ADVANCED AI

Bachelor in Data and Business Analytics BDBA SEP-2023

AAI-DBA.1C.4.M.A
Area Others
Number of sessions: 25
Academic year: 23-24
Degree course: FOURTH
Number of credits: 5.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: LAURA SANCHEZ GARCIA

E-mail: [email protected]

Laura Sánchez García, PhD

[email protected]
Laura has a mixed academic and industry background. On the academic side,
Laura has a PhD, Master and a Bachelor in Physics from Universidad
Autónoma de Madrid. She did her PhD in the field of Nanotechnology with a
strong focus on experimental data acquisition and analysis. She has published
more than 10 peer-reviewed scientific publications and has been speaker at
numerous international conferences.On the industry part, she is working as
Advanced Analytics Lead in Sandoz Farmacéutica and previously worked for
McKinsey & Company as a Senior Data Scientist. She has experience in a
broad variety of Data Science use cases and has worked in several industries
across the globe.

[email protected]

PREREQUISITES

- Probability, Statistics, Calculus and Algebra

- Python programming
- AI - Machine Learning Foundations
- AI - Machine Learning & Analytics
Examples will be given to the students and the subject will be taugth in Python (mostly in a
Notebook format). Therefore, students are expected to have a fluent level of Python.

SUBJECT DESCRIPTION

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Artificial Intelligence (AI) started in the aftermath of World War II as one of the newest fields in
science and engineering. Shortly afterwards, AI transformed into a hot topic as its applications
spread across numerous industries and businesses, including automation, natural language
processing, recommended systems, fraud detection and disease diagnosis in medicine.
In recent years, the development of new Deep Learning techniques, together with the availability of
large amounts of data and increased computing power has lead to novel applications and AI
systems which can perform a variety of tasks at human-performance level.
The general objective of this course is to understand the basis of the newest AI applications based
on Machine Learning and Deep Learning using a "from theory to practice" approach. We will apply
theory and knowledge to real practical examples across different industries and study state-of-the-
art algorithms and technologies.

LEARNING OBJECTIVES

In this course, you will learn state-of-the-art methodologies in AI used for different applications. The
subject covers three important blocks of the AI modern landscape. Namely Advanced Computer
Vision & Object Detection; Natural Language Processing and Advanced Sequence Models; and
Generative Models.
We expect that at the end of the course, students will obtain a solid understanding of the theory and
practical implementations of modern AI methodologies, with special focus on Deep Learning
technicques for the above mentioned applications. The course has a strong practical component in
which we will use Python libraries such as PyTorch and Tensorflow. Therefore, it is expected that
students have a medium to advanced level of programming in Python.
In order to fill the possible gap in programming knowledge, the course has a section devoted to
reviewing important programming concepts that will be used along the course.

TEACHING METHODOLOGY

Learning Activity Weighting Estimated time a

student should
dedicate to prepare for
and participate in
Lectures 30.0 % 37.5 hours
Discussions 10.0 % 12.5 hours
Exercises in class, 30.0 % 37.5 hours
Asynchronous sessions,
Field Work
Group work 30.0 % 37.5 hours
Individual studying 0.0 % 0.0 hours
TOTAL 100.0 % 125.0 hours

PROGRAM

The program addresses the following topics:

- Advanced Computer Vision Applications
- Advanced Natural Language Processing Applications
- Generative Models

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SUMMARY
Disclaimer: The following description of the material covered is tentative. An attempt will be made
to cover all listed topics. However; the pace in the classes will depend on the group performance.

SESSIONS 1 - 2 (LIVE IN-PERSON)

Course introduction and overview of Artificial Intelligence.
Review of programming concepts, setup and best practices.
PyTorch and Tensorflow for AI applications.
Book Chapters: Deep Learning with PyTorch. Chapters 1 & 3

SESSIONS 3 - 4 (LIVE IN-PERSON)

Computer Vision & Object Detection (I)
Review of CNNs & architectures
LeNet-5, AlexNet, ResNet and related concepts.

SESSIONS 5 - 6 (LIVE IN-PERSON)

Computer Vision & Object detection (II)
YOLO algorithm
Region proposals
Article: You Only Look Once. Unified, Real-Time Object Detection (Arxiv, 2015)

SESSIONS 7 - 8 (LIVE IN-PERSON)

Advanced Sequence Modelling and Natural Language Processing (NLP)
Review of autorregressive models for Advanced AI & NLP: RNNs, LSTMs & GRU, Deep RNNs and
examples (text generation, music generation)
Word representations, embeddings, embedding matrix.
Book Chapters: Generative Deep Learning. Teaching Machines to Paint, Write, Compose and Play.
Chapters 6-8
Book Chapters: Deep Learning with Python. Chapter 6
Book Chapters: Generative Deep Learning. Chapter 5

SESSION 9 (LIVE IN-PERSON)

Advanced Sequence Modelling and Natural Language Processing (NLP)
Encoder-Decoder architectures (e.g., text translation, image captioning)
Book Chapters: Generative Deep Learning. Teaching Machines to Paint, Write, Compose and Play.
Chapter 3
Book Chapters: Generative Deep Learning. Chapter 9.

SESSION 10 (LIVE IN-PERSON)

Advanced Sequence Modelling and Natural Language Processing (NLP)

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Autoencoders & Variational Autoencoders
Book Chapters: Generative Deep Learning. Teaching Machines to Paint, Write, Compose and Play.
Chapter 3

SESSIONS 11 - 12 (LIVE IN-PERSON)

Transformers & Self-attention mechanisms
Book Chapters: Generative Deep Learning. Chapter 3

SESSION 13 (LIVE IN-PERSON)

Transformers and self-attention for NLP and other applications
GPT & ChatGPT
Book Chapters: Lewis Tunstall, et al.: Natural Language Processing with Transformers; O'Reilly
2022

SESSION 14 (LIVE IN-PERSON)

Review/Questions/Inquiries.

SESSION 15 (LIVE IN-PERSON)

Midterm exam.

SESSION 16 (LIVE IN-PERSON)

Student's group project follow-up

SESSION 17 (LIVE IN-PERSON)

Review of theory behind Generative models & applied concepts

SESSIONS 18 - 19 (LIVE IN-PERSON)

Diffussion models
Book Chapters: David Foster: Generative Deep Learning

SESSION 20 (LIVE IN-PERSON)

Applications of Generative Models

SESSION 21 (LIVE IN-PERSON)

Review of notebooks and explanations

SESSION 22 (LIVE IN-PERSON)

.Students Group projects follow-up

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SESSION 23 (LIVE IN-PERSON)
Review/Questions/Inquiries.

SESSION 24 (LIVE IN-PERSON)

Student's Group Project presentations.

SESSION 25 (LIVE IN-PERSON)

Final exam

EVALUATION CRITERIA

During the course students will be required to read material prior to the sessions, and to participate
in discussions during class. Students will be given assignments and quizzes to be completed
individually. These will be solved and discussed during class sessions where students are expected
to participate actively. The group project will consist of solving a given business or research
problem using some of the AI methods learned. The group will present the solution to the problem.
The overall grading will be based on the following criteria:

criteria percentage Learning Comments

Objectives
Final Exam 20 % final exam
Individual Work 20 % includes
assignments,
voluntary
exercises,
research.
Midterm Exam 20 % midterm exam
Group 30 % includes quality of
Presentation group project and
delivery
Class Participation 10 % includes active
engagement in
class
asking/answering
questions

RE-SIT / RE-TAKE POLICY

PARTICIPATION
The following criteria will be used to make a judgment about your class participation:
Quality (not quantity) of in class and forum participation. Specially, high quality comments revealing
deep insights and a good understanding of the subject will be very considered as positive scores.
Concise and precise presentation of your ideas will reveal that you have a good understanding of
what you are saying. Basically, the ability of explaining deep or difficult concepts in simple terms.
Frequency of relevant interventions. Doing the right intervention at the right time, which includes
asking questions that may also help your peers to understand better which is being explained.
ASSIGNMENTS
Assignments on previously covered material or prework to prepare for the upcoming class will be
given periodically. These can be in the form of quizzes and or short programming exercises. These
quizzes will help you assess your overall understanding of the subject being studied and identify
any caveat in your learning. The dates of these assignments will be announced by the professor
weekly. Students should be prepared to solve these assignments as they comes in.

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All assignments need to be submitted online via Turnitin on Campus Online. All other methods of
submission will not be considered.
FINAL GROUP PROJECT
The group project has the highest weight in the overall grade because it is an important part of this
course. Each group (composed of 4 -5 students) will be asked to choose an advanced topic related
to the course content. The professor will suggest several topics to pick up at the beginning of the
course. The solution to the problem should constitute a complete and working solution (e.g.,
uploaded as a repository in GitHub). This will mimic how professionals work and familiarize
students with software version control. This solution has to be accompanied with a description of
the project and a presentation. There will be a special session where students will present their
solutions.
All assignments need to be submitted online via Turnitin on Campus Online. All other methods of
submission will not be considered.
MIDTERM AND FINAL EXAMS
There will be a midterm and a final exam, each of them covering part of the program. The final
exam may include questions from the part covered in the midterm exam as well. For the exams,
you will need your own laptop. Each of the exams is split in two parts, a theoretical and a practical
one. For the theoretical part you are allowed to bring an (2-sides) A4 sheet with all the formulae you
may consider. For the practical one you have to make use of your computer and be prepare to
complete programming questions.
Disclaimer:
NO QUESTIONS ARE ALLOWED DURING THE EXAMS. THE CHEAT-SHEET ALONG WITH
ANY SCRAP PAPER WILL BE COLLECTED AND STAPLED TO YOUR EXAMS.
In order to pass the course, you need a minimum grade of 5 in the final exam. If your grade in the
final exam does not reach the threshold value of 5, you will fail the course, even in the case in
which your weighted average (computed using the table above) exceeds 5.0.
Notice that the date of the midterm exams could change and needs to be considered with flexibility.
The precise date will be communicated to students two weeks ahead of time. The date of the final
and the retake exam CANNOT BE CHANGED under any circumstances.
There exists the possibility that both, midterm and final exams, will be in the form of take home
exercise. In such a case, the professor will adapt the exams to that format.

BIBLIOGRAPHY
Recommended
- Eli Stevens, Luca Antiga, Thomas Viehmann. (2020). Deep Learning with
PyTorch. Manning. ISBN 978161729526 (Digital)
- David Foster. (2022). Generative Deep Learning. Teaching Machines to Paint,
Write, Compose and Play. O'Reilly. ISBN 978149204194 (Digital)
- L. Tunstall, L. von Werra, T. Wolf. (2022). Natural Language Processing with
Transformers. Building Language Applications with Hugging Face.. O'Reilly. ISBN
978109810324 (Digital)
BEHAVIOR RULES

Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

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ATTENDANCE POLICY

Please, check the University's Attendance Policy here. The Program Director may
provide further indications.

ETHICAL POLICY

Please, check the University's Ethics Code here. The Program Director may
provide further indications.

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 ADVANCED TOPIC: FINANCIAL ANALYTICS
Bachelor in Data and Business Analytics BDBA SEP-2023
FA-DBA.4.M.A
Area Others
Number of sessions: 15
Academic year: 23-24
Degree course: FOURTH
Number of credits: 3.0
Semester: 2º
Category: COMPULSORY
Language: English

Professor: MANOEL FERNANDO GADI ALONSO

E-mail: [email protected]

Academic Background:
- Executive MBA, Business Administration and Management, IE Business School, Spain
- Master in Computer Science and Statistics, University of Sao Paulo, Brazil
- Computer Science Degree, University of Sao Paulo, Brazil
Academic Experience:
- Risk & Fraud Analytics - Master in Business Analytics & Big Data at IE Business School
- Statistical Programming Python - Master in Business Analytics & Big Data at IE Business
School
- Building a Fintech - Master in Business Analytics & Big Data at Universidad de Alcalá de
Henares
- Math and Stats for Big Data - Master in Business Analytics & Big Data at U-TAD
Corporate Experience:
- Founder and CEO of Suncaged Analytics Consulting Europe (Madrid: 2019-curr)
- Director of Analysis & Reporting, Altamira Real Estate (Madrid: 2018-2019)
- Director of Credit Rating, Big Data and Business Analytics, Bravo Capital (Madrid: 2015-2018)
- Head of R&D for Risk Analytics Area, Santander Bank Headquarters Spain (Madrid: 2012-
2015)
- R&D Risk Analytics Area Manager, Santander Bank United Kingdom (Milton Keynes: 2008-
2012)
- Credit Risk Modelling Manager, Santander Bank Brazil (Sao Paulo: 2007-2008)
- Credit Risk Supervisor, ibi bank (C&A group) (Sao Paulo: 2006-2007)
- Credit Card Risk analyst, Citibank Brazil (Sao Paulo: 2003-2005)
Office Hours

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 Office hours will be on request. Please contact at:

[email protected]

SUBJECT DESCRIPTION

Finance is a vast subject that involves the management, creation, and study of
money and investments, including acquiring capital and spending or investing
that money. Financial markets serve as the means to facilitate the flow of
money through investments and other financial instruments between different
parties. Financial instruments are monetary contracts that can be created,
traded, modified, and settled. These instruments include cash, ownership
interests in an entity, contractual rights to receive or deliver currency, debt such
as bonds and loans, equity such as shares, and derivatives such as options,
futures, and forwards. This diversity of financial instruments enables the flow of
money through economies worldwide.
Recent technological advances have propelled finance into a new era, driven
by two major forces. The first is programmatic access to real-time financial
data, which generates vast amounts of data that humans alone cannot process.
As a result, computational power and algorithms increasingly drive financial
markets instead of human traders. The second force is the growing importance
of artificial intelligence in finance. An increasing number of financial institutions
are investing in machine learning (ML) and deep learning (DL) algorithms to
improve their operations, trading, and investment performances.
This course covers essential topics in Financial Data Science that are at the
core of these technological evolutions, including financial data and
preprocessing, technical analysis, financial time series modeling, factor models
and volatility modeling, Montecarlo simulations, asset allocation and portfolio
optimization, and financial machine learning.

LEARNING OBJECTIVES

The course aims to cover the basic techniques involved in Financial Data
Science with a practical emphasis on their application, starting with traditional
methods such as time series analysis and factor models and progressing to
more modern techniques such as machine learning. The objective is to provide
students with an adequate understanding of theory and data analytics
knowledge previously acquired to determine which technique best solves a
specific problem.

TEACHING METHODOLOGY

IE University teaching method is defined by its collaborative, active, and applied nature. Students
actively participate in the whole process to build their knowledge and sharpen their skills.
Professor’s main role is to lead and guide students to achieve the learning objectives of the course.
This is done by engaging in a diverse range of teaching techniques and different types of learning
activities such as the following:

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 Learning Activity Weighting Estimated time a
student should
dedicate to prepare for
and participate in
Lectures 26.67 % 20.0 hours
Discussions 6.67 % 5.0 hours
Exercises in class, 6.67 % 5.0 hours
Asynchronous sessions,
Field Work
Group work 46.67 % 35.0 hours
Individual studying 13.33 % 10.0 hours
TOTAL 100.0 % 75.0 hours

PROGRAM

SESSION 1 (LIVE IN-PERSON)

Financial Data Science
The session begins by introducing the course, its objectives, methodology, and evaluation. The
second part of the session focuses on introducing Finance, including markets and instruments, and
how data science is transforming the field.

SESSION 2 (LIVE IN-PERSON)

Financial data and preprocessing
In this session we explore how financial data is different from other types of data commonly used in
machine learning tasks. We will learn the different techniques to access financial data from different
sources and how to preprocess it for further analysis.

SESSION 3 (LIVE IN-PERSON)

Financial data and preprocessing (Practice)
In this session we put in practice what we have learnt in the previous session. We will download
data for different instruments and preprocess it using Python.

SESSION 4 (LIVE IN-PERSON)

Technical analysis
Technical analysis is commonly used by traders and when creating trading systems. In this session
we demonstrate some fundamental basics of technical analysis as well as how to create elegant
dashboards in Python. We will be able to draw some insights into patterns emerging from a
selection of the most commonly used metrics.

SESSION 5 (LIVE IN-PERSON)

Technical analysis (Practice)
In this session we put in practice what we have learnt in the previous session. Students will perform
technical analysis of different instruments.

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SESSION 6 (LIVE IN-PERSON)
Financial time series modelling
Traditionally financial applications have been addressed using methods from Econometrics. This
session introduces the basics of time series modeling. Then, we look at two of the most widely used
approaches of time series modeling, exponential smoothing methods and ARIMA class models. We
present Python libraries to perform different statistical analyses and time series forecasting.

SESSION 7 (LIVE IN-PERSON)

Financial time series modelling (Practice)
In this session we put in practice what we have learnt in the previous session. We will use Python
to perform financial time series analysis.

SESSION 8 (LIVE IN-PERSON)

Factors models and volatility modelling
In the first part of this session we will introduce factor models. Factor models are financial models
that use factors (technical, fundamental, macroeconomic or alternate) to define a security's risk and
returns. These models are linear, as they define the securities returns to be a linear combination of
factor returns weighted by the securities factor exposures. We will estimate various factor models
starting with the simplest one-factor model and then explain how to estimate more advanced three-
, four-, and five-factor models.
In the second part of the session we address volatility modelling. We introduce the concept of
volatility forecasting using (G)ARCH class models, how to choose the best-fitting model, and how to
interpret your results.

Factors models and volatility modelling (Practice)

In this session we put in practice what we have learnt in the previous session. We will learn how to
create factor models and model volatility with GARCH using Python.

SESSION 9 (LIVE IN-PERSON)

Factors models and volatility modelling
In the first part of this session we will introduce factor models. Factor models are financial models
that use factors (technical, fundamental, macroeconomic or alternate) to define a security's risk and
returns. These models are linear, as they define the securities returns to be a linear combination of
factor returns weighted by the securities factor exposures. We will estimate various factor models
starting with the simplest one-factor model and then explain how to estimate more advanced three-
, four-, and five-factor models.
In the second part of the session we address volatility modelling. We introduce the concept of
volatility forecasting using (G)ARCH class models, how to choose the best-fitting model, and how to
interpret your results.

Factors models and volatility modelling (Practice)

In this session we put in practice what we have learnt in the previous session. We will learn how to
create factor models and model volatility with GARCH using Python.

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SESSION 10 (LIVE IN-PERSON)
Asset allocation and portfolio optimization
Investments in real life are done using a set of assets pulled in a portfolio to diversify risk. In this
session we introduce Modern Portfolio Theory (MPT) and show how to obtain the Efficient Frontier
and identify specific portfolios, such as minimum variance or the maximor Sharpe ratio. We also
show how to evaluate the performance of such portfolios.

Asset allocation and portfolio optimization (Practice)

In this session we put in practice what we have learnt in the previous session. We will learn how to
do portfolio analysis using Python.

SESSION 11 (LIVE IN-PERSON)

Asset allocation and portfolio optimization
Investments in real life are done using a set of assets pulled in a portfolio to diversify risk. In this
session we introduce Modern Portfolio Theory (MPT) and show how to obtain the Efficient Frontier
and identify specific portfolios, such as minimum variance or the maximor Sharpe ratio. We also
show how to evaluate the performance of such portfolios.

Asset allocation and portfolio optimization (Practice)

In this session we put in practice what we have learnt in the previous session. We will learn how to
do portfolio analysis using Python.

SESSION 12 (LIVE IN-PERSON)

Financial machine learning
In this session we introduce advanced techniques in financial analytics. We will explore applications
of Machine Learning in finance, such as price prediction or portfolio selection.

SESSION 13 (LIVE IN-PERSON)

Financial machine learning (Practice)
In this session we put in practice what we have learnt in the previous session. We will use machine
learning to address different problems in finance.

SESSION 14 (LIVE IN-PERSON)

Final Exam (Quiz)
In this session we do an in-class exercise/exam with all the course content.

SESSION 15 (LIVE IN-PERSON)

Group work presentation

EVALUATION CRITERIA

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Your final grade in the course will be based on both individual and group work of different
characteristics that will be weighted in the following way:

criteria percentage Learning Comments

Objectives
Final Exam 40 %
Group 40 %
Presentation
Class Participation 20 %

RE-SIT / RE-TAKE POLICY

A. Class participation and discussion
Class participation will be evaluated based on the following criteria:
Quality (not quantity) of your participation in class discussion: The most important dimension of
participation concerns what it is that you are saying. A high quality comment reveals depth of
insight, rigorous use of case evidence, consistency of argument, and realism. Frequency refers to
the attainment of a threshold quantity of contributions that is sufficient for making a reliable
assessment of comment quality. The logic is simple: if contributions are too few, one cannot reliably
assess the quality of your remarks. However, once threshold quantity has been achieved, simply
increasing the number of times you talk does not automatically improve your evaluation. Beyond
the threshold, it is the quality of your comments that must improve. In particular, one must be
especially careful that in claiming more than a fair share of “airtime”, quality is not sacrificed for
quantity. Finally, your attempts at participation should not be such that the instructor has to “go
looking for you”. You should be attempting to get into the debate on a regular basis.
You might want to avoid being classified as one of the following types of students:
- Repeaters, i.e., students that, consciously or unconsciously, make comments that are really just
repeats/rephrasing of what has already been said (by other students, or you). This wastes time and
adds nothing to learning.
- Ramblers, i.e., students that take a lot of time to say simple things or they may tell long
personal/professional stories, or they roam into topics that are not relevant, or simply make low-
quality comments just to participate. They waste valuable time and prevent other students
from being able to participate.
- Students that have been distracted (by social networks, etc.) or who have stopped paying
attention and then, later on, when they realized they have missed a term or concept, they ask you
about it.
B. Final exam
Students will be asked to complete quizzes to assess the overall understanding of the subject being
studied.
C. Group Work
The group project is an integral part of this course. Each group will be asked to work on a project,
prepare and deliver a presentation.

BIBLIOGRAPHY
Compulsory
- Yves Hilpisch. (2019). Python for Finance. Mastering Data-Driven Finance. 2nd
edition. O'Reilly Media, Inc, USA. ISBN 1492024333 (Digital)
- Eryk Lewinson. (2020). Python for Finance Cookbook: Over 50 recipes for
applying modern Python libraries to financial data. 1st. Packt. ISBN 1789618517

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(Digital)
- Yves J. Hilpisch. (2010). Artificial Intelligence in Finance: A Python-Based Guide.
First. O'Reilly Media, Inc, USA. ISBN 1492055433 (Digital)
Recommended
- Marcos M López de Prado. (2020). Machine Learning for Asset Managers. First.
Cambridge University Press. ISBN 1108792898 (Digital)
- Matthew F. Dixon, Igor Halperin, Paul Bilokon. (2020). Machine Learning in
Finance: From Theory to Practice. 1st. Springer. ISBN 3030410676 (Digital)
- Frederic Mishkin. (2018). Financial Markets and Institutions. Pearson. ISBN
1292215003 (Digital)
- Irene Aldridge. (2021). Big Data Science in Finance. First. John Wiley & Sons Inc.
ISBN 9781119602989 (Digital)

BEHAVIOR RULES

Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

ATTENDANCE POLICY

Please, check the University's Attendance Policy here. The Program Director may
provide further indications.

ETHICAL POLICY

Please, check the University's Ethics Code here. The Program Director may
provide further indications.

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 AI APPLICATIONS IN HEALTHCARE
Bachelor in Data and Business Analytics BDBA SEP-2023
AIAH-DBA.1C.4.M.A
Area Others
Number of sessions: 25
Academic year: 23-24
Degree course: FOURTH
Number of credits: 5.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: ADRIÁN SÁNCHEZ MORALES

E-mail: [email protected]

Dr Sánchez holds a PhD in Artificial Intelligence from Technical University of

Cartagena and Carlos III of Madrid, and a BSc in Telecommunication
Engineering from the same university. He has taken part in research projects
involving deep neural networks, computer vision and e-health technologies. He
has several years of experience in private companies, working as a data
scientist on all kind of sectors as well as project manager.
More details in https://www.linkedin.com/in/adrián-sánchez-morales/

If your question cannot be properly answered via email and/or you would prefer
to meet in person, please make an appointment to meet with me on the
university campus during my scheduled office hours. Office hours will be
determined during the semester and posted on Campus Online.

PREREQUISITES

Some recommended prerequisites for this type of course include:

- Basic knowledge of programming: Students should have a basic understanding of
programming concepts, such as variables, loops, and conditional statements. Knowledge of a
programming language like Python is also recommended.
- Knowledge of statistics: Students should have a good understanding of statistical concepts like
probability, mean, median, mode, standard deviation, and hypothesis testing. This will help
them analyze and interpret data using statistical techniques.
- Understanding of machine learning concepts: Students should have an understanding of
machine learning concepts like supervised and unsupervised learning, classification,
regression, clustering, and neural networks. This will help them understand and implement AI

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 algorithms for healthcare applications.
- Familiarity with healthcare data is a plus: Students should have a basic understanding of
healthcare data, including medical terminology, common healthcare data formats, and
electronic health records (EHRs). This will help them work with healthcare data and understand
the specific challenges associated with healthcare data.
Overall, a strong foundation in programming, statistics, machine learning, and healthcare data is
essential for success in a course on AI applications in healthcare.

SUBJECT DESCRIPTION

This course is designed to provide students with an understanding of the potential applications of
artificial intelligence (AI) in the field of healthcare. Topics covered will include AI techniques such as
machine learning, deep learning, natural language processing, and robotics, and how these
techniques can be applied to various healthcare scenarios such as disease diagnosis, treatment
planning, drug discovery, and patient monitoring. The course will also explore ethical considerations
related to the use of AI in healthcare.

LEARNING OBJECTIVES

Upon completion of this course, students will be able to:

- Understand the basic concepts and techniques of artificial intelligence, including machine
learning, deep learning, natural language processing, and robotics.
- Apply AI techniques to healthcare scenarios such as disease diagnosis, treatment planning,
drug discovery, and patient monitoring.
- Evaluate the potential benefits and limitations of AI applications in healthcare.
- Understand ethical considerations related to the use of AI in healthcare.

TEACHING METHODOLOGY

Learning Activity Weighting Estimated time a

student should
dedicate to prepare for
and participate in
Lectures 30.0 % 37.5 hours
Discussions 10.0 % 12.5 hours
Exercises in class, 30.0 % 37.5 hours
Asynchronous sessions,
Field Work
Group work 20.0 % 25.0 hours
Individual studying 10.0 % 12.5 hours
TOTAL 100.0 % 125.0 hours

PROGRAM

SESSION 1 (LIVE IN-PERSON)

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Course Introduction
In this session we will review the course logistics and organization together with basic concepts and
requirements along the subject.

SESSION 2 (LIVE IN-PERSON)

Introduction to Healthcare Intelligence
In this session, we provide a comprehensive overview of the current and future uses of Artificial
Intelligence in healthcare. We will start learning about the meaning of Healthcare Intelligence and
its objectives.

SESSION 3 (LIVE IN-PERSON)

Introduction to AI and Machine Learning
In this session, we will start learning about the main ML models and types of learning algorithms in
AI. We’ll see some examples of learning models. Finally, we’ll do some python exercises to review
basic concepts of the programming language.

SESSION 4 (LIVE IN-PERSON)

Regression ML Models
In this session we will look at the details of regression, from linear to more complex regression
models. Some problems will be included to be solved in the session.

SESSION 5 (LIVE IN-PERSON)

Practical Session
First practical session of the course, where we work on a real regression problem in Healthcare.

SESSION 6 (LIVE IN-PERSON)

Classification ML Models
In this session we will look at the details of classification models such as Logistic regression, SVMs
and Decision Trees. Some problems will be included to be solved in the session.

SESSION 7 (LIVE IN-PERSON)

Practical Session
We work on a real classification problem in Healthcare.

SESSION 8 (LIVE IN-PERSON)

Unsupervised Learning in Healthcare
In these sessions we will learn the challenge of unsupervised learning and the way of dealing with
missing data in healthcare applications.

SESSION 9 (LIVE IN-PERSON)

Final Project Introduction
Group Work Introduction

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SESSION 10 (LIVE IN-PERSON)
Deep Learning
Introduction to deep learning methods and overview of the basic algorithms with neural networks:
MLP and Autoencoders. Applications in Healthcare.

SESSION 11 (LIVE IN-PERSON)

Practical Session
Application of Deep Learning over a real AI-based problem in Healthcare.

SESSION 12 (LIVE IN-PERSON)

AI for Medical Imaging
After knowing the basics in neural networks, we will introduce the Convolutional Neural Networks.
We will review their theory and applications in Healthcare.

SESSION 13 (LIVE IN-PERSON)

Practical Session
In this session, we will work on a real Computer Vision application in Healthcare.

SESSION 14 (LIVE IN-PERSON)

Sequence Modeling and NLP
After knowing the basics in neural networks, we will introduce the Recurrent Neural Networks and
LSTMs. We will review their theory and applications in Healthcare.

SESSION 15 (LIVE IN-PERSON)

Introduction to Transformers
In this session we will introduce this novel architecture that aims to solve sequence-to-sequence
tasks while handling long-range dependencies with ease. We will see some real applications too.

SESSION 16 (LIVE IN-PERSON)

Practical Session
Working on a real NLP application with a text dataset in healthcare.

SESSION 17 (LIVE IN-PERSON)

Generative AI in Healthcare
Introduction to GAI and its potential in healthcare applications.

SESSION 18 (LIVE IN-PERSON)

AI for Health Monitoring
Introduction to health monitoring, wearable devices, sensors and applications in telemedicine.

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SESSION 19 (LIVE IN-PERSON)
AI for medical robotics
Review of the potential of AI and Robotics in healthcare.

SESSION 20 (LIVE IN-PERSON)

AI for Healthcare Ethics and Governance
Guidance on Ethics & Governance of Artificial Intelligence for Health.

SESSION 21 (LIVE IN-PERSON)

AI and Future Healthcare Trends
Conclussions of the course and review of current companies working on AI applied to Healthcare in
the world.

SESSION 22 (LIVE IN-PERSON)

Advanced Real Application
David Gomez Ullate Oteiza (one of our internal professors and head of math for the SST) will
present his research and prototype about computer vision devices to monitor babies.

SESSION 23 (LIVE IN-PERSON)

Group Work/Individual Presentations I

SESSION 24 (LIVE IN-PERSON)

Group Work/Individual Presentations II

SESSION 25 (LIVE IN-PERSON)

Exam

EVALUATION CRITERIA

Throughout this course, you will be asked to read material related to the sessions, participate in
discussions, complete individual assignments, participate in in-class quizzes, implement a final
project (creating a Python program which provides a solution to a business challenge) and present
the outcome of this project in class. Specifically, grading will be based on the following criteria:
1. Class participation – discussion: you are expected to attend every class and participate in the
discussions and class activities (problems, etc.). The basic criteria in grading your
participation are: a) your presence in each session, b) your (quality) contributions to the group
discussion. Lively discussions in the classroom are always encouraged, however, make sure
that you provide constructive comments which contribute to the learning experience of the
whole class.
2. Final project implementation: a major part of this course’s learning experience consists of a
final project (individual or in groups) which will be focusing on designing and implementing an
algorithmic solution to a business problem. The definition of the problem as well as the main

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06th June 2023
 requirements will be provided to you during the sessions, so that you have only to focus on
designing and implementing the best solution. Remember, creativity is always rewarded!
3. Individual work: you are expected to solve and present a number of problems and exercises
that will be presented along the practical sessions.
4. Final exam: at the end of the course, you will have to pass an individual exam. The minimum
pass grade is 3.5.
criteria percentage Learning Comments
Objectives
Final Exam 20 %
Individual Work 30 %
Group Work 35 %
Class Participation 15 %

RE-SIT / RE-TAKE POLICY

BIBLIOGRAPHY
Recommended
- Adam Bohr and Kaveh Memarzadeh. Artificial Intelligence in Healthcare. ISBN
9780128184387 (Digital)
- Gareth James, Daniela Witten, Trevor Hastie, Robert Tibshirani. An Introduction
to Statistical Learning. ISBN 9781071614204 (Digital)
BEHAVIOR RULES

Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

ATTENDANCE POLICY

Please, check the University's Attendance Policy here. The Program Director may
provide further indications.

ETHICAL POLICY

Please, check the University's Ethics Code here. The Program Director may
provide further indications.

6
06th June 2023
 APPLIED MACHINE LEARNING USING GRAPHS
Bachelor in Data and Business Analytics BDBA SEP-2023
AMLUG-DBA.1C.4.M.A
Area Others
Number of sessions: 15
Academic year: 23-24
Degree course: FOURTH
Number of credits: 3.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: MANUELE LEONELLI

E-mail: [email protected]

Manuele Leonelli is an Assistant Professor in the School of Human Sciences

and Technology at IE University. He obtained a PhD in Statistics from the
University of Warwick in 2015 under the supervision of Jim Q. Smith. He then
won a CAPES post-doctoral fellowship working at the Federal University of Rio
de Janeiro, Brazil, under the direction of Dani Gamerman. Before joining IE
University, he was a Lecturer in Statistics in the School of Mathematics and
Statistics at the University of Glasgow. Manuele’s research focuses on
probabilistic graphical models for decision-making under uncertainty and
inference over extreme values, with a focus on approximated inferential
algorithms within the Bayesian paradigm. His PhD thesis “Bayesian decision
support in complex systems: an algebraic and graphical approach,” won the
John Copas Prize for the best PhD Thesis in Statistics at the University of
Warwick in 2015.

[email protected]

PREREQUISITES

Basic knowledge of mathematics, probability, and programming.

SUBJECT DESCRIPTION

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Probabilistic graphical models (PGMs) are a rich framework for encoding probability distributions
over complex domains: joint (multivariate) distributions over large numbers of random variables that
interact with each other. These representations sit at the intersection of statistics and computer
science, relying on concepts from probability theory, graph algorithms, machine learning, and more.
They are the basis for the state-of-the-art methods in a wide variety of applications, such as
medical diagnosis, image understanding, speech recognition, natural language processing, and
many, many more. They are also a foundational tool in formulating many machine learning
problems.
The module focus on a specific PGM called Bayesian network, which is the most commonly used to
explore the dependence structure in datasets. The course discusses both its theoretical properties
as well as its use in practice. The focus will then move to inferential problems, i.e. how a Bayesian
network can be used to answer questions, and learning algorithms, i.e. how the structure of the
Bayesian network can be inferred from data.

LEARNING OBJECTIVES

At the end of the course, you will be able to:

- Describe the relationship between variables by means of a Bayesian network.
- Use Bayesian networks to perform inferential tasks.
- Learn Bayesian networks from data.
- Implement Bayesian networks in R.

TEACHING METHODOLOGY

Learning Activity Weighting Estimated time a

student should
dedicate to prepare for
and participate in
Lectures 20.0 % 15.0 hours
Discussions 13.33 % 10.0 hours
Exercises in class, 20.0 % 15.0 hours
Asynchronous sessions,
Field Work
Group work 26.67 % 20.0 hours
Individual studying 20.0 % 15.0 hours
TOTAL 100.0 % 75.0 hours

PROGRAM

SESSION 1 (LIVE IN-PERSON)

Overview of the module, discussion of assessment methods, introduction to Bayesian Networks.

SESSION 2 (LIVE IN-PERSON)

Using R to summarize data, exploratory data analysis in R.

SESSION 3 (LIVE IN-PERSON)

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Review of probability and statistics, conditional independence and its axioms.

SESSION 4 (LIVE IN-PERSON)

1st presentation of students' projects.

SESSION 5 (LIVE IN-PERSON)

Introduction to graph theory, directed acyclic graphs and undirected graphs.

SESSION 6 (LIVE IN-PERSON)

Bayesian networks, conditional independence and d-separation.

SESSION 7 (LIVE IN-PERSON)

Elicitation of Bayesian networks and their construction in R.

SESSION 8 (LIVE IN-PERSON)

2nd presentation of students' projects.

SESSION 9 (LIVE IN-PERSON)

Exact inference in Bayesian networks, moralization and junction trees.

SESSION 10 (LIVE IN-PERSON)

Estimation of the probabilities of a Bayesian networks, implementation in R.

SESSION 11 (LIVE IN-PERSON)

Learning Bayesian networks from data, implementation in R.

SESSION 12 (LIVE IN-PERSON)

3rd presentation of students' projects.

SESSION 13 (LIVE IN-PERSON)

Parameter sensitivity analysis, distances between Bayesian networks.

SESSION 14 (LIVE IN-PERSON)

Review class.

SESSION 15 (LIVE IN-PERSON)

4th presentation of students' project.

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EVALUATION CRITERIA

criteria percentage Learning Comments

Objectives
Individual 35 % Individual
Presentation of performance in the
project presentation of the
groupwork
Group Project 45 % Quality of the
group project
Class Participation 20 % Individual
participation in the
classroom

RE-SIT / RE-TAKE POLICY

BIBLIOGRAPHY
Recommended
- Koller, D., & Friedman, N. Probabilistic Graphical Models: Principles and Practice.
MIT Press. ISBN 9780262258357 (Digital)
BEHAVIOR RULES

Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

ATTENDANCE POLICY

Please, check the University's Attendance Policy here. The Program Director may
provide further indications.

ETHICAL POLICY

Please, check the University's Ethics Code here. The Program Director may
provide further indications.

4
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 AT THE EDGE OF NEUROSCIENCE: MARKETING
DECISIONS
Bachelor in Data and Business Analytics BDBA SEP-2023
AEN-DBA.1C.4.M.A
Area Others
Number of sessions: 15
Academic year: 23-24
Degree course: FOURTH
Number of credits: 3.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: ROSARIO PERICUESTA CAMACHO

E-mail: [email protected]

ROSARIO PERICUESTA CAMACHO

Charo Pericuesta holds a Bachelor in Economics from the Universidad de
Salamanca, a Bachelor in Market Research from the Universidad Autónoma de
Madrid and a Master in Marketing and Sales Management from ESIC
University in Madrid.
She has been more than a decade in Nielseniq, advising multinational
companies in their strategy of innovation of their product portfolio using
consumer data analysis.
Prior to that she worked:
- In the consumer insights department of Mondelez (Kraft) developing research
plans to explore the different marketing initiatives of the company and using
different market research techniques to understand the consumer behaviour
and support decision making for the strategy of the brand;
- In United Planet in Boston as Marketing Project Manager;
- In Research International as Market Research Executive being seconded to
the Chicago Office;
- In Russell Bedford International in London as Marketing Assistant.

[email protected]

PREREQUISITES

No specific academic background required. Passion to learn.This course is particularly useful for
those interested in pursuing marketing and marketing research related careers.

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SUBJECT DESCRIPTION

Neuroscience helps us to understand the decision making process that we undergo as consumers.
For our brain, context matters and everything is relative. Consumers not always disclosure the
drivers behind their decisions, that’s why being able to measure such hidden drivers becomes so
important.
This course provides a first approach to how Neuroscience is currently applied to Marketing. In
particular understanding how attention, memory or emotion affect the decisions of consumers and
how brands and value perceptions are built in consumers’ minds.

LEARNING OBJECTIVES

The objectives are:

- Understanding how consumers make decisions.
- Understanding what’s outside consumers’ awareness and how to measure it.
- Leverage how our brain automatically works to make marketing experiences more powerful.

TEACHING METHODOLOGY

Learning Activity Weighting Estimated time a

student should
dedicate to prepare for
and participate in
Lectures 13.33 % 10.0 hours
Discussions 13.33 % 10.0 hours
Exercises in class, 20.0 % 15.0 hours
Asynchronous sessions,
Field Work
Group work 26.67 % 20.0 hours
Individual studying 26.67 % 20.0 hours
TOTAL 100.0 % 75.0 hours

PROGRAM

SESSION 1 (LIVE IN-PERSON)

SESSION 1: Introduction
- Course overview
- Introduction to consumer Neuroscience
- Landscape of implicit tools and their possible use in marketing

SESSION 2 (LIVE IN-PERSON)

SESSION 2: How our rational decision-making is hindered by cognitive biases I: Illusions

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SESSION 3 (LIVE IN-PERSON)
SESSION 3: How our rational decision-making is hindered by cognitive biases II: What factors
affect our decisions?

SESSION 4 (LIVE IN-PERSON)

SESSION 4: How we think: System 1 and System 2 – Thinking Fast and Slow
Implicit and explicit: Two modes of thinking
- System 1: The automatic mode
- System 2: The lazy controller
- System 1 and System 2 in decision making

SESSION 5 (LIVE IN-PERSON)

SESSION 5: Practice: System 1 and System 2

SESSION 6 (LIVE IN-PERSON)

SESSION 6: Attention: Standing out from competitors. Modern view of attention in marketing.

SESSION 7 (LIVE IN-PERSON)

SESSION 7: Power of familiarity in marketing
- Memory: How familiarity impact on our decision-making process
- The Mere Exposure Effect
- The brain as an association machine

SESSION 8 (LIVE IN-PERSON)

SESSION 8: Practice: Brands as associative memory networks

SESSION 9 (LIVE IN-PERSON)

SESSION 9: Approach or Avoid? How emotions motivate our decision-making process

SESSION 10 (LIVE IN-PERSON)

SESSION 10: How the halo effect affects consumers’ responses

SESSION 11 (LIVE IN-PERSON)

SESSION 11: Value beyond price. How non-conscious processes impact value calculations.

SESSION 12 (LIVE IN-PERSON)

SESSION 12: Neuroscience and Social Marketing

SESSION 13 (LIVE IN-PERSON)

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07th June 2023
SESSION 13: Ethics of Consumer Neuroscience

SESSION 14 (LIVE IN-PERSON)

SESSION 14: – Market Research today and tomorrow: the impact of Neuroscience

SESSION 15 (LIVE IN-PERSON)

Exam

EVALUATION CRITERIA

criteria percentage Learning Comments

Objectives
Final Exam 30 %
Individual Work 20 %
Group 30 %
Presentation
Class Participation 20 %

RE-SIT / RE-TAKE POLICY

BIBLIOGRAPHY
Recommended
- Edited by Moran Cerf and Manuel Garcia-Garcia. (2017). Consumer
Neuroscience. The MIT Press. ISBN 9780262036597 (Printed)
- Daniel Kahneman. Thinking, fast and slow. PENGUIN BOOKS LTD. ISBN
0141033576 (Printed)
- Richard H. Thaler and Cass R. Sunstein. Nudge, the final edition.. Penguin
Books. ISBN 9780143137009 (Printed)
- Dan Ariely. Predictably Irrational. Generic. ISBN 9780062018205 (Printed)
- Phil Rosenzweig. The halo effect… and the Eight Other Business Delusions That
Deceive Managers. FREE PR. ISBN 9781476784038 (Printed)
BEHAVIOR RULES

Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

ATTENDANCE POLICY

Please, check the University's Attendance Policy here. The Program Director may
provide further indications.

ETHICAL POLICY

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07th June 2023
Please, check the University's Ethics Code here. The Program Director may
provide further indications.

5
07th June 2023
 AUTOMATION AND SECURITY ENGINEERING
Bachelor in Data and Business Analytics BDBA SEP-2023
ASE-DBA.1C.4.M.A
Area Others
Number of sessions: 25
Academic year: 23-24
Degree course: FOURTH
Number of credits: 5.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: PEDRO FIGUEIRAS VICENTE

E-mail: [email protected]

Pedro Figueiras, Senior Data Expert

* BSc Physics by USC. MBA by EEN Business school. Master's degree in AI
research by UIMP
* Executive education: Digital transformation by IE Business school. Internet of
Things by MIOTI
* 15+ years experience in Technology, both in Business and Engineering
positions
* C-level positions in Industrial companies
* Freelance consultant for Data Engineering and Data Science projects
* Private investor. Data & AI Startups mentor.

[email protected]

PREREQUISITES

SUBJECT DESCRIPTION

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 This course explores the principles, techniques, and tools used in securing
automated systems and software. Students will learn how to design,
implement, and maintain secure systems by leveraging the latest technologies
and methodologies in security engineering. The course emphasizes the
importance of incorporating security measures throughout the entire software
development lifecycle, with a particular focus on continuous integration and
continuous delivery (CI/CD) pipelines and the cloud.

LEARNING OBJECTIVES

Upon successful completion of this course, students will be able to:

- Utilize the CI/CD method in software development and its related tools
- Understand the fundamental principles of Security Engineering in the context of Automation
systems
- Identify potential security threats and vulnerabilities
- Develop strategies for mitigating security risks in automated Cloud deployments
- Apply secure coding practices and guidelines

TEACHING METHODOLOGY

IE University teaching method is defined by its collaborative, active, and applied nature. Students
actively participate in the whole process to build their knowledge and sharpen their skills.
Professor’s main role is to lead and guide students to achieve the learning objectives of the course.
This is done by engaging in a diverse range of teaching techniques and different types of learning
activities such as the following:

Learning Activity Weighting Estimated time a

student should
dedicate to prepare for
and participate in
Lectures 48.0 % 60.0 hours
Discussions 8.0 % 10.0 hours
Exercises in class, 16.0 % 20.0 hours
Asynchronous sessions,
Field Work
Group work 16.0 % 20.0 hours
Individual studying 12.0 % 15.0 hours
TOTAL 100.0 % 125.0 hours

PROGRAM

SESSION 1 (LIVE IN-PERSON)

Introduction
- Overview of automation systems and their security challenges
- Importance of security engineering in automation systems

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SESSION 2 (LIVE IN-PERSON)
CI/CD concepts I
- Fundamentals of CI/CD. Basic tools.
- In-class workshop: Introducing Git

SESSION 3 (LIVE IN-PERSON)

CI/CD concepts II
- Process automation
- In-class workshop: Jenkins

SESSION 4 (LIVE IN-PERSON)

CI/CD concepts III
- Exercise 1: connecting Github and Jenkins
- In-class workshop: Docker

SESSION 5 (LIVE IN-PERSON)

CI/CD concepts IV
- The deployment stage
- In-class workshop: CI/CD working
- Assignment CI/CD

SESSION 6 (LIVE IN-PERSON)

Fundamentals of Security Engineering I
- Secure design principles
- Threat modeling and risk assessment

SESSION 7 (LIVE IN-PERSON)

Fundamentals of Security Engineering II
- Common attack vectors
- Identifying potential vulnerabilities in automation systems

SESSION 8 (LIVE IN-PERSON)

Fundamentals of Security Engineering III
- Types of security controls
- Implementing effective countermeasures

SESSION 9 (LIVE IN-PERSON)

Fundamentals of Security Engineering IV
- Input validation and output encoding
- Exercise: proposing a Risk assesment & countermeasures

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 - Assignment SE

SESSION 10 (LIVE IN-PERSON)

Group project I
- Definition and methodology
- Groups creation, case presentation and next steps

SESSION 11 (LIVE IN-PERSON)

Security in CI/CD I
- Environment isolation and hardening
- Code review and static analysis

SESSION 12 (LIVE IN-PERSON)

Security in CI/CD II
- Dynamic analysis and penetration testing
- Vulnerability management and patching

SESSION 13 (LIVE IN-PERSON)

Security in CI/CD III
- In-class workshop: security implementation in a CI process

SESSION 14 (LIVE IN-PERSON)

Security in CI/CD IV
- Secure deployment practices
- Configuration management and secrets management
- Assignment SCI

SESSION 15 (LIVE IN-PERSON)

Cloud Security I
- Shared responsibility model
- Cloud security best practices

SESSION 16 (LIVE IN-PERSON)

Cloud Security II
- IAM concepts and components
- Managing access to cloud resources
- In-class workshop: configuring Azure to use resources

SESSION 17 (LIVE IN-PERSON)

Cloud security III

4
06th July 2023
 - Infrastructure as Code (IaC)
- Security configurations and policies
- In-class workshop: AWS policies

SESSION 18 (LIVE IN-PERSON)

Cloud security IV
- Data encryption and key management
- Data loss prevention and recovery
- Assignment CS

SESSION 19 (LIVE IN-PERSON)

Emerging trends I
- Basics of cryptography
- Encryption, hashing, and digital signatures

SESSION 20 (LIVE IN-PERSON)

Emerging trends II
- Privacy Engineering
- In-class workshop: selective encryption in the cloud

SESSION 21 (LIVE IN-PERSON)

Emerging trends III
- Extending Security Engineering to decentralized architectures
- Blockchain Security in Automation Systems

SESSION 22 (LIVE IN-PERSON)

Emerging trends IV
- Artificial intelligence and machine learning in security
- The future of automation security

SESSION 23 (LIVE IN-PERSON)

Group project II
- Validation of project development

SESSION 24 (LIVE IN-PERSON)

Course recap
- Putting together the pieces
- In-class workshop: complete CI/CD pipeline

SESSION 25 (LIVE IN-PERSON)

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06th July 2023
Group project III
- Final presentation

EVALUATION CRITERIA

criteria percentage Learning Comments

Objectives
Intermediate tests 50 % Total of the four
individual
assignments that
have been
proposed
Group Work 40 % It includes all the
presentations and
delivered code
Class Participation 10 % See below

RE-SIT / RE-TAKE POLICY

Class participation:
To be evaluated based on the following criteria:
- Quality (not quantity) of your participation in class discussion: The most important dimension of
participation concerns what it is that you are saying. A high quality comment reveals depth of
insight, rigorous use of case evidence, consistency of argument, and realism.
- Frequency refers to the attainment of a threshold quantity of contributions that is sufficient for
making a reliable assessment of comment quality. The logic is simple: if contributions are too
few, one cannot reliably assess the quality of your remarks. However, once threshold quantity
has been achieved, simply increasing the number of times you talk does not automatically
improve your evaluation. Beyond the threshold, it is the quality of your comments that must
improve. In particular, one must be especially careful that in claiming more than a fair share of
“airtime”, quality is not sacrificed for quantity.
- Finally, your attempts at participation should not be such that the instructor has to “go looking
for you”. You should be attempting to get into the debate on a regular basis.
You might want to avoid being classified as one of the following types of students:
- Repeaters, i.e., students that, consciously or unconsciously, make comments that are really
just repeats/rephrasing of what has already been said (by other students, or you). This wastes
time and adds nothing to learning.
- Ramblers, i.e., students that take a lot of time to say simple things or they may tell long
personal/professional stories, or they roam into topics that are not relevant, or simply make low-
quality comments just to participate. They waste valuable time and prevent other students from
being able to participate.
- Students that have been distracted (by Facebook, etc.) or who have stopped paying attention
and then, later on, when they realized they have missed a term or concept, they ask you about
it.
As per University Policy:
Each student has 4 chances to pass any given course distributed in two consecutive academic
years (regular period and July period).

6
06th July 2023
It is mandatory to attend 100% of the classes. Students who do not comply with at least 70%
attendance will lose their 1st and 2nd chance, and go directly to the 3rd one (they will need to enroll
again in this course the next academic year).
Grading for retakes will be subject to the following rules:
- Those students who failed the subject in the first regular period will have to do a retake in July
(except those not complying with attendance rules who are banned from this possibility).
- Dates and location of the July retakes will be posted in advance and will not be changed.
Please take this into consideration when planning your summer.
- The maximum grade that a student may obtain in the 2nd exam session is 8 out of 10. Those
students in the 3rd call will be required to attend 50% of the classes. If due to schedule overlap,
a different option will be discussed with the professor in order to pass the subject.
BIBLIOGRAPHY
Recommended
- Gene Kim, Jez Humble, Patrick Debois, and John Willis. The DevOps Handbook:
How to Create World-Class Agility, Reliability, and Security in Technology Orgs.
ISBN 978194278800 (Digital)
https://ie.on.worldcat.org/oclc/1341896353
- Jez Humble and David Farley. Continuous Delivery: Reliable Software Releases
through Build, Test, and Deployment Automation. ISBN 978032160191 (Digital)
https://ie.on.worldcat.org/oclc/1100830377
- Julien Vehent. Securing DevOps: Security in the Cloud. ISBN 978161729413
(Digital)
https://ie.on.worldcat.org/oclc/1105800614

BEHAVIOR RULES

Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

ATTENDANCE POLICY

Please, check the University's Attendance Policy here. The Program Director may
provide further indications.

ETHICAL POLICY

Please, check the University's Ethics Code here. The Program Director may
provide further indications.

7
06th July 2023
 BAYESIAN STATISTICS
Bachelor in Data and Business Analytics BDBA SEP-2023
BS-DBA.1C.4.M.A
Area Others
Number of sessions: 15
Academic year: 23-24
Degree course: FOURTH
Number of credits: 3.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: MANUELE LEONELLI

E-mail: [email protected]

Manuele Leonelli is an Assistant Professor in the School of Human Sciences

and Technology at IE University. He obtained a PhD in Statistics from the
University of Warwick in 2015 under the supervision of Jim Q. Smith. He then
won a CAPES post-doctoral fellowship working at the Federal University of Rio
de Janeiro, Brazil, under the direction of Dani Gamerman. Before joining IE
University, he was a Lecturer in Statistics in the School of Mathematics and
Statistics at the University of Glasgow. Manuele’s research focuses on
probabilistic graphical models for decision-making under uncertainty and
inference over extreme values, with a focus on approximated inferential
algorithms within the Bayesian paradigm. His PhD thesis “Bayesian decision
support in complex systems: an algebraic and graphical approach,” won the
John Copas Prize for the best PhD Thesis in Statistics at the University of
Warwick in 2015.

[email protected]

PREREQUISITES

Basic knowledge of Calculus, Probability and Statistical Inference.

SUBJECT DESCRIPTION

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We often use probabilities informally to express our information and beliefs about unknown
quantities. However, the use of probabilities to express information can be made formal: In a
precise mathematical sense, it can be shown that probabilities can numerically represent a set of
rational beliefs, that there is a relationship between probability and information, and that Bayes’ rule
provides a rational method for updating beliefs in light of new information. The process of inductive
learning via Bayes’ rule is referred to as Bayesian Inference.
More generally, Bayesian methods are data analysis tools that are derived from the principles of
Bayesian inference. In addition to their formal interpretation as a means of induction, Bayesian
methods provide:
- parameter estimates with good statistical properties;
- parsimonious descriptions of observed data;
- predictions for missing data and forecasts of future data;
- a computational framework for model estimation, selection and validation.
Thus, the use of Bayesian methods goes beyond the formal task of induction for which the methods
are derived. Throughout this module we will explore the broad uses of Bayesian methods for a
variety of inferential and statistical tasks.

LEARNING OBJECTIVES

At the end of the course, you will be able to:

- Summarize the basic steps of a Bayesian inferential analysis.
- Perform prior to posterior updating of probabilities.
- Model real-world data with Bayesian methods.

TEACHING METHODOLOGY

Learning Activity Weighting Estimated time a

student should
dedicate to prepare for
and participate in
Lectures 21.33 % 16.0 hours
Discussions 6.67 % 5.0 hours
Exercises in class, 18.67 % 14.0 hours
Asynchronous sessions,
Field Work
Group work 26.67 % 20.0 hours
Individual studying 26.67 % 20.0 hours
TOTAL 100.0 % 75.0 hours

PROGRAM

SESSION 1 (LIVE IN-PERSON)

Introduction to the course and to Bayesian statistics.

SESSION 2 (LIVE IN-PERSON)

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12th June 2023
The steps of Bayesian data analysis.

SESSION 3 (LIVE IN-PERSON)

A review of probability for Bayesian data analysis.

SESSION 4 (LIVE IN-PERSON)

Bayes rule and its use for inference: Estimating bias in binomial probabilities using a Bayesian
approach.

SESSION 5 (LIVE IN-PERSON)

SESSION 6 (LIVE IN-PERSON)

Lab: Bayes rule in action.

SESSION 7 (LIVE IN-PERSON)

Inferring Binomial probabilities and the Beta distribution.

SESSION 8 (LIVE IN-PERSON)

The Beta posterior distribution and its use for inference.

SESSION 9 (LIVE IN-PERSON)

Lab: The Beta distribution in action.

SESSION 10 (LIVE IN-PERSON)

Random walks and their properties.

SESSION 11 (LIVE IN-PERSON)

The Metropolis algorithms.

SESSION 12 (LIVE IN-PERSON)

Lab: The Metropolis algorithm in action.

SESSION 13 (LIVE IN-PERSON)

The Gibbs algorithm.

SESSION 14 (LIVE IN-PERSON)

Accuracy and efficiency of Bayesian algorithms.

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SESSION 15 (LIVE IN-PERSON)
Lab: The Gibbs algorithm in action.

EVALUATION CRITERIA

Your final grade in the course is based on a variety of activites. The weight of each one will be as
follows:

criteria percentage Learning Comments

Objectives
Intermediate Tests 30 %
Workgroups 50 %
Class Participation 20 %

RE-SIT / RE-TAKE POLICY

Class Participation (20%)
Your grade will be based on: active engagement in synchronous and asynchronous classes. For
asynchronous activities, participation will be based on a within-group peer-evaluation of your
commitment and contribution during labs.
Lab Reports (80%)
In small groups you will produce short reports for each of the labs, showing the code you developed
and the results of your analysis.
Late Assignments/Presentation
Will be penalized 10% per 24-hour period, starting on the day they are due. Only in cases of
emergency or illness can changes be made to due dates of assignments or projects. ALL such
arrangements are the full responsibility of the student and must be made PRIOR to the due date.
Failure to confirm any changes to the due date with the professor prior to the due date will result in
a grade of zero.
Minimum passing grade
The overall passing course grade is 5.0.

BIBLIOGRAPHY
Recommended
- Kruschke, J.K. Doing Bayesian Data Analysis. ISBN 9780124059160 (Digital)
BEHAVIOR RULES

Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

ATTENDANCE POLICY

Please, check the University's Attendance Policy here. The Program Director may
provide further indications.

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12th June 2023
ETHICAL POLICY

Please, check the University's Ethics Code here. The Program Director may
provide further indications.

5
12th June 2023
 CLINICAL DATA AND LAW
Bachelor in Data and Business Analytics BDBA SEP-2023
CDL-DBA.1C.4.M.A
Area Others
Number of sessions: 15
Academic year: 23-24
Degree course: FOURTH
Number of credits: 3.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: MARCOS GALLEGO LLORENTE

E-mail: [email protected]

Marcos is currently a senior consultant at Vintura, a healthcare strategy

boutique.
Marcos brings extensive experience working on the technology, business and
policy sides of healthcare. He holds a PhD from the Universiity of Cambridge,
has worked as a consultant at Cambridge Innovation Consulting and Vintura,
has collaborated with the OECD, at the Science, Technology and Innovation
Directorate on the Future of AI in Healthcare, and also works as research lead
at the IE School of Global and Public Affairs CGC program on the Future of
Healthcare.
He holds 6+ years of experience at the interface between science, technology,
healthcare, business and policymaking, helping companies and governments
identify technology-enabled opportunities, exploit emerging market gaps,
anticipate the future needs of different skeholders, and develop the right use
cases for developing innovative products and services.

[email protected] or +34 684168105.

PREREQUISITES

No format prerequisits to enter this course.

SUBJECT DESCRIPTION

This course explores the intersection of clinical data and law. Through a series of interactive
discussions and case studies, students will learn how to navigate the complex ethical, legal, and
social issues surrounding the collection, analysis, and use of clinical data.

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LEARNING OBJECTIVES

Course Goals:
- To develop a critical understanding of the ethical, legal, and social issues surrounding the
collection, analysis, and use of clinical data.
- To provide students with the skills and knowledge necessary to navigate the complex legal and
regulatory landscape surrounding clinical data.
- To encourage students to engage in critical thinking and analysis of the ethical and social
implications of the use of clinical data in healthcare.
Full bibliography and reading lists will be included at the beginning of the course.

TEACHING METHODOLOGY

Learning Activity Weighting Estimated time a

student should
dedicate to prepare for
and participate in
Lectures 20.0 % 15.0 hours
Discussions 6.67 % 5.0 hours
Exercises in class, 8.0 % 6.0 hours
Asynchronous sessions,
Field Work
Group work 18.67 % 14.0 hours
Individual studying 46.67 % 35.0 hours
TOTAL 100.0 % 75.0 hours

PROGRAM

SESSION 1 (LIVE IN-PERSON)

Introduction to Clinical Data and Law.
This session provides an overview of the course and introduces students to the key ethical, legal,
and social issues surrounding the collection, analysis, and use of clinical data.
Article: Evolving regulatory perspectives on digital health technologies for medicinal product
development (Seya Colloud et al. Digit. Med. 6, 56; 2023) (NPJ)

SESSION 2 (LIVE IN-PERSON)

The The Legal Framework & Ethics of Clinical Data Collection
This session explores the ethical considerations involved in the collection of clinical data, including
issues related to privacy, consent, and confidentiality. This session also examines the legal
framework surrounding the collection of clinical data, including the HIPAA Privacy Rule, the
Common Rule, and state laws governing data collection.

SESSION 3 (LIVE IN-PERSON)

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[Guest lecture]
This session will bring an external speaker to showcase the in-hospital challenges for data
collection in terms of regulatory, ethics, and feasibility. It will wrap-up with success examples of best
practices for data collection and its usefulness for research and model training.

SESSION 4 (LIVE IN-PERSON)

Using Clinical Data: Research and Public Health
This session explores the use of clinical data in research, including issues related to informed
consent, risk, and benefit. The session will also examine the use of clinical data in public health,
including issues related to surveillance, outbreak investigation, and emergency response.

SESSION 5 (LIVE IN-PERSON)

Clinical Data and Quality Improvement
This session explores the use of clinical data in quality improvement initiatives, including issues
related to data analysis, benchmarking, performance measurement, as well as including issues
related to interoperability, data security, and data sharing.

SESSION 6 (LIVE IN-PERSON)

Clinical Data and Precision Medicine
This session explores the use of clinical data in precision medicine, including issues related to data
analysis, risk stratification, and patient-centered care.

SESSION 7 (LIVE IN-PERSON)

Clinical Data in Artificial Intelligence
This session examines the use of artificial intelligence in the collection, analysis, and use of clinical
data, including issues related to algorithmic bias, transparency, and accountability.

