EXECUTIVE EDUCATION IN DAUPHINE

Team GO AHEAD BAHI Emna BALTAGA Elena GUEDJDAL Mélissa HAMON Amandine NKOBETCHOU Nathalie ROGLER Antonina TREVINAL Chloé

EXECUTIVE ABSTRACT

The Paris Dauphine University requests our service, the R&D department, to develop executive education seminars, during summer. As a matter of fact, we decided to target executives from a rich country, the United Arab Emirates, in order to teach them the French know-how, in the luxury and tourism industry. After studying the competition, our main issue was: how to differentiate ourselves from such famous actors of the education market? Our first clue is to use technology because innovation follows the lead of durability, and also because we know that Emirati people are fond of NTIC. Indeed, we recommend the use of the DigiMemo, a digital writing tablet which transfers the handwriting from a simple notepad to block print in a computer. Our second lead is to target only the executives from the UAE in order to stick to their specific needs and expectations, and so to build a long term relationship.

From our marketing plan, we discovered that we are facing a favorable environment: the worldwide crisis leads companies to take a new look at themselves, the luxury market resists to the crisis, there is a need in such short and efficient services…etc. Therefore, there is clearly a demand, and if we manage to perfectly respond to it, the Paris Dauphine University will be able to develop its worldwide reputation based on education and innovation.

Thus, we will put forward the possibility to have either a week (luxury or tourism) or two weeks (luxury and tourism) of continuing education. This seminar includes also visits to famous luxury representatives, such as le Printemps or l’Institut français de la mode, in order to get practical training. Moreover, the package also includes accommodation in order that the executives feel free to learn peacefully.

Finally, we think that this project is a real opportunity for Dauphine, to establish a customized service in the executive education market; in other words, Dauphine will be synonymous of a competitive and innovative international university.

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THE R&D DEPARTMENT OF DAUPHINE

The department of Research and Development is very important for the University ParisDauphine. It represents the international exposure of the University. Our aim is to learn more, to describe and to show how we can improve different aspects of our organization (the university): what strategy to choose? Which project? Which is the best product or service that allows us, on one hand, to have more effective study process and on the other hand, to increase the university‟s worldwide reputation? Research findings are applied in collaboration with administration and business. With annual research expenditures, the University Paris-Dauphine ranks quite high between other study establishments of France and has growing reputation of research achievement.

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TABLE OF CONTENTS Executive abstract ...................................................................................................................... 2 The R&D department of Dauphine ............................................................................................ 3 I. Context .................................................................................................................................... 7 A. Methodology ................................................................................................................... 7 1)

Market study ................................................................................................................ 7

2)

Process ......................................................................................................................... 8 a.

Product Breakdown Structure .................................................................................. 8

b.

Responsibility Assignment Matrix .......................................................................... 9

c.

Organizational chart of the project........................................................................... 9

B. Planning ......................................................................................................................... 10 1)

Work Breakdown Structure ....................................................................................... 10

2)

Gantt chart ................................................................................................................. 11

C. Market study .................................................................................................................. 12 1)

PEST CO Analysis .................................................................................................... 12

2)

SWOT analysis .......................................................................................................... 17

II. Why Dauphine and Luxury courses? ................................................................................... 19 A. Executive Education - a real leverage for the luxury & tourism market growth in the UAE ...................................................................................................................................... 19 1)

A growing demand of specialized workforce in luxury & tourism... ........................ 19

2)

...but a lack of local specialized managers ................................................................ 20

B. Why choose Dauphine Executive Education? .............................................................. 22 1)

The University of Paris Dauphine ............................................................................. 22

Source: SMBG website ..................................................................................................... 22 2)

The MCT ................................................................................................................... 23

3)

Paris Universitas alliances ......................................................................................... 23

C. The France environment: world‟s reference for luxury and tourism ............................ 24 1)

The luxury industry in France ................................................................................... 24

2)

The tourism industry in France .................................................................................. 24

III. Implementation of the project ............................................................................................ 26 A. Vision, mission, value ................................................................................................... 26

Da

1)

Our vision .................................................................................................................. 26

2)

Our mission................................................................................................................ 26 Marketing Project – Go ahead September 2009

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3)

Our values .................................................................................................................. 27

B. Marketing Strategy ........................................................................................................ 28 1)

Forces analysis ........................................................................................................... 28 a.

Porter‟s Network Model ........................................................................................ 28

b.

Generic strategy ..................................................................................................... 31

c.

Our core competences ............................................................................................ 32

d.

Critical success factors ........................................................................................... 35

e.

McKinsey 7S model ............................................................................................... 36

2)

Market segmentation and positioning........................................................................ 37 a.

Market segmentation .............................................................................................. 37

b.

Positioning ............................................................................................................. 39

3)

A step ahead in e-learning technologies open market ............................................... 40

4)

Blue ocean and red ocean strategies .......................................................................... 41

C. Marketing Mix............................................................................................................... 42 1)

Product ....................................................................................................................... 42 a.

Program objective .................................................................................................. 42

b.

Participants ............................................................................................................. 43

c.

Partner institutions ................................................................................................. 47

d.

Learning process and program ............................................................................... 49

e.

Competitive advantage........................................................................................... 56

2)

Price ........................................................................................................................... 57

3)

Promotion .................................................................................................................. 58 a.

Printed Media ......................................................................................................... 58

b.

Internet ................................................................................................................... 58

4)

Place........................................................................................................................... 59

5)

Processes .................................................................................................................... 61 a.

Step 1: Promotion of the seminar ........................................................................... 61

b.

Step 2: Attendance to the seminar ......................................................................... 61

c.

Step 3: Follow-up with IT support ......................................................................... 61

d.

Step 4: Viral marketing .......................................................................................... 62

e.

Step 5: Attendance to a new seminar ..................................................................... 62

6)

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People ........................................................................................................................ 62 a.

Direct Stakeholders ................................................................................................ 62

b.

Indirect Stakeholders ............................................................................................. 63 Marketing Project – Go ahead September 2009

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IV. Financial and Risk Analysis ............................................................................................... 65 A. Initial Investment........................................................................................................... 65 1)

Fixed costs ................................................................................................................. 65

2)

Variable costs ............................................................................................................ 66

B. Scenarios ....................................................................................................................... 66 C. Break-even analysis ....................................................................................................... 67 IV. Implementation plan .......................................................................................................... 67 Appendices ............................................................................................................................... 71 Appendix 1 ............................................................................................................................... 72 Appendix 2 ............................................................................................................................... 73 Appendix 3 ............................................................................................................................... 75 Appendix 4 ............................................................................................................................... 76 Appendix 5 ............................................................................................................................... 77 References ................................................................................................................................ 78

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I. CONTEXT A. Methodology

1) Market study The executive (worldwide) education market is constantly growing. Indeed, companies do understand that a skilled workforce (and more precisely, executives) is a key in the company‟s strategy, because competences are the foundation of a perennial corporation. As executive education is such an issue, the suppliers should put forward solutions that really stick to corporations‟ needs and expectations. This can only be done by professionals with a relevant experience in education.

In order to have profitable customers, we then wondered which part of the World we should target. As the United Arab Emirates (UAE) is clearly a rich federation (GDP per capita is $54,606), which is constantly looking for competences from abroad and so, it has a lake of local competences, we decided to target its market. Afterwards, we question what kind of topic(s), a French University should offer. In other words, what is France famous for (something in which it has a real added value)? This answer is clearly luxury. However, is luxury market significant in the UAE? In fact, there are at least 64 luxury companies in the federation (according to Kompass), including 35 ones in Dubai and 15 in Sharjah. When we know that Dubai counts 1,674,000 inhabitants (74% of the emirate) and that the city of Sharjah has 564,620 citizens (88% of the emirate), we understand that the potential of those two regions is important. As a matter of fact, we project to target the UAE‟s executives and to teach them how to succeed in the luxury market. The main issue here is how to be different from our competitors? Our answer is to use technology as a tool of executive education.

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2) Process a. Product Breakdown Structure

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b. Responsibility Assignment Matrix

IDENTIFY THE PROJECT'S ISSUES

IMPLEMENT THE PROJECT

Definition of Marketing Methodology the market plan Project manager Marketing & Sales Finance R&D, M. Processes

PRESENT THE PROJECT

Financial Analysis

Final report

Oral presentation & Discussions

R R R

A C I

A R C

C C R

R C C

R R R

R

R

I

C

C

R

R = Responsible (people who do the work) A = Accountable (people who make sure the work gets done) C = Consulted (people who provide input before and during the work) I = Informed (people who are kept informed of progress) Project manager: Elena Marketing & Sales: Amandine, Antonina, Chloé Finance: Mélissa R&D, Management Processes: Emna, Nathalie

c. Organizational chart of the project

PROJECT MANAGER Elena BALTAGA

Da

MARKETING & SALES

FINANCE

Amandine HAMON

Melissa GUEDJDAL

R & D / MANAGEMENT PROCESS

Antonina ROGLER

Emna BAHI

Chloé TREVINAL

Nathalie NKOBETCHOU

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B. Planning 1) Work Breakdown Structure Name(s)

Categories

Deadlines

Tasks 1) PREPARATION OF THE PROJECT Definition of the market Context Objectives Data collection Market overview Choice of a targeted country Choice of theme(s) courses

All All All All All All

04/09/09 07/09/09 07/09/09 07/09/09 07/09/09 07/09/09

Early stages of market analysis Potential and open market Planning Processes Allocation

All All Emna Emna All

13/09/09 13/09/09 15/09/09 15/09/09 15/09/09

2) IMPLEMENTATION OF THE PROJECT Marketing Plan Vision, mission, value Market study Competitive analysis Dauphine's assets UAE's assets Marketing strategy Marketing mix Partners Processes

Amandine Antonina Amandine, Chloé, Elena, Mélissa Chloé Nathalie Eléna, Antonina Amandine, Chloé Amandine, Chloé Chloé

15/09/09 15/09/09 15/09/09 15/09/09 15/09/09 15/09/09 20/09/09 20/09/09 20/09/09

Initial investment Scenarios Break-even analysis Risk assessment

Eléna Eléna Eléna et Mélissa Eléna et Mélissa

21/09/09 21/09/09 21/09/09 21/09/09

3) FINAL PROJECT Final report Executive summary Preparation for formal presentation

Emna All

25/09/09 25/09/09

All

25/09/09

Methodology

Financial analysis

Recommendations

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2) Gantt chart

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C. Market study 1) PEST CO Analysis

Political On the one hand, France is a politically stable country, with regular alternate at the parliament between center-right and center-left majority. Since 2002, the center-right majority is leading with a defined objective to cut down taxes, specially the taxes on work and corporations. On the other hand, our potential market, United Arab Emirates (later referred as UAE) is a federation of seven emirates, each with its own ruler. The pace of local government reform in each emirate is set primarily by the ruler. High schools are regulated under emirates‟ authority, whereas higher education is regulated directly under federal authority, which means that we can probably deal with them.

