Monday, June 20, 2022

09:30 am - 12:30 pm / 1:30 pm – 4:30 pm

Essential aspects of the Summer Module are the individuals that participate, as well as the team spirit that animates them. During the workshop, participants will have the possibility to get to know each other and to become aware of their natural tendencies in a team, particularly in an international context, including their strenghts, and the aspects of teamwork that pose challenges for them.

Tuesday, June 21, 2022

9:30 am - 12:30 pm / 1:30 pm - 4:30 pm

1. Abstract and objectives: One of the impacts of the current vision of globalization of markets and firms and the internationalization of interactions has been the increasing attention paid to the concept of culture as a key element to be understood and managed, leading to the term ‘cross-cultural management’. In this context, culture is used as an explanation for national differences in management structure and practices, and is often perceived to be the culprit when difficulties arise in managing diverse workforces. In this module, we discuss how cultural differences are manifested within Europe and affect international business. There are various lines of research concerning culture and management, but we find a strong tendency to uncritically use stable, dispositional cultural traits à la Hofstede to explain the impact and implications of culture on management. We also examine complementary approaches to thinking about culture and management and discuss the effect of their theoretical and methodological traditions on how culture can be understood and how it affects interactions. The goals of the course are to: 1) provide a theoretical framework for understanding the concept of culture, with an application to European cultural differences, 2) provide analytical tools founded in research to assess when and how culture impacts managerial interactions such as teamwork, project management, decision-making, leadership (culture audit), 3) identify and develop managerial and leadership competencies to deal with intercultural issues to be successful in an increasingly culturally complex work environment.

2. Outline: a. Introduction to culture in the organizational context: theory and methods, definitions b. Levels of analysis: global model of culture and management c. Impact of culture on teamwork: research and methodology d. Culture and leadership e. Identifying cultural assumptions and reactions: in-class exercises

3. Teaching Methods: In this module, we will be using group exercises as well as a case analysis of an intercultural business situation.

Wednesday, June 22 and Thursday, June 23, 2022

9:30 am - 12:30 pm / 1:30 pm - 4:30 pm

1. Objectives: The EU remains despite the different crisis one of the world leading actors for its economic as well as political importance. The course will be structured around two complementary modules: 1 EU GEOPOLITICS AND POLICIES (Session 1 & 2). This module will explore the geographical, historical, political, religious and cultural diversity of the EU so as to explain the origins and the evolution of its institutional framework. It will look also to the kind of macro-policy area for which the EU is responsible alone or in cooperation with its Member States. The module will also address the major challenges the EU is facing in terms of its external action in a globalized world. 2 EU NEGOTIATION IN PRACTICE (Session 3 & 4) This module will help students to gain an intellectual understanding of negotiators’ behavior and of central concepts in negotiation as they apply in the European Union institutional context; they will improve their ability to analyze the negotiation situation and learn how to develop a toolkit of useful negotiation skills, strategies, and approaches adapted to work in the European institutional context;

2. Teaching and learning methods: The course will follow a three step sequential approach: 1. Experiential Learning through Simulations: students will engage in an exercise-simulation pertaining to a key aspect of negotiation in the EU. 2. Debriefing, Feedback & Self-Examination: The instructor will lead a discussion that involves analyzing students’ performance so that the class can analyze the relationship between different negotiation strategies and outcomes and learn from everyone’s experiences. 3. Lectures and discussions: The instructor will discuss with students the results of academic research that are connected with the seminar key learning points and the specific EU negotiation situation analyzed.

3. Content:

SESSION 1 The EU as a political system: origins and institutions Lecture and discussion: • From differences to integration • The EU institutional framework

Readings: Meerts P.W. and Cede, F. (2004) Negotiating European Union, Houndmills, Basingstoke, Hampshire; New York, N.Y., Palgrave Macmillan.