SESSION 8 (LIVE IN-PERSON)

Clinical Data and Genomics
This session explores the use of clinical data in genomics, including issues related to privacy,
informed consent, and genetic discrimination.

SESSION 9 (LIVE IN-PERSON)

Clinical Data and Medical Device Regulation
This session examines the regulation of medical devices that use clinical data, including issues
related to safety, efficacy, and post-market surveillance.

SESSION 10 (LIVE IN-PERSON)

Clinical Data and Drug Development
This session explores the use of clinical data in drug development, including issues related to
clinical trial design, safety monitoring, and regulatory approval.

SESSION 11 (LIVE IN-PERSON)

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[Guest speaker]
This session will bring in a guest speaker to reflect on the uses of data in the settings discussed in
the previous lectures: Personalised Health, AI, and Genomics.

SESSION 12 (LIVE IN-PERSON)

Future Directions for Regulation of Clinical Data
This session provides a summary of the course and encourages students to reflect on the ethical,
legal, and social implications of the use of clinical data in healthcare.

SESSIONS 13 - 14 (LIVE IN-PERSON)

Student presentations

SESSION 15 (LIVE IN-PERSON)

Exam

EVALUATION CRITERIA

Evaluation will include:

- Coursework 1: Secondary research overview. Students will research a policy topic and identify
the latest regulation developments in different geographies (EU, USA, and others)
- Coursework 2: Policy Proposal: Students will research and develop an op-ed with a a policy
proposal addressing a specific issue in clinical data and law. They will identify gaps or
challenges in existing policies, analyze their implications, and propose recommendations for
improving the legal and ethical framework surrounding clinical data collection, use, and
protection.
- Group work: Each group can research and prepare a presentation on their assigned topic (tbd).
Students will analyze real-world cases involving the collection, analysis, and use of clinical
data, and identify the key ethical, legal, and social issues involved.
- Written exam. Mocks will be provided.
criteria percentage Learning Comments
Objectives
Final Exam 50 % Full overview of
the course
Coursework 2 15 % Op-ed writing,
compelling policy-
making, issue
analysis
Coursework 1 15 % Secondary
research and
policy reviews
Group 10 % Case study
Presentation analysis, best
practice sharing
Class Participation 10 % Participation in
discussions

RE-SIT / RE-TAKE POLICY

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All students who fail the course will be given a second chance as a re-sit.

BEHAVIOR RULES

Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

ATTENDANCE POLICY

Please, check the University's Attendance Policy here. The Program Director may
provide further indications.

ETHICAL POLICY

Please, check the University's Ethics Code here. The Program Director may
provide further indications.

5
14th June 2023
 DATA GOVERNANCE
Bachelor in Data and Business Analytics BDBA SEP-2023
DG-DBA.4.M.A
Area Others
Number of sessions: 15
Academic year: 23-24
Degree course: FOURTH
Number of credits: 3.0
Semester: 2º
Category: COMPULSORY
Language: English

Professor: ALFONSO FERNÁNDEZ REVENGA

E-mail: [email protected]

In over 15 years of experience in the discipline of data architectures, I have

played several roles in the field of Data Management and Big Data. During my
time in KPMG and EY, I helped to build and consolidate the corporete Data
Lake environment as the corporate decision-making system and as a manager
of Big Data architecture. In 2017 I joined as Product Owner and Head of Data
Governance at Stratio, where we built a full Augmented Data Fabric producto
that covers the whole lifecycle of data management: Auto-discovering the data,
virtualizing it, providing it with metadata and intelligently giving it semantic
meaning and, finally, mining it with MLOps. All with a unique platform that
ensures the best integration among the different parts.
Data Management and Data Governance expert, based on DAMA Framework
(DMBOK2).
Specialized in project management with agile methodologies (scrum and
kanban).

Office Hours
Office hours will be on request. Please contact at:

On demand, via zoom mmeting

Before or after the classes

Professor: SILVINA ARCE GIL

E-mail: [email protected]

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 Experienced Chief Data Officer, establishing a robust and integral Data
Strategy & Governance model, with a demonstrated history of working in the
banking&retail industries. She has been involved in Banking transformations for
more than 20 years, projects related to Core Banking and Digital
transformation. She has been leading this kind of projects in different financial
institutions worldwide.

Office Hours
Office hours will be on request. Please contact at:

On demand, via zoom mmeting

Before or after the classes

SUBJECT DESCRIPTION

In 2017, The economist publishes “The world’s most valuable resource is no

longer oil, but data”. In 2021, a report from the World Economic Forum states
that “data now constitute a new kind of economic asset, such as cash or gold “.
Since then, all organizations have tried to extract the value from this strategic
asset to take better decisions regardless the size of the sector or their business
purpose. Data, instead of intuition, will lead them to the right decisions. This is
what we call Data Driven Companies.
The key driver to the adoption of data and intelligence to 100% in the
organizations is to have an efficient management of the data in its life cycle. So
what do the organizations do to manage such an important asset? A great
amount of them invest to increase their capabilities in one or various of the
stages of the data life cycle (collection, integration, storage, exploitation, etc.)
rather than undertaking the issue under a holistic point of view.
Data Management and governance are the main drivers to ensure data is used
for decision-making. While Data Governance establishes policies, procedures,
roles, and responsibilities around data, Data Management applies those
policies and procedures along the whole life cycle of data.
During this course, terms as Data Governance, Data Quality, Metadata
Managment, Data Strategy, Security, etc. and the relationships between them
will be explained to get a full knowledge of data Managment.

LEARNING OBJECTIVES

The objective of the course is to provide students with necessary skills that wolud allow them to
efficiently manage the life cycle of an organization's data.
At the end of the course, students will be able to:
- Apply Data Management as a whole, using one of the most recognized frameworks in the
sector
- Know through real cases, the best practices carried out in organizations that allow obtaining
value from their data assets
- Understand the best practices in different disciplines related to data management
- Avoid the most common mistakes and correctly apply the knowledge in this matter

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TEACHING METHODOLOGY

IE University teaching method is defined by its collaborative, active, and applied nature. Students
actively participate in the whole process to build their knowledge and sharpen their skills.
Professor’s main role is to lead and guide students to achieve the learning objectives of the course.
This is done by engaging in a diverse range of teaching techniques and different types of learning
activities such as the following:

Learning Activity Weighting Estimated time a

student should
dedicate to prepare for
and participate in
Lectures 26.67 % 20.0 hours
Discussions 6.67 % 5.0 hours
Group work 26.67 % 20.0 hours
Individual studying 40.0 % 30.0 hours
TOTAL 100.0 % 75.0 hours

PROGRAM

SESSION 1 (LIVE IN-PERSON)

Introduction to Data Managment & Governance:
- Presentation
- Data as an asset
- Key Business Questions and KPIs

SESSION 2 (LIVE IN-PERSON)

Data Managment fundamentals:
- Introduction to Data Managment and fundamentals
- Essential concepts
- Data Managment frameworks

SESSION 3 (LIVE IN-PERSON)

Data governance:
- Business drivers
- Goals and principles
- Activities
- Implementation guidelines
- Metrics

SESSION 4 (LIVE IN-PERSON)

Data Strategy
- Introduction

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30th October 2023
 - Business drivers
- Data maturity level with dataMat
- Data Strategy with dataToolkit

SESSION 5 (LIVE IN-PERSON)

Data Arquitecture:
- Business drivers
- Activities, tools and techniques
- Data architecture governance: metrics

SESSION 6 (LIVE IN-PERSON)

Data maturity assesmet and Data Strategy
A group research project in which students need to make a data matrity assesment using dataMat,
and make a Data Strategy proposal using dataToolkit.
Reference material (Club CDO):
- dataMat
- dataToolkit

SESSION 7 (LIVE IN-PERSON)

Data Modeling & Design:
- Business drivers
- Goals and principles
- Activities and tools
- Best practices in database design

SESSION 8 (LIVE IN-PERSON)

Data Warehousing & Business Intelligence:
- Business drivers
- Goals and principles
- Essential concepts
- Activities, tools and techniques
- Implementation guidelines
- DW/BI Governance

SESSION 9 (LIVE IN-PERSON)

Designing a Multidimensional model
Students will have to design a Star Schema or a Snowflake Schema for a given business model

SESSION 10 (LIVE IN-PERSON)

Data integration and Interoperability
- Business drivers

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30th October 2023
 - Goals and principles
- Activities and tools
- Best practices in database design
Reference material:

SESSION 11 (LIVE IN-PERSON)

Data Security and Ethics :
- Business drivers
- Goals and principles
- Essentials concepts
- Activities, tools and techniques
- Implementation guidelines

SESSION 12 (LIVE IN-PERSON)

Metadata Managment:
- Business drivers
- Goals and principles
- Essentials concepts
- Activities, tools and techniques
- Implementation guidelines
- Metadata Governance

SESSION 13 (LIVE IN-PERSON)

Data Quality:
- Business drivers
- Goals and principles
- Essentials concepts
- Activities, tools and techniques
- Implementation guidelines
- Data Quality and Data Governance

SESSION 14 (LIVE IN-PERSON)

Setting up the best Data Quality framework
In this session, students have to deploy a Data Quality Solution for the data model created in
session number seven

SESSION 15 (LIVE IN-PERSON)

Final exam

EVALUATION CRITERIA

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30th October 2023
Your final grade in the course will be based on both individual and group work of different
characteristics that will be weighted in the following way:

criteria percentage Learning Comments

Objectives
Final Exam 40 %
Workgroups 15 % Each group will
send the proposal
to the teacher
within a maximum
of seven days from
the session #4
Individual Work 15 % Each student must
send the desing up
to seven days from
the finalization of
session #7
Workgroups 15 % Each group will
send the proposal
to the teacher
within a maximum
of seven days from
the session #13
Class Participation 15 %

RE-SIT / RE-TAKE POLICY

BIBLIOGRAPHY
Compulsory
- Deborah Henderson, Susan Early, Laura Sebastian-Coleman, elena Sykora, Eva
Smith. DAMA - DMBOK. Second edition. Techincs publications. BASKING RIDGE,
NEW JERSEY. ISBN 1634622340 (Digital)
This guide provides information on data governance, data architecture, data
development, database operations, data security, reference and master data, data
warehousing and business intelligence, document and content management, meta
data management, data quality and professional development. DAMA-DMBOK2
provides data management and IT professionals, executives, knowledge workers,
educators, and researchers with a framework to manage their data and mature their
information infrastructure
Recommended
- Robert S. Seiner. NON-INVASIVE DATA GOVERNANCE. ISBN 9781935504856
(Digital)

BEHAVIOR RULES

Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

ATTENDANCE POLICY

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30th October 2023
Please, check the University's Attendance Policy here. The Program Director may
provide further indications.

ETHICAL POLICY

Please, check the University's Ethics Code here. The Program Director may
provide further indications.

7
30th October 2023
 DATA IN THE HEALTHCARE INDUSTRY
Bachelor in Data and Business Analytics BDBA SEP-2023
DHI-DBA.1C.4.M.A
Area Others
Number of sessions: 15
Academic year: 23-24
Degree course: FOURTH
Number of credits: 3.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: DAVID GONZALEZ PISANO

E-mail: [email protected]

David G Pisano holds a MSc in Applied Statistic, a MSc in Bioinformatics PhD and a BSc in
Fundamental (Cellular and Molecular) Biology from Oviedo University. Research interests include
integrative and multimodal approaches to improve processes in the healthcare industry, with
special focus on the usage of omics data in diagnostics, patient segmentation and improvement of
health outcomes. He has published 114 papers in peer-reviewed scientific journals, with more than
11,000 acumulated citations and h-index 46. Lecturer in genomics, bioinformatics, biomedical data
handling and advance analytics in the healthcare industry. Previous jobs include ISP owner and
CTO, process and technology consultant, project manager and service delivery manager, CTO, lab
director, and head of healthcare analytics. He is currently the Clinical Bionformatics Director at
Genomocore.
David is an accomplished senior level manager with solid background in technology consulting,
professional service delivery, cancer genomics research, and data science/advanced analytics
within insurance/healthcare sector. He has in-depth knowledge of processes and requisites related
with healthcare, pharmaceutical, manufacturing, veterinary, in-vitro diagnostics, biotechnology,
R&D, cancer research, and high performance computing. Well-versed in devising strategies for the
achievement of short and long-term organisational objectives. Articulate communicator and speaker
with proven track record or fostering strong relations with multi-disciplinary functions, stakeholders,
and C-suite executives. Skilled problem-solver, supporting the achievement of individual and
shared goals.
CORPORATE EXPERIENCE
- Current position: Clinical Bioinformatics Director, Made of Genes (Barcelona: 2020-present)
- Health Analytics Head, Sanitas (Madrid: 2016-2019)
- Head of Bioinformatics, Spanish National Cancer Research Centre (CNIO) (Madrid: 2006-
2016)
- CTO, National Bioinformatics Institute (Madrid: 2004-2009)
- Head Bioinformatician, GENOMICA (Zeltia) (Madrid: 2001-2003)
- Service Delivery Manager for Iberia and Latin America, Thermo Fisher Scientific (Madrid: 2000-
2001)

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 - Project Manager, Thermo Fisher Scientific (Madrid: 1999)
- Project Consultant, Thermo Fisher Scientific (Madrid: 1998)
- Founder & CTO, CSSC (Oviedo: 1995-1997)
ACADEMIC BACKGROUND
- Accelerate: Building Business from Science & Technology, IE Business School
- MSc Statistics, UNED
- MSc Bioinformatics, GNA
- MSc Biochemistry, Univ. Oviedo
- BSc Molecular Biology, Univ. Oviedo
- Corporate Experience
ACADEMIC EXPERIENCE
- Master in Business Analytics & Big Data (IE University)
- Master in Research Methodology in Molecular Biosciences (Univ. Autonoma Madrid)
- Master in Bioinformatics (Univ. Complutense de Madrid, National Health School)
- Master in Health Biotechnology, Technology and Biotechnology Management (CESIF, Madrid)
- Summer School in Bioinformatics (Univ. Complutense, Madrid)
- Biotechnology Degree (Univ. Francisco de Vitoria, Madrid)
- Biology Degree (IE University, Segovia)
- Bichemistry Degree (Univ. Oviedo)
[email protected]

PREREQUISITES

SUBJECT DESCRIPTION

This is an introductory course for data in the healthcare industry, from the
perspective of data analysts. Through this course, you will gain highly valuable
skills in the healthcare sector by understanding how the healthcare system
records information about each patient and medical encounter. You will also
learn the specific features of health data that enable you to perform more
insightful analyses. You will also be able to communicate more effectively with
clinical and analytic colleagues. You will be empowered to improve care
processes and make a difference to many people’s health and lives.

LEARNING OBJECTIVES

- To gain an understanding of healthcare data as fundamental basis for health analytics

- To explore the generation and usage of data in the healthcare industry
- To recognize the kind of datasets produced in the health system, their sources, the tools to
manage and explore them and understand them, and their limits and applications in distinct
scenarios

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 - To understand –omics and other big data technologies, and to realise that they drive the
profound changes to be experienced by biomedical data sciences

TEACHING METHODOLOGY

IE University teaching method is defined by its collaborative, active, and applied nature. Students
actively participate in the whole process to build their knowledge and sharpen their skills.
Professor’s main role is to lead and guide students to achieve the learning objectives of the course.
This is done by engaging in a diverse range of teaching techniques and different types of learning
activities such as the following:

Learning Activity Weighting Estimated time a

student should
dedicate to prepare for
and participate in
Lectures 6.67 % 5.0 hours
Discussions 6.67 % 5.0 hours
Exercises in class, 26.67 % 20.0 hours
Asynchronous sessions,
Field Work
Group work 33.33 % 25.0 hours
Individual studying 26.67 % 20.0 hours
TOTAL 100.0 % 75.0 hours

PROGRAM

SESSION 1 (LIVE IN-PERSON)

Introduction. Historical perspective. Health vs Healthcare Data. Characteristics and Challenges

SESSION 2 (LIVE IN-PERSON)

Healthcare Data Standards: Standardized vocabularies, controlled vocabularies, terminologies,
and ontologies. CPT, ICD, LOINC, RxNORM, SNOMED, UMLSs… Data interchange and
representation

SESSION 3 (LIVE IN-PERSON)

EHR Data + Case Study

SESSION 4 (LIVE IN-PERSON)

Health Insurance Claims Data + Case Study

SESSION 5 (LIVE IN-PERSON)

Laboratory Data + Individual Task (blood test redesign)

SESSION 6 (LIVE IN-PERSON)

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Unstructured Data: medical images, medical notes, signals…

SESSION 7 (LIVE IN-PERSON)

Genomics and other -omic data + Hands-on: Genomics Data Analysis

SESSION 8 (LIVE IN-PERSON)

Clinical Trials Data

SESSION 9 (LIVE IN-PERSON)

Biomedical research and open data. RWD, Wearables and other data sources

SESSION 10 (LIVE IN-PERSON)

Healthcare Data Models: operations, supported use cases, normalization, integration, data quality

SESSION 11 (LIVE IN-PERSON)

Dataviz in Healthcare: monitors & dashboards

SESSION 12 (LIVE IN-PERSON)

Hands-on: Dataviz in Healthcare

SESSIONS 13 - 14 (LIVE IN-PERSON)

Final Group Presentations

SESSION 15 (LIVE IN-PERSON)

Exam

EVALUATION CRITERIA

criteria percentage Learning Comments

Objectives
Final Exam 40 %
Group 30 %
Presentation
Individual work 20 %
Class Participation 10 %

RE-SIT / RE-TAKE POLICY

Each student has four chances to pass any given course distributed over two consecutive
academic years: ordinary call exams and extraordinary call exams (re-sits) in June/July.
Students who do not comply with the 70% attendance rule during the semester will fail both calls for
this Academic Year (ordinary and extraordinary) and have to re-take the course (i.e., re-enroll) in
the next Academic Year.

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20th July 2023
Evaluation criteria:
- Students failing the course in the ordinary call (during the semester) will have to re-sit the exam
in June / July (except those not complying with the attendance rule, who will not have that
opportunity and must directly re-enroll in the course on the next Academic Year).
- The extraordinary call exams in June / July (re-sits) require your physical presence at the
campus you are enrolled in (Segovia or Madrid). There is no possibility to change the date,
location or format of any exam, under any circumstances. Dates and location of the June / July
re-sit exams will be posted in advance. Please take this into consideration when planning your
summer.
- The June / July re-sit exam will consist of a comprehensive exam. Your final grade for the
course will depend on the performance in this exam only; continuous evaluation over the
semester will not be taken into consideration. Students will have to achieve the minimum
passing grade of 5 and can obtain a maximum grade of 8.0 (out of 10.0) – i.e., “notable” in the
in the re-sit exam.
- Retakers: Students who failed the subject on a previous Academic Year and are now re-
enrolled as re-takers in a course will be needed to check the syllabus of the assigned
professor, as well as contact the professor individually, regarding the specific evaluation criteria
for them as retakers in the course during that semester (ordinary call of that Academic Year).
The maximum grade that may be obtained in the retake exam (3rd call) is 10.0.
After ordinary and extraordinary call exams are graded by the professor, you will have a possibility
to attend a review session for that exam and course grade. Please be available to attend the
session in order to clarify any concerns you might have regarding your exam. Your professor will
inform you about the time and place of the review session. Any grade appeals require that the
student attended the review session prior to appealing.
- Students failing more than 18 ECTS credits after the June-July re-sits will be asked to leave the
Program. Please, make sure to prepare yourself well for the exams in order to pass your failed
subjects.
- In case you decide to skip the opportunity to re-sit for an exam during the June / July
extraordinary call, you will need to enroll in that course again for the next Academic Year as a
re-taker and pay the corresponding extra cost. As you know, students have a total of four
allowed calls to pass a given subject or course, in order to remain in the program

BEHAVIOR RULES

Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

ATTENDANCE POLICY

Please, check the University's Attendance Policy here. The Program Director may
provide further indications.

ETHICAL POLICY

5
20th July 2023
Please, check the University's Ethics Code here. The Program Director may
provide further indications.

6
20th July 2023
 DEEP REINFORCEMENT LEARNING
Bachelor in Data and Business Analytics BDBA SEP-2023
DRL-DBA.1C.4.M.A
Area Others
Number of sessions: 25
Academic year: 23-24
Degree course: FOURTH
Number of credits: 5.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: JOSÉ MANUEL REY GONZÁLEZ

E-mail: [email protected]

Consultant Director of numerous projects of strategic planning and business

development, market studies and quality improvement, revenue growth and
cost optimization, business processes reengineering, information systems
design and implementation, for companies in virtually all industries, in both
public and private sectors, with a systemic approach based on the identification
of innovative competitive strategies, efficient organizational and process
transformation and a firm leverage on the impulse of new technologies
Education
He is a Civil Engineer graduated with honors, special End Of Career Award,
Bachelor of Economics and Business Administration, PhD student (unfinished)
in Applied Quantitative Economics, and holds a CISA Title from the EDPAA
(now ISACA) and a Master in Corporate Finance IESE, University of Navarra.
Professional Background
He became International Partner in Arthur Andersen in 1997, led the area of
Innovation and Business Transformation, responsible for comprehensive
quality management services, shared services centers, process reengineering
and technological integration and the eBusiness area for strategic planning and
development of interactive business and electronic commerce nationwide.
International Director of the World Excellence Center for Business Process
Reengineering, member of the eBusiness leadership team in EMEIA and
coordinator of this practice in the Mediterranean region.
He was a Managing Director in KPMG Consulting/BearingPoint, responsible for
the Technology industry within the Telecommunications, Media and Content
Sector and leader of the area of Process Innovation Solutions and Advanced
Technology
He has served as Member of Board of Directors, Advisory boards or
Management Consultant in matters of strategy and business development for
several Spanish companies and Advisor of Venture Capital Companies and
M&A Firms.

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 Arbitrator of the Madrid Arbitration Court, specialist in the Technology,
Information and Communications sector and Developer of an advanced
software platform for modelling business risks and economic projections,
valuation of companies & portfolios and for building advanced risk & value
information systems for Directors.
Public Activity and Teaching
He has been part of the Advisory Committees of eMobility and SIMO. He was a
member of the Jury of the National eMobility Prize and participated in the
Competitiveness Forums of Madrid and Castilla y León.
Instructor and speaker in numerous courses and seminars, national and
international, of a general nature and related to his areas of specialization.
Lecturer in various Business Management Master courses in subjects related
to advanced economic and statistical analysis as well as organizer of the
Master eBusiness of the Universidad Pontificia de Comillas, Speaker in the
Executive Education Program of ESADE and in the Executive MBA of AEDE
Business School in the subjects of "Information Systems", "Technological
Environment" and "Systems Architecture".
He has published articles on business and technical content topics in
newspapers such as Expansión, Cinco Días, Gaceta de los Negocios,
Actualidad Económica, Dinero, etc., and directed or participated, as author or
coordinator, in the publication of various books on issues of quality,
organization and information technology (Las empresas del click / The
Clickable Corporation [1999, Actualidad Económica], La Calidad en
España/Quality in Spain [1995, Cinco Días]) and collaborated in the
development of others (The organization in the information age: Learning,
Innovation and Change [ 1995, IESE])
He was listed in the year 2000 by Actualidad Económica in the ranking of the
100 most relevant people on the Internet and eBusiness in Spain.

E-Mail: [email protected]

PREREQUISITES

To optimize your chances of success in this program, we recommend having a good Python
programming knowledge with at least 120hrs of programming experience, familiarity with data
structures and experience with libraries. This is especially important for the assignments, and for
getting the most out of the F2F practice/tutorials along the course. Additionally, the use of some
standard Machine Learning libraries such as scikit-learn, Tensorflow and Pytorch will be required.
The new environment programming and tools (such as OpenAI gym) will be introduced and
covered along the course.
In a few sections, some of the theoretical concepts will be presented with quite a bit of rigor and a
good college-level knowledge of linear algebra, calculus and basic inferential statistics would be
desirable for a thorough understanding. For example, it is expected that you know about standard
probability distributions (Uniform, Gaussians, Poisson…), and also understand the operation and
interpretation of derivatives and the basic mathematics underlying probability models. Some
concepts about dynamic programming and markov decision processes will be revisited.

SUBJECT DESCRIPTION

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Reinforcement Learning (RL) is a melting pot where excellent computational techniques of dynamic
programming, heuristic search in problem spaces and the new techniques of functional
representation of neural networks have converged with great success to build a highly scalable
area of discipline that is allowing to efficiently attack a wide range of problems previously
considered as practically unapproachable.
Throughout the course we will analyze each of these components in a structured way and we will
see the types of approach combinations currently in use, from basic Q-Value models, to Deep QL
and methods based on policy gradients, actor-critic, curiosity driven and other innovations in the
dynamic definition of reward functions.
We will try to understand in which problem scenarios they are most advisable, their strengths and
limitations and to anticipate some of the future trends that will progressively lead to advances and
breakthroughs in this field.

LEARNING OBJECTIVES

The main objective of this course is to introduce students to the exciting field of RL and to set up a
framework of knowledge that will allow them to make informed analysis of the opportunities and
challenges for its successful application in Business.
To achieve this, we will focus on helping students grasp a sound understanding of RL techniques
and their variations (model-free, model-based, online/offline RL, behavioural cloning, etc) and a
good intuition of how to apply them to tasks of their own design.
It encompasses knowledge about:
- the fundamentals and theoretical principles of this discipline,
- the most relevant algorithms used in practice,
- the engineering process for the development and management of this type of projects and
- the understanding of the difficulties, obstacles and challenges to be faced in this path.
Therefore, it will combine both a theoretical and conceptual approach with a hands-on technical
understanding of the different stages of these type of RL projects keeping always a clear
perspective of the business issues and opportunities and the future evolution and innovations from
the current state of the art.
To streamline the technical/computational requirements, we will concentrate on the
implementations using Python, and a level of complexity ranging from basic to intermediate.
For some advanced examples we could also touch on some other development environments
(such as LUA for robotics or Matlab for process-control) but just for showcase purposes. No
programming activities will be required in these cases.

TEACHING METHODOLOGY

IE University teaching method is defined by its collaborative, active, and applied nature. Students
actively participate in the whole process to build their knowledge and sharpen their skills.
Professor’s main role is to lead and guide students to achieve the learning objectives of the course.
This program will try to put you in a good starting point for becoming a well-rounded RL
practitioner, experiencing how to build RL models and apply them to problems in various fields.
We have tried to organize the different knowledge blocks integrating the conceptual and
theoretical background first, then moving into practice/tutorials examples and then framing
assignments of assorted levels of complexity.

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We expect students to work 3 to 8 hours/week on average. This is a rough estimation of total hours
the average student may take to complete all required coursework, including lecture and
project time (actual hours may vary depending on the individual student and each specific stage of
the course).
The course will be both lecture and example-based, and will include group in-class discussions
to promote learning and understanding of the course material in a variety of formats.
The course will have 6 main elements:
- Lectures: We will explain the theoretical ideas, concepts and methods involved and will try
to check on-time the correct understanding of the key elements. Questions and feedback will
be the basic tool for this interactive dialog, in order to guarantee that the message gets across.
- Examples/Tutorials/Cases: We will use profusely cases and examples related to the
theory (and preparatory for the Assignments). Questions and what-if interactive analysis will
be encouraged.
- Discussions: as one critical skill for your future is how you present your work, we
will encourage from time to time, for the relevant concepts in each section, some group
discussions. A few of them will be announced in advance and will require some preparation
from each student.
- Assignments: practical exercises for experimenting with RL concepts, algorithms
and techniques.
- Exams: There will just one formal test/exam, and a “test-exam” assignment will be included
to get students used to answer questions about RL in different types of formats.
- Group work: For the final part of the course the student will have to work in a small group
for preparing a final project presentation.
Assignments:
The best way to learn about a machine learning method is to program it yourself and
experiment with it. So, the assignments will generally involve implementing machine learning
algorithms, and experimentation to test your algorithms on some data. You will be asked to
summarize your work, and analyze the results.
The implementations will be done in Python, creating Jupyter notebooks or pure Python
programs (in some cases, numba or cython could be required for performance optimization), and
the structure and review criteria will be reported for each specific job.
Though they are considered as individual work, the "individual assignments" will be realized
(and delivered jointly) in small groups that will be defined by an special algorithm that will
dynamically form the groups for each assignment ensuring that no two students will be assigned
more than once together and trying to optimize and combine the skills of each one based on their
previous results to maximize cross-learning, Therefore, collaboration on the assignments is only
allowed (and enforced) within each group. Each student/group is responsible for his or her own
work.
Discussion of assignments and programs should be limited to clarification of the handout itself,
and should not involve any sharing of pseudocode or code or simulation results.
The only exception will be for the Final Group Assignment, for which another specific algorithm
will try to create optimized groups based on the preferences informed by each student.
The schedule of assignments is included in the syllabus and in general will correspond to
the sessions planned as "with assignment" except for exceptions required for the best development
of the content.
Assignments are due at the beginning of class/tutorial on the due date. Because they may
be discussed in class that day, it is important that you have completed them by that day.

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Optionally, some of the assignments could have the form of a “bake-off” (a competition
between machine learning algorithms). We will give everyone some data for training a RL system,
and you will try to develop the best method. We will then determine which system performs best on
some unseen test data.
Exams:
There will just one formal test/exam. However, as an especial practice/assignment the students
will have a series of test-exams to get them prepared for answering questions about RL (multiple
choice, true-false or open questions). These test-exams will be either automatically scored by
the machine or in some cases will require a self-evaluation or self-assessment. So, they are a type
of simulation of an open-book exam on all material covered up to that point in the lectures,
tutorials, required readings, and assignments, but eventually there could be topics not covered in
any of these that will require some online investigation or other type of research to find out (or
understand) the possible answers. The final scoring of this “assignment” will be based on the
number of testexams done (freely decided by each student), their average results, and the degree
of progressive improvement/learning shown.
The questions for the final test/exam will be selected from the ones used for the practice.
Participation:
We expect students to attend all lectures, and all practice/tutorials. Attention, interaction and
participation during these lectures is especially important because we will cover material in class
that is not included in the reference readings. Also, the tutorials will not only be for review,
practicing and answering questions, but new material and concepts will also be covered or
explained.
The oreintative expected distribution of times for these different types of learning activities is such
as the following:
Learning Activity Weighting Estimated time a
student should
dedicate to prepare for
and participate in
Lectures 16.0 % 20.0 hours
Discussions 8.0 % 10.0 hours
Exercises in class, 52.0 % 65.0 hours
Asynchronous sessions,
Field Work
Group work 12.0 % 15.0 hours
Individual studying 12.0 % 15.0 hours
TOTAL 100.0 % 125.0 hours

PROGRAM

SESSION 1 (LIVE IN-PERSON)

INTRODUCTION TO THE COURSE (SYLLABUS)
Procedural Learning and RL motivation. Overview of contents and analysis of the approaches and
the relevant issues in this field.

SESSION 2 (LIVE IN-PERSON)

RL INTRODUCTION
Building blocks of current RL algorithms and approaches.
Different convergent routes to current RL (from MPC, Markov Chains, Genetic algorithms, etc...).

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RL BASIC CONCEPTS
Definition of intelligent agents and their types. Evaluative vs Instructive feedback. Associative vs
Non-associative models.
Book Chapters: Reinforcement Learning: An Introduction; Chapter 1, Section 1.7 Early history of
Reinforcement Learning Chapter 1, Section 1.3 Elements of Reinforcement Learning (See
Bibliography)

SESSION 3 (LIVE IN-PERSON)

MULTI-ARMED BANDITS
Introduction to contextual bandits and its understanding as a basis for full RL.
Interesting "low-hanging fruits" practical examples for its direct application in some type of business
problems.
Book Chapters: Reinforcement Learning: An Introduction; Chapter 2, Tabular Solution Methods (See
Bibliography)

SESSION 4 (LIVE IN-PERSON)

GRAPHS, SEARCH, MDP's
The understanding of the search space and its representation and the possible dimensions of
heuristic approaches for search, prediction and control. Introduction to Markov Decision Processes.
Review and apply concepts about MDP's.
Practical cases of MDP's. Intuition and analytical solutions (for simple cases). Understanding of
techniques for its representation (backup diagrams).
DYNAMIC PROGRAMMING, CSP's, GAME THEORY
The iterative value function and the Generalized Policy Improvement techniques.
Book Chapters: Reinforcement Learning: An Introduction; Chapter 3, Tabular Solution Methods,
Finite Markov Decision Processes Chapter 4, Tabular Solution Methods, Dynamic Programming
(See Bibliography)

SESSION 5 (LIVE IN-PERSON)

MONTE CARLO METHODS [Assignment: WARM-UP ASSIGNMENT]
Explanation of Monte Carlo methods and the mathematical foundations behind the (extremely
versatile in ML) Importance Sampling technique. The merge of these approaches with the TD ones:
n-step bootstrapping.
Book Chapters: Reinforcement Learning: An Introduction; Chapter 5, Mote Carlo Methods,
Importance Sampling (See Bibliography)

SESSION 6 (LIVE IN-PERSON)

TEMPORAL DIFFERENCES
The integration of the previous different concepts in the current cornerstone of RL (for finite-MDP-
like problems). Bellman Optimality Equation.
Book Chapters: Reinforcement Learning: An Introduction; Chapter 6, Temporal-Difference Learning
Chapter 7, n-step Bootstrapping (See Bibliography)

SESSION 7 (LIVE IN-PERSON)

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A FIRST PRACTICE - INTEGRATION OF CONCEPTS
The Snake Game. Application of the principles studied to an initial problem. Comparison with the
other possible solutions (harcoded, genetic algorithm, hamiltonian paths, etc). Live comparison and
charting of all of them and discussion of pros and cons. Rationale behind the use of RL
approaches.

SESSION 8 (LIVE IN-PERSON)

LEARNING AND PLANNING
A deeper comparative study of the characteristics and differences of model-based vs model-free
methods.
Book Chapters: Reinforcement Learning: An Introduction; Chapter 8, Planning & Learning with
tabular methods (See Bibliography)

SESSION 9 (LIVE IN-PERSON)

EVOLUTIONARY COMPUTATION [Assignment: ASSIGNMENT]
Genetic algorithms and beyond, Non-dominated multi-objective optimization, the Pareto frontier and
NEAT.
Exploration of a sometimes considered independent field (genetic algorihtms and other non-
derivative-based methods). Practical examples of their use in practical problems such as multi-
objective optimization. Analysis of the non-dominated genetic algorithms (introduction to the
concept of Pareto frontier). Exploration of Neuro-Evolution techniques and the current and future
lines of research for connecting these types of solutions with the mainstream RL approaches.

SESSION 10 (LIVE IN-PERSON)

RL FRAMEWORKS
Overview of main RL Frameworks.
Comparison of some currently used RL frameworks (from OpenAI gym, stable baselines, etc to Ray
and RLib). Pros, cons and requisites for their use.

SESSION 11 (LIVE IN-PERSON)

INTERMEDIATE PRACTICE
Analysis and comparison of different algorithmic methods for the training of these types of models.

SESSION 12 (LIVE IN-PERSON)

APPROXIMATION METHODS
DEEP-Q NETWORKS
The key change in the strategy: the calculus of approximative functions (for value, q(s,a) or
policy functions). The main advantages of this approach. Focus in one of the main (most relevant
in practice) approaches: ANN function approximators.
Book Chapters: Reinforcement Learning: An Introduction; Chapter 9, On-policy prediction with
approximation. Section 9.7 Nonlinear Function Approximation: Artificial Neural Networks Chapter 10,
Chapter 11 and Chapter 12 (Eligibility traces) (See Bibliography)

SESSION 13 (LIVE IN-PERSON)

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POLICY GRADIENTS [Assignment: ASSIGNMENT]
Theory behind PGM's and the "Policy Gradient Theorem".
Book Chapters: Reinforcement Learning: An Introduction; Chapter 13: Policy Gradient Methods (See
Bibliography)

SESSION 14 (LIVE IN-PERSON)

ACTOR-CRITIC
Definition and analysis of the actor-critic methods. The concept of "advantage". Main algorithms.
Book Chapters: Reinforcement Learning: An Introduction; Chapter 13, Section 13.5 Actor-critic
methods (See Bibliography)

SESSION 15 (LIVE IN-PERSON)

PRACTICE REVIEW
Dissection and discussion of sample solutions. Exploration of main difficulties.

SESSION 16 (LIVE IN-PERSON)

PROBLEM APPROACH FRAMEWORK
Exhaustive analysis of a classical problem (The Travelling Salesman Problem) under all possible
lines of solutions (from Christofides to genetic algorithm, ant-colony optimization and simple or
complex Reinforcement Learning) Discussion of pros and cons and initial understanding of "When,
Why and How" of their possible uses.

SESSION 17 (LIVE IN-PERSON)

DEEP RL PRACTICE [Assignment: ASSIGNMENT]
Connecting the dots between RL and approximation (ANN) functions. Application to a more
complex learning problem. Comparison of results.

SESSION 18 (LIVE IN-PERSON)

SUMMARY RECAP
Recap session for all the concepts and algorithms introduced so far. Introductory extension to some
new concepts (Rainbow algorithms, etc).

SESSION 19 (LIVE IN-PERSON)

RESEARCH PAPERS, INNOVATION TRENDS [Assignment: EXAMINATION PRACTICE. BE
PREPARED TO ANSWER QUESTIONS ABOUT RL]
Study and discussion of some of the most relevant papers published in the field. This will include
the new developments in Parametric Model Based RL, Off-line RL, Inverse RL, introduction to the
novel field of IRL (learning an agent’s objectives, values, or rewards by observing its behavior).
Connection to related concepts of Behavioural Cloning, Imitation Learning and Teacher Agents,
etc and a summary of new approaches (reward shaping, finite automata rewards, hierarchical
RL...)
Analysis of obstacles and challenges in the field and in its practical application to business
problems.
Book Chapters: Reinforcement Learning: An Introduction; Chapter 17: Frontiers (See Bibliography)

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SESSION 20 (LIVE IN-PERSON)
MULTI-AGENT RL
Incursion in the multi-agent reinforcement learning (MARL) sub-field. Possible dynamics for the
behavior of multiple learning agents that coexist in a shared environment. Extension (or
generalization) of the basic principles to these type of complex models.

SESSION 21 (LIVE IN-PERSON)

RL APPLICATIONS [Assignment: GROUP ASSIGNMENT]
Exploration of business cases of practical application across the different industries.

SESSION 22 (LIVE IN-PERSON)

TOP CASES & COMPANIES
Company leaders in this field. Study of breakthrough examples (from AlphaGo, AlphaFold-2, Fusion
Reactor Modeling, and beyond).

SESSION 23 (LIVE IN-PERSON)

TEST-EXAM
Concept summary review examination. Not to be considered as a final exam. Its score will be
added to the rest of the evaluation items. No minimum passing grade required.

SESSION 24 (LIVE IN-PERSON)

GROUP PROJECTS PRESENTATIONS (A)
Presentations, discussion and Q&A of group projects.

SESSION 25 (LIVE IN-PERSON)

GROUP PROJECTS PRESENTATIONS (B), WRAP-UP
Presentations, discussion and Q&A of group projects.

EVALUATION CRITERIA

We will behave as professionals. This means that I expect you to come to class prepared to discuss
as if this was a meeting in your company. This is a small group, so we will take advantage of it
doing a lot of direct interaction. Come prepared to class and be inquisitive.
The followng table summarizes the Ongoing grading (maximum) for each of the sessions and
assignments:

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 Participati I.Assignme G.Assign Test/Exa
SESSION LECTURE TOTAL
on nt ment m
INTRODUCTION TO THE
DRL_01 4 4
COURSE (SYLLABUS)
RL INTRODUCTION RL BASIC
DRL_02 4 4
CONCEPTS
DRL_03 MULTI-ARMED BANDITS 4 4
MONTE CARLO METHODS
DRL_05 [Assignment: WARM-UP 4 40 44
ASSIGNMENT]
DRL_06 TEMPORAL DIFFERENCES 4 4
A FIRST PRACTICE -
DRL_07 4 4
INTEGRATION OF CONCEPTS
A FIRST PRACTICE -
DRL_07 4 4
INTEGRATION OF CONCEPTS
DRL_08 LEARNING AND PLANNING 4 4
EVOLUTIONARY
DRL_09 4 4
COMPUTATION
DRL_10 RL FRAMEWORKS 4 4
DRL_11 INTERMEDIATE PRACTICE 4 4
DRL_12 APPROXIMATION METHODS 4 4
POLICY GRADIENTS
DRL_13 4 40 44
[Assignment: ASSIGNMENT]
DRL_14 ACTOR-CRITIC 4 4
DRL_15 PRACTICE REVIEW 4 4
PROBLEM APPROACH
DRL_16 4 4
FRAMEWORK
DEEP RL PRACTICE
DRL_17 4 40 44
[Assignment: ASSIGNMENT]
DRL_18 SUMMARY RECAP 4 4
MODEL-BASED, OFF-LINE,
INVERSE RL RESEARCH
PAPERS, INNOVATION
DRL_19 TRENDS (A) [Assignment: 4 55 59
EXAMINATION PRACTICE. BE
PREPARED TO ANSWER
QUESTIONS ABOUT RL]
DRL_20 MULTI-AGENT RL 4 4
RL APPLICATIONS
DRL_21 [Assignment: GROUP 4 100 104
ASSIGNMENT]
DRL_22 TOP CASES & COMPANIES 4 4
DRL_23 TEST-EXAM 4 75 79
GROUP PROJECTS
DRL_24 4 50 54
PRESENTATIONS (A)
GROUP PROJECTS
DRL_25 PRESENTATIONS (B), WRAP- 4 4
UP

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Summary of Criteria:
CRITERIA POINTS PERCENTAGE
Participation 100 20%
I.Assignment 175 35%
G.Assignment 150 30%
Test/Exam 75 15%
TOTAL 500 100%

criteria percentage Learning Comments

Objectives
Final Exam 15 %
Individual 35 %
Assignments
Group Assignment 20 %
Group 10 %
Presentation
Participation 20 %

RE-SIT / RE-TAKE POLICY

BIBLIOGRAPHY
Compulsory
- Richard S. Sutton and Andrew G. Barto. (2018). Reinforcement Learning: An
Introduction. 2nd edition. AbeBooks. ISBN 9780262039246 (Digital)
This book covers the ground essential to understanding much of the work out
there published on RL. Could be hard going for the students without a relatively
solid mathematical background (especially the Bellman equations and monte-carlo
sections) but it is worth it. It is a must-read for anyone doing graduate research in
reinforcement learning in order to get to grips with these matters. It talks about most
important topics to get you started in the required direction.
BEHAVIOR RULES

Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

ATTENDANCE POLICY

Please, check the University's Attendance Policy here. The Program Director may
provide further indications.

ETHICAL POLICY

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Please, check the University's Ethics Code here. The Program Director may
provide further indications.

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 DEVOPS ENGINEERING
Bachelor in Data and Business Analytics BDBA SEP-2023
DE-DBA.1C.4.M.A
Area Others
Number of sessions: 25
Academic year: 23-24
Degree course: FOURTH
Number of credits: 5.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: IVÁN MAURICIO DÍAZ LEIVA

E-mail: [email protected]

Ivan Diaz, Senior Analytics Manager at Kearney Analytics since May 2022, has 14 years of
international experience in product & project management tohether with strategy consulting at
prominent firms such as Kearney, BCG, Bain & Co, and Deloitte S&O. At Kearney he is the lead for
the Data & Analytics transformation hub, and during his tenure at BCG GAMMA, Ivan served as the
Head of the Iberia node, supervising 18 analysts across various disciplines, including Data
Engineering, Data Science, Geo-Analytics, and Software Development. He holds an MSc in
Business Analytics and Big Data from IE Business School (Dean's list) and an MBA (Cum Laude)
from Stellenbosch Business School, along with certifications in PRINCE 2, Scrum Master, and
Product Owner.
Since November 2018, Ivan has been sharing his expertise as an instructor for Data Visualization,
Communication & Storytelling with Data courses at IE University's Master's in Business Analytics
and Big Data, Bachelor's in Business Analytics and Big Data, and the ieXL BootCamp. His teaching
has been recognized with academic awards for all three cohorts.
Few selected software development projects:
- Retail
- Development and deployment of a cross country, harmonized software solution, for Trade
Terms & Promo performance improvement (Azure, Databricks, Delta Lake, Power BI)
- Oil & Gas (Retail)
- Software development and deployment of a Personalization Engine for fuel and
convenience store retailers. Managing a cross-regional team of 6 Developers, including
DevOps, Back & Front Ends, and Data Science and Engineering Modules (AWS, Spark,
Docker, Django, React)
- Infrastructure
- Development and deployment of a data-intensive platform for Project Planning
optimization and prediction of large infrastructure project deviation for a large multinational
construction firm (AWS, Spark, Django, React)

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 - Pharma
- Developed of a SaaS Control Tower solution, for the coordination and planning of
Pharmaceutical studies across Europe (AWS, Postgres, Python, Tableau)
1. Teams or Slack channels set up for this purpose
2. [email protected]

PREREQUISITES

Students should have good understanding of software development, and some IT general
operations concepts. Including:
- Some good understanding of Python, and familiarity with the command line/ shell scripting
language (e.g. bash) to perform basic operations such as file manipulation, directory navigation,
and executing commands
- Familiarity with operating systems e.g. Windows, macOS, and Linux
- Basic knowledge of database, and basic understanding of concepts such as tables, queries,
and SQL
- Some exposure to version control e.g. Git, Github or GitLab
- Students will be provided with access to Azure Resource groups, students are expected to
familiarize themselves with this environment
Familiarity and scan reading to some reference of software (potentially) covered in class:
- Git: https://git-scm.com/
- Jenkins: https://www.jenkins.io/
- GitLab CI: https://docs.gitlab.com/ee/ci/
- Terraform: https://www.terraform.io/
- Azure DevOps: https://aws.amazon.com/cloudformation/
- Docker: https://www.docker.com/
- Kubernetes: https://kubernetes.io/
- Prometheus: https://prometheus.io/
- Grafana: https://grafana.com/

SUBJECT DESCRIPTION

The rapidly evolving field of software development has led to the rise of DevOps, a set of practices
that combine development and operations to streamline the software development process.
This course aims to equip students with the knowledge and skills required to understand and
implement DevOps principles and practices, enhancing their employability in a very competitive
software industry.
DevOps is a critical discipline, essential for modern software development and operations. In
today's fast-paced and highly competitive digital landscape, organizations need to be able to
deliver software and services quickly, reliably, and at scale. DevOps provides a set of
principles, practices, and tools that enable organizations to achieve these goals by breaking down
silos between development and operations teams, automating processes, and building a culture
of collaboration and continuous improvement (Agile).

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This course will introduce you to the fundamentals of DevOps and how it can help organizations to
accelerate their software delivery and increase their operational efficiency. You will learn about key
DevOps concepts, and how these concepts can be applied to build modern software applications.
Including:
- Coud
- Continuous integration, continuous delivery (CI/CD)
- Infrastructure as code (IaaC)
- Containerization,
- Monitoring
DevOps is not only important now, but it will also become increasingly
important in the future. As organizations continue to embrace digital
transformation, they will need to be able to deliver software and services
more quickly, reliably, and securely than ever before. DevOps provides a
framework for achieving these goals by enabling organizations to automate
their software delivery process, increase their operational efficiency, and
improve their overall quality of service.
Caveat emptor: Faithfully adhering to the agile spirit, this syllabus will be
modified and adapted to the specific requirements, needs, and pace of
the class. Lead this journey, provide feedback, and let's get the most out of
this experience together!

LEARNING OBJECTIVES

This course introduces the fundamentals of DevOps, a software development

methodology that combines software development and operations to enhance
collaboration and communication between teams. The course will cover topics
related to DevOps tools and practices that enable continuous integration,
continuous delivery, and continuous deployment. The course is designed for
undergraduate students who have a basic understanding of software
development. Between others you will be able to:
- Develop a solid understanding of DevOps principles and practices
- Gain hands-on experience with essential DevOps tools and technologies
- Understand the importance of communication and collaboration in the
DevOps process
- Apply DevOps practices to enhance software development and delivery,
through your own project
Disclaimer: The following description of the material covered is tentative.
An attempt will be made to cover all listed topics.

TEACHING METHODOLOGY

IE University teaching method is defined by its collaborative, active, and applied nature. Students
actively participate in the whole process to build their knowledge and sharpen their skills.
Professor’s main role is to lead and guide students to achieve the learning objectives of the course.
This is done by engaging in a diverse range of teaching techniques and different types of learning
activities such as the following:

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 Learning Activity Weighting Estimated time a
student should
dedicate to prepare for
and participate in
Lectures 20.0 % 25.0 hours
Discussions 8.0 % 10.0 hours
Exercises in class, 0.0 % 0.0 hours
Asynchronous sessions,
Field Work
Group work 48.0 % 60.0 hours
Individual studying 24.0 % 30.0 hours
TOTAL 100.0 % 125.0 hours

PROGRAM

SESSIONS 1 - 2 (LIVE IN-PERSON)

Introduction to DevOps (History and evolution)
- Understanding DevOps methodology
- The benefits of DevOps
- Differences between traditional and DevOps approaches
- DevOps principles
Activity: Define a simple software application project and establish its requirements (e.g.
Generative AI app)
Extra (optional) reference:
- "What is DevOps?" by Atlassian
- "What is DevOps?" by Azure DevOps Web Services
- "What is DevOps?" by Azure
- "What is DevOps?" by IBM

SESSIONS 3 - 4 (LIVE IN-PERSON)

Agile Methodologies and DevOps Culture
- Agile principles and frameworks
- Relationship between Agile and DevOps
- Creating an Agile culture
- Communication and collaboration
- Agile methodologies in DevOps
- DevOps team structure
Activity: Plan and set up a Kanban board for the software application project
Extra (optional) reference:
"What is Agile?" by Atlassian
"Agile Development" by ThoughtWorks
"What is Agile Software Development?" by Agile Alliance

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SESSIONS 5 - 6 (LIVE IN-PERSON)
Continuous Integration (CI)
- Introduction to continuous integration
- CI tools and best practices
- Build automation and testing
- Continuous integration tools
- Version Control systems (Git)
- Jenkins, GitHub Actions and its features
Activity: Set up a Git repository for the software application and configure a CI pipeline using
Jenkins or GitHub Actions
Extra (optional) reference:
- "Continuous Integration vs Continuous Deployment vs Continuous Delivery" by Atlassian
- "What is Continuous Integration and Continuous Deployment?" by CircleCI
- "What is Continuous Deployment?" by IBM
- "What is Continuous Integration" by Azure

SESSIONS 7 - 8 (LIVE IN-PERSON)

CI/ CD Pipelines and Delivery
- Introduction to continuous Delivery
- Continuous delivery tools
- Building CI/CD pipelines
- Pipeline best practices
Activity: Extend the CI pipeline to include continuous delivery for the software application project
Extra (optional) reference:
- "Continuous Delivery" by Martin Fowler
- "Continuous Delivery vs. Continuous Deployment vs. Continuous Integration: What’s the
Difference?" by CircleCI

SESSIONS 9 - 10 (LIVE IN-PERSON)

Continuous Deployment (CD)
- Introduction to Continuous Deployment
- CD best practices and principles
- Deployment strategies (rolling, blue-green, canary)
- CD tools (Jenkins, GitLab, GitHub Actions)
Activity: Implement a continuous deployment strategy for the software application using a chosen
CD tool
Extra (optional) reference:
- "Continuous Deployment - What, Why, and How" by Atlassian
- "Continuous Deployment 101: Best Practices for the Popular Engineering Approach" by
Lucidchart
- "What is continuous deployment" by Atlassian
- "Continuous Deployment and Release Management" by Azure

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SESSIONS 11 - 12 (LIVE IN-PERSON)
Configuration Management and IaaC
- Introduction to Configuration Management
- IaC concepts and principles
- Configuration Management tools (Ansible, Puppet, Chef)
- IaC tools (Terraform, CloudFormation)
Activity: Set up configuration management and IaC for the software application using a chosen
toolset
Extra (optional) reference:
- "What is Configuration Management?" by Atlassian
- "Configuration Management: A Comprehensive Guide" by UpGuard
- "Configuration Management" by Azure
- "Infrastructure as Code" by Azure

SESSIONS 13 - 14 (LIVE IN-PERSON)

Containerization and Orchestration
- Introduction to containerization
- Benefits of using containers
- Docker basics (Dockerfile, Docker Compose, Docker Swarm)
- Container orchestration (Kubernetes, Azure AKS)
Activity: Containerize the software application using Docker and deploy it using Kubernetes or
Azure AKS
Extra (optional) reference:
- "Introduction to Docker" by Docker
- "Kubernetes Tutorial" by Kubernetes
- "Azure Container Instances and container orchestrators" by Azure

SESSIONS 15 - 16 (LIVE IN-PERSON)

Monitoring and Logging
- Importance of monitoring and logging in DevOps
- Monitoring and logging principles
- Monitoring tools (Prometheus, Grafana, Zabbix)
- Logging tools (ELK Stack, Graylog, Splunk)
Activity: Set up monitoring and logging for the software application using chosen monitoring and
logging tools
Extra (optional) reference:
- "Monitoring and Logging" by Martin Fowler
- "Introduction to the ELK Stack" by Elastic
- "Design a solution to log and monitor Azure resources" by Azure

SESSIONS 17 - 18 (LIVE IN-PERSON)

Security in DevOps (DevSecOps)

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 - Introduction to DevSecOps
- Integrating security in the DevOps lifecycle
- Security tools (Snyk, SonarQube, OWASP)
- Compliance and security best practices
Activity: Integrate security tools and practices into the software application's CI/CD pipeline
Extra (optional) reference:
- "Security in DevOps (DevSecOps)" by Azure
- "From DevOops! to DevSecOps" by SANS Institute
- "Integrating Security in DevOps: Best Practices, Tools, and Challenges" by TechStack

SESSIONS 19 - 20 (LIVE IN-PERSON)

Cloud Computing and DevOps
- Introduction to cloud computing
- Cloud service models (IaaS, PaaS, SaaS)
- Popular cloud providers (AWS, Azure, Google Cloud)
- Cloud-native DevOps practices
Activity: Migrate the software application to a cloud provider and apply cloud-native DevOps
practices
Extra (optional) reference:
- "What Is Cloud Computing?" by Microsoft Azure
- "Cloud service models IaaS vs. PaaS vs. SaaS" by Red Hat
- "What's the Difference Between AWS vs. Azure vs. Google Cloud?" by Coursera

SESSIONS 21 - 22 (LIVE IN-PERSON)

Microservices and DevOps
- Introduction to microservices architecture
- Benefits and challenges of microservices
- Implementing DevOps in a microservices environment
- Service mesh (Istio, Linkerd, Consul)
Activity: Refactor the software application into microservices and deploy them using a service
mesh
Extra (optional) reference:
- "Introduction to Microservices" by NGINX
- "What Are Microservices?" by Martin Fowler
- "Microservices Architecture Style" by Azure

SESSIONS 23 - 24 (LIVE IN-PERSON)

Future of DevOps
- Trends in DevOps
- Emerging technologies
- Serverless computing
- Machine learning and AI in DevOps

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Activity: Explore and implement a serverless component or machine learning service in the
software application
Extra (optional) reference:
- "The Future of DevOps: Trends to Watch in 2023 and Beyond" by Neil Sha
- "Future Scope of DevOps – 9 Reasons To Learn DevOps in 2023" by upGrad
- "Future of DevOps: Trends to Watch" by DevOps.com

SESSION 25 (LIVE IN-PERSON)

Course Review and Conclusion
- Review of the course content
- Project presentations
- Conclusion and next steps for DevOps mastery
Activity: Present the developed software application, showcasing the DevOps principles and
practices used throughout the project
- "Advanced DevOps Practices" by Azure
- "DevOps for advanced teams"
- "5 reasons Advanced DevOps is a step up from “just” DevOps"

EVALUATION CRITERIA

criteria percentage Learning Comments

Objectives
Intermediate tests 10 %
Individual work 25 %
Group Work 25 %
Group 20 %
Presentation
Class Participation 20 %

RE-SIT / RE-TAKE POLICY

BIBLIOGRAPHY
Recommended
- Gene Kim. A Novel about IT, DevOps, and Helping Your Business Win. ISBN
0988262509 (Digital)
- Gene Kim. The DevOps Handbook: How to Create World-Class Agility, Reliability,
and Security in Tech Orgs. ISBN 1942788002 (Digital)
- Gene Kim. Accelerate: The Science of Lean Software and DevOps: Building and
Scaling High Performing Tech Orgs. ISBN 1942788339 (Digital)
- Jez Humble. Continuous Delivery: Reliable Software Releases through Build,
Test, and Deployment Automation. ISBN 0321601912 (Digital)
- Betsy Beyer. Site Reliability Engineering: How Google Runs Production Systems.
ISBN 149192912X (Digital)
- Sean P. Kane. Docker: Up & Running: Shipping Reliable Containers in

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Production. ISBN 1491917571 (Digital)
- Brendan Burns. Kubernetes: Up and Running: Dive into the Future of
Infrastructure. ISBN 1491935677 (Digital)
- Jesse Keating. Mastering Ansible: Master the Ins and Outs of Advanced
Operations with Ansible. ISBN 1784395487 (Digital)
- Yevgeniy Brikman. Terraform: Up & Running: Writing Infrastructure as Code.
ISBN 1491977086 (Digital)
- Mitesh Soni. Implementing DevOps with Microsoft Azure: Automate your
deployments and incorporate the DevOps cultu. ISBN 1789610545 (Digital)

BEHAVIOR RULES

Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

ATTENDANCE POLICY

Please, check the University's Attendance Policy here. The Program Director may
provide further indications.

ETHICAL POLICY

Please, check the University's Ethics Code here. The Program Director may
provide further indications.

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 FINTECH: REVOLUTIONIZING FINANCIAL
SERVICES VIA DESIGN AND TECHNOLOGY
Bachelor in Data and Business Analytics BDBA SEP-2023
FRFS-DBA.1C.4.M.A
Area Finance
Number of sessions: 30
Academic year: 23-24
Degree course: FOURTH
Number of credits: 6.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: MANOEL FERNANDO GADI ALONSO

E-mail: [email protected]

MANOEL FERNANDO GADI ALONSO

Academic Background:
- Executive MBA, Business Administration and Management, IE Business School, Spain
- Master in Computer Science and Statistics, University of Sao Paulo, Brazil
- Computer Science Degree, University of Sao Paulo, Brazil
Academic Experience:
- Risk & Fraud Analytics - Master in Business Analytics & Big Data at IE Business School
- Statistical Programming Python - Master in Business Analytics & Big Data at IE Business
School
- Building a Fintech - Master in Business Analytics & Big Data at Universidad de Alcalá de
Henares
- Math and Stats for Big Data - Master in Business Analytics & Big Data at U-TAD
Corporate Experience:
- Founder and CEO of Suncaged Analytics Consulting Europe (Madrid: 2019-curr)
- Director of Analysis & Reporting, Altamira Real Estate (Madrid: 2018-2019)
- Director of Credit Rating, Big Data and Business Analytics, Bravo Capital (Madrid: 2015-2018)
- Head of R&D for Risk Analytics Area, Santander Bank Headquarters Spain (Madrid: 2012-
2015)
- R&D Risk Analytics Area Manager, Santander Bank United Kingdom (Milton Keynes: 2008-
2012)
- Credit Risk Modelling Manager, Santander Bank Brazil (Sao Paulo: 2007-2008)
- Credit Risk Supervisor, ibi bank (C&A group) (Sao Paulo: 2006-2007)
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 - Credit Card Risk analyst, Citibank Brazil (Sao Paulo: 2003-2005)
[email protected]

PREREQUISITES

- Basic Stats
- Python programming (R or other programming language)

SUBJECT DESCRIPTION

Digitization has changed the way citizens and entrepreneurs interact with
banks, their savings and financing.
The main actors of this disruption are the Financial technology companies,
known as Fintech companies. Fintechs are companies with an important
technological component, seeking new solutions within the financial sector
through the use of new design and user experience via technology, apps and
big data.
The Fintech field is a relatively new industry that applies technology to
streamline financial processes. It gains terrain against traditional banks by
simplifying bank services, by better controlling risks, by making improving
trading decisions, or by simply by offering new generation the power control
their finances.

LEARNING OBJECTIVES

The general objective of this course are:

- Explore how Fintech are reshaping the banking and payments industry,
- how Fintech are using technology to improve user experience focused on unbundling and
untangling financial services,
- demystify blockchain and cryptocurrency from a technological and investment standing point,
- build a "Minimun Viable Fintech" and thus face the design dilemmas of the solution that a
Fintech faces on a daily basis regarding design, user experience and technology,
- Finally, explore the future of Fintechs.