Economical France is ranked as the fifth largest economy by nominal GDP (with GDP per capita $39,922 (2008 est.)). France's economy combines extensive private enterprise (nearly 2.5 million companies registered) with substantial (though declining) government intervention. The government retains considerable influence over key segments of infrastructure sectors, with majority ownership of railway, electricity, aircraft, and telecommunication firms. As of the worldwide economic crisis started in summer 2008, the priorities slightly changed. Special care has been put on sustaining activities in the country and trying to slow down job destruction. It seems that the French social system helped the country to keep a relatively good activity and lower the effects of the crisis. The United Arab Emirates (UAE) is one of the most developed countries in the world, based on various socioeconomic indicators such as GDP per capita ($54,606 in 2008) and energy consumption per capita. At $270 billion in 2008, the GDP of the UAE ranks second in the CCASG (Cooperation Council for the Arab States of the Gulf) (after Saudi Arabia) and 38th in the world. In the Arab world, UAE has the third-largest non-oil GDP, behind Egypt and Morocco, as of 2005. Recently, the Emirate of Dubai has started to look for other sources of revenue. High-class tourism and international finance are the new sectors starting to be developed.

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Social The unemployment rate in France is high, 9.4% in June 2009 (7.2% in 2008 before worldwide economic crisis) and remains one of the highest in Europe. Shorter working hours and the reluctance to reform the labor market are mentioned as weak spots of the French economy in the view of the right, when the left mentions the lack of government policies fostering social justice. France has one of the best social security protection for its inhabitants; it has some advantages as a good medical protection for everybody, unemployment benefits… But the major drawback is that the system is very expensive for the country. Nowadays, UAE has a multicultural society that is striving with old existing laws to find its place in the 21st century. Major problems exist mainly in what regards human rights of noncitizens, who make up around 80% of the population. Main issues include companies' and employers' non-compliance with labor laws. The government supports the education of the Emiratis by financing their studies and trainings abroad and that is a great opportunity for our program.

Technological France has a very dense infrastructure of roads, railways, IT networks. The country is the center of Western Europe and well connected to the rest of the world. It is very useful for business development and exploration of new markets. According to Global Information Technology Report 2008-2009 the United Arab Emirates are ranking high (27th among 134 countries). They also score high rank in the Global Competitiveness Report on the availability of latest technologies (17th among 134) and of the firm-level technology absorption (14th). As reported by those ranks, we can say that the UAE has a high level of technology readiness, which confirms us our targeting.

Environmental Both France and UAE are conscious that new ecological and environmental questions will require taking important stakes in the 21st century to assure their development.

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Legal The legal aspect of our project is that the Emiratis need a visa to enter in France. The delay is between 1 day and 2 weeks at the Abu Dhabi embassy. This has to be taken into account in case of short schedule.

Consumers Two main types of consumers are interesting us in the UAE: -

Tourists that come for high standard resorts and shopping,

-

Locals that have a long tradition of conspicuous consumption.

Both of them provide the luxury industry with a high demand of goods.

Competitors Here are our main competitors by region: -

England : London Business School, London School of economics,

-

France : Essec, HEC, Institut Français de la Mode,

-

USA : Colombia University,

-

Switzerland : Business School Lausanne, IMD Lausanne, Swiss Finance Institute,

-

Spain : IE Business School,

-

Austria : WU Executive Academy,

-

UAE : INSEAD Center.

So we can see that our closest competitors are also close to us: England, Switzerland and France. You will find a detailed comparison table in the appendix.

1) Open Market The United Arab Emirates (UAE) is a federation of seven emirates situated in the southeast of the Arabian Peninsula in Southwest Asia on the Persian Gulf, bordering Oman and Saudi Arabia. The UAE consists of seven states, termed emirates. The capital and second largest city of the United Arab Emirates is Abu Dhabi. It is also the country's center of political, industrial and cultural activities. The first city and financial center of the country is Dubai. The United Arab Emirates has the world's sixth largest oil reserves and possesses one of the most developed economies in the Middle East. It is currently the thirty-sixth largest economy by nominal GDP, and is one of Da

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the richest countries in the world by per capita gross domestic product, with a nominal per capita GDP of $54,606 (2008) as per the International Monetary Fund (IMF). The country is fourteenth largest in purchasing power per capita and has a relatively high Human Development Index for the Asian continent, ranking 31st globally. The United Arab Emirates is classified as a high income developing economy by the IMF. The United Arab Emirates is a founding member of the Cooperation Council for the Arab States of the Gulf, and a member state of the Arab League. It is also a member of the United Nations, Organization of the Islamic Conference, the OPEC, and the World Trade Organization. The population of the United Arab

Emirates

reached

4.8

million people in 2007, up from 2.4 million in 1995, representing an increase of 100%. The UAE has one of the highest population growth

rates

in

the

world,

estimated at 5.6%. At the same time, 31% of the UAE population is less than 20 years of age. The UAE‟s population growth may accelerate even more during the next several years as the country develops industries such as tourism, finance and real estate. The population of the UAE is projected to reach 6.2 million by 2015. This population growth is expected to support the forecasted economic growth and provide a sustainable platform for continued economic growth. However, as the population grows, the UAE government will be required to provide quality education, jobs and housing in order to develop a productive society. This will be a major challenge for the government, and the future of the country will depend on their decisions. The question about the place of women in Arabic countries was always delicate for occidental culture, but UAE is at the first places of the Arabic countries regarding the equality between men and women rights. In UAE women have the same rights in obtaining high education or positions in companies as the men do. There is a significant increase of the number of women having a superior diploma from university or graduate school, therefore the numerous penetrations of women into the labour market.

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Traditional Arab hospitality and a delightful winter climate, complemented by a highly sophisticated infrastructure and crime-free environment, have contributed in recent years to the creation of an ideal atmosphere for the development of tourism. A number of positive factors such as a growing population, more educated work force between the ages of 25 to 40, increasing disposable income and better future economic conditions would have a positive impact on most consumer goods in UAE. Annual disposable income for males in UAE reached 20 000€ in 2007 from 8500€ in 1995, an increase of 109%. With regards to females, the annual disposable income reached 4500€ in 2007 from 2000€ in 1995, an increase of 85% over the review period. Due to better economic conditions and excellent prospects in the future, consumers are confident and are willing to spend more. In the UAE, people spend a lot of time and thought on their appearance and the introduction of luxury fashion clothing collections, fashion jewellery and „bling‟ fashion could be the next big thing. The fashion industry is a major industry in the UAE and will become a major area of focus in Dubai. As in other parts of the world, fashion and lifestyle in the UAE has also changed with changing times, as it is largely dependent on material conditions. Income plays a major part in the way of life for local inhabitants. The professional and wealthy business class is positioned at the top of income levels. The fashion trends in UAE have a major impact on consumer spending. Most consumers are willing to pay extra for brand names

since

they

want

quality

products;

consumers in UAE are aware of the latest trends in US and Europe and these brands are all available in local shopping malls. As far as the education is concerned, total consumer expenditure on education reached 2.3 billion euro in 2007 from 890 million euro in 1995, an increase of 153% over the review period. Executive education is a major requirement in the UAE and the required skills of the existing adult population must be enhanced in order to meet the requirements of the new economy. As a result of greater awareness among UAE national to increase their knowledge in order to get better jobs, consumers are will to spend more on their education requirements. Also, the country is willing to provide the best education for its Emiratis; therefore they are financially helping for high level trainings abroad. So, we believe that our project could be very well recognized by government of United Arab Emirates.

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2) SWOT analysis

Strengths 

Weaknesses

Quality of teachers

The University has high qualified teachers 

A lot of Research & Development



University with quality and worldwide



schools

reputation of graduate school 



Brand “Dauphine”

Diploma of University Paris-Dauphine is

Not as well known as some business

Bad image of French universities

Due to the high rate of strikes in public sector

well recognized by the employers  

Lack of budget

Huge Company-Business Network

And the possibility to have speakers from top management of the biggest companies 

Well recognized as one of the best in organization and decision sciences and in financial fields.



Humanized



Location: Pôle Léonard de Vinci

Located in “La Defense”, business center of Paris

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Opportunities 

Threats

International development : partnerships

 

Summer programs, executive sessions 

Economic crisis



Competition from top French business

Central location in Western Europe, right between Zurich and London

schools : HEC, ESSEC … 

New development in financial field 



University can host more students



Economic crisis implies new luxury

Red Ocean : we are not alone on the market

marketing approach 

Luxury industry resists quite good to the crisis



No direct competititors based on the same target (Blue Ocean)

SWOT conclusion:

According to the SWOT analysis we can see that there are more strengths than weaknesses in the internal field and more opportunities than threats in the external field. So we can establish a fact that the environment is convenient for our project.

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II. WHY DAUPHINE AND LUXURY COURSES?

A. Executive Education - a real leverage for the luxury & tourism market growth in the UAE

1) A growing demand of specialized workforce in luxury & tourism... Mostly due to its oil reserves, UAE‟s economic growth over the past few years has given rise to

a

new

wealthy

elite

looking

for

ways

to

spend

their

money.

By 2010, the Middle East luxury market potential is expected to hit the $100 billion mark as UAE ranks amongst the top five countries worldwide for consumer purchasing power of luxury clothes and accessories.

The UAE are home to nearly 9% of total oil reserves of the world. Oil and gas are the main strength of their economy. However, nowadays the focus of the UAE is shifting to other sectors like tourism in particular. Tourism is emerging as a major sector looking for skilled and specialized workforce. For instance by 2012, the tourism industry in the UAE and especially in its capital city, Abu Dhabi‟s al Gharbia region, has the goal to create approximately 48,000 jobs in this domain. But why is that? Because, more than its oil reserves, the UAE is also empowered by a long coastline, sandy beaches and various landscape, where a wide variety of activities can be done (from sandskiing to powerboat for example). Abu Dhabi is, in the UAE, the mostly known land for big skies and long roads with only eight per cent of emirates on its total population.

In the last years, traditional Arab hospitality and its sophisticated infrastructure added to and a pleasant winter climate, have also allowed to creating a very good atmosphere for the development of tourism.

Nowadays, Emiratis are more and more involved in the hospitality industry. Their governments are deeply concerned by promoting tourism as a means to build their own economic futures. The development of tourism industries has to be considered as a major characteristic of the process of globalization.

Emirates Palace has become an outstanding place for luxury and tourism. Da

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As an attractive place for tourism, the UAE is therefore creating numerous jobs in this sector with interesting positions in hotel, in restaurant industries and so on. And by numerous we mean constantly growing number of jobs due to constantly growing tourists on its land. Let‟s give some figures: Abu Dhabi has estimated a 59% growth in cruise passenger arrivals in the 2009-2010 season (considering the Abu Dhabi Tourism Authority - ADTA). Therefore with a number of 125,000 passenger arrivals for the previous season (2008-2009), they are expecting to have about 200,000 arrivals for the new season (2009-2010).

So, we can easily see that the UAE are facing a growing demand of specialized workforce in luxury and tourism industry. The problem is that this growing demand of specialized workforce is often responding by a growing answer from foreign people. This phenomenon is mostly due to a lack of local competent workers in luxury and tourism industries.

