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The TRIUM Executive MBA program is divided
into six modules over 16 month period. This executive-friendly
format reduces the absence from the office to only 10 weeks.
Between modules, students complete approximately 10-15 hours
of work per week.

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Global Context of Business
Module 1 focuses on the
broad international context to which senior executives
need to be sensitive when making global business decisions.
Special emphasis is given to an in-depth critical analysis
of the interaction between economics and politics (Political
Economy) in order to: |
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The Political Economy |
• Identify the central aspects
and causes of ‘globalization';
• Provide an understanding of the contemporary
debate over the significance of globalization;
• Identify the key drivers of technological
change and risk in the global economy;
• Examine current problems in international
economic co-operation, and to explore developments
in multilateral and regional economic and political
integration;
• Begin to understand and develop the implications
of all these conflicting pressures for global business
strategies.
Core approaches and concepts explored during the module
prepare participants for the subsequent modules.
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Global Strategies and Finance
Module 2 relates the broad economic and political
themes developed during the London Module to business,
corporate and financial strategy, which form this module's
core. More specifically, Module 2 is organized into
four courses designed to develop participants' theoretical,
analytical and technical skills in the following areas:
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Competitive Strategy |
The central economic tenet upon
which the course is built is that firms exist to create
and capture wealth, above the firm’s cost of
capital. The ability of a particular firm to create
value depends on the overall profitability of its
industry, the firm’s position in that industry,
on the specific resources available to the firm, the
match of those resources to where the firm chooses
to compete and on the firm’s organizational
structure. The ability of a firm to sustain success
depends on whether other firms can successfully imitate
its strategies and whether the firm can adapt to changing
environmental conditions. The course covers practical
analytical techniques for analyzing these issues,
evaluating alternate strategic plans, and anticipating
the consequences of specific decisions.
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Foundations of Finance |
Provides an introduction to investments, financial markets
and market institutions, securities, valuation, portfolio
theory and portfolio management. The course is mainly
taught from the viewpoint of the user of financial
markets. At the same time, many of the concepts studied
are relevant to corporate finance. The course therefore
lays the groundwork for a better understanding of
the corporate financial decisions covered in "Corporate
Finance." |
Financial Reporting and Analysis |
Moving beyond the basics of accounting, the course examines
how accounting information can be most productively
used by managers, in particular by those with international
responsibilities. It deals with the interpretation
of financial statements, with an emphasis on the pitfalls
inherent in that activity. It also explores the major
similarities and differences in accounting standards
across countries, in a context of ongoing attempts
to achieve greater uniformity in those standards. |
Corporate Finance |
Addresses some of the key issues facing financial managers
in their quest to create shareholder value. It builds
up a complete analytical framework for valuing both
individual projects as well as companies as a whole.
The notion of optimal capital structure is introduced,
along with the attendant concepts of the cost of debt,
the cost of equity and the weighted-average cost of
capital. Considerations such as the impact of dividend
policy are also covered. |


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Operations
Management, Entrepreneurship, and Corporate Governance
Module 3 draws upon the original perspectives which
the Asian context lends to the subjects to explore
entrepreneurship, operations management and corporate
governance on a local and global basis. More generally,
the module constitutes a unique platform to revisit
globalization issues. |
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Operations
Management |
Provides
a framework to the analysis of many critical facets
of operations management such as production, distribution
systems, logistic network design, outsourcing, information
systems, etc. While examining the link between operations
and business strategy it gives prominence to the managerial
challenges of coordinating and optimizing the overall
system in a global context.
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Entrepreneurship |
Provides an overview of the critical
issues associated with entrepreneurship in various
types of organizations, ranging from individual start-up
firms to large organizations looking to innovate.
Topics covered include: identifying new business opportunities,
defining the value proposition, assessing the viability
of a new venture, developing and managing growth,
organizing for capturing and implementing opportunities,
driving the entrepreneurial culture, etc.
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Corporate Governance |
Builds on a
theoretical framework drawn from economics, finance
and law to examine key concepts and issues related
to corporate governance (agency problems due to the
separation of ownership and control, property rights,
the role of the board of directors and of other governance
mechanisms, etc) and examine corporate governance
practices around the world.
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Marketing, Strategy Implementation
and Control
Module 4 contributes to building an articulated approach
to organizational and operational issues which are key
to strategy implementation and control. |
Marketing - Managing Customer
Value |
Continues the process of consolidating
TRIUM core curriculum. The course covers the major
concepts, analytical frameworks and methodologies
required to assess the marketing environment and competitive
situation of a firm, to formulate a strategy based
on the components of segmentation, targeting and positioning,
and to implement this strategy through product planning,
pricing, distribution, etc.
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Mergers, Acquisitions and Alliances |
While defining its corporate strategy, how should a firm
arbitrate between internal growth, acquisitions and
alliances? The course provides analytical and practical
insights to identify the strategic objectives of international
mergers, acquisitions and alliances. It also covers
the whole process of a deal in Mergers and Acquisitions
in order to provide participants with a real world
understanding of mergers and acquisitions in an international
setting. Finally, it covers the management of alliances.
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Creating and Appropriating B2B
Value |
The cornerstone of any B2B strategy revolves around the
concept of value. The goal if this course, then, is
to help participants understand the mechanisms that
firms may use to create, sell and appropriate value.
More specifically, the course will cover the following
concepts: understanding firm specificities as customers;
increasing both partners’ net benefits through
co-innovation; bridging the value gap; crafting a
marketing strategy that takes into account the extent
to which relational benefits can be created, and;
effectively managing portfolios of customers.
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Measuring and Managing Performance |
The ambition of this course is to understand how firms
can organize themselves and design decision making
and planning systems to implement strategy effectively.
More specifically, it is devoted to value-based management,
strategic cost analysis, budgeting, control and reporting
systems from business unit level to multi-products,
multi-country levels. |