TEACHING METHODOLOGY

IE University teaching method is defined by its collaborative, active, and applied nature. Students
actively participate in the whole process to build their knowledge and sharpen their skills.
Professor’s main role is to lead and guide students to achieve the learning objectives of the course.
This is done by engaging in a diverse range of teaching techniques and different types of learning
activities such as the following:

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 Learning Activity Weighting Estimated time a
student should
dedicate to prepare for
and participate in
Lectures 30.0 % 45.0 hours
Discussions 6.67 % 10.0 hours
Exercises in class, 26.67 % 40.0 hours
Asynchronous sessions,
Field Work
Group work 26.67 % 40.0 hours
Individual studying 10.0 % 15.0 hours
TOTAL 100.0 % 150.0 hours

PROGRAM

SESSION 1 (LIVE IN-PERSON)

Fintech 101 - Course Opening

SESSION 2 (LIVE IN-PERSON)

History of Banking

SESSION 3 (LIVE IN-PERSON)

Module 1: Reshaping the banking and payments industry
Mandatory to read the case study: "Bank 3.0: Why Banking Is No Longer Somewhere You Go But
Something You Do (CHAPTER 1)"
Book Chapters: Bank 3.0: Why Banking Is No Longer Somewhere You Go But Something You Do
(CHAPTER 1) (CED)

SESSION 4 (LIVE IN-PERSON)

Module 1: Reshaping the banking and payments industry
Mandatory to read the case study: "Bank 3.0: Why Banking Is No Longer Somewhere You Go But
Something You Do (CHAPTER 1)" available on previous session

SESSION 5 (LIVE IN-PERSON)

Module 2.1: User Experience for unbundling and untangling financial services
Mandatory to read the case study:
Nubank case study.
Article: Nubank case study

SESSION 6 (LIVE IN-PERSON)

Module 2.1: User Experience for unbundling and untangling financial services

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SESSION 7 (LIVE IN-PERSON)
Module 2.2: Fintech - Case Study Research and Writting
Mandatory to read the blog post:
Other / Complementary Documentation: How to Write a Convincing Case Study in 7 Steps

SESSION 8 (LIVE IN-PERSON)

Module 2.2: Fintech - Case Study Research and Writting

SESSION 9 (LIVE IN-PERSON)

Module 3.1: Harnessing data with Artificial Intelligence and Machine Learning for Fintech

SESSION 10 (LIVE IN-PERSON)

Module 3.1: Harnessing data with Artificial Intelligence and Machine Learning for Fintech
Mandatory to read the case study:
Multimedia Material: An introductory journey through Business Analytics (Youtube)
Practical Case : Do you fear an analytics driven competitor? You should! (IST010071-U-ENG-WOD)

SESSION 11 (LIVE IN-PERSON)

Module 3.2: Harnessing data with Artificial Intelligence and Machine Learning for Fintech

SESSION 12 (LIVE IN-PERSON)

Module 3.2: Harnessing data with Artificial Intelligence and Machine Learning for Fintech
Practical Model Development using Python, Pandas and Sklearn

SESSION 13 (LIVE IN-PERSON)

Module 4.1: Demystifying blockchain and cryptocurrency - Crypto 101
Mandatory to read the paper:
Article: The inefficiency of Bitcoin (Economics Letters 148 (2016) 80–82) (CED)

SESSIONS 14 - 15 (LIVE IN-PERSON)

Module 4.1: Demystifying blockchain and cryptocurrency - Crypto 101

******************************************************
Midterm Group Presentation (Case Study Presentation)

SESSION 16 (LIVE IN-PERSON)

Module 4.2: Demystifying blockchain and cryptocurrency - Advanced Crypto
Mandatory to read the paper:
Article: Bitcoin price prediction using machine learning: An approach to sample dimension
engineering (Journal of Computational and Applied Mathematics 365 (2020)) (CED)

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SESSION 17 (LIVE IN-PERSON)
Module 4.2: Demystifying blockchain and cryptocurrency - Advanced Crypto
Mandatory to read the paper:

SESSION 18 (LIVE IN-PERSON)

Module 4.3: Demystifying blockchain and cryptocurrency - Advanced Crypto - Part 3
Mandatory to read the paper: "Bitcoin price prediction using machine learning: An approach to
sample dimension engineering" available on previous session.

SESSION 19 (LIVE IN-PERSON)

Module 4.3: Demystifying blockchain and cryptocurrency - Advanced Crypto - Part 3
Mandatory to read the paper: "Bitcoin price prediction using machine learning: An approach to
sample dimension engineering" available on previous session.

SESSION 20 (LIVE IN-PERSON)

Module 4.1: Transforming personal finance with Technology - Introduction to Web Development
Mandatory to watch the videos:
Multimedia Material: HTML, CSS, JavaScript Explained (Youtube)
Multimedia Material: A brilliant introduction to Flask (Youtube)
Multimedia Material: Running Your First Flask Application (Youtube)

SESSION 21 (LIVE IN-PERSON)

Module 4.1: Transforming personal finance with Technology - Introduction to Web Development

SESSION 22 (LIVE IN-PERSON)

Module 4.2: Transforming personal finance with Technology - API Development and Model
Deployment via API

SESSION 23 (LIVE IN-PERSON)

Module 4.2: Transforming personal finance with Technology - API Development and Model
Deployment via API
Multimedia Material: Frameworks - Web Development (Youtube)
Multimedia Material: Intro to Flask Series (Youtube)

SESSION 24 (LIVE IN-PERSON)

Module 4.2: Transforming personal finance with Technology - API Development and Model
Deployment via API

SESSION 25 (LIVE IN-PERSON)

Module 4.2: Transforming personal finance with Technology - API Development and Model
Deployment via API

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SESSION 26 (LIVE IN-PERSON)
Module 5: Forging the future of FinTech
Mandatory to read the article: "How banks can compete against an army of Fintech Startups"
Technical note: How Banks Can Compete Against an Army of Fintech Startups (HBS H03MS6-PDF-
ENG)

SESSION 27 (LIVE IN-PERSON)

Module 5: The Digitial Banking Transformation Framework
Digital Banking Transformation Framework - Case Study.
Article: Digital Banking Transformation Framework - Case Study

SESSIONS 28 - 29 (LIVE IN-PERSON)

Final Group Presentation (Elevator Pitch - Fintechs)

SESSION 30 (LIVE IN-PERSON)

Final Exam

EVALUATION CRITERIA

criteria percentage Learning Comments

Objectives
E. Final Exam 30 %
B. Quizzes 20 %
C. Group project 30 %
(40%/60%)
A. Class 20 %
Participation

RE-SIT / RE-TAKE POLICY

A. Class participation and discussion
Class participation will be evaluated based on the following criteria:
- One participation point for attending class.
- Extra participation point for sharing experience or for star comment during class - quality (not
quantity) of your participation in class discussion: The most important dimension of participation
concerns what it is that you are saying.
- In case the professor requests participation in forums: 0,1 or 2 participation points are given
depending on the quality of the participation.
B. Quizzes
For every module, throughout the course, a short online-quiz based on previously covered material
will take place (unless otherwise specified by the professor at the beginning of the session). These
quizzes will help you assess your overall understanding of the subject being studied and identify
any caveat in your learning. NO MAKE UP FOR QUIZZES WILL BE PERMITTED.
C. Group project_Student Series

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The group project is an integral part of this course. Each group (the ones defined by IE or randomly
composed of N students defined by the professor) will be asked to work on a project, prepare and
deliver a presentation.
D. Final Exam
There will be one final exam (open book). You can refer to any class material and also access the
internet during the exam. HOWEVER, NO COMMUNICATION BETWEEN STUDENTS ARE
ALLOWED DURING THE EXAMS (IN PERSON OR ONLINE). MOBILE PHONES ARE NOT
ALLOWED.
As per University Policy:
Each student has 4 chances to pass any given course distributed in two consecutive academic
years (regular period and July period).
It is mandatory to attend 100% of the classes. Students who do not comply with at least 70%
attendance will lose their 1st and 2nd chance, and go directly to the 3rd one (they will need to enroll
again in this course the next academic year).
Grading for retakes will be subject to the following rules:
1. Those students who failed the subject in the first regular period will have to do a retake in July
(except those not complying with attendance rules who are banned from this possibility).
2. Dates and location of the July retakes will be posted in advance and will not be changed. Please
take this into consideration when planning your summer.
3. The maximum grade that a student may obtain in the 2nd exam session is 8 out of 10. Those
students in the 3rd call will be required to attend 50% of the classes. If due to schedule overlap, a
different option will be discussed with the professor in order to pass the subject.

BIBLIOGRAPHY
Recommended
- Brett King. (2012). Bank 3.0: Why Banking Is No Longer Somewhere You Go But
Something You Do. 1st edition. Wiley. ISBN 1118589637 (Digital)
- Miguel Grinberg. (2018). Flask Web Development: Developing Web Applications
with Python. 2nd Edition. O'REILLY. ISBN 1491991739 (Digital)
- Yves Hilpisch. Python for Finance: Mastering Data-Driven Finance, 2nd edition.
O'Reilly Media. ISBN 1492024333 (Printed)
- Raymond Anderson. The Credit Scoring Toolkit: Theory and Practice for Retail
Credit Risk Management and Decision Autom. Oxford Press. ISBN 0199226407
(Digital)

BEHAVIOR RULES

Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

ATTENDANCE POLICY

Please, check the University's Attendance Policy here. The Program Director may
provide further indications.

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ETHICAL POLICY

Please, check the University's Ethics Code here. The Program Director may
provide further indications.

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FROM DATA TO DECISION MAKING IN MARKETING
Bachelor in Data and Business Analytics BDBA SEP-2023
FDTDM-DBA.1C.4.M.A
Area Data Science
Number of sessions: 30
Academic year: 23-24
Degree course: FOURTH
Number of credits: 6.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: MARCUS JOSEPH SHERWIN

E-mail: [email protected]

Marcus Sherwin holds a Bachelor in History and Classical Studies from University College Dublin,
and an MBA in Business from Universidad Carlos III.
He has 9 years experience working in the Tech sector with leading multi national companies on
their digital media strategies.
- Criteo Account strategist helping multinationals on their performance marketing strategy in
Retail & Travel.
- Yiedlr Key Account Manager advising revenue management and marketing teams on SaaS
integrations in the Aviation sector.
- TikTok Brand Partnership Manager working with Fintech clients on how they can invest with
TikTok to reach audiences at scale.
- LinkedIn Senior Entreprise Client Solutions Manager working with B2B clients on how they can
leverage LinkedIn to engage with their target audience.
[email protected]

Professor: ROSARIO PERICUESTA CAMACHO

E-mail: [email protected]

ROSARIO PERICUESTA CAMACHO

E-mail: [email protected]
Charo Pericuesta holds a Bachelor in Economics from the Universidad de Salamanca, a Bachelor
in Market Research from the Universidad Autónoma de Madrid and a Master in Marketing and
Sales Management from ESIC University in Madrid.
She has been more than a decade in Nielseniq, advising multinational companies in their strategy
of innovation of their product portfolio using consumer data analysis.
Prior to that she worked:

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 - In the consumer insights department of Mondelez (Kraft) developing research plans to explore
the different marketing initiatives of the company and using different market research
techniques to understand the consumer behaviour and support decision making for the strategy
of the brand;
- In United Planet in Boston as Marketing Project Manager;
- In Research International as Market Research Executive being seconded to the Chicago Office;
- In Russell Bedford International in London as Marketing Assistant.

[email protected]

PREREQUISITES

No specific academic background required. Passion to learn.This course is

particularly useful for those interested in pursuing marketing and marketing
research related careers.

SUBJECT DESCRIPTION

Marketing professionals are nowadays exposed to an infinite number of data

arising from an ever increasing number of sources. This generates an
unpararel opportunity to understand consumer behavior but only to the extent
that those professionals are able to correctly read and interpret those data.
This course provides an overview of the sources of information that Marketing
teams are most exposed to and how to analyze and interpret such information
to identify and solve marketing challenges.

LEARNING OBJECTIVES

- Identify the sources of information most used in Marketing.

- Learn to interpret the information gathered from those sources
- Learn to build a story telling from the data gathered by putting together a report which will be
used as the basis for decision making
- Have a solid understanding of what is needed to create a digital marketing plan.
- Learn how to measure the effectivness of digital marketing campaigns.

TEACHING METHODOLOGY

The course will be divided into 30 sessions.

Each session will consist of synchronous and will have a theoretical and practical component. It will
combine live lectures, discussions, case studies and a final presentation assigment.

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Most of the sessions will have a focus on real applications of the theory we are covering.
Bringing your laptop is mandatory to all sessions, although its use (or not) will be decided by the
professor.
Students are expected to create and execute a marketing plan targeting to specific audience to
promote their product/service. Students will need to apply what they are learning not only to their
group projects but also to the broader real-world context.
There will be a brief reading list included also some articles and recommended short Pod casts
which links will be provided to access on class notes.
IE University teaching method is defined by its collaborative, active, and applied nature. Students
actively participate in the whole process to build their knowledge and sharpen their skills.
Professor’s main role is to lead and guide students to achieve the learning objectives of the course.
This is done by engaging in a diverse range of teaching techniques and different types of learning
activities such as the following:

Learning Activity Weighting Estimated time a

student should
dedicate to prepare for
and participate in
Lectures 6.67 % 10.0 hours
Discussions 6.67 % 10.0 hours
Exercises in class, 20.0 % 30.0 hours
Asynchronous sessions,
Field Work
Group work 46.67 % 70.0 hours
Individual studying 20.0 % 30.0 hours
TOTAL 100.0 % 150.0 hours

PROGRAM

SESSION 1 (LIVE IN-PERSON)

SESSION 1 (MARCUS)
Course Intro
Introducing Digital - Marketing landscape, Key players in the space.

SESSION 2 (LIVE IN-PERSON)

SESSION 2 (CHARO)
Introduction to Marketing Research
- The marketing research process
- Research problem definition: typical bussiness questions

SESSION 3 (LIVE IN-PERSON)

SESSION 3 (MARCUS)
Your marketing strategy for your startup
Three options, B2C product, B2B product or service,

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Resources will be provided on how to research your idea, in season 3, there will be a brief 5 minute
presentation on why you chose the product/service, what is your thought process around the
decision.

SESSION 4 (LIVE IN-PERSON)

SESSION 4 (CHARO)
Introduction to Story Telling
- The Minto Pyramid Principle
- How to write Headlines
- How to write Summaries

SESSION 5 (LIVE IN-PERSON)

SESSION 5 (MARCUS)
Your company vision & mission statement
Who is your audience, how are you servicing them, how will you target them.
This session will be around Qualitative info, writing your value proposition.

SESSION 6 (LIVE IN-PERSON)

SESSION 6 (CHARO):
Decision making using Cualitative Research: Focus groups and In-depth interviewing

SESSION 7 (LIVE IN-PERSON)

SESSION 7 (MARCUS)
Focus groups validating your idea
Focus solutions:
- Focus groups, how can you find users of the B2C or B2B service to validate your idea

SESSION 8 (LIVE IN-PERSON)

SESSION 8 (CHARO)
Decision making using Social Media and Mystery Shopper

SESSION 9 (LIVE IN-PERSON)

Session 9 (MARCUS)
Secondary sources:
- Competitor research, who is the leader in your industry, what gaps are there in the market:
- Survey analysis: Can you validate your audience by survey data.

SESSION 10 (LIVE IN-PERSON)

SESSION 10 (CHARO)
Decision making using Cuantitative Research: Surveys

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SESSION 11 (LIVE IN-PERSON)
SESSION 11 (MARCUS)
Creating an ideal buyer
Who is this person
What do we know about them ?
How are we going to find them ?
Here we will look : Hubspot and how you can use it as the foundation for Marketing efforts.

SESSION 12 (LIVE IN-PERSON)

SESSION 12 (CHARO)
Qualitative Research - Group Presentations I

SESSION 13 (LIVE IN-PERSON)

SESSION 13 (MARCUS)
Building a marketing funnel:
What are the key steps
- Awareness key KPIs
- Consideration what are the core KPIs
- Lower funnel KPIs

SESSION 14 (LIVE IN-PERSON)

Qualitative Research - Group Presentations II

SESSION 15 (LIVE IN-PERSON)

SESSION 15 (MARCUS)
Marketing to your audience and how to do it per platform:
TikTok overview
Google Ad words/Youtube

SESSION 16 (LIVE IN-PERSON)

Syndicated sources of secondary data: Retail and Purchase Panel
Decision making using information derived from individuals or households on their buying behavior

SESSION 17 (LIVE IN-PERSON)

Session 17 (MARCUS)
Marketing to your audience Social platforms part 2
LinkedIn overview
Facebook/Instagram overview

SESSION 18 (LIVE IN-PERSON)

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SESSION 18 (CHARO)
Understanding Price to improve Decision Making

SESSION 19 (LIVE IN-PERSON)

SESSION 19 (MARCUS)
Positioning digital on platforms
Competitors pricing: premium, mid level , mass markets.
Organic vs Paid content

SESSION 20 (LIVE IN-PERSON)

SESSION 20 (CHARO)
Data and Brand Growth:
Double jeopardy law
Pareto’s Law
The duplication of purchase law
Natural Monopoly law

SESSION 21 (LIVE IN-PERSON)

Session 21 (MARCUS)
Getting set up
Linkedin ad account
TikTok Ad account
Implementing conversion tracking
Setting up your audiences lookalike audiences, retargeting audiences

SESSION 22 (LIVE IN-PERSON)

Group Presentations: Quantitative Research I

SESSION 23 (LIVE IN-PERSON)

SESSION 23 (MARCUS)
User Identity.
Identity cookies, md5, walled gardens vs the open internet.
(Last 15 minutes) Building out your marketing plan, analysing, what platforms you will find your
audience.

SESSION 24 (LIVE IN-PERSON)

SESSION 24 (CHARO)
Group Presentations: Quantitative Research II
Diagnostic Consulting: Decision making using Correlations, Quadmaps, Brand positioning maps
etc

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SESSION 25 (LIVE IN-PERSON)
Session 25 (MARCUS)
1p 2p 3p data GDBR & Data privacy, measurement platforms, Dataroma, Google data hub.
Google Analytics
Analyzing attribution

SESSION 26 (LIVE IN-PERSON)

Session 26 (CHARO)
Market innovation breakthrough

SESSION 27 (LIVE IN-PERSON)

Session 27 (MARCUS)
Best D2C examples
Understanding campaign performance, live demos
What can be done to improve performance, creative, bid or messaging.

SESSION 28 (LIVE IN-PERSON)

Session 28 (CHARO)
Final exam

SESSION 29 (LIVE IN-PERSON)

SESSION 29 (MARCUS)
Presentation of your marketing plan, where you will invest your seed capital on what channels, what
are your expected returns, how will you allocate what & how much.

SESSION 30 (LIVE IN-PERSON)

SESSION 30 (CHARO)
Presentation of your marketing plan, where you will invest your seed capital on what channels, what
are your expected returns, how will you allocate what & how much.

EVALUATION CRITERIA

criteria percentage Learning Comments

Objectives
Final Exam 30 %
Group Work 20 %
Group 30 %
Presentation
Class Participation 20 %

RE-SIT / RE-TAKE POLICY

Each student has four chances to pass any given course distributed over two consecutive
academic years: ordinary call exams and extraordinary call exams (re-sits) in June/July.

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06th July 2023
Students who do not comply with the 70% attendance rule during the semester will fail both calls for
this Academic Year (ordinary and extraordinary) and have to re-take the course (i.e., re-enroll) in
the next Academic Year.
Evaluation criteria:
- Students failing the course in the ordinary call (during the semester) will have to re-sit the exam
in June / July (except those not complying with the attendance rule, who will not have that
opportunity and must directly re-enroll in the course on the next Academic Year).
- The extraordinary call exams in June / July (re-sits) require your physical presence at the
campus you are enrolled in (Segovia or Madrid). There is no possibility to change the date,
location or format of any exam, under any circumstances. Dates and location of the June / July
re-sit exams will be posted in advance. Please take this into consideration when planning your
summer.
- The June / July re-sit exam will consist of a comprehensive exam. Your final grade for the
course will depend on the performance in this exam only; continuous evaluation over the
semester will not be taken into consideration. Students will have to achieve the minimum
passing grade of 5 and can obtain a maximum grade of 8.0 (out of 10.0) – i.e., “notable” in
the in the re-sit exam.
- Retakers: Students who failed the subject on a previous Academic Year and are now re-
enrolled as re-takers in a course will be needed to check the syllabus of the assigned
professor, as well as contact the professor individually, regarding the specific evaluation criteria
for them as retakers in the course during that semester (ordinary call of that Academic Year).
The maximum grade that may be obtained in the retake exam (3rd call) is 10.0.
After ordinary and extraordinary call exams are graded by the professor, you will have a possibility
to attend a review session for that exam and course grade. Please be available to attend the
session in order to clarify any concerns you might have regarding your exam. Your professor will
inform you about the time and place of the review session. Any grade appeals require that the
student attended the review session prior to appealing.
Students failing more than 18 ECTS credits after the June-July re-sits will be asked to leave the
Program. Please, make sure to prepare yourself well for the exams in order to pass your failed
subjects.
In case you decide to skip the opportunity to re-sit for an exam during the June / July extraordinary
call, you will need to enroll in that course again for the next Academic Year as a re-taker and pay
the corresponding extra cost. As you know, students have a total of four allowed calls to pass a
given subject or course, in order to remain in the program.

BIBLIOGRAPHY
Recommended
- Daniel Nunan, David F. Birks, Naresh K. Malhotra. Marketing Research. Applied
Insight.. Pearson Education Limited. ISBN 9781292308722 (Printed)
- Barbara Minto. The Pyramid Principle: Logic in Writing and Thinking. Pearson
Education Limited. ISBN 9781292372266 (Printed)
- Byron Sharp. How Brands grow, what marketers don’t know. OUP Australia &
New Zealand. ISBN 9780195573565 (Printed)

BEHAVIOR RULES

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Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

ATTENDANCE POLICY

Please, check the University's Attendance Policy here. The Program Director may
provide further indications.

ETHICAL POLICY

Please, check the University's Ethics Code here. The Program Director may
provide further indications.

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 INTRODUCTION TO HEALTHCARE
Bachelor in Data and Business Analytics BDBA SEP-2023 IH-
DBA.1C.4.M.A
Area Others
Number of sessions: 25
Academic year: 23-24
Degree course: FOURTH
Number of credits: 5.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: ANA MARIA GLAVAN

E-mail: [email protected]

Ana Maria holds a Ph.D. in Mathematical Engineering from Carlos III University of Madrid. She
taught different topics of Mathematics at Carlos III University, University of Navarra and IE
University. Her actual research interests are on mathematical analysis and numerical simulations of
biological and medical systems, and new trends in the fintech industry.
Academic Qualifications
- Ph.D. in Mathematical Engineering, Carlos III University, 2016
- Master in Biosensors for Environmental Monitoring, Perpignan University and Bucharest
University, 2003
- B.Sc. in Chemistry, Bucharest University, 2001
Academic Experience
- Adjunct Professor, IE Business School, 2016-present
- Invited Professor, Carlos III University, Ph.D. Programme in Mathematical Engineering, 2016-
2017
- Assistant Professor, University of Navarra, 2010-2012
- Teaching Assistant, Carlos III University, 2004-2009
- Research Assistant, BIOMEM, Centre de Phytopharmacie, 2002-2003
Fields of Interest
- Computational methods in Biology and Finance
- Applied and computational mathematics
- Numerical modelling algorithms
[email protected]

PREREQUISITES

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 The course is designed to introduce the healthcare system and to help
identifying the opportunities of using data science for improving and
personalizing it. No previous experience is needed.

SUBJECT DESCRIPTION

Introduction to Healthcare course provides an interdisciplinary environment

designed for students interested in healthcare, technology, and data science.
This course provides an in-depth overview of the healthcare ecosystem, the
economic tools and concepts used in the analysis of healthcare system, and
identifies the opportunities and challenges for data science applications in this
booming sector.

LEARNING OBJECTIVES

The course is designed for students interested in Life Sciences and Biomedical disciplines, and its
main objective is to see how they can use new technologies and data science to improve the quality
of healthcare services.
Specifically, this course is designed to achieve several objectives:
- Describe the differences between public, private and non-profit health organizations
- Recognize the stakeholders in the healthcare system, their roles and responsibilities
- Identify the main challenges of the healthcare system
- Understand the structure and functions of pharmaceutical entities, the drug discovery process
and future trends in the pharmaceutical sector
- Overview the values and applications of bioengineering in solving actual health issues
- Understand the impact of biomedical research in modern healthcare and identify the challenges
faced by scientists in the field
- Examine in detail the Economics theories applied in healthcare, and analyze the economic
implications of actual healthcare reforms
- Explain the difference between private insurance plans and public insurance programs
- Identify the professionals delivering support and proficiency in different facets of the
pharmaceutical and healthcare businesses
- Understand the essential concepts, uses and innovations in biotechnology and health
technologies
- Analyze how the actual status of the healthcare industry can be improved through the use of
data science and analytics
- Investigate the actual industry environment covering personalized and precision medicine
- Examine and improve groundbreaking business models for health tech startups in creating
value-based healthcare systems

TEACHING METHODOLOGY

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IE University teaching method is defined by its collaborative, active, and applied nature. Students
actively participate in the whole process to build their knowledge and sharpen their skills.
Professor’s main role is to lead and guide students to achieve the learning objectives of the course.
This is done by engaging in a diverse range of teaching techniques and different types of learning
activities such as the following:

Learning Activity Weighting Estimated time a

student should
dedicate to prepare for
and participate in
Lectures 9.6 % 12.0 hours
Discussions 6.0 % 7.5 hours
Exercises in class, 12.0 % 15.0 hours
Asynchronous sessions,
Field Work
Group work 18.4 % 23.0 hours
Individual studying 54.0 % 67.5 hours
TOTAL 100.0 % 125.0 hours

PROGRAM

SESSION 1 (LIVE IN-PERSON)

Overview of the Healthcare Industry:
- Basic terminology
- Introduction to healthcare systems: structure and stakeholders
- Public vs private health systems
- Discussion about characteristics of healthcare systems in different countries
- Case studies

SESSION 2 (LIVE IN-PERSON)

Overview of the Healthcare Industry:
- Basic terminology
- Introduction to healthcare systems: structure and stakeholders
- Public vs private health systems
- Discussion about characteristics of healthcare systems in different countries
- Case studies

SESSION 3 (LIVE IN-PERSON)

Overview of the Healthcare Industry:
- Basic terminology
- Introduction to healthcare systems: structure and stakeholders
- Public vs private health systems
- Discussion about characteristics of healthcare systems in different countries
- Case studies

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SESSION 4 (LIVE IN-PERSON)
Overview of the Healthcare Industry:
- Basic terminology
- Introduction to healthcare systems: structure and stakeholders
- Public vs private health systems
- Discussion about characteristics of healthcare systems in different countries
- Case studies

SESSION 5 (LIVE IN-PERSON)

Introduction to Life Sciences

SESSION 6 (LIVE IN-PERSON)

Introduction to Pharmaceutical sector. Case study

SESSION 7 (LIVE IN-PERSON)

Introduction to Pharmaceutical sector. Case study

SESSION 8 (LIVE IN-PERSON)

Introduction to Bioengineering (challenges and applications)

SESSION 9 (LIVE IN-PERSON)

Introduction to Bioengineering (challenges and applications)

SESSION 10 (LIVE IN-PERSON)

The importance of biomedical research. Case study

SESSION 11 (LIVE IN-PERSON)

The importance of biomedical research. Case study

SESSION 12 (LIVE IN-PERSON)

Consultants for pharmaceuticals and hospitals

SESSION 13 (LIVE IN-PERSON)

Quiz after Module 1 and Final Project Task Description

SESSION 14 (LIVE IN-PERSON)

Healthcare Economics:
- Health economics
- Health insurance; Insurtech

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 - Operations management in healthcare: tradeoffs between costs, patients experience, and
clinical quality
- Operations management in healthcare: pricing of procedures and their margins

SESSION 15 (LIVE IN-PERSON)

Healthcare Economics:
- Health economics
- Health insurance; Insurtech
- Operations management in healthcare: tradeoffs between costs, patients experience, and
clinical quality
- Operations management in healthcare: pricing of procedures and their margins

SESSION 16 (LIVE IN-PERSON)

Healthcare Economics:
- Health economics
- Health insurance; Insurtech
- Operations management in healthcare: tradeoffs between costs, patients experience, and
clinical quality
- Operations management in healthcare: pricing of procedures and their margins

SESSION 17 (LIVE IN-PERSON)

Biotech and health technologies sectors

SESSION 18 (LIVE IN-PERSON)

Health Tech startups landscape overview: opportunities for data science. Case study

SESSION 19 (LIVE IN-PERSON)

Health Tech startups landscape overview: opportunities for data science. Case study

SESSION 20 (LIVE IN-PERSON)

Improving healthcare quality – characteristics and new strategies. Personalized medicine

SESSION 21 (LIVE IN-PERSON)

Improving healthcare quality – characteristics and new strategies. Personalized medicine

SESSION 22 (LIVE IN-PERSON)

Future Trends and Challenges in Health Tech. New business models

SESSION 23 (LIVE IN-PERSON)

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Group Presentations Part I

SESSION 24 (LIVE IN-PERSON)

Group Presentations Part II

SESSION 25 (LIVE IN-PERSON)

Final Exam

EVALUATION CRITERIA

The final grade of the course will be based on both individual and group work and it will be weighted
in the following way:
- Class Participation 10%
- Case Studies 20%
- Intermediate Quiz 20%
- Final Group Presentation 25%
- Final Exam 25%
Case Studies represent a fundamental learning mechanism and are also crucial for the well-
functioning of the class. The pre-class preparation and in-class participation will make the course
pleasant and intellectually stimulating.
Final Presentation is a group presentation where the students present their proposal for the
creation of a Tech company delivering service to the healthcare industry.
The Intermediate Quiz and Final Exam will comprise both theoretical and applications of the
topics covered during the course.

criteria percentage Learning Comments

Objectives
Final Exam 25 %
Intermediate tests 20 %
Group Work 20 % Case Studies
Group 25 %
Presentation
Class Participation 10 % Class Discussions

RE-SIT / RE-TAKE POLICY

Grading for retakes will be subject to the following rules:
1. Those students who failed the subject in the first regular period will have to do a retake in July
(except those not complying with attendance rules who are banned from this possibility).
2. Dates and location of the July retakes will be posted in advance and will not be changed.
Please take this into consideration when planning your summer.
3. The maximum grade that a student may obtain in the 2nd exam session is 8 out of 10.
BIBLIOGRAPHY
Recommended
- Dakota Mitchell; Lee Haroun. Introduction to Health Care. 4th. ISBN 1305575075
(Digital)

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06th July 2023
 - Christensen, Clayton M., Jerome H. Grossman M.D., and Jason Hwang M.D..
The Innovator's Prescription: A Disruptive Solution for Health Care. McGraw-Hill.
ISBN 0071592083 (Digital)

BEHAVIOR RULES

Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

ATTENDANCE POLICY

Please, check the University's Attendance Policy here. The Program Director may
provide further indications.

ETHICAL POLICY

Please, check the University's Ethics Code here. The Program Director may
provide further indications.

7
06th July 2023
 MACHINE LEARNING FOR HEALTHCARE
Bachelor in Data and Business Analytics BDBA SEP-2023
MLFH-DBA.1C.4.M.A
Area Others
Number of sessions: 20
Academic year: 23-24
Degree course: FOURTH
Number of credits: 4.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: JUAN CARLOS IBAÑEZ RODRIGUEZ

E-mail: [email protected]

Dr Ibáñez has a PhD in Applied Computational Statistics from Lancaster

University (UK); MSc in Mathematical Engineering from Universidad Carlos III
(Spain), and Ingeniero Superior en Geodesia by Universidad Politécnica de
Madrid (Spain)
Currently he is Chief Data and Analytics Officer at Wecity, CDO and founder of
Real Estate AI; and lecturer in Data Science for several institutions in Madrid:
IE, AFI y UCJC. Recent roles are CDO for Atresmedia , CDO for Urban Data
Analytics, Academic Director at AFI, and previously head in analytics for
multinational companies like Orange, SAS or Accenture

The office hours will be carried on online and under demand (email) of the
student.

PREREQUISITES

Machine Learning.

SUBJECT DESCRIPTION

Today rigorous statistical models are applied to problems in medicine and pharmacy. During the
last two decades, advances in Machine Learning have enabled the resolution of complex problems
in the health industry.
In this course we cover real life models used in Health industry, from GLM models for clinical trials,
to ML models for patient clustering or survival analysis.

LEARNING OBJECTIVES

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 - Master the most coomonly used GLM and ML models in health.
- Understand the clinical and diagnostic processes and use GLM+ML tools for their
improvement/resolution.
- Solve real-life practical examples.

TEACHING METHODOLOGY

Learning Activity Weighting Estimated time a

student should
dedicate to prepare for
and participate in
Lectures 30.0 % 30.0 hours
Discussions 0.0 % 0.0 hours
Exercises in class, 30.0 % 30.0 hours
Asynchronous sessions,
Field Work
Group work 10.0 % 10.0 hours
Individual studying 30.0 % 30.0 hours
TOTAL 100.0 % 100.0 hours

PROGRAM

SESSIONS 1 - 2 (LIVE IN-PERSON)

Statistical Modelling in Medicine

SESSION 3 (LIVE IN-PERSON)

Use Case: regression analysis - Predicting Blood Pressure

SESSION 4 (LIVE IN-PERSON)

Use Case: classification - Risk Stratification

SESSION 5 (LIVE IN-PERSON)

Statistical Modelling: Time series and panel data

SESSION 6 (LIVE IN-PERSON)

Statistical Modelling: Time series and panel data

SESSION 7 (LIVE IN-PERSON)

Use Case: time series - Health demand forecasting

SESSION 8 (LIVE IN-PERSON)

Use Case: survival analysis - Disease Progression

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SESSION 9 (LIVE IN-PERSON)
Use Case: clinical trials

SESSION 10 (LIVE IN-PERSON)

Midterm exam

SESSION 11 (LIVE IN-PERSON)

Machine Learning Methods for Health Data Analysis

SESSION 12 (LIVE IN-PERSON)

ML fundamentals

SESSION 13 (LIVE IN-PERSON)

Use Case: patient clustering

SESSION 14 (LIVE IN-PERSON)

Use Case: regression analysis - Predicting Length of Hospital Stay

SESSION 15 (LIVE IN-PERSON)

Use Case: survival analysis - survival outcomes of cancer patients

SESSION 16 (LIVE IN-PERSON)

Use Case: time series - Health insurance claims

SESSION 17 (LIVE IN-PERSON)

Use Case: clinical trials

SESSION 18 (LIVE IN-PERSON)

Use Case: clinical trials

SESSION 19 (LIVE IN-PERSON)

Evaluation

SESSION 20 (LIVE IN-PERSON)

Evaluation

EVALUATION CRITERIA

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12th June 2023
 criteria percentage Learning Comments
Objectives
Final Exam 30 % Practical
Intermediate Tests 30 % Multiple Choice
test
Group Work 30 % Group project
Class Participation 10 % Class Participation

RE-SIT / RE-TAKE POLICY

BIBLIOGRAPHY
Compulsory
- Ewen Harrison, Riinu Pius. R for Health Data Science. Chapman and Hall/CRC.
ISBN 0367428199 (Printed)
- Ruth Etzioni, Micha Mandel, Roman Gulati. Statistics for Health Data Science: An
Organic Approach. Springer. ISBN 978303059888 (Digital)
BEHAVIOR RULES

Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

ATTENDANCE POLICY

Please, check the University's Attendance Policy here. The Program Director may
provide further indications.

ETHICAL POLICY

Please, check the University's Ethics Code here. The Program Director may
provide further indications.

4
12th June 2023
 MANAGING PROJECTS AND TEAMS IN DATA
SCIENCE
Bachelor in Data and Business Analytics BDBA SEP-2023
MPTDS-DBA.1C.4.M.A
Area Operations and Business Analytics
Number of sessions: 15
Academic year: 23-24
Degree course: FOURTH
Number of credits: 3.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: ALVARO ROMERO MIRALLES

E-mail: [email protected]

Álvaro Romero is Data Science Technical Director in the group of Energy

Predictive Analytics of Instituto de Ingeniería del Conocimiento (IIC). He holds
a Master's Degree in Computer Engineering, a Master's Degree in ICT
Research and Innovation in Computational Intelligence and an EMBA from IE.
His thesis on prediction of electricity prices in Spain has been published in the
International Journal of Interactive Multimedia and Artificial Intelligence. He
graduated in Mathematics and Computer Engineering from Universidad
Autónoma de Madrid. He has experience in fraud detection, predictive
maintenance, optimization problems, forecasting of demand and renewable
energy production, etc. He also collaborates as a professor in different Masters
and Bachelors of Data Sciece, BI and Big Data in business schools such as
MBIT School and ENAE Business School or IE.

[email protected]

PREREQUISITES

No prerequisites are needed.

SUBJECT DESCRIPTION

Artificial Intelligence and Big Data are cutting edge technologies that are changing the world we
live. According to the McKinsey Global Survey of the last few years, AI adoption has steadily
increased and a majority of executives report that this technology is generating returns (revenue
increase or cost decrease).

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The latest McKinsey report also indicates that there are at least six sets of practices differentiate
high-performing companies from others: strategy, talent and leadership, ways of working,
technology, data and adoption.
This subject covers what managers need to know to develop a business culture to empower
Artificial Intelligence and Data projects. In particular, it will cover what are the important aspects
when developing projects and managing data science teams by analysing the different parts of the
AI process and detailing what are the key aspects to success or to fail in each.

LEARNING OBJECTIVES

In this course the student learns to manage, develop and evaluate the performance of teams in
Artificial Intelligence and Big Data.
At the end of the course, students will obtain a solid grasp of the theoretical and
practical application of managing high technical teams. In particular the subject will cover areas
such as:
- Project planning in data science.
- Team goals.
- Managing technical people.
- Managing stakeholders.

TEACHING METHODOLOGY

Learning Activity Weighting Estimated time a

student should
dedicate to prepare for
and participate in
Lectures 20.0 % 15.0 hours
Discussions 20.0 % 15.0 hours
Exercises in class, 13.33 % 10.0 hours
Asynchronous sessions,
Field Work
Group work 33.33 % 25.0 hours
Individual studying 13.33 % 10.0 hours
TOTAL 100.0 % 75.0 hours

PROGRAM

SESSION 1 (LIVE IN-PERSON)

Introduction
This first session is an introduction to the key concepts of the course. This section will also answer
why is different managing teams in Data Science than other projects?

SESSION 2 (LIVE IN-PERSON)

Roles in Data Science

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Data scientists are the most known role in the Data Ecosystem but there are many more. It is
important to understand the differences, the interests and the motivitations of each person of the
team.

SESSION 3 (LIVE IN-PERSON)

Attract and Retain Top Technology Talent
Hiring and retaining technical people is really difficult. There is a lot of competition on this
profiles. IT pros receive twice as many LinkedIn InMails versus the average LinkedIn member, and
software
engineers get more than two-and-a-half times as many.
Practical Case: Southwest Airlines (A) (HBS HR1A-PDF-ENG)

SESSION 4 (LIVE IN-PERSON)

Scaling Data teams
When starting a startup or the new data department is not easy to define what are the roles you
need how you are going to make the people grow and so on. We are going to discuss how to make
the team grow.

SESSION 5 (LIVE IN-PERSON)

CRISP-DM
Cross-industry standard process for data mining, known as CRISP-DM, is an open standard
process model that describes common approaches used by data mining experts. It is the most
widely-used analytics model.

SESSION 6 (LIVE IN-PERSON)

Project requirements
The profesor will send a Request for Proposals for a specific purpose and the students will need to
read it and start working to define the Project and design a solution, a team, etc. based on what we
cover in class.

SESSION 7 (LIVE IN-PERSON)

Project Management Methodologies
Review of Project management methodologies and how to adapt them to Data projects.

SESSION 8 (LIVE IN-PERSON)

Project Management Methodologies
Review of Project management methodologies and how to adapt them to Data projects.

SESSION 9 (LIVE IN-PERSON)

Presentation of the first assignment.

SESSION 10 (LIVE IN-PERSON)

Business Understanding: refining requirements

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13th June 2023
Meetings with the “client” (professor) to refine the requirements of the Project.

SESSION 11 (LIVE IN-PERSON)

Data preparation
Data preparation is one of the most important steps in data projects. We are going to cover risks,
problems, estimation, etc.

SESSION 12 (LIVE IN-PERSON)

Training & Evaluation
Step in which the team train the models and evaluate them.

SESSION 13 (LIVE IN-PERSON)

Group Project presentation

SESSION 14 (LIVE IN-PERSON)

MLops
When Machine Learning models are in operation is important to apply DevOps principles
(Continuous Integration and development, tests, etc.)

SESSION 15 (LIVE IN-PERSON)

Exam

EVALUATION CRITERIA

criteria percentage Learning Comments

Objectives
Final Exam 20 %
Individual Work 30 %
Workgroups 40 %
Class Participation 10 %

RE-SIT / RE-TAKE POLICY

BEHAVIOR RULES

Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

ATTENDANCE POLICY

Please, check the University's Attendance Policy here. The Program Director may
provide further indications.

4
13th June 2023
ETHICAL POLICY

Please, check the University's Ethics Code here. The Program Director may
provide further indications.

5
13th June 2023
 REAL TIME DATA AND AI
Bachelor in Data and Business Analytics BDBA SEP-2023
RTDAI-DBA.1C.4.M.A
Area Others
Number of sessions: 25
Academic year: 23-24
Degree course: FOURTH
Number of credits: 5.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: MANOEL FERNANDO GADI ALONSO

E-mail: [email protected]

MANOEL FERNANDO GADI ALONSO

Academic Background:
- Executive MBA, Business Administration and Management, IE Business School, Spain
- Master in Computer Science and Statistics, University of Sao Paulo, Brazil
- Computer Science Degree, University of Sao Paulo, Brazil
Academic Experience:
- Risk & Fraud Analytics - Master in Business Analytics & Big Data at IE Business School
- Statistical Programming Python - Master in Business Analytics & Big Data at IE Business
School
- Building a Fintech - Master in Business Analytics & Big Data at Universidad de Alcalá de
Henares
- Math and Stats for Big Data - Master in Business Analytics & Big Data at U-TAD
Corporate Experience:
- Founder and CEO of Suncaged Analytics Consulting Europe (Madrid: 2019-curr)
- Director of Analysis & Reporting, Altamira Real Estate (Madrid: 2018-2019)
- Director of Credit Rating, Big Data and Business Analytics, Bravo Capital (Madrid: 2015-2018)
- Head of R&D for Risk Analytics Area, Santander Bank Headquarters Spain (Madrid: 2012-
2015)
- R&D Risk Analytics Area Manager, Santander Bank United Kingdom (Milton Keynes: 2008-
2012)
- Credit Risk Modelling Manager, Santander Bank Brazil (Sao Paulo: 2007-2008)
- Credit Risk Supervisor, ibi bank (C&A group) (Sao Paulo: 2006-2007)
- Credit Card Risk analyst, Citibank Brazil (Sao Paulo: 2003-2005)

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 [email protected]

PREREQUISITES

- Knowledge acquired in previous or concurrent courses, in particular:

- Python
- Machine Learning
- Stream Processing
SUBJECT DESCRIPTION

In this course, you will learn about various big data technologies and how they are used to solve
real-world problems at scale. We will start by recaping streaming in Spark and distributed data
processing for Machine Learning and AI with NLP and Large Language Models. Then, we will learn
to development several Machine Learning and AI algorithms in a distributed enviroment and also
deploy those models into Real Time applications. We then explore several use cases of real
time technology in real company like LinkedIn, Netflic and ING Bank.

LEARNING OBJECTIVES

1. Understand how big data technologies are being used in the entertainment industry, with a
focus on Netflix's "Stranger Things" production.
2. Learn about the role of Kafka in real-time data processing and analytics
3. Explore the use of real-time fraud detection system in preventing fraudulent activities.
4. Understand how Anti Money Laundering Revolution helps financial institutions stay compliant
with regulatory requirements.
5. Develop a working knowledge of ChatGPT and large language models, and learn how they
can be used to solve complex problems.

TEACHING METHODOLOGY

Learning Activity Weighting Estimated time a

student should
dedicate to prepare for
and participate in
Lectures 28.0 % 35.0 hours
Discussions 4.0 % 5.0 hours
Exercises in class, 8.0 % 10.0 hours
Asynchronous sessions,
Field Work
Group work 40.0 % 50.0 hours
Individual studying 20.0 % 25.0 hours
TOTAL 100.0 % 125.0 hours

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PROGRAM

SESSION 1 (LIVE IN-PERSON)

Introduction to the course and recap of basic Streaming Processing technologies and terminology.

SESSION 2 (LIVE IN-PERSON)

Data Processing (recap) for Machine Learning in Spark

SESSION 3 (LIVE IN-PERSON)

Distributed Machine Learning in Spark - Development of Clustering in Spark and Deployment in
Real Time solution

SESSION 4 (LIVE IN-PERSON)

Distributed Machine Learning in Spark - Development of Recommender System in Spark and
Deployment in Real Time solution

SESSION 5 (LIVE IN-PERSON)

Distributed Machine Learning in Spark - Development of Linear Regression in Spark and
Deployment in Real Time solution

SESSION 6 (LIVE IN-PERSON)

Distributed Machine Learning in Spark - Development of Logistic Regression in Spark and
Deployment in Real Time solution

SESSION 7 (LIVE IN-PERSON)

Distributed Machine Learning in Spark - Development of Random Forest in Spark and Deployment
in Real Time solution

SESSION 8 (LIVE IN-PERSON)

Distributed Machine Learning in Spark - Development of Natural Language Processing in Spark
and Deployment in Real Time solution

SESSION 9 (LIVE IN-PERSON)

Graph Technology for Real Time processing

SESSION 10 (LIVE IN-PERSON)

ChatGPT - scaling Large Language Models for Real Time use

SESSION 11 (LIVE IN-PERSON)

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ChatGPT - scaling Large Language Models for Real Time use

SESSION 12 (LIVE IN-PERSON)

Recap for Mid Term Exam

SESSION 13 (LIVE IN-PERSON)

MID-TERM EXAM (Quiz)

SESSION 14 (LIVE IN-PERSON)

ChatGPT - connecting Large Language Models to Real Time user applications

SESSION 15 (LIVE IN-PERSON)

Use case 1: The creation and use of Kafka at LinkedIn.

SESSION 16 (LIVE IN-PERSON)

Use case 2: How Netflix Does Stranger Things with Big Data at Scale

SESSION 17 (LIVE IN-PERSON)

Use case 3: ING Bank - The Evolution with Kafka

SESSION 18 (LIVE IN-PERSON)

Use Case 4: Modern Risk Managment at scale with Spark and Delta Lake

SESSION 19 (LIVE IN-PERSON)

Use Case 4: Modern Risk Managment at scale with Spark and Delta Lake

SESSION 20 (LIVE IN-PERSON)

Use Case 5: Modern Model Managment at scale with Spark and MLFlow

SESSION 21 (LIVE IN-PERSON)

Use Case 5: Modern Model Managment at scale with Spark and MLFlow

SESSION 22 (LIVE IN-PERSON)

Use case 6: Anti Money Laundering Revolution with Databricks

SESSION 23 (LIVE IN-PERSON)

Recap for Mid Term Exam and Q & A for the group project

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SESSION 24 (LIVE IN-PERSON)
FINAL EXAM - QUIZ - content of session 14 to 22.

SESSION 25 (LIVE IN-PERSON)

Final Group Presentation

EVALUATION CRITERIA

Throughout this course, you will be asked to read material related to the sessions, participate in live
and online discussions, complete individual assignments and labs, and participate in a group
project.
Specifically, grading will be based on the following criteria.

criteria percentage Learning Comments

Objectives
Final Exam 30 %
Midterm Exam 20 %
Group Assignment 30 %
Class Participation 20 %

RE-SIT / RE-TAKE POLICY

Midterm Exam
- Content from sessions 1-13
Final Exam
- Content from the whole course
Group Assignment
Group assignments will be developed by teams, who will have to work on a real life Use Case
involving Stream Analytics. The team will play the role of a Chief Technology Officer who puts
together the best solution taking into account technical, business and environmental constraints.
A list of topics will be proposed by the professor, but students are free to propose their own
subjects.
Class Participation
You are expected to attend every class and participate in the discussions and class activities. This
includes optional exercises, voluntary participation on the whiteboard, discussion board (forum)
activity, class attendance, and active participation in in-class discussions, with the goal of ensuring
a continued learning process, good teamworking, and ability to apply class concepts in real-world
problems. Participation is based on the quality, rather on the quantity, of your contributions.
Late Assignments/Presentation
If you should be late in submitting an assignment, be sure to inform me in advance of the reason to
try and accommodate you. Any unjustified late submission will not be graded.
Minimum passing grade
A minimum passing grade applies in final exams (3.5). If your score is lower than this minimum you
will have to retake, irrespective of your overall course grade. Also keep in mind that the overall
passing course grade is 5.0.

BIBLIOGRAPHY
Recommended

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07th June 2023
 - Tyler Akidau, Slava Chernyak, Reuven Lax. Streaming Systems. 2018. O'Reilly
Media, Inc.. ISBN 9781491983874 (Digital)
Streaming data is a big deal in big data these days. As more and more
businesses seek to tame the massive unbounded data sets that pervade our world,
streaming systems have finally reached a level of maturity sufficient for mainstream
adoption. With this practical guide, data engineers, data scientists, and developers
will learn how to work with streaming data in a conceptual and platform-agnostic
way.
- Jay Kreps. (2014). I Heart Logs. O'Reilly Media, Inc.. ISBN 9781491909386
(Digital)
Why a book about logs? That’s easy: the humble log is an abstraction that lies at
the heart of many systems, from NoSQL databases to cryptocurrencies. Even
though most engineers don’t think much about them, this short book shows you
why logs are worthy of your attention.
- Piethein Strengholt. (2020). Data Management at Scale. O'Reilly Media, Inc..
ISBN 9781492054788 (Digital)
As data management and integration continue to evolve rapidly, storing all your
data in one place, such as a data warehouse, is no longer scalable. In the very near
future, data will need to be distributed and available for several technological
solutions. With this practical book, you’ll learn how to migrate your enterprise from a
complex and tightly coupled data landscape to a more flexible architecture ready for
the modern world of data consumption.
- Martin Kleppmann. (2017). Designing Data-Intensive Applications. O'Reilly
Media, Inc.. ISBN 9781449373320 (Digital)
Data is at the center of many challenges in system design today. Difficult issues
need to be figured out, such as scalability, consistency, reliability, efficiency, and
maintainability. In addition, we have an overwhelming variety of tools, including
relational databases, NoSQL datastores, stream or batch processors, and message
brokers. What are the right choices for your application? How do you make sense
of all these buzzwords?
BEHAVIOR RULES

Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

ATTENDANCE POLICY

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Please, check the University's Attendance Policy here. The Program Director may
provide further indications.

7
07th June 2023
ETHICAL POLICY

Please, check the University's Ethics Code here. The Program Director may
provide further indications.

8
07th June 2023
 STREAM PROCESSING
Bachelor in Data and Business Analytics BDBA SEP-2023
SP-DBA.1C.4.M.A
Area Others
Number of sessions: 25
Academic year: 23-24
Degree course: FOURTH
Number of credits: 5.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: EDUARDO RODRÍGUEZ LORENZO

E-mail: [email protected]

EDUARDO RODRÍGUEZ LORENZO

Eduardo Rodriguez Lorenzo is Senior Manager at NETSCOUT and Adjunct
Professor at IE School of Science and Technology. He is a technologist
specializing in Telecommunication Networks, Cybersecurity, Software
Architecture, Data Engineering and Analytics.
He studied at UPM (Universidad Politécnica de Madrid), King’s College London
and London University.
At NETSCOUT, he leads a global team of Data and Network Engineers with a
strong focus on Network Service Assurance, Cybersecurity, Data Engineering
and Analytics.
He has gained broad international experience delivering high-value Consulting
Services ( Customer Experience & Customer Journeys, Business Intelligence,
Service Assurance, Data Monetization, Process Engineering...) and Data-
driven Solutions (Cloud & Backend Architecture, Data Feeds, Database,
Dashboard, Interaction & Visualisation Design) to global Enterprises and
Communication Service Providers. He has played an active role in the launch,
measurement and optimisation of Mobile Networks for various top international
Telcos.
He is a member of the Spanish Charter of Telecommunications Engineers
(COIT) where he is an active member of the Telecommunications Policy and
Regulation Group and the Digital Transformation Group.
His main interests include Disruptive Technologies, Data Engineering
Architectures, Networks, Distributed Systems and Graph technology.
He joined IE University in 2020.
IE | LinkedIn | Twitter

[email protected]

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PREREQUISITES

- Algorithms and Data Structures

- Basic SQL skills
- Intermediate Python skills
- Basic Linux command line

SUBJECT DESCRIPTION

Welcome to the "Stream Processing" elective course! In this 25-session

course, you will gain the skills and knowledge required to design and develop
streaming data processing systems. This course is perfect for you if you are
interested in learning about the latest trends in data engineering and stream
processing, and you have introductory knowledge in programming (Python),
databases (SQL) and data structures.
The course covers a wide range of topics, starting from the basics of data
streams, their applications, and key use cases. You will then learn about
messaging paradigms, message serialization, and probabilistic data structures
for data streams and massive datasets. You will also understand the tradeoffs
and key abstraction models for streaming data processing systems.
The course then dives deeper into the design of data engineering pipelines
based on data streams, using windowing techniques, watermarks, and
streaming SQL. You will learn how to use tools and frameworks such as Kafka
and Spark Streaming to process streaming data and how to harness the power
of Cloud Computing to implement such solutions. Additionally, you will
understand the relevance of other NoSQL technologies in stream processing.
To provide a comprehensive understanding of stream processing, the course
also covers the application of stream processing for machine learning and the
visualization of data streams using tools like Grafana and Streamlit. Finally, you
will learn about the basics of modern design and architecture of distributed
systems.
The course emphasizes hands-on experience with a group project in topics
ranging from real-time anomaly detection in IoT sensor data to stream
processing for traffic congestion management.
By the end of this course, you will have a strong understanding of stream
processing and the tools and frameworks used in the industry. You will also
have the skills to design and develop your own streaming data processing
systems.

LEARNING OBJECTIVES

1. Understand the place of Streams in the Data Engineering Landscapce, its applications and
key Use Cases
2. Design tradeoffs and key abstraction models for Streaming Data Processing systems
3. Understand message serialisation and most common formats used in industry: CSV, JSON,
Parquet, AVRO
4. Understand probabilistic data structures for data streams and massive datasets

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 5. Learn messaging paradigms for Stream Data Processing, including RPC, Queues, Message
Brokers
6. Design Data Engineering Pipelines based on data streams, using Windowing Techniques,
Watermarks & Streaming SQL
7. Learn to use tools and frameworks for stream processing, such as Kafka and Spark
Streaming
8. Understand NoSQL technologies and their relevance in stream processing
9. Learn to apply stream processing for machine learning
10. Learn to visualize data streams
11. Provide the basics of modern Design and Architecture of Distributed Systems

TEACHING METHODOLOGY

IE University teaching method is defined by its collaborative, active, and applied nature. Students
actively participate in the whole process to build their knowledge and sharpen their skills.
Professor’s main role is to lead and guide students to achieve the learning objectives of the course.
This is done by engaging in a diverse range of teaching techniques and different types of learning
activities such as the following:

Learning Activity Weighting Estimated time a

student should
dedicate to prepare for
and participate in
Lectures 24.0 % 30.0 hours
Discussions 8.0 % 10.0 hours
Exercises in class, 16.0 % 20.0 hours
Asynchronous sessions,
Field Work
Group work 28.0 % 35.0 hours
Individual studying 24.0 % 30.0 hours
TOTAL 100.0 % 125.0 hours

PROGRAM

WELCOME TO STREAM PROCESSING!

SESSION 1 (LIVE IN-PERSON)

Introductions.
Expectations and what to expect.
Understand the place of Streams in the Data Engineering Landscapce, its applications and key Use
Cases.
Stream-related units: Throughput and data transmission speed. Bits and bytes and data volume
units
Basics of TCP/IP and the OSI model
Student Environment Setup.

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SESSION 2 (LIVE IN-PERSON)
STREAMING FUNDAMENTALS
Event Time Domain vs Processing Time Domain. Triggers. Watermarks. Accumulation.
Windowing techniques: Tumbling, Hopping, Sliding, Session. Advanced Windowing.

SESSION 3 (LIVE IN-PERSON)

STREAMING FUNDAMENTALS
Event Time Domain vs Processing Time Domain. Triggers. Watermarks. Accumulation.
Windowing techniques: Tumbling, Hopping, Sliding, Session. Advanced Windowing.

DATA SERIALIZATION AND ENCODING

SESSION 4 (LIVE IN-PERSON)

Encoding and transmission of messages. Schema Evolution. Data Encoding formats. Dataflow
modes.
Data Streaming Encoding Lab. Overview of general-purpose and industry specific encoding
formats, e.g, JSON, Parquet, AVRO, HL7, ISO8583...

STREAM PROCESSING

SESSION 5 (LIVE IN-PERSON)

STREAMING TECHNOLOGY
Streaming Tools and Frameworks. Big Data Technology timeline. Spark Streaming Introduction and
Setup.

SESSION 6 (LIVE IN-PERSON)

Spark Streaming Lab
Article: Discretized Streams: Fault-Tolerant Streaming Computation at Scale (SOSP’13, Nov. 3–6,
2013, Farmington, Pennsylvania, USA) (CED)
A Jupyter-led assignment to demonstrate pyspark.streaming module functionality

SESSION 7 (LIVE IN-PERSON)

Spark Streaming Lab
Article: Spark SQL: Relational Data Processing in Spark (SIGMOD’15, May 31–June 4, 2015,
Melbourne, Victoria, Australia) (CED)
Multimedia Documentation: Spark Structured Streaming Programming Guide (spark.apache)
A Jupyter-led assignment to demonstrate pyspark.streaming module functionality

SESSION 8 (LIVE IN-PERSON)

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Spark Structured Streaming Lab
Sample Spark Notebooks to demonstrate Spark Structured Streaming Programming model.

STREAMING ALGORITHMS AND DATA STRUCTURES

SESSION 9 (LIVE IN-PERSON)

Probabilistic Data Structures for Data Streams and Massive Datasets
Understanding probabilistic data structures for data streams and massive datasets
- Sketch Algorithms: Bloom filters, Count-Min Sketch, Approximate Quantiles on Data Streams
- Implementing probabilistic data structures with Python
- Apache DataSketches
Discussion: Use cases for probabilistic data structures

SESSION 10 (LIVE IN-PERSON)

Probabilistic Data Structures for Data Streams and Massive Datasets
Understanding probabilistic data structures for data streams and massive datasets
- Sketch Algorithms: Bloom filters, Count-Min Sketch, Approximate Quantiles on Data Streams
- Implementing probabilistic data structures with Python
- Apache DataSketches
Discussion: Use cases for probabilistic data structures

MESSAGING

SESSION 11 (LIVE IN-PERSON)

Messaging Paradigms:
- Client/Server
- Queues
- Publish/Subscribe paradigm
- RPC
- APIs

SESSION 12 (LIVE IN-PERSON)

Messaging Paradigms Lab
Using ZeroMQ and gRPC to demonstrate all messaging paradigms we learnt in the previous
session.

SESSION 13 (LIVE IN-PERSON)

Azure Queues Lab
Learn about Azure Storage Queues service, its API, SDK and Use Cases.

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Implement a basic streaming solution using Azure Storage Queues.

SESSION 14 (LIVE IN-PERSON)

Kafka Concepts
Terminology, Use Cases, Core APIs, Zookeeper, Topics, Brokers, Partitions, Producers,
Consumers. Local Setup

SESSION 15 (LIVE IN-PERSON)

Kafka Lab
Hands-on Kafka Lab on a relevant topic of choice involving streaming data sources.

SESSION 16 (LIVE IN-PERSON)

ksqlDB: SQL on Kafka
- Fundamental concepts: streams, tables, queries, and materialized views
- Architecture and components: server, CLI, and REST API
- Use cases and benefits of ksqlDB, such as materialized caches, streaming ETL pipelines, and
event-driven microservices
- Differences between streams and tables
- Query types: push queries and pull queries

CLOUD STREAM PROCESSING

SESSION 17 (LIVE IN-PERSON)

Azure Event Hubs and Azure Stream Analytics Concepts
Conceptual mapping with Kafka and key differences, API usage, integration with other Azure
components.

SESSION 18 (LIVE IN-PERSON)

Azure Event Hubs and Azure Stream Analytics Lab
Setting up real world Data Stream processing pipeline in Azure Cloud.
Technologies covered: EventHub, Stream Analytics, Blob Storage and PowerBI.

REAL TIME DASHBOARDS

SESSION 19 (LIVE IN-PERSON)

Visualizing Streaming Data
Article: How to build a real-time live dashboard with Streamlit (blog.streamlit.io)
Understanding Streamlit and its relevance in data visualization
Implementing Streamlit with Python

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06th July 2023
Other visualization stacks: Azure and PowerBI, ELK stack, Grafana
Discussion: Best practices for data visualization

EMERGING TOPICS AND TRENDS

SESSION 20 (LIVE IN-PERSON)

Other NoSQL Technologies for Stream Processing
Spark Alternatives: Apache Flink
Kafka Alternatives: Apache Pulsar, Redpanda
Redis and its relevance in stream processing.
Understanding Stream Processing of graph data: Memgraph and DGraph.

SESSION 21 (LIVE IN-PERSON)

Other NoSQL Technologies for Stream Processing
Spark Alternatives: Apache Flink
Kafka Alternatives: Apache Pulsar, Redpanda
Redis and its relevance in stream processing.
Understanding Stream Processing of graph data: Memgraph and DGraph.

ARCHITECTING REAL TIME SYSTEMS

SESSION 22 (LIVE IN-PERSON)

Lambda and Kappa architectures.
Distributed Architecture Patterns.
Job Scheduling. Synchronization. Cron Jobs. Apache Airflow & Azure Batch

GROUP PROJECT PRESENTATIONS

SESSIONS 23 - 24 (LIVE IN-PERSON)

Team presentations of Group Project
List of sample topics, though students can propose their own:
- Contact Tracing
- Fraud Detection
- Predictive Maintenance
- Anomaly detection
- Smart City topics: car telemetry, environmental sensors, etc
- Sports Analytics
- Health Monitoring

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Student group will conduct a live presentation and upload accompanying materials to Campus
(code, Notebooks, Slides...).