2) ...but a lack of local specialized managers

The local talent shortage in luxury and tourism was already predicted during the start of the fourth quarter of 2008. For example, for years now, Abu Dhabi has welcomed highly qualified and experienced expatriates to work. The UAE has invited millions of foreign people from all around the world to help drive the economy of the country. Tourism jobs are very attractive there for expatriates, especially because they offer high salaries in a tax-free environment with beautiful cities. But why is this need for expatriates in luxury and tourism? Why is there this lack of local workforce and specialized managers? Two possible answers: either local people are not interested in those domains or there is a lack of local educational programmes responding to those demands. Greg Simkins, a South African manager of the Dubai Desert Conservation Reserve said that “the kind of work a guide does – up at five in the morning, sometimes working until midnight – on the whole they simply don‟t want to do it”. But considering Al-Muhairi, a member of the ADTA: “the shortage of locals working in hospitality happened because there were no educational programmes [in place]. Academic institutions are now introducing tourism and hospitality as part of their curriculum”. He highlights that the local interest really exists by saying : “we launched a programme there [on an eight-island eco resort including Maldivian-style luxury private beach lodges off Abu Da

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Dhabi‟s Gharbia coast] to have one- and two-year graduates catering to tourism developments across the region – and more than 500 locals registered. The interest is there”. Therefore we can say that the lack of specialized managers in luxury and tourism is due, or at least, mostly due, to a lack of local educational programmes fitting those sectors and not due to a lack of interest.

More than the existing interest of the local people for the luxury and tourism market, it is important to notice that there is also a drive and effort on the part of the government to get more Emiratis to join the workforce. Moreover, the UAE government wants to bring Emiratis into the workforce through quotas. This is a programme of Emiratisation, that is to say the movement by the government to hire its citizens in the public and private sectors in order to reduce its dependence on foreign workers.

The Emiratisation is leading to a challenging environment where our seminar with the University Of Paris Dauphine has an opportunity to take place, considering the fact that our objective is to educate the local workers.

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B. Why choose Dauphine Executive Education?

1) The University of Paris Dauphine

Generalities Dauphine is ranked among the 1.000 best business schools worldwide. This shows that Dauphine delivers a very high quality education, which is recognized all over the world. Among these 1.000 business schools, 7 French Business schools are considered as having an international influence. 1

Insead

2

HEC

3

ESSEC

4

EM-Lyon

5

ESCP-EAP

6

Université Paris-Dauphine

7

Sciences-Po Paris

Source: SMBG website

Management field Dauphine University benefits from a very good reputation, especially in the Management field. In fact, it is the leading research institution in organization and decision sciences research and education in France. A lot of researches are undertaken by famous lecturers who teach in Dauphine: according to the CNRS, Paris Dauphine University publishes the highest number of academic written documents in organization and decision sciences. In Europe, the majority of the PhD graduates in organization and decision sciences and especially in Management come also from Dauphine.

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2) The MCT

For the current academic year, 2009/2010; the creation of the Master MCT, specialized in Management New Communication Media and Tourism with a specific focus on the Luxury industry, is a real opportunity. This master has been awarded as being one of the best innovations of the year by the SMBG agency. Therefore, the idea is to adapt the program created for the Master MCT to the seminar that will be organized for the executives. In the future, this will allow the Master to benefit from the future reputation of the executive seminar. In addition to that, to promote the executive education seminar, we will use the reputation of the MCT. However, the program that will be provided to executives will be quite different, since the training is much more focused on Luxury, and special professional from the French Luxury world will be hired as lecturers, to add a significant competitive advantage to our offer.

3) Paris Universitas alliances

It is important to highlight that Paris Dauphine University belongs to Paris Universitas alliance, which is a powerful network, including the best Parisian universities. This alliance is one of the Top 5 world universities alliances; which is a very important comparative advantage to promote the university.

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C. The France environment: world’s reference for luxury and tourism

1) The luxury industry in France

France is the worldwide reference in the Luxury industry. Indeed, the luxury industry is significantly profitable in France, but it is above all, a strong cultural added value for the country. Through the exports of products created by various French luxury companies, the development of a high quality image for France is nowadays, indisputable. French luxury industry exports more than 80% of its products. These brands are the ambassadors of the French values worldwide. The French luxury is unique, since we are the only country which has such diversity in excellence and this results from a broaden experience in many fields. In fact, Luxury is a huge industry which includes fashion, leather goods, jewellery, perfumery, cosmetics, interior design or hotel business. The worldwide luxury industry is clearly led by French groups: at the top of the ranking, there is LVMH with a turnover of 15.6 billions € (2006 data, xerfi). The PPR plays also a significant role in the Luxury field, with a turnover of 3.6 billions € for the luxury part of the group (Gucci group). Other French companies follow the trend at the top of the ranking such as L‟Oréal Produits de Luxe (3.7 billions €), Hermès (1.5 billion €) and Chanel (1.3 billion €). With the industry growing, there is an increasing need for skilled professionals to handle the operations and strategy at the higher level. Given the strong alliance between „France‟ and „Luxury‟, France is obviously “the place to be” in order to make the difference in the luxury world.

2) The tourism industry in France

The tourism is a key sector for the French economy, with 200.000 companies working for this industry and 1 million of jobs directly linked to this activity. Tourism represents 6.4% of the French GDP. The tourism activity brought a benefit of 108 billions € in 2008. In addition, it is important to highlight that France is the most visited destination in the world since 1990. This fact can be explained by a rich cultural heritage. The two charts below show the leading position France has.

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III. IMPLEMENTATION OF THE PROJECT

A. Vision, mission, value 1) Our vision

In order to become the leading educational partner for all professionals in the luxury business and tourism, we have to achieve three main goals: 1. To become a leader: To become a strategic partner in helping companies to overcome their competitors: Printemps, IFM, LVMH, Plaza Athénée new challenges in the luxury business industry after the crisis 2. To jump-up into management: To provide professionals with a clear sense of what is involved in managing luxury sales operations 3. To fit the luxury world: To match companies‟ expectations with executives who possess significant skills in the stakes of luxury nowadays.

2) Our mission

The staff: The excellence of the University Paris Dauphine The staff mobilized in this program consists in the professors, professionals from the world of business and legal experts who are eligible participants for their experience and expertise. Professors have a strong international experience in teaching, research and advice. They ensure the proper design of programs and actively contribute to the facilitation of training Dauphine Executive Education. The publications of the professors are recognized internationally for their innovation in all matters related to management.

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A program in the heart the process e-learning with our website Training

the

program

is

joining

a

"Learning

Community".

A complete range of solutions is available on our website: workspaces, knowledge management, databases online ... etc.

Choose this program to join a very powerful network: The Alumni Association brings together all students who carried out part of their academic training at Dauphine.

A very specialized program for executives from the UAE: Our program is very innovative because it is adapted to the luxury market in the UAE and helpful to create or develop businesses over there.

3) Our values

Key Value 1: Inspiring Dauphine shares its vision on luxury business beyond academic understanding and hands-on.

Key Value 2: Pragmatic Dauphine trains talented people through many hands-on experiences. The outstanding network it built is a great asset to apply efficiently academic knowledge to the work spot.

Key Value 3: Authentic Dauphine is deep rooted in French culture, home of true luxury business. Partnerships with French institutions, companies give an authentic legitimacy to this program

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B. Marketing Strategy

1) Forces analysis a. Porter’s Network Model

The forces analysis of M. Porter provides a framework that models an industry as being influenced by five forces. In order to develop an edge over our rival firms, we will use this model to better understand the industry context in which we operate.

SUPPLIER POWER



Importance of volume to supplier:

Supplier concentration: we are not operating in a producing industry. Our principal “raw material” is labor and more precisely “gray matter” (i.e. knowledge). Given that we are already part of a university, we do not face the threat of suppliers. In our sector, the supply (teachers) is not concentrated. Nevertheless, professionals or professors with very sharp, specific knowledge might be very few, difficult to reach and very costly. 

Impact of inputs on differentiation

The more our teaching staff is specialized, the more our course‟ value is high. We distinguish ourselves by offering a specialized program. Therefore, we need professionals and academics with sharp and specific knowledge. In conclusion, our inputs (the “teachers”) have a great impact on differentiation which means that at this level we are in a relationship of dependency. 

Switching costs of firms in the industry

Or companies in this sector the switching costs between different teachers are not so high. They can easily change their professors and professionals and it is even recommended to do so (to diversify the methodology, to increase the knowledge stock etc.). In conclusion, we are not so much affected by input changes. Note: the switching costs include, contracting with a professor or professional and the related opportunity costs.

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

Cost relative to total purchases in industry

The teaching staff in our sector represents the most significant costs. It represents around 50% of the total costs firms have to support. Therefore, there is a threat, even if insignificant, that we could be heavily affected in case of major changes in the costs of our professors and professionals.

BARRIERS TO ENTRY



Initial investments

The (executive) education industry is based on specific assets including high level experts, excellent image and high initial investment (hiring “the best”, caring on R&D, mastering top technologies etc.). The capital requirements are particularly high and this can impede many new entrants to come. Fortunately for us, our initial investments will be partially supported by our university and research center. 

Experience curve

Companies in this sector follow a sharp learning curve, implying that they get more efficient in time and that a new company (an entrant) in the industry will have to suffer from a lack of experience. This fact constitutes another important entry barrier for this industry that may impede new entrants to install. In fact, executive education companies need to acquire a high level of credibility (reputation based on academic results, visiting and permanent teaching staff etc.) and a high level of material investments such top technology, equipment, software etc. Fortunately for us, we have both, an excellent reputation as a university and a large experience in our field (teaching and R&D). 

Brand identity

An important specificity of this industry is the fact that the operating companies must have a strong brand image. Credibility is often the master word in our sector. As knowledge is a high-value, intangible output, its production must be entrusted to the most skilled and specialized producers (universities, research centers etc,). Therefore, having a well-grounded brand image and reputation is a necessity and this constitutes a very serious for this industry, entry barrier. Fortunately for us, we have already an excellent image and reputation in our sector.

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

Strong partnerships and alliances

Our sector is characterized by a large number of partnerships and alliances between different knowledge producers and providers. These alliances are based on strong brand identity, trust and experience and they are difficult to create for new entrants. This is one of the reasons why we decided to focus on different types of partnerships (technologic, corporate and strategic).

THREAT OF SUBSTITUTES



Customer inclination to substitute:

As the monetary switching costs for customers are very high in the case of a highly specialized course, their inclination to substitute is weak. The customers prefer not to change their “knowledge provider” too often, for they will have to readapt (to a new methodology, to a new language or to a new technology). This means they will have to support high opportunity costs. We took this fact into account when we chose the technology, the practices and the teaching language for our program. We try to make it difficult for the customer to leave us and to readapt to the competitors‟ programs.