Competing
and Thriving in the 21st Century
Here we focus on the challenges facing companies in
an increasingly globalized world. The course will cover
the perspective from ‘challenger’ companies
emerging from rapidly developing economies as well as
the view from ‘incumbent’ firms working
to adapt to a changing set of opportunities and challenges.
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Using Technology
To Create Strategic Options |
In the 21st
Century, it is increasingly impossible to imagine
any business being able to execute its strategy without
the capabilities of advanced digital technologies.
Increasingly understanding the strategic options that
new technologies provide to a business is one of the
key skills that a general manager must possess in
today’s corporations. Understanding the strategic
capabilities of technology and the options they generate
is the primary focus of this course.
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| New Global Challengers |
Major companies emerging from rapidly
developing economies are starting to have a dramatic
impact on the competitive landscape of the global
marketplace. This course will examine this next wave
of globalization and how it will impact the way businesses
compete in the 21st Century.
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| Negotiation
Analysis |
Examines negotiation analysis and
practice. Insights from economics, psychology and
decision sciences will be covered. The course uses
simulations, case studies and group discussion to
highlight practical applications of the issues discussed.
By the end of the course, participants will have a
conceptual framework which will help them turn their
own negotiating experience into expertise.
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The Challenges of Leadership
In our final module we build on cross-disciplinary
themes developed throughout the programme by integrating
concepts and materials studied throughout the program
to address the challenges of leadership and management
in a rapidly changing and risky world. Finally, student
term projects, the capstone of the TRIUM Global EMBA
program, are presented at the end of this final module.
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Corporate Financial Restructuring and Bankruptcy |
Explores the issues that arise
when a firm encounters financial distress. It is devoted
to different approaches and theoretical models that
have become standard procedures in the financial world
to analyze and predict financial distress and, implement
restructuring. |
Professional Responsibility |
Covers a broad range of "non-market" issues
encountered by managers and business professionals.
It is primarily concerned with market failures, which
are often particularly challenging in a global context
where laws and regulatory structures are less complete.
By developing a set of analytical perspectives for
making judgments when such situations arise, it examines
the role of ethical norms and reasoning in resolving
issues in managerial life and in establishing standards
of professional responsibility. |
Managing Risk |
Provides analytical frameworks and techniques to understand
and measure different types of risk (institutional,
legal, political, financial, etc). The course puts
an emphasis on instruments available in modern international
markets (derivatives) to mitigate financial risk,
while building an integrated framework of global risk
management linked to strategy. |
Leadership |
The concept of leadership, introduced earlier in the program,
is developed in greater depth to enhance the participants'
capacity to lead throughout their careers. Building
on personal experiences, themes such as the sources
of power within an organization, alternative leadership
styles and tactics, the use of symbols and communications,
and the ways in which power can be lost are all explored.
The question of the different leadership styles most
suited to different stages in a firm’s life
cycle will also analyzed. |
Presentation of Strategic Team Project |
Module 6 culminates with the Term Project presentations.
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