SESSION 25 (LIVE IN-PERSON)

Final Exam

EVALUATION CRITERIA

Knowledge Quizzes
There will be several in-class quizzes to support ongoing learning and understanding of core
concepts.
Final Exam
At the end of the course you will have to pass an individual exam which may contain questions
about any of the topics covered during this course.
Labs and Individual Practice
During the course I will propose labs and practical exercises to be solved individually
Group Assignment
A Group Project will be developed by teams of 4 to 6 students, who will have to work on a real life
Use Case involving Stream Processing. The team will play the role of a Chief Technology Officer
who puts together the best solution taking into account technical, business and environmental
constraints.
A list of topics will be proposed by the professor, but students are free to propose their own
subjects.

criteria percentage Learning Comments

Objectives
Final Exam 30 %
Knowledge 25 %
Quizzes
Individual Work 15 %
Group Assignment 30 %

RE-SIT / RE-TAKE POLICY

A minimum passing grade of 4 (40%) in the Final exam is required to pass the subject. If a student
scores lower than this minimum, he will have to go to June retake, irrespective of their overall
course grade. The overall passing course grade is 5.0.

BIBLIOGRAPHY
Recommended
- Martin Kleppmann. (2017). Designing Data-Intensive Applications. O'Reilly
Media, Inc.. ISBN 9781449373320 (Digital)
Data is at the center of many challenges in system design today. Difficult issues
need to be figured out, such as scalability, consistency, reliability, efficiency, and
maintainability. In addition, we have an overwhelming variety of tools, including
relational databases, NoSQL datastores, stream or batch processors, and message
brokers. What are the right choices for your application? How do you make sense

8
06th July 2023
of all these buzzwords?
- Tyler Akidau, Slava Chernyak, Reuven Lax. Streaming Systems. 2018. O'Reilly
Media, Inc.. ISBN 9781491983874 (Digital)
Streaming data is a big deal in big data these days. As more and more
businesses seek to tame the massive unbounded data sets that pervade our world,
streaming systems have finally reached a level of maturity sufficient for mainstream
adoption. With this practical guide, data engineers, data scientists, and developers
will learn how to work with streaming data in a conceptual and platform-agnostic
way.
- Emin Tahirovic, Dzejla Medjedovic, Ines Dedovic. (2022). Algorithms and Data
Structures for Massive Datasets. Manning Publications. ISBN 9781617298035
(Digital)
- Joe Reis, Matt Housley. (2022). Fundamentals of Data Engineering. O'Reilly
Media, Inc.. ISBN 9781098108304 (Digital)
- Jay Kreps. (2014). I Heart Logs. O'Reilly Media, Inc.. ISBN 9781491909386
(Digital)
Why a book about logs? That’s easy: the humble log is an abstraction that lies at
the heart of many systems, from NoSQL databases to cryptocurrencies. Even
though most engineers don’t think much about them, this short book shows you
why logs are worthy of your attention.
- Piethein Strengholt. (2020). Data Management at Scale. O'Reilly Media, Inc..
ISBN 9781492054788 (Digital)
As data management and integration continue to evolve rapidly, storing all your
data in one place, such as a data warehouse, is no longer scalable. In the very near
future, data will need to be distributed and available for several technological
solutions. With this practical book, you’ll learn how to migrate your enterprise from a
complex and tightly coupled data landscape to a more flexible architecture ready for
the modern world of data consumption.

BEHAVIOR RULES

Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

ATTENDANCE POLICY

Please, check the University's Attendance Policy here. The Program Director may
provide further indications.

ETHICAL POLICY

9
06th July 2023
Please, check the University's Ethics Code here. The Program Director may
provide further indications.

10
06th July 2023
 ADVANCED CODING
Grado en Administración de Empresas / Bachelor in
Business Administration BBA SEP-2023 ACG-
NBA.1C.d.OPT.M.A
Area Information Systems and Technology
Number of sessions: 30
Academic year: 23-24
Degree course:
Number of credits: 6.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: MARIANO ALVAREZ DIENTE

E-mail: [email protected]

Academic Background
Graduate and Master in Telecommunication Engineer, Universidad
de Valladolid
Graduate and Master in Literary Theory and Comparative
Literature, Universidad de Valladolid.
Master in E.S.O, Bachillerato, Professional training and languages teaching.
Master in Philological studies: professional/business applications.
Academic experience
Bachelor in Business Administration at IE University. Since 2010.
Bachelor in Information Systems and Computer Science. Since 2017.
Currently, Instructor at IBM Global Services on Internetworking and
Information and Telecommunication Technologies. Since 2004.
Courses taught at IBM:
Big Data & Analytics
Mobile & corporate strategy
New technologies in communications
WLAN networks implementation
WLAN security
WiMAX technology
TCP/IP fundamentals
Networks Implementation & administration
IP Telephony (VoIP).
IoT (IBM Cloud)
Professional experience

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 Currently. Freelance. Telecommunication and Information
Technologies projects.
Currently. Instructor at IBM Global Services
Engineer in Acoustics. Acoustic municipal centre Hall of Valladolid
Solyven S.L. Solar energy projects.

Office hours: Live tutorials available by previous appointment.

Contact details: e-mail: [email protected]

PREREQUISITES

The only prerequisite for this course is to have passed the course for
Introduction to programming before taking this course.

SUBJECT DESCRIPTION

Building on top of some basic programming knowledge (loops, if/else,

functions, files, etc...), this course expands this knowledge with the most
common Python modules: Numpy arrays, Pandas, Matplotlib, Flask, Request...
On the other hand, we will also introduce the use of APIs, extend data
collections, dive into OOP and approach the use of search, sorting and
recursion algorithms.

LEARNING OBJECTIVES

In this course you will learn how to use Python's advanced modules to extract
business knowledge from data including:
- Creating and manipulating arrays using the Numpy module
- Bulding dataframe data structures using Pandas
- Crafting visualizations using matplotlib
- GUI interface
- Developing programs using the OOP approach
- Learning about network interactions: APIs, HTTP, Flask
- Looking at searching, sorting and recursion algorithms.

TEACHING METHODOLOGY

The course is mainly a practical hands-on course. During the sessions we will mix theoretical
lecturing with practical assignments. The course is designed for you to always have a laptop with
you in class so you can code directly the exercises during the sessions.
IE University teaching method is defined by its collaborative, active, and applied nature. Students
actively participate in the whole process to build their knowledge and sharpen their skills.
Professor’s main role is to lead and guide students to achieve the learning objectives of the course.
This is done by engaging in a diverse range of teaching techniques and different types of learning
activities such as the following:

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28th June 2023
 Learning Activity Weighting Estimated time a
student should
dedicate to prepare for
and participate in
Lectures 13.33 % 20.0 hours
Discussions 16.67 % 25.0 hours
Exercises in class, 30.0 % 45.0 hours
Asynchronous sessions,
Field Work
Group work 20.0 % 30.0 hours
Individual studying 20.0 % 30.0 hours
TOTAL 100.0 % 150.0 hours

PROGRAM

SESSIONS 1 - 2 (LIVE IN-PERSON)

Introduction to Python.
In these two sessions we will review the main characteristics of the Python programming language
(variables, loops, conditional statements, files, functions) as a reminder from the previous course.

SESSIONS 3 - 4 (LIVE IN-PERSON)

Exercises to reinforce the content reviewed in the previous sessions.
Double session

SESSIONS 5 - 6 (LIVE IN-PERSON)

Simulation and design
The potential applications of simulation as a way to solve real-world problems. We will learn how
to think in order to simplify our developments.

SESSIONS 7 - 8 (LIVE IN-PERSON)

Classes
How defining classes can provide structures to make complex programs

SESSIONS 9 - 10 (LIVE IN-PERSON)

Data Collections I
Understanding the use of lists (arrays), dictionaries and tuples to represent a collection of related
data. Also dictionaries and CSV and JSON formats.

SESSIONS 11 - 12 (LIVE IN-PERSON)

Data Collections II
The use of CSV and JSON formats to facilitate the exchange of data

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SESSION 13 (LIVE IN-PERSON)
Practice the content from sessions 5 to 12.

SESSION 14 (LIVE IN-PERSON)

Midterm exam

SESSIONS 15 - 16 (LIVE IN-PERSON)

Object Oriented Programming
How to apply the use of inheritance, encapsulation and polymorphism in order to reuse code for
efficient coding.

SESSIONS 17 - 18 (LIVE IN-PERSON)

Graphics Interfaces: Introduction to Tkinter
In these sessions we will learn the fundamentals of Tkinter, the standard GUI library for Python.
Python when combined with Tkinter provides a fast and easy way to create GUI applications.
Tkinter provides a powerful object-oriented interface to the Tk GUI toolkit.

SESSIONS 19 - 20 (LIVE IN-PERSON)

Numpy and Pandas I
In this session we will introduce the NumPy library, that provides a simple yet powerful data
structure: the n-dimensional array. This is the foundation on which almost all the power of Python’s
data science toolkit is built. Learning NumPy is the first step on any Python data scientist’s journey.

SESSIONS 21 - 22 (LIVE IN-PERSON)

Numpy and Pandas II
In this session we will introduce the Pandas library. Pandas is a powerful and flexible Python
package that allows you to work with labeled and time series data. It also provides statistics
methods, enables plotting, and more. One crucial feature of Pandas is its ability to write and read
Excel, CSV, and many other types of files.

SESSION 23 (LIVE IN-PERSON)

Practical Session

Practice the content from sessions 15 to 22.

SESSIONS 24 - 25 (LIVE IN-PERSON)

Data visualizations in matplotlib.
In these sessions we will review the use of matplotlib for visualizations.

SESSIONS 26 - 27 (LIVE IN-PERSON)

Web development frameworks: Flask
HTTP, using APIs, Web scraping

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In these sessions we will introduce Flask, a Python module that lets you develop web applications
easily thanks to a small and easy-to-extend core.
We will also learn the process of collecting and parsing raw data from the Web. We will also learn
the fundamentals of exchanging information through networks

SESSIONS 28 - 29 (LIVE IN-PERSON)

Practical Session and Final presentation

Wrapping-up all material seen in the course.

SESSION 30 (LIVE IN-PERSON)

Final Exam

EVALUATION CRITERIA

Your final grade in the course will be based on exams and the final team work that will be weighted
in the following way:

criteria percentage Learning Comments

Objectives
Final Exam 30 % Final exam in
session 30
Intermediate tests 20 % Midterm exam in
session 14
Group Work 30 % Final challenge in
teams
Class Participation 20 %

RE-SIT / RE-TAKE POLICY

A. CLASS PARTICIPATION
Three main criteria will be used in reaching judgment about your class participation:
- Depth and Quality of Contribution: The most important dimension of participation concerns what it
is that you are saying. A high quality comment reveals depth of insight, rigorous use of case
evidence, consistency of argument, and realism.
- Moving Your Peers’ Understanding Forward: Great ideas can be lost through poor presentation.
A high quality presentation of ideas must consider the relevance and timing of comments, and the
flow and content of the ensuing class discussion. It demands comments that are concise and clear,
and that are conveyed with a spirit of involvement in the discussion at hand.
- Frequency: Frequency refers to the attainment of a threshold quantity of contributions that is
sufficient for making a reliable assessment of comment quality. The logic is simple: if contributions
are too few, one cannot reliably assess the quality of your remarks. However, once threshold
quantity has been achieved, simply increasing the number of times you talk does not automatically
improve your evaluation. Beyond the threshold, it is the quality of your comments that must
improve. In particular, one must be especially careful that in claiming more than a fair share of
“airtime”, quality is not sacrificed for quantity. Finally, your attempts at participation should not be
such that the instructor has to “go looking for you”. You should be attempting to get into the debate
on a regular basis.

B. WORKGROUPS
During the course you will work with your group in order to develop a final assignment.

5
28th June 2023
C. GROUP FINAL PRESENTATION
In the last session of the course you will need to present and share with your classmates.

RE-SIT / RE-TAKE POLICY

Each student has four (4) chances to pass any given course distributed over two (2) consecutive
academic years. Each academic year consists of two calls: one (1) ordinary call (during the
semester when the course is taking place); and one (1) extraordinary call (or “re-sit”) in June/July.
Students who do not comply with the 70% attendance requirement in each subject during the
semester will automatically fail both calls (ordinary and extraordinary) for that Academic Year and
have to re-take the course (i.e., re-enroll) during the next Academic Year.
Regarding to the newly implemented ´liquid learning´ model, all students must still abide by the
same IEU attendance policy, including those students who are connecting remotely to class
sessions and not physically in the classroom because they are unable to be physically in Spain, on
campus. During the sessions, students connecting remotely are required to fully connect their
camera and microphone at all times, and must actively participate during the sessions (using all
necessary audiovisual equipment), just as their fellow peers who are physically present in the
classroom on campus.
The Extraordinary Call Evaluation criteria will be subject to the following rules:
- Students failing the course in the ordinary call (during the semester) will have to re-sit evaluation
for the course in June / July (except those students who do not comply with the attendance rule,
and therefore will not have that opportunity, since they will fail both calls and must directly re-enroll
in the course during the next Academic Year).
- It is not permitted to change the format nor the date of the extraordinary call exams or
deadlines under any circumstance. All extraordinary call evaluation dates will be announced in
advance and must be taken into consideration before planning the summer (e.g. internships, trips,
holidays, etc.)
- The June/July re-sit will consist of a comprehensive evaluation of the course. Your final grade
for the course will depend on the performance in this exam or evaluation only. I.e., continuous
evaluation over the semester (e.g. participation, quizzes, projects and/or other grade components
over the semester) will not be taken into consideration on the extraordinary call. Students will have
to achieve the minimum passing grade of 5 and the maximum grade will be capped at 8.0 (out of
10.0) – i.e., “notable” in the extraordinary call.
- Re-takers: Students who failed the subject on a previous Academic Year and are now re-
enrolled as re-takers in a course will need to check the syllabus of the assigned professor, as well
as contact the professor individually, regarding the specific evaluation criteria for them as re-takers
in the course during that semester (ordinary call of that Academic Year). The maximum grade that
may be obtained as a retaker during the ordinary call (i.e., the 3rd call) is
10.0 (out of 10.0).
After exams and other assessments are graded by the professor (on either the ordinary or
extraordinary call), students will have a possibility to attend a review session (whether it be a final
exam, a final project, or the final overall grade in a given course). Please be available to attend the
session in order to clarify any concerns you might have regarding your grade. Your professor will
inform you about the time and place of the review session.
- Students failing more than 18 ECTS credits after the June/July re-sits will be asked to leave the
Program. Please, make sure to prepare yourself well for the exams in order to pass your failed
subjects.
- In case you decide to skip the opportunity to re-sit for an exam or evaluation during the
June/July extraordinary call, you will need to enroll in that course again for the next Academic Year
as a re-taker, and pay the corresponding tuition fees. As you know, students have a total of four (4)
allowed calls to pass a given subject or course, in order to remain in the program.

6
28th June 2023
BEHAVIOR RULES

Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

ATTENDANCE POLICY

Please, check the University's Attendance Policy here. The Program Director may
provide further indications.

ETHICAL POLICY

Please, check the University's Ethics Code here. The Program Director may
provide further indications.

7
28th June 2023
 ADVANCED CORPORATE FINANCE
Grado en Administración de Empresas / Bachelor in
Business Administration BBA SEP-2023 ACF-
NBA.1C.f.OPT.M.A
Area Finance
Number of sessions: 25
Academic year: 23-24
Degree course:
Number of credits: 5.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: JORGE MERLADET ARTIACH

E-mail: [email protected]

Jorge Merladet worked at first in the financial markets as an equity and fixed
income research analyst and then as the head of equity research department of
an investment bank in Spain. As a manager of the firm, Jorge contributed to re-
shape a formerly wealth management firm into a wide scope dealer in cash,
derivative and M&A markets, gaining licences to operate, gaining new clients,
increasing revenues and advising corporates in their IPOs, takeovers and
private equity deals.
From 2001, he became CEO of a privately held company. Jorge led two private
equity rounds and then the successful IPO of his company in 2005. After that,
he has been appointed director at the boards of different companies and
advisor to the board for strategic and finance matters and he has played a
major role in the expansion and in the restructuring of different businesses as
well as in their sale to national and international investors.

Office hours will be held on Zoom Mondays 8

pm: https://ieuniversity.zoom.us/j/96125201486?pwd=b2xrQk9qTVlMNEd0dFd
qbDFZOFhZZz09

PREREQUISITES

Corporate Finance and Capital Markets and compulsory subjects in the

Finance track that you will have taken and that will be very useful for our
course. Good Excel skills are also necessary.

SUBJECT DESCRIPTION

1
Edited by Documentation
04th September 2023
 In our course, our students have already studied an introductory course to
Corporate Finance and an introductory course to Capital Markets. The already
own the basic instruments: NPV & IRR, Fixed Income basics, Portfolio Theory,
Equity Markets and basic Derivative Markets. Now is time to put them to work
in managing your company.

LEARNING OBJECTIVES

From the perspective of the CFO or the CEO we will address their use for:
- Financial analysis and planning.
- Debt Financing and Risk Management.
- Issuing Equities and Valuation.
- Incentives and limits to debt financing and restructuring.
All along the course, we will be connecting finance from the corporate
perspective and the markets, understanding how can the decision maker better
defend the interest of his/her firm.
Towards the end of the course, we expect students to be prepared to solve a
case study and prepare take aways from the course for discussion.

TEACHING METHODOLOGY

IE University teaching method is defined by its collaborative, active, and applied nature. Students
actively participate in the whole process to build their knowledge and sharpen their skills.
Professor’s main role is to lead and guide students to achieve the learning objectives of the course.
This is done by engaging in a diverse range of teaching techniques and different types of learning
activities such as the following:

Learning Activity Weighting Estimated time a

student should
dedicate to prepare for
and participate in
Lectures 20.0 % 25.0 hours
Discussions 20.0 % 25.0 hours
Exercises in class, 20.0 % 25.0 hours
Asynchronous sessions,
Field Work
Group work 20.0 % 25.0 hours
Individual studying 20.0 % 25.0 hours
TOTAL 100.0 % 125.0 hours

PROGRAM

SESSION 1 (LIVE IN-PERSON)

Course Intro

FINANCIAL ANALYSIS AND PLANNING

2
04th September 2023
SESSION 2 (LIVE IN-PERSON)
Financial Analysis
BMA Ch28
Book Chapters: Principles of corporate finance, Ch28 (See Bibliography)

SESSION 3 (LIVE IN-PERSON)

Financial Analysis
BMA Ch28

SESSION 4 (LIVE IN-PERSON)

Financial Planning and Management
BMA Ch29 & Ch30
Book Chapters: Principles of corporate finance, Ch29 & Ch30 (See Bibliography)

SESSION 5 (LIVE IN-PERSON)

Financial Planning and Management
BMA Ch29 & Ch30

SESSION 6 (LIVE IN-PERSON)

Exercises

DEBT FINANCING AND RISK MANAGEMENT

EQUITY FINANCING AND VALUATION

SESSION 7 (LIVE IN-PERSON)

Quiz

SESSION 8 (LIVE IN-PERSON)

Credit Risk and Corporate Debt
BMA Ch23 & Ch24
Book Chapters: Principles of corporate finance, Ch23 & Ch24 (See Bibliography)

RESTRUCTURING

SESSION 9 (LIVE IN-PERSON)

Credit Risk and Corporate Debt

3
04th September 2023
BMA Ch23 & Ch24

CASE STUDIES

SESSION 10 (LIVE IN-PERSON)

Managing Risk and International Risks
BMA Ch26 & Ch27
Book Chapters: Principles of corporate finance, Ch26 & Ch27 (See Bibliography)

DISCUSSION

SESSION 11 (LIVE IN-PERSON)

Managing Risk and International Risks
BMA Ch26 & Ch27

SESSION 12 (LIVE IN-PERSON)

Valuation
BMA Ch4
Book Chapters: Principles of corporate finance, Ch4 (See Bibliography)

SESSION 13 (LIVE IN-PERSON)

Valuation
BMA Ch4

SESSION 14 (LIVE IN-PERSON)

Issuing equities: Venture Capital, Private Equity, IPO
Case study presentation
BMA Ch15, 32.1-2
Book Chapters: Principles of corporate finance, Ch15, 32.1-2 (See Bibliography)

SESSION 15 (LIVE IN-PERSON)

Issuing equities: Venture Capital, Private Equity, IPO
Case study presentation
BMA Ch15, 32.1-2

SESSION 16 (LIVE IN-PERSON)

Quiz

4
04th September 2023
SESSION 17 (LIVE IN-PERSON)
Tax, Financing and Valuation
BMA Ch18 and Ch19
Book Chapters: Principles of corporate finance, Ch18 and Ch19 (See Bibliography)

SESSION 18 (LIVE IN-PERSON)

Tax, Financing and Valuation
BMA Ch18 and Ch19

SESSION 19 (LIVE IN-PERSON)

Management incentives and monitoring. Corporate social responsibility.
BMA Ch12.1-12.3
Book Chapters: Principles of corporate finance, Ch12.1-12.3 (See Bibliography)

SESSION 20 (LIVE IN-PERSON)

The cost of Financial Distress and Corporate Restructuring
BMA Ch18.3 & Ch32.4
Book Chapters: Principles of corporate finance, Ch18.3 & Ch32.4 (See Bibliography)

SESSION 21 (LIVE IN-PERSON)

Case Study: Quintiles IPO
Case Study: Can Apax Partners Salvage This BuyOut?
Practical Case: Quintiles IPO (HBS KEL843-PDF-ENG)
Practical Case: Cengage Learning: Can Apax Partners Salvage This Buyout? (HBS UV6926-PDF-
ENG)

SESSION 22 (LIVE IN-PERSON)

Case Study: Quintiles IPO
Case Study: Can Apax Partners Salvage This BuyOut?

SESSION 23 (LIVE IN-PERSON)

Case Study: Quintiles IPO
Case Study: Can Apax Partners Salvage This BuyOut?

SESSION 24 (LIVE IN-PERSON)

Corporate and market perspectives of finance: take aways.
Student presentations and discussion.

SESSION 25 (LIVE IN-PERSON)

Corporate and market perspectives of finance: take aways.

5
04th September 2023
Student presentations and discussion.

EVALUATION CRITERIA

Evaluation will be aligned with the course methodology to encourage collaborative, active and
applied work. Every student will be asked to defend his/her views, and is expected to participate.
Creative solutions will be welcome and we will be glad to consider even the least plausible
alternative.
As the course advances, higher consistency of the proposals is expected, but there is no right or
wrong. Sharing personal views and proposed actions will enrich every one of the participants.
Consequently, each of the students will be working in groups. Group and individual work will be
assessed based on:
- The student performance in two intermediate quizzes
- The discussion of two case studies and the prep work done in groups
- The presentation of take aways for open discussion at the end of the course.
- Individual session prep and Q&A all along the course
criteria percentage Learning Comments
Objectives
Quizzes 25 %
Reading and 15 %
session
preparation
Group Work 25 %
Take-aways 25 %
Presentation and
Discussion
Class Participation 10 %

RE-SIT / RE-TAKE POLICY

Each student has four (4) chances to pass any given course distributed over two (2) consecutive
academic years. Each academic year consists of two calls: one (1) ordinary call (during the
semester when the course is taking place); and one (1) extraordinary call (or “re-sit”) in June/July.
Students who do not comply with the 70% attendance requirement in each subject during the
semester will automatically fail both calls (ordinary and extraordinary) for that Academic Year and
have to re-take the course (i.e., re-enroll) during the next Academic Year.
As a result of IE’s ´liquid learning´ model, all students must abide to the attendance policy for AY
2021-22 where physical (in-person) attendance to class is compulsory for all regular Face-to-Face
courses. Those students who, due to exceptional cases (that have been pre-approved by IE), are
connecting remotely to class sessions and not physically in the classroom are required to fully
connect their camera and microphone at all times , and must actively participate during the
sessions (using all necessary audiovisual equipment), just as their fellow peers who are physically
present in the classroom on campus.
The Extraordinary Call Evaluation criteria will be subject to the following rules:
- Students failing the course in the ordinary call (during the semester) will have to re-sit
evaluation for the course in June / July (except those students who do not comply with the
attendance rule, and therefore will not have that opportunity, since they will fail both calls and
must directly re-enroll in the course during the next Academic Year).
- It is not permitted to change the format nor the date of the extraordinary call exams or
deadlines under any circumstance. All extraordinary call evaluation dates will be announced in
advance and must be taken into consideration before planning the summer (e.g. internships,

6
04th September 2023
 trips, holidays, etc.)
- The June/July re-sit will consist of a comprehensive evaluation of the course. Your final grade
for the course will depend on the performance in this exam or evaluation only. I.e., continuous
evaluation over the semester (e.g. participation, quizzes, projects and/or other grade
components over the semester) will not be taken into consideration on the extraordinary call.
Students will have to achieve the minimum passing grade of 5 and the maximum grade will be
capped at 8.0 (out of 10.0) – i.e., “notable” in the extraordinary call.
- Re-takers: Students who failed the subject on a previous Academic Year and are now re-
enrolled as re-takers in a course will need to check the syllabus of the assigned professor, as
well as contact the professor individually, regarding the specific evaluation criteria for them as
re-takers in the course during that semester (ordinary call of that Academic Year). The
maximum grade that may be obtained as a retaker during the ordinary call (i.e., the 3rd call) is
10.0 (out of 10.0).
After exams and other assessments are graded by the professor (on either the ordinary or
extraordinary call), students will have a possibility to attend a review session (whether it be a final
exam, a final project, or the final overall grade in a given course). Please be available to attend the
session in order to clarify any concerns you might have regarding your grade. Your professor will
inform you about the time and place of the review session.
- Students failing more than 18 ECTS credits after the June/July re-sits will be asked to leave the
Program. Please, make sure to prepare yourself well for the exams in order to pass your failed
subjects.
- In case you decide to skip the opportunity to re-sit for an exam or evaluation during the
June/July extraordinary call, you will need to enroll in that course again for the next Academic
Year as a re-taker, and pay the corresponding tuition fees. As you know, students have a total
of four (4) allowed calls to pass a given subject or course, in order to remain in the program.
BIBLIOGRAPHY
Compulsory
- Richard A. Brealey, Stewart C. Myers, Franklin Allen, Alex Edmans (BMA).
(2023). Principles of corporate finance. 14th edition. McGraw Hill. ISBN
9781265074159 (Digital)
Only Connect Access through:
https://connect.mheducation.com/class/j-merladet-2023---a
Recommended
- Damodaran, A. (2012. Investment valuation. Wiley. ISBN 9781118206560
(Printed)

BEHAVIOR RULES

Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

ATTENDANCE POLICY

7
04th September 2023
Please, check the University's Attendance Policy here. The Program Director may
provide further indications.

ETHICAL POLICY

Please, check the University's Ethics Code here. The Program Director may
provide further indications.

8
04th September 2023
 ADVANCED DATA ANALYTICS
Grado en Administración de Empresas / Bachelor in
Business Administration BBA SEP-2023 ADA-
NBA.1C.s.OPT.M.A
Area Operations and Business Analytics
Number of sessions: 30
Academic year: 23-24
Degree course:
Number of credits: 6.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: MARÍA VICTORIA RIVAS LÓPEZ

E-mail: [email protected]

Maria Victoria Rivas López, PhD.

I am an expert in data science to support business decisions. My career is
focused on teaching and doing research in disciplines of econometrics,
statistics, actuarial science, financial mathematics and datamining.
PhD in Actuarial Science and Reseacher at Havard, Columbia University,
Berkely and HKU.

[email protected]
I encourage all of my students to reach out to me via email with any questions,
concerns, or to discuss course-related matters. I'm here to support your
learning journey and provide guidance outside of class. Please feel free to
contact me, and I'll do my best to respond in a timely manner. I look forward to
hearing from you and fostering an open line of communication throughout the
semester.

PREREQUISITES

Students need to be familiar with basic concepts of descriptive statistics,

inference and hypothesis testing, as well as with the multiple linear regression
model.

SUBJECT DESCRIPTION

1
Edited by Documentation
06th September 2023
 Forecasting is embedded in all our planning activities from the beginning of our
history. All socioeconomic issues of the day require some level of prediction.
Planning and preparing for the future requires some forecasting because
today's decisions are functions of what we can foresee today. The users of
forecasts are firms, consumers, investors, government, etc. Models, by
construction, are limited representations of the economic and business
environments, but they will help us to take more objective decisions about the
future strategies and not based them only on our experience and intuition.

LEARNING OBJECTIVES

- The course's main objective is to provide studentswith a working methodology and a solid
knowledgebase for the use of forecasting models and econometric techniques in the areas of
businessand economics.
- Students will learn how to identify and how to use properly one of the most well-known family of
forecasting linear models.
- Additionally, students will learn how to use R, one of the most powerful software used for
economic and financial applications in major companies all around the world, in the context of
time series analysis.

TEACHING METHODOLOGY

IE University teaching method is defined by its collaborative, active, and applied nature. Students
actively participate in the whole process to build their knowledge and sharpen their skills.
Professor’s main role is to lead and guide students to achieve the learning objectives of the course.
This is done by engaging in a diverse range of teaching techniques and different types of learning
activities such as the following:

Learning Activity Weighting Estimated time a

student should
dedicate to prepare for
and participate in
Lectures 20.0 % 30.0 hours
Discussions 20.0 % 30.0 hours
Exercises in class, 14.67 % 22.0 hours
Asynchronous sessions,
Field Work
Group work 30.0 % 45.0 hours
Individual studying 15.33 % 23.0 hours
TOTAL 100.0 % 150.0 hours

PROGRAM

SESSION 1 (LIVE IN-PERSON)

LESSON 1: INTRODUCTION TO FORECASTING
1. What is forecasting?

2
06th September 2023
 2. Features of a Time Series
3. Basic notation and the objective of the Forecaster
4. The basic steps in a forecasting task
5. The statistical forecasting perspective

SESSION 2 (LIVE IN-PERSON)

LESSON 2: PROGRAMMING with R – an introduction
1. R Studio
2. Important Libraries in R
3. Reading data into R
4. Writing data into an excel file
5. Basic statistics and useful plots
6. Random number generation
7. Regression Analysis with R
R/ R-Studio:
Other / Complementary Documentation: R-4.3.1 for Windows
Other / Complementary Documentation: RStudio Desktop
Other / Complementary Documentation: An Introduction to R

SESSION 3 (LIVE IN-PERSON)

LESSON 2: PROGRAMMING with R – an introduction (cont.)
1. R Studio
2. Important Libraries in R
3. Reading data into R
4. Writing data into an excel file
5. Basic statistics and useful plots
6. Random number generation
7. Regression Analytis with R

SESSION 4 (LIVE IN-PERSON)

Lesson 3: REVIEW OF THE LINEAR REGRESSION MODEL (Chapter 2. Gloria González-Rivera)
1. Conditional Density and Conditional Moments
2. Linear Regression Model
3. Estimation: Ordinary Least Squares
4. R-squared and Adjusted R-squared
5. Linearity and OLS
6. Assumptions of OLS: The Gauss-Markov Theorem
7. An Example: House Prices and Interest Rates
8. Hypothesis Testing in a Regression Model
9. The t-ratio
10. The F-test

3
06th September 2023
SESSION 5 (LIVE IN-PERSON)
PRACTICAL CASE
The students are going to develop a practical case based on lesson 3 using R Studio Program.

SESSION 6 (LIVE IN-PERSON)

LESSON 4 STATISTICS AND TIME SERIES
1. Stochastic Process and Time Series
2. Time Series
3. The Interpretation of a Time Average
4. Stationarity
5. Useful Transformations of Non-stationary Processes
6. A New Tool of Analysis: The Autocorrelation Functions
7. Partial Autocorrelation
8. Statistical Tests for Autocorrelation Coefficients
9. Conditional Moments and Time Series: What Lies Ahead

SESSION 7 (LIVE IN-PERSON)

LESSON 5 TIME SERIES GRAPHICS IN R (Chapter 2.Rob J, Hyndman and George
Athanasopoulos)
1. ts objects
2. Time plots
3. Time series patterns
4. Seasonal plots
5. Seasonal subseries plots
6. Scatterplots
7. Lag plots
8. Autocorrelation
9. White noise

SESSION 8 (LIVE IN-PERSON)

PRACTICAL CASE
The students are going to develop practical cases based on lessons 4 and 5 using R Studio
Program.

SESSION 9 (LIVE IN-PERSON)

LESSON 6 Tools of the Forecaster

4
06th September 2023
 1. The Information Set
2. Some Information Sets Are More Valuable Than Others
3. Some Time Series Are More Forecastable Than Others
4. The Forecast Horizon
5. Forecasting Environments
6. The Loss Function
7. Some Examples of Loss Functions
8. Optimal Forecast: An Introduction
9. A pause where are we and where are we going?

SESSION 10 (LIVE IN-PERSON)

PRACTICAL CASE
The students are going to develop a practical case based on lesson 6 using R Studio Program.

SESSION 11 (LIVE IN-PERSON)

LESSON 7 Forecasting with Moving Average (MA) Processes
1. A Model with No Dependence: White Noise
2. What Does This Process Look Like?
3. The Wold Decomposition Theorem: The Origin of AR and MA Models
4. Finite Representation of the Wold Decomposition
5. Forecasting with Moving Average Models
6. MA(1) Process
7. MA(q) Process

SESSION 12 (LIVE IN-PERSON)

PRACTICAL CASE
The students are going to develop a practical case based on lesson 7 using R Studio Program.

SESSION 13 (LIVE IN-PERSON)

PRACTICAL CASE
The students are going to develop a practical case based on lesson 7 using R Studio Program.
(cont)

SESSION 14 (LIVE IN-PERSON)

LESSON 8 Forecasting with Autoregressive (AR) Processes
1.Cycles
2.Autoregressive Models
3.The AR(1) Process
4.AR(2) Process
5.AR(p) Process
6. Chain Rule of Forecasting
7.Seasonal Cycles
8.Deterministic and Stochastic Seasonal Cycles
9.Seasonal ARMA Models
10.Combining ARMA and Seasonal ARMA Models

5
06th September 2023
SESSION 15 (LIVE IN-PERSON)
PRACTICAL CASE
The students are going to develop a practical case based on lesson 8 using R Studio Program.

SESSION 16 (LIVE IN-PERSON)

PRACTICAL CASE
The students are going to develop a practical case based on lesson 8 using R Studio Program.
MID-TERM EXAM

SESSION 17 (LIVE IN-PERSON)

LESSON 9 Forecasting Practice I
1 The Data: San Diego House Price Index
2 Model Selection
3 The Forecast
4 Who Are the Consumers of Forecasts?
5 Is It Possible To Have Different Forecasts from the Same Model?
6 What Is the Most Common Loss Function in Economics and Business?

SESSION 18 (LIVE IN-PERSON)

PRACTICAL CASE
The students are going to develop a practical case based on lesson 9 using R Studio Program.

SESSION 19 (LIVE IN-PERSON)

PRACTICAL CASE
The students are going to develop a practical case based on lesson 9 using R Studio Program.

SESSION 20 (LIVE IN-PERSON)

LESSON 10 Forecasting Practice II: Assessment of Forecasts and Combination of Forecasts
1 Optimal Forecast
2.Symmetric and Asymmetric Loss Functions
3 Testing the Optimality of the Forecast
4 Assessment of Forecasts
5 Descriptive Evaluation of the Average Loss
6 Statistical Evaluation of the Average Loss
7 Combination of Forecasts
8 Simple Linear Combinations
9 Optimal Linear Combinations

SESSION 21 (LIVE IN-PERSON)

PRACTICAL CASE
The students are going to develop a practical case based on lesson 10 using R Studio Program.

SESSION 22 (LIVE IN-PERSON)

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06th September 2023
LESSON 11 Forecasting the Long Term: Deterministic and Stochastic Trends
1. Deterministic Trends
2 Trend Shapes
3.Trend Stationarity
4. Optimal Forecast
5.Stochastic Trends
6. Trend Shapes
7. Stationarity Properties
8. Optimal Forecast

SESSION 23 (LIVE IN-PERSON)

PRACTICAL CASE
The students are going to develop a practical case based on lesson 11 using R Studio Program.

SESSION 24 (LIVE IN-PERSON)

LESSSON 12 Forecasting with a System of Equations: Vector Autoregression
1. What Is Vector Autoregression (VAR)?
2. Estimation of VAR
3. Granger Causality
4. Impulse-Response Functions
5. Forecasting with VAR

SESSION 25 (LIVE IN-PERSON)

PRACTICAL CASE
The students are going to develop a practical case based on lesson 12 using R Studio Program.

SESSION 26 (LIVE IN-PERSON)

CHAPTER 13 Forecasting the Long Term and the Short Term Jointly
1. Finding a Long-Term Equilibrium Relationship
2. Quantifying Short-Term Dynamics: Vector Error Correction Model
3. Constructing the Forecast

SESSION 27 (LIVE IN-PERSON)

LESSON 14 Forecasting Volatility I
1. Motivation
2. The World is Concerned About Uncertainty
3. Volatility Within the Context of Our Forecasting Problem
4.Setting the Objective
5.Time-Varying Dispersion: Empirical Evidence
6. Is There Time Dependence in Volatility?
7. What Have We Learned So Far?
8. Simple Specifications for the Conditional Variance
9. Rolling Window Volatility
10. Exponentially Weighted Moving Average (EWMA) Volatility

SESSION 28 (LIVE IN-PERSON)

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06th September 2023
LESSON 15 Forecasting Volatility II
1. The ARCH Family
2. ARCH(1)
3. ARCH(p)
4. GARCH(1,1)
5.Estimation Issues for the ARCH Family
6. Realized Volatility

SESSION 29 (LIVE IN-PERSON)

PRACTICAL CASE
The students are going to develop practical cases based on lesson 13,14,15 using R Studio
Program.

SESSION 30 (LIVE IN-PERSON)

PRACTICAL CASE
The students are going to develop practical cases based on lesson 13,14,15 using R Studio
Program.

EVALUATION CRITERIA

The assessment system, in the ordinary sitting, will have the following compulsory rubrics:
- – 10% of the student’s final grade: individual assignments (continuous assessment through
tests and practical exercises).
- – 40% of the student’s final grade: group work (theoretical-practical) is to be carried out during
the course in Word and Power point, making use of the corresponding software (R Studio
Program). The groups will be made up of a maximum of 4 students. Students are going to
present the group work: Forecasting data science project
- – 50% of the student’s final grade: two individual theoretical-practical tests will be completed
(without notes) on the specified dates. A minimum average grade of 4 out of 10 must be
obtained in the tests in order to pass the subject. If the minimum grade of 4 is not obtained, a
weighted average including all other assignments will not be calculated, and the final grade of
the subject will be the average grade of the two tests.
- – The assessment system in the extraordinary sitting is the same as that of the ordinary sitting.
criteria percentage Learning Comments
Objectives
Final Exam 50 %
Individual Work 10 %
Group Work 40 %

RE-SIT / RE-TAKE POLICY

Each student has four (4) chances to pass any given course distributed over two (2) consecutive
academic years. Each academic year consists of two calls: one (1) ordinary call (during the
semester when the course is taking place); and one (1) extraordinary call (or “re-sit”) in June/July.
Students who do not comply with the 70% attendance requirement in each subject during the
semester will automatically fail both calls (ordinary and extraordinary) for that Academic Year and
have to re-take the course (i.e., re-enroll) during the next Academic Year.

8
06th September 2023
As a result of IE’s ´liquid learning´ model, all students must abide to the attendance policy for AY
2021-22 where physical (in-person) attendance to class is compulsory for all regular Face-to-Face
courses. Those students who, due to exceptional cases (that have been pre-approved by IE), are
connecting remotely to class sessions and not physically in the classroom are required to fully
connect their camera and microphone at all times , and must actively participate during the
sessions (using all necessary audiovisual equipment), just as their fellow peers who are physically
present in the classroom on campus.
The Extraordinary Call Evaluation criteria will be subject to the following rules:
- Students failing the course in the ordinary call (during the semester) will have to re-sit
evaluation for the course in June / July (except those students who do not comply with the
attendance rule, and therefore will not have that opportunity, since they will fail both calls and
must directly re-enroll in the course during the next Academic Year).
- It is not permitted to change the format nor the date of the extraordinary call exams or
deadlines under any circumstance. All extraordinary call evaluation dates will be announced in
advance and must be taken into consideration before planning the summer (e.g. internships,
trips, holidays, etc.)
- The June/July re-sit will consist of a comprehensive evaluation of the course. Your final grade
for the course will depend on the performance in this exam or evaluation only. I.e., continuous
evaluation over the semester (e.g. participation, quizzes, projects and/or other grade
components over the semester) will not be taken into consideration on the extraordinary call.
Students will have to achieve the minimum passing grade of 5 and the maximum grade will be
capped at 8.0 (out of 10.0) – i.e., “notable” in the extraordinary call.
- Re-takers: Students who failed the subject on a previous Academic Year and are now re-
enrolled as re-takers in a course will need to check the syllabus of the assigned professor, as
well as contact the professor individually, regarding the specific evaluation criteria for them as
re-takers in the course during that semester (ordinary call of that Academic Year). The
maximum grade that may be obtained as a retaker during the ordinary call (i.e., the 3rd call) is
10.0 (out of 10.0).
After exams and other assessments are graded by the professor (on either the ordinary or
extraordinary call), students will have a possibility to attend a review session (whether it be a final
exam, a final project, or the final overall grade in a given course). Please be available to attend the
session in order to clarify any concerns you might have regarding your grade. Your professor will
inform you about the time and place of the review session.
Students failing more than 18 ECTS credits after the June/July re-sits will be asked to leave the
Program. Please, make sure to prepare yourself well for the exams in order to pass your failed
subjects.
In case you decide to skip the opportunity to re-sit for an exam or evaluation during the June/July
extraordinary call, you will need to enroll in that course again for the next Academic Year as a re-
taker, and pay the corresponding tuition fees. As you know, students have a total of four (4) allowed
calls to pass a given subject or course, in order to remain in the program.

BIBLIOGRAPHY
Compulsory
- Rob J, Hyndman, George Athanasopoulos. Forecasting: Principles and Practice.
2. Text. ISBN 978098750711 (Digital)
https://otexts.com/fpp2/buy-a-print-or-downloadable-version.html

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06th September 2023
 - Gloria González-Rivera. (2012). Forecasting for Economics and Business. 1. The
Pearson Series in Economics. ISBN 0131474936 (Digital)
Recommended
- Tsay, R. (2013). An Introduction to Analysis of Financial Data with R. 1. Wiley.
ISBN 0470890819 (Digital)

BEHAVIOR RULES

Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

ATTENDANCE POLICY

Please, check the University's Attendance Policy here. The Program Director may
provide further indications.

ETHICAL POLICY

Please, check the University's Ethics Code here. The Program Director may
provide further indications.

10
06th September 2023
AGILE METHODOLOGIES: RUNNING BUSINESS
INNOVATION
Grado en Administración de Empresas / Bachelor in
Business Administration BBA SEP-2023 AMRBI-
NBA.1C.s.OPT.M.A
Area Design and Management
Number of sessions: 15
Academic year: 23-24
Degree course:
Number of credits: 3.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: MARCOS EGUILLOR FERNANDEZ

E-mail: [email protected]

Senior digital business executive & entrepreneur. Investor, advisor and director.
Innovation | Transformation | Digital | Optimist.
Marcos has worked in the digital arena since 1999, in the Internet, telco, mobile
devices, apps, software, Internet of Things, media and broadcast, videogames,
esports, social media and content, gamification, elearning, crisis
communication, education, events and consulting verticals, among others.
He has played international leading roles in innovation, digital transformation,
product/services design, development and standardisation. He has also got
leading responsibilities in corporate and business development and project
management.
He is a serial entrepreneur, investor, mentor, advisor and director in multiple
ventures. He is a cofounder and head of revenue of vidiv, online platform for
mass events, and MAD Lions esports club (acquired by the Canadian
OverActive Media group). Also, a co-founder and president of Barbara IoT, a
deep tech company with a focus on IoT and cybersecurity. Further, founder of
the Innovation as a Service resultancy firm BinaryKnowledge_, and cofounder
of IdeaFoster, innovation agency acquired by the Peruvian company Canvia.
Marcos is a member of the Spanish Institute of Directors-Administrators (IC-A).
He has worked in international organizations, being a member of the board of
the Open Mobile Alliance (OMA) on behalf of the Telefónica Group, a member
of the Spanish Association of Telecommunications Engineers (COIT-AEIT) and
a representative member before the Spanish Engineering Institute (IIE). In
addition, he has been a member of the committee and vice-president of the
Spanish Red Cross in Madrid, a member of the advisory board of the IMAN
Foundation or a member of the Internet of Things Council.

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 He is an independent consultant and evaluator of FP7 and Horizon2020 calls of
the European Commission.
As an educator and speaker, he is an adjunct professor at IE Business School,
Headspring (joint-venture with Financial Times that delivers in-company
programs) and other institutions. Furthermore, he has also extensively
collaborated in hackathons, incubation and acceleration programs of many
organizations.
He holds an MSc. in Telecommunication Engineering and an Executive MBA.
He is a candidate PhD and Project Management Professional certified. Marcos
received a Torres Quevedo grant as a researcher by the Ministry of Innovation
and Science of Spain from 2010 to 2012. And he was awarded with Telefónica
I+D Prize for Innovation in 1999 and recognized for excellence as professor
and mentor at IE Business School and University several times.

[email protected]

PREREQUISITES

Before this course, you must have attained fundamental basic knowledge of
business, innovation, and management principles.
Ideally, you should have gained practical experience in a business setting.

SUBJECT DESCRIPTION

There is a humongous difference between ideas and execution.

Success is subject to making ideas happen. The first step is understanding
what needs to be accomplished and taking decisive action. This process often
demands precision, effectiveness and efficiency for repeatability. However,
encountering situations where existing solutions are inadequate, there is no
consolidated practice, or facing rapidly changing environments and
requirements, can pose challenges. The key lies in assessing established
methodologies in such circumstances and adapting.
This course empowers individuals personally and professionally, enabling them
to thrive in fast-paced business environments with high expectations. It aims to
accelerate your business acumen and equip you with the skills to navigate
organizations, particularly in dynamic, demanding, innovative contexts.

LEARNING OBJECTIVES

The primary goal of this course is to assist you in acquiring the knowledge and skills necessary to
excel both as an adept, efficient individual professional and as a valuable team member capable of
overseeing intricate activities and projects.
Throughout this journey, you will have the opportunity to:
- Discover how to enhance your productivity.
- Comprehend the significance of mental models and organizational culture in managing
activities and projects and overcoming obstacles.

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 - Recognize the importance of agility, lean principles, and customer-centricity.
- Explore various innovation strategies.
- Gain insights into viewpoints, methodologies, and tools that foster the realization of projects
and innovation.
- Identify how Artificial Intelligence impacts the practice and how to integrate it effectively.

TEACHING METHODOLOGY

IE University teaching method is defined by its collaborative, active, and applied nature. Students
actively participate in the whole process to build their knowledge and sharpen their skills.
Professor’s main role is to lead and guide students to achieve the learning objectives of the course.
The course follows a collaborative co-creation approach, with students responsible for preparing
and defending relevant topics individually and in teams. It focuses on essential aspects such as
business, organizational culture, performance, and productivity.
The course offers a balanced learning experience combining individual study, teamwork, lectures,
presentations, debates, and practical assignments.
Sessions are designed for engagement and collaboration, with a practical and conversational focus.
They are supported by the introduction of fundamental theoretical concepts, the application of tools
and methodologies, reviewing outcomes, and the inclusion of real cases for open discussion.
Don't hesitate to ask if you have any doubts. Taking responsibility for your learning is essential, so
make the most of it. If you have questions about the course, please first refer to the syllabus,
announcements, and introductory session instructions. Submit your questions to the appropriate
threads on the Online Campus so that everyone can benefit from the answers. Please refrain from
sending questions via email.
This is done by engaging in a diverse range of teaching techniques and different types of learning
activities, such as the following:

Learning Activity Weighting Estimated time a

student should
dedicate to prepare for
and participate in
Lectures 13.33 % 10.0 hours
Discussions 13.33 % 10.0 hours
Exercises in class, 26.67 % 20.0 hours
Asynchronous sessions,
Field Work
Group work 33.33 % 25.0 hours
Individual studying 13.33 % 10.0 hours
TOTAL 100.0 % 75.0 hours

PROGRAM

SESSION 1 (LIVE IN-PERSON)

INTRODUCTION TO THE COURSE
Objectives:
- Introduce the course: Objectives, methodology, requirements, rules and evaluation criteria. Set
expectations.

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 - Welcome talent and know about their objectives, interests, skills and mindset.
Get ready for the session:
- Read the syllabus.
- Watch: Start with why - how great leaders inspire action | Simon Sinek | TEDxPugetSound.
https://youtu.be/u4ZoJKF_VuA
- Watch: Guy Kawasaki "The Art of the Start" @ TiECon 2006. https://youtu.be/jSlwuafyUUo
- Prepare your questions.
- During the session:
Introduce the course.
- Review the syllabus.
- Create the groups.
- Open discussion.
- Q&A.
After the session:
- Start working on the preparation of your corresponding Team topic.
Assignment:
- Team topic. Deliver it by your corresponding session. Graded as Team topic.
Multimedia Material: Start with why - how great leaders inspire action | Simon Sinek |
TEDxPugetSound (YouTube)
Multimedia Material: Guy Kawasaki "The Art of the Start" @ TiECon 2006 (YouTube)

SESSION 2 (LIVE IN-PERSON)

WHY AGILE AND LEAN INNOVATION ARE CRITICAL TO SUCCESS?
Objectives:
- Introduce the case for agile and lean innovation.
Get ready for the session:
- -.
During the session:
- VUCA, BANI, exponential environments and mental models. Emerging technologies. Innovation
waves. Trends and foresight.
- Disruption. The 6 D’s Disruption Framework.
- Data, Digital strategy and Digital Transformation. The digitalisation ladder.
- Open discussion.
- Q&A.
After the session:
- -.
Assignment:
- -.

SESSION 3 (LIVE IN-PERSON)

FROM IDEAS TO EXECUTION, A COMMON GROUND FOR UNDERSTANDING
Objectives:

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 - Frame and distil basic concepts about work systems.
- Establish a common ground of understanding and basis for the rest of the course.
Get ready for the session:
- -.
During the session:
- Discuss the meaning and differences between idea, invention and innovation; company and
organisation; system, model, methodology, technique and tool; objective, strategy, process,
tactic and result; effectiveness, efficacy and efficiency; feasibility and viability; program, project,
plan task and project management; productivity; mental model, skill and competence; metric
and KPI; value, behaviour and habit; decision, implementation, and execution…
- Waterfall vs. agile approaches. Innovation; agile and lean vs. traditional.
- Analyse the concept of innovation, its types and challenges.
- Open discussion.
- Q&A.
After the session:
- -.
Assignment:
- -.

SESSION 4 (LIVE IN-PERSON)

PERSONAL PRODUCTIVITY, A FUNDAMENTAL STARTING POINT
Objectives:
- Introduce the case for personal productivity as an essential enabling element of business
efficacy and efficiency.
- Identify and analyse personal productivity methodologies.
- Identify and improve the personal productivity habits and tools of the participants.
Get ready for the session:
- Reflect on your personal productivity traits, habits and results.
During the session:
- Introduction to personal productivity. What is and what is not. Principles and mental models.
The impact of meditation.
- Know and understand personal productivity methodologies and techniques such as Pomodoro,
Timeboxing, Personal Kanban, GTD and others.
- Open discussion.
- Q&A.
After the session:
- Reflect on the outcome.
- Start working on your Personal Productivity Plan.
Assignment:
- Personal Productivity Plan. Deliver it before SESSION 15. FINAL EXAM. Graded as Personal
Productivity Plan.

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SESSION 5 (LIVE IN-PERSON)
HOW TO INNOVATE: INNOVATION FOCUS AND EXECUTION STRATEGY
Objectives:
- Understand the importance of focused and agile innovation and how to make it happen; the
Lean Innovation Map.
- Know and understand different types of innovation execution strategies.
Get ready for the session:
- -.
During the session:
- Introduction to the Lean Innovation Map.
- Review of different innovation execution strategies: exploration, contracting, cooperation,
intrapreneurship, entrepreneurship, corporate venturing, etc.
- Open discussion.
- Q&A.
After the session:
- -.
Assignment:
- -.

SESSION 6 (LIVE IN-PERSON)

AGILITY AND LEAN, AT THE HEART OF INNOVATION
Objectives:
- Understand the concepts of agility and lean, their origin and their impact on business and
innovation.
Get ready for the session:
- -.
During the session:
- Review of historic industrial production methodologies: Arts & crafts, Taylorism, Fordism, lean
manufacturing, JIT, TPS, Mc Donalds Speedee…
- Introduction to Agility. The Agile Manifest. Problem solving, Human Centered Design and the
Double Diamond Design Process.
- Introduction to Lean.
- Alternative methodologies.
- Open discussion.
- Q&A.
After the session:
- -.
Assignment:
- -.

SESSION 7 (LIVE IN-PERSON)

CUSTOMER CENTRICITY AND DESIGN THINKING; CRITICAL COMPANIONS

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31th August 2023
Objectives:
- Introduce the Customer Experience and Customer Centricity concepts.
- Know and understand Design Thinking. Tools for idea generation, evaluation, validation and
prioritisation.
Get ready for the session:
- Watch: IDEO: Shopping Cart Design Process. https://youtu.be/izjhx17NuSE
During the session:
- Analyse the meaning and impact of the Customer Experience and Customer Centricity.
- Introduction to Design Thinking.
- Open discussion.
- Q&A.
After the session:
- Start working on the Design Thinking Project.
Assignment:
- Design Thinking Project. Deliver it before SESSION 13. DESIGN THINKING PROJECT PITCH.
Graded as Design Thinking Project.
Multimedia Material: IDEO: Shopping Cart Design Process (YouTube)

SESSION 8 (LIVE IN-PERSON)

ENTREPRENEURIAL FRAMEWORKS: LEAN STARTUP, CUSTOMER DEVELOPMENT AND
ENTREPRENEURIAL OS
Objectives:
- Review the Lean Startup and the Customer Development principles and basic concepts.
- Know and understand the Entrepreneurial Operating System.
Get ready for the session:
- Review your notes from previous entrepreneurship courses.
During the session:
- Introduction to Lean Startup and Customer Development.
- Introduction to the Entrepreneurial OS.
- Alternative methodologies.
- Open discussion.
- Q&A.
After the session:
- -.
Assignment:
- -.

SESSION 9 (LIVE IN-PERSON)

GOAL-SETTING METHODOLOGIES: OKRs
Objectives:
- Know and understand the goal-setting methodologies: OKRs.
Get ready for the session:

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31th August 2023
 - -.
During the session:
- Introduction to OKRs.
- How to apply OKRs to personal productivity.
- Alternative methodologies.
- Open discussion.
- Q&A.
After the session:
- Continue working on your Personal Productivity Plan, including your personal OKRs.
Assignment:
- -.

SESSION 10 (LIVE IN-PERSON)

THE PROJECT MANAGEMENT PRACTICE: PMP AND PMI-ACP
Objectives:
- Know and understand the traditional waterfall approach to project management (PMP), and the
agile version of it (PMI-ACP).
- Identify alternatives.
Get ready for the session:
- -.
During the session:
- The origin of the project management practice and different frameworks and certifications.
- Introduction to PMP.
- Introduction to PMI-ACP.
- Alternative methodologies.
- Open discussion.
- Q&A.
After the session:
- -.
Assignment:
- -.

SESSION 11 (LIVE IN-PERSON)

NEW APPROACHES TO THE PROJECT MANAGEMENT PRACTICE: SCRUM AND KANBAN
Objectives:
- Know and understand new approaches to project management: SCRUM and Kanban.
Get ready for the session:
- -.
During the session:
- Why other approaches to the project management practice are needed.
- Introduction to SCRUM. Roles, ceremonies and artifacts.
- Introduction to Kanban.

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 - Alternative methodologies.
- Open discussion.
- Q&A.
After the session:
- -.
Assignment:
- -.

SESSION 12 (LIVE IN-PERSON)

MINDSET, SKILLS, CULTURE AND ORGANISATIONAL DESIGN FOR INNOVATION
Objectives:
- Identify the mindset and skills needed to deliver and perform successfully in an innovative
organisational environment.
- Understand the impact of organisational design on culture and performance and how agile may
help improve both.
Get ready for the session:
- -.
During the session:
- Entrepreneurial mindset.
- Hard and soft skills for innovation.
- Culture and organisational design for innovation.
- Open discussion.
- Q&A.
After the sessions:
- -.
Assignments:
- -.

SESSION 13 (LIVE IN-PERSON)

DESIGN THINKING PROJECT PITCH
Objectives:
- Share the results of the teams’ Design Thinking Project.
Get ready for the session:
- Prepare and rehearse your pitches and materials.
During the session:
- Host the teams pitching their results and provide feedback.
- Open discussion.
- Q&A.
After the session:
- -.
Assignments:
- -.

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31th August 2023
SESSION 14 (LIVE IN-PERSON)
INTEGRATING RESULTS AND CLOSING THE LOOP
Objectives:
- Analyse the outcome of the program's previous sessions, contributions and conversations to
extract value and create a perspective.
Get ready for the session:
- Check the content of the previous sessions, contributions and conversations and elaborate
your initial standpoint for the open discussion.
- Get ready to discuss and contribute.
During the session:
- Review of sessions, contributions, conversations, ideas and conclusions.
- Open discussion.
- Q&A.
After the session:
- Review the outcome of the session and get ready for the final exam.
- Finish your Personal Productivity Plan.
Assignments:
- -.

SESSION 15 (LIVE IN-PERSON)

FINAL EXAM

EVALUATION CRITERIA

Your performance will be assessed based on your results, the processes you follow, and your
active participation and contribution to the learning process of the entire group.
During sessions, the professor will provide feedback on your ideas, projects, assignments, and
progress. It aims to help you improve and progress. You should not resubmit modified versions for
review once they are graded.
By participating in the course, all students implicitly consent to the use of their contributions and
projects for educational purposes. All materials will be considered to be licensed under Creative
Commons BY-NC-SA (Attribution – Non-Commercial – Share Alike). Refer to
https://creativecommons.org/licenses/by-nc-sa/4.0/legalcode for further information.
Assignments will be available in advance on the Online Campus, complete with instructions and
additional references. You are responsible for ensuring that you check for available assignments
and submit them correctly for grading.
FINAL EXAM
It will comprise a test with 20 multiple-choice questions and two short essays (maximum 500 words
each).
PERSONAL PRODUCTIVITY PLAN
This assignment is divided into two parts. Firstly, authors will assess their productivity performance.
Following that, a guided process will aid in enhancing their focus and habits. Participants are
expected to complete this process, utilizing additional tools and ideas acquired during the course.
PARTICIPATION AND CONTRIBUTION

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31th August 2023
Your active participation in both live sessions and on the Online Campus will be evaluated and
graded. Attending alone will not earn you participation points.
To receive a positive grade, actively engage by sharing your views, doubts, concerns, thoughts,
findings, conclusions, results, learnings, and experiences. Three main criteria will be used to
evaluate your participation: Frequency, Depth, and Quality of contributions. Valuable comments are
those that contribute meaningfully to the class's progress. Remember, participation is an ongoing
effort, not a one-time occurrence. We encourage you to be open, communicative, and proactive.
On the Online Campus, written participation should be concise and to the point. When referencing
online information or material, always cite the source and provide the link—avoid copying content.
Moreover, you will have the opportunity to earn points by contributing to the sessions by preparing
small topics that have been agreed upon in advance with the professor.
Towards the conclusion of the course, it is essential to summarize and list all your individual
contributions, sharing them with the professor for proper identification and grading.
TEAM TOPIC
Participants will be divided into teams, and each team will be assigned a specific topic to prepare
and present during one of the sessions.
Furthermore, the teams are accountable for defending their assigned topic and linking it to other
relevant discussions and themes throughout the entire course.
Towards the conclusion of the course, it is essential to summarize and list all your team
contributions, sharing them with the professor for proper identification and grading.
DESIGN THINKING PROJECT
This team assignment revolves around product innovation, utilizing the Design Thinking
methodology and tools to cater to a specific customer segment. Subsequently, teams will be
required to present their outcomes through a pitch.
PEER EVALUATION
Each participant within the teams will evaluate their team members based on three key aspects:
- Teamwork spirit, and interaction.
- Workload assumed and contribution to the team's work.
- Quality of the work and strategic thinking.
Detailed instructions for conducting these evaluations will be provided at the end of the course.

