Course in English for exchange students

IGR-IAE Rennes offers a full program in management for non-French speaking exchange students, thus allowing students from all our partner universities to have a study experience in Rennes. These management courses are free of charge for exchange students.



In this program, exchange students can choose from a wide range of courses in various fields of management: finance, management control, human resources, and marketing. Moreover, the program particularly gives students more knowledge about France, its language and culture. This is also an opportunity to meet new friends and broaden their horizons. 

With the exchange program, students will get a good chance to develop a global perspective!



This program represents 30 credits per semester (European standards). 

Semester 1


This module develops an understanding of issues related to the elements of costs and costs systems. It develops abilities to prepare, analyze and interpret accounting information on cost elements in various cost systems.
It also introduces them to the techniques that management accountants use to assist managers in their decision-making tasks and to evaluate performance.

Skills to be acquired

1.    Outline issues relating to product costs and cost systems
2.    Describe the role and uses of different types of cost systems
3.    Select appropriate methods for costing elements of cost (e.g. labour, materials and overhead) into products or services
4.    Select and apply cost systems appropriate to the decision


An introduction to management accounting

1.    Basic concepts of cost accounting
        • Costs and cost objects
        •  Two classifications
2.    Full absorption costing
        • Basic concepts
        • Full costing in multi-product/service businesses
        • Going further
3.    Partial costing and CVP
        • Cost-volume-profit analysis: Variable cost, contribution margin, break-even point (BEP), operating
         • Relevant cost and marginal analysis
         • Going further
4.    Cost relevance
        • Using costs to assess past performance, inventories valuation and budgeting
        • Using costs to make specific types of decisions: make or buy, sell or process further, continue or close
           down, pricing and special order decisions, product mix decisions when capacity constraints exist

Indicative Reading List

Atrill P. et McLaney E. (2009). Management Accounting for Decision Makers, Pearson Education.
Horngren C.T., Datar S. et Rajan M. (2015). Cost accounting: A managerial emphasis 15th edition, Pearson Education.



Assessment method

Written exam 1,5h


Learn about different markets and securities exchanged
Distinguish between direct and indirect finance
Understand the general functioning of financial markets
Learn about the different methods used to value shares and bonds
Analyzing returns and risk of a portfolio of assets


Skills to be acquired

Ability to explain and interpret fluctuations in securities prices
Ability to calculate returns in discrete and continuous times

Understand the difference between ex-post and ex-ante returns
Ability to compute average and the expected returns as well as their volatility

Ability to combine different securities to form a portfolio of minimum risk

Be able to evaluate a share using different approaches.



Chapter 1 : Introduction to financial markets

Chapter 2 : organization and functioning  of capital markets

Chapter 3 : Stock and bond markets

Chapter 4 : Derivatives 


The main objective is to propose tools and methods to assess the overall financial health of companies. Based on an analysis of the risk, performance and profitability of a company in order to make decisions.  


Skills to be acquired
  • Be able to implement many financial ratios and traditional indicators in function of the financial question

  • Analyze the figures in order to conclude about the financial health of a business



Introduction:  What is financial diagnosis?

Section 1: Remind about financial statements
Section 2: Analyzing of growth and profit

Section 3: Evaluating Cash-flow
Section 4: Balance sheet analysis

  • P. Vernimmen., 2012, “Corporate finance”. Dalloz

  • R. Pike., B. Neale., & P. Linsley., 2012. “Corporate finance and investment”. Pearson

  • J. BERK, P. DEMARZO – « corporate finance » Pearson International Edition – 2007



Accounting knowledge (balance sheet, income statement, cash flow statement)


To understand the main concepts and levers a marketing executive may activate to embody the positioning and stimulate the sales of a product/service (mainly on short-termed perspective) through 4P policies.

Skills to be acquired

Be able to examine basic marketing strategies (STP approach) and primarily identify, understand and criticize marketing policies.


Chapter 1: Segmentation, targeting and positioning
Chapter 2: Product policy and portfolio management
Chapter 3: Retailing
Chapter 4: Pricing
Chapter 5: Product promotion


Kotler, P., Keller, K. L., Armstrong, G., Armstrong, G., & Keller, K. (2016). Marketing Management, 15th global edition. England: Pearson Educationn Limited.



