGO (and non-profit) management
(international seminar)
Intervention in post-conflict societies
Health for social and personal
development
The quantum interpretation of
business: from rational to non
rational forms of knowledge
More details on
www.euromed-marseille.com/imm
> INTERNATIONAL MARKETING
MANAGEMENT
Specialised courses:
6 of the following:
Branding strategies for sustainedgrowth
Business to Business marketing
Buying and selling in
Euro-Mediterranean countries
Customer relationship management
Global strategy in emerging
economies
Internationalisation of SMEs
Purchasing marketing
Services marketing
Integrated marketing communications
> CORPORATE FINANCE
AND GLOBALISATION
Specialised courses:
6 of the following:
Advanced corporate finance Advanced multinational finance
Corporate sustainability and value-
based management accounting
Equity investment
Mergers, acquisitions and corporate
restructuring
World financial markets and institutions
Integrated marketing communications
> OPERATIONS AND SUPPLY
CHAIN M ANAGEMENT
Specialised courses:
6 of the following:
Inventory management
Operational logistics management
Supply chain management
Japanese production methods
Strategic use of Information
Technology
Maritime and Harbor management
Production and operations
management*
Project management*
> PERSONAL DEVELOPMENT AND
LEADERSHIP
Specialised courses:
6 of the following:
Leadership and sustainable
performance
Knowledge management and
management learning
Human resources techniques and
methods
Intervention in post-conflict
societies - Challenges and actors
in transitions
Health for social and personal
development
Intercultural management
42
More details on
www.euromed-marseille.com/imm
MORE ABOUT THEDIFFERENT MAJORS
* Only available the first semester.
INTERNATIONALMS
SS
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23/26
> EUROMED MARSEILLES
SPECIALISATION
DEVELOPMENT ECONOMICS &
NGOs MANAGEMENT
Are you attracted by field work, where
you feel that your presence matters?
Do you aspire to making a difference in
humanitarian causes? Or do you simply
feel that your management talent should
be made available for those that need it
urgently? Following an initial phase of
post-catastrophe humanitarian action is
a long and difficult road to reconstruction
and development. This is what we aim
to prepare you for. But there is more.
You do not need to wait for a crisis
in order to be useful. Day to day NGO
activity may resemble that of any other
company except here the (human)
impact is generally far greater. Here
you really can make a difference. This
programme prepares you to take up
a responsible role within an NGO,
either in regular operations or in
reconstruction projects.
Today themes such as Corporate Sus-
tainable Development, Responsible
Development and Fair Trade are of great
interest to the shareholders of most large
multinationals. We seek to address the
growing demand for experts of good
governance.
Second semester coursesSpecialised courses: 6 of the following:
Economic Development
Finance for entrepreneurship and local
development
Education and learning for development
Sustainable development and social
responsibility
Good governance or corruption
NGO (and non-profit) management
(international seminar)
Intervention in post-conflict s ocieties
Health for social and personal development
The quantum interpretation of business:
from rational to non rational forms of
knowledge
> JOB PERSPECTIVES
Sustainable Development Manager,
Diversity Manager, Sustainable Develop-
ment consultant, Fund raising and part-
nership manager, Sustainable Devel-
opment Analyst, Project Manager
> ADMISSION REQUIREMENTS
FOR THE MIB
Bachelor Degree in business/man
ment or related subject + English
(TOEFL/TOEIC/IELTS) + GMAT s
> SELECTION PROCEDURE
Pre selection based on application
GMAT/TAGE MAGE and TOEFL s
Interviews
> FEES
Tuition fees: 12,000
Application fees: 100
> FOR MORE INFORMATION
AND ON LINE APPLICATION
www.euromed-marseille.com/m
> CONTACT FOR MORE
INFORMATION
Internationalprogrammes
@euromed-marseille.com
> STUDENT PROFILE
The International Business SchoolAlliance (IBSA) attracts students from all
over the world to work, learn and live
together and this enriches the experi-
ence of all, students and staff. The
Alliance believes that an understanding
of different cultures, beliefs and
approaches to analysing and address-
ing issues is crucial. M.Sc. in Interna-
tional Business allows you to obtain
a double diploma of two different coun-
tries and gives you access to interna-
tional carriers in different fields such as:
Finance, Marketing, Entrepreneurship,
Development Economics and NGOs
Management, E-business, Emerging
Countries Economy, etc.
The programme is not only aimed to
acquire sector based skills but also inter-
national management capacities that
can be adapted to all multicultural and
multi task situations. The International
Business Schools Alliance (IBSA)
programme aims to equip graduates for
leadership in businesses where global
issues have significant implications
for the decision-making process. Grad-
uates will be equipped for positions
in which awareness of economic and
cultural diversity is seen as important
professional, managerial and entrepre-
neurial skills.
The International Business Schools
Alliance (IBSA) graduates will fit into posi-
tions where moving and quickly adapting
to new environments is essential, thus
meeting the needs of the businesses
that are developing globally and which
operate within a diverse range of social,
cultural, economic and political circum-
stances. During the first semester,
students follow 6 core management
courses* and then change countries,
in accordance with their choice of
specialisation, in the second semester.
International Entrepreneurship:
Hochschule Bremen (Germany)
E-Business: University of Westminster,
London (UK)
International Marketing: Universitat
de Valencia (Spain)
Emerging Economies: Institute of
Business Studies, Moscow (Russia)
Finance in a Global Context:
University of North Carolina,
Wilmington (USA)
Development Economics & NGOs
Management : Euromed Marseille
(France)
* In addition to t he core courses, studentsstudying in Euromed Marseille in the
1st semester also follow:
- Managing Complexity
- Innovation strategy for competitive
companies.
44
MIBM.SC.ININTERNATIONALBUSINES
Euromed Wes tminst er M .Sc . Int ernat ionalMarseille University Business + MA Global Business
Euromed