Your final grade will be determined by combining individual and group work, each with its specific
characteristics, weighted as follows:

criteria percentage Learning Comments

Objectives
Final Exam 20 % Responsibility:
Individual.
Evaluated by:
Professor
Personal 10 % Responsibility:
Productivity Plan Individual.
Evaluated by:
Professor
Peer evaluation 10 % Responsibility:
Individual.
Evaluated by:
Peers in the team
Design Thinking 20 % Responsibility:
Project Team. Evaluated
by:
Professor/Class

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 Team topic 20 % Responsibility:
Team. Evaluated
by:
Professor/Class
Participation and 20 % Responsibility:
contribution Individual.
Evaluated by:
Professor

RE-SIT / RE-TAKE POLICY

Each student has four (4) chances to pass any given course distributed over two (2) consecutive
academic years. Each academic year consists of two calls: One (1) ordinary call (during the
semester when the course is taking place); and one (1) extraordinary call (or “re-sit”) in June/July.
Students who do not comply with the 70% attendance requirement in each subject during the
semester will automatically fail both calls (ordinary and extraordinary) for that Academic Year and
have to re-take the course (i.e., re-enroll) during the next Academic Year.
The Extraordinary Call Evaluation criteria will be subject to the following rules:
- Students failing the course in the ordinary call (during the semester) will have to re-sit
evaluation for the course in June/July (except those students who do not comply with the
attendance rule, and therefore will not have that opportunity, since they will fail both calls and
must directly re-enroll in the course during the next Academic Year).
- It is not permitted to change the format nor the date of the extraordinary call exams or
deadlines under any circumstance. All extraordinary call evaluation dates will be announced in
advance and must be taken into consideration before planning the summer (e.g. internships,
trips, holidays, etc.).
- The June/July re-sit will consist of a comprehensive evaluation of the course. Your final grade
for the course will depend on the performance in this exam or evaluation only. I.e., continuous
evaluation over the semester (e.g. Participation, quizzes, projects and/or other grade
components over the semester) will not be taken into consideration on the extraordinary call.
Students will have to achieve the minimum passing grade of 5 and the maximum grade will be
capped at 8.0 (out of 10.0) – i.e., “notable” in the extraordinary call.
- Re-takers: Students who failed the subject on a previous Academic Year and are now re-
enrolled as re-takers in a course will need to check the syllabus of the assigned professor, as
well as contact the professor individually, regarding the specific evaluation criteria for them as
re-takers in the course during that semester (ordinary call of that Academic Year). The
maximum grade that may be obtained as a retaker during the ordinary call (i.e., the 3rd call) is
10.0 (out of 10.0).
After exams and other assessments are graded by the professor (on either the ordinary or
extraordinary call), students will have a possibility to attend a review session (whether it be a final
exam, a final project, or the final overall grade in a given course). Please be available to attend the
session in order to clarify any concerns you might have regarding your grade. Your professor will
inform you about the time and place of the review session.
Students failing more than 18 ECTS credits after the June/July re-sits will be asked to leave the
Program. Please, make sure to prepare yourself well for the exams in order to pass your failed
subjects.
In case you decide to skip the opportunity to re-sit for an exam or evaluation during the June/July
extraordinary call, you will need to enroll in that course again for the next Academic Year as a re-
taker, and pay the corresponding tuition fees. As you know, students have a total of four (4) allowed
calls to pass a given subject or course, in order to remain in the program.

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BEHAVIOR RULES

Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

ATTENDANCE POLICY

Please, check the University's Attendance Policy here. The Program Director may
provide further indications.

ETHICAL POLICY

Please, check the University's Ethics Code here. The Program Director may
provide further indications.

13
31th August 2023
 BANKING & FINANCIAL MARKETS
Grado en Administración de Empresas / Bachelor in
Business Administration BBA SEP-2023 BFM-
NBA.1C.f.OPT.M.A
Area Others
Number of sessions: 25
Academic year: 23-24
Degree course:
Number of credits: 5.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: JUAN PABLO JIMENO MORENO

E-mail: [email protected]

Academic Background
- Master in Economy and Finance, CEMFI (Centro Estudios Monetarios y Financieros, Central
Bank of Spain), Madrid, 1991-1993
- MSC in Industrial Engineering, Universidad Politecnica de Madrid, Madrid, 1985-1991
Academic Experience
- Author of the Book: Financial Markets and its Mathematics, Ariel (2004) and Delta (2012)
- Coauthor of the Book: Derivatives Instruments for Corporates, Delta (2013)
- Professor of Financial Markets, Asset Management, Derivatives… in Universidad Politecnica,
Options&Futures Institute, IEB, Universidad Carlos III, Spain 1997-2012
- Adjunct Professor of Global Markets and International Financial Markets in IE, 2021-2023
- Associate Professor in Universidad Politecnica de Madrid, Spain, 2022
Corporate Experience
- Financial Consultant and member of some Boards and Advisory Boards. Professor, Spain,
2020-2023
- Head of Global Markets BBVA USA, USA, 2012-2020
- Chairman of BBVA Securities INC, USA, 2014-2020
- Head of BBVA Global Asset Management Business, Spain-LATAM, 2008-2012
- Head of BBVA Global Equities, Spain-Americas-LATAM, 1997-2008
- Equity Portfolio Manager Santander Investment, Spain, 1994-1997
The professor will make himself available one hour after each of the sessions
to provide feedback and respond doubts.

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PREREQUISITES

An introductory or basic course of Finance that allows for the use of such
concepts as: Present Value, Risk Measures (standard deviation and variance),
calculations of a stock return, basic knowledge of stocks and bonds, etc.

SUBJECT DESCRIPTION

This course delivers an introduction to the banking sector and the financial
markets. Regarding the banking sector, students will learn about its structure
and functions, as well as its role in the economy. With reference to financial
markets, topics will include the revision of various financial instruments (bonds,
stocks, derivatives, among others), interest rates, money supply, inflation,
monetary policy, international finance and exchange rates. We will also cover
the main portfolio management concepts and will work with portfolio
construction models.
The course consists of a total of 25 sessions, with 20 in-person sessions with a
duration of 1hr and 20 minutes, and 5 asynchronous sessions. Asynchronous
sessions will have associated studying material and an assignment that should
be turned in due date.

LEARNING OBJECTIVES

- Study the importance of financial markets, financial institutions & banking, money & monetary
policy and international finance & exchange rates.
- Analyze the different types of financial institutions, including banks, insurance companies,
pension funds, and mutual funds.
- Study the structure and function of financial markets.
- Discuss the meaning and function of money, including as a medium of exchange, a unit of
account, and store of value.
- Understand the concepts of present value, nominal rates and real interest rates.
- Define the factors that determine interest rates.
- Understand the concept of the risk structure of interest rates, and the factors that affect it.
- Analyze the different types of financial instruments available in the markets: bonds, stocks,
derivatives, commodities, among others.
- Revise the main components and analysis of the financial structure of a company: equity vs
debt.
- Understand the concept of securitization, and what tranching means.

TEACHING METHODOLOGY

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IE University teaching method is defined by its collaborative, active, and applied nature. Students
actively participate in the whole process to build their knowledge and sharpen their skills.
Professor’s main role is to lead and guide students to achieve the learning objectives of the course.
This is done by engaging in a diverse range of teaching techniques and different types of learning
activities such as the following:

Learning Activity Weighting Estimated time a

student should
dedicate to prepare for
and participate in
Lectures 56.0 % 70.0 hours
Discussions 4.0 % 5.0 hours
Exercises in class, 8.0 % 10.0 hours
Asynchronous sessions,
Field Work
Group work 8.0 % 10.0 hours
Individual studying 24.0 % 30.0 hours
TOTAL 100.0 % 125.0 hours

PROGRAM

SESSION 1 (LIVE IN-PERSON)

Introduction to Banking and Financial Markets
Objectives: Provide an overview of the course and introduce students to the importance of studying
financial markets, financial institutions & banking, money & monetary policy and international
finance & exchange rates.
Book Chapters: “The economics of money, banking and financial markets” - Chapter 1: Why Study
Money, Banking, and Financial Markets? (See Bibliography)

SESSION 2 (LIVE IN-PERSON)

Financial Institutions
Objectives: Cover the different types of financial institutions, including banks, insurance companies,
pension funds, and mutual funds. Discuss the functions of these institutions and the different types
of financial instruments they offer. Analyze how these institutions gather funds from savers and lend
to borrowers, as well as the risks and regulations that they face.
Book Chapters: “The economics of money, banking and financial markets” - Chapter 12: The
Investment Banking Industry (See Bibliography)

SESSION 3 (LIVE IN-PERSON)

Financial Markets
Objectives: Study the structure and function of financial markets. Types of financial markets,
including capital markets, money markets, the stock market, and the bond market. Overview of the
different types of financial instruments traded in each market.
Book Chapters: “The economics of money, banking and financial markets” - Chapter 2: An Overview
of the Financial System (See Bibliography)

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SESSION 4 (ASYNCHRONOUS)
A first revision of Money
Objectives: Discuss the meaning and function of money, including as a medium of exchange, a unit
of account, and store of value. Describe the payment system and analyze its evolution. Understand
how to measure the money supply.
Book Chapters: “The economics of money, banking and financial markets” - Chapter 3: What is
Money? (See Bibliography)

SESSION 5 (LIVE IN-PERSON)

Interest Rates I (Present value and main concepts)
Objectives: Understand the concepts of present value, nominal rates and real interest rates. Define
the factors that determine interest rates. Revise and understand yield to maturity, current yield, rate
of return, and rate of capital gain. Understand the simple interest and compound interest formulas.
Book Chapters: “The economics of money, banking and financial markets” - Chapter 4: The Meaning
of Interest Rates (See Bibliography)

SESSION 6 (LIVE IN-PERSON)

Interest Rates II (Risk and term structure of interest rates)
Objectives: Understand the concept of the risk structure of interest rates, and the factors that affect
it. Identify the term structure of interest rates and analyze the theories that explain the difference of
interest rates across maturities. Convert interest rates to different time frequencies: annual, monthly
or daily.
Book Chapters: “The economics of money, banking and financial markets” - Chapter 6: The Risk
and Term Structure of Interest Rates (See Bibliography)

SESSION 7 (LIVE IN-PERSON)

Financial Instruments I (Money market and introduction to bonds)
Objectives: Explore the different types of money market instruments, including treasury bills and
certificates of deposit. Cover the basics of bonds, including corporate bonds and municipal bonds.
Book Chapters: “The economics of money, banking and financial markets” - Chapter 5: The
Behavior of Interest Rates (See Bibliography)
Book Chapters: “Investments” - Chapter 14: Bond Prices and Yields (See Bibliography)

SESSION 8 (LIVE IN-PERSON)

Financial Instruments II (Bonds)
Objectives: Discuss the factors that impact bond pricing and the relationship between bonds and
interest rates. Understand yields, duration, pricing methodologies and default risk. Cover bond
pricing methodologies.
Book Chapters: “The economics of money, banking and financial markets” - Chapter 5: The
Behavior of Interest Rates (See Bibliography)
Book Chapters: “Investments” - Chapter 14: Bond Prices and Yields (See Bibliography)

SESSION 9 (LIVE IN-PERSON)

Yield Curve

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Objectives: Analyze the yield curve and its forecasting power. Understand the relationship of the
slope of the yield curve and the business cycle.
Book Chapters: “Investments” - Chapter 15: The Term Structure of Interest Rates (See Bibliography)

SESSION 10 (ASYNCHRONOUS)
Financial Structure of a company: equity vs debt
Objectives: Revise the main components and analysis of the financial structure of a company.
Understand valuing multiple cash flows & discounted cash flow methods (DCF). Review concepts
such as: Payback period, IRR, Profitability Index.
Book Chapters: “Investments” - Chapter 19: Financial Statement Analysis (See Bibliography)

SESSION 11 (LIVE IN-PERSON)

Financial Instruments III (The stock market)
Objectives: Analyze the basics of stocks, including preferred stocks and common stocks. Discuss
the factors that impact stock pricing and the relationship between stocks and the economy,
including macroeconomic and industry analysis.
Book Chapters: “The economics of money, banking and financial markets” - Chapter 7: The Stock
Market, the Theory of Rational Expectations, and the Efficient Market Hypothesis (See Bibliography)
Book Chapters: “Investments” - Chapter 17: Macroeconomic and Industry Analysis (See
Bibliography)

SESSION 12 (LIVE IN-PERSON)

Financial Instruments cont. III (The stock market)
Objectives: Calculate the price of common stocks using diverse methodologies such as valuation
by comparables, dividend discount model, price ratios and free cash flow model.
Book Chapters: “The economics of money, banking and financial markets” - Chapter 7: The Stock
Market, the Theory of Rational Expectations, and the Efficient Market Hypothesis (See Bibliography)
Book Chapters: “Investments” - Chapter 18: Equity Valuation Models (See Bibliography)

SESSION 13 (LIVE IN-PERSON)

First Exam & International Financial markets
Objectives:Revise the financial markets, risk factors and the benefits from diversification of
international markets.
Book Chapters: “The economics of money, banking and financial markets” - Chapter 18: The
Foreign Exchange Market (See Bibliography)
Book Chapters: “Investments” - Chapter 25: International Diversification (See Bibliography)

SESSION 14 (ASYNCHRONOUS)
International Financial markets
Objectives: Revise the financial markets, risk factors and the benefits from diversification of
international markets.
Book Chapters: “Investments” - Chapter 25: International Diversification (See Bibliography)
Book Chapters: “The economics of money, banking and financial markets” - Chapter 18: The
Foreign Exchange Market (See Bibliography)

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SESSION 15 (LIVE IN-PERSON)
Derivatives I
Objectives: Understand option contracts, trading and type of options. Analyze the value of options
at expiration. Revise option-like securities such as callable bonds, convertible securities and
warrants.
Book Chapters: “Investments” - Chapter 20: Options Markets Introduction (See Bibliography)

SESSION 16 (LIVE IN-PERSON)

Derivatives II
Objectives: What are exchange and interest rate risks? Understand key concepts and why
derivatives help to manage exchange and interest rate risk.
Book Chapters: “Investments” - Chapter 20: Options Markets Introduction (See Bibliography)

SESSION 17 (LIVE IN-PERSON)

Securitization
Objectives: Understand the concept of securitization, and what tranching means.
Reading material provided in class.

SESSION 18 (LIVE IN-PERSON)

Other markets (Commodities, Real Estate, Private Equity)
Objectives: Revise other financial markets such as commodities, real estate and private equity.
Reading material provided in class.

SESSION 19 (ASYNCHRONOUS)
Sustainable Finance
Objectives: Review Green bonds, ESG investment and climate risk products.
Reading material provided in class.

SESSION 20 (LIVE IN-PERSON)

Introduction to portfolio theory
Objectives: Revise the main elements of portfolio theory, such as measuring risk and return, basic
portfolio statistics (mean, variance, standard deviation, covariance and correlation), specific risk vs
market risk, risky assets and the risk free rate, efficient frontier, etc.
Book Chapters: “Investments” - Chapter 5: Risk and Return, and the Historical Record (See
Bibliography)

SESSION 21 (LIVE IN-PERSON)

Risk and return
Objectives: Analyze how the risk of a portfolio depends on the risk of individual stocks (standard
deviation of their individual returns) and the covariance between stock returns (their correlation),
and how the relationship between the portfolio risk and the expected return can be optimized
through diversification.

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Book Chapters: “Investments” - Chapter 6: Capital Allocation to Risky Assets & Chapter 7 (7.1, 7.2 &
7.3) Efficient Diversification (See Bibliography)

SESSION 22 (LIVE IN-PERSON)

Single Index Model and CAPM
Objectives: Review systematic factors (macroeconomic factors such as interest rates, commodity
prices, etc) and firm-specific factors (technological advances, patents, strikes, etc). Understand the
Single-Index model and the concept of “beta”. Analyze the Capital Asset Pricing Model (CAPM)
and its link to the mean-variance portfolio theory.
Book Chapters: “Investments” - Chapter 8 (8.1, 8.2 & 8.3) Index Models & Chapter 9: Capital Asset
Pricing Model (See Bibliography)

SESSION 23 (LIVE IN-PERSON)

Practical examples of portfolio construction
Objectives: Portfolio construction exercise using Google Finance data and spreadsheets. Begin the
construction of the covariance matrix for a stock portfolio, and therefore calculate diverse risk and
return statistics for a portfolio, and be able to compare different portfolios to make investment
decisions.
Reading material and files provided in class.

SESSION 24 (ASYNCHRONOUS)
Special topics (Passive vs Active Management, and Behavioral Finance)
Objectives: Compare the performance and structure of ETFs vs Investment Funds. Revise how
behavioral finance differs from the efficient markets theory approach, showing how concepts such
as overconfidence, mental accounting, loss aversion and anchoring can affect investment
decisions.
Book Chapters: “Investments” - Chapter 11 (11.1 to 11.4): Efficient Market Hypothesis & Chapter 12
(12.1): Behavioral Finance and Technical Analysis (See Bibliography)

SESSION 25 (LIVE IN-PERSON)

Final exam

EVALUATION CRITERIA

criteria percentage Learning Comments

Objectives
Final Exam 35 %
Intermediate tests 20 %
Individual work 25 %
Class Participation 20 %

RE-SIT / RE-TAKE POLICY

Each student has four (4) chances to pass any given course distributed over two (2) consecutive
academic years. Each academic year consists of two calls: one (1) ordinary call (during the
semester when the course is taking place); and one (1) extraordinary call (or “re-sit”) in June/July.

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Students who do not comply with the 70% attendance requirement in each subject during the
semester will automatically fail both calls (ordinary and extraordinary) for that Academic Year and
have to re-take the course (i.e., re-enroll) during the next Academic Year.
The Extraordinary Call Evaluation criteria will be subject to the following rules:
- Students failing the course in the ordinary call (during the semester) will have to re-sit
evaluation for the course in June / July (except those students who do not comply with the
attendance rule, and therefore will not have that opportunity, since they will fail both calls and
must directly re-enroll in the course during the next Academic Year).
- It is not permitted to change the format nor the date of the extraordinary call exams or
deadlines under any circumstance. All extraordinary call evaluation dates will be announced in
advance and must be taken into consideration before planning the summer (e.g. internships,
trips, holidays, etc.)
- The June/July re-sit will consist of a comprehensive evaluation of the course. Your final grade
for the course will depend on the performance in this exam or evaluation only. I.e., continuous
evaluation over the semester (e.g. participation, quizzes, projects and/or other grade
components over the semester) will not be taken into consideration on the extraordinary call.
Students will have to achieve the minimum passing grade of 5 and the maximum grade will be
capped at 8.0 (out of 10.0) – i.e., “notable” in the extraordinary call.
- Re-takers: Students who failed the subject on a previous Academic Year and are now re-
enrolled as re-takers in a course will need to check the syllabus of the assigned professor, as
well as contact the professor individually, regarding the specific evaluation criteria for them as
re-takers in the course during that semester (ordinary call of that Academic Year). The
maximum grade that may be obtained as a retaker during the ordinary call (i.e., the 3rd call) is
10.0 (out of 10.0).
After exams and other assessments are graded by the professor (on either the ordinary or
extraordinary call), students will have a possibility to attend a review session (whether it be a final
exam, a final project, or the final overall grade in a given course). Please be available to attend the
session in order to clarify any concerns you might have regarding your grade. Your professor will
inform you about the time and place of the review session.
Students failing more than 18 ECTS credits after the June/July re-sits will be asked to leave the
Program. Please, make sure to prepare yourself well for the exams in order to pass your failed
subjects.
In case you decide to skip the opportunity to re-sit for an exam or evaluation during the June/July
extraordinary call, you will need to enroll in that course again for the next Academic Year as a re-
taker, and pay the corresponding tuition fees. As you know, students have a total of four (4) allowed
calls to pass a given subject or course, in order to remain in the program.

BIBLIOGRAPHY
Compulsory
- Frederic S. Mishkin and Apostolos Serlitis. (2021). The economics of money,
banking and financial markets. 1st edition. Pearson. ISBN 978129240948 (Printed)
- Zvi Bodie; Alex Kane; Alan J. Marcus. Investments. McGraw-Hill Education. ISBN
9781260571158 (Digital)

BEHAVIOR RULES

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Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

ATTENDANCE POLICY

Please, check the University's Attendance Policy here. The Program Director may
provide further indications.

ETHICAL POLICY

Please, check the University's Ethics Code here. The Program Director may
provide further indications.

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 BASIC EXCEL FOR MANAGEMENT
Grado en Administración de Empresas / Bachelor in
Business Administration BBA SEP-2023 BEFM-
NBA.1C.n.OPT.M.A
Area Operations and Business Analytics
Number of sessions: 20
Academic year: 23-24
Degree course:
Number of credits: 4.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: MANOEL FERNANDO GADI ALONSO

E-mail: [email protected]

ACADEMIC BACKGROUND
- Executive MBA, Business Administration and Management, IE Business School, Spain.
- Master in Computer Science and Statistics, University of Sao Paulo, Brazil.
- Computer Science Degree, University of Sao Paulo, Brazil.
CORPORATE EXPERIENCE
- Director of Credit Rating, Big Data and Business Analytics, Bravo Capital, Madrid, 2015 –
Present.
- Head of R&D for Risk Analytics Area, Santander Bank Headquarters Spain, Madrid, 2012 –
2015.
- R&D Risk Analytics Area Manager, Santander Bank United Kingdom, Milton Keynes, 2008 –
2012.
- Credit Risk Modelling Manager, Santander Bank Brazil, Sao Paulo, 2007 – 2008.
- Credit Risk Supervisor, ibi bank (C&A group), Sao Paulo, 2006 – 2007.
- Credit Card Risk analyst, Citibank Brazil, Sao Paulo, 2003 – 2005.
[email protected]

PREREQUISITES

For all the sessions it is mandatory to use a laptop or mac computer with
Microsoft EXCEL (version for Microsoft 365 also OK).

SUBJECT DESCRIPTION
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 Microsoft EXCEL is a very powerful tool that allows to manage and analyze big
amounts of different types of data. The results can be summarized dynamically
by means of PivotTables, and presented through many kinds of charts. It has
become a standard worldwide for all kind of the areas in every organization and
it is regularly used by professionals and managers in most of the business
processes.
EXCEL is probably the most used tool in the companies to manage, analyze
and exchange data. However, many users only take advantage of a small part
of its capabilities, loosing options to increase their performance.

LEARNING OBJECTIVES

The objective of this course is to provide a global view of the basic

functionalities of EXCEL and practice how to apply them in business
management activities. It is aimed at students with no or little experience using
EXCEL.

TEACHING METHODOLOGY

IE University teaching method is defined by its collaborative, active, and applied nature. Students
actively participate in the whole process to build their knowledge and sharpen their skills.
Professor’s main role is to lead and guide students to achieve the learning objectives of the course.
This is done by engaging in a diverse range of teaching techniques and different types of learning
activities such as the following:

Learning Activity Weighting Estimated time a

student should
dedicate to prepare for
and participate in
Lectures 15.0 % 15.0 hours
Discussions 10.0 % 10.0 hours
Exercises in class, 20.0 % 20.0 hours
Asynchronous sessions,
Field Work
Group work 30.0 % 30.0 hours
Individual studying 25.0 % 25.0 hours
TOTAL 100.0 % 100.0 hours

PROGRAM

SESSION 1 (LIVE IN-PERSON)

Introduction to the course and to Excel

SESSION 2 (LIVE IN-PERSON)

Introduction to Excel for Business Solutions

SESSION 3 (LIVE IN-PERSON)

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25th August 2023
Developing provisional financial statements: P&L and Balance Sheet. Solve circular references,
project into the future
Practical Case : Steel & Coal Corp. (IST010028-U-ENG-WOD)

SESSION 4 (LIVE IN-PERSON)

Developing provisional financial statements: P&L and Balance Sheet. Solve circular references,
project into the future

SESSION 5 (LIVE IN-PERSON)

Modeling a spreadsheet to create quotes for customers without mistakes. Protect, validate and
search
Practical Case : Ross Spain, S.A. (IST010029-U-ENG-WOD)

SESSION 6 (LIVE IN-PERSON)

Modeling a spreadsheet to create quotes for customers without mistakes. Protect, validate and
search

SESSION 7 (LIVE IN-PERSON)

Individual Test 1 (QUIZ FOR GRADING) content from sessions 1 to 6.
Learn how to ask for investment “with sensibility”. Control your savings and ask for a mortgage
Practical Case : Loan and Mortgage (IST010125-U-ENG-WOD-BC)

SESSION 8 (LIVE IN-PERSON)

Learn how to ask for investment “with sensibility”. Control your savings and ask for a mortgage

SESSION 9 (LIVE IN-PERSON)

Learn how to ask for investment “with sensibility”. Control your savings and ask for a mortgage

SESSION 10 (LIVE IN-PERSON)

Learn how to ask for investment “with sensibility”. Control your savings and ask for a mortgage

SESSION 11 (LIVE IN-PERSON)

Run a business based on capacity. Create the dashboard for a hotel. Accumulate and index
Practical Case : Hotel El Vallecito (IST010058-U-ENG-WOD)

SESSION 12 (LIVE IN-PERSON)

Run a business based on capacity. Create the dashboard for a hotel. Accumulate and index

SESSION 13 (LIVE IN-PERSON)

Run a business based on capacity. Create the dashboard for a hotel. Accumulate and index

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SESSION 14 (LIVE IN-PERSON)
Individual Test 2 (QUIZ FOR GRADING) content from sessions 7 to 13.
Analyzing the situation of the Human Resources of a company with some basic data analysis.
Practical Case : Arnaiz Manufactures (IST010027-U-ENG-WOD)

SESSION 15 (LIVE IN-PERSON)

Analyzing the situation of the Human Resources of a company with some basic data analysis.
Practical Case : Arnaiz Manufactures (IST010027-U-ENG-WOD)

SESSION 16 (LIVE IN-PERSON)

Analyzing the situation of the Human Resources of a company with some basic data analysis.

SESSION 17 (LIVE IN-PERSON)

Analyzing the situation of the Human Resources of a company with some basic data analysis.

SESSIONS 18 - 19 (LIVE IN-PERSON)

GROUP PROJECTS PRESENTATIONS

SESSION 20 (LIVE IN-PERSON)

INDIVIDUAL FINAL EXAM - QUIZ - all course content, more questions about sessions 13 to 17.

EVALUATION CRITERIA

criteria percentage Learning Comments

Objectives
Final Individual 30 % Entire course
Exam content
Individual Tests 20 % Average of tests
Group Project 30 % Analysis and
Presentation
Class Participation 20 % Delivery of Excel
Activities

RE-SIT / RE-TAKE POLICY

Each student has four (4) chances to pass any given course distributed over two (2) consecutive
academic years. Each academic year consists of two calls: one (1) ordinary call (during the
semester when the course is taking place); and one (1) extraordinary call (or “re-sit”) in June/July.
Students who do not comply with the 70% attendance requirement in each subject during the
semester will automatically fail both calls (ordinary and extraordinary) for that Academic Year and
have to re-take the course (i.e., re-enroll) during the next Academic Year.
The Extraordinary Call Evaluation criteria will be subject to the following rules:
- Students failing the course in the ordinary call (during the semester) will have to re-sit
evaluation for the course in June / July (except those students who do not comply with the
attendance rule, and therefore will not have that opportunity, since they will fail both calls and

4
25th August 2023
 must directly re-enroll in the course during the next Academic Year).
- It is not permitted to change the format nor the date of the extraordinary call exams or
deadlines under any circumstance. All extraordinary call evaluation dates will be announced in
advance and must be taken into consideration before planning the summer (e.g. internships,
trips, holidays, etc.)
- The June/July re-sit will consist of a comprehensive evaluation of the course. Your final grade
for the course will depend on the performance in this exam or evaluation only. I.e., continuous
evaluation over the semester (e.g. participation, quizzes, projects and/or other grade
components over the semester) will not be taken into consideration on the extraordinary call.
Students will have to achieve the minimum passing grade of 5 and the maximum grade will be
capped at 8.0 (out of 10.0) – i.e., “notable” in the extraordinary call.
- Re-takers: Students who failed the subject on a previous Academic Year and are now re-
enrolled as re-takers in a course will need to check the syllabus of the assigned professor, as
well as contact the professor individually, regarding the specific evaluation criteria for them as
re-takers in the course during that semester (ordinary call of that Academic Year). The
maximum grade that may be obtained as a retaker during the ordinary call (i.e., the 3rd call) is
10.0 (out of 10.0).
After exams and other assessments are graded by the professor (on either the ordinary or
extraordinary call), students will have a possibility to attend a review session (whether it be a final
exam, a final project, or the final overall grade in a given course). Please be available to attend the
session in order to clarify any concerns you might have regarding your grade. Your professor will
inform you about the time and place of the review session.
- Students failing more than 18 ECTS credits after the June/July re-sits will be asked to leave the
Program. Please, make sure to prepare yourself well for the exams in order to pass your failed
subjects.
- In case you decide to skip the opportunity to re-sit for an exam or evaluation during the
June/July extraordinary call, you will need to enroll in that course again for the next Academic
Year as a re-taker, and pay the corresponding tuition fees. As you know, students have a total
of four (4) allowed calls to pass a given subject or course, in order to remain in the program.
BIBLIOGRAPHY
Recommended
- John Walkenbach. Excel 2016 Bible. John Wiley & Sons. ISBN 9781119067510
(Printed)
- Sarah Jones. EXCEL FUNCTIONS AND FORMULAS: Shortcuts, Formulas and
Functions for Business Modeling and Financial. Amazon Kindle. ISBN 1087119235
(Digital)
- Tim Hill. Excel 2016 for Windows Pivot Tables. CreateSpace. ISBN 1515010732
(Printed)
- Tim Hill. Excel 2016 for Mac Pivot Tables. CreateSpace. ISBN 1515114422
(Printed)
- Jeff Hutchinson. Excel 365 - Formulas, Charts And PivotTables. LearnLogic.
ISBN 1660221943 (Printed)

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 - Cole Nussbaumer Knaflic. Storytelling with Data. John Wiley & Sons. ISBN
9781119002253 (Printed)
- Dona M. Wong. The Wall Street Journal Guide to Information Graphics. W.W.
Norton &Co.. ISBN 9780393347289 (Printed)

BEHAVIOR RULES

Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

ATTENDANCE POLICY

Please, check the University's Attendance Policy here. The Program Director may
provide further indications.

ETHICAL POLICY

Please, check the University's Ethics Code here. The Program Director may
provide further indications.

6
25th August 2023
BREAKING INTO BUSINESS CASE COMPETITIONS
Grado en Administración de Empresas / Bachelor in
Business Administration BBA SEP-2023 BIBCC-
NBA.1C.n.OPT.M.A
Area Strategy
Number of sessions: 15
Academic year: 23-24
Degree course:
Number of credits: 3.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: JOSE ANTONIO MARTINEZ MARCOS

E-mail: [email protected]

Bachelor of Business Administration from Deusto Business School and

Executive MBA from IE Business School, Jose Antonio Martinez’s professional
life has always been spinning around strategy. His 15-year experience in the
Strategy Department of Accenture has allowed him to develop an integrated
vision of the strategic roadmap at all levels of the organization, from corporate
business plans to divisional/department strategies.
With major experience in top companies from a wide range of industries
(telecom, high-tech, media and entertainment…), Professor Martinez has
defined strategic marketing programs (launch of P/S, loyalty, channel
optimization...), operational strategy and cross-company initiatives aiming at
the global transformation of the corporation and the optimization of the
customer experience. And as an indispensable complement in order to develop
a comprehensive understanding of the strategic process, he has worked
directly on the field with the customers in the implementation of most of those
strategies, leading project management and change management initiatives
through a hands-on and results-driven approach, managing mixed customer-
consulting work teams of a very different kind.
Professor Martinez’s experience throughout his consulting career has led him
to a logical, but not always so evident, conclusion: “STRATEGY is not about
complex theories or frameworks; it’s something we all use more often than we
think, in so many aspects of life, although we may not be aware of it. It’s about
bringing order out of chaos, it’s about collecting all that mess of ideas, facts and
pieces of knowledge, and providing them with a structure and sequence which
let us decide WHERE WE WANT TO REACH and HOW WE WANT TO DO IT”.
Having implemented coaching and training programs in top MNCs, he is
currently teaching different Strategy courses in IE Business School, both in
master and undergraduate programs.

[email protected]

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PREREQUISITES

SUBJECT DESCRIPTION

"Case competitions... what's that???"

- Events organized by some of the most prestigious universities and business schools worldwide
- Multinational background
- Challenge: to solve a real-life based case, specifically designed for the competition, about a
real company …in a highly demanding scenario (strong time constraints, deep analysis
requirements…)…in direct competition with the other teams (top students from top
universities)…in front of a panel composed by academic and business world members (quite
often: top managers of the case company themselves!)
- Approach: consulting way!
"And what's in it for me?"
1. Competition dynamics
2. Networking
3. Development of soft skills
4. Holistic view of business
5. And... a job opportunity, maybe???

LEARNING OBJECTIVES

- Provide you with the tools and the structure to make the most out of the case competition
experience…
- …and beyond the case competition!
VERY IMPORTANT NOTICE: completing this course will be a mandatory
prerequisite to be entitled to attend any case competition as an IE
University team member, so if interested... THIS IS YOUR
OPPORTUNITY!!!

TEACHING METHODOLOGY

- Multidisciplinary approach
- Insights from all the core business disciplines (holistic view)
- Hands-on approach: contents and frameworks… in action!
- Teamwork will be king: always in teams… but not always the same teams!
Learning Activity Weighting Estimated time a
student should
dedicate to prepare for
and participate in
Lectures 29.33 % 22.0 hours
Discussions 21.33 % 16.0 hours

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10th July 2023
 Exercises in class, 0.0 % 0.0 hours
Asynchronous sessions,
Field Work
Group work 49.33 % 37.0 hours
Individual studying 0.0 % 0.0 hours
TOTAL 100.0 % 75.0 hours

PROGRAM

SESSIONS 1 - 3 (LIVE IN-PERSON)

Course Introduction + Inaugural Short Case

SESSIONS 4 - 6 (LIVE IN-PERSON)

Strategy

SESSIONS 7 - 9 (LIVE IN-PERSON)

Research and Implementation Plan

SESSIONS 10 - 12 (LIVE IN-PERSON)

PowerPoint and Presentation Skills

SESSION 13 (ASYNCHRONOUS)
Final Group Presentations - Preparation

SESSIONS 14 - 15 (LIVE IN-PERSON)

Final Group Presentations

EVALUATION CRITERIA

- Your final grade in the course will be based on both individual and group work of different
characteristics that will be weighted in the following way:
criteria percentage Learning Comments
Objectives
Group 50 %
Presentation
Individual Work 50 %

RE-SIT / RE-TAKE POLICY

Each student has four (4) chances to pass any given course distributed over two (2) consecutive
academic years. Each academic year consists of two calls: one (1) ordinary call (during the
semester when the course is taking place); and one (1) extraordinary call (or “re-sit”) in June/July.

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Students who do not comply with the 70% attendance requirement in each subject during the
semester will automatically fail both calls (ordinary and extraordinary) for that Academic Year and
have to re-take the course (i.e., re-enroll) during the next Academic Year.
The Extraordinary Call Evaluation criteria will be subject to the following rules:
- Students failing the course in the ordinary call (during the semester) will have to re-sit
evaluation for the course in June / July (except those students who do not comply with the
attendance rule, and therefore will not have that opportunity, since they will fail both calls and
must directly re-enroll in the course during the next Academic Year).
- It is not permitted to change the format nor the date of the extraordinary call exams or
deadlines under any circumstance. All extraordinary call evaluation dates will be announced in
advance and must be taken into consideration before planning the summer (e.g. internships,
trips, holidays, etc.)
- The June/July re-sit will consist of a comprehensive evaluation of the course. Your final grade
for the course will depend on the performance in this exam or evaluation only. I.e., continuous
evaluation over the semester (e.g. participation, quizzes, projects and/or other grade
components over the semester) will not be taken into consideration on the extraordinary call.
Students will have to achieve the minimum passing grade of 5 and the maximum grade will be
capped at 8.0 (out of 10.0) – i.e., “notable” in the extraordinary call.
- Re-takers: Students who failed the subject on a previous Academic Year and are now re-
enrolled as re-takers in a course will need to check the syllabus of the assigned professor, as
well as contact the professor individually, regarding the specific evaluation criteria for them as
re-takers in the course during that semester (ordinary call of that Academic Year). The
maximum grade that may be obtained as a retaker during the ordinary call (i.e., the 3rd call) is
10.0 (out of 10.0).
After exams and other assessments are graded by the professor (on either the ordinary or
extraordinary call), students will have a possibility to attend a review session (whether it be a final
exam, a final project, or the final overall grade in a given course). Please be available to attend the
session in order to clarify any concerns you might have regarding your grade. Your professor will
inform you about the time and place of the review session.
- Students failing more than 18 ECTS credits after the June/July re-sits will be asked to leave the
Program. Please, make sure to prepare yourself well for the exams in order to pass your failed
subjects.
- In case you decide to skip the opportunity to re-sit for an exam or evaluation during the
June/July extraordinary call, you will need to enroll in that course again for the next Academic
Year as a re-taker, and pay the corresponding tuition fees. As you know, students have a total
of four (4) allowed calls to pass a given subject or course, in order to remain in the program.

BEHAVIOR RULES

Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

ATTENDANCE POLICY

Please, check the University's Attendance Policy here. The Program Director may

4
10th July 2023
provide further indications.
ETHICAL POLICY

Please, check the University's Ethics Code here. The Program Director may
provide further indications.

5
10th July 2023
 BUILDING AN ONLINE BUSINESS
Grado en Administración de Empresas / Bachelor in
Business Administration BBA SEP-2023 BAOB-
NBA.1C.d.OPT.M.A
Area Information Systems and Technology
Number of sessions: 30
Academic year: 23-24
Degree course:
Number of credits: 6.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: EDUARDO PEDREÑO

E-mail: [email protected]

Eduardo Pedreño has worked for 20 years in the fields of corporate

communications, digital media, Internet and technology. He was founder of one
of the pioneer digital Spanish-language publications in 1998 and has developed
software tools and advanced solutions and services for Communications
departments in Accesogroup for ten years, the last four as COO. He currently
manages digital marketing and ecommerce efforts for companies in the fields
of education and media among others. He holds degrees in Law and Business
Administration as well as an MBA from IE Business School.

[email protected]

PREREQUISITES

This is a hands-on course and the level of effort required is high. You don't
need to have previous knowledge of digital strategy, e-commerce technology or
digital marketing tools, but make sure you feel comfortable around technology
tools and concepts because you will use many at a medium level.

SUBJECT DESCRIPTION

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 Building an Online Business is a hands-on course that takes you through the
process of researching, ideating, defining, building, launching and promoting an
online e-commerce business, and understand the integral part of measurement
in online businesses. We will discuss multiple online business model types, but
the focus of the course will be executing the creation of an online e-commerce
store. Every student will get his/her own hosting space and will create his/her
own store by the end of the course.

LEARNING OBJECTIVES

This is not a course for the faint of heart. You don’t need previous experience on digital strategy,
e-commerce or content management systems but need to be comfortable around new technology
tools, because we will use many and in depth. And a lot of the work will have to be completed
outside of class. The purpose of the course is to provide real experiences and put yourself in the
shoes of a real digital e-commerce manager.
This is a hands-on course, aside from covering the theoretical and aspects of online business
models we also experience the whole process with our own personal project.
A key objective is to understand the four pillars of operational efficiency in Digital Strategy.
- Planning: and all the tools involved in the planning process, workflow definition, knowledge
and content management, crisis protocols, etc.
- Research/Monitoring/Listening: millions of sources and potentially dozens of platforms in a
way that makes the information manageable and actionable and helps us find our niche market.
- Distributing, engaging and managing relationships: finding and putting into place the best
ways to distribute the company's message looking for maximum return and automation at the
same time, as well as creating long lasting relationships with influential or relevant users
through conversations.
- Analyzing the effects of our efforts focusing on KPIs that are actionable and allow us to
determine in real or near-real time if course correction is needed.
The skills developed are:
- The students will create their own e-commerce website and will sell real products using
dropshipping, they will create real ads on Google and Facebook and create the social media
presence for their online stores. Along the way we will cover all the basic elements of a digital
marketing strategy definition and implementation.
- To develop a working framework that allows the students to translate the most strategic
aspects of a Digital Strategy plan to the day to day operations in the fields of E-commerce,
Research, Analytics and Social Media management, the group assignment will be an
application of the framework to a real world company.
- Gain insights into what are the right technology tools to interact with those platforms,
and how to implement the different tools in a way that fits with the company's strategy and
culture and the defined target groups.

TEACHING METHODOLOGY

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IE University teaching method is defined by its collaborative, active, and applied nature. Students
actively participate in the whole process to build their knowledge and sharpen their skills.
Professor’s main role is to lead and guide students to achieve the learning objectives of the course.
This is done by engaging in a diverse range of teaching techniques and different types of learning
activities such as the following:

Learning Activity Weighting Estimated time a

student should
dedicate to prepare for
and participate in
Lectures 13.33 % 20.0 hours
Discussions 10.0 % 15.0 hours
Exercises in class, 26.67 % 40.0 hours
Asynchronous sessions,
Field Work
Group work 23.33 % 35.0 hours
Individual studying 26.67 % 40.0 hours
TOTAL 100.0 % 150.0 hours

PROGRAM

SESSIONS 1 - 2 (LIVE IN-PERSON)

INTRODUCTION TO THE ONLINE BUSINESS LANDSCAPE
Introduction to the course. We will review the objectives of the course, the schedule and
deliverables. We will also discuss the online business landscape, the communication workflows and
the challenges presented by the information explosion, the increasing interaction with the audience
and the real time nature of all those interactions.
HANDS-ON: HOSTING SETUP EXERCISE
The students will start their project by setting up their own hosting space (provided by a partner),
setting up Wordpress and Woocommerce and performing a few actions on it.
Technical note & tutorials: Digital Marketing: Social Media and Mobile Marketing (MKS020091-U-
ENG-HTM)

SESSIONS 3 - 4 (LIVE IN-PERSON)

OVERVIEW & INTRODUCTION TO RESEARCH
In this sessions we will lay the groundwork for the rest of the course introducing the working
framework and basic concepts of a Digital Strategy and Management, putting the user at the core
of our e-commerce plan and developing a strategy to ensure success. We will also discuss all the
different elements of the individual and group assignments. We will pay special attention to
Research
HANDS-ON: WORDPRESS, RESEARCH, GOOGLE NONPROFIT IMMERSION PROGRAM
We will do several exercises around our website, our research process and the Google Nonprofit
Immersion program (group assignment).

SESSIONS 5 - 6 (LIVE IN-PERSON)

E-COMMERCE RESEARCH

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We will look at specific tools for trends research, keyword research, content research, audience
research, platform research, etc.
HANDS-ON: WORDPRESS, RESEARCH EXERCISE
(Additional readings will be provided ahead of the session)

SESSIONS 7 - 8 (LIVE IN-PERSON)

POSITIONING
We will have a case discussion (only one in the course), recap elements from research and expand
on new ones to define a strategy for our e-commerce store.
HANDS-ON: POSITIONING EXERCISE
We will finish the strategy definition phase of our e-commerce business.

Practical Case: AccorHotels and the Digital Transformation: Enriching Experiences through Content
Strategies along the Customer Journey (HBS IN1251-PDF-ENG)

SESSIONS 9 - 10 (LIVE IN-PERSON)

INTRODUCTION TO SEO
One of the key components of an e-commerce strategy (along with Social Media and Content
Marketing) is SEO. We will look at what SEO means and how it translates into technology, from
technical SEO to keyword mapping or off site SEO.
HANDS-ON: INTEGRATING PRODUCTS INTO OUR WEBSITE AND SETTING UP SEO TOOLS
(Additional readings will be provided ahead of the session)

SESSIONS 11 - 12 (LIVE IN-PERSON)

Website content management and design and SEO
We will finish SEO and understand how user experience is key for SEO, mobile and ultimately
conversions and sales.
HANDS ON: ON SITE SEO AND OFF SITE SEO
- Identify the keywords that would be most worthwhile for a website to target in its search engine
optimization efforts.
- Improve a webpage’s relevance for a target keyword by suggesting specific changes to the
webpage.
- Improve a website’s likelihood of ranking for a set of keywords by suggesting changes that will
improve the website’s quality signals to search engines.
(Additional readings will be provided ahead of the session)

Technical note: Search Engine Optimization Starter Guide (Google)

SESSIONS 13 - 14 (LIVE IN-PERSON)

SOCIAL MEDIA
- Describe the parts of a social media campaign plan and use this plan to design an effective

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 campaign.
- Choose the best social media platform(s) for a variety of social media efforts.
- Determine the measures needed to assess the results of a social media campaign.
- Describe best practices for performing social media marketing on Facebook, TikTok, Twitter,
Pinterest, YouTube, LinkedIn, Instagram, and Snapchat.
HANDS-ON: FACEBOOK PAGE SETUP AND FINISHING E-COMMERCE WEBSITES
(Additional readings will be provided ahead of the session)

SESSIONS 15 - 16 (LIVE IN-PERSON)

SEM Search Engine Marketing
The paid search engine marketing is a complex world of keyword bidding, remarketing and
countless ads, but it's also a really efficient way to get new customers. We will also use tools like
SEMRush to check what our competitors are doing.
HANDS ON: GOOGLE NONPROFIT IMMERSION PROGRAM SETUP
We will setup the ad campaigns for our NGOs in the Google Nonprofit Immersion Program.
Multimedia Material: Google Ads Youtube Channel (Youtube)
Multimedia Documentation: Google Ads Academy (Skillshop)

SESSIONS 17 - 18 (LIVE IN-PERSON)

EMAIL MARKETING
- Create an effective strategy for building a commercial email list.
- Create effective content for a commercial email campaign.
- Analyze the results of an email campaign to determine its effectiveness.
- Describe best practices to prevent emails from being stopped by spam filters.
HANDS ON: EMAIL MARKETING SETUP, INTEGRATION IN THE WEBSITE, SETTING UP AND
SENDING NEWSLETTERS
(Additional readings will be provided ahead of the session)

SESSIONS 19 - 20 (LIVE IN-PERSON)

Facebook Ads, setting up a CPC campaign.
Facebook is the biggest social network in the world with 1,94 billion users, that combined with
Instagram's, gives us the reach of 2,64 billion users, and the campaigns are cheap and effective.
On the other hand, the statistics are measured by Facebook itself, and there is a huge controversy
as to whether they are pumping up the numbers.
HANDS-ON: SETTING UP OUR FACEBOOK ADS CAMPAIGN
Every student will setup their own Facebook Ads Campaign.

Article: Facebook Ads Guide (Facebook)

SESSIONS 21 - 22 (LIVE IN-PERSON)

ONLINE MEASUREMENT

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With all the information from the multiple analytics sources, the final step in the whole process is
developing a measurement plan that is both comprehensive, that assists in the decision making
process and lends itself to optimization and iteration. We will discuss all these aspects in the final
face to face session.
HANDS-ON WITH GOOGLE ANALYTICS
(Additional readings will be provided ahead of the session)

SESSIONS 23 - 24 (LIVE IN-PERSON)

TECHNOLOGY BASED GROWTH: GROWTH HACKING, CONVERSION RATE OPTIMIZATION
AND A/B TESTING
The individual online business should be finished by now with the design, integration of products,
content, social media, SEO and email marketing tools.
HANDS ON: IMPLEMENTING CRO IN OUR E-COMMERCE WEBSITE (AND HOW TO
MEASURE IT)
(Additional readings will be provided ahead of the session)

SESSIONS 25 - 26 (LIVE IN-PERSON)

We will discuss a very specific exercise on content marketing and SEO, called content optimization.
We will follow a process of creation of content, optimization through AI software to make our
content competitive for search engines, and publish it on our website.
The hands-on portion of the double session will be dedicated to creating and optimizing the content.

SESSIONS 27 - 28 (LIVE IN-PERSON)

This session will be dedicated to testing some of the conversion rate optimization tools and
techniques available on our websites.
The Hand-on portion of the session will be dedicated to putting those exercises into practice.

SESSIONS 29 - 30 (LIVE IN-PERSON)

Final Q&A on deliverables of the course, and...
******************************************************
FINAL GROUP PRESENTATIONS

EVALUATION CRITERIA

Individual assignment will be graded valuing the criteria below:

- Execution of all the elements contemplated in the rules for the assignment (20%)
- Consistency between all the elements defined in the strategy and the execution of the
assignment (20%)
- Width and breadth of the assignment: the assignment has multiple elements that are chosen
freely by the student (content, platforms, web content, etc.). A perfect assignment not only is
consistent with the strategy developed but also has enough content elements to test that
strategy in the real world. (30%)
- Quality of ad campaigns: the online ads carried out throughout the assignment have to follow a

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02th August 2023
 methodology and adequate research. We will not judge results but in SEM results are generally
a measure of a well executed campaign. The same applies to Social Media ads, but in that
case we will also evaluate a more creative aspect. (30%)
Group assignment will be valued on the basis of:
- Quality of the assessment to a real world company (report): the level of insight offered to the
“client” (50%)
- Quality of the presentation (20%).
- Consistency between research and analysis and the subsequent strategy proposed. (30%)
- Participation is graded on a scale from 0 (lowest) through 4 (highest), using the criteria below. I
expect the average level of participation to satisfy the criteria for a “3”, which would correspond
to 12.0 - 13.5.
0.- Absent.
1.- Grade 12 - 13.9: Present, not disruptive / Tries to respond when called on but does not
offer much / Demonstrates very infrequent involvement in discussion.
2.- Grade 14.0 - 15.9: Demonstrates adequate preparation: knows basic reading facts, but
does not show evidence of trying to interpret or analyze them / Offers straightforward
information (e.g., straight from the reading), without elaboration or very infrequently (perhaps
once a class) / Does not offer to contribute to discussion, but contributes to a moderate degree
when called on / Demonstrates sporadic involvement.
3.- Grade 16.0 - 17.9: Demonstrates good preparation: knows reading facts well, has thought
through implications of them / Offers interpretations and analysis of reading material (more
than just facts) to class / Contributes well to discussion in an ongoing way: responds to other
students' points, thinks through own points, questions others in a constructive way, offers and
supports suggestions that may be counter to the majority opinion / Demonstrates consistent
ongoing involvement.
4.- Grade 18.0 - 20.0: Demonstrates excellent preparation: has analyzed readings
exceptionally well, relating it to other material (e.g., other readings, course material,
discussions, experiences, etc.) / Offers analysis, synthesis, and evaluation of class material,
e.g., puts together pieces of the discussion to develop new approaches that take the class
further / Contributes in a very significant way to ongoing discussion: keeps analysis focused,
responds very thoughtfully to other students' comments, contributes to cooperative argument-
building, suggests alternative ways of approaching material and helps class analyze which
approaches are appropriate, etc. / Demonstrates ongoing very active involvement.

criteria percentage Learning Comments

Objectives
Intermediate Tests 10 %
Intermediate 10 %
milestones
Individual 45 %
Assignment
Group Assignment 25 %
Class Participation 10 %

RE-SIT / RE-TAKE POLICY

RE-SIT / RE-TAKE POLICY
Each student has four (4) chances to pass any given course distributed over two (2) consecutive
academic years. Each academic year consists of two calls: one (1) ordinary call (during the
semester when the course is taking place); and one (1) extraordinary call (or “re-sit”) in June/July.

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02th August 2023
Students who do not comply with the 70% attendance requirement in each subject during the
semester will automatically fail both calls (ordinary and extraordinary) for that Academic Year and
have to re-take the course (i.e., re-enroll) during the next Academic Year.
The Extraordinary Call Evaluation criteria will be subject to the following rules:
- Students failing the course in the ordinary call (during the semester) will have to re-sit
evaluation for the course in June / July (except those students who do not comply with the
attendance rule, and therefore will not have that opportunity, since they will fail both calls and
must directly re-enroll in the course during the next Academic Year).
- It is not permitted to change the format nor the date of the extraordinary call exams or
deadlines under any circumstance. All extraordinary call evaluation dates will be announced in
advance and must be taken into consideration before planning the summer (e.g. internships,
trips, holidays, etc.)
- The June/July re-sit will consist of a comprehensive evaluation of the course. Your final grade
for the course will depend on the performance in this exam or evaluation only. I.e., continuous
evaluation over the semester (e.g. participation, quizzes, projects and/or other grade
components over the semester) will not be taken into consideration on the extraordinary call.
Students will have to achieve the minimum passing grade of 5 and the maximum grade will be
capped at 8.0 (out of 10.0) – i.e., “notable” in the extraordinary call.
- Re-takers: Students who failed the subject on a previous Academic Year and are now re-
enrolled as re-takers in a course will need to check the syllabus of the assigned professor, as
well as contact the professor individually, regarding the specific evaluation criteria for them as
re-takers in the course during that semester (ordinary call of that Academic Year). The
maximum grade that may be obtained as a retaker during the ordinary call (i.e., the 3rd call) is
10.0 (out of 10.0).
After exams and other assessments are graded by the professor (on either the ordinary or
extraordinary call), students will have a possibility to attend a review session (whether it be a final
exam, a final project, or the final overall grade in a given course). Please be available to attend the
session in order to clarify any concerns you might have regarding your grade. Your professor will
inform you about the time and place of the review session.
! Students failing more than 18 ECTS credits after the June/July re-sits will be asked to leave
the Program. Please, make sure to prepare yourself well for the exams in order to pass your
failed subjects.
! In case you decide to skip the opportunity to re-sit for an exam or evaluation during the
June/July extraordinary call, you will need to enroll in that course again for the next Academic
Year as a re-taker, and pay the corresponding tuition fees. As you know, students have a total
of four (4) allowed calls to pass a given subject or course, in order to remain in the program.

BEHAVIOR RULES

Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

ATTENDANCE POLICY

Please, check the University's Attendance Policy here. The Program Director may

8
02th August 2023
provide further indications.
ETHICAL POLICY

Please, check the University's Ethics Code here. The Program Director may
provide further indications.

9
02th August 2023
 BUSINESS INTELLIGENCE AND ANALYTICS
Grado en Administración de Empresas / Bachelor in
Business Administration BBA SEP-2023 BIA-
NBA.1C.p.OPT.M.A
Area Information Systems and Technology
Number of sessions: 30
Academic year: 23-24
Degree course:
Number of credits: 6.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: HUONG MAY TRUONG

E-mail: [email protected]

May Truong is a Full-time Assistant Professor in Information Systems at IE

Business School. She holds a Ph.D. in Information Systems from Erasmus
University Rotterdam. She obtained her Master of Science in Operational
Research from the University of Edinburgh. Her research focuses on digital
markets, the economic impact of information technology, and multi-channel
systems. She has presented her works and won multiple awards and
nominations at different prestigious Information Systems Conferences such as
the International Conference on Information Systems (ICIS), the European
Conference on Information Systems (ECIS), Conference on Information
Systems and Technology (CIST), and Workshop on Information Technologies
and Systems (WITS). Her thesis project is also the winner of the AIS Impact
Award at ICIS 2020.

[email protected]

PREREQUISITES

A basic understanding of mathematics and statistics, e.g., how to calculate a

mean value, what is a p-value, etc, and a basic understanding of software
programming concepts, e.g., data types, data frame, variables, libraries,
debugger, will be useful for this course.

SUBJECT DESCRIPTION

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Business analytics is the use of information technologies for analyzing data to help managers make
better decisions about their business and how they serve customers. The innovative use of
business analytics technologies forms a powerful basis for competitive advantage in today’s
economy. The purpose of this course is to explain how data-driven business analytics technologies,
such as data mining, artificial intelligence and machine learning can help in many important
business applications. This course begins by covering these topics at a basic, fundamental level for
those who have little or no experience with these technologies. This course builds on this
foundation to provide a comprehensive exploration of a variety of data analytics techniques.
The course will be divided into 3 main blocks:
- Data mining Process, mapping business problems to machine learning problems. Data
Requirements and Visualization.
- Models training and Models Evaluations.
- Other Data mining problems and techniques.

LEARNING OBJECTIVES

Understand and learn about various exploratory and predictive techniques, such as classification
and regression trees, clustering, nearest neighbor approaches, association rule mining, neural
networks, etc. Learn how the above business analytics techniques are applied in a variety of
business applications and organizational settings. Understand the process of introducing data
analytics technologies into the business environment.
All of this includes:
- Building the case for business analytics technologies.
- Collecting relevant data and visualizing different types of data.
- Learning different techniques and tools for business data analytics.
- Using R for data mining and analysis.
- Applying data analytics techniques to various business problems.

TEACHING METHODOLOGY

IE University teaching method is defined by its collaborative, active, and applied nature. Students
actively participate in the whole process to build their knowledge and sharpen their skills.
Professor’s main role is to lead and guide students to achieve the learning objectives of the course.
This is done by engaging in a diverse range of teaching techniques and different types of learning
activities such as the following:

Learning Activity Weighting Estimated time a

student should
dedicate to prepare for
and participate in
Lectures 20.0 % 30.0 hours
Discussions 3.33 % 5.0 hours
Exercises in class, 20.0 % 30.0 hours
Asynchronous sessions,
Field Work
Group work 26.67 % 40.0 hours
Individual studying 30.0 % 45.0 hours
TOTAL 100.0 % 150.0 hours

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PROGRAM

SESSION 1 (LIVE IN-PERSON)

Course Introduction & Introduction to Business Analytics
- Introduction to the course
- Prediction & Causality
- Data Mining Process
- Types of Machine Learning problems & applications
Book Chapters: Data mining for business analytics : concepts, techniques, and applications in R
(Chapter 1 & 2) (See Bibliography)

SESSION 2 (LIVE IN-PERSON)

(Continue with session 1)

SESSION 3 (LIVE IN-PERSON)

Data & Data Visualization I
- Data types, data collection, and data quality
- Other data-related issues: data privacy and data bias

SESSION 4 (LIVE IN-PERSON)

Lab: Introduction to R
- Introduction to R, importing data, data cleaning, and data summary
- You should endeavor to install R & Rstudio before our first class meeting. However, if you
encounter problems, this will be a good time to mention the issues you are having to me. I will
use this time to also walk you through the R Studio interface.

SESSION 5 (LIVE IN-PERSON)

Data & Data Visualization II
- Common Data Visualization Tools
Book Chapters: Data mining for business analytics : concepts, techniques, and applications in R
(Chapter 3) (See Bibliography)

SESSION 6 (LIVE IN-PERSON)

Lab: Data Visualization II
- Basic R Data Visualization

SESSION 7 (ASYNCHRONOUS)
Complete the interactive case.
Technical note & tutorials: Machine Learning (IST020075-U-ENG-HTM)

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SESSION 8 (LIVE IN-PERSON)
Fitting models to data: Classification I
- Classification Tree
- Ensemble Method: Random Forest, Bagging
Book Chapters: Data mining for business analytics : concepts, techniques, and applications in R
(Chapter 9 & 13) (See Bibliography)

SESSION 9 (LIVE IN-PERSON)

Fitting models to data: Classification II
- Linear models and K-Nearest Neighbours
Book Chapters: Data mining for business analytics : concepts, techniques, and applications in R
(Chapter 7 and 10) (See Bibliography)

SESSION 10 (LIVE IN-PERSON)

Lab: Classification I
- Classification Tree in R

SESSION 11 (ASYNCHRONOUS)
Lab: Classification II
- Linear models and K-nearest Neighbours in R

SESSION 12 (LIVE IN-PERSON)

Fitting models to data: Numeric Prediction
- Overview of Numeric prediction
- Basic numeric prediction methods: regression, regression tree, k-NN Regression
Book Chapters: Data mining for business analytics : concepts, techniques, and applications in R
(Chapter 6, 7 and 9) (See Bibliography)

SESSION 13 (LIVE IN-PERSON)

Lab: Numeric Prediction.
Quiz 1

SESSION 14 (LIVE IN-PERSON)

Avoid Overfitting and Model Performance Evaluation
- An overview of model fit and evaluation
- Generalization and overfit
- Holdout and Cross-Validation
- Evaluation Measurements: Accuracy, AUC, etc.
Book Chapters: Data mining for business analytics : concepts, techniques, and applications in R
(Chapter 5) (See Bibliography)

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25th August 2023
SESSION 15 (LIVE IN-PERSON)
Continue with session 14

SESSION 16 (LIVE IN-PERSON)

Lab: Model Fit & Evaluation 1
- Apply Evaluation Methods in R

SESSION 17 (ASYNCHRONOUS)
Lab: Model Fit & Evaluation 2
- Practice different Evaluation Methods in R

SESSION 18 (LIVE IN-PERSON)

Cluster Analysis
- Clustering Methods: k-means clustering, hierarchical clustering, and their applications
Book Chapters: Data mining for business analytics : concepts, techniques, and applications in R
(Chapter 15) (See Bibliography)

SESSION 19 (LIVE IN-PERSON)

Lab: Cluster Analysis
- Practice Clustering problems in R

SESSION 20 (LIVE IN-PERSON)

Neural Network
- An overview of Neural Network analysis and its application
Book Chapters: Data mining for business analytics : concepts, techniques, and applications in R
(Chapter 11) (See Bibliography)

SESSION 21 (ASYNCHRONOUS)
Lab: Neural Network
- Practice Neural Network Problems in R.

SESSION 22 (LIVE IN-PERSON)

Text Mining & Natural Language Processing
Basic of Working with Textual Data and Analysis
Book Chapters: Data mining for business analytics : concepts, techniques, and applications in R
(Chapter 20) (See Bibliography)

SESSION 23 (LIVE IN-PERSON)

Lab: Text Mining
- Practice Text Mining Problems in R

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25th August 2023
Quiz 2

SESSION 24 (LIVE IN-PERSON)

Association Rules & Recommendation Systems
- Association Rules algorithm and its application
Book Chapters: Data mining for business analytics : concepts, techniques, and applications in R
(Chapter 14) (See Bibliography)

SESSION 25 (ASYNCHRONOUS)
Group Project Feedback Session

SESSION 26 (LIVE IN-PERSON)

Social Network Analysis
- Network data and representation, Social Network Analysis, and its application
Book Chapters: Data mining for business analytics : concepts, techniques, and applications in R
(Chapter 19) (See Bibliography)

SESSION 27 (LIVE IN-PERSON)

Other advanced topics
- Other advanced topics: Big data

SESSION 28 (ASYNCHRONOUS)
Complete the interactive case
Technical note & tutorials: Big Data (IST020061-U-ENG-HTM)

SESSION 29 (LIVE IN-PERSON)

Exam Review
We will spend the next-to-last session on exam preparation. We will go through exam formats and
some practice problems.

SESSION 30 (LIVE IN-PERSON)

FINAL EXAM
The final exam will be worth 30% of your final grade.The exam will take place in the regular class
location, at the regularly scheduled time for Session 30.