SESSION 2 The EU multilateral complexity in practice SIMULATION: The European Council meeting on free trade agreement with a third country Lecture & synthesis: • Multilateral negotiations and their complexity • The different phases and the structure of the process • The coalition dynamics • The different formats • The role of the Chair

Readings: Lewis, Jeffrey (2010) 'How institutional environments facilitate co-operative negotiation styles in EU decision-making', Journal of European Public Policy, 2010, 17: 5, 648 — 664 Zartman W. (1994) “Introduction: Two’s a Company more’s a Crowd: the Complexities of Multilateral Negotiations”, in Zartman W. (Ed) International Multilateral Negotiation: Approaches to the Management of Complexity, Jossey-Bass: San Francisco;

Further Readings: Dupont, C. (1994) La Négociation. Conduite, théorie, applications. Paris : Dalloz Elgström, O. (1994) “National Culture and International Negotiations” Cooperation and Conflict 1994; 29, pp. 289-301 Jabko, N. (2005) « Comment la France définit ses intérêts dans l’Union européenne » Revue française de science politique 2005/2 (Vol. 55) pages 221 à 242 Meerts P.W. and Cede, F. (2004) Negotiating European Union, Houndmills, Basingstoke, Hampshire; New York, N.Y., Palgrave Macmillan. Pfetsch, F. (1998) “Negotiating the European Union” International Negotiation, vol.3: n°3, pp 289- 514 Tallberg, J. (2008) “Bargaining Power in the European Council”, Journal of Common Market Studies, Volume 46, Issue 3, June 2008, pp. 685-708. Tallberg, J. (2004) “The Power of the Presidency: Brokerage, Efficiency and Distribution in EU Negotiations”, Journal of Common Market Studies, Volume 42, Issue 5, December 2004, pp. 999- 1022. Zartman (I.W.) & Berman (M.) The Practical Negotiator. New Haven : Yale University Press,1992. Zartman W. (1994) “Introduction: Two’s a Company more’s a Crowd: the Complexities of Multilateral Negotiations”, in Zartman W. (Ed) International Multilateral Negotiation: Approaches to the Management of Complexity, Jossey-Bass: San Francisco;

Monday, June 27, 2022

9:30 am - 12:30 pm / 1:30 pm - 4:30 pm

1. Abstract: The world is changing rapidly. Companies expand beyond their national borders, merge with other companies, and outsource organizational activities and processes globally. Technological advancements and cross country employment agreements provide opportunities for skilled workers to work outside their home countries. Many countries face aging populations, migration movements, and the challenge to successfully integrate historically disadvantaged groups. Responding to these demographic changes, challenges, and complexities meaningfully requires a sustainable, lasting and consistent leadership approach which goes beyond the traditional doing business as usual mindset of managers. The need for doing business as unusual requires people with diverse mind sets, different experiences, perspectives, ideas and much courage to make a difference that changes their organizations toward doing business in a more sustainable and responsible way. Thus, workforce diversity is about change and transformation. Yet, as Edgar Morin argues, one cannot reform the institutions without having reformed the individual mind, and you cannot reform the mind without having reformed the institutions. It is this wickedness and complexity that causes for many organizations not to fully engage in greater workforce diversity and inclusion. This course will address these challenges and forms of resistance to greater workforce diversity and inclusion.

2. Objectives: • The diversity of diversity - a brief glance at the complexity and different meanings of the term diversity • A closer look at the key arguments for managing diversity and inclusion - in particular aspects of discrimination and inequality • Examples of demographic changes as one of the key causes of increased workforce diversity in Europe • An exploration of key challenges affecting greater diversity and inclusion in Europe’s workforce • Identify current initiatives and best practices, performance related aspects and future trends and challenges in the area of workforce diversity and inclusion

3. Outline (Course Structure): Contextual and environmental changes and developments leading to increasingly diverse workforces / Employee Discrimination / Stereotypes and Perceptions / Strategic DM and Best Practices / Group Presentations 4. Teaching Methods The seminar will strongly encourage students to prepare prior to class and to actively participate (individually and in pairs/groups) through class discussions and debates.