Assessment method

Written exam 2h + project

  • To know what is and means HRM, HRD, Organization

  • To do the link between Organizations and HRM contingency

Skills to be acquired

HRM bases for beginners

  1. What is HRM ? Differences between HRM and HR development

  2. Case Study : the Bio case

  3. What is an organization ?

  4. Organizations and HRM contingency

  5. Case Study on a topic (motivation, commitment, indentification & managerial insights)



Given for each chapter, during the course





To understand the contribution of neuroscience to the study of consumer behavior



Lecture 1: The experimental method

Lecture 2 & 3: Marketing & Psychology: Introspection, Behaviorism, Cognitive psychology, Neuroscience

Lecture 4: Neuroscientific Methods

Lecture 5: Functional Magnetic Resonance Imaging (FMRI)

Lecture 6: Introduction to Neuromarketing

Lecture 7: Neuromarketing – Application: Gaze Direction

Lecture 8: Neuromarketing – Application: Mirror Neurons

Lecture 9: Introduction to Eye tracking

Lecture 10: Eye tracking System; Getting started with BeGaze software



– Droulers, O., & Roullet, B. (2014). Violent television program and ad memory: Respective roles of violence intensity and narrativity. Recherche et Applications en Marketing (English Edition), 29(1), 55-71.

– Droulers, O., Gallopel-Morvan, K., Lacoste-Badie, S., & Lajante, M. (2017). The influence of threatening visual warnings on tobacco packaging: Measuring the impact of threat level, image size, and type of pack through psychophysiological and self-report methods. PloS one12(9), e0184415.

– Lajante, M., Droulers, O., & Amarantini, D. (2017). How Reliable Are “State-of-the-Art” Facial EMG Processing Methods?: Guidelines for Improving the Assessment Of Emotional Valence in Advertising Research. Journal of Advertising Research57(1), 28-37.

– Adil, S., Lacoste-Badie, S., & Droulers, O. (2018). Face Presence and Gaze Direction In Print Advertisements: How They Influence Consumer Responses: An Eye-Tracking Study. Journal of Advertising Research, in presse

– Gorn, G. J. (1982). The effects of music in advertising on choice behavior: A classical conditioning approach. The Journal of Marketing, 94-101.

– Ariely, D., & Berns, G. (2010). Neuromarketing: the hope and hype of neuroimaging in business. Nature reviews neuroscience, 11(4), 284-292.

– Stoll, M., Baecke, S., & Kenning, P. (2008). What they see is what they get? An fMRI-study on neural correlates of attractive packaging. Journal of Consumer Behaviour, 7(4-5), 342-359.

– Langleben, D. et al. (2009). Reduced prefrontal and temporal processing and recall of high “sensation value” ads. Neuroimage46(1), 219-225.

– Hutton, S.  & Nolte, S. (2011). The effect of gaze cues on attention to print advertisements. Applied Cognitive Psychology25(6), 887-892.

– Sajjacholapunt, P., & Ball, L. (2014). The influence of banner advertisements on attention and memory: human faces with averted gaze can enhance advertising effectiveness. Frontiers in psychology5.

Chartered Financial Analyst (CFA) preparation 1

These courses are given at CIREFE (Centre international rennais d’études de français pour étrangers) – Université de Rennes 2 – and organised by language level.

Semester 2


To know how to identify and analyse corportate strategy. 

Skills to be acquired

Master the fundamentals on business strategy, understand the different strategic positions, be able to take strategic decisions in business situations.


1.    Introduction
        a. Main definitions
        b. The strategic approach : leader’s role, mission & corporate positionning
2.    Strategic management
       a. Structure & strategy
       b. Strategic segmentation & Multibusiness companies
       c.  Strategic decision making
       d.  Generic strategies
3.    External diagnostic
       a. Pestel
       b. Swot
       c. Porter’s 5 forces
       d. Blue Ocean Strategy
4.    Internal Diagnostic
       a. Strategic capability : resources & competences, dynamic capabilities
       b. Activity portfolio : BCG et McKinsey
5.    Strategic directions
       a. Business development
       b. Innovation
c.    Internationalization


