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Establishment
Language of instruction
English
Teaching content
STRATEGY MANAGEMENT
Training officer(s)
P.MITRA
Stakeholder(s)
P.MITRA
Présentation
Prerequisite
The students are expected to have an interest and passion for the fashion industry. Additionally, having a basic knowledge about the latest business trends and recent strategic developments in the global fashion and luxury industry is preferred.
Goal
4.C. Convey powerful messages using contemporary presentation techniques
5.A. Predict how business and economic cycles could affect organizational strategy
5.D. Make effectual organizational decisions
7.B Formulate strategically-appropriate solutions to complex and unfamiliar challenges in their professional field
In addition to the above AACSB related objectives, this course focuses on equipping students with strategic tools and conceptual frameworks. Thus, students should be able to:
1. Think critically in order to solve business problems
2. Identify, analyze and translate business challenges into appropriate solutions
3. Research and evaluate a real fashion company through a written report and an oral presentation
5.A. Predict how business and economic cycles could affect organizational strategy
5.D. Make effectual organizational decisions
7.B Formulate strategically-appropriate solutions to complex and unfamiliar challenges in their professional field
In addition to the above AACSB related objectives, this course focuses on equipping students with strategic tools and conceptual frameworks. Thus, students should be able to:
1. Think critically in order to solve business problems
2. Identify, analyze and translate business challenges into appropriate solutions
3. Research and evaluate a real fashion company through a written report and an oral presentation
Presentation
This course aims at reflecting on the different strategic forces that influence fashion companies, how these forces interact in today's global fashion and luxury industry and the influence different types of stakeholders can have on companies and the industry at large. To address the above, the class discussions will highlight the internal environment of the firm, the external environment of the firm, business level strategy and corporate level strategy.
Modalités
Organization
| Type | Amount of time | Comment | |
|---|---|---|---|
| Présentiel | |||
| Cours interactif | 8,00 | ||
| Travaux dirigés | 8,00 | ||
| Travail personnel | |||
| Charge de travail personnel indicative | 14,00 | ||
| Group Project | 10,00 | ||
| Autoformation | |||
| Recherche | 10,00 | ||
| Overall student workload | 50,00 | ||
Evaluation
The assessment is composed of 3 parts:
1. Class Participation (30%)
2. Group Presentation (35%)
3. Group Report (35%)
.
1. Class Participation (30%)
2. Group Presentation (35%)
3. Group Report (35%)
.
| Control type | Duration | Amount | Weighting |
|---|---|---|---|
| Contrôle continu | |||
| Participation | 0,00 | 0 | 30,00 |
| Présentation orale | 0,00 | 1 | 35,00 |
| Autres | |||
| Projet Collectif | 0,00 | 0 | 35,00 |
| TOTAL | 100,00 | ||
Ressources
Bibliography
Burberry's New Challenges J. 2017 Ivey Publishing. - Jarosinki, M. and Cotte
From zero to plus size: The growth story of the CUBjeans start-up The Case Centre 314-343-1/8. 2015 - Mitra, P. and Slavich, B
Launching and Managing a Fashion Start-up in Times of Crisis. 2014. The Case Centre 315-138-1/8 - Mitra, P. and Canato, A.
Style Knows No Season: Moncler's Leap From Piste to Street. 2015. - Ferraro, F., Tozer, A., Baldo, A. and Ziegbe, M.
The Burberry Business-model: creating an international luxury fashion brand. International Journal of Retail and Distribution Management. Moore, C.M. and Birtwistle, G. 2004. -
The great pretenders: the magic of luxury goods. Business Strategy Review, 14(3), 10-17. Catry, B. (2003) -
Why Luxury Should not Delocalize- A critique of a growing tendency. The European Business Review, March-April: 58-62. Kapferer, J. (2012) -
From zero to plus size: The growth story of the CUBjeans start-up The Case Centre 314-343-1/8. 2015 - Mitra, P. and Slavich, B
Launching and Managing a Fashion Start-up in Times of Crisis. 2014. The Case Centre 315-138-1/8 - Mitra, P. and Canato, A.
Style Knows No Season: Moncler's Leap From Piste to Street. 2015. - Ferraro, F., Tozer, A., Baldo, A. and Ziegbe, M.
The Burberry Business-model: creating an international luxury fashion brand. International Journal of Retail and Distribution Management. Moore, C.M. and Birtwistle, G. 2004. -
The great pretenders: the magic of luxury goods. Business Strategy Review, 14(3), 10-17. Catry, B. (2003) -
Why Luxury Should not Delocalize- A critique of a growing tendency. The European Business Review, March-April: 58-62. Kapferer, J. (2012) -