Tuesday, June 28, 2022

9:30 am - 12:30 pm / 1:30 pm - 4:30 pm

1. Abstract: The world has become increasingly uncertain and complex, facing socio-economic and environmental challenges of a global scale, and with imminent, severe, and far reaching implications for mankind and all other living beings. While many observers have highlighted the responsibilities and obligations of companies and their leaders to address these challenges and to lead in more responsible and sustainable ways, companies’ responses and attitudes have remained sporadic, reactive and focused on compliance. Economic pressure and constraints, global competition, short-term company visions and shareholder expectations continue to override a sense of responsibility amongst business leaders to act collectively in a more responsible and sustainable way. In this seminar students explore individual and organizational responsibilities, and the changes needed toward greater responsible and sustainable actions that address today’s complex and pressing socio-economic and environmental challenges. As the title suggests, the seminar is separated into interrelated parts at an individual and organizational level. Students will be provided with a framework for greater self-reflection and self-awareness as a starting point for becoming responsible leaders. Students explore theoretical and practical aspects related to the organizational changes required to move from business as usual thinking to a business as unusual paradigm that fosters sustainable and regenerative business practices and processes.

2. Objectives: Explore personal values, beliefs, and purpose / Understand core leadership and responsible leadership competencies / Identify the challenges and current organizational practices geared toward greater sustainability / Understand the role of key decision makers and business leaders in this transformative process towards organizational sustainability and responsibility / Explore and understand why and how organizations introduce and implement sustainable and regenerative business practices and processes

3. Outline (Course Structure): Current socio-economic, environmental, and organizational global challenges / The business case for sustainable business practices / Developing self-awareness skills: Understanding personal values and belief systems, purpose / Introducing responsible leadership competencies / Discussing alternative business models and strategies toward greater sustainable business practices / Turning sustainable: Cyclic thinking and integrating sustainability into core business strategy

4. Teaching Methods: The seminar will strongly encourage students to actively participate through class discussions and debates. Interactive teaching methods such as case studies, simulations, and exploratory exercises will be used throughout the sessions.

Wednesday, June 29 and Thursday, June 30, 2022

9:30 am - 12:30 pm / 1:30 pm - 4:30 pm

1. Course Outline: Branding has become a hot topic. Many companies realize that they need to understand the value of their corporate brand and its products; manage brands strategically; and deliver implementations to customers that are relevant, differentiated and powerful to build an emotional bond and loyalty. For luxury brands, the challenge is to keep the aspirational aspects of the brand and products alive while allowing more and more accessibility. Extending the brand, offering unique products that range from the entry level to the exclusive club in the mind of consumers, defining mature retailing concepts and focusing on service quality allow luxury brands to remain exclusive and highly desirable for consumers. Consumers, especially those who are wealthy, culturally sensitive and/or trend leaders, want customization, something special and unique. The objective of this course is to discuss the key success factors of luxury brand management and best practices in terms of experiential branding, allowing consumers to dream. To understand this complex process, we will be exposed to perspectives from marketing, semiotics (the study of symbolism), sociology, anthropology. This course will familiarize you with the best practices in luxury branding and show how to build strong and powerful brand. From Hermès, Chanel, Vuitton, and the rebirth of Dior to successful branding initiatives in champagne like Krug, Dom Perignom, and watches. It shows how strategic management of Dream Factor and Accessibility, combined to differentiated and consistent implementations that are relevant to customers, help developing powerful brands and creating emotional bond with consumers and loyalty.

We will focus on 2 topics: Cultural dimensions of dream factor; brand identity integrity management of luxury brands. You will be exposed to lots of cases of successful — and some unsuccessful — branding campaigns so that you learn what to do and what not to do in your own job. You will learn about concepts and be equipped with tools to manage a branding project you could apply in mass brands. You will learn how to combine analytical and strategic thinking with creative development of ideas.