BUYER POWER



Bargaining leverage

The buyer‟s bargaining power is very low. Given the fact that the executive education is a high value, specific product, the producers are near to the position of a “price maker”. In fact, executive education providers are quite few and very specialized. That means that the buyers have no power on bargaining the price. Generally, consumers are well informed about the available products of executive education, but it is not always the case. In fact, producers are given a margin of manipulation using asymmetry of information in their favor (it is a light “market for lemons” situation). As a matter of fact, we offer intermediate products into our end product without informing the customer of the additional costs (for instance, we include a high tech block note in our program and charge the customer without telling him) which allows us to make an additional profit. 

Switching costs

For the consumer, the switching costs are low. Indeed, a customer can easily change from one executive education provider to another, as long as the knowledge is roughly the same (same Da

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field, same methodology etc.). But if the knowledge provider differentiates himself (by offering for instance a different “practice”), then the switching costs for the consumer would be much higher. In order to make the customer switching costs higher, we chose to follow a mix of differentiation and focus strategy. 

Price sensitivity

Traditionally, executive education is a high-valued, intangible product that requires an expert producer with high reputation and credibility and therefore its price is usually very high. But nowadays, in a context of growing internationalization and free human and information flows, customers are increasingly price sensitive. This is a reason why we decided to play the same game and to offer a lower than market price product for the same level of quality.

DEGREE OF RIVALRY



Industry concentration

Industry concentration is quite high: there are a few universities and firms sharing the market of the executive education specialized in luxury brands around the world, the majority of them being prestigious French business schools. Therefore, the profit margin in this sector is high. This is an additional reason why we want to offer lower prices in order to facilitate our market penetration and gain quick market share. 

Industry growth

Our industry is mature and it is characterized by slow growth. But we offer a differentiated product and pursue a focus strategy; therefore, this concern is less important to us. Moreover, we are working on creating strong partnerships with some of our competitors, and this is expected to boost our activity and to accelerate our growth.

b. Generic strategy

We follow a focus strategy which means that we concentrate on a select target market (luxury and tourism programs for UAE customers). By focusing our marketing efforts on one narrow market segment and tailoring our marketing mix to this specialized market, we can better

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meet the needs of that target market. We look to gain a competitive advantage by innovation (e-Learning technology, new markets) and by brand marketing. Moreover, given the fact that our market is not vulnerable to substitutes and competition is not so high, this strategy is expected to be successful and bring us above-average return on investment.

c. Our core competences

Core competencies are those capabilities that help us achieving competitive advantage. We have three core competencies:

PROVING HIGH LEVEL EDUCATION

We are part of Dauphine University, a prestigious institution which during forty-one years gathered a priceless experience and know-how in the field of education. Providing high level education is graved in our genes and it makes one of our most valuable assets today.

PRODUCING EXPERT KNOWLEDGE

Dauphine University holds the leading French research center in the fields of organization and decision-making. The university counts seven researcher centers and has strong partnerships with many other international research centers in the world. We produce very specific knowledge since forty years and our close collaboration with the world‟s top universities makes us one of the most important and influential actors in the field of management sciences.

MASTERY OF E-LEARNING TECHNOLOGIES

Since we developed our technological partnerships with several high-tech companies, we have a step ahead in mastering top technologies for e-Learning. We must admit that our technological strength comes from the partnerships we created with some leading companies. But still, our real strength is our capability to quickly adopt these technologies and to make them part of us. Today, we are the French university with the strongest and oldest partnerships; we have included e-Learning programs in our main activities and made them one of our three core competencies.

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Our core competencies:

Providing high level education

Producing expert

Dauphine Executive Education

knowledge

Mastering HiTech for learning

Our core competencies are the source of competitive advantage and enable us to introduce an array of new products and services. We follow a strategy focused on our main competencies which design our activities and our main products.

Our core competencies, our businesses and our end products:

By exploiting our core competencies, we have developed three (complementary) businesses and are able to offer seven close, but still different products. Our core competencies allow us to offer best quality in teaching and providing high-tech e-Learning programs. By combining two of our core competencies, we are able to offer a top mixed (traditional course and electronic course) executive education program. Da

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Our product range

Note: The seven modules correspond to our different products.

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d. Critical success factors

Our Critical Success Factors are the critical factors or activities required for securing the success of our business. In order to resist to high pressure coming from our environment (our competitors, our suppliers and our customers), we are have identified a few key factors to focus on. Identifying critical success factors is crucial for us because it allows focusing our core competencies on building new capabilities to achieve our objectives. Our critical success factors:

Partnerships Alliances

Intellectual Capital Quality and constant improvement

Quality: Our executive education programs are high value intangible products. Our ability to provide these kinds of products comes from both, our strong experience and our excellent know-how. Nevertheless, in front of serious competitors such as HEC-IFM or Columbia University, we have to consider this critical success factor as one our most important. One way to maintain and increase our quality is by constant improvement. For instance, we have to establish efficient knowledge capitalization systems and strengthen our research and development.

Intellectual capital: Increasing what we know is profitable: increasing our knowledge through excellent experts and R&D activities, can be a real competitive advantage for us.

Strategic relationships: I order to strengthen our core competencies, to build new capabilities and to benefit from complementary skills, we are open to strategic partnerships with other educational institutions or companies. We believe that our partnerships offer us many benefits and that they are an indisputable success factor.

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e. McKinsey 7S model McKinsey 7 “S” model is useful for us to describe the seven factors that organize our team in an effective way. It helps us to take into account all the interdependent factors for a successful implementation of our strategy:  Shared values: we stand for high quality in our products and we believe in constant improvement through knowledge sharing and capitalization.  Strategy: we allocate most of our resources in pursuing a mix of differentiation and focus strategy. We differentiate from our main competitors by our high product specialization and high-tech e-Learning programs. We focus on a precise market segment and try to adapt as much as possible to their needs.

 Structure: We adopted the adhocracy form of organization. We are convinced that a highly organic structure is more suitable for our activities than any other. The power in our team shifts to specialized teams and we believe this is the best way obtain the most high-value outputs.  Systems: our working methodology is process based and includes the overall units.  Style: we encourage participative leadership which supposes involving team members in making decisions. We believe this is the best way to encourage creative thinking.  Staff: we are composed of eight permanent workers and a rich network of professional and academic contacts.

 Skills: our human resources are composed of both, professional and academic skills and know-how. We offer only specialized programs (i.e. luxury and tourism brand management).

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McKinsey 7 “S” framework:

2) Market segmentation and positioning

a. Market segmentation

In order to understand and satisfy our customers better, we cannot treat them alike. We understood that every customer is special; therefore he/she needs a special product. We recognize the diversity of existing clients and we are aware of the fact that we cannot satisfy all of them. Therefore, we decided to divide customers into segments and concentrate on one single customer profile: the executive managers operating in the UAE‟ luxury and tourism industry.

Our target segment is:  Easily identifiable: our target customers are managers and executives operating or preparing to operate in the luxury and tourism sector in the UAE.  Accessible: given that a large number of luxury companies established in the UAE are French subsidiaries, we think that being a French university access to our potential customers will be facilitated. Da

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 Substantial: the luxury and tourism sectors are expanding in the UAE and there is an urgent need for high level, specialized managers. Therefore, we believe that the UAE can be a large provider of customers for executive education.  Durable: our research has revealed the increasing number of luxury and tourism companies establishing in the UAE and growing need for specialized managers. Therefore, we expect our target segment to follow a constant growth during the next 5to 10 years and then stabilize.  Our customers have unique needs: our customers are high level managers and executives. They are usually well-off, highly educated people, accustomed to high level service and comfort. Therefore, by offering them our products, we are going to take in account the fact they appreciate high quality and excellent service. For instance, we are going to adapt to their needs by offering them the best catering and hostelling services.

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b. Positioning

Our position on the market is particular. Our executive program is characterized by a high quality. Therefore, we are part of the upper-market of executive education. Nevertheless, we are able to offer a lower then the market price, which shows the fact, that we have entered a new market segment.

*”Quality” includes the level of the executive education and the general quality of the University or Institute

This first positioning map reveals that we have a particular position vis-à-vis to our main competitors. We can offer a high level executive education at a lower price than the market one. If we take into account the specificity of our product (we are highly specialized in luxury and tourism brand management aimed at UAE customers), we are very well placed too. In fact, we are able to offer one of the most specialized programs on our market, which could allow us to increase our product price. Nevertheless, we choose to offer a lower price than the one of the competition in order to keep our “Blue-Ocean” market position.

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*Specialization means the specificity of the program

As revealed on this second positioning map, our position on our market is very particular. Again, we can offer a very highly specific product at a lower then the market price. Again, we can say that we are pursuing a blue-ocean strategy related to the market position.

3) A step ahead in e-learning technologies open market

Through its increasing reach and simplicity of use, the Internet has opened the door to a global market where language and geographic barriers for many training products have been erased. Therefore, we believe that we cannot prevent ourselves from offering an e-Learning program to our international (UAE) customers. We are convinced that e-Learning is highvalue complement to our education program and we believe that it will give us a strong competitive advantage.

Our complementary e-Learning program, called E-xcellence, is aimed at optimizing our customers‟ skills acquisition. Our objective is to encourage mixed learning through the best Da

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technology available. In fact, all the participants will be given an access to our e-Learning operations directly from our web-site. On our e-Learning platform, they will find a large number of case studies, several interviews with the CEOs of the leading luxury and tourism companies, a free access to a luxury and tourism industry database (including industry analysis, research monographs and competition studies), to all the course summaries and finally, to an assessment supervised by videoconferencing.

It is known that in the corporate sector, e-Learning will far outstrip classroom training over the next few years, claiming almost half of corporate training market. Therefore, we want to be among the first actors on our market to offer this particular service. E-learning is advantageous because it offers individualized instruction, which print media cannot provide. In conjunction with assessing needs, e-Learning can target specific needs.

We have a technology advance wich is the electronic block notes that we are going to offer to our customer. This will be possible thanks to our partnership with ACECAD. Through this partnership, we are able to offer to our customers a high-tech office device: the DigiMemo aimed at surprising and delighting our customers. 4) Blue ocean and red ocean strategies According to our market and the competitors‟ study we made, we can consider that we are in a red ocean strategy: we have competitors. The main ones are business schools of Paris (France): ESSEC with “Global Management Programme on Luxury management” program, HEC with a “Luxury management Series [General Management and Strategy]” seminar, and also the Institut Français de la Mode with its “Advanced management program in fashion and luxury” program. Our structure, the department of Research and Development of University Paris-Dauphine, proposes a program with a new target: the United Arab Emirates. With this targeting we don‟t have direct competitors on this market, and therefore, we will operate on a Blue Ocean strategy. We need to choose and develop this Blue Ocean strategy in our new market space of UAE. Here we can see the advantages for us besides the competition; we will be able to provide good services and high quality of program for our potential clients in the United Arab Emirates following their demand.