EVALUATION CRITERIA

The evaluation of this class includes:

criteria percentage Learning Comments

Objectives
Final Exam 30 %

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25th August 2023
 Intermediate Tests 20 % 2 quizzes
distributed during
the course
Individual Work 10 % lab exercises
completion
Workgroups 30 %
Class Participation 10 % Class attendance

RE-SIT / RE-TAKE POLICY

RE-SIT / RE-TAKE POLICY
Each student has four (4) chances to pass any given course distributed over two (2) consecutive
academic years. Each academic year consists of two calls: one (1) ordinary call (during the
semester when the course is taking place); and one (1) extraordinary call (or “re-sit”) in June/July.
Students who do not comply with the 70% attendance requirement in each subject during the
semester will automatically fail both calls (ordinary and extraordinary) for that Academic Year and
have to re-take the course (i.e., re-enroll) during the next Academic Year.
The Extraordinary Call Evaluation criteria will be subject to the following rules:
- Students failing the course in the ordinary call (during the semester) will have to re-sit
evaluation for the course in June / July (except those students who do not comply with the
attendance rule, and therefore will not have that opportunity, since they will fail both calls and
must directly re- enroll in the course during the next Academic Year).
- It is not permitted to change the format nor the date of the extraordinary call exams
or deadlines under any circumstance. All extraordinary call evaluation dates will be announced
in advance and must be taken into consideration before planning the summer (e.g. internships,
trips, holidays, etc.)
- The June/July re-sit will consist of a comprehensive evaluation of the course. Your final
grade for the course will depend on the performance in this exam or evaluation only. I.e.,
continuous evaluation over the semester (e.g. participation, quizzes, projects and/or other
grade components over the semester) will not be taken into consideration on the extraordinary
call. Students will have to achieve the minimum passing grade of 5 and the maximum grade will
be capped at 8.0 (out of 10.0) – i.e., “notable” in the extraordinary call.
- Re-takers: Students who failed the subject on a previous Academic Year and are now re-
enrolled as re-takers in a course will need to check the syllabus of the assigned professor, as
well as contact the professor individually, regarding the specific evaluation criteria for them as
re-takers in the course during that semester (ordinary call of that Academic Year). The
maximum grade that may be obtained as a retaker during the ordinary call (i.e., the 3 rd call)
is 10.0 (out of 10.0).
After exams and other assessments are graded by the professor (on either the ordinary or
extraordinary call), students will have a possibility to attend a review session (whether it be a final
exam, a final project, or the final overall grade in a given course). Please be available to attend the
session in order to clarify any concerns you might have regarding your grade. Your professor will
inform you about the time and place of the review session.
! Students failing more than 18 ECTS credits after the June/July re-sits will be asked to leave the
Program. Please, make sure to prepare yourself well for the exams in order to pass your failed
subjects.

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25th August 2023
! In case you decide to skip the opportunity to re-sit for an exam or evaluation during the June/July
extraordinary call, you will need to enroll in that course again for the next Academic Year as a re-
taker, and pay the corresponding tuition fees. As you know, students have a total of four (4) allowed
calls to pass a given subject or course, in order to remain in the program.

BIBLIOGRAPHY
Compulsory
- Galit Shmueli, Peter C. Bruce, Inbal Yahav, Nitin R. Patel, Kenneth C.
Lichtendahl Jr. (2017). Data mining for business analytics : concepts, techniques,
and applications in R. Wiley. ISBN 9781118879368 (Printed)

BEHAVIOR RULES

Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

ATTENDANCE POLICY

Please, check the University's Attendance Policy here. The Program Director may
provide further indications.

ETHICAL POLICY

Please, check the University's Ethics Code here. The Program Director may
provide further indications.

8
25th August 2023
 BUSINESS INTELLIGENCE FOR STARTUPS
Grado en Administración de Empresas / Bachelor in
Business Administration BBA SEP-2023 BISS-
NBA.1C.e.OPT.M.A
Area Entrepreneurship
Number of sessions: 30
Academic year: 23-24
Degree course:
Number of credits: 6.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: BRIAN CHARLES WINANS

E-mail: [email protected]

Brian C. Winans graduated with departmental honors from Northwestern

University, receiving a double major in Mathematical Methods in Social
Sciences and Economics. He obtained his Masters in Management,
specializing in Telecom and Digital Business at IE, ranked number one of all
full-time students.
Brian has previously worked as a U.S. diplomat, serving in both South America
and Europe. He also has experience working in various forms of consulting
(management as well as R&D and innovation), most recently focusing on digital
consulting. He helped create the Business Intelligence unit within a social
media network, as well as was the Head of Business Intelligence at a digital
marketing agency. He teaches Business Intelligence for Startups and
Introduction to Programming and is final project supervisor. In addition, he is
currently developing a startup project of his own.

[email protected]

PREREQUISITES

There are no mandatory prerequisites for this class. However, an

understanding and comfort of very basic mathematics is necessary for some
calculations, particularly metrics. Understanding the importance of
interpersonal communication skills is also important, as the work of those within
business intelligence is often dependent upon many players within a company
or startup. The last set of skills which is important within business intelligence
is critical thinking and common sense. A one-size-fits-all approach cannot be
utilized in business intelligence as the challenges and problems faced vary
dramatically from one app or website to another.

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SUBJECT DESCRIPTION

“Business Intelligence for Startups” provides students with an introduction to

business intelligence (BI) and highlights its importance to entrepreneurs as they
begin developing their unique ideas and concepts for websites and mobile
applications. While the class focuses upon BI’s utilization from the very initial
inception of an idea within a startup, the learnings can be utilized within any
organization that is looking to use numbers to help guide it in the innovation
process, particularly regarding websites and mobile applications. Whether or
not students have a strong interest in becoming experts in the subject, upon
completion of the class, students should understand BI, the basics regarding
how it is utilized, and the important role it plays within companies.

LEARNING OBJECTIVES

The main objective of the class is to highlight the role of business intelligence along all steps of a
product’s creation, from the birth of an idea, to the creation of a concept quantified by Key
Performance Indicators (KPIs), to the selection of the correct measurement tools, to testing and
analysing the data, to launching the product and reporting on and improving its performance. The
class also covers such challenges as witnessing and reacting to long-term bad trends. Skills that
students should have acquired by the end of the course include:
- Understanding of the most common BI metrics.
- Determining KPIs for a startup.
- Selecting the appropriate measurement tools based on a startup’s needs.
- Choosing the most important events to be measured.
- Identification and creation of streamlined funnels.
- Knowledge of A/B testing.
- Understanding of common BI reports and tests.
- Recognizing the utility of gamification in a product.

TEACHING METHODOLOGY

IE University teaching method is defined by its collaborative, active, and applied nature. Students
actively participate in the whole process to build their knowledge and sharpen their skills.
Professor’s main role is to lead and guide students to achieve the learning objectives of the course.
This is done by engaging in a diverse range of teaching techniques and different types of learning
activities such as the following:

Learning Activity Weighting Estimated time a

student should
dedicate to prepare for
and participate in
Lectures 33.33 % 50.0 hours
Discussions 10.87 % 16.3 hours
Exercises in class, 10.8 % 16.2 hours
Asynchronous sessions,
Field Work
Group work 25.0 % 37.5 hours
Individual studying 20.0 % 30.0 hours

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 TOTAL 100.0 % 150.0 hours

PROGRAM

SESSION 1 (LIVE IN-PERSON)

What is BI? Why is it important? What skills do I need for BI?
Assignment to be done prior to class:
Article: The Case for Hiring MIS Graduates (Business Intelligence Journal, Vol. 19, No. 3) (CED)
Technical note: Analytics 3.0 (HBS R1312C-PDF-ENG)

SESSION 2 (LIVE IN-PERSON)

The importance of metrics. Vanity versus actionable metrics. An introduction to some
common metrics, Part 1.
Assignment to be done prior to class:
Article: Why vanity metrics are so dangerous (Startup Lessons Learned)
Article: Vanity vs. Actionable Metrics: Are you tracking the right stats in your business? (Fizzle)

SESSION 3 (LIVE IN-PERSON)

Testing Your Understanding of common metrics, Part 1: In-class work on previously-
discussed metrics.
Assignment to be done prior to class:
Article: The 6 Most Important Web Metrics to Track for Your Business Website (Bplans)

SESSION 4 (LIVE IN-PERSON)

An introduction to some common metrics, and Testing Your Understanding, Part 2.
Assignment to be done prior to class:
- Review all metrics introduced thus far.

SESSION 5 (LIVE IN-PERSON)

An introduction to some common metrics, and Testing Your Understanding Part 3.
Assignment to be done prior to class:
Article: Key Performance Indicators (KPI). How an organization defines and measures progress
towards its goals (The Balance Careers)

SESSION 6 (LIVE IN-PERSON)

An introduction to some common metrics, Part 4.
Assignment to be done prior to class:
Article: How To Use Behavior Flow To Understand Your Users (Forbes)

SESSION 7 (LIVE IN-PERSON)

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22th June 2023
Introduction to KPIs, AARRR, and the Lean Canvas.
Assignment to be done prior to class:
Other / Complementary Documentation: Capture Your Business Model in 20 Minutes – Lean Canvas
(Youtube)
Article: Product Marketing for Pirates: AARRR! (aka Startup Metrics for Internet Marketing & Product
Management) (View powerpoint deck on startup metrics) (Master of 500 Hats)

SESSION 8 (LIVE IN-PERSON)

An introduction to some common metrics, Part 5.
Assignment to be done prior to class:
- Review all previously discussed metrics in preparation for class.

SESSION 9 (LIVE IN-PERSON)

Testing Your Understanding of common metrics, Part 6.
Assignment to be done prior to class:
- Review all previously discussed metrics in preparation for class.

SESSIONS 10 - 11 (LIVE IN-PERSON)

Our AARRR and Lean Canvas: Group presentations of concepts learned.
Assignment to be done prior to class:
- Prepare group presentation on AARRR and Lean Canvas.

SESSION 12 (LIVE IN-PERSON)

Events and Funnel Analysis: Introduction.
Assignment to be done prior to class:
Article: A Simple Guide to Understanding and Creating a Website Conversion Funnel (Crazy Egg)
Other / Complementary Documentation: Definition of event (Webopedia)
Article: Event Tracking. So Easy, Your Mom Could Do It (Read until section: “Okay, so let’s get to it")
(Ironistic.com)

SESSION 13 (LIVE IN-PERSON)

Discussion on pros and cons of creating a startup.
Assignment to be done prior to class:
- Prepare questions regarding what you would like know about creating a startup.

SESSION 14 (LIVE IN-PERSON)

Finishing Funnels...moving on to Lifetime value and Cost of acquisition.
Assignment to be done prior to class:
Article: Startup Killer: the Cost of Customer Acquisition (For Entrepreneurs)

SESSION 15 (LIVE IN-PERSON)

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22th June 2023
Lifetime value, Cost of acquisition, and Cohort analysis, continued.
Assignment to be done prior to class:
Article: Cohort Analysis – Measuring Engagement Over Time (52 Weeks of UX)
Article: 3 Rules to Actionable Metrics in a Lean Startup (teamlewis.com)

SESSIONS 16 - 17 (LIVE IN-PERSON)

Going Viral: Introduction.
Going Viral: In class exercise.
Assignment to be done prior to class:
Article: Lessons Learned – Viral Marketing (For Entrepreneurs)
Article: Your Viral Co-Efficient Sucks and That’s (saasquatch.com)

SESSION 18 (LIVE IN-PERSON)

A/B Testing: Introduction.
Assignment to be done prior to class:
Article: The A/B Test: Inside the Technology That’s Changing the Rules of Business (Wired)
Article: Amelia Mango: A Simple Approach to Relevant A/B Testing (Team Lewis)

SESSION 19 (LIVE IN-PERSON)

Cohort analysis, A/B Testing, and Funnel Analysis Preparations

SESSIONS 20 - 21 (LIVE IN-PERSON)

Funnels: Group presentation.
Assignment to be done prior to class:
- Prepare for group presentation on a funnel.

SESSION 22 (LIVE IN-PERSON)

Wrap-up on A/B Testing.
Assignment to be done prior to class:
- Come to class with lessons learned from presentations.

SESSION 23 (LIVE IN-PERSON)

KPIs and online measurement tools: Introduction.
Assignment to be done prior to class:
- Come to class with ideas to discuss in small groups regarding what characteristics would a
business/startup look for when considering measurement tools.

SESSION 24 (LIVE IN-PERSON)

Gamification.
Assignment to be done prior to class:
Article: Gamification (Financial Management; Mar 2013; ABI/INFORM Global) (CED)

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22th June 2023
Article: Is Gamification Overhyped? Customer Relationship Management (18 Customer Relationship
Management, February 2013) (CED)
Article: Gamification: Toward a Definition (CHI 2011, May 7–12, 2011) (CED)

SESSION 25 (LIVE IN-PERSON)

Gamification.
Assignment to be done prior to class:
- Begin thinking about how gamification can be implemented to improve a company's KPIs.

SESSION 26 (LIVE IN-PERSON)

Ultimate BI Challenge!
Assignment to be done prior to class:
- Come to class prepared to problem-solve some BI-related questions.

SESSION 27 (LIVE IN-PERSON)

BI and Engineers & Data integrity, your own, and witnessing long-term trends.
Assignment to be done prior to class:
Article: Motivating and Working with Engineers as a Business Person (Forbes)
Article: The Secret To Engineers And Non-Engineers Getting Along Is Simpler Than You Think (Fast
Company)
Article: How to Work with Software Engineers (Ken Norton)

SESSION 28 (LIVE IN-PERSON)

Final Exam.
Assignment to be done prior to class:
- Prepare for final exam.

SESSIONS 29 - 30 (LIVE IN-PERSON)

Gamification Presentations or KPIs and web analytics measurement tools presentations.
Assignment to be done prior to class:
- Prepare group presentation.

EVALUATION CRITERIA

Your final grade in the course will be based on both individual and group work of different
characteristics that will be weighted in the following way:

criteria percentage Learning Comments

Objectives
Class Participation 20 %
Three Group 48 % each presentation
Presentations is worth 16%
In-class group 10 %
exercises

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22th June 2023
 Final Exam 16 %
Group assessment 6 %
of student
participation

RE-SIT / RE-TAKE POLICY

A. CLASS PARTICIPATION
Participation should be of quality revealing insight, critical thinking, and common sense. It is
relevant and truly adds value to the discussion. While all students should attempt to engage
themselves in class discussions, participation that is of particular quality will be rewarded.
Participation will be awarded during in-class participation, online participation, and participation in
asynchronous classes.
Healthy debate is always encouraged to bring unique and different perspectives to class
discussions. However, ridicule, mockery, or bullying of classmates will result in -1
participation points for the day.
B. THREE GROUP PRESENTATIONS
Groups will give three presentations which showcase their understanding of the concepts learned in
class. An electronic copy (PPT, PDF, ect.) of each presentation must also be sent to the
professor via email or IE blackboard before the class in which the presentation is given.
Each presentation is worth 16% of the student’s grade. While creativity is encouraged,
presentations must include both VISUAL and AUDIO elements. The approximate deadlines for
the presentations are marked within the syllabus.
C. IN-CLASS GROUP EXERCISES
Throughout the class, students will break into groups to work on in-class projects and exercises.
Many times these exercises will test students’ knowledge based on subject matter discussed in
class. While groups should be prepared to hand in and/or present their work, points awarded will
not be based on right or wrong answers. Rather, they will be based on the level of participation
and thinking put forth for each in-class assignment. Points will be awarded based on whether or
not all questions are attempted and effort is made.
D. FINAL EXAM
The final exam will assess all concepts that the students’ had learned in class. The specific
structure of the exam will be discussed further in class.
E. GROUP ASSESSMENT OF STUDENT PARTICIPATION
To encourage an exchange of ideas amongst students, several different group assignments are
given. It is important that all students within the group participate. Students will evaluate their
peers’ participation on the write-up and the group presentations. The peer feedback for all group
assignments will be averaged and a score will be assigned. Students will not receive their group
participation score until all group projects have been completed. This enables more
anonymity and encourages honest feedback. Students may change their groups throughout the
semester to ensure they are satisfied with the people with whom they work.
Regarding to the newly implemented ´liquid learning´ model, all students must still abide by the
same IEU attendance policy, including those students who are connecting remotely to class
sessions and not physically in the classroom because they are unable to be physically in Spain, on
campus. During the sessions, students connecting remotely are required to fully connect their
camera and microphone at all times, and must actively participate during the sessions (using all
necessary audiovisual equipment), just as their fellow peers who are physically present in the
classroom on campus.
RE-SIT / RE-TAKE POLICY
Each student has four (4) chances to pass any given course distributed over two (2) consecutive
academic years. Each academic year consists of two calls: one (1) ordinary call (during the
semester when the course is taking place); and one (1) extraordinary call (or “re-sit”) in June/July.

7
22th June 2023
Students who do not comply with the 70% attendance requirement in each subject during the
semester will automatically fail both calls (ordinary and extraordinary) for that Academic Year and
have to re-take the course (i.e., re-enroll) during the next Academic Year.
The Extraordinary Call Evaluation criteria will be subject to the following rules:
- Students failing the course in the ordinary call (during the semester) will have to re-sit
evaluation for the course in June / July (except those students who do not comply with the
attendance rule, and therefore will not have that opportunity, since they will fail both calls and
must directly re-enroll in the course during the next Academic Year).
- It is not permitted to change the format nor the date of the extraordinary call exams or
deadlines under any circumstance. All extraordinary call evaluation dates will be announced in
advance and must be taken into consideration before planning the summer (e.g. internships,
trips, holidays, etc.)
- The June/July re-sit will consist of a comprehensive evaluation of the course. Your final grade
for the course will depend on the performance in this exam or evaluation only. I.e., continuous
evaluation over the semester (e.g. participation, quizzes, projects and/or other grade
components over the semester) will not be taken into consideration on the extraordinary call.
Students will have to achieve the minimum passing grade of 5 and the maximum grade will be
capped at 8.0 (out of 10.0) – i.e., “notable” in the extraordinary call.
Re-takers: Students who failed the subject on a previous Academic Year and are now re-enrolled
as re-takers in a course will need to check the syllabus of the assigned professor, as well as
contact the professor individually, regarding the specific evaluation criteria for them as re-takers in
the course during that semester (ordinary call of that Academic Year). The maximum grade that
may be obtained as a retaker during the ordinary call (i.e., the 3rd call) is 10.0 (out of 10.0).
After exams and other assessments are graded by the professor (on either the ordinary or
extraordinary call), students will have a possibility to attend a review session (whether it be a final
exam, a final project, or the final overall grade in a given course). Please be available to attend the
session in order to clarify any concerns you might have regarding your grade. Your professor will
inform you about the time and place of the review session.
- Students failing more than 18 ECTS credits after the June/July re-sits will be asked to leave the
Program. Please, make sure to prepare yourself well for the exams in order to pass your failed
subjects.
- In case you decide to skip the opportunity to re-sit for an exam or evaluation during the
June/July extraordinary call, you will need to enroll in that course again for the next Academic
Year as a re-taker, and pay the corresponding tuition fees. As you know, students have a total
of four (4) allowed calls to pass a given subject or course, in order to remain in the program.
BIBLIOGRAPHY
Recommended
- Maurya, Ash. (2012). Running Lean: Iterate from Plan A to a Plan That Works. 2.
O’Reilly Media. ISBN 9781449305178 (Printed)
- Ries, Eric. (2017). The Lean Startup: How Today's Entrepreneurs Use
Continuous Innovation to Create Radically Successful. RabbitGuides. ISBN
9780307887894 (Printed)
ADDTIONAL MATERIALS
- 3 Differences Between Testing Android and iOS Devices

8
22th June 2023
 - How Long Does It Take to Publish Your App?
- Web Analytics vs. Mobile Analytics: What’s the Difference?

BEHAVIOR RULES

Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

ATTENDANCE POLICY

Please, check the University's Attendance Policy here. The Program Director may
provide further indications.

ETHICAL POLICY

Please, check the University's Ethics Code here. The Program Director may
provide further indications.

9
22th June 2023
 BUSINESS INTELIGENCE
Grado en Administración de Empresas / Bachelor in
Business Administration BBA SEP-2023 BI-
NBA.1C.d.OPT.M.A
Area Information Systems and Technology
Number of sessions: 30
Academic year: 23-24
Degree course:
Number of credits: 6.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: HUONG MAY TRUONG

E-mail: [email protected]

May Truong is a Full-time Assistant Professor in Information Systems at IE

Business School. She holds a Ph.D. in Information Systems from Erasmus
University Rotterdam. She obtained her Master of Science in Operational
Research from the University of Edinburgh. Her research focuses on digital
markets, the economic impact of information technology, and multi-channel
systems. She has presented her works and won multiple awards and
nominations at different prestigious Information Systems Conferences such as
the International Conference on Information Systems (ICIS), the European
Conference on Information Systems (ECIS), Conference on Information
Systems and Technology (CIST), and Workshop on Information Technologies
and Systems (WITS). Her thesis project is also the winner of the AIS Impact
Award at ICIS 2020.

[email protected]

PREREQUISITES

A basic understanding of mathematics and statistics, e.g., how to calculate a mean value, what is a
p-value, etc, and a basic understanding of software programming concepts, e.g., data types, data
frame, variables, libraries, debugger, will be useful for this course.

SUBJECT DESCRIPTION

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Business analytics is the use of information technologies for analyzing data to help managers make
better decisions about their business and how they serve customers. The innovative use of
business analytics technologies forms a powerful basis for competitive advantage in today’s
economy. The purpose of this course is to explain how data-driven business analytics technologies,
such as data mining, artificial intelligence and machine learning can help in many important
business applications. This course begins by covering these topics at a basic, fundamental level for
those who have little or no experience with these technologies. This course builds on this
foundation to provide a comprehensive exploration of a variety of data analytics techniques.
The course will be divided into 3 main blocks:
- Data mining Process, mapping business problems to machine learning problems. Data
Requirements and Visualization.
- Models training and Models Evaluations.
- Other Data mining problems and techniques.
LEARNING OBJECTIVES

Understand and learn about various exploratory and predictive techniques, such as classification
and regression trees, clustering, nearest neighbor approaches, association rule mining, neural
networks, etc. Learn how the above business analytics techniques are applied in a variety of
business applications and organizational settings. Understand the process of introducing data
analytics technologies into the business environment.
All of this includes:
- Building the case for business analytics technologies.
- Collecting relevant data and visualizing different types of data.
- Learning different techniques and tools for business data analytics.
- Using R for data mining and analysis.
- Applying data analytics techniques to various business problems.

TEACHING METHODOLOGY

Learning Activity Weighting Estimated time a

student should
dedicate to prepare for
and participate in
Lectures 20.0 % 30.0 hours
Discussions 3.33 % 5.0 hours
Exercises in class, 20.0 % 30.0 hours
Asynchronous sessions,
Field Work
Group work 26.67 % 40.0 hours
Individual studying 30.0 % 45.0 hours
TOTAL 100.0 % 150.0 hours

PROGRAM

SESSION 1 (LIVE IN-PERSON)

Course Introduction & Introduction to Business Analytics

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 - Introduction to the course
- Prediction & Causality
- Data Mining Process
- Types of Machine Learning problems & some applications
Book Chapters: Data mining for business analytics : concepts, techniques, and applications in R
(Chapter 1 & 2) (See Bibliography)

SESSION 2 (LIVE IN-PERSON)

(Continue with session 1)

SESSION 3 (LIVE IN-PERSON)

Data & Data Visualization I
- Data types, data collection, and data quality
- Other data-related issues: data privacy and data bias

SESSION 4 (LIVE IN-PERSON)

Lab: Introduction to R
- Introduction to R, importing data, data cleaning, and data summary
- You should endeavor to install R & Rstudio before our first class meeting. However, if you
encounter problems, this will be a good time to mention the issues you are having to me. I will
use this time to also walk you through the R Studio interface.

SESSION 5 (LIVE IN-PERSON)

Data & Data Visualization II
- Common Data Visualization Tools
Book Chapters: Data mining for business analytics : concepts, techniques, and applications in R
(Chapter 3) (See Bibliography)

SESSION 6 (LIVE IN-PERSON)

Lab: Data Visualization II
- Basic R Data Visualization

SESSION 7 (ASYNCHRONOUS)
Complete the interactive case.
Technical note & tutorials: Machine Learning (IST020075-U-ENG-HTM)

SESSION 8 (LIVE IN-PERSON)

Fitting models to data: Classification I
- Classification Tree
- Ensemble Method: Random Forest, Bagging
Book Chapters: Data mining for business analytics : concepts, techniques, and applications in R

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16th June 2023
(Chapter 9 & 13) (See Bibliography)

SESSION 9 (LIVE IN-PERSON)

Fitting models to data: Classification II
- Linear models and K-Nearest Neighbours
Book Chapters: Data mining for business analytics : concepts, techniques, and applications in R
(Chapter 7 and 10) (See Bibliography)

SESSION 10 (LIVE IN-PERSON)

Lab: Classification I
- Classification Tree in R

SESSION 11 (ASYNCHRONOUS)
Lab: Classification II
- Linear models and K-nearest Neighbours in R

SESSION 12 (LIVE IN-PERSON)

Fitting models to data: Numeric Prediction
- Overview of Numeric prediction
- Basic numeric prediction methods: regression, regression tree, k-NN Regression
Book Chapters: Data mining for business analytics : concepts, techniques, and applications in R
(Chapter 6, 7 and 9) (See Bibliography)

SESSION 13 (LIVE IN-PERSON)

Lab: Numeric Prediction.
Quiz 1

SESSION 14 (LIVE IN-PERSON)

Avoid Overfitting and Model Performance Evaluation
- An overview of model fit and evaluation
- Generalization and overfit
- Holdout and Cross-Validation
- Evaluation Measurements: Accuracy, AUC, etc.
Book Chapters: Data mining for business analytics : concepts, techniques, and applications in R
(Chapter 5) (See Bibliography)

SESSION 15 (LIVE IN-PERSON)

Continue with session 14

SESSION 16 (LIVE IN-PERSON)

4
16th June 2023
Lab: Model Fit & Evaluation 1
- Apply Evaluation Methods in R

SESSION 17 (ASYNCHRONOUS)
Lab: Model Fit & Evaluation 2
- Practice different Evaluation Methods in R

SESSION 18 (LIVE IN-PERSON)

Cluster Analysis
- Clustering Methods: k-means clustering, hierarchical clustering, and their applications
Book Chapters: Data mining for business analytics : concepts, techniques, and applications in R
(Chapter 15) (See Bibliography)

SESSION 19 (LIVE IN-PERSON)

Lab: Cluster Analysis
- Practice Clustering problems in R

SESSION 20 (LIVE IN-PERSON)

Neural Network
- An overview of Neural Network analysis and its application
Book Chapters: Data mining for business analytics : concepts, techniques, and applications in R
(Chapter 11) (See Bibliography)

SESSION 21 (ASYNCHRONOUS)
Lab: Neural Network
- Practice Neural Network Problems in R.

SESSION 22 (LIVE IN-PERSON)

Text Mining & Natural Language Processing
Basic of Working with Textual Data and Analysis
Book Chapters: Data mining for business analytics : concepts, techniques, and applications in R
(Chapter 20) (See Bibliography)

SESSION 23 (LIVE IN-PERSON)

Lab: Text Mining
- Practice Text Mining Problems in R
Quiz 2

SESSION 24 (LIVE IN-PERSON)

Association Rules

5
16th June 2023
 - Association Rules algorithm and its application
Book Chapters: Data mining for business analytics : concepts, techniques, and applications in R
(Chapter 14) (See Bibliography)

SESSION 25 (ASYNCHRONOUS)
Group Project Feedback Session

SESSION 26 (LIVE IN-PERSON)

Social Network Analysis
- Network data and representation, Social Network Analysis, and its application
Book Chapters: Data mining for business analytics : concepts, techniques, and applications in R
(Chapter 19) (See Bibliography)

SESSION 27 (LIVE IN-PERSON)

Other advanced topics
- Other advanced topics: Big data

SESSION 28 (ASYNCHRONOUS)
Complete the interactive case
Technical note & tutorials: Big Data (IST020061-U-ENG-HTM)

SESSION 29 (LIVE IN-PERSON)

Exam Review
We will spend the next-to-last session on exam preparation. We will go through exam formats and
some practice problems.

SESSION 30 (LIVE IN-PERSON)

FINAL EXAM
The final exam will be worth 30% of your final grade.The exam will take place in the regular class
location, at the regularly scheduled time for Session 30.

EVALUATION CRITERIA

The evaluation of this class includes:

criteria percentage Learning Comments

Objectives
Final Exam 30 %
Intermediate Tests 20 % 2 quizzes
distributed during
the course
Individual Work 10 % lab exercises
completion
Workgroups 30 %

6
16th June 2023
 Class Participation 10 % Class attendance

RE-SIT / RE-TAKE POLICY

RE-SIT / RE-TAKE POLICY
Each student has four (4) chances to pass any given course distributed over two (2) consecutive
academic years. Each academic year consists of two calls: one (1) ordinary call (during the
semester when the course is taking place); and one (1) extraordinary call (or “re-sit”) in June/July.
Students who do not comply with the 70% attendance requirement in each subject during the
semester will automatically fail both calls (ordinary and extraordinary) for that Academic Year and
have to re-take the course (i.e., re-enroll) during the next Academic Year.
The Extraordinary Call Evaluation criteria will be subject to the following rules:
- Students failing the course in the ordinary call (during the semester) will have to re-sit
evaluation for the course in June / July (except those students who do not comply with the
attendance rule, and therefore will not have that opportunity, since they will fail both calls and
must directly re- enroll in the course during the next Academic Year).
- It is not permitted to change the format nor the date of the extraordinary call exams
or deadlines under any circumstance. All extraordinary call evaluation dates will be announced
in advance and must be taken into consideration before planning the summer (e.g. internships,
trips, holidays, etc.)
- The June/July re-sit will consist of a comprehensive evaluation of the course. Your final
grade for the course will depend on the performance in this exam or evaluation only. I.e.,
continuous evaluation over the semester (e.g. participation, quizzes, projects and/or other
grade components over the semester) will not be taken into consideration on the extraordinary
call. Students will have to achieve the minimum passing grade of 5 and the maximum grade will
be capped at 8.0 (out of 10.0) – i.e., “notable” in the extraordinary call.
- Re-takers: Students who failed the subject on a previous Academic Year and are now re-
enrolled as re-takers in a course will need to check the syllabus of the assigned professor, as
well as contact the professor individually, regarding the specific evaluation criteria for them as
re-takers in the course during that semester (ordinary call of that Academic Year). The
maximum grade that may be obtained as a retaker during the ordinary call (i.e., the 3 rd call)
is 10.0 (out of 10.0).
After exams and other assessments are graded by the professor (on either the ordinary or
extraordinary call), students will have a possibility to attend a review session (whether it be a final
exam, a final project, or the final overall grade in a given course). Please be available to attend the
session in order to clarify any concerns you might have regarding your grade. Your professor will
inform you about the time and place of the review session.
! Students failing more than 18 ECTS credits after the June/July re-sits will be asked to leave the
Program. Please, make sure to prepare yourself well for the exams in order to pass your failed
subjects.
! In case you decide to skip the opportunity to re-sit for an exam or evaluation during the June/July
extraordinary call, you will need to enroll in that course again for the next Academic Year as a re-
taker, and pay the corresponding tuition fees. As you know, students have a total of four (4) allowed
calls to pass a given subject or course, in order to remain in the program.

BIBLIOGRAPHY
Compulsory

7
16th June 2023
 - Galit Shmueli, Peter C. Bruce, Inbal Yahav, Nitin R. Patel, Kenneth C.
Lichtendahl Jr. (2017). Data mining for business analytics : concepts, techniques,
and applications in R. Wiley. ISBN 9781118879368 (Printed)
BEHAVIOR RULES

Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

ATTENDANCE POLICY

Please, check the University's Attendance Policy here. The Program Director may
provide further indications.

ETHICAL POLICY

Please, check the University's Ethics Code here. The Program Director may
provide further indications.

8
16th June 2023
 CHANGE MANAGEMENT
Grado en Administración de Empresas / Bachelor in
Business Administration BBA SEP-2023 CHM-
NBA.1C.n.OPT.M.A
Area Human Resources and Organisational Behaviour
Number of sessions: 15
Academic year: 23-24
Degree course:
Number of credits: 3.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: CUSTODIA CABANAS ANSORENA

E-mail: [email protected]

Professor Cabanas has taught at IE Business School since 1990, and has
been a visiting research at Insead and the University of Georgetown. She
regularly collaborates with leading media agents in Spain, and publishes each
year the study of The State of Internal Communication in Spain. Furthermore
she created the first elective on career management at IE Business School and
she is responsible for designing the school’s leadership skills development
workshops.
She belives that learning should be experiential and participant centered and
seeks to motivate, inspire and instills a sense of ownership in the students for
their learning process.
Professor Cabanas has worked with international markets across Asia, Europe
and the Americas in roles spanning the areas of: Program Design and
Development; Change and Innovation Management; Facilitation, Coaching and
Teaching; Program Management and Delivery; International Business
Development; Talent Acquisition, Global Recruitment and Admissions;
and Strategic Partnerships and Projects.
She holds a PhD from IE University, an MBA from IE Business School and a
Law Degree from Universidad Complutense. Professor Cabanas teaches in the
BBA, IMBA, EMBA and Executive programmes at IE Business School.
She is a member of the board of a multinational communication consultancy
company.
She has been for more than ten years the head of the academic department
of Organizational Behavior, Human Capital Management and Leadership at IE
Business School and she is the academic director of the Transformation with
Purpose Fellowship.
Since september 2023 she is the Associate Dean for full-time faculty at Ie
University.

1
Edited by Documentation
21th August 2023
 Professor Cabanas is a regular speaker at various international events and
conferences, as well as guest lecturer, facilitator and trainer in international
organizations.

[email protected]

PREREQUISITES

This elective course has no formal pre-requisites. However, fundamental

knowledge about business will be of great help for students.

SUBJECT DESCRIPTION

What is the main challenge companies are dealing with? What is critical to
succeed today? What going to boost or dump your professional career? Your
ability to successfully deal with and manage CHANGE.
The objective of the course is to prepare you to effectively deal with Change
and make it happen. Change starts at a personal level: You need to know
yourself and reshape your thinking patterns.Then you will need to get People,
Teams and Organizations on board. And finally you will need to skillfully
implement the Change that has been envisioned. During the course, students
will acquire an understanding of change management best practices and their
role in it as leaders or participants; gain experience applying best practice in a
no-risk environment; and be ready to use this knowledge and skills to support
current and future change at organizations. Students will work in teams in order
to develop a common language for understanding change; share individual
experiences within and between teams; identify areas where group process
development is required; move forward with action plans; etc. The content and
practical work during the course will help students learn how to improve
operational efficiencies; apply new strategies successfully; better meet
organizational needs; adapt to changing market conditions faster; and stand
out in an age of scarcity and increasing uncertainty.

LEARNING OBJECTIVES

See ´description´ above, and ´methodology´ below.

TEACHING METHODOLOGY

IE University teaching method is defined by its collaborative, active, and applied nature. Students
actively participate in the whole process to build their knowledge and sharpen their skills.
Professor’s main role is to lead and guide students to achieve the learning objectives of the course.
This is done by engaging in a diverse range of teaching techniques and different types of learning
activities such as the following:

2
21th August 2023
 Learning Activity Weighting Estimated time a
student should
dedicate to prepare for
and participate in
Lectures 13.33 % 10.0 hours
Discussions 20.0 % 15.0 hours
Exercises in class, 26.67 % 20.0 hours
Asynchronous sessions,
Field Work
Group work 26.67 % 20.0 hours
Individual studying 13.33 % 10.0 hours
TOTAL 100.0 % 75.0 hours

PROGRAM

SESSION 1 (LIVE IN-PERSON)

Introduction to the course: content, methodology, assessment
Why is Change so relevant today?
Article: How Industries Change (HBS R0410E-PDF-ENG) (Optional)
No required reading for Session 1.
Recommended reading: "How Industries Change"

SESSION 2 (LIVE IN-PERSON)

Getting to know yourself
Myers–Briggs Personality Profiles
Technical note: Engage the heart: Appealing to the emotions facilitates change (TCC 9B03TA10 (to
be published)) (Optional)
No required reading for Sessions 2.
Recommended reading: Engage the heart: Appealing to the emotions facilitates change

SESSION 3 (LIVE IN-PERSON)

Change Management in practice: Case Analysis and Discussion
The enclosed material (CASE) is REQUIRED reading. Student must read the case BEFORE class
and come ready to discuss it: Satya Nadella at Microsoft: Instilling a Growth Mindset (HBS LBS128-
PDF-ENG)
CASE PREPARATION QUESTIONS:
- What was Nadella’s diagnosis of the problems at Microsoft?
- What actions did he take to address the problems and reposition Microsoft?
- How effective has he been? What additional changes do you expect he will face?
- How would you describe Nadella as a leader?
Practical Case: Satya Nadella at Microsoft Instilling a growth mindset (HBS LBS128-PDF-ENG)

SESSION 4 (ASYNCHRONOUS)

3
21th August 2023
Change Management in practice: Case Analysis and Discussion
Article: Leading Change: Why Transformation Efforts Fail (HBS R0701J-PDF-ENG) (Optional)
The enclosed Technical Note ("Leading Change: Why Transformation Efforts Fail ") is an optional
reading for this course.

SESSIONS 5 - 7 (LIVE IN-PERSON)

The case for change
Experience Change TM ONLINE SIMULATION: Introduction, Assessment (Stakeholder Mapping),
Change Theory.
No required reading for Sessions 5 to 10 prior to start the SIMULATION during classtime. The
professor will provide handouts.
Article: Hard Side of Change Management (HBS R0510G-PDF-ENG) (Optional)
Multimedia Material: Experience Change TM Simulation ((EXP) (Will be Provided by Professor))
Recommended reading: Hard Side of Change Management

SESSIONS 8 - 9 (LIVE IN-PERSON)

The case for change
ExperienceChangeTM ONLINE SIMULATION: Planning, Implementation.

SESSION 10 (LIVE IN-PERSON)

ExperienceChangeTM ONLINE SIMULATION: Debrief
Article: Let's Talk About Culture Change (HBS H0070M-PDF-ENG) (Optional)
Recommended reading: Let's Talk About Culture Change

SESSION 11 (ASYNCHRONOUS)
Change Management Theory
Change Management Framework & Models

SESSION 12 (LIVE IN-PERSON)

Change Management in practice: Case Analysis and Discussion
Article: Change for Change's Sake (HBS R1006D-PDF-ENG)
Practical Case: Keeping Google "Googley" (HBS 409-039-PDF-ENG)
The enclosed materials are REQUIRED reading. Students must read the case BEFORE class and
come ready to discuss it.

SESSION 13 (ASYNCHRONOUS)
Change Management in practice: Case Analysis and Discussion
The Google case: class discussion

SESSIONS 14 - 15 (LIVE IN-PERSON)

Final Team Presentations

4
21th August 2023
EVALUATION CRITERIA

criteria percentage Learning Comments

Objectives
Simulation 20 %
Peer Evaluation 10 %
Final Team 35 %
Presentation
Individual Class 35 %
Participation

RE-SIT / RE-TAKE POLICY

RE-SIT / RE-TAKE POLICY
Each student has four (4) chances to pass any given course distributed over two (2) consecutive
academic years. Each academic year consists of two calls: one (1) ordinary call (during the
semester when the course is taking place); and one (1) extraordinary call (or “re-sit”) in June/July.
Students who do not comply with the 70% attendance requirement in each subject during the
semester will automatically fail both calls (ordinary and extraordinary) for that Academic Year and
have to re-take the course (i.e., re-enroll) during the next Academic Year.
All students must abide to the attendance policy for AY 2022-23 where physical (in-person)
attendance to class is compulsory for all regular Face-to-Face courses. Those students connecting
remotely to on-line class sessions are required to fully connect their camera and microphone at all
times and must actively participate during the sessions (using all necessary audiovisual
equipment).
The Extraordinary Call Evaluation criteria will be subject to the following rules:
- Students failing the course in the ordinary call (during the semester) will have to re-sit
evaluation for the course in June / July (except those students who do not comply with the
attendance rule, and therefore will not have that opportunity, since they will fail both calls and
must directly re-enroll in the course during the next Academic Year).
- It is not permitted to change the format nor the date of the extraordinary call exams or
deadlines under any circumstance. All extraordinary call evaluation dates will be announced in
advance and must be taken into consideration before planning the summer (e.g. internships,
trips, holidays, etc.)
- The June/July re-sit will consist of a comprehensive evaluation of the course. Your final grade
for the course will depend on the performance in this exam or evaluation only. I.e., continuous
evaluation over the semester (e.g. participation, quizzes, projects and/or other grade
components over the semester) will not be taken into consideration on the extraordinary call.
Students will have to achieve the minimum passing grade of 5 and the maximum grade will be
capped at 8.0 (out of 10.0) – i.e., “notable” in the extraordinary call.
- Re-takers: Students who failed the subject on a previous Academic Year and are now re-
enrolled as re-takers in a course will need to check the syllabus of the assigned professor, as
well as contact the professor individually, regarding the specific evaluation criteria for them as
re-takers in the course during that semester (ordinary call of that Academic Year). The
maximum grade that may be obtained as a retaker during the ordinary call (i.e., the 3rd call) is
10.0 (out of 10.0).

5
21th August 2023
After exams and other assessments are graded by the professor (on either the ordinary or
extraordinary call), students will have a possibility to attend a review session (whether it be a final
exam, a final project, or the final overall grade in a given course). Please be available to attend the
session in order to clarify any concerns you might have regarding your grade. Your professor will
inform you about the time and place of the review session.
Students failing more than 18 ECTS credits after the June/July re-sits will be asked to leave the
Program. Please, make sure to prepare yourself well for the exams in order to pass your failed
subjects.
In case you decide to skip the opportunity to re-sit for an exam or evaluation during the June/July
extraordinary call, you will need to enroll in that course again for the next Academic Year as a re-
taker, and pay the corresponding tuition fees. As you know, students have a total of four (4) allowed
calls to pass a given subject or course, in order to remain in the program.

BEHAVIOR RULES

Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

ATTENDANCE POLICY

Please, check the University's Attendance Policy here. The Program Director may
provide further indications.

ETHICAL POLICY

Please, check the University's Ethics Code here. The Program Director may
provide further indications.

6
21th August 2023
 COMPETITION POLICY
Grado en Administración de Empresas / Bachelor in
Business Administration BBA SEP-2023 COPO-
NBA.1C.n.OPT.M.A
Area Tax Law and Economic Regulation
Number of sessions: 15
Academic year: 23-24
Degree course:
Number of credits: 3.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: ALFONSO OIS LOURENZO

E-mail: [email protected]

Professor ALFONSO OIS LOURENZO

Competition Lawyer and Economist / Professor
Alfonso Ois has degrees in economic sciences and business administration
from ICADE in 1996 as well as a law degree from the UNED in 2011. Alfonso
holds a post-graduate diploma in EC competition law from the Universidad
Carlos III de Madrid and has attended the V Harvard Course in Law and
Economics.
Alfonso is a partner at Martínez-Echevarria working in the antitrust & regulatory
area. Alfonso is specialized in antitrust law and merger control regulation
having a wide experience in filings before the European Commission and the
Spanish Competition Commission as well as in the infringement procedures for
cartels, restrictive agreements, and abuse of dominant position. He has
considerable expertise in the regulated areas such as energy and
telecommunications.
Alfonso is an associate professor in the IE University.
He has worked in both London and Madrid and is fluent in Spanish, English
and French.

[email protected]

PREREQUISITES

None

1
Edited by Documentation
26th June 2023
SUBJECT DESCRIPTION

Most countries have developed legislation to govern business competition with

the aim of promoting and maintaining fair competition in markets. This subject
covers the fundamentals of competition law and economics with reference to
European and US applicable legislation and takes into account the legal and
specially the economic underlying theory.
The course is structured with a distinct international approach, benefitting from
the fact that competition law is greatly harmonized throughout the European
Union and similarly structured worldwide.

LEARNING OBJECTIVES

This course aims to provide students with sufficient skills to adequately analyse
commercial practices and agreements taking into account the different rules
that govern market competition. Students will also gain knowledge on the
relevant competition aspects of corporate transactions (mergers and
acquisitions) and public financing (State aid) which may have a big impact on
how a given transaction is finally envisaged.
The course will cover all legal and economic aspects of competition policy and
it will be mostly focused on real case studies which help the students to
understand how competition policy may affect the companies' behaviour in the
market. Therefore, the course will improve the students' ability to detect
potential competition concerns before making business decisions and to know
how to address such concerns.

TEACHING METHODOLOGY

IE University teaching method is defined by its collaborative, active, and applied nature. Students
actively participate in the whole process to build their knowledge and sharpen their skills.
Professor’s main role is to lead and guide students to achieve the learning objectives of the course.
This is done by engaging in a diverse range of teaching techniques and different types of learning
activities such as the following:

Learning Activity Weighting Estimated time a

student should
dedicate to prepare for
and participate in
Lectures 20.0 % 15.0 hours
Discussions 13.33 % 10.0 hours
Exercises in class, 13.33 % 10.0 hours
Asynchronous sessions,
Field Work
Group work 26.67 % 20.0 hours
Individual studying 26.67 % 20.0 hours
TOTAL 100.0 % 75.0 hours

PROGRAM

2
26th June 2023
SESSION 1 (LIVE IN-PERSON)
Introduction to competition policy: Areas of competition policy. Competition Economics and you:
Impact of competition policy in business decisions. Underlying theories and general concepts:
Market power.

SESSION 2 (LIVE IN-PERSON)

Anticompetitive agreements: the concept of agreements, the meaning of restrictive agreements,
the analysis of effects and efficiencies.
Differences between the European and the United States approach to anticompetitive agreements.
Case study to be discussed in class.

SESSION 3 (LIVE IN-PERSON)

Anticompetitive agreements: the concept of agreements, the meaning of restrictive agreements,
the analysis of effects and efficiencies.
Differences between the European and the United States approach to anticompetitive agreements.
Case study to be discussed in class.

SESSION 4 (LIVE IN-PERSON)

Market definition: relevant product market and relevant geographic market. Competitive
constraints: demand substitution, supply substitution and potential competition. Evidence relied on
to define relevant markets.
Technical note: Commission Notice on the definition of relevant market for the purposes of
Community competition law (Official Journal of the European Communities)

SESSION 5 (LIVE IN-PERSON)

Market definition: relevant product market and relevant geographic market. Competitive
constraints: demand substitution, supply substitution and potential competition. Evidence relied on
to define relevant markets.
Case study to be discussed in class

SESSION 6 (ASYNCHRONOUS)
Market definition: relevant product market and relevant geographic market. Competitive
constraints: demand substitution, supply substitution and potential competition. Evidence relied on
to define relevant markets.

SESSION 7 (LIVE IN-PERSON)

Cartels: concept, types and problems of detection. Economic assessment. Case study to be
discussed in class.
Technical note: Price fixing, bid rigging and market allocation schemes (US Department of Justice)

SESSION 8 (LIVE IN-PERSON)

3
26th June 2023
Horizontal cooperation agreements: concept, actual vs. potential competition, basic rules,
block and individual exemptions and underlying economic issues. Specific categories of horizontal
agreements.
Case studies to be discussed in class.
Working Paper: Commission Regulation (EU) No 1218/2010 of 14 December 2010 on the
application of Article (Official Journal of the European Union)
Working Paper: Guidelines on horizontal cooperation agreements (Official Journal of the European
Union)

SESSION 9 (LIVE IN-PERSON)

Technical note: Commission Regulation (EU) 2022/720 of 10 May 2022 on the application of Article
101(3) of the Treaty on the Functioning of the European Union to categories of vertical agreements
and concerted practices (VBER). (Official Journal of the European Union)
Technical note: Guidelines on vertical restraints (European Commission)
Vertical agreements: concept, actual vs. potential competition, basic rules, block and individual
exemptions and underlying economic issues. Specific categories of vertical agreements.
Case studies to be discussed in class.

SESSION 10 (LIVE IN-PERSON)

Merger control: unilateral effects, coordinated conduct and efficiencies. Economic theories and
econometric tools.
Working Paper: Guidelines on the assessment of horizontal mergers (Official Journal of the
European Union)
Working Paper: Guidelines on the assessment of non-horizontal mergers (Official Journal of the
European Union)
Technical note: Vertical Merger Guidelines, June 30, 2020 (U.S. Department of Justice & The
Federal Trade Commission)
Technical note: Horizontal Merger Guidelines, August 19, 2010 (U.S. Department of Justice & The
Federal Trade Commission)

SESSION 11 (LIVE IN-PERSON)

Merger control: case study

SESSION 12 (LIVE IN-PERSON)

Merger control: case study

SESSION 13 (LIVE IN-PERSON)

Abuse of a dominant position/Monopolisation: concept, individual and collective dominance,
types of abuses and generic defences. Economic characteristics of the main abuses of a dominant
position.
Working Paper: Guidance on abusive exclusionary conducts (Official Journal of the European
Union)

4
26th June 2023
SESSION 14 (LIVE IN-PERSON)
Claims for damages arising from infringements of competition law: Methods to quantify
damages
Working Paper: Quantifying harm in actions for damages (European Comission)

SESSION 15 (LIVE IN-PERSON)

Final exam

EVALUATION CRITERIA

Final grades will be based on a combination of class participation (20%), two case studies
(40%) and the final exam (40%).
The final exam will be open book, meaning that students can consult legislation and books or any
notes they may have taken in class.

criteria percentage Learning Comments

Objectives
Final Exam 40 %
Workgroups 40 %
Class Participation 20 %

RE-SIT / RE-TAKE POLICY

RE-SIT / RE-TAKE POLICY
Each student has four (4) chances to pass any given course distributed over two (2) consecutive
academic years. Each academic year consists of two calls: one (1) ordinary call (during the
semester when the course is taking place); and one (1) extraordinary call (or “re-sit”) in June/July.
Students who do not comply with the 70% attendance requirement in each subject during the
semester will automatically fail both calls (ordinary and extraordinary) for that Academic Year and
have to re-take the course (i.e., re-enroll) during the next Academic Year.
The Extraordinary Call Evaluation criteria will be subject to the following rules:
Ø Students failing the course in the ordinary call (during the semester) will have to re-sit evaluation
for the course in June / July (except those students who do not comply with the attendance rule,
and therefore will not have that opportunity, since they will fail both calls and must directly re-enroll
in the course during the next Academic Year).
Ø It is not permitted to change the format nor the date of the extraordinary call exams or deadlines
under any circumstance. All extraordinary call evaluation dates will be announced in advance and
must be taken into consideration before planning the summer (e.g. internships, trips, holidays, etc.)
Ø The June/July re-sit will consist of a comprehensive evaluation of the course. Your final grade for
the course will depend on the performance in this exam or evaluation only. I.e., continuous
evaluation over the semester (e.g. participation, quizzes, projects and/or other grade components
over the semester) will not be taken into consideration on the extraordinary call. Students will have
to achieve the minimum passing grade of 5 and the maximum grade will be capped at 8.0 (out of
10.0) – i.e., “notable” in the extraordinary call.
Ø Re-takers: Students who failed the subject on a previous Academic Year and are now re-enrolled
as re-takers in a course will need to check the syllabus of the assigned professor, as well as
contact the professor individually, regarding the specific evaluation criteria for them as re-takers in
the course during that semester (ordinary call of that Academic Year). The maximum grade that
may be obtained as a retaker during the ordinary call (i.e., the 3rd call) is 10.0 (out of 10.0).

5
26th June 2023
After exams and other assessments are graded by the professor (on either the ordinary or
extraordinary call), students will have a possibility to attend a review session (whether it be a final
exam, a final project, or the final overall grade in a given course). Please be available to attend the
session in order to clarify any concerns you might have regarding your grade. Your professor will
inform you about the time and place of the review session.
Students failing more than 18 ECTS credits after the June/July re-sits will be asked to leave the
Program. Please, make sure to prepare yourself well for the exams in order to pass your failed
subjects.
In case you decide to skip the opportunity to re-sit for an exam or evaluation during the June/July
extraordinary call, you will need to enroll in that course again for the next Academic Year as a re-
taker, and pay the corresponding tuition fees. As you know, students have a total of four (4) allowed
calls to pass a given subject or course, in order to remain in the program.

BEHAVIOR RULES

Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

ATTENDANCE POLICY

Please, check the University's Attendance Policy here. The Program Director may
provide further indications.

ETHICAL POLICY

Please, check the University's Ethics Code here. The Program Director may
provide further indications.

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 CORPORATE ENTREPRENEURSHIP &
INNOVATION
Grado en Administración de Empresas / Bachelor in
Business Administration BBA SEP-2023 COEIn-
NBA.1C.e.OPT.M.A
Area Entrepreneurship
Number of sessions: 30
Academic year: 23-24
Degree course:
Number of credits: 6.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: SOLEDAD LLORENTE CANCHO

E-mail: [email protected]

Connector, passionate about breaking limits through exponential technologies, driver of positive
change. Experienced professional in Innovation, Operations and Change Management within an
international environment. She has developed her knowledge working for leading organizations
such as Zara, Danone and L’Oréal.
She is innovation coach helping organizations such as Visa, Boston Scientific, HP,
Banco Santander, Boston Scientific ...to grow through corporate entrepreneurship.
She is mother of 4. Her motto: "To learn, share and amplify the skills, tools and technologies
to make happen a better future"
- Harvard Kenedy School - Leadership Program
- Massachusetts Institute of Technology - Sloan School of Management -
Innovation,bentrepreneurship and leadership Program.
- Executive MBA, IE Business School (Lidera for Women scholarship).
- Major in Eco-industries, Ecole Nationale Superieure des Mines, France.
- Major in Engineering, Universidad Politecnica, Madrid.
Academic Experience
- She teaches at IE University at IE Business School.
- She mentors young entrepreneurs and startup founders at Area31 and Acció innovation hubs.
- Contributor to the development of the book “Exponential Transformation: The Exo
Sprint Playbook to Evolve Your Organization to Navigate Industry Disruption and Change the
World for the Better”
Corporate experience
- Innovation Coach and Corporate entrepreneurship Mentor (Board and C-Level)
- New Operations at Zara.com at Inditex headquarters, Arteixo, Spain.

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 - Operations Director, Danone, baby food headquarters, Amsterdam, Netherlands. - SC Unit
- Manager, L’Oréal, Luxury goods factory, Madrid, Spain.
- LAF Manager, L’Oréal, luxury goods headquarters, Paris, France.
- Production Manager, L’Oréal, mass market factory, Paris, France..
- Consultant, Paris, France.
E-mail: [email protected]
Whatsapp: +34666860757

PREREQUISITES

Curiosity and Growing mindset:

- Embrace New things and Challenges.
- Seek collaboration in a diverse team.
- Embrace experimentation and continuous learning.
- Welcome and seek feedback.
- Persist and learn from setbacks.
- Gert inspired by the success of others.

SUBJECT DESCRIPTION

The signs and impacts of new technology disruptions are speeding up.
Disruptive technologies and innovation are changing the way we live work and
relate to one another.
New studies show how 21st century crises (COVID-19, Geopolitical conflicts…)
have pushed companies and institutions over the technology tipping point and
transformed business, and our life, forever.
Such disruption and challenges may open numerous new opportunities around
the several future scenarios in front of us. Entrepreneurs are known by their
agility to react, they are currently developing new ideas and creating new
goods and services to solve arising new problems.
But what happen with legacy business? How can corporations implement a
process to develop new businesses, products and services inside their existing
organizations and create value to generate new revenue growth through
entrepreneurial thought and action?
Many companies are, today, struggling to make their corporate
entrepreneurship vision a reality.
What is corporate entrepreneurship? Entrepreneurship inside of established
organizations. All companies want organic growth, but few organizations have
a process in place to support innovation and sustain growth over an uncertain
time. In this elective course we will dive into the process to make corporate
entrepreneurship possible and we will develop corporate entrepreneurship
initiatives to thrive.
We will follow a Sprint approach as the most innovative companies are doing
today.

LEARNING OBJECTIVES

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 - To get a better professional and personal awareness of the disruption impacting every industry.
"Technological and corporate entrepreneurship affinity"
- To gain a new, transformative mind-set based on the winning methodology adopted by the
most innovative organizations (Companies with 10x Impact). Learning from their transformative
models. HOW do they operate 10 times better, faster and more cost-effectively?
- To practice this transformative model, implementing and ensuring 10 times more
impactful corporate entrepreneur initiatives. "Learning by doing"

TEACHING METHODOLOGY

IE University teaching method is defined by its collaborative, active, and applied nature. Students
actively participate in the whole process to build their knowledge and sharpen their skills.
Professor’s main role is to lead and guide students to achieve the learning objectives of the course.
This is done by engaging in a diverse range of teaching techniques and different types of learning
activities such as the following:

Learning Activity Weighting Estimated time a

student should
dedicate to prepare for
and participate in
Lectures 10.0 % 15.0 hours
Discussions 20.0 % 30.0 hours
Exercises in class, 20.0 % 30.0 hours
Asynchronous sessions,
Field Work
Group work 33.33 % 50.0 hours
Individual studying 16.67 % 25.0 hours
TOTAL 100.0 % 150.0 hours

PROGRAM

- Block 0: INTRODUCTION, AWAKE and INDUSTRY SELECTION (S1, S2, S3, S4, S5, S6 )
- Block 1: EXPLORE (S7, S8, S9, S10, S11)
- Block 2: IDEATE (S12, S13, S14)
- Block 3: SHARE (S15, S16, S17)
- Block 4: SCALE (S18, S19, S20)
- Block 5: SHARE II (S21, S22, S23, S24, S25, S26)
- Block 6: DISRUPT and LEARN (S27, S28, S29, S30)

DETAILED PROGRAM

SESSIONS 1 - 2 (LIVE IN-PERSON)

Block 0 - INTRODUCTION, AWAKE and INDUSTRY SELECTION
S1 - INTRODUCTION

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You will receive an explanation of the Syllabus. We will define how we are going to work and outline
the available resources:
- Scope. In this 1st Session class groups will be discussed. The class will be split into
groups/teams and students will have autonomy to choose, with their group, the Industry
(corporation) you are passionate about and would therefore like to focus on and positively
transform.
- Each team will have a team leader to represent the group and assure weekly assignments are
advancing on schedule. This role may rotate weekly.
- Each team has a dedicated virtual space set up on Drive and whatsapp. This virtual team
space creates a foundation for working autonomously, productively and collaboratively per
group.
- Each week, the team leader will fill a survey with his/her feedback about weekly advancement.
- Each week, the team will have a team restrospectve.
S2 – AWAKE
It is time to awake and realize how fast things are changing around you, at a pace never seen
before. Exponential technologies generate abundance in everything and traditional business
models based on scarcity are becoming obsolete, urging companies to evolve through corporate
entrepreneurship, if they want to participate in the new upcoming world. By following this session,
you will be able to better understand the past, present and future of exponential technologies and
their potential for the future of humanity. You will be able to understand the difference between
linear vs. exponential thinking and what your organization can do to adapt to the rapidly changing
world of today.
Format: Double Session (S1-S2), with a mix of theoretical concepts and hands-on exercises to
generate teamwork, discussion and learning.
THIS SESSION IS KEY FOR STUDENTS TO CHOOSE THEIR COURSE´S SCOPE AND
PERSONALIZED PATH: HOW THEY ARE GOING TO LEARN AND PRACTICE (GROUP,
INDUSTRY)

SESSIONS 3 - 4 (LIVE IN-PERSON)

Block 0 - INTRODUCTION, AWAKE and INDUSTRY SELECTION
S3, S4 - NEW INNOVATION METHODOLOGIES
- How many innovation methodologies do you know of?
- What about innovation tools or frames?
- How does the innovation process differ from start ups to corporations?
- How should an highly effective and agile innovation team work autonomously?
Format: Double Session (S3-S4), with a mix of theoretical concepts and hands-on exercises to
generate teamwork, discussion and learning.

SESSIONS 5 - 6 (LIVE IN-PERSON)

Block 0 - INTRODUCTION, AWAKE and INDUSTRY SELECTION
S5, S6 - EXPONENTIAL POCKER

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According to Moore´s Law, the performance of anything powered by information technologies
double, on average, every 2 years. Technologies evolves in a n exponential way. However, our
brain works in a linear way, and it can be difficult for humans to grasp exponentials. In this session
we will work the key point about exponential technologies: understanding the implications they can
have in any industry or organization. The result is often impossible to predict, but we might have at
least the right MINDSET these implications.

In this session, each student draws 5 "cards" and reflects on how these exponential technologies
can represent an opportunity/risk for your Industry and/or successful corporation.
From those 5, they choose the two that they consider most relevant, and they place the cards in the
center of the group.
The team discusses the cards presented and chooses the 4 that they think will have the most
impact on the industry and/or successful corporation.
Each team analysis will be presented and discussed at the end of this double Session.
Format: Double Session (S5-S6), with a mix of theoretical concepts and hands-on exercises to
generate teamwork, discussion and learning.

SESSIONS 7 - 8 (LIVE IN-PERSON)

Block 1 – EXPLORE
S7, S8 - INNOVATION CHALLENGE (think like a kid)
Workshop in collaboration, innovation and creativity.
The objective of this double session is to start working together with a creative mind, to keep the
team moving forward, to discuss departure challenges, and encourage communication.
At the end of S8 the teams will receive Block 1- Assignment “EXPLORE"
Format: Double Session (S7-S8), with a mix of theoretical concepts and hands-on exercises to
generate teamwork, discussion and learning.