• Managing the dream factor and brand desirability

• Cultural dimensions of dream factor

• Understanding luxury brand identity

• Illustration: Identity Models of French Fashion Houses

• Managing brand experience and leveraging the brand value

• Managing brand consistency and market extension

• Case study Audemars Piguet: Brand extension in the Female Watch market

2. Objectives: Understanding the Cultural dimensions of Luxury brands Explain Brand Identity fundamentals Explain how luxury brands manage accessibility and the dream factors Discuss the brand extension and brand architecture Describe patterns of luxury consumption Discuss Key learnings for mass brands

3. Suggested Readings: (Books) 1- If interested in Luxury brands only: Uche Okonkwo (2007), LUXURY FASHION BRANDING, Trends, Tactics Techniques, Palgrave Macmillan 2- Consider one of the following books if interested in understanding the general concept of branding: Leslie de Chernatony (2006), From Brand Vision to Brand Evaluation: 2nd ed. Elsevier A textbook authored by Kapferer Jean-Noel, The New Strategic Brand Management: Creating and sustaining Brand equity long term, 2004: Koogan Page

Friday, July 1, 2022

9:30 am - 12:30 pm / 1:30 pm – 4:30 pm

1. Course outline: Taking a sociocultural perspective, this course provides students with a deeper knowledge of luxury brand management. Drawing on the most recent research in socio-anthropology and interviews with executive working in the luxury industry, the course provides a new understanding of the management of luxury brands.

2. Objectives:

1. Understand luxury branding;

2. Understand the characteristics of luxury brands;

3. Provide an appreciation of the role of luxury brands in consumers’ experiences;

4. Increase fluency with the core principles underlying a socio-cultural perspective to brand strategy, and create familiarity with research tools that illuminate the meaning of luxury brands;

5. Augment students’ ability to think creatively and critically about the strategies and tactics involved in building, leveraging, defending, and sustaining luxury brands;

The module is taught via highly interactive class sessions, which discuss the key conceptual and strategic issues in luxury.

Selection of publications on luxury in scientific journals and books:

(Articles are available on the website : https://essec-fr.academia.edu/DelphineDion):

Dion, D. (2021). Managing creatively-inspired brands: a commentary and research direction. AMS Review, 1-3.

Dion D. (2020), Heritage, heritage marketing, and storytelling: How to revive a sleeping beauty, in Oxford Handbook of Luxury Business, P-Y. Donzé, V. Pouillard and J. Roberts

Dion, D., & Tachet, B. (2020). Dynamics between market categories: A study of the (in) visibility of the plus-size fashion market. Recherche et Applications en Marketing, 35(1), 62-83.

Cayla J., Arnould E. and Dion D. (2018), Fetish, magic, marketing, in Magical Capitalism: Enchantment, Spells, and Occult Practices in Contemporary Economies, Moeran and de Waal Malefyt (eds.), Routledge.

Dion D. and Arnould E. (2018), Luxury brand legitimacy, in The management of luxury, S. Reinecke et B. Berghaus (eds.), Routledge, 2nd edition.

Dion D. and Borraz S. (2017), Managing Status: How Luxury Brands Shape Class Subjectivities in the Service Encounter, Journal of Marketing. Best research, 2018, ESSEC Foundation.

Dion D. (2017), La figure du chef cuisinier: alchimie d’un artiste-artisan, dans Les gestes culinaires - mise en scène de savoir-faire, K. Stengel (ed.), Harmattan, 135-145

Arnould, E., Cayla, J., & Dion, D. (2017). Fetish, magic, marketing. Anthropology Today, 33(2), 28-32.

Dion D. and Arnould E. (2017), Luxury brand legitimacy, dans The management of luxury, S. Reinecke et B. Berghaus (eds.), Routledge, 2nd edition.

Dion D. and Mazzalovo G. (2016), Reviving sleeping beauty brands by rearticulating brand heritage, Journal of Business Research, 69, 12, 5894–5900.