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C. Marketing Mix

1) Product

Nowadays, after the financial and social crisis, the executives from the luxury market and the tourism would like to provide the opportunity to increase their knowledge, develop their skills and contacts to anticipate changes in the industry and enhance successfully the competitiveness of their company, especially in the United Arab Emirates where luxury is very important in the economy. Dauphine is the first school to offer to executives a very specialized program in luxury and tourism management in the Middle-East.

a. Program objective The program will provide opportunities for managers of the Amirate tourism and luxury sectors to develop the knowledge, international perspective and managerial skills required to enhance their company‟s competitiveness, innovative capabilities and brand reputation. This is based on an integrated view of the successful business models in the industry, forces shaping competition, technological and sociological changes, and opportunities of international collaboration. Students will become familiar with the current business and economic trends in tourism and luxury and learn about culture, practices and intangibles that make this sector unique, understand what makes the essence of Paris Haute-Couture and luxury houses, and the Parisian palaces. Emphasis will be put on the specific importance of culture, innovation and creation within these industries.

We want to help executives to find opportunities in crisis and ideas that will revolutionize the definition of luxury and tourism. This experience will be possible thanks to the excellent reputation of the University Paris Dauphine, the quality of teaching staff and the high academic level of students and strategic partnerships. “The crisis is the time when one should create new ways of doing things… find solutions…. And put even the most basic things into questions”, Jean-Paul Gaultier, designer.

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In such a competitive world, Arabian entrepreneurs (as the others) should come to grips with the core competencies useful to differentiate themselves, using innovation and French knowledge.

b. Participants THE TRAINEES

The program is designed for Emirati corporate leaders, senior executive managers, senior heads of functional departments, high potential young managers, government representatives, experts working in the tourism, fashion, luxury, design-based industries and operating in United Arab Emirates market.

THE PROFESSORS



Luxury Program

Vincent Bastien: He managed for more than twenty five years big names of the luxury - he has e be among others Chief Executive Officer of Louis Vuitton Malletier, deputy director of the division beauty of the group Sanofi (Yves-Saint Laurent, Nina Ricci, Yves Rocher), CEO of Yves Saint-Laurent Parfums and Sanofi Beauté (Roger and Gallet, Flavors(Perfumes) Van Cleef and Arpels, Oscar de la Renta and Fendi) - And industrial companies of which Saint-Gobain Desjonquères (9 years CEO). At the same time, he possessed during 20 years his own house of feminine ready-to-wear clothing. Alumnus of the Ecole polytechnique and the holder of the MBA HEC (FRENCH BUSINESS SCHOOL), he is for 3 years a professor affiliated by marketing to HEC where he teaches the strategy of the luxury.

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Jean-Noël Kapferer: He is world expert of the problems of brands. He advised or trained the managers of all the companies of the CAC 40 and intervenes in numerous multinationals in Europe, in the United States and in Asia. Awarded a diploma to HEC, doctor of Northwestern University ( United States ), he is the author of thirteen books(pounds), the most known being the international best-seller “Rumours” and “The Brands capital of the company” (Strategic Brand Management), the reference book in the MBA of the whole world. Professor to HEC (FRENCH BUSINESS SCHOOL), holder of the pulpit Pernod-Ricard on the management of the prestigious brands, he animates seminaries on the strategy of the luxury all around the world.

Denis Morisset: He obtained his MBA degree from ESSEC Business School in Paris in 1979. He then worked for more than 20 years in the Luxury Fashion Industry and occupied CEO/COO positions with companies such as Polo Ralph Lauren ( Europe) , Pierre Balmain and Giorgio Armani ( France). He was also for 6 years the President & CEO of Group Sac, the second largest shoes manufacturing group in France and developed both in-house brands and licensed brands internationally. In May 2004, he started his own consulting company, specialized in Luxury Brand Management and International Luxury Distribution, with a particular focus on emerging markets. He has collaborated with international companies on brand extensions & branding issues. He has advised new brands and designers from emerging markets on their international distribution and retail strategies. Since September 2004, he is also the Executive Director of ESSEC MBA in International Luxury Brand Management as well as a professional faculty in various ESSEC Programs, including ESSEC general MBA, ESSEC Luxury brands MBA and IHMI (Hospitality MBA). His main areas of expertise are related to luxury brand management, luxury brand international distribution, luxury retailing and retail margins, branding in the luxury

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hospitality sector.

Ashok Som : He is Associate Professor and Co-Chair of the Management Area at ESSEC Business School (Ecole Superieur des Sciences Economiques et Commerciales) located in Paris-Singapore. He teaches Strategy, International Strategy, Organizational Theory and International Human Resource Management courses for the MBA, Specialized Masters, MBA Luxury Brand Management, Executive MBA programs. He received his doctoral degree from the Indian Institute of Management (IIM), Ahmedabad, India, in 2002. Before joining the Doctoral program at IIM Ahmedabad, he worked for two years in the industry. He is a Geologist by training having pursued his M.Sc and M.Tech in Applied Geology from the Indian Institute of Technology (IIT), Kharagpur. His Bachelors Degree is from Presidency College, Calcutta, India. He is currently involved with large corporations such as Caisses d'Epargne, Lafarge, LVMH, LOreal, Canal+, Renault, Vodafone, Philips, Faurecia, France Telecom on topics related to International Strategy, Organization Design, International HR, Post-Merger Integration and Cross-cultural management issues. He has intervened in programs like "International and Cross-cultural Management" for middle-management executives of Norwegian Business School, speaking on "French Management Elites: The Indian Perspective". He is the coordinator of the module "Managing the Global Corporation" in the ESSEC-Mannheim Executive MBA programs. He is the founder Academic Director of ESSEC-IIMA Global Management Program on Luxury and Retail Management.

Michel Chevalier: He is the director of the cabinet EIM and teaches at the University Paris Dauphine, at the College o the marketing of the Luxury and at the ISC. He was a Chief Executive Officer of Paco Rabanne Parfums and executive vice-president of Bluebell Asia. Gérald Mazzalovo is consultant in management of marks(brands) with several companies; he(it) teaches in the

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Instituto de Empresa (Madrid) and in the Istituto Europeo di design ( Milan). He(it) was consultant with Arthur Andersen, and CEO of the group Bally, Loewe and Ferragamo USA. 

Tourism Program

Jean-Pierre Lozato-Giotart: He is the manager of the pole "Mediation and tourist and cultural engineering of territories" within the framework of the in-service training of the university Paris III Sorbonne Nouvelle. He is also member French and international associations of the scientific experts of the tourism.

Jean-Louis Barma: He is a professor of marketing and international strategy of firms in the ESCP-EAP, in the EPF, in the CNAM, in the ENSAM, in the ESGM, in the University Paris V, VI, XI and Paris XII. Professor to the College of Tourism as well as to the ISEG. He participates at the program of exchange International CNAM/ INDIA (National Institute of Economic development) of Bucharest.

Frederic Dimanche: He is a professor of marketing. He is a manager-founder of the Center of Management of the tourism of the CERAM Sophia-Antipolis, European school of management.

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Christian Mantei: He was named a director of the Afit (become then ODIT France) in February, 2004. During his career, he was guiding in particular of the tourist office and the congresses of Paris (from May, 1997 till December, 2001). He had previously spent six years at House of France as manager of marketing and the information (in March, 1991 - in June, 1996), then as Deputy Chief Executive Officer (in June, 1996 - in May, 1997). In November, 2002, he had created his own activity of advice, CMC Consulting, specialized in the marketing and the tourist development.

c. Partner institutions The program has been developed jointly by:  The University Paris Dauphine Created in 1968, the "Dauphine University Centre" was recognized as a fully-fledged university two years later. Since its creation, Paris-Dauphine University has enjoyed considerable autonomy in terms of scientific and teaching innovations, and in the process has developed creating the strong identity which today unites its teachers, researchers, administrative staff and students.

In February 2004, Paris Dauphine University was given the status of “grand établissement “. This new status allowed the University to consolidate an ambitious project based on a coherent range of selective, vocationally oriented courses. While giving the University new freedom in its actions, this status strengthens it in its essential academic objectives: development and valorization of research, initial training and continuing education.

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Thanks to the creation, this year, of the Master of Management in New Communication Media and Tourism, which received an award (prix de l’innovation SMBG), Dauphine is developing a strong network of professionals from the luxury market.

 The Institut français de la mode The IFM is the leading French centre for training, research and applied expertise in the fashion, creative and design sectors. IFM‟s mission is to contribute to the development and competitiveness of the fashion and design industries.

The IFM is located in Paris, one of the world‟s most sophisticated hub of the industry and home to the headquarters of the leading fashion, luxury goods and cosmetics corporations. The IFM is in permanent contact with the fashion world and works in partnership with the haute-couture houses and companies such as Balenciaga, Chanel, Chloé, Dior, Gucci, Hermès, Kenzo, L‟Oréal, Louis Vuitton, and Yves Saint Laurent.

 The Printemps The Printemps is the largest beauty department in the world, 45000 square meters of shopping dedicated to fashion & luxury brands.

It developed an innovative shopping experience with exclusive and customized services. Printemps du Luxe takes care of every detail to ensure a luxury shopping experience. The Printemps‟ expert team is available to give fashion and home decoration advises to its visitors. Da

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Depending on their tastes and needs, in addition to personalized advices, the team can help the customers to select the articles which fit them best, enjoying a private salon for trying the selected merchandise.  The Plaza Athénée The Plaza Athénée Paris is a true gem in the heart of the french capital. This truly Parisian luxury property filled with elegance and charm, is ideally located between the Avenue des Champs Elysées and the Eiffel Tower, at the crossroads of fashion, entertainment and business.

d. Learning process and program The Dauphine‟s program is an integrated six steps sequence of learning experiences, providing the opportunity for executives to increase their knowledge, develop their skills and their networks in order to anticipate changes in the industry and enhance successfully the competitiveness of their company.

Our program is oriented around five main development lines presented by Franck Benedic, in the Xeros 700, a report on luxury groups in the world (September 2008).

Given that our environment is more and more globalized, and that there is an expansion of ebusiness and popularization of luxury articles, five major business stakes for the trade have been outlined:

BUYOUT POLICIES

Continuing growth strategies: for those players owning war chests, buyouts will continue, with some groups having to increase their size or fill up their product ranges;

THE CHOICE OF DISTRIBUTION CHANNELS

Distribution choices: the groups are clearly moving towards a downstream integration strategy for their distribution network mainly enabling them to have a better command of their brand images. Managing multi-channel sales and being present in strategic marketing areas (such as luxury avenues, airports or department stores) are also key factors for boosting sales. And the

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upsurge of e-business concerning luxury articles also sets some specific issues (image policy, pricing, transparency and so on).

INTEGRATION AND OUTSOURCING ISSUES

The splitting-up of the value chain and outsourcing: the diversification of luxury groups makes it even more crucial to decide whether or not to integrate new activities.

ADAPTING PRODUCT LINES

Adapting product ranges and pricing to geographic areas and distribution channels. At this level, the transparency offered by internet is the cause of increasing marketing policy.

THE LIMITS OF UMBRELLA BRAND POLICIES

Strategies consisting in making brands profitable by extending their territory: the know-how of luxury specialists depends upon managing and making profitable high potential brands.