Strategor – Toute la stratégie d’entreprise, 7ème édition, 2016
L’avantage concurrentiel – Comment devancer ses concurrents et maintenir son avance, Michael Porter, 2003
Managing for the future, Peter Drucker, 2013
Blue Ocean Strategy, W. Chan Kim, Renee Mauborgne, 2015




to understand financial policy which is related to the objectives and the strategies (business model) of a firm to study the great financial decisions for a firm, long term financial decisions : investment, financing and forecasts

Skills to be acquired

To be able to understand and communicate about financial problem   


A. the cash-flows determination

  • Initial period
  • Intermediate periods
  • Final period

B. The discounted cash-flows problem
WACC :  weight average cost of capital

C. Profitability criterias

  • Net present value
  • Internal rate of return
  • Profitability index
  • Pay back period

A. Internal financing

  • self financing
  • Disposals of fixed assets

B. External financing

  • Capital increases
  • Loans (banks/financial market/insurances)
  • Hybrids
  • Leasing

A. Recall of various financial forecasts
B. Long term forecast : financial plan


R. PIKE, B. NEALE – «corporate finance and investment – decisions and strategies» – Prentice Hall 6 2006

P. VERNIMMEN, P. QUIRY. Y. LE FUR  « corporate finance » Dalloz – 2015

Objectives and skills to be acquired

The purpose of this course is to examine the  key concepts and strategic issues related to conducting marketing operations across borders. More specifically,  we will focus on identifying and evaluating international market opportunities,  developing international market entry strategies, and adapting the marketing mix to different market needs and constraints. As much as possible we will try to simulate a “real” business environment;  therefore a large portion of this course will consist in hands-on application exercises and discussions, After taking this course students should be able to:

  • Assess and prioritize international market opportunities, conduct deep market analysis and develop recommendations
  • Develop market entry strategy
  • Be aware of common pitfalls, specific to the international field
  • Have a better awareness of foreign cultures and, business practices
  • Develop and implement global marketing mix strategies

Topic 1:  Introduction to globalization

-Global marketing or international marketing? Born global.

– Pros and cons of international expansion

–  Intercultural issues and how to build cross-cultural awareness

                Topic 2: Market opportunity research

                               -How to identify and evaluate international opportunities?

                               -Where to find information?

                               -How to prioritize international markets?

                               – Evaluate risks and potential ROI

Topic 3: Market entry strategy

               -Build, buy, partner? Developing a distribution network

               -International sales negotiations

                               – Global segmentation and positioning

                               – Legal, tax and logistical issues

                               -Developing financial projections and budget

Topic 4:  Standardization versus localization

               -Brand and product decisions


Topic 5: Standardization versus localization (To continue)


               -e-commerce: building effective global websites



Kotabe M., Helsen K. (2017). Global Marketing Management (7th edition). Wiley.

Kotabe, M., & Helsen, K. (2009). The SAGE handbook of international marketing. Los Angeles: SAGE. (Available as ebook)

De Mooij, M. (1998). Global marketing and advertising, understanding cultural paradoxes. Thousand Oaks: Sage Publications.

Breaking into the trade game, A small business guide To exporting (2005). 3rd edition. Small Business Administration.


This module develops an understanding of the role of budgeting within an organization. It will enhance the ability to prepare, analyze, interpret, critically evaluate and use data for planning and control.
It also develops an awareness of actual management accounting practice and an interest in emerging issues in management accounting.

Skills to be acquired

1.    Define a budget and show how budgets, objectives and strategic plans are related.
2.    Explain the budgeting process and the interlinking of the various budgets within the business.
3.    Construct various budgets from relevant data.
4.    Discuss the criticisms that are made of budgeting.
5.    Undertake variance analysis and discuss possible reasons for the variances calculated.


1.    Budgeting

  • Budgets and budgeting process: nature and objectives of budgets, operating budget and master budget,  link with strategy
  • Preparing a budget: the budget-setting process, the interrelationship of budgets, operating and master budgets
  • Current issues in budgeting: criticism of budgeting, rolling forecasts, activity-based budgeting (ABB), zero-based budgeting (ZBB), beyond budgeting

2.    Variance Analysis

  • Basic concepts
  • Level 1 analysis: Total variance
  • Level 2 analysis: Flexible budget variance and sales volume variance
  • Level 3 analysis: Sales price variance, price variances and efficiency variances for direct-cost inputs, fixed
  • overhead costs variance
  • Reconciling the budgeted profit with the actual income

3.    Managing Working Capital

  • Definition of working capital
  • The cash conversion cycle
  • Inventory management

Atrill P. et McLaney E. (2009). Management Accounting for Decision Makers, Pearson Education.
Horngren C.T., Datar S. et Rajan M. (2015). Cost accounting: A managerial emphasis 15th edition, Pearson Education.