SESSION 9 (ASYNCHRONOUS)
Block 1 - "EXPLORE" Assignment DELIVERY
Each team will share with the professor the learning insights for Block 1 assignment. "EXPLORE
the world around you":
- Learn about exponential technologies
- Find about new business models
- Find about new trends
- And they will receive feedback.
Format - Asynchronous Session.
Each team will deliver weekly assignment trough a maximun 10 min recording.
This recording must include:
- Weekly insights,
- Navigation through most important parts of the weekly assignment and tasks,

SESSIONS 10 - 11 (LIVE IN-PERSON)

Block 1 – EXPLORE
S10, S11 - PREMORTEM CHALLENGE (think like a kid)
Workshop in collaboration, innovation and creativity.

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The objective of this double session is to start working together with a creative mind, to keep the
team moving forward, to discuss departure challenges, and encourage communication.
Format: Double Session (S10-S11), with a mix of theoretical concepts and hands-on exercises to
generate teamwork, discussion and learning.

SESSIONS 12 - 13 (LIVE IN-PERSON)

Block 2 – IDEATE
S12, S13 - CORPORATE ENTREPRENEURSHIP (CORE and EDGE)
Why these sessions? Before starting to define your initiatives, you need to master which kind of
corporate entrepreneurship initiatives you want to create.
- What is a business model?
- What tools you can use to define a business model?
- Types of Corporate entrepreneurship initiatives:Core and Edge
At the end of S13 the teams will receive Block 2 - Assignment “IDEATE"
Format: Double Session (S12, S13), with a mix of theoretical concepts and hands-on exercises to
generate teamwork, discussion and learning.

SESSION 14 (ASYNCHRONOUS)
Block 2 - "IDEATE" Assignment DELIVERY
Each team will share with the professor the learning insights for Block 2 assignment. "IDEATE"
- Define a Multiple Transformative Purpose (MTP)
- Define Problem/Solution pairs below this MTP And they will receive feedback.
Format - Asynchronous Session.
Each team will deliver weekly assignment trough a maximun 10 min recording. This recording must
include:
- Weekly insights
- Navigation through most important parts of the weekly assignment Templates

SESSIONS 15 - 16 (LIVE IN-PERSON)

Block 3 - SHARE
S15-S16 - DESIGN THINKING CRASH COURSE
We move in this double session from learning Design Thinking to learning by doing Design
Thinking.
Instead of talking about Design Thinking we will dive into a Design Thinking experience using
Stanford Design Thinking Crash course. "Redesigning the Gift-Giving experience"
- Each student must bring prototyping material. Such as: scissors, alumium foil, yarn,
spaghettis, rope, pipe cleaners, tape, cardboard, colored paper, small foam balls, marker
perns, candies, wrapping paper...
At the end of S15 the teams will receive Block 3 - Assignment “Get to know your Customers” -
SHARE I
Format: Double Session (S15, S16), with a mix of theoretical concepts and hands-on exercises to
generate teamwork, discussion and learning.

SESSION 17 (ASYNCHRONOUS)

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Block 3 - "SHARE I" Assignment DELIVERY
Each team will share with the professor the learning insights for BLOCK 3 assignment "SHARE I"
Apply Design thinking into your initiatives:
- Convert your idea into a Prototype
- Build a discussion guide
- Interact with potential customers
- Receive feedback.
Format - Asynchronous Session.
Each team will deliver weekly assignment trough a maximun 10 min recording. This recording must
include:
- Weekly insights
- Navigation through most important parts of the weekly assignment and templates

SESSIONS 18 - 19 (LIVE IN-PERSON)

Block 4 - SCALE
S18, S19 - The EXO MODEL
- What is the ExO model?
- How does it help entrepreneurs?
- What challenges do innovators face when applying ExO model?
At the end of S19 the teams will receive Block 4 Assignment “Work on the exponentiality of your
ideas” - SCALE
Format: Double Session (S18, S19), with a mix of theoretical concepts and a lot of practice,
discussion and learning.

SESSION 20 (ASYNCHRONOUS)
Block 4 - "SCALE" Assignment DELIVERY
Each team will share with the professor the learning insights for BLOCK 4 assignment "SCALE"
- Define and or select 1 or 2 ideas
- Define your Exo Canvas
- Define your Business Model
- Identify your key questions o answer
- Receive feedback.
Each team will deliver weekly assignment trough a maximun 10 min recording. This recording must
include:
- Weekly insights
- Navigation through most important parts of the weekly assignment Templates

SESSIONS 21 - 22 (LIVE IN-PERSON)

Block 5 - SHARE II
S21-S22 LEAN STARTUP and THE MUM TEST
- What is Lean Start up?
- Lean start up Methodology: Define Hypothesis,

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 - Run tests to validate/invalidate or refine hypothesis
- Apply the mum test principles
- Implement Learning
- Leap of faith Assumptions: CRUX
At the end of S122 the teams will receive Block 4 - Assignment “Define your experiment” - SHARE
II
Format: Double Session (S21, S22), with a mix of theoretical concepts and a lot of practice,
discussion and learning.

SESSION 23 (ASYNCHRONOUS)
Block 5 - DELIVERY
Each team will share with the professor the learning insights for Block 5 assignment. Define your
experiment - SHARE II
- Apply feedback received
- Create your Value Proposition Canvas
- Define your experiments
Each team will deliver weekly assignment trough a maximun 10 min recording.
This recording must include:
- Weekly insights
- Navigation through most important parts of the weekly assignment Templates

SESSIONS 24 - 25 (LIVE IN-PERSON)

Block 5 - SHARE II
S24-S25 PURPOSE DRIVEN ECOSISTEMS
We are living a turning point in humanity. Increasingly, people and corporations are becoming more
purpose-driven, which is transforming the world we live in.
“The purpose of an automobile is not to consume fuel. The purpose of a company is not to make
money. The purpose of a vehicle is to transport us to a place. And the purpose of a company is to
achieve something, to advance a greater cause that contributes to society.“ - Simon Sinek.
Traditional companies operate under a business model based on scarcity, offering a scarce service
or product, in a market that sooner or later becomes a red ocean where competition generates a
margin war that ends up consuming the industry. A few years ago, a different organizational model
began to emerge. Organizations connected to abundance, whose business models take advantage
of this new environment. For example, energy companies and, more specifically, companies that
produce solar panels, since they connect with the source of abundance of primary energy (the sun)
and offer products based on this source of abundance.
Some organizations have a desire for global reach, and this is where the Exponential Organization
emerges, connecting with abundance and managing it in a way that scales exponentially. For
example, AirBnB, which connects with an abundance of accommodations and today is already the
largest lodging chain in the world (without even owning a single hotel).
But there are organizations that have gone beyond exponential growth in a given industry. There
are organizations that have understood that the concept of industry generates scarcity and that it is
now obsolete Which industry does Google belong to? Which industry does Apple belong to? None,
and many at the same time. These organizations have become purpose-driven ecosystems.
At the end of S25 the teams will receive Block 4 - 2nd Assignment “Define your experiment” -
SHARE II

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Conect with your purpose driven ecosytem (experts, startups, corporates...) and of course your
customer.
Format: Double Session (S24, S25), with a mix of theoretical concepts and a lot of practice,
discussion and learning.

SESSION 26 (ASYNCHRONOUS)
Block 5 - 2nd DELIVERY
Each team will share with the professor the learning insights for Block 5 assignment. Define your
experiment and connect with your Purpodse driven Ecosystem - SHARE II
How? Trough a maximun 10 min recording.
This recording must include:
- Weekly insights
- Navigation through most important parts of the weekly assignment Templates

SESSIONS 27 - 28 (LIVE IN-PERSON)

Block 6 - PITCHING LIKE AN ENTREPRENEUR
The goal of this Session is to provide you with the knowledge and confidence needed to pitch your
initiatives.
- What is an Elevator Pitch?
- Pitch elements
- Tips and Recommendations
At the end of S27 the teams will receive Week6 Assignment “pitch a Corporate entrepreneurship
initiative”
Format: Double Session (S26, S27), with a mix of theoretical concepts and a lot of practice,
discussion and learning.

SESSIONS 29 - 30 (LIVE IN-PERSON)

FINAL PRESENTATIONS
The big moment has arrived. It is time for you to present your corporate entrepreneurship initiatives.
All the class together , for a 10 min pitch and dedicated feedback per team. We will close this
amazing experience by celebrating and capturing your insights.
Format: Double Session (S29, S30), with teams sharing their ideas and learmnings.

EVALUATION CRITERIA

- Individual test (30%) S18

- Individual Class participation (25%). Everyone is expected to be prepared for each class and to
be an active participant in class discussion. As a team member and a team leader.
- Team leader: Who provides guidance, instruction, direction to the team for the purpose of
achieving the weekly delivery and monitors the achievements of the teams members.
- Team member: Quantitative contributions (time), Qualitative (Raising the level – final
insights learnings), Team cohesion.
- Group Weekly work (20%). In every Block, the groups advance and share with the professor.
- Final presentations (25%). Final Pitch

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 criteria percentage Learning Comments
Objectives
Intermediate Tests 30 %
Group weekly 20 %
work
Final PITCH 25 %
Class Participation 25 %

RE-SIT / RE-TAKE POLICY

Each student has four (4) chances to pass any given course distributed over two (2) consecutive
academic years. Each academic year consists of two calls: one (1) ordinary call (during the
semester when the course is taking place); and one (1) extraordinary call (or "re-sit") in June/July.
Students who do not comply with the 70% attendance requirement in each subject during the
semester will automatically fail both calls (ordinary and extraordinary) for that Academic Year and
have to re-take the course (i.e., re-enroll) during the next Academic Year.
The Extraordinary Call Evaluation criteria will be subject to the following rules:
- Students failing the course in the ordinary call (during the semester) will have to re-sit
evaluation for the course in June / July (except those students who do not comply with the
attendance rule, and therefore will not have that opportunity, since they will fail both calls and
must directly re-enroll in the course during the next Academic Year).
- It is not permitted to change the format nor the date of the extraordinary call exams or
deadlines under any circumstance. All extraordinary call evaluation dates will be announced in
advance and must be taken into consideration before planning the summer (e.g. internships,
trips, holidays, etc.)
- The June/July re-sit will consist of a comprehensive evaluation of the course. Your final grade
for the course will depend on the performance in this exam or evaluation only. I.e., continuous
evaluation over the semester (e.g. participation, quizzes, projects and/or other grade
components over the semester) will not be taken into consideration on the extraordinary call.
Students will have to achieve the minimum passing grade of 5 and the maximum grade will be
capped at 8.0 (out of 10.0) - i.e., "notable" in the extraordinary call.
- Re-takers: Students who failed the subject on a previous Academic Year and are now re-
enrolled as re-takers in a course will need to check the syllabus of the assigned professor, as
well as contact the professor individually, regarding the specific evaluation criteria for them as
re-takers in the course during that semester (ordinary call of that Academic Year). The
maximum grade that may be obtained as a retaker during the ordinary call (i.e., the 3rd call) is
10.0 (out of 10.0).
After exams and other assessments are graded by the professor (on either the ordinary or
extraordinary call), students will have a possibility to attend a review session (whether it be a final
exam, a final project, or the final overall grade in a given course). Please be available to attend the
session in order to clarify any concerns you might have regarding your grade. Your professor will
inform you about the time and place of the review session.
- Students failing more than 18 ECTS credits after the June/July re-sits will be asked to leave the
Program. Please, make sure to prepare yourself well for the exams in order to pass your failed
subjects.
- In case you decide to skip the opportunity to re-sit for an exam or evaluation during the
June/July extraordinary call, you will need to enroll in that course again for the next Academic

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 Year as a re-taker, and pay the corresponding tuition fees. As you know, students have a total
of four (4) allowed calls to pass a given subject or course, in order to remain in the program.
BIBLIOGRAPHY
Recommended
- Salim Ismail. Exponential Organizations: Why new Organizations are Ten Times
better, faster and cheaper than yours. ISBN 0884320896389 (Printed)
- Peter Diamandis. Abundance: The future is betters than you think. free press.
ISBN 9781451616842 (Printed)
- Eric Ries.. The Lean startup. Viking. ISBN 0307887898 (Printed)
- Alex Ostewalder. Business model generation: A handbook for visionaries, game
changers.. Yves Pigneur. ISBN 9780470876411 (Printed)
- Steve Blanck.. The startup owner’s manual: the step by step Guide for building a
great company. Wiley. ISBN 9780984999309 (Printed)

BEHAVIOR RULES

Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

ATTENDANCE POLICY

Please, check the University's Attendance Policy here. The Program Director may
provide further indications.

ETHICAL POLICY

Please, check the University's Ethics Code here. The Program Director may
provide further indications.

11
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CORPORATE STRATEGY & TRANSFORMATION
Grado en Administración de Empresas / Bachelor in
Business Administration BBA SEP-2023 CST-
NBA.1C.s.OPT.M.A
Area Others
Number of sessions: 30
Academic year: 23-24
Degree course:
Number of credits: 6.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: JOSE ANTONIO MARTINEZ MARCOS

E-mail: [email protected]

Jose Antonio Martinez’s professional life has always been spinning around
strategy; as a business consultant, he has helped top executives from different
industries and competitive landscapes to turn their companies into high
performance businesses. And throughout these years, his experience has led
him to a logical, but not always so evident, conclusion: “STRATEGY is not
about complex theories or frameworks; it’s something we all use more often
than we think, in so many aspects of life, although we may not be aware of it.
It’s about bringing order out of chaos, it’s about collecting all that mess of ideas,
facts and pieces of knowledge, and providing them with a structure and
sequence which let us decide WHERE WE WANT TO REACH and HOW WE
WANT TO DO IT”.
Jose Antonio enjoys teaching and considers that a Master Program provides
the perfect environment to open up high value discussions and exciting
opportunities to share knowledge as well as create new one. “In the classroom,
the discussion goes back and forth between theory and practice. The students
learn from the professor and from each other, but at the same time, the
professor can deduct new theories by the help of students: from their individual
experiences, their reactions to the theories, and from their ideas and insights.
Our job as management scholars is to understand and explain the business
world, to create knowledge that improves productivity and efficiency in the
business world, and spread this knowledge back to the business world”.
Academic Background
Bachelor’s Degree in Business Administration, University of Deusto, Spain
Executive MBA, IE Business School
Teaching and Academic Experience
Adjunct Professor of Strategy Department, IE Business School
Adjunct Professor of Strategic Management, University of Deusto
Coaching and training in leading Spanish and multinational corporations

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 [email protected]

PREREQUISITES

SUBJECT DESCRIPTION

During the course students will be exposed to the analysis of complex management situations that
require a multidisciplinary approach from the perspective of top management.
Through the discussion of cases and related readings, the course focuses on corporate strategy
analysis and how to build corporate advantage in our global economy. The main theories, models
and tools within the field of strategy will be covered with a strong emphasis on its application to real
settings. We will use the tools that help top management analyse the business environment,
formulate strategies and make decisions at the corporate strategy level.
Our goal is to develop a winning strategy and to build a successful organization. This is a tough job.
So let us begin with the most obvious fact: every organization is different. From this simple fact we
can derive something quite useful for us as strategists: different firms in the same industry will have
different strategies. Now let us ask why.
A key reason is that the management teams evaluate differently the competitive environment and
hence decide on different strategies. Yet success does not depend solely on selecting a winning
strategy: the achievement of results depends as well on the effectiveness of management. We
must ask ourselves why one firm builds a strong, adaptive organization capable of creating and
responding to competitive strategy, while a second firm patches together an organization that
stumbles from initiative to initiative.
To sum up, the course, which develops along five main blocks, aims at helping students:
1. To root the analysis of businesses in frameworks that will ease the identification of their key
features. Students should be able to determine whether a business is attractive or not.
2. To conceive business strategies that may be applied to real life business. Students should be
able to justify the merits of different strategic initiatives using the same kind of arguments that
a manager would use.
3. To understand the sources of corporate advantage or disadvantage of a particular business.
Students should be able to propose initiatives aimed at strengthening or developing resources
and capabilities.
4. To understand when collaboration initiatives with other firms for specific projects can be
convenient or dangerous for a company. Students should be able to implement strategic
decisions, such as mergers, acquisitions and divestitures.

LEARNING OBJECTIVES

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 This course focuses on corporate strategy analysis and how to build a
corporate advantage. In this course we will examine the main theoretical
frameworks and analytical tools that help top management to analyze,
formulate strategies and make decisions at the corporate level. We will study
the main decisions that define where the firm competes (e.g., diversification,
vertical integration and internationalization) as well as decisions regarding the
modes of entry (e.g., M&A and alliances).

TEACHING METHODOLOGY

IE University teaching method is defined by its collaborative, active, and applied nature. Students
actively participate in the whole process to build their knowledge and sharpen their skills.
Professor’s main role is to lead and guide students to achieve the learning objectives of the course.
This is done by engaging in a diverse range of teaching techniques and different types of learning
activities such as the following:

Learning Activity Weighting Estimated time a

student should
dedicate to prepare for
and participate in
Lectures 20.0 % 30.0 hours
Discussions 20.0 % 30.0 hours
Exercises in class, 10.0 % 15.0 hours
Asynchronous sessions,
Field Work
Group work 30.0 % 45.0 hours
Individual studying 20.0 % 30.0 hours
TOTAL 100.0 % 150.0 hours

PROGRAM

PART 1 - INTRODUCTION

SESSION 1 (LIVE IN-PERSON)

Introduction to Corporate Strategy
Technical note: From Competitive Advantage to Corporate Strategy (HBS 87307-PDF-ENG)

SESSION 2 (LIVE IN-PERSON)

Building a Business Model for Corporate Advantage
Technical note: Building a Business Model and Strategy: How They Work Together (HBS 5337BC-
PDF-ENG)
Practical Case: Intel Corp. 2005 (HBS 706437-PDF-ENG)

PART 2 - DIVERSIFICATION

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SESSION 3 (LIVE IN-PERSON)
Diversification
Technical note: Strategies of Related Diversification (HBS 705481-PDF-ENG)
Technical note: Strategies of Unrelated Diversification (HBS 705480-PDF-ENG)

SESSION 4 (LIVE IN-PERSON)

Related Diversification
Practical Case: Samsung Electronics in 2004: Conquering the Wireless Digital World (HBS SM129-
PDF-ENG)

SESSION 5 (LIVE IN-PERSON)

Unrelated Diversification
Practical Case: General Electric's Corporate Strategy (HBS TB0383-PDF-ENG)

SESSION 6 (LIVE IN-PERSON)

Vertical Integration
Practical Case: Coca-Cola in 2011: In Search of a New Model (HBS 711504-PDF-ENG)

SESSION 7 (LIVE IN-PERSON)

Divestitures
Technical note & tutorials: Corporate Divestitures: A Synthesis (STR020073-U-ENG-WOD)
Practical Case: Debate Over Unbundling General Motors: The Delphi Divestiture and Other Possible
Transactions (HBS 800196-PDF-ENG)

SESSION 8 (ASYNCHRONOUS)
Diversification - Group Report

SESSION 9 (LIVE IN-PERSON)

Diversification - Group Report

PART 3 - INTERNATIONAL STRATEGIES

SESSION 10 (LIVE IN-PERSON)

International Strategy
Article: Managing Differences: The Central Challenge of Global Strategy (HBS R0703C-PDF-ENG)

SESSION 11 (LIVE IN-PERSON)

Global and Multi-Domestic Strategies
Practical Case: Philips versus Matsushita: The Competitive Battle Continues (HBS 910410-PDF-

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06th July 2023
ENG)

SESSION 12 (LIVE IN-PERSON)

AAA International Strategies
Practical Case: Walmart around the World (HBS 714431-PDF-ENG)

SESSION 13 (LIVE IN-PERSON)

AAA International Strategies
Practical Case: McDonald’s (HBS 508025-PDF-ENG)

SESSION 14 (LIVE IN-PERSON)

International Issues for Strategy
Practical Case: Google in China (A) (HBS 510071-PDF-ENG)

SESSION 15 (ASYNCHRONOUS)
International Strategy - Group Report

SESSION 16 (ASYNCHRONOUS)
International Strategy - Group Report

PART 4 - EXPANSION MODES

SESSION 17 (LIVE IN-PERSON)

Expansion Modes - The OLI Paradigm
Technical note: Eclectic Paradigm

SESSION 18 (LIVE IN-PERSON)

Expansion Modes - The BBB Framework

SESSION 19 (LIVE IN-PERSON)

Solving the Growth Dilemma: When To Build
Practical Case: Facebook (HBS 808128-PDF-ENG)

SESSION 20 (LIVE IN-PERSON)

Solving the Growth Dilemma: When To Buy
Practical Case: Microsoft Acquires Activision Blizzard: Beating Sony in Gaming and the Metaverse
(HBS W27700-PDF-ENG)

SESSION 21 (LIVE IN-PERSON)

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06th July 2023
Solving the Growth Dilemma: When To Buy
Practical Case: The Walt Disney Company and Pixar, Inc.: To Acquire or Not to Acquire? (HBS
709462-PDF-ENG)

PART 5 - STRATEGY IMPLEMENTATION

SESSION 22 (LIVE IN-PERSON)

Corporate Strategy Implementation
Technical note: Turning Great Strategy into Great Performance (HBS R0507E-PDF-ENG)

SESSION 23 (LIVE IN-PERSON)

Corporate Strategy and Structure
Practical Case: Procter & Gamble: Organization 2005 (A) (HBS 707519-PDF-ENG)

SESSION 24 (LIVE IN-PERSON)

Corporate Culture in Global Organizations
Practical Case: Johnson & Johnson (A) (HBS 384053-PDF-ENG)
Practical Case: Johnson & Johnson (B): Hospital Services (HBS 384054-PDF-ENG)

SESSION 25 (LIVE IN-PERSON)

Managing Coordination, Information and Knowledge
Practical Case: McKinsey & Co.: Managing Knowledge and Learning (HBS 396357-PDF-ENG)

SESSION 26 (LIVE IN-PERSON)

Implementation Plan

SESSION 27 (ASYNCHRONOUS)
Implementation Plan - Final Group Report

SESSION 28 (ASYNCHRONOUS)
Implementation Plan - Final Group Report

SESSION 29 (LIVE IN-PERSON)

Implementation Plan - Final Group Report

SESSION 30 (ASYNCHRONOUS)
Final Exam

EVALUATION CRITERIA

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06th July 2023
A. CLASS PARTICIPATION
Before each session, the students are expected to read the materials and the case assigned for the
day; the readings are compulsory and they will be part of your evaluations. Participation is a critical
element in this course; to participate effectively, it is necessary to have read carefully and formed a
sound opinion about the main issues raised in the case and reading materials.
Three main criteria will be used in reaching judgment about your class participation:
- Depth and Quality of Contribution: The most important dimension of participation concerns
what it is that you are saying. A high quality comment reveals depth of insight, rigorous use of
case evidence, consistency of argument, and realism.
- Moving Your Peers’ Understanding Forward: Great ideas can be lost through poor
presentation. A high quality presentation of ideas must consider the relevance and timing of
comments, and the flow and content of the ensuing class discussion. It demands comments
that are concise and clear, and that are conveyed with a spirit of involvement in the discussion
at hand.
- Frequency: Frequency refers to the attainment of a threshold quantity of contributions that is
sufficient for making a reliable assessment of comment quality. The logic is simple: if
contributions are too few, one cannot reliably assess the quality of your remarks. However,
once threshold quantity has been achieved, simply increasing the number of times you talk
does not automatically improve your evaluation. Beyond the threshold, it is the quality of your
comments that must improve. In particular, one must be especially careful that in claiming more
than a fair share of “airtime”, quality is not sacrificed for quantity. Finally, your attempts at
participation should not be such that the instructor has to “go looking for you”. You should be
attempting to get into the debate on a regular basis.
Expect cold calling. If you are not comfortable speaking in class for personal or cultural reasons, it
is your responsibility to discuss this with the professor privately at the very beginning of the course
(first week of class). You should be prepared for every session.
B. GROUP ASSIGNMENTS
Each group is expected to complete a final project and present it in class and hand-in in a written
form. The project will give you the opportunity to reflect on what you have learnt in class and apply
it to some practical problems. More details of the project will be provided by the start of the course.
Furthermore, there will be additional group work throughout the course including a business
strategy simulation and further exercises that will be part of the group assignments grade.
C. FINAL EXAM
The exam will comprise essay questions and semi-structured questions to understand your level of
study, including the use of tools and frameworks taught in class, as well as your personal
elaboration and critical thinking on the topics under discussion.
A minimum score of 40% (40 points) will be required in this exam in order to pass the course,
regardless of performance in other assessment components.
More information on the evaluation criteria will be provided during our first session.

criteria percentage Learning Comments

Objectives
Final Exam 50 %
Intermediate tests 0%
Individual work 0%
Individual 0%
presentation

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 Group 30 %
Assignments
Other 0%
Group 0%
Presentation
Class Participation 20 %

RE-SIT / RE-TAKE POLICY

Each student has four (4) chances to pass any given course distributed over two (2) consecutive
academic years. Each academic year consists of two calls: one (1) ordinary call (during the
semester when the course is taking place); and one (1) extraordinary call (or “re-sit”) in June/July.
Students who do not comply with the 70% attendance requirement in each subject during the
semester will automatically fail both calls (ordinary and extraordinary) for that Academic Year and
have to re-take the course (i.e., re-enroll) during the next Academic Year.
The Extraordinary Call Evaluation criteria will be subject to the following rules:
- Students failing the course in the ordinary call (during the semester) will have to re-sit
evaluation for the course in June / July (except those students who do not comply with the
attendance rule, and therefore will not have that opportunity, since they will fail both calls and
must directly re-enroll in the course during the next Academic Year).
- It is not permitted to change the format nor the date of the extraordinary call exams or
deadlines under any circumstance. All extraordinary call evaluation dates will be announced in
advance and must be taken into consideration before planning the summer (e.g. internships,
trips, holidays, etc.).
- The June/July re-sit will consist of a comprehensive evaluation of the course. Your final grade
for the course will depend on the performance in this exam or evaluation only. I.e., continuous
evaluation over the semester (e.g. participation, quizzes, projects and/or other grade
components over the semester) will not be taken into consideration on the extraordinary call.
Students will have to achieve the minimum passing grade of 5 and the maximum grade will be
capped at 8.0 (out of 10.0) – i.e., “notable” in the extraordinary call.
- Re-takers: Students who failed the subject on a previous Academic Year and are now re-
enrolled as re-takers in a course will need to check the syllabus of the assigned professor, as
well as contact the professor individually, regarding the specific evaluation criteria for them as
re-takers in the course during that semester (ordinary call of that Academic Year). The
maximum grade that may be obtained as a retaker during the ordinary call (i.e., the 3rd call) is
10.0 (out of 10.0).
After exams and other assessments are graded by the professor (on either the ordinary or
extraordinary call), students will have a possibility to attend a review session (whether it be a final
exam, a final project, or the final overall grade in a given course). Please be available to attend the
session in order to clarify any concerns you might have regarding your grade. Your professor will
inform you about the time and place of the review session.
- Students failing more than 18 ECTS credits after the June/July re-sits will be asked to leave the
Program. Please, make sure to prepare yourself well for the exams in order to pass your failed
subjects.
- In case you decide to skip the opportunity to re-sit for an exam or evaluation during the
June/July extraordinary call, you will need to enroll in that course again for the next Academic
Year as a re-taker, and pay the corresponding tuition fees. As you know, students have a total

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 of four (4) allowed calls to pass a given subject or course, in order to remain in the program.
BIBLIOGRAPHY
Compulsory
- L. Capron, W. Mitchell. Build, Borrow, or Buy: Solving the Growth Dilemma.
Harvard Business Review Press. ISBN 1422143716 (Printed)

BEHAVIOR RULES

Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

ATTENDANCE POLICY

Please, check the University's Attendance Policy here. The Program Director may
provide further indications.

ETHICAL POLICY

Please, check the University's Ethics Code here. The Program Director may
provide further indications.

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CREATIVE MANAGEMENT AND CONTENT
STRATEGY
Grado en Administración de Empresas / Bachelor in
Business Administration BBA SEP-2023 CMCS-
NBA.1C.m.OPT.M.B
Area Others
Number of sessions: 15
Academic year: 23-24
Degree course:
Number of credits: 3.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: BRIAN HALLETT

E-mail: [email protected]

Brian is a Photographer, Director, Visual Storyteller, and Advertising and

Content Strategist. Prior to this he spent 10 years in the public and private
sector before leaving the corporate world to pick up a camera and tell stories
with it.
As a creative professional Brian’s passion is to work with clients to create
campaigns which tell their Brand Stories through unique, high-impact
campaigns with authentic and powerful visual content. He brings to the table
over 20 years of experience in both the public and private sector. This journey
has led him to work and teach in over 40 different countries with numerous
international clients.
Brian brings an international flavor to his work. Having lived in five different
countries including 10 years in India and the last 18 years in Spain, his
experience in the Americas, Europe and Asia as an organizational insider as
well as external consultant have given him insight into Advertising and Branded
Content Creation, Consumer Behavior, Brand Identity, and emerging trends in
Visual and Digital Media.
Bringing to the table experience in the luxury, consumer, health care and
education sectors, Brian and his team have created a strong loyalty amongst
their clients, creating Advertising, Branded Content and Communications
campaigns for Brands such as Cartier, Hugo Boss, Coca Cola, Pepsi,
McDonald’s, Max Factor, Subway, ESPN, Patek Philippe, Hyundai, Mastercard,
BMW, Pantene and Max Factor, amongst many others.

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30th June 2023
 Brian has over 20 years of experience as a professor, trainer, and coach. He
has been an Adjunct Professor at IE University for almost 10 years teaching in
the Masters in Visual & Digital Media and the International MBA Program. He
has travelled to over 40 countries delivering Master Classes both in person and
online to over 50,000 participants on subjects such as Storytelling, Branded
Content, Brands Virality, and Curiosity & Innovation in Time of Crisis.
Website: http//:www.brianhallett.com
Website: http//:www.thebig.es
Instagram: https://www.instagram.com/brianhalletteyes/
LinkedIn: https://www.linkedin.com/in/brian-hallett-2b141630/

[email protected]

PREREQUISITES

SUBJECT DESCRIPTION

This course will allow students, through practical examples, to develop

advertising and content strategies for companies in the sector in which they
want to work, and carry out the creative management of those strategies.
Through practical experience and a review of the different decades of creativity
and companies, students will be able to present their own creative strategies
and manage all the creative parts of a brand strategy.

LEARNING OBJECTIVES

Our world is changing at an exponential rate. We are constantly bombarded by

content, both on and offline, which seeks to grab our attention and our loyalty.
The challenge that individuals, small businesses, corporations, and even
governments and nonprofits face is to get our attention, engage us and move
us to action.
But these days, advertising doesn’t just compete with other advertising, it
competes with everything online and everything else everywhere; with
entertainment, information, art, etc. Whatever grabs out attention. To effectively
reach our audiences, we have to reach people where they will spend the time
to engage with the content we produce. The content has to be relevant, worth
their time, and most importantly, it has to create value. Advertising has to
achieve the goal of starting conversations, engaging, creating communities and
has to be worthy of sharing. Not long ago, the main channel for advertising was
television commercials. Although they continue to be useful and effective, this
kind of advertising relies on a “push” model that disrupts the viewer’s attention.
As audiences shift to a reality in which they determine the content they will
view, when and where they will view it, and whether or not to share this content
with their own networks, push advertising is giving way to a “pull” methodology
in which the objective is not only to get people’s attention but to engage them.

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 From this reality sprung an entirely new genre of communication referred to as
Branded Content. It has its origins in early advertising models but has really
only come into its own with the shift to online digital marketing and the
prevalent use of social networks for consuming, viewing and sharing content.
This course is aimed at providing students with an immersion into the world of
advertising and content creation. The main objective is to develop the basic,
primary skills and understanding of a creative project manager and content
producer, capable of end-to-end creative management in the world of
Commercial Advertising, Branded Content and Brand Storytelling.
Advertising
In spite of the changing landscape in advertising and brand communication,
traditional advertising remains the predominant method of communicating with
customers. Television, radio, print and outdoor advertising remain to this day
the primary method of reaching potential clients in spite of the growing
presence of online and digital media channels. Traditional advertising is the
oldest form of brand communication and thus has been honed over hundreds
of years. The advances and changes in the last century, particularly over the
last 40 years, have shown a shift from typical commerce style advertising to
more brand focused ads which communicate through emotions, values, and
lifestyle. This tradition has allowed a blended environment where traditional
advertising, combined with new advances in Branded Content, create a potent
mixture of channels capable of reaching out to audiences in incredibly effective
ways.
Branded Content
Different changes in several areas - market, consumer, media ecosystem, as
well as sociocultural and economic ones - produced and/or accelerated by the
so called Digital Revolution, have both led to a profound evolution of the
marketing paradigm and leveraged consumers to an unprecedented level of
empowerment, transforming the way they relate with brands. This new
marketing paradigm, together with new media consumption habits, implies a
new way of communicating with consumers, in which traditional tools lose both
effectiveness and efficiency, ushering in new ones based on audiences’
freedom to access and consume content. This new way of communicating is
the essence of Branded Content, a marketing communication technique in
which brands become creators, producers and distributors of content, relevant
to their respective audiences, in a new model based on the pursuit of
engagement, on audiences’ choice of access and on a non-interruption/pull
approach.

TEACHING METHODOLOGY

IE University teaching method is defined by its collaborative, active, and applied nature. Students
actively participate in the whole process to build their knowledge and sharpen their skills.
Professor’s main role is to lead and guide students to achieve the learning objectives of the course.
This is done by engaging in a diverse range of teaching techniques and different types of learning
activities such as the following:
The course uses Experiential Education Techniques that combine active learning opportunities
followed by hands-on experiences and finally, extensive feedback and review processes.
Students will execute Individual Projects as well as Group Projects in which they will be responsible
for the development and execution of "real-life" exercises and production of campaigns.

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30th June 2023
Through games, activities, projects, production shoots, presentations and discussions students will
develop their ability to conceptualize, pitch, produce and commission commercial image-making
projects. A special emphasis will be placed on verbal communication of images as well as
storytelling in commercial image-making.

Learning Activity Weighting Estimated time a

student should
dedicate to prepare for
and participate in
Lectures 20.0 % 15.0 hours
Discussions 20.0 % 15.0 hours
Exercises in class, 20.0 % 15.0 hours
Asynchronous sessions,
Field Work
Group work 20.0 % 15.0 hours
Individual studying 20.0 % 15.0 hours
TOTAL 100.0 % 75.0 hours

PROGRAM

SESSIONS 1 - 2 (LIVE IN-PERSON)

Part I:
Sessions Activities:
- Course Expectations
- Learning expectations for this course
- Course Overview
- Overview of the course, methodology and expectations

Part II:
Class Title: Advertising today: the context of the turbulent and disruptive world of push and
pull
Learning Objectives:
- To understand the context of the turbulent and disruptive world of Advertising today.
- To explore the diversity of strategy and tactics in commercial advertising
- To examine a selection of images in terms of the stories they tell
Session Activities:
Lecture and discussion:
- History of Advertising
- Traditional Communications
- Branded Content
- Enter Branded Content
- The current reality of advertising, communications and branding
- The Changing Structure of the Advertising World New work paradigms, new types of teams
- The Advertising Funnel vs the Branded Content Funnel
- How does Advertising work?

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 - Anxiety advertising vs aspirational content
- Creating Brand Identity through Story, Look and Feel: examining both print and adfilms
- Examine images created by some of the most creative and expressive brands in the world.
How do images convey Brand Personality?

Reading to prepare for this class:

Materials included in the syllabus
Book Chapters: Excerpt from Epic Content Marketing: How to Tell a Different Story, Break Through
the Clutter, and Win More Customers by Marketing Less Joe Pullizi. (chapter 16) (ced)
Article: 20 Easy Tips to Build Visual Brand Identity (Canva)
Book Chapters: Landa, Robin; Advertising by Design: Generating and Designing Creative Ideas
Across Media, 2016 - Chapter 1. Advertising is...(ced)

SESSIONS 3 - 4 (LIVE IN-PERSON)

Lesson: Storytelling and Dynamic Value Change
In this session we will examine the meaning of story and how it applies in the commercial
world.
What is Storytelling in a commercial world?
Why do human beings tell stories?
What is the hero's journey and what role does it have in Brand Storytelling?
Dynamic Value Change
Why do so many attempts at telling Brand stories fail?
What makes a story compelling?
Why are narratives less effective than real stories in capturing audiences attention? - How can you
develop an authentic story?
Students will conduct an exercise in which they have to match the storytelling Dynamic Value
Change with a series of Branded Content pieces.
Students will examine and discuss the following:
What is the story of the Brand?
What is the dynamic value change?
Create a Branded Content Storytelling campaign which will drive ENGAGEMENT for the Brand
Identify the target audience
Identify the story you will tell
How will the content drive engagement?
What channels would you use?
Materials included in the syllabus
Materials included in the syllabus
Assignment details and specific reading assignments will be delivered during the class period.

SESSIONS 5 - 6 (LIVE IN-PERSON)

THE LANGUAGE OF IMAGES CREATING STILL AND MOVING IMAGES THAT TELL STORIES
This session focuses on the visual techniques as well as standards elements of design that go into
forming images. We will also see how we can select and combine different techniques together to
create unique styles and how these styles in turn create a visual story.
LEARNING OBJECTIVES:

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30th June 2023
To understand the visual elements used in image-making
To discover how visual language lends to storytelling
To examine how combining elements and techniques creates voice and style

ACTIVITIES:
Presentation and Class Discussion of concepts:
What is storytelling?
Why do you humans tell stories?
Developing intentions to use image-making to investigate the world, interpret subject matter and
formulate concepts
Understanding the Language of Image-making as applied to advertising
Creating Brand style and voice

SESSIONS 7 - 8 (LIVE IN-PERSON)

Class title: The Creative Pitch
Learning Objectives:
To discover the purpose of the Creative Pitch and what makes them a such a powerful tool
To demonstrate the ability to create a complete Creative Pitch from end to end, with all of its
components
To understand the role of Brand Storytelling in advertising and the image-making concepts
To prepare a brief Brand Personality Analysis for the client
To identify and analyze the brand personality traits, brand history and other aspects
Sessions Activities:
Lecture and discussion:
The Creative Pitch
Purpose of the Creative Pitch
What is meant by a ”the Deck”?
Research and its role in Advertising Strategy.
Creating a powerful and effective Pitch
Brand Positioning, Brand Personality, and Brand Archetypes in Campaign Design
Examining sample Brand Personality Architecture and Brand Personality Statements
Formulas for Writing a Brand Personality Statement/Brand Architecture
Element of the Creative Pitch:
Developing the Strategy
Identifying Tactics
Brand Archetypes
Brand Positioning Statement
Dissecting Brand Personality
Brand Archetypes & Color Archetypes
Methodologies for understanding Brands in order to develop Creative Concepts
The Mood Board
Concept Creation
The Mind-map

Materials in preparation for this class:

Materials included in the syllabus
Multimedia Material: Video : View the following video: The Biggest Obstacles to Pitching Creative
Work (Google Drive)
Article: Brand Circle: Getting Your Brand Just Right (Creative Business Blog, September 2, 2010)

SESSIONS 9 - 10 (LIVE IN-PERSON)

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Class title: Developing and Presenting the Creative Pitch
Learning Objectives:
To experience the presentation of a Creative Pitch which wins clients and projects
Activities:
Students groups present their Creative Pitches for an Advertising Campaign
The professor and the other students will provide questions and feedback on the Creative Pitch
presentation and deck

SESSION 11 (LIVE IN-PERSON)

Lesson: The Branded Content Funnel and the Customer Journey
Online Activity: The Customer Journey through the Branded Content World
Customer Journey: Understanding the relationship between the Customer Journey and the
potential tactics used at each successive point

SESSION 12 (LIVE IN-PERSON)

Lesson: What Makes Brands Go Viral
What makes online Branded Content Campaigns go Viral?
What do all viral campaigns have in common and what elements make them unique?
What is the structure of virality with respect to traditional forms of dissemination?
The best examples of viral Branded Content out there
What role does social influence have in shaping the choices we make?
What kinds of content do we simply view, vs the content that we like or share?
What does the future hold for online viral content?
Emotional Triggers and Social Currency

Examples
Activity: students will create a viral campaign concept based upon the learnings in class.
Materials included in the syllabus
Book Chapters: Excerpts from Berger, J: Contagious: Why Things Catch on

SESSIONS 13 - 14 (LIVE IN-PERSON)

Lesson: Brand Ambassador Creative Pitch
Activity: Students will present their Creative Pitches in class and receive feedback from their peers
and the professor.

SESSION 15 (LIVE IN-PERSON)

CLASS TITLE: PRESENTATION OF FINAL PROJECTS
LEARNING OBJECTIVES:
Sharing and feedback on final group projects
1. Review of final projects
2. What have we learned?

EVALUATION CRITERIA

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30th June 2023
ORIGINAL MATERIAL: Unless otherwise stated by the professor, all material produced for this
class by the students must be original material and must be produced for this class and during the
period of this class. Any material that is submitted from previous work, whether it was made by the
students or by others, will be considered "non-original" work and may result in the student receiving
a "0" on the assignment and/or an incomplete or failing grade in the class.
MILESTONES
EVALUATION OF INDIVIDUAL PARTICIPATION AND ATTENDANCE:
Attendance will be graded according to the sign-in sheets provided at the beginning of each
session.
An absence will be counted as a "zero" for that particular class. Consideration for the reasons for
the absence will be taken into account on a case by case basis. An "excused absence" will only be
granted under special circumstances and supporting documentation may be required. Right of
refusal for the excuse of an absence is at the sole discretion of the professor.
Online forums and discussion groups will take place and participation in these forums will also
count towards the participation grade.
BRAND AMBASSADOR CREATIVE PITCH: Using the techniques discussed around the Creative
Pitch and the Creative Pitch process, students will present a pitch to develop a brand ambassador
program for a particular brand.
BRAND AMBASSADOR PROJECT: During a one week period students will participate in a live and
in real time online activity in which they will represent a Brand Ambassador Program as if they were
Ambassadors of the Brand. They will be responsable for all of the content creation and posts
including the use of self-produced videos, photos, GIFs, infographics and other audiovisual
materials.
ADVERTISING CREATIVE PITCH: Student groups will present a Branded Content Creative pitch
for a video based branded content series.
ADVERTISING FINAL PROJECTS: Students will execute the video based project proposed in their
Creative Pitches and then present those projects to the entire class.
INDIVIDUAL PROJECTS
Throughout the course, Individual Projects will be assigned which permit the students to develop
their skills and aptitudes in brand analysis, branded content campaign creation, and production of
photography, video and other content. Students will be required to execute projects and turn in the
final work for review. The Individual Projects will be progressively more challenging and require
students to understand and execute turnkey audiovisual projetcs which require students to create
original and unique campaigns, utilize a variety of different types of composition, lighting styles,
understand different types of lighting, conceive, as well as to shoot and edit video in a creative way
that tells a story.
Students will be required to execute the projects in a timely manner. Please keep in mind that many
exercises require the use of professional or semi-professional equipment including lighting and
camera gear. Those students who do not possess their own equipment may coordinate with the IE
Media Lab to reserve and check out equipment as per the assignments. Failure to acquire the
necessary equipment will not be considered as an excuse not to complete the assignment. In many
cases, students check out equipment in groups even for the individual assignments and then share
the equipment amongst themselves.
GROUP PROJECTS:
Throughout the course, Group Projects will be assigned which require students to work in a group
to conceptualize, produce and execute projects. Group projects, unlike Individual Projects, permit
students to collaborate and learn from each other, increasing the overall level of all the students.
The same rules regarding reserving and checking out equipment apply to Individual Projects as well
as Group Projects.

criteria percentage Learning Comments

Objectives

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30th June 2023
 Branded Content 15 %
Creative Pitch
Branded Content 30 %
Project
Advertising Pitch 15 %
Advertising Project 25 %
Class Participation 15 %

RE-SIT / RE-TAKE POLICY

Each student has four (4) chances to pass any given course distributed over two (2) consecutive
academic years. Each academic year consists of two calls: one (1) ordinary call (during the
semester when the course is taking place); and one (1) extraordinary call (or “re-sit”) in June/July.
Students who do not comply with the 70% attendance requirement in each subject during the
semester will automatically fail both calls (ordinary and extraordinary) for that Academic Year and
have to re-take the course (i.e., re-enroll) during the next Academic Year.
The Extraordinary Call Evaluation criteria will be subject to the following rules:
Students failing the course in the ordinary call (during the semester) will have to re-sit evaluation for
the course in June / July (except those students who do not comply with the attendance rule, and
therefore will not have that opportunity, since they will fail both calls and must directly re-enroll in
the course during the next Academic Year).
It is not permitted to change the format nor the date of the extraordinary call exams or deadlines
under any circumstance. All extraordinary call evaluation dates will be announced in advance and
must be taken into consideration before planning the summer (e.g. internships, trips, holidays, etc.)
The June/July re-sit will consist of a comprehensive evaluation of the course. Your final grade for
the course will depend on the performance in this exam or evaluation only. I.e., continuous
evaluation over the semester (e.g. participation, quizzes, projects and/or other grade components
over the semester) will not be taken into consideration on the extraordinary call. Students will have
to achieve the minimum passing grade of 5 and the maximum grade will be capped at 8.0 (out of
10.0) – i.e., “notable” in the extraordinary call.
Re-takers: Students who failed the subject on a previous Academic Year and are now re-enrolled
as re-takers in a course will need to check the syllabus of the assigned professor, as well as
contact the professor individually, regarding the specific evaluation criteria for them as re-takers in
the course during that semester (ordinary call of that Academic Year). The maximum grade that
may be obtained as a retaker during the ordinary call (i.e., the 3rd call) is 10.0 (out of 10.0).
After exams and other assessments are graded by the professor (on either the ordinary or
extraordinary call), students will have a possibility to attend a review session (whether it be a final
exam, a final project, or the final overall grade in a given course). Please be available to attend the
session in order to clarify any concerns you might have regarding your grade. Your professor will
inform you about the time and place of the review session.
Students failing more than 18 ECTS credits after the June/July re-sits will be asked to leave the
Program. Please, make sure to prepare yourself well for the exams in order to pass your failed
subjects.
In case you decide to skip the opportunity to re-sit for an exam or evaluation during the June/July
extraordinary call, you will need to enroll in that course again for the next Academic Year as a re-
taker, and pay the corresponding tuition fees. As you know, students have a total of four (4) allowed
calls to pass a given subject or course, in order to remain in the program.

BEHAVIOR RULES

Please, check the University's Code of Conduct here. The Program Director may
provide further indications.
BEHAVIOUR IN CLASS:

9
30th June 2023
 1. Be on time: Students arriving after roll call has been taken will be marked as
“Absent”.
Only students that notify in advance in writing that they will be late for a specific
session may be granted an exception (at the discretion of the professor).
2. Do not leave the room during the session. If a student leaves the room
during lectures, he/she will not be allowed to re-enter and, therefore, will be
marked as “Absent”. Students who need to use the restroom may do so during
the break, not in the middle of the class session. Exceptions will be made for
students with special needs. Only students that notify that they have a special
reason to leave the session early will be granted an exception (at the discretion
of the professor).
3. Do not engage in side conversation. As a sign of respect toward the person
presenting the lecture (the teacher as well as fellow students), side
conversations are not allowed. If you have a question, raise your hand and ask
it. It you do not want to ask it during the lecture, feel free to approach your
teacher after class.
If a student is disrupting the flow of the session, he/she will be asked to leave
the classroom and, consequently, will be marked as “Absent”.
4. Use of laptops, cellphones, tablets and other technology is strictly prohibited
except when it is for course-related purposes. The use of laptops during the
sessions must be authorized by the professor. The use of Social Media or
accessing any type of content not related to the session is penalized. The
student will be asked to leave the room and, consequently, will be marked as
“Absent”.

ATTENDANCE POLICY

Please, check the University's Attendance Policy here. The Program Director may
provide further indications.

ETHICAL POLICY

Please, check the University's Ethics Code here. The Program Director may
provide further indications.

10
30th June 2023
 CUSTOMER CENTRICITY FOR GROWTH
Grado en Administración de Empresas / Bachelor in
Business Administration BBA SEP-2023 CCG-
NBA.1C.p.OPT.M.A
Area Marketing and Communication
Number of sessions: 30
Academic year: 23-24
Degree course:
Number of credits: 6.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: CELIA VELÁZQUEZ SANTIAGO

E-mail: [email protected]

Consumer insights professional unlocking the power of insights and data to help companies
understand their customers and influence their strategies accordingly at a Global level.
Working in the Market Research and Insights industry since 2014.
Proffesional Experience:
- From 2014: Working at Europanel, one of the leading market research agencies globally.
JointVenture between GFK and Kantar, part of the WPP group.
- From 2018: Consumer Insights Director in the Business Intelligence and Knowledge & Insights
division of the Coca Cola Global Account, acting on market and competitive data to extract key
trends and identify emerging business opportunities or risks to support sales growth, customer
retention and asset productivity. Working with brands such as Coca-Cola, Fanta, Sprite,
Innocent, Monster, Costa Coffee, Vitamin Water...
- From 2014: Worked for the Unilever Global account, in the Personal Care division building
category & brand awareness for Dove, Axe, Rexona, Sunsilk... to identify key influencers to
market performance. Worked in the Refreshments division with brands such as Ben&Jerrys,
Magnum, Wall´s...

Educational Background:
- 2012-2013: Masters in International Management at IE Business School, with a specialization
in International Business
- 2009-2012: Bachelor’s degree in Market Analysis and Research at San Pablo CEU University.
- 2006-2009: Bachelor’s degree in Business Studies at San Pablo CEU University.
[email protected]

1
Edited by Documentation
28th June 2023
PREREQUISITES

SUBJECT DESCRIPTION

Customer centricity is a strategy to fundamentally align a company´s products

and services with the wants and needs of its most valuable consumers. That
strategy has a specific aim: more profits for the long term. This course will give
students a clear and concise understanding of what customer centricity is and
isn’t; to help understand why a customer-centric outlook might prove crucial to
the bottom-line success in today´s fast and competitive environment.

LEARNING OBJECTIVES

- Develop a customer-centric strategy for an organization

- Understand the right way to think about customer lifetime value (CLV)
- Make informed investments in sales, marketing and customer service
- Fine tune investments in customer acquisition, retention, and development
tactics based on customer heterogeneity
- Foster a culture that sustains customer centricity, and also understand the link
between CLV and market valuation
- Understand customer relationship management (CRM) systems, as they are a
vital underpinning for all these areas through the valuable insights they provide
- Learn about increasing the net value exchanged at customer interactions
- Approaches to customer segmentation, classification and profiling
- Understand how healthy is your customer base and how realistic are growth
objectives
- Identify what is important to your high-value customers and which products
help you acquire and retain your best customers

TEACHING METHODOLOGY

IE University teaching method is defined by its collaborative, active, and applied nature. Students
actively participate in the whole process to build their knowledge and sharpen their skills.
Professor’s main role is to lead and guide students to achieve the learning objectives of the course.
This is done by engaging in a diverse range of teaching techniques and different types of learning
activities such as the following:

Learning Activity Weighting Estimated time a

student should
dedicate to prepare for
and participate in
Lectures 20.0 % 30.0 hours
Discussions 13.33 % 20.0 hours
Exercises in class, 13.33 % 20.0 hours
Asynchronous sessions,
Field Work
Group work 20.0 % 30.0 hours

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28th June 2023
 Individual studying 33.33 % 50.0 hours
TOTAL 100.0 % 150.0 hours

PROGRAM

SESSION 1 (LIVE IN-PERSON)

Product Centricity
- Introduction to the course
- What is product centricity?
- Why are there cracks in the foundation of product centricity?

SESSION 2 (LIVE IN-PERSON)

Customer Centricity
- What is customer centricity?
- What are the challenges associated with customer centricity?
- What about your other customers?

SESSION 3 (LIVE IN-PERSON)

The Value of Customer Centricity
- The concept of value
- Business expectations and performance metrics
- Revenue generation, decreasing costs, reducing risks and improving productivity
- Enhancing the customer experience

SESSION 4 (LIVE IN-PERSON)

What and Who is a Customer?
- Defining the concept of customer
- Different definitions for different purposes
- How many customers do you have?

SESSION 5 (LIVE IN-PERSON)

How Different are you Customers?
- Behavior of the pool of customers that lies behind the numbers
- What changed since last period?
- Drilling Drown into Same-Customer Performance

SESSION 6 (LIVE IN-PERSON)

Patterns of Customer Behavior
- Qualitative research

3
28th June 2023
- Quantitative research
- Tracking Buyer Behavior
- Influencing Customer Behavior

SESSION 7 (LIVE IN-PERSON)

How does Customer Behavior Evolve?
- Exploring the underlying patterns
- Understanding the evolution of purchase incidence

SESSION 8 (LIVE IN-PERSON)

Customer Profiling
- What is customer profiling?
- Profiling and Personas
- Using customer profiles
- Improving marketing effectiveness

SESSION 9 (LIVE IN-PERSON)

Customer Data Analytics
- Customer segmentation and classification
- Analysis techniques and methods
- Market basket analysis
- Link Analysis
- Decision tress

SESSION 10 (LIVE IN-PERSON)

Customer Lifetime Value
- What is Customer Lifetime Value (CLV)
- What can CLV do for your company?

SESSION 11 (LIVE IN-PERSON)

Maximize Customer Value
- The importance of CLV
- CLV mistakes

SESSION 12 (LIVE IN-PERSON)

Customer Acquisition and Growing Your Best Customer Base
- Understanding customer goodness and celebrating customer diversity
- Fishing for the best customers
- Strategies and tactics to acquire new customers
- Why you should be wary of demographics and personas

4
28th June 2023
SESSION 13 (LIVE IN-PERSON)
Using Customer Centricity to Tune Retention and Development Tactics
- How firms develop their customers
- Retention and development

SESSION 14 (LIVE IN-PERSON)

CRM: The First Step Towards Customer Centricity
- How does customer relationship management serve customer centricity?
- What is CRM and what should it actually do?
- Why is CRM just the first step towards success in customer centricity?

SESSION 15 (LIVE IN-PERSON)

CRM’s Place in Creating a Value-Based Strategy
- Integrating CLV into CRM
- CRM across companies
- Developing your CRM to support a customer-centric strategy

SESSION 16 (LIVE IN-PERSON)

How Healthy is Our Customer Base?
- Understanding the evolution of annual performance
- Customer Acquisition, Retention and Development

SESSION 17 (LIVE IN-PERSON)

Bringing Back the Product Dimension
- Understanding Customer Differences in one period
- Exploring category performance given customer visibility
- Understanding customer differences in product purchasing over time
- Exploring category purchasing and VTD

SESSION 18 (LIVE IN-PERSON)

From Audit to Action
- How to go from Audit to action
- Customer centric planning
- Introduction to simulator

SESSIONS 19 - 22 (LIVE IN-PERSON)

SIMULATOR

5
28th June 2023
A highly interactive experience that teaches participants how to make data-driven decisions to
maximize customer lifetime value. Participants play the role of a CMO tasked with making real-
world tactical and strategic decisions about customer acquisition, retention, and development. Their
key objective is to increase corporate market valuation by maximizing customer value. Participants
will work on teams of 4-6 people

Multimedia Material: Customer Centricity Simulation (2023, The Wharton School, The University of
Pennsylvania.)

SESSIONS 23 - 24 (LIVE IN-PERSON)

SIMULATOR debrief (1)
All the groups to share learnings, challenges and feedback from the simulator´s experience

SESSION 25 (LIVE IN-PERSON)

Customer Touch Points and The Exchange of Value
- Understanding customer interations
- Types of customer touch points
- The conceptual exchange of value
- Mapping the customer´s journey

SESSION 26 (LIVE IN-PERSON)

Organizing Data for Customer Centricity
- The need for data organization
- Organizing entity and identity data
- Managing data

SESSION 27 (LIVE IN-PERSON)

Making Customer Centricity Pervasive in The Company
- Incentivize good behaviour through recognition and reward
- Align operational and organizational interfaces
- Developing the program plan

SESSION 28 (LIVE IN-PERSON)

The Role of Customer Centricity in Corporate Valuation
- Methods of firm valuation
- The BE versus CE debate
- Recognizing when the growth phase is behind you

SESSION 29 (LIVE IN-PERSON)

Agile Change Management and Customer Centricity
- Adapting the agile methodology for customer centricity

6
28th June 2023
- The Los Angeles Dodgers Case: A home run for customer centricity

SESSION 30 (LIVE IN-PERSON)

FINAL EXAM – F2F
Written examination. Multiple choice questions

EVALUATION CRITERIA

criteria percentage Learning Comments

Objectives
Final Exam 50 % Written
examination.
Multiple choice
questions
Simulator 40 % The simulator
offers the ability to
deeply analyze
various
performance
metrics in order to
inform future
strategic
decisions, and
invariably proves
to be a
determining factor
in their success (or
failure)
Class Participation 10 % It is important to
be participative
and proactive
frequently during
classes.
Attendance is
mandatory and it
won´t contribute to
the final grade

RE-SIT / RE-TAKE POLICY

Each student has four (4) chances to pass any given course distributed over two (2) consecutive
academic years. Each academic year consists of two calls: one (1) ordinary call (during the
semester when the course is taking place); and one (1) extraordinary call (or “re-sit”) in June/July.
Students who do not comply with the 70% attendance requirement in each subject during the
semester will automatically fail both calls (ordinary and extraordinary) for that Academic Year and
have to re-take the course (i.e., re-enroll) during the next Academic Year.
The Extraordinary Call Evaluation criteria will be subject to the following rules:

7
28th June 2023
Students failing the course in the ordinary call (during the semester) will have to re-sit evaluation for
the course in June / July (except those students who do not comply with the attendance rule, and
therefore will not have that opportunity, since they will fail both calls and must directly re-enroll in
the course during the next Academic Year).
It is not permitted to change the format nor the date of the extraordinary call exams or deadlines
under any circumstance. All extraordinary call evaluation dates will be announced in advance and
must be taken into consideration before planning the summer (e.g. internships, trips, holidays, etc.)
The June/July re-sit will consist of a comprehensive evaluation of the course. Your final grade for
the course will depend on the performance in this exam or evaluation only. I.e., continuous
evaluation over the semester (e.g. participation, quizzes, projects and/or other grade components
over the semester) will not be taken into consideration on the extraordinary call. Students will have
to achieve the minimum passing grade of 5 and the maximum grade will be capped at 8.0 (out of
10.0) – i.e., “notable” in the extraordinary call.
Re-takers: Students who failed the subject on a previous Academic Year and are now re-enrolled
as re-takers in a course will need to check the syllabus of the assigned professor, as well as
contact the professor individually, regarding the specific evaluation criteria for them as re-takers in
the course during that semester (ordinary call of that Academic Year). The maximum grade that
may be obtained as a retaker during the ordinary call (i.e., the 3rd call) is 10.0 (out of 10.0).
After exams and other assessments are graded by the professor (on either the ordinary or
extraordinary call), students will have a possibility to attend a review session (whether it be a final
exam, a final project, or the final overall grade in a given course). Please be available to attend the
session in order to clarify any concerns you might have regarding your grade. Your professor will
inform you about the time and place of the review session.
Students failing more than 18 ECTS credits after the June/July re-sits will be asked to leave the
Program. Please, make sure to prepare yourself well for the exams in order to pass your failed
subjects.
In case you decide to skip the opportunity to re-sit for an exam or evaluation during the June/July
extraordinary call, you will need to enroll in that course again for the next Academic Year as a
retaker, and pay the corresponding tuition fees. As you know, students have a total of four (4)
allowed calls to pass a given subject or course, in order to remain in the program.

BIBLIOGRAPHY
Recommended
- Peter Fader. Customer Centricity: Focus on the Right Customers for Strategic
Advantage. ISBN 9781613631027 (Digital)
- Peter Fader and Sarah Toms. The Customer Centricity Playbook. ISBN
9781613630907 (Digital)
- David Loshin Abie Reifer. Using Information to Develop a Culture of Customer
Centricity. ISBN 9780124105430 (Digital)
- Bruce Hardie, Michael Ross, Peter Fader. The Customer-Base Audit. ISBN
9781613631607 (Digital)

BEHAVIOR RULES

Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

ATTENDANCE POLICY

8
28th June 2023
Please, check the University's Attendance Policy here. The Program Director may
provide further indications.

ETHICAL POLICY

Please, check the University's Ethics Code here. The Program Director may
provide further indications.

9
28th June 2023
 CUSTOMER EXPERIENCE AND INNOVATION
Grado en Administración de Empresas / Bachelor in
Business Administration BBA SEP-2023 CEI-
NBA.1C.m.OPT.M.A
Area Others
Number of sessions: 30
Academic year: 23-24
Degree course:
Number of credits: 6.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: SANDRA PINA AMENOS

E-mail: [email protected]

Sandra Pina has a wide experience as an innovation& marketing specialist,

and also as a sustainability expert.
At Kelloggs Spain, she managed 60% of the Spanish total business, managing
all adult and familiar Kelloggs brands -like Special K, Cornflakes or All Bran-,
developing revolutionary marketing campaigns as "Special K 15 days plans" or
"Momento All-Bran". Also she leaded not only the launch of a wide &
successful innovative range of products in Spain -as per SK bars-, but she also
developed the innovation of Continental Europe for Snacks and All-Bran.
She was also Marketing and Sales Director for Prisa Innova, the largest
Spanish media group, developing the innovation to be launched within the
different European newspapers.
Additionally, Sandra worked in London for the Danone Group, managing one of
the most recognized English brands around the world: Lea & Perrins
Worcestershire Sauce. Additionally based in Barcelona, at Danone yoghurts
business, she was responsible for the innovation of Health products area,
amongst other duties.
Sandra is now the General Manager of Quiero, a pioneer platform in Spain at
the equation of business and sustainability. Quiero ?s purpose is to generate
positive impact. Quiero does that through projects that bring together
companies &brands, administration, NGO ?s and Foundations that seek to
transform themselves and also through projects that Quiero creates, leads and
finances like Sustainable Brands (SB) Madrid. SB is the global leading platform
in the equation of sustainability, brands and businesses. Sandra has clients like
Coke, Heineken, Unicef, Danone, Samsung, Red Cross, etc.
Sandra is part of the Global Advisory Board of Sustainable Brands, the leading
global platform of brands&sustainability.