 Pedagogic methods include lectures, case studies and exchange of experience. The program leaves space for exchange and experience between participants and executives from Paris Haute Couture and luxury houses that will presents during the cocktail, but also during the visits.

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PROGRAM First week: Luxury industry Program: a series of six, middle-day modules will be offered by Dauphine and two visits ; the first one at the Printemps and the second one, at the Institut Français de la Mode.  Building and Maintaining Brands The module looks specifically at what makes a brand successful, how to build and maintain a brand.  Luxury Marketing The module explores the mystery and aura of luxury goods and the luxury market. The module explores fundamentals of marketing applied to the luxury industry.  Globalization and Business Models Participants investigate how, and to what extent, the luxury industry is impacted by globalization, focusing not only on branding and communication, but also on operations and supply chain management.  Consumer Behavior, Creation & Communication in the Luxury Market Participants appraise marketing philosophy and its contribution to sustainability, looking closely at issues such as consumer choice and its impact on marketing practices.  Strategies for the Luxury market Value creation is at the heart of any corporate strategy, and gaining a well-grounded understanding of financial management is essential in today's competitive environment.  Business Simulation The module provides a unique, hands-on learning experience, placing participants into decision-making situations in order to reinforce key learnings.

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Second week: Tourism A series of six, middle-day modules will be offered by Dauphine and two visits (as during the first week); one at the Plaza Athénée and another one, at the Institut Français de la Mode.  Building and Maintaining Brands The module looks specifically at “what makes a brand successful”, how to build and maintain a brand.  Tourism Marketing The module explores fundamentals of marketing applied to the tourism industry and the different services.  Globalization and Business Models Participants investigate how, and to what extent, the luxury industry is impacted by globalization, focusing not only on branding and communication, but also on operations and supply chain management.  Consumer Behavior, Creation & Communication in the Tourism Market Participants appraise marketing philosophy and its contribution to sustainability, looking closely at issues such as consumer choice and its impact on marketing practices.  Strategies in Tourism Value creation is at the heart of any corporate strategy, and gaining a well-grounded understanding of financial management is essential in today's competitive environment.  Business Simulation The module provides a unique, hands-on learning experience, placing participants into decision-making situations in order to reinforce key learning.

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

At the end of each week, the participants will participate at a conference at the Institut Français de la Mode

Every week the IFM will offer to the executives a one-morning course geared towards small groups of participants that will give them a multifaceted overview of the French creative industries at the heart of Luxury and Tourism, renowned the world over for their excellence and their sophistication. These stimulating programs include talks from experts in the field

The goal is to provide a comprehensive overview of the creative industries and a lively perspective on life and business in Luxury and Tourism..

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

First week: in the middle of the first week, we propose to the participants to discover the Paris luxury shopping mall the Printemps and its new strategy: “At the heart of luxury”.

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

Second week: the participants will discover the life in a typical Parisian palace; the Plaza Athénée

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-

Breakfast at the Plaza Athénée in the Garden,

-

Presentation of the Plaza Athénée‟ strategy,

-

Presentation of the different services offered by the palace,

-

Visits.

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e. Competitive advantage

To make the difference from our main competitors, we offer several competitive advantages included in the package, such as:

THE DIGIMEMO

A partnership with ACECAD will be implemented. ACECAD is the company that has created the DigiMemo. It is a stand-alone

device

with

storage

capability that digitally captures and stores everything the user write or draw with ink on ordinary paper, without the use of computer and special paper. Then the user can easily view, edit, organize and share his/her handwritten notes in Windows. Each participant will receive as a gift, at the beginning of the seminar a DigiMemo, because it has numerous advantages. First of all, thanks to the use of the DigiMemo, executives will see that Dauphine is an active institution that uses innovative and technological ways of learning. It is also a tool very useful for dynamic executives that do not want to be burden with PC. The DigiMemo is efficient, manageable and very easy to use. In addition, once the executives who have participated to the seminar will be back in the UAE, it will arouse a viral marketing: indeed, if local people will ask for the origin of the DigiMemo, it will lead to speak about the Dauphine executive seminar, and it will be free advertising for the training, and could sensitize potential customers for next year.

THE FOLLOW UP AFTER THE SEMINAR

One of the key point of our offer is the follow- up after the attendance to the seminar. Indeed, once the participants will be back in UAE, the offer includes several added components : - A code will be delivered to each participant, thus, they can have an unlimited access to videoconferences that will be put online on the intranet of the Dauphine Executive Education. These videoconferences will deal with different subjects related to Luxury and Toursim fields. Da

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This e-learning suits exactly with the needs of the UAE executives. Indeed, as mentioned before, UAE inhabitants are used to use new technologies, and are even in advance compared to the French level in this field. This can permit to maintain the contact with the customers, and to create in their mind, the feeling that the Return on Investment is significant and not only on the short-term. Thus, it will arouse the executives‟ desire to come back in Dauphine for a second training session the year after. - Thanks to the same code provided, the participants will have an unlimited access to the different written documents published by Dauphine lecturers. As written before, Dauphine is the university in Europe that publishes the most important numbers of written documents and articles. - In addition to that, after the attendance to the seminar, newsletters will be sent monthly to keep the participants updated with the latest news of the luxury and tourism industries in France.

2) Price We propose three different packs. Each pack fees include:

-

teaching fees,

-

academic material (including textbooks),

-

access to the school library,

-

coffee breaks,

-

visits,

-

accommodation at the Hotel Pullman at La Défense Paris,

-

Friday‟s dinner at The Pavillon Dauphine.

The pack does not cover travel expenses and lunch costs.

Luxury pack: one week, 4500€ Tourism pack: one week, 4500€ Luxury and Tourism pack: two weeks, 7500€

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3) Promotion For the communication plan, we have to define the response we expect from the target: -

Stimulate the desire for the executives from the UAE luxury market to give their career a boost with the University Paris Dauphine‟s executive education.

-

Present the excellence of the University Paris Dauphine: the professors, the R&D department, etc.

-

Encourage the executives to better understand the world of luxury, its springs, its characteristics, its identity codes, marketing strategies and distribution and generally how luxury or luxury positioning can create value for the company and the brand.

In order to reach those goals, we will promote our product by different channels:

a. Printed Media

The main Arabic newspapers in the UAE are the Al-Ittihad and Al-Bayan, published in Dubai by Al-Ittihad printing press and the Al-Bayan Corporation for Press and Publications. Dar alKhaleej of Al Khaleej Press and Publications is printed in Sharjah.

Due to greater demand from expatriates, a number of English newspapers are printed in the UAE. The Khaleej Times, Gulf Weekly and Gulf News, all based in Dubai, are English language daily newspapers. These are widely red and express the opinions of the majority of the non-Arab expatriate population of the UAE. So, as far as our strategy is concerned, it‟s important to have an article in each of those newspapers to assure the place of Dauphine as a leader in Executive Education.

b. Internet

The total number of internet users in UAE reached over 2 millions in 2007 from 765,000 in 1995 (increase of 170% over the review period). This penetration rate is also the highest of the Arab countries and is considered to be on pair with many developed nations in the West. The number of Internet users is expected to increase significantly over the forecast period.

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It is crucial for us to be very present on internet in order to be attractive. Yet, as we are not going to focus only on our potential customers, the executives, and so we may extend our scope to a larger part of the population, we are going to use rather a global and more specific communication mix by: -

Pop-ups on the web-sites of all our partners: LVMH, Channel, Le Printemps, Institut Français de la Mode, Insead, etc.

-

Referencing: on Google, commercial links on the right side of the Google page, advertisements on the targeted magazines websites. It is indeed necessary to advertise on other websites and on search engines such as Yahoo, Google, etc. In order to do so, we will have to forecast a budget bound to the purchase of “keywords”. This keyword advertising may include words such as: executive education, personalized, French luxury, excellence, research, etc.

-

Articles on the Dauphine‟s Website.

-

Creation of articles, events and invitations on social networking websites: facebook, twitter, viadeo, linkedln etc.

4) Place Our program is conducted mainly in the Pôle Leonard de Vinci- Paris La Defense, specifically designed for hosting continuing education programs for executives.

Very easy access from the heart of Paris, train stations and airports, the campus provides participants during programs, but also during the intersessional training rooms, work spaces in subgroup and the Monday to Saturday. Participants are immersed in the heart of this place for sharing experiences, mixing cultures, also artistic crossroads through permanent exhibitions.

The Pôle Leonard de Vinci is also very close to the hotel, the Pullman Hotel La Défense, where the participants will stay.

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5) Processes

3

1

2

Promotion of the seminar

Attendance to the seminar

Follow-up with IT supports

4 Viral marketing

5 Attendance to the new seminar

a. Step 1: Promotion of the seminar

The promotion of the seminar is a very strategic step in which the stakes are decisive. Indeed, the choices of the supports used as well as the target have to be taken into account carefully in order to maximize the number of executives that will participate in the seminar. All the information about the promotion have been detailed above, but it is very important to highlight that, in addition to the traditional media (print advertising especially), we will promote the seminar through new media (internet: pop-up on specific websites which can interest UAE executives, creation of a forum to arouse feedbacks, a blog to follow day after day, the program of the training session, facebook group etc.). The use of new media marketing is necessary, since UAE is in advance in what regards new technologies.

b. Step 2: Attendance to the seminar

The step 2 is the outcome of the project. First, the creation of the seminar will be mainly based on the benchmarking operated at the beginning of the project. It is in the INNOVATION phase for Dauphine. Once, the first participants came to the seminar, questionnaires will be administrated in order to have direct feedback on the training that they followed (what can be improved? What are the best points? What are the things to improve? What are the ideas of subject that could interest you for a future session?). However, the process, that never ends, will continue through the next steps.

c. Step 3: Follow-up with IT support

The follow up is a peculiar competitive advantage that Dauphine should provide. For further information, see the part explaining the „Follow-up‟. In addition, videoconferences will be organized to maintain the contact with the executives. Da

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d. Step 4: Viral marketing

After the first session (summer 2010), we count on viral marketing to increase the number of participants for the next year (feedbacks on internet etc.). Obviously, we will continue to use traditional marketing tools (print advertising) as well as new media marketing. However, the viral marketing is very important because it is the customer that speaks directly to a potential customer, and therefore, the impact can be much more significant. In addition to that, a lecturer from Dauphine executive education will go physically in UAE to promote the French seminar and to be in direct contact with potential customers. A presentation about the seminar will be organized and presented by this lecturer to companies in which there are potential customers. During this visit (once a year, every year), the professor will also teach to the ex participants of the first training session (summer 2010). This allows keeping the contact with the participants.

e. Step 5: Attendance to a new seminar

Thanks to the feedbacks provided during the first session of the seminar, Dauphine should enter in the step of transformation, and adapt the seminar to suit in a better way to the needs and the expectations of the UAE executive‟s customers who participated, as well as the potential customers. Therefore, the new seminar that will result mainly from the feedbacks, will be in mass customization phase. New subjects will be added to the program. Thus, the participants of the session of summer 2010, can come back to attend the new session with new lectures.