Dion D. and Arnould E. (2016), Persona-fied Brands - Managing branded persons through persona, Journal of Marketing Management, 2, 1-2, 121-148.

Dion D. and Borraz S. (2015), Managing heritage brands: A study of the sacralization of heritage stores in the luxury industry, Journal of Retailing and Consumer Services, 22, 77-84.

Dion D. and Arnould E. (2014), Luxury brand legitimacy, in The management of luxury, Eds. S. Reinecke et B. Berghaus, Routledge, 173-182.

Dion D. (2014), Le point de vente comme support de légitimation de marque, dans La distribution analysée dans une perspective culturelle, I. Collin-Lachaud (ed.), 75-88.

Dion D. (2014), Les lieux sacrés du luxe, in Management du luxe: Stratégies Innovantes et nouvelles pratiques, E. Briot et Ch. Delassus (ed.), EMS, 215-232. - Best book in marketing, 2015, French Academy of Retailing.

Dion D. (2013), Légitimité et légitimation de la marque, dans Management transversal de la marque, G. Michel (ed), Dunod, , 31-44

Dion D. and de Boissieu E. (2013), Construction et mise en scène d’un lignage: le cas des chefs dans la haute cuisine, Décisions Marketing, 70, 25-42.

Dion D. and Arnould E. (2011), Retail Luxury Strategy: Assembling Charisma through Art and Magic, Journal of Retailing, 87, 4, 502-520.

Dion D. (2007), Negozi di Lusso a Parigi. Esperienze sacralizzate, miticche e profane, in ParigiMilano, la moda e la città, IULM, Milan, 43-50.

Monday, July 4, 2022

09:00 am - 1:00 pm / 2:00 pm - 4:00 pm

Tuesday, July 5, 2022

09:00 am - 12:00 pm / 1:00 pm - 4:00 pm

1. Objectives: This course is primarily designed to introduce students to the European macroeconomic environment including both policy and institutional issues as well as labor market and growth related issues including a discussion of climate change and inequality. To do so, we combine theoretical analysis with data and in class discussions of current events.

2. Course Outline:

Macroeconomic environment in the EU

- Global Imbalances

- The COVID-19 crisis from a macroeconomic perspective

- International comparison

- The case of the EU and France

Fiscal and Monetary policies in the EU

- Fiscal policy response to COVID-19

- Towards a fiscal union?

- Monetary policy in the euro area: the role of the ECB

- Unconventional monetary policy

Labor markets in the EU

- Labor market theories

- The Beveridge curve

- Labor market heterogeneity across Europe

- Labor market and AI

Economic growth and structural changes

- Growth prospects

- Measuring productivity

- Environmental regulation in the EU

- Inequality in the EU

Main References: Articles and online resources from a variety of sources will be shared during the course.

Wednesday, July 6, 2022

10:00 am - 12:30 pm 1:30 pm - 5:00 pm

Thursday, July 7, 2022

09:30 am - 12:30 pm 1:30 pm - 4:30 pm

1. Abstract: This course is about luxury retail environment and how it should be linked to the brand strategy and identity, along with a fit with clients’ values of consumption. Tackling the paradox of distribution of the luxury industry.

2. Objectives :The objectives of this module are (1) to make participants understand how luxury retail is different from traditional retail (2) to introduce new challenges (e.g. metaverse) posed to luxury retail (3) to make participants able to decipher the semiotics of the boutique, including the sales ritual.

3. Outline (Course Structure): S1 – The Distribution Paradox in Luxury & the Semiotics of the Boutique S2 – Mystery Shopping S3 – Restitution of the Mystery Shopping & Discussion with a Professional S4 – Client Retail Experience in Luxury 4. Teaching Methods Lecture, videos, testimonies (speakers), field research (mystery shopping) 5. Grading Pass/Fail based on participation and presentation of the field research.