Basic knowledge in financial accounting and cost calculation

Assessment method

Continuous assessment (online test +Written exam)

Intercultural Management


“The manager asks how and when. The leader asks what and why” (Warren Bennis)

In a nutshell, leadership is the ability to federate people in order to achieve a pre-defined strategy and objective. Management is the ability to carry out this objective on an operational level. 

Today however the distinction between leadership and management roles is certainly less apparent. 


This module of 20 contact hours will enable students to become aware of and to develop their skills and abilities to apprehend a leadership management role in a fast-moving business environment.

Skills to be acquired

Students will be able to acquire and to develop the following skills: 

1. To carry out a self-analysis (strengths, weaknesses, resources, needs, emotional intelligence)

2. To develop active communication skills

3. To create team dynamics

4. To enhance decision-making skills

5. To manage resistance and conflict


Each session will be structured in the following way:

1. Presentation of the concept 

2. Illustration with self-analysis surveys, case studies and scenarios

3. Practical simulations (individual or group exercise, role play, simulation, …)


Business-focused articles will be suggested for each topic.

For example:

• Leadership styles (Mindtools)

• The 7Cs of Communication (The Business Communication)

• Bell and Hart’s Eight Causes of Conflict (Mindtools)



Assessment method

The continuous assessment method will be two-fold:

 Individual (50%): self-analysis report (leadership/management style)

 Group (50%): team simulation (4-5 students per team in function of the total number of students taking the module) 


– Getting an overview of European Union law related to business activities
– Getting an overview of the European Institutions
– Developing an understanding of common legal instruments and sources (EU directives and regulations, …)
– Introducing to some principles of contract drafting and negotiation in an international context
– Developing an understanding of the legal effect and purpose of some common contracting clauses
– Assessing common risks


– No legal background required from attendants

Program overview

I. What is the European Union?

  • Milestones of the EU construction process
  • Main European Institutions
  • EU legal instruments, law making process and EU law principles
  • Distribution of competences

II. Doing business in the European Union

  • Single market
  • Four freedoms
  • Harmonized sectors (examples): IPR framework, EU company law, EU consume rights

III. Focus on EU competition law

  • Antitrust
  • Abuse of dominant position
  • Merger control

IV. International business law

  • Actors
  • Sources

V. International business and contracts

  • Questions common to all contracts: governing law
  • Focus on specific contracts: international sale of goods (CISG), international carriage of goods, INCOTERMS

VI. International business and risks

  • Risk of conflict: jurisdiction and dispute resolution
  • Risk of payment

Chartered Financial Analyst (CFA) preparation 2


The international week has a two-fold objective, via a course on a specific theme given by an international colleague, to (1) develop students’ knowledge and skills in their field of specialization (respectively HR, marketing, finance and management control) and (2) introduce them to the management of cross-cultural situations.

Skills to be acquired

The main skills to be acquired are
1.    know how to identify a cross-cultural situation;
2.    understand the issues associated with an intercultural situation and those associated with a culture shock;
3.    develop a capacity for concentration and management skills, within the framework of a seminar taught according to American pedagogical methods.


•    finance-Management Control : Financial analysis, business valuation & Corporate Governance – Prof. Michel Maignan, Concordia University (Canada)
•    Human Resources : HR, Leadership & Resilience – Prof. Frances Gunn, Ryerson University (Canada)
•    Marketing : Advertising – Dr Amy Jones, University of West Alabama (USA)
    Class 1. Food marketing and advertising
    Class 2. The Impact of Sports on Society and the Advertising Industry
    Class 3. Social issues in advertising


Material and readings given in December 2020

Fundamentals in business strategy, human resources management, financial management, accounting and marketing.

Assessment method

Multiple choice questions on all readings, lectures & workshops – Duration: 30 min.

These courses are given at CIREFE (Centre international rennais d’études de français pour étrangers) – Université de Rennes 2 – and organised by language level.


Josiane Desille

Program Coordinator

Tél. +33 2 23 23 47 92


Thi Le Hoa VO