6) People This marketing project involves direct and indirect stakeholders. However, they all have an interest, which is also direct or indirect, in the process.

a. Direct Stakeholders

- The Staff of Dauphine (that will be in charge of the project) and the R&D department which demonstrates that the project is viable, and that Dauphine has to invest in it.

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- Dauphine Board of directors: they have the power/the control on the project. The budget of the project depends on them. They are key actors in the implementation of the project.

- Potential customers in the UAE that will be the future ambassadors of the seminar and that will provide future publicity (feed-back) about the quality of the seminar. This viral marketing is very important for the executive education of Dauphine and for its reputation. Therefore, we have to do the best to have only positive feedbacks and to avoid bad publicity.

- Partnerships with Printemps, Plaza Athénée and IFM (the French Fashion Institute). These institutions will be associated to Dauphine and Dauphine will benefit from the reputation of these institutions. Therefore, it is important to have qualified partners, but it is also necessary for Dauphine to avoid any mistake that can damage the image of these partners. For more details about these partnerships, see the marketing mix.

- Sponsors such as Acecad that will provide the DigiMemo.

b. Indirect Stakeholders

- Current students of Dauphine: indeed, more the executive education provided by Dauphine becomes famous and prestigious; more it will add a value to their diploma.

- Media: they will promote the image of the seminar. The publicity can be good or bad and we have to maximize the good publicity and minimize the bad publicity through the media. - Competitors (HEC, ESSEC…). If we perform well by offering a very competitive package, it will have a significant impact for our main competitors.

- Luxury and Tourism markets in France: the fact that the UAE executives come in Paris, is a good opportunity for the two markets, since, the UAE has a booming economy in Luxury and Tourism. Nowadays, the UAE are a priority market for the French professionals of the industry. The UAE represent significant market outlets, and therefore, developing contacts with this country is very important and will facilitate the relationships between French executives and UAE ones.

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- Luxury market in the UAE: the fact that UAE executives benefit from French education, leader in the luxury field, is a very significant point. Executives that participate to the seminar will have a considerable added value (French experience, etc.)

- The French Ministry of Education: if Dauphine decides to invest in Executive education, it will show the dynamism of the French universities, especially if the seminars are oriented internationally by targeting a specific population (such as UAE executives). In fact, it shows that France is a country internationally opened and which aims at developing its international relations in education.

The market of tomorrow is MASS CUSTOMIZATION. In a first time, we will develop a concept that will aim at answering to the main needs and expectations of the UAE executives target audience. This offer will be elaborated thanks to various market studies. However, the first year, the project will be in the “INNOVATION” phase for Dauphine. During this period, the organization is clearly spending money in order to develop itself. After the first year, we will administrate questionnaires online, in order to know better the exact needs and expectations (direct feedbacks which are a significant source for improvement). Therefore, the program will be adapted for the year after, by improving the bad points highlighted by the feedback. According to the proposition done by the executives, a customization will be implemented for the year after (customization of lectures for examples, with compulsory and selective subjects). Thus, in order to “make money”, we should first innovate (money spending), then mass produce, then transform (money spend again), to access to the mass customization stage. So let‟s see the financial analysis, as a way to be more concrete.

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IV. FINANCIAL AND RISK ANALYSIS

A. Initial Investment 1) Fixed costs

FIXED COSTS

1 week period 1 year period 5 year period*

Wages Professors & professionals (class) 1800 Professors & professionals (ouside class) 2000 Hostesses (2) 600 Total wage expenditure 4400 Equipment & Visits Office furniture 15 Portable computers 9 Visits 2000 Total equipment expenditure 2024 Technology Block notes 4500 Software (e-Learning) 12 Total Technology expenditure 4512 Marketing costs website creation 19 website maintenance 19 Advertising Adv. in specialized press 192 Adv. in conferences 135 Adv. in Airports 96 Adv. through partners 10 Other types of Adv. 67 Brochures Design and print 481 Diffusion 87 Total Marketing expenditure 1106 Total fixed costs 12041 *Depreciation is based on a five year period

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7200

36000

8000 2400 17600

40000 12000 88000

62 35 8000 8096

4000 2250 40000 46250

4500 46 4546

22500 3000 25500

77 77

5000 5000

10000 7000 5000 500 3500

50000 35000 25000 2500 17500

5000 900 32054 62296

25000 4500 169500 329250

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2) Variable costs

VARIABLE COSTS 1 week Scenarios Catering Welcome Dinner Breakfasts Coffee breaks Discussion Cocktails Total catering Accomodation Pullman Hotel (six nights) Total hotel expenditures Total Variable expenditures

VARIABLE COSTS 1 session* Scenarios Catering Welcome Dinner Breakfasts Coffee breaks Discussion Cocktails Total catering Accomodation Pullman Hotel (six nights) Total hotel expenditure Total Variable expenditures *1 session = 4 weeks

Optimistic scenario

Total cost Two week course Total cost one week

Pesimistic scenario

45 participants 38 participants 30 participants 4050 4050 1620 4023 4050

1710 3420 1368 3397 1710

1350 2700 1080 2682 1350

37800 37800

31920 31920

25200 25200

41850

33630

26550

Average scenario

Pesimistic scenario

Optimistic scenario

45 participants 38 participants

30 participants

16200 16200 6480 16092 54972

6840 13680 5472 13589 39580,8

5400 10800 4320 10728 31248

151200 151200

127680 127680

100800 100800

206172

167261

132048

Optimistic scenario 53891 Optimistic scenario 230255

Scenarios Average scenario 45671 Middle scenario 191343

Total costs One week course

Average scenario

Pesimistic scenario 38591 Pesimistic scenario 156131

B. Scenarios Da

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Total fixed costs Total variable costs Total costs Cost per customer Price Profit par customer Overall profit Retained profit Total profit

Optimistic scenario 12 041 € 41 850 € 53 891 € 1 198 € 4 500 € 3 302 € 148 609 € 89 165 € 59 443 €

Average scenario 12 041 € 33 630 € 45 671 € 1 202 € 4 000 € 2 798 € 106 329 € 58 481 € 47 848 €

Pesimistic scenario 12 041 € 26 550 € 38 591 € 1 286 € 3 500 € 2 214 € 66 409 € 39 845 € 26 563 €

C. Break-even analysis

Sales TOTAL Variable costs Fixed costs Contribution margin CMR CM per unit BE in sales BE in nr of persons

Optimistic scenario

Average scenario

Pesimistic scenario

202 500 € 41 850 € 12 041 € 160 650 € 0,793 3 570 € 15 178 € 3

171 000 € 33 630 € 12 041 € 137 370 € 0,803 3 115 € 14 989 € 4

135 000 € 26 550 € 12 041 € 108 450 € 0,803 2 615 € 14 989 € 5

In order to be profitable, the number of weekly participants enrolled on our program must be at least: •

3 persons for the optimistic scenario

•

4persons for the average scenario

•

5persons for the pessimistic scenario

In order to be profitable, our weekly minimum sales must be: •

15 178 € per week in the optimistic scenario

•

14 989 € per week in the average and pessimistic scenarios.

IV. IMPLEMENTATION PLAN Da

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 See the following pages

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Objective

1.create a new business opportunity for Dauphine by investing in a seminar for executives

2. To evaluate the possibility for targeting UAE executives. Is there a real market?

Actions

• Benchmarking: analysis of the main competitors in France, Europe, USA, in what regards their offers for executive education • To find a strategic market as a target audience

• Secondary data: investigation on the habits of UAE executives, the way they learn, cultural aspects that have to be taken into account etc.

• Comparison of the seminars offered by our main competitors in France (HEC, ESSEC): MAKE THE DIFFERENCE

3. To choose seminar topics that can suit to the needs and expectations of the UAE executives

• Collection of secondary data about the interests and hobbies of UAE executives • Analysis of the main growing markets in UAE

Outcome Strategic markets that present an interest: India, China, United Arab Emirates.

Timescale September 2009

To make the difference from our main competitors, we decided to evaluate the possibility for UAE

Real potential to target UAE executives: validation of the hypothesis

September 2009

IT support are very developed in UAE: the seminar will use IT supports (added value) Luxury and Tourism are the two main subjects that suit with customer needs and for which we can offer a real added value, due to French experience in these industries.

September 2009

• Analysis of the main industries in France for which we can offer an added value to these executives

Waiting for the approval of Dauphine for this project. What is the budget allocated by Dauphine if they are interested in the project

5. To develop the project in order to present it to the Dauphine R&D direction

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THE STEP 6 WILL START ONLY IF THE PROJECT IS ACCEPTED BY DAUPHINE 6. Establishment of partnerships

• Evaluation of the main luxury groups, in order to establish partnerships and to give more credibility to the seminar • Same thing for Tourism industry • Development of proposition of partnerships (what we can bring to these companies, what they can bring to Dauphine executive education)

8. First Seminar session “Summer 2010”

October 2009

October 2009

7. Development of the webpage on the Dauphine website

7. To promote the project in UAE

LVMH, Printemps and IFM (French Fashion Institute) seem to be the best partners in the French fashion industry to give an overview of the whole industry to executives. In tourism, a partnership with Plaza Athénée will be implemented.

• For further details, see the Promotion part in the marketing mix.

October & November 2009/ January 2010 July 2010

• Outcome of the project • Participants attendance to the seminar

July 2010 9. To collect feedbacks from UAE executives participants

10. Viral marketing and follow-up with IT Support (videoconferences etc.)

11.Creation of a new seminar that meets potential customers needs and expectations

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• Administration of online questionnaires at the end of the seminar • Organization of interviews in order to have direct feedbacks. • Word of mouth from UAE executives who have participated to the seminar to potential executives that could attend the seminar for the session “Summer 2011” • Traffic on blogs, and network websites (facebook etc.) • To consider the possibility to build partnerships with foreign schools that can add a significant competitive advantage, especially with the Bocconi in Italy, or the London School of economics.

August 2010July 2011

September 2010

• To implement new programs for the Summer 2011 seminar, by improving the “bad” feedbacks from the UAE executives’ answers to questionnaires.

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APPENDICES

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APPENDIX 1

COMPETITORS SCHOOL London Business School ESSEC

HEC Institut Français de la Mode, partenariat avec HEC et Université de Tsinghaa (Pekin) Columbia University International Institute for Management Development (Switzerland, Lausanne) The Swiss Finance Institute (Zurich, Geneve) The WU Executive Academy (Vienna, Austria) IE Business School (Madrid, Spain) L'INSEAD Center in Abu Dhabi

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TRAINING PROGRAM Financial Seminar for Senior Managers Global Management Programme on Luxury management Luxury management Series [General Management and Strategy] Advanced management program in fashion and luxury Master Class: Design & Marketing of Luxury Products Management training Senior management program International Program in Project & Process Management International Executive Programs International Executive Program

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PRICE £ 5600 8 000 €

estimate

10 500 € $ 53000 (one year) 1 845 € 16 485 € 9 900 € estimate 6 050 €

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APPENDIX 2

LUXURY COMPANIES IN THE UAE COMPANY Dubai Footwear Company Ltd. Murad Enterprises L.L.C. Shoe Mart (L.L.C) Veena Shoes LLC Aristo Trading Co. (L.L.C) Benetton Readymade Garments Dubai Holding Group Eventi Trading L.L.C Falcon Readymade Garment Factory Ltd. Gap International Sourcing FZE Rolex Garment Factory (L.L.C) Peace Land Sports (LLC) Rashid International Qanat Al Suwiss Trdg. Co. L.L.C. Ace Hardware & Home Center Al Bazzi General Trading Est. Ali Moosa & Sons Factories Bond Furniture Industries Emirates Fibreglass Factory Marina Gulf Trading Co. L.L.C. Moderna-Gulf Modern Furniture Est. Pan Emirates Furniture Silver Arcade Linen LLC Soubra Tents & Awnings Co. (L.L.C) XS Platforms Middle East Express Printing Services (L.L.C) Al Fahad Group of Companies Al Fayadh Printing Press L.L.C Al Mushrif Art Binding Co. Al Salam Modern Printing Press Al Zayat Carton Production Factory Arabian Packaging Co. (L.L.C.) Blue Bird Apparels Dubai Packaging Industries Emirates Offset Printing Press Ltd. Emirates Packaging Industries Express Pack Print

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LINE OF BUSINESS Chaussures Chaussures Chaussures Chaussures Fils de soie Prêt-à-porter (haute couture) Prêt-à-porter (haute couture) Prêt-à-porter (haute couture) Prêt-à-porter (haute couture) Prêt-à-porter (haute couture) Prêt-à-porter (haute couture) Tricots de luxe Tricots de luxe Meubles de luxe Meubles de luxe Meubles de luxe Meubles de luxe Meubles de luxe Meubles de luxe Meubles de luxe Meubles de luxe Meubles de luxe Meubles de luxe Meubles de luxe Meubles de luxe Coffrets carton de luxe pour spiritueux Coffrets carton de luxe pour spiritueux Coffrets carton de luxe pour spiritueux Coffrets carton de luxe pour spiritueux Coffrets carton de luxe pour spiritueux Coffrets carton de luxe pour spiritueux Coffrets carton de luxe pour spiritueux Coffrets carton de luxe pour spiritueux Coffrets carton de luxe pour spiritueux Coffrets carton de luxe pour spiritueux Coffrets carton de luxe pour spiritueux Coffrets carton de luxe pour spiritueux

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CITY Jebel Ali Dubai Dubai Dubai Dubai Dubai Dubai Sharjah Sharjah Jebel Ali Sharjah Dubai Ajman Sharjah Dubai Sharjah Sharjah Sharjah Abu Dhabi Dubai Abu Dhabi Sharjah Dubai Dubai Dubai Dubai Abu Dhabi Sharjah Sharjah Ajman Sharjah Dubai Sharjah Dubai Sharjah Dubai Jebel Ali

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Falcon Carton Boxes Industries L.L.C.

Falcon Pack Industry Frimex Gulf Co. LLC International Packaging Co. Ltd. Jebel Ali Carton Factory Inc. Jebel Pack L.L.C. Kazani Trading Co. L.L.C. National Packaging Industries Al Mulla Jewellery Abdul Rahman Obaid Suroor Electronics Est. Ahmed Seddiqi & Sons Al Mawasim Watch Co. Al Naqoos Trading Co. L.L.C. Al Nofal Trading (L.L.C) Al Sharif Trading Ent. Al Tradico Est. Appella International S.A. (Fokz Watches Co.) A R Y Jewellers Breitling Brilliant Watches Company L.L.C. Citizen Watches Gulf Co. Damas Contours Euroluxe L.L.C. Evergrow International (L.L.C) Golden Ring Jewellery (L.L.C) Hani Jewellers Kaki General Trading Madayen Trading Co.

Coffrets carton de luxe pour spiritueux Coffrets carton de luxe pour spiritueux Coffrets carton de luxe pour spiritueux Coffrets carton de luxe pour spiritueux Coffrets carton de luxe pour spiritueux Coffrets carton de luxe pour spiritueux Coffrets carton de luxe pour spiritueux Coffrets carton de luxe pour spiritueux Montres de luxe Montres de luxe Montres de luxe Montres de luxe Montres de luxe Montres de luxe Montres de luxe Montres de luxe Montres de luxe Montres de luxe Montres de luxe Montres de luxe Montres de luxe Montres de luxe Montres de luxe Montres de luxe Montres de luxe Montres de luxe Montres de luxe Montres de luxe

Ajman

Sharjah Dubai Ajman Jebel Ali Dubai Sharjah Ajman Abu Dhabi Dubai Dubai Abu Dhabi Dubai Dubai Dubai Dubai Dubai Dubai Dubai Dubai Jebel Ali Dubai Dubai Dubai Dubai Dubai Dubai Dubai

http://www.kompass.com

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APPENDIX 3

ESTIMATE FOR A COCKTAIL (PAVILLON DAUPHINE) COCKTAIL "ILE DE FRANCE" BOISSONS ET RAFRAICHISSEMENTS Champagne Pavillon Dauphine Brut 1er Cru (1 pour 4) Whisky : William Lawson (1 pour 15) Porto – Martini – Anis – Vodka – Gin "Château de Barbe" Côtes de Bourg Jus d'orange – Coca cola – Eau minérale – Perrier PRÉSENTATION Buffet jupé de couleur Chandeliers Composition florale Sculpture de glace Tables fleuries – Chaises PRIX PAR PERSONNE 90 € T.T.C. Valable jusqu‟à fin décembre 2009

CE PRIX COMPREND Le cocktail Les boissons La décoration florale La location du salon Le service de 19h30 à minuit

PRESTATIONS COMPLEMENTAIRES T.T.C. Vestiaire par personne Hotêsse accueil des invités

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1,45 € 200 euros

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APPENDIX 4

ESTIMATE FOR A COCKTAIL (CROUS)

groupement cafétéria 52 rue Henri Barbusse 75005 paris tel : 01 40 51 37 94 fax : 01 40 51 37 83 émail : [email protected]

DEVIS

cocktail a 14,90 € ht ( 80 personnes )

boissons crément de bourgogne ( 1 bouteille pour 4 ) jus d'orange , soda , eau plate et gazeuse

canapé assorties 3 pièces par personne (foie gras et figues , tomate confites , jambon et pruneaux ,magret de canard , pain surprise , mini navettes , etc. ,,, )

canapé sucré 2 pièces par personne ( éclair , barquettes framboise , tartelette citron , opéra etc., ) service compris

total ht : 1192,00 € tva 5,5% : 65,56 € total ttc : 1257,56 €

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APPENDIX 5 ESTIMATE FOR A “COFFEE BREAK” (CROUS)

Groupement des Cafétérias 52 rue Henri Barbusse 75005 paris tel : 01 40 51 37 94 fax : 01 40 51 37 83 email : [email protected]

DEVIS

Pause café complète

café , thé , jus de fruits , lait , eau 2 mini viennoiseries par personne (service compris a partir de 50 personnes )

3,50€ ht par personne Pause café supérieur café , thé , jus de fruits , lait , eau et assortiment de gâteaux sec (service compris a partir de 50 personnes )

2,75€ ht par personne

Pause café simple café , thé , lait

2,08€ ht par personne Da

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REFERENCES WEB SITES www.imf.org http://www.hrw.org/en/ http://www.moca.gov.ae/English/index.aspx www.insee.fr/fr http://epp.eurostat.ec.europa.eu/portal/page/portal/eurostat/home/ http://www.mpiweb.org/Archive/217/56.aspx http://www.euromonitor.com/ http://www.imd.ch/programs/oep/generalmanagement/bpse http://www.bsl-lausanne.ch/index.php/eng/ http://www.swissfinanceinstitute.ch/ http://www.executiveacademy.at/ http://www.ie.edu/business/index_en.php http://www.hec.fr/ http://www4.gsb.columbia.edu/masterclasses www.smbg.fr http://www.xerfi700.com http://www.tourisme.fr/ http://www.tourisme.gouv.fr/fr/z2/stat/chiffres/att00009212/chiffres_cle-GB.pdf http://www.veilleinfotourisme.fr/1239099388756/0/fiche___article/&RH=1223377672109 http://www.essec.fr/ http://www.escpeurope.eu/ http://www.printemps.com/ http://www.plaza-athenee-paris.fr http://www.ifm-paris.com http://www.dauphine.fr/ http://www.mct.dauphine.fr/ http://www.emiratsarabesunis.com/ http://www.gfme.org/global_guide/pdf/301-304%20UAE.pdf http://www.naukrigulf.com/ni/nijobsearch/farea-ticketing-tavel/ http://fr.wikipedia.org http://www.diplomatie.gouv.fr/ http://gulf-law.com/uae_law.html Da

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http://www.dgtpe.fr/se/emirats/ http://www.visitabudhabi.ae/fr/ http://www.gestionprojet.org/ http://www.kompass.com www.quickmba.com www.mindtools.com www.12manage.com www.themanager.org www.businessdictionary.com www.luxuryhomemarketing.com www.mhhe.com www.arabianbusiness.com www.bain.com: http://www.bain.com/bainweb/About/press_release_detail.asp?id=26657&menu_url=for_the_ media.asp www.middleeastevents.com

E-DATABASE AND REPORTS Xerfi Business Source Complete Cairn Xeros 7000 report (september2008) on luxury groups in the World The Global Information Technology Report 2008-2009 The Global Competitiveness Report 2008-2009

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PRESS Management-issues: “The changing face of the executive education”, Mike Jones, April 2005 Business Week: “An education edge”, by Jennifer Merritt, October 2003 “Luxury Management Remains in Style: Despite a downturn in the high-end consumer market, applications for luxury-management MBA programs remain strong”, by Damast, January 2009 “Study says luxury market to decline in 2009”, by Andrew Roberts, March 2009

The Guardian: “Can executive education grow through the recession?” by Nunzio Quacquarelli, February 2002

Arabian Business (electronic release): “Investcorp expects growth in ME luxury goods market”, by Tamara Walid, June 2009

Harvard Business review “Mapping your competitive position”, by Richard D‟Aveni, November 2007 “Change with Your Customers—and Win Big” by Ian C. MacMillan and Larry Selde, December 2008 “Rediscovering Market Segmentation”, by Daniel Yankelovich and David Meer, February 2006

Challenge: « Le luxe et la crise », 15th of September 2009

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BOOKS Marketing strategy and competitive positioning, by Graham J. Hooley, Nigel F. Piercy and Brigitte Nicolaud , New York , 2008

Services marketing: people, technology, strategy by Christopher Lovelock and Jochen Wirtz Upper Pearson Education International, 2004

Marketing as strategy: understanding the CEO's agenda for driving growth and innovation by Nirmalya Kumar, Boston, Mass : Harvard Business School Press, 2004

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