1
Edited by Documentation
12th July 2023
 Sandra is Associated Professor for the IE Business School, apart from
developing programs of Marketing, Innovation & sustainability for various
multinationals and institutions. She is a usual speaker in many innovation and
business forums, like BNEW Barcelona or Club of Rome.
Sandra is Lic&MBA by ESADE. She did also the superior program of
Communication and Management from IE or the Building of Talent Program of
Lausanne, amongst many other.
Sandra is married and has two children.

[email protected]

PREREQUISITES

n/a

SUBJECT DESCRIPTION

Nowadays it is key not only to give a good customer service, but to provide with
the best customer experience, ensuring the customer is at the centre.
Customer experience is clearly linked to competitive advantadge and
innovation, which allows companies to reinforce customer loyalty and transform
clients in real ambassadors. To make this happen, the company needs to
satisfy properly the expectations of their target ensuring that interactions are
transformed in differential moments and attributes to its products/services/
innovation.
At the same time, The leading firms are known by having innovation built into
their DNA. Thus, the innovation is listed as a necessary strategy to grow
according to most of the annual reports of Fortune 100 companies. However,
the term Innovation is often used incorrectly and few companies are able to
carry out successful innovation and success rate is extremely low.

LEARNING OBJECTIVES

- Vision the strategic role of Customer experience and Innovation in the company
- Give the necessary tools to analyze the existing relation model with the customers
- Design new relational models with clients that deliver positive and successful customer
experiences
- Get to know emotional marketing tools
- Being able to apply the planning and execution process of Product Innovation in the company
- Understand and being able to adequately integrate the role that creativity plays in innovation
processes in the company

TEACHING METHODOLOGY

2
12th July 2023
IE University teaching method is defined by its collaborative, active, and applied nature. Students
actively participate in the whole process to build their knowledge and sharpen their skills.
Professor’s main role is to lead and guide students to achieve the learning objectives of the course.
This is done by engaging in a diverse range of teaching techniques and different types of learning
activities such as the following:

Learning Activity Weighting Estimated time a

student should
dedicate to prepare for
and participate in
Lectures 20.0 % 30.0 hours
Discussions 13.33 % 20.0 hours
Exercises in class, 4.0 % 6.0 hours
Asynchronous sessions,
Field Work
Group work 36.0 % 54.0 hours
Individual studying 26.67 % 40.0 hours
TOTAL 100.0 % 150.0 hours

PROGRAM

SESSION 1 (LIVE IN-PERSON)

Customer experience: core of the business strategy. (1st part)

SESSION 2 (LIVE IN-PERSON)

Customer experience: core of the business strategy. (2nd part)
Article: Marketing Reading: Creating Customer Value (HBS 8176-PDF-ENG)

SESSION 3 (LIVE IN-PERSON)

Client knowledge as the base for experience design. Insights. (1st part)

SESSION 4 (LIVE IN-PERSON)

Client knowledge as the base for experience design. Insights. (2nd part)

SESSION 5 (LIVE IN-PERSON)

Innovative design of the experience. Design of the Customer Journey Map.

SESSION 6 (LIVE IN-PERSON)

Emotional and sensory experience. Role of technology.

SESSION 7 (LIVE IN-PERSON)

PRACTICAL CASE IN GROUP: PEPPERFRY
Practical Case: Pepperfry.com: Marketing to Manage Customer Experience (HBS W17332-PDF-

3
12th July 2023
ENG)

SESSION 8 (LIVE IN-PERSON)

Consumer thoughts within the service/product experience. Storytelling. Branded content.(1st part)

SESSION 9 (LIVE IN-PERSON)

Consumer thoughts within the product/service experience. Storytelling. Branded content. (2nd part)

SESSION 10 (LIVE IN-PERSON)

Activation and Participative experiences.

SESSION 11 (LIVE IN-PERSON)

Employees as experience generators.

SESSION 12 (LIVE IN-PERSON)

Measuring client experience

SESSION 13 (LIVE IN-PERSON)

PRACTICAL CASE IN GROUP: UBER
Practical Case: Uber:Applying Machine Learning to Improve the Customer Experience (HBS
KE1161-PDF-ENG)

SESSION 14 (LIVE IN-PERSON)

INDIVIDUAL EXAM 1: CUSTOMER EXPERIENCE

SESSION 15 (LIVE IN-PERSON)

Innovation meaning & importance. Connection to Customer Experience.

SESSION 16 (ASYNCHRONOUS)
Innovation meaning and importance. Innovation type.

SESSION 17 (LIVE IN-PERSON)

Strategic Innovation Dimensions.

SESSION 18 (LIVE IN-PERSON)

Innovation product process and Creativity integration.
Technical note: New Product Commercialization: Common Mistakes (HBS 594127-PDF-ENG)
*Publish before Class

4
12th July 2023
SESSION 19 (LIVE IN-PERSON)
IDEO PRACTICAL CASE study in group: Product innovation process
Practical Case: IDEO Product Development (HBS 600143-PDF-ENG)

SESSION 20 (LIVE IN-PERSON)

Creativity & Concept Development

SESSION 21 (LIVE IN-PERSON)

PRACTICAL CASE IN GROUP: P&G Japan, The SK-II Globalization Project
Development of product innovation.
Practical Case: P&G Japan: The SK-II Globalization Project (HBS 303003-PDF-ENG)

SESSION 22 (LIVE IN-PERSON)

Launch & post-launch of product innovation

SESSION 23 (ASYNCHRONOUS)
Service Innovation.Business Model Innovation

SESSION 24 (LIVE IN-PERSON)

Organizational culture: key to innovation and change management. (1st part)

SESSION 25 (LIVE IN-PERSON)

INDIVIDUAL EXAM 2: INNOVATION

SESSION 26 (ASYNCHRONOUS)
Organizational culture: key to innovation and change management. (2nd part)

SESSION 27 (LIVE IN-PERSON)

What´s coming in Innovation. (1st part).

SESSION 28 (LIVE IN-PERSON)

What´s coming in innovation. (2nd part). Moonshot thinking

SESSIONS 29 - 30 (LIVE IN-PERSON)

PRESENTATIONS OF GROUP FINAL WORK

EVALUATION CRITERIA

5
12th July 2023
 criteria percentage Learning Comments
Objectives
Exam 1 customer 18 %
experience
Exam 2 innovation 18 %
Cases Group 28 %
Work during the
course
Final innovation 20 %
Group Project &
Presentation
Individual Class 16 %
Participation

RE-SIT / RE-TAKE POLICY

Each student has four (4) chances to pass any given course distributed over two (2) consecutive
academic years. Each academic year consists of two calls: one (1) ordinary call (during the
semester when the course is taking place); and one (1) extraordinary call (or “re-sit”) in June/July.

Students who do not comply with the 70% attendance requirement in each subject during the
semester will automatically fail both calls (ordinary and extraordinary) for that Academic Year and
have to re-take the course (i.e., re-enroll) during the next Academic Year.
The Extraordinary Call Evaluation criteria will be subject to the following rules:
- Students failing the course in the ordinary call (during the semester) will have to re-sit evaluation
for the course in June / July (except those students who do not comply with the attendance rule,
and therefore will not have that opportunity, since they will fail both calls and must directly re-enroll
in the course during the next Academic Year).
- It is not permitted to change the format nor the date of the extraordinary call exams or deadlines
under any circumstance. All extraordinary call evaluation dates will be announced in advance and
must be taken into consideration before planning the summer (e.g. internships, trips, holidays, etc.)
- The June/July re-sit will consist of a comprehensive evaluation of the course. Your final grade for
the course will depend on the performance in this exam or evaluation only. I.e., continuous
evaluation over the semester (e.g. participation, quizzes, projects and/or other grade components
over the semester) will not be taken into consideration on the extraordinary call. Students will have
to achieve the minimum passing grade of 5 and the maximum grade will be capped at 8.0 (out of
10.0) – i.e., “notable” in the extraordinary call.
- Re-takers: Students who failed the subject on a previous Academic Year and are now re- enrolled
as re-takers in a course will need to check the syllabus of the assigned professor, as well as
contact the professor individually, regarding the specific evaluation criteria for them as re-takers in
the course during that semester (ordinary call of that Academic Year). The maximum grade that
may be obtained as a retaker during the ordinary call (i.e., the 3rd call) is 10.0 (out of 10.0).
After exams and other assessments are graded by the professor (on either the ordinary or
extraordinary call), students will have a possibility to attend a review session (whether it be a final
exam, a final project, or the final overall grade in a given course). Please be available to attend the
session in order to clarify any concerns you might have regarding your grade. Your professor will
inform you about the time and place of the review session.
Students failing more than 18 ECTS credits after the June/July re-sits will be asked to leave the
Program. Please, make sure to prepare yourself well for the exams in order to pass your failed
subjects.
In case you decide to skip the opportunity to re-sit for an exam or evaluation during the June/July
extraordinary call, you will need to enroll in that course again for the next Academic Year as a re-
taker, and pay the corresponding tuition fees. As you know, students have a total of four (4) allowed
calls to pass a given subject or course, in order to remain in the program.

6
12th July 2023
BEHAVIOR RULES

Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

ATTENDANCE POLICY

Please, check the University's Attendance Policy here. The Program Director may
provide further indications.

ETHICAL POLICY

Please, check the University's Ethics Code here. The Program Director may
provide further indications.

7
12th July 2023
 CUSTOMER INSIGHTS AND BEHAVIOR
Grado en Administración de Empresas / Bachelor in
Business Administration BBA SEP-2023 CUB-
NBA.1C.m.OPT.M.A
Area Others
Number of sessions: 15
Academic year: 23-24
Degree course:
Number of credits: 3.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: MARTA MARTÍN MORENO

E-mail: [email protected]

Professor Martin Moreno has over 20 years of international experience in

marketing, with emphasis on product development, communications, retail,
consumer behavior and loyalty. Marta has held management positions at
KIMBERLY-CLARK (US and London), TUPPERWARE EUROPE (Belgium),
SARA LEE INTERNATIONAL (Belgium) and CARREFOUR (Spain).
She graduated in Business Administration at ICADE, and has a Master in
Business Administration from Thunderbird Graduate School of Management,
Arizona. Currently she is a PhD candidate working on her thesis in marketing.
She is also a professor of the master MIM at IE and Marketing Strategy at
ICADE.

She has given lectures at the master in "Talent Marketing" at the Universidad
Pontificia Comillas, and Master in Distribution at CECO. Marta is fluent in
Spanish, English and French.

[email protected]

PREREQUISITES

SUBJECT DESCRIPTION

1
Edited by Documentation
26th June 2023
 Contemporary approaches to business emphasize the importance of adopting
a consumer focus. Marketing, in particular, is a consumer-driven function that
begins and ends with the consumer—from recognizing his or her needs to
ensuring post-purchase satisfaction. In this course you will enhance your
understanding of consumer behaviour, that is how and why people choose,
use, and evaluate goods and services. The success of many companies and
nonprofit organizations in genuine insights into the minds, hearts, and
behaviors of consumers. Which product is going to be a hit, and which one is
going to flop? Which aging brand can be revived, and which one is doomed to
die? Whats the next big market trend? How does a business become more
relevant to consumers? These are just a few of the many questions that
businesses constantly face and that require genuine consumer insights. To
gain a comprehensive understanding of consumer insights and behaviour
different consumption companies and consumption situations (e.g., individual
consumption, group consumption) will be studied.

LEARNING OBJECTIVES

The objective of the course is to provide key tools and frameworks for analyzing consumer behavior
in order to solve marketing problems and define effective marketing strategy. Specifically, you will:
- To better Understand the consumer and its decision process .
- To Learn about relevant theories and research in behavioral sciences (e.g., psychology,
sociolog,..) to study consumer behavior
- To Apply consumer behavior for developing and evaluating marketing strategies.
This course is intended for those interested in careers in brand management,
advertising management, marketing management, and consulting. However,
most of the issues covered are of further interest because in trying to
understand consumers we ultimately seek to understand ourselves
We will use reading materials, case discussions, in-class examples and
practical exercises as means to apply the principles learned during the lectures
to real-world consumer behavior problems. In addition, you will be part of a
team and conduct a consumer research project of your choice. For this
purpose, you will choose a product category and design a strategy to get
insight into the relationship between customers and products and improve this
relationship.

TEACHING METHODOLOGY

IE University teaching method is defined by its collaborative, active, and applied nature. Students
actively participate in the whole process to build their knowledge and sharpen their skills.
Professor’s main role is to lead and guide students to achieve the learning objectives of the course.
This is done by engaging in a diverse range of teaching techniques and different types of learning
activities such as the following:

Learning Activity Weighting Estimated time a

student should
dedicate to prepare for
and participate in
Lectures 13.33 % 10.0 hours
Discussions 26.67 % 20.0 hours

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 Exercises in class, 6.67 % 5.0 hours
Asynchronous sessions,
Field Work
Group work 26.67 % 20.0 hours
Individual studying 26.67 % 20.0 hours
TOTAL 100.0 % 75.0 hours

PROGRAM

I. Introduction: What is consumer behavior?What are consumer insights?

II. Consumer as individual
- Perception and attention
- Persuasion: attitudes and judgment
- Affect and motivation
- Learning and memory
- Personality and self-concept
III. Social persuasion and managerial decision making
- Persuasion through social influence
- Culture variables
- Biases in managerial decision making
IV. Consumer insights and decision making process
- Consumer insights
- Stages of decision making
- Consumer evaluation and choice
- Risk and consumer decision making
- Loyalty and fidelization.

CONTENT
In the sessions students will be asked to present part of the project, or do practical exercises.

SESSIONS 1 - 2 (LIVE IN-PERSON)

Introduction to consumer INSIGHTS and behavior.

Consumer Trends. Project groups

SESSION 3 (LIVE IN-PERSON)

Segmentation, Targeting, and Positioning. Practice

SESSION 4 (LIVE IN-PERSON)

Consumer Motivation and Personality. Consumer Needs. Practice

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SESSION 5 (ASYNCHRONOUS)
Consumer Attitude Formation and Change. Perception. Practice Review

SESSION 6 (LIVE IN-PERSON)

Culture’s Influence on Consumer Behavior. Subcultures and Consumer Behavior. Cross-Cultural
Consumer Behavior. Case: Louis Vuitton in Japan. Harvard case- Product #:10M67-PDF-ENG. F2F
Practical Case: Louis Vuitton in Japan (HBS 910M67-PDF-ENG)

SESSION 7 (LIVE IN-PERSON)

Consumer Learning. Consumers insights.Practice

SESSION 8 (LIVE IN-PERSON)

Consumers insights and marketing research. Qualitative Research. Focus groups. Practice.

SESSION 9 (LIVE IN-PERSON)

Communication and Consumer Behavior. Practice

SESSION 10 (ASYNCHRONOUS)
. Reference groups and WOM. Practice. Review

SESSION 11 (LIVE IN-PERSON)

Consumer Insights. Decision-Making and Diffusion of Innovations. Loyalty and fidelization.
Practice.

SESSIONS 12 - 13 (LIVE IN-PERSON)

Project Presentations

SESSION 14 (LIVE IN-PERSON)

Questions/doubts in order to prepare for the exam. Students must come prepared for this session.

SESSION 15 (LIVE IN-PERSON)

Final Exam

EVALUATION CRITERIA

criteria percentage Learning Comments

Objectives
Final Exam 35 % Individual
Project paper 50 % Group+ individual
+Project
presentation +Peer
Review

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 Class Participation 15 % Individual

RE-SIT / RE-TAKE POLICY

A. CLASS PARTICIPATION /CASES (15%)
This part of the evaluation includes your attendance, how much you participate in the discussion in
class, and assignment completion. If you do not attend, for whatever reason, you are forfeiting the
opportunity to obtain the participation credit allotted to that session.
Three main criteria will be used in reaching our judgment about your class participation:
- Depth and Quality of Contribution: The most important dimension of participation concerns what it
is that you are saying. A high quality comment reveals depth of insight, rigorous use of case
evidence, consistency of argument, and realism.
- Moving Your Peers’ Understanding Forward: Great ideas can be lost through poor presentation. A
high quality presentation of ideas must consider the relevance and timing of comments, and the
flow and content of the ensuing class discussion. It demands comments that are concise and clear,
and that are conveyed with a spirit of involvement in the discussion at hand.
- Frequency: Frequency refers to the attainment of a threshold quantity of contributions that is
sufficient for making a reliable assessment of comment quality. The logic is simple: if contributions
are too few, one cannot reliably assess the quality of your remarks. However, once threshold
quantity has been achieved, simply increasing the number of times you talk does not automatically
improve your evaluation. Beyond the threshold, it is the quality of your comments that must
improve. In particular, one must be especially careful that in claiming more than a fair share of
“airtime”, quality is not sacrificed for quantity. Finally, your attempts at participation should not be
such that the instructor has to “go looking for you”. You should be attempting to get into the debate
on a regular basis.
Grade 0-4,9 Criteria: When present, not disruptive. Tries to respond when called on but does not
offer much. Demonstrates very infrequent involvement in discussion.
·Grade 5,0-6,9 Criteria: Demonstrates adequate preparation: knows basic reading facts, but does
not show evidence of trying to interpret or analyze them. Offers straightforward information (e.g.,
straight from the reading), without elaboration or very infrequently (perhaps once a class). Does not
offer to contribute to discussion, but contributes to a moderate degree when called on.
Demonstrates sporadic involvement.
·Grade 7-8,9 Criteria: Demonstrates good preparation: knows reading facts well, has thought
through implications of them. Offers interpretations and analysis of reading material (more than just
facts) to class. Contributes well to discussion in an ongoing way: responds thoughtfully to other
students' points, thinks through own points, questions others in a constructive way, offers and
supports suggestions that may be counter to the majority opinion. Demonstrates consistent ongoing
involvement.
·Grade 9,0-10,0 Criteria: Demonstrates excellent preparation: has analyzed readings exceptionally
well, relating it to other material (e.g., other readings, course material, discussions, experiences,
etc.). Offers analysis, synthesis, and evaluation of class material (e.g., puts together pieces of the
discussion to develop new approaches that take the class further). Contributes in a very significant
way to ongoing discussion: keeps analysis focused, responds very thoughtfully to other students'
comments, contributes to cooperative argument-building, suggests alternative ways of approaching
material and helps class analyze which approaches are appropriate, etc. Demonstrates ongoing
very active involvement.
The professor will lay the ground rules for participation during Session 1 and will provide a mid-term
“grade” after the mid-term exam.
Cases :
The format used for the case write-up is standardized and must be followed.
1. Problem Statement.
2. Situation Analysis.
3. Alternatives.

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26th June 2023
4. Recommendation.
5. Implementation Plan.

You have to come prepared and be active in the class discussion (same rules as in class
participation). If you are not able to attend class the day of the case, you have to send a soft copy
of the case write-up to the professor via email the day before.

B. FIELD PROJECT (40%)

This field project (FP) provides a hand-on opportunity to practice consumer behavior. You will work
in a group of about five, in a given product category (e.g., food, detergents, sport goods, luxury
goods ,etc.), carry out a study to analyze consumer behavior with respect to one or more
competitors in this category, and discuss your findings. How do consumers engage in the pre-
purchase, purchase, and post-purchase processes? What are the most relevant external and
internal influences on these processes? What can the companies learn from these processes and
how can they influence them? How should the companies change their marketing strategies to
improve segmentation, product positioning, enhance consumer experience with the product, and
influence their satisfaction? Etc. Some marketing research will be needed to develop a sound
project. You will summarize your recommendations in a report and present it in class.
Groups will work (with the guidance of the professor) on the development of the FP. Students must
bring to the session information and documentation searched in advance, in order to develop the
document to be delivered at the beginning of next session (in paper). Students will be also asked to
make short presentations to the class.
Students will form teams of 5 to 6 members .Teams are expected and required to meet regularly
and work in their FP outside of class.
There will be a team presentation of the FP to the whole class. Each student must present a part of
the FP. The FP documents will account for 15% of the grade and it will be the same for all members
of the team. The presentations to the class will account for 15% of the grade and it will be assigned
individually according to the quality of the work of each teammate. If you are absent or late the day
of the presentation (no 5 minutes allowed that day) your grade will be a zero in this part, except
medical justification. A hard copy of all practices and presentations must be delivered to the
professor in class at the beginning of the corresponding session. The day of the presentation a hard
copy of the final paper should be provided and a soft copy should be sent the day before.

Teams as a whole will be responsible for their general management and teammates will be asked
to provide a written evaluation of their peers (10%). Therefore of all team members are expected to
collaborate and work diligently to achieve the best possible results. Thus, attendance to all practise
sessions will be compulsory to ensure a team effort and any unjustified absence will be penalized.
Peers in each team will assign each other a contribution grade ( % of contribution to the project).
Instructions on how to complete your Peer Evaluation will be given during sessions.
You need at least a grade of a 5 in the total project grade to pass this class. If you have not
obtained a 5 it will not average with the rest of your grades.
C. FINAL EXAM (45%)
The exam will be based on all the materials discussed during the semester (lectures, class
discussions, assigned readings, guest speakers, and class assignments).
Re-grade requests have to be submitted in writing explaining why you believe that your answer, as
written, was incorrectly graded. The re-grade will consider again the whole exam, so the final grade
may be increased as well as decreased. Revisions will be in person and there is no possibility to
change the date, hour or location.
You need at least a grade of a 5 in the exam to pass this class. If you have not obtained a 5 it will
not average with the rest of your grades.

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26th June 2023
RE-SIT / RE-TAKE POLICY
Each student has four (4) chances to pass any given course distributed over two (2)
consecutive academic years. Each academic year consists of two calls: one (1) ordinary call (during
the semester when the course is taking place); and one (1) extraordinary call (or “re-sit”) in
June/July.
Students who do not comply with the 70% attendance requirement in each subject during the
semester will automatically fail both calls (ordinary and extraordinary) for that Academic Year and
have to re-take the course (i.e., re-enroll) during the next Academic Year.
Regarding to the newly implemented ´liquid learning´ model, all students must still abide by
the same IEU attendance policy, including those students who are connecting remotely to
class sessions and not physically in the classroom because they are unable to be physically in
Spain, on campus. During the sessions, students connecting remotely are required to fully connect
their camera and microphone at all times, and must actively participate during the sessions (using
all necessary audiovisual equipment), just as their fellow peers who are physically present in
the classroom on campus.
The Extraordinary Call Evaluation criteria will be subject to the following rules:
ØStudents failing the course in the ordinary call (during the semester) will have to re-sit
evaluation for the course in June / July (except those students who do not comply with the
attendance rule, and therefore will not have that opportunity, since they will fail both calls and must
directly re-enroll
in the course during the next Academic Year).
ØIt is not permitted to change the format nor the date of the extraordinary call exams or
deadlines under any circumstance. All extraordinary call evaluation dates will be announced in
advance and must be taken into consideration before planning the summer (e.g. internships, trips,
holidays, etc.)
ØThe June/July re-sit will consist of a comprehensive evaluation of the course. Your final grade
for the course will depend on the performance in this exam or evaluation only. I.e.,
continuous evaluation over the semester (e.g. participation, quizzes, projects and/or other grade
components over the semester) will not be taken into consideration on the extraordinary call.
Students will have to achieve the minimum passing grade of 5 and the maximum grade will be
capped at 8.0 (out of 10.0) – i.e., “notable” in the extraordinary call.
ØRe-takers: Students who failed the subject on a previous Academic Year and are now re-
enrolled as re-takers in a course will need to check the syllabus of the assigned professor, as well
as contact the professor individually, regarding the specific evaluation criteria for them as re-takers
in the course during that semester (ordinary call of that Academic Year). The maximum grade
that may be obtained as a retaker during the ordinary call (i.e., the 3rd call) is 10.0 (out of 10.0).
After exams and other assessments are graded by the professor (on either the ordinary
or extraordinary call), students will have a possibility to attend a review session (whether it be a
final exam, a final project, or the final overall grade in a given course). Please be available to attend
the session in order to clarify any concerns you might have regarding your grade. Your professor
will inform you about the time and place of the review session.
- Students failing more than 18 ECTS credits after the June/July re-sits will be asked to leave
the Program. Please, make sure to prepare yourself well for the exams in order to pass your
failed subjects.
PROFESSOR BIO
OTHER INFORMATION
- In case you decide to skip the opportunity to re-sit for an exam or evaluation during the June/July
extraordinary call, you will need to enroll in that course again for the next Academic Year as a
retaker, and pay the corresponding tuition fees. As you know, students have a total of four (4)
allowed
calls to pass a given subject or course, in order to remain in the program

BIBLIOGRAPHY
Recommended
- Leon G. Schiffman, J.L Winsenblit. (2021). Consumer Behavior. 12th edition.

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26th June 2023
Pearson. ISBN 9780137504503 (Printed)
- Robert B. Cialdini. (2006). Influence: The Psychology of Persuasion. Harper
Business. ISBN 9780061241895 (Printed)
Suggested Additional Readings. Students who are interested in additional
background on consumer behavior or wish to go deeper into certain topics may also
find tthis book useful
- Paco Underhill. (2008). Why We Buy: The Science of Shopping--Updated and
Revised for the Internet, the Global Consumer, and. Simon & Schuster. ISBN
9781416595243 (Printed)
Suggested Additional Readings. Students who are interested in additional
background on consumer behavior or wish to go deeper into certain topics may also
find this book useful

BEHAVIOR RULES

Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

ATTENDANCE POLICY

Please, check the University's Attendance Policy here. The Program Director may
provide further indications.

ETHICAL POLICY

Please, check the University's Ethics Code here. The Program Director may
provide further indications.

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 CYBERSECURITY
Grado en Administración de Empresas / Bachelor in
Business Administration BBA SEP-2023 CYBS-
NBA.1C.d.OPT.M.A
Area Others
Number of sessions: 15
Academic year: 23-24
Degree course:
Number of credits: 3.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: JULIO SAN JOSE SANCHEZ

E-mail: [email protected]

PERSONAL INFORMATION
He has a professional career of more than thirty years dedicated to security in all its disciplines.
Julio San José is currently Managing Director at Alavarez & Marsal. Previously worked at EY,
where he was the Partner leading of Cybersecurity for Financial Services at EY. Prior to joining EY,
he held positions of responsibility in several banking groups (Bankinter, Sistema 4B, LeasePlan,
etc.) in the areas of security, cyber security and fraud prevention. He is Director of Private
Security, is Certified Information Security Manager (CISM) and Certified in Risk and Information
Systems Control (CRISC) by ISACA. Lead Auditor BS 7799 and BS 25999 by the British Standard
Institution. As a member of the Subcommittee on Computer Security (CTN 71 / SC27), he has
collaborated in the drafting of several standards, both national and international.
He is a cited expert, collaborator and participant in courses, articles and debates on matters relating
to new technologies, information systems and security.
Julio is an accomplished leader with expertise in security innovation, technology and IT
management, IT security, risk management, compliance, and IT audit.
Academic background
- Management program (IESE Business School)
- Master in Information Technology Management (IDE-CESEM)
- Member of the Expert Group of the Risk Management Chair of the Instituto de Empresa
- Editor of part three of the PNE 71505 Electronic Evidence Management System standard
- Lecturer for the Master's in International E-business Master Ceco-ICEX
- Author of several patents in the protection of mobile applications.
Professional Background
- Managing Director at Alvarez&Marsal
- Partner leading of Cybersecurity for Financial Services at EY
- Head of Technical Security

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25th August 2023
 - Head of Technological Risk
- Founder member of the Spanish Association of Electronic Evidence (AEDEL).
- Founder member of the Instituto de Continuidad de Negocio (CONTINUAM).
- Co-authored the book “Seguridad de las tecnologías de la información : la construcción de la
confianza para una sociedad conectada”.
- SIC Magazine Award 2011.
Contact details
Email: [email protected]

Email: [email protected]

PREREQUISITES

None

SUBJECT DESCRIPTION

In business, cyber security has become a matter of concern for all aspects of
companies. The emergence of new businesses in the digital world means that
the greater the digitalization, the higher the dependence on cyber security. On
the other hand, the rapid adoption of technology means that there is a lack of
qualified professionals who know how to understand the risks derived from the
rapid adoption of new technologies, the main challenge being the training of
these professionals who are capable of facing up to the new situation.

LEARNING OBJECTIVES

Our companies are increasingly dependent on technology and the tendency is

to increase this dependence even more. This makes us increasingly vulnerable
to what has come to be called cybercrime (remember that not all hackers are
cybercriminals) and forces us to manage new risks both in our personal lives
and in the business world. Knowing our vulnerabilities and how to defend
ourselves against them is now a question of business survival.
In this course we will know and learn aspects of cyber security about who are
their targets, who the attackers are and what are their motives. We will see and
develop strategies to help you be more convincing and help you make the right
security decisions. You will also build an extensive toolkit to help you show the
benefits your proposals bring to your business.
This includes influencing and convincing key decision makers, both inside and
outside your company, to assist in the strategic implementation of cybersecurity
plans.

TEACHING METHODOLOGY

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25th August 2023
IE University teaching method is defined by its collaborative, active, and applied nature. Students
actively participate in the whole process to build their knowledge and sharpen their skills.
Professor’s main role is to lead and guide students to achieve the learning objectives of the course.
This is done by engaging in a diverse range of teaching techniques and different types of learning
activities such as the following:
This is designed to be a student-centered, highly interactive course, where students learn from
each other’s experiences and discussion in class, working groups and other forums. In that sense,
while the course is designed to provide you with interesting materials and facilitated discussion to
frame learning, much of your learning depends on you; your engagement, preparation, active
participation, and your ongoing reflection.
In order to help in the learning experience we will use the following channels nline
enriched material, using technology capabilities to share information, concepts and stories using
videos or other multimedia material.
- Lectures and readings, included in the syllabus: you will be exposed to a set of concepts
through lectures, readings, and case discussions.
- One Practical Case and one reading will be presented each session, with additional readings
(optional) to expand your knowledge if interested
You are expected to prepare all material to ensure the time of group and class discussion is used to
enrich our experience by showing application of knowledge.

Learning Activity Weighting Estimated time a

student should
dedicate to prepare for
and participate in
Lectures 13.33 % 10.0 hours
Discussions 26.67 % 20.0 hours
Exercises in class, 20.0 % 15.0 hours
Asynchronous sessions,
Field Work
Group work 33.33 % 25.0 hours
Individual studying 6.67 % 5.0 hours
TOTAL 100.0 % 75.0 hours

PROGRAM

SESSION 1 (LIVE IN-PERSON)

Digital world…Is it secure?
In this first session we will see the importance that cyber security has taken in this digital world
making it possible to talk about trust. Here is where you play a key role in helping the organization
to make best decisions. In this first session we will discuss some examples of attacks, to help us
realize the tools we can have in the toolkit for protection, and the basic information you can get from
various sources.
Article: Why the Entire C-Suite Needs to Use the Same Metrics for Cyber Risk (HBS H040UR-PDF-
ENG)
Working Paper: Cybersecurity, emerging technology and systemic risk (World Economic Forum)
Video: A vision of crimes in the future (Youtube)

SESSION 2 (LIVE IN-PERSON)

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We are under attack
The behavior of humans is the most likely cause of the break in the security chain, there are many
cases where a 'small' human error opens the doors of our systems to attackers. But who or what
interest have those attack us?. Are they Lone Wolves, competing corporations, nations?
Article: In Defence of the Human Factor (Frontiers)

SESSION 3 (LIVE IN-PERSON)

Attack methods
The methods of attack are many and varied but all of them contain basic elements based on the
exploitation of vulnerabilities, we will see the different methods and who has specialized in each of
them.
Practical Case: Maersk (Will be Provided)
Video: What would a cyber attack look like in the real world? (Youtube)

SESSION 4 (LIVE IN-PERSON)

Organizational resilience: I SURVIVED A CRISIS
A session on crisis management. Very interesting cases to understand the situation where
company critical operations are at stake, what to do and how to interact with different stakeholders
during and after the crisis, and also what to do to avoid the crisis to happen.
Practical Case: Who Should Take the Fall? (HBS R1507X-PDF-ENG)
Practical Case: IPremier Co. (A): Denial of Service Attack (HBS 609092-PDF-ENG)
Practical Case : Sownage: Cyber security and business continuity (IST010055-U-ENG-HTM)

SESSION 5 (LIVE IN-PERSON)

Protecting your Privacy
Privacy is, as you know by now, a critical asset to protect both at corporate and individual level. We
had interesting situation such as the US Navy bases located thanks to the information from fitness
wearables, that endanger the privacy (and much more) because of misuse of information. We will
also address the practical case of Target and how this can impact the “numbers” of the company.
Practical Case: Cyber Breach at Target (HBS 117027-PDF-ENG)
Other / Complementary Documentation: Privacy Leaders’ Views - The Impact of COVID-19 on
Privacy, Priorities, Practices and Programs (IAPP)

SESSION 6 (LIVE IN-PERSON)

Audit and Compliance
Another important tool for security managers is the use of Audits and compliance reports. No matter
if it is the ISO 27001 framework, or the NIST one, which are the benefits of the use of internal or
external expert view on the protection level of the company? How can this help us in different
situations, such as insurance cost?
Article: The Role Of Cyber Security In Compliance (Cyber Security Hub)

SESSION 7 (LIVE IN-PERSON)

Compliance and regulation

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One of the main drivers of security investments in the last years has been the compliance with the
complex (and with growing complexity) of regulations, laws, and so on. We will discuss some of the
main ones to comply with, the risks for not compliance, and the opportunity that brings to convince
some of the C-level members that still have doubts. Names such as GDPR become critical as some
of our ways to address the board.
No matter if it is the ISO 27001 framework, or the NIST one, which are the benefits of the use of
internal or external expert view on the protection level of the company?. How can this help us in
different situations, such as insurance cost?
Article: 5 ways for business leaders to win in the 2020s (World Economic Forum)

SESSION 8 (LIVE IN-PERSON)

Audit and Forensic - eDiscovery
Another important tool for security managers is the use of Audits, forensic and in general terms, all
methods for processing of identifying and delivering electronic information that can be used as
evidence in legal cases. (eDiscovery).
Article: Electronic Document Storage And E-Discovery: A Way Forward (Corporate Counsel
Business Journal)

SESSION 9 (LIVE IN-PERSON)

Persona surface attack - Digital Shadow
It is very important to be aware that each of our activities leaves a trace in the cyberworld. We will
refer to these traces as Digital Shadow or Digital Footprint. Have you heard about it before? It is
very important that we know how to protect it, because stopping using technology does not seem to
be a viable option, does it? So how often should we delete cookies?
Article: Understanding your digital shadow (University of Wollongong)
Article: Privacy under Surveillance Capitalism (Johns Hopkins University Press; social research Vol.
84 : No. 1: Spring 2017) (CED)

SESSION 10 (LIVE IN-PERSON)

In this session we will have a guest with extensive experience in cybersecurity. He will talk to us
about his experience in the defensive and offensive aspects, we will have time for Q&A.

SESSION 11 (LIVE IN-PERSON)

Your cybersecurity plan
In this session we will cover the importance of your cybersecurity plan, and how to convince your
managers. Once you have the attention of our C-level. How do we make sure we invest in the
“right” things? How can we decide between a “good” and a “great” investment?.
Article: How Organizations Can Ramp Up Their Cybersecurity Efforts Right Now (HBS H05LDO-
PDF-ENG)

SESSION 12 (LIVE IN-PERSON)

Digital transformation and risk, our reliance on technology

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25th August 2023
Our dependence on technology is increasing although we could say that it is total, but what
happens when the intrinsic failures that technology has. Cyber is something transversal, as the
digitalization of things advances, 'trust' will become the protagonist. We will see the case of the
'connect car' and the importance of security that has gone from protecting us against theft to
protecting our lives with autonomous driving.
Article: We need to reduce our dependence on technology if we want to keep innovating (TNW)
Article: “Digital Reliance”: Public Confidence in Media in a Digital Era (Georgetown Journal of
International Affairs, Fall 2017, Vol. 18, No. 3, International Engagement on Cyber VII (Fall 2017),
pp. 3-10) (CED)

SESSION 13 (LIVE IN-PERSON)

Intelligence: know what come next
Knowing our enemy and trying to anticipate him is a difficult but essential task at this time. We will
see cases of how companies prepare to 'see' what is happening outside and what their attack
surface is
Article: 2020 Global Threat Intelligence Report (NTT)

SESSION 14 (LIVE IN-PERSON)

Convincing your boss
In this session, the final papers will be presented and prestigious professionals from the business
world will attend. You will have to present and convince them of your work

SESSION 15 (LIVE IN-PERSON)

Lessons Learned

EVALUATION CRITERIA

Class participation: is essential in order for you to reach the learning outcomes, and also to share
with others. Your active participation will be graded in each of the discussions held in the session,
the idea is to have open discussions and ask anything you are curious to know about... Remember
it is more important to have quality interventions than quantity. In a few words...the idea is to have
open discussions and ask anything you are curious to know about...
Individual contribution: Each student will be 3 times presenting individually to the class in
different situations, for them to convince diverse stakeholders. Each of the interventions will be
graded using design thinking (Feasibility, Viability and Desirability) of their solutions, along with the
capability to convince their stakeholders in the topic assigned. Each intervention will be 5 minutes
long.
Group deliverable: Each group will have to convince to board in their implementation of a security
plan. Details will be shared prior to the challenge. This exercise will require a 15 minutes
presentation and 5 minutes Q&A

criteria percentage Learning Comments

Objectives
Individual Work 30 %
Group 40 %
Presentation
Class Participation 30 %

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RE-SIT / RE-TAKE POLICY
RE-SIT / RE-TAKE POLICY
Each student has four (4) chances to pass any given course distributed over two (2) consecutive
academic years. Each academic year consists of two calls: one (1) ordinary call (during the
semester when the course is taking place); and one (1) extraordinary call (or “re-sit”) in June/July.
Students who do not comply with the 70% attendance requirement in each subject during the
semester will automatically fail both calls (ordinary and extraordinary) for that Academic Year and
have to re-take the course (i.e., re-enroll) during the next Academic Year.
The Extraordinary Call Evaluation criteria will be subject to the following rules:
- Students failing the course in the ordinary call (during the semester) will have to re-sit
evaluation for the course in June / July (except those students who do not comply with the
attendance rule, and therefore will not have that opportunity, since they will fail both calls and
must directly re-enroll in the course during the next Academic Year).
- It is not permitted to change the format nor the date of the extraordinary call exams or
deadlines under any circumstance. All extraordinary call evaluation dates will be announced in
advance and must be taken into consideration before planning the summer (e.g. internships,
trips, holidays, etc.)
- The June/July re-sit will consist of a comprehensive evaluation of the course. Your final grade
for the course will depend on the performance in this exam or evaluation only. I.e., continuous
evaluation over the semester (e.g. participation, quizzes, projects and/or other grade
components over the semester) will not be taken into consideration on the extraordinary call.
Students will have to achieve the minimum passing grade of 5 and the maximum grade will be
capped at 8.0 (out of 10.0) – i.e., “notable” in the extraordinary call.
- Re-takers: Students who failed the subject on a previous Academic Year and are now re-
enrolled as re-takers in a course will need to check the syllabus of the assigned professor, as
well as contact the professor individually, regarding the specific evaluation criteria for them as
re-takers in the course during that semester (ordinary call of that Academic Year). The
maximum grade that may be obtained as a retaker during the ordinary call (i.e., the 3rd call) is
10.0 (out of 10.0).
After exams and other assessments are graded by the professor (on either the ordinary or
extraordinary call), students will have a possibility to attend a review session (whether it be a final
exam, a final project, or the final overall grade in a given course). Please be available to attend the
session in order to clarify any concerns you might have regarding your grade. Your professor will
inform you about the time and place of the review session.
- Students failing more than 18 ECTS credits after the June/July re-sits will be asked to leave the
Program. Please, make sure to prepare yourself well for the exams in order to pass your failed
subjects.
- In case you decide to skip the opportunity to re-sit for an exam or evaluation during the
June/July extraordinary call, you will need to enroll in that course again for the next Academic
Year as a re-taker, and pay the corresponding tuition fees. As you know, students have a total
of four (4) allowed calls to pass a given subject or course, in order to remain in the program.
BIBLIOGRAPHY
Recommended
- Lillian Ablon, Martin C. Libicki, Andrea A. Golay. Lillian Ablon, Martin C. Libicki,

7
25th August 2023
Andrea A. Golay. Markets for Cybercrime Tools and Stolen DataHackers. RAND
Corporation.. ISBN 0833087118 (Digital)
This report describes the fundamental characteristics of 'black markets' and how
they have grown into their current state in order to give insight into how their
existence can harm the information security environment.
- Bruce Schneier. Liars and Outliers Enabling the Trust that Society Needs to
Thrive. First. John Wiley & Sons. ISBN 1118143308 (Digital)
This book reaches across academic disciplines to develop an understanding of
trust, cooperation, and social stability. From the subtle social cues we use to
recognize trustworthy people to the laws that punish the noncompliant, from the
way our brains reward our honesty to the bank vaults that keep out the dishonest,
keeping people cooperative is a delicate balance of rewards and punishments. It’s a
series of evolutionary tricks, social pressures, legal mechanisms, and physical
barriers.
- Richard A. Clarke, Robert K. Knake. THE FIFTH DOMAIN: DEFENDING OUR
COUNTRY, OUR COMPANIES, AND OURSELVES IN THE AGE OF CYBER
THREATS. Penguin. ISBN 0525561965 (Digital)
Journey through what NATO already knows as the 'fifth domain' showing the
darkest and most sinister aspects of cyberspace through the eyes of researchers,
executives and relevant people working to make it safer.

BEHAVIOR RULES

Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

ATTENDANCE POLICY

Please, check the University's Attendance Policy here. The Program Director may
provide further indications.

ETHICAL POLICY

Please, check the University's Ethics Code here. The Program Director may
provide further indications.

8
25th August 2023
DATA MINING AND MACHINE LEARNING FOR
BUSINESS
Grado en Administración de Empresas / Bachelor in
Business Administration BBA SEP-2023 DMML-
NBA.1C.p.OPT.M.A
Area Operations and Business Analytics
Number of sessions: 15
Academic year: 23-24
Degree course:
Number of credits: 3.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: GILBERT BERGNA

E-mail: [email protected]

GILBERT BERGNA
- Mechanical Engineer from the École Polytechnique Fédérale -
Lausanne Switzerland
- MBA Babson College (Massachusetts - USA)
- Independent consultant in Data Analysis and Marketing
Research
- Professor of Data Analytics for Decision Making,at IE Business
School (MIM)
- Professor of Quantitative Techniques for MArketingResearch,at
IE Business School (BBA)
- Professor at the IESA (Institute of Higher Studies of
Administration, Venezuela), for more than10 years, in Marketing
Research and Data Mining for Marketing, among others
- Professor of Data Analytics,at the Masters of Marketing at the
Universidad Finis Terrae, Chile Founder of "Club Inteligente",
multi loyalty club companies, leveraging affiliated companies with
data mining information collected by the program.

Monday, Wednesday and Friday from 18.00 h to 20.00 h

emails: [email protected] , [email protected]

1
Edited by Documentation
07th July 2023
PREREQUISITES

No formal prerequisite is necessary for this course.

It only requires very basic math and statistics knowledge

SUBJECT DESCRIPTION

Data Mining, and particularly, Machine Learning, have become essential tools
for companies, from Start-Ups to Corporations, which use them as an important
decision-making support. The goal is to extract useful information, hidden in the
large amounts of data they generate and/or that they have the possibility to
access.
The business manager has, at least, to be aware of these techniques, to:
1. Know their potential and limitations,
2. To interact with the specialist (Data Scientist), and generate sensible
requirements
3. To understand and interpret the results

This course is aimed at different profiles: decision makers, analysts, staff of

financial, marketing and sales areas, among others.
It is a business course, not technical or scientific oriented, and consequently,
no previous knowledge in coding, advanced statistics or math is required.
However, this is a “Hands-On” course. This means, the student will work with
“real” data, and use of one of the most popular and powerful Data Mining tools
(KNIME), to perform the major Machine Learning Algorithms, from simple linear
regression to the latest XGBoosting technique, in a simple and intuitive way.
It is a workshop, in which the teacher guides the student, through multiple
practices, so that the student can understand what he is doing, what he is
doing it for, how to interpret the results, and finally, be able to extrapolate these
techniques to other situations in the future.

LEARNING OBJECTIVES

The general objective of the Course, is to provide the student with the
understanding of the most important Machine Learning algorithms, and their
application in Business situations, with a practical approach.

SPECIFIC OBJECTIVES (Expected Learning)

To know the basics and definitions of the Data Mining process
To understand the most relevant Data Mining/Machine Learning algorithms,
and their correct applications in different business situations:
- Regressions
- Classifications
- Clustering
- Associations (recommendation engines)
- Introduction to Text Mining

2
07th July 2023
 - To learn how to use KNIME, an intuitive software (Graphic drag-
and-drop interface), with “real” business data, to implement the
different algorithms (NO coding required)

TEACHING METHODOLOGY

IE University teaching method is defined by its collaborative, active, and applied nature. Students
actively participate in the whole process to build their knowledge and sharpen their skills.
Professor’s main role is to lead and guide students to achieve the learning objectives of the course.
This is done by engaging in a diverse range of teaching techniques and different types of learning
activities such as the following:
"Theory" sessions, i.e. exhibition classes describing the different algorithms and
their applications in Business. They correspond to an "intuitive" description of the
concepts, without theoretical presentation of the fundamentals of each technique.

- Practice of such algorithms, with KNIME, along with the instructor

- The data sets necessary for the practice will be provided,

Learning Activity Weighting Estimated time a

student should
dedicate to prepare for
and participate in
Lectures 24.0 % 18.0 hours
Discussions 8.0 % 6.0 hours
Exercises in class, 20.0 % 15.0 hours
Asynchronous sessions,
Field Work
Group work 32.0 % 24.0 hours
Individual studying 16.0 % 12.0 hours
TOTAL 100.0 % 75.0 hours

PROGRAM

SESSIONS 1 - 2 (LIVE IN-PERSON)

Sustainability Topics:
- Social Challenge
- Economic Development
INTRODUCTION TO DATA MINING/MACHINE LEARNING
- Data Mining in Time
- What it is and why data mining
- Uses of Data Mining
- Data Mining Processes
- Most Commonly Used Algorithms
- Introduction to Machine Learning with KNIME

3
07th July 2023
DECISION TREES
- Theoretical Concepts
- Model Accuracy Measures
- Main indicators
- Indicators case study
- Classification Tasks (Example)
- Practice Classification Trees
- Practice Regression Trees

SESSIONS 3 - 4 (LIVE IN-PERSON)

Sustainability Topics:
- Environment
- Social Challenge
- Economic Development
REGRESSIONS
- Linear Regression
- Multiple Regression
- Regression Logistics Application: Credit Scoring
- Pre-Processing Practice
- Linear Regression Practice
- Logistic Regression Practice
RANDOM FOREST
- Random Forrest description and example
- Random Forest Classification Practice
- Random Forest Regression Practice

SESSIONS 5 - 6 (LIVE IN-PERSON)

NEURAL NETWORKS
- Neural Networks: Theoretical Concepts
- Neural Model
- Advantages and Disadvantages
- Practice Neural Networks Classification
- Practice Neural Networks Regression
******************************************************
SVM AND KNN
SVM
- SVM: Definition and operation
- And Nonlinear Cases. Examples
- Advantages and Disadvantages
- Support Vector Machine Classification Practice (SVM)
- Support Vector Machine Regression (SVR)
KNN
- KNN Definition
- KNN Practice
Own Material: NEURAL NETWORKS
Own Material: KNN

SESSION 7 (LIVE IN-PERSON)

TEST #1

4
07th July 2023
MULTIPLE CHOICE QUESTIONS

SESSIONS 8 - 9 (LIVE IN-PERSON)

XGBOOSTING
- XGBOOSTING Definition
- XGBOOSTING Practice
COMPARING DIFFERENT CLASSIFICATION MODELS
Up to this point, we have seen individual classification models, and its evaluation in a R.O.C. graph.
In this section, we will see how to generate a single graph where different classification models can
be visually evaluated and compared, with the ROC curve.

SESSIONS 10 - 11 (LIVE IN-PERSON)

Sustainability Topics:
- Environment
- Social Challenge
CLUSTERING
- K-Means Cluster Analysis
- Why Clustering?
- Clustering Steps
- K-Means Cluster Analysis Practice
PRINCIPAL COMPONENTS ANALYSIS - PCA
- PCA definition and uses
- PCA practice

SESSION 12 (LIVE IN-PERSON)

Sustainability Topics:
- Social Challenge
MARKET BASKET ANALYSIS
- Associations: Metrics
- Associations: Sequential Patterns
- 10 Market Basket Analysis

SESSIONS 13 - 14 (LIVE IN-PERSON)

Sustainability Topics:
- Social Challenge
TEXT MINING PART 1
Introduction to Text Mining
TEXT MINING PART 2
Text Mining in action (Part 2)

SESSION 15 (LIVE IN-PERSON)

TEST #2
MULTIPLE CHOICE QUESTIONS

EVALUATION CRITERIA

5
07th July 2023
 criteria percentage Learning Comments
Objectives
Final Exam 15 %
Intermediate Tests 15 %
Group Work 2 35 %
Group Work 1 35 %

RE-SIT / RE-TAKE POLICY

Each student has four (4) chances to pass any given course distributed over two (2) consecutive
academic years. Each academic year consists of two calls: one (1) ordinary call (during the
semester when the course is taking place); and one (1) extraordinary call (or “re-sit”) in June/July.
Students who do not comply with the 70% attendance requirement in each subject during the
semester will automatically fail both calls (ordinary and extraordinary) for that Academic Year and
have to re-take the course (i.e., re-enroll) during the next Academic Year.
The Extraordinary Call Evaluation criteria will be subject to the following rules:

ØStudents failing the course in the ordinary call (during the semester) will have to re-sit
evaluation for the course in June / July (except those students who do not comply with the
attendance rule, and therefore will not have that opportunity, since they will fail both calls and
must directly re-enroll in the course during the next Academic Year).
ØIt is not permitted to change the format nor the date of the extraordinary call exams or
deadlines under any circumstance. All extraordinary call evaluation dates will be announced in
advance and must be taken into consideration before planning the summer (e.g. internships,
trips, holidays, etc.)
ØThe June/July re-sit will consist of a comprehensive evaluation of the course. Your final
grade for the course will depend on the performance in this exam or evaluation only. I.e.,
continuous evaluation over the semester (e.g. participation, quizzes, projects and/or other
grade components over the semester) will not be taken into consideration on the extraordinary
call. Students will have to achieve the minimum passing grade of 5 and the maximum grade
will be capped at 8.0 (out of 10.0) – i.e., “notable” in the extraordinary call.
ØRe-takers: Students who failed the subject on a previous Academic Year and are now re-
enrolled as re-takers in a course will need to check the syllabus of the assigned professor, as
well as contact the professor individually, regarding the specific evaluation criteria for them as
re-takers in the course during that semester (ordinary call of that Academic Year). The
maximum grade that may be obtained as a retaker during the ordinary call (i.e., the 3rd call) is
10.0 (out of 10.0).

After exams and other assessments are graded by the professor (on either the ordinary or
extraordinary call), students will have a possibility to attend a review session (whether it be a final
exam, a final project, or the final overall grade in a given course). Please be available to attend the
session in order to clarify any concerns you might have regarding your grade. Your professor will
inform you about the time and place of the review session.

! Students failing more than 18 ECTS credits after the June/July re-sits will be
asked to leave the Program. Please, make sure to prepare yourself well for the
exams in order to pass your failed subjects.
! In case you decide to skip the opportunity to re-sit for an exam or evalu ation
during the June/July extraordinary call, you will need to enroll in that course
again for the next Academic Year as a re-taker, and pay the corresponding
tuition fees. As you know, students have a total of four (4) allowed calls to
pass a given subject or course, in order to remain in the program.

6
07th July 2023
BIBLIOGRAPHY
Compulsory
- Sharda R., Dursun D., Turban E. (2018). Business Intelligence, Analytics, and
Data Science: A managerial perspective.. 4TH. Pearson. ISBN 0134633288
(Digital)
- - Berry, M.J.A.,Linoff, g. (2011). Data Mining Techniques For MArketing, Sales,
and Customer Suport. 3D. JOHN WILEYB&SONS. ISBN 0470650931 (Printed)

BEHAVIOR RULES

Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

ATTENDANCE POLICY

Please, check the University's Attendance Policy here. The Program Director may
provide further indications.

ETHICAL POLICY

Please, check the University's Ethics Code here. The Program Director may
provide further indications.

7
07th July 2023
 DERIVATIVES AND RISK MANAGEMENT
Grado en Administración de Empresas / Bachelor in
Business Administration BBA SEP-2023 DRM-
NBA.1C.f.OPT.M.A
Area Others
Number of sessions: 25
Academic year: 23-24
Degree course:
Number of credits: 5.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: JUAN MIGUEL MARTINEZ HERRERA

E-mail: [email protected]

Juan is currently managing partner of Prudentia Capital, an investment

consulting firm.
From 2010 to 2015, he was an Executive Director at UBS, where he headed
the Equity Derivatives team for Iberia.
Before joining UBS, he worked for Santander Global Banking and Markets, in
the Derivatives Sales and Structuring teams.
Previous to that, he was a management consultant at Oliver Wyman.
He holds a MSc. in Engineering from ICAI (Madrid, Spain) and an MBA from
INSEAD (Fontainebleau, France).
Juan is a CFA® charterholder and holds the FRM (Financial Risk Manager)
certification from GARP (Global Association of Risk Professionals).

[email protected]

PREREQUISITES

Good knowledge and understanding of:

- Statistics
- Microsoft Excel
- Bonds and Stocks
- Financial Accounting
- Time Value of Money and Calculations of Returns

1
Edited by Documentation
19th June 2023
SUBJECT DESCRIPTION

The objective of this course is to explain what derivatives are and the applications they have, in
particular in the risk management space.
Very often, both the general public and the investment professionals feel intimidated by derivatives
and perceive them as dangerous. Warren Buffett famously said: “Derivatives are financial weapons
of mass destruction.”. This course will attempt do demistify them and show how useful they can be.
Also, the course will explain the main types of risks than financial institutions face. In 2023 we saw
how faulty risk management can lead to the bankruptcy of large financial instutions like Credit
Suisse or SVB. And these two examples pale in signicance when compared to the events of the
global financial crisis of 2008.
A good understading of derivatives combined with the analysis and management of risk is an
essential tool-kit for those wanting to pursue a career in Banking or Investment Management.

LEARNING OBJECTIVES

The objective of the course is to gain a good understanding of:

- Main types of derivatives (forwards, swaps and options) from three different angles: mechanics,
pricing and appications.
- Main types of financial risks (market, credit, operational and liquidity) from two different angles:
measurement and management (hedging).
- Banks and their risks, as they are the most systemic players in the financial world.
- Derivatives and risk management mishaps: past real life situations of failure.

TEACHING METHODOLOGY

The course will mix theory with practical application, as well as analysis real-life cases. Students
are expected to actively participate in the whole process to build their knowledge and sharpen their
skills.
Learning Activity Weighting Estimated time a
student should
dedicate to prepare for
and participate in
Lectures 36.0 % 45.0 hours
Discussions 12.0 % 15.0 hours
Exercises in class, 8.0 % 10.0 hours
Asynchronous sessions,
Field Work
Group work 16.0 % 20.0 hours
Individual studying 28.0 % 35.0 hours
TOTAL 100.0 % 125.0 hours

PROGRAM

SESSION 1 (LIVE IN-PERSON)

2
19th June 2023
UNDERSTANDING FINANCIAL INSTITUTIONS AND HOW THEY TRADE
- OTC vs ETD
- ISDA & CSA Agreements

SESSION 2 (LIVE IN-PERSON)

FUTURES & FORWARDS
- Mechanics & Pricing
- Carrying costs and yield for different underlying types
- CASE: Negative oil future prices in 2020

SESSION 3 (LIVE IN-PERSON)

FUTURES & FORWARDS
- Mechanics & Pricing
- Carrying costs and yield for different underlying types
- CASE: Negative oil future prices in 2020

SESSION 4 (LIVE IN-PERSON)

FUTURES & FORWARDS
- Mechanics & Pricing
- Carrying costs and yield for different underlying types
- CASE: Negative oil future prices in 2020

SESSION 5 (ASYNCHRONOUS)
FUTURES & FORWARDS
- Mechanics & Pricing
- Carrying costs and yield for different underlying types
- CASE: Negative oil future prices in 2020

SESSION 6 (LIVE IN-PERSON)

SWAPS
- Mechanics & Pricing
- Interest rate swaps
- Credit default swaps
- Equity swaps
- CASE: Credit Suisse trades with Archegos

SESSION 7 (LIVE IN-PERSON)

SWAPS
- Mechanics & Pricing
- Interest rate swaps
- Credit default swaps
- Equity swaps
- CASE: Credit Suisse trades with Archegos

SESSION 8 (LIVE IN-PERSON)

3
19th June 2023
SWAPS
- Mechanics & Pricing
- Interest rate swaps
- Credit default swaps
- Equity swaps
- CASE: Credit Suisse trades with Archegos

SESSION 9 (LIVE IN-PERSON)

OPTIONS
- Mechanics & Pricing
- Plain vanilla options & Option Strategies
- Exotic Options
- Structrured products
- Greeks (option sensitivities)
- CASE: Tail risk hedging
- CASE: Structured Products

SESSION 10 (LIVE IN-PERSON)

OPTIONS
- Mechanics & Pricing
- Plain vanilla options & Option Strategies
- Exotic Options
- Structrured products
- Greeks (option sensitivities)
- CASE: Tail risk hedging
- CASE: Structured Products

SESSION 11 (ASYNCHRONOUS)
OPTIONS
- Mechanics & Pricing
- Plain vanilla options & Option Strategies
- Exotic Options
- Structrured products
- Greeks (option sensitivities)
- CASE: Tail risk hedging
- CASE: Structured Products

SESSION 12 (LIVE IN-PERSON)

OPTIONS
- Mechanics & Pricing
- Plain vanilla options & Option Strategies
- Exotic Options
- Structrured products
- Greeks (option sensitivities)
- CASE: Tail risk hedging
- CASE: Structured Products

SESSION 13 (LIVE IN-PERSON)

4
19th June 2023
MIDTERM EXAM

SESSION 14 (LIVE IN-PERSON)

MARKET RISK
- Measuring market risk: volatility, drawdown, VaR
- Market risk hedging and managing with derivatives
- Leverage through derivatives
- CASE: Calculating risk metrics for a real portfolio

SESSION 15 (LIVE IN-PERSON)

MARKET RISK
- Measuring market risk: volatility, drawdown, VaR
- Market risk hedging and managing with derivatives
- Leverage through derivatives
- CASE: Calculating risk metrics for a real portfolio

SESSION 16 (LIVE IN-PERSON)

MARKET RISK
- Measuring market risk: volatility, drawdown, VaR
- Market risk hedging and managing with derivatives
- Leverage through derivatives
- CASE: Calculating risk metrics for a real portfolio

SESSION 17 (ASYNCHRONOUS)
MARKET RISK
- Measuring market risk: volatility, drawdown, VaR
- Market risk hedging and managing with derivatives
- Leverage through derivatives
- CASE: Calculating risk metrics for a real portfolio

SESSION 18 (LIVE IN-PERSON)

CREDIT RISK
- Drivers of credit risk
- The credit rating agencies
- The subprime crisis
- Credit risk management with derivatives
- Collateral in derivatives trades
- CASE: The big short (movie)
- CASE: Lehman brothers bankruptcy

SESSION 19 (LIVE IN-PERSON)

CREDIT RISK

5
19th June 2023
- Drivers of credit risk
- The credit rating agencies
- The subprime crisis
- Credit risk management with derivatives
- Collateral in derivatives trades
- CASE: The big short (movie)
- CASE: Lehman brothers bankruptcy

SESSION 20 (ASYNCHRONOUS)
CREDIT RISK
- Drivers of credit risk
- The credit rating agencies
- The subprime crisis
- Credit risk management with derivatives
- Collateral in derivatives trades
- CASE: The big short (movie)
- CASE: Lehman brothers bankruptcy

SESSION 21 (LIVE IN-PERSON)

OPERATIONAL RISK
- Types of operational risk
- CASE: Madoff
- CASE: Jerome Kerviel and other rogue traders

SESSION 22 (LIVE IN-PERSON)

LIQUIDITY RISK
- Liquidity trading risk
- Liquidity funding risk
- CASE: Woodford & H2O

SESSION 23 (LIVE IN-PERSON)

RISK MANAGEMENT AT BANKS
- Regulation
- CASE: SBV Bank in 2023
- CASE: Credit Suisse in 2023

SESSION 24 (LIVE IN-PERSON)

DERIVATIVES & RISK MANAGEMENT MISHAPS AND LEARNINGS FROM THE PAST

SESSION 25 (LIVE IN-PERSON)

FINAL EXAM

EVALUATION CRITERIA

6
19th June 2023
 criteria percentage Learning Comments
Objectives
Final Exam 30 % FINAL EXAM
Intermediate Tests 30 % MIDTERM EXAM
Intermediate tests 0%
Group Work 0%
Other 0%
Group 20 %
Presentation
Class Participation 20 %
Class Participation 0%

RE-SIT / RE-TAKE POLICY

Each student has four (4) chances to pass any given course distributed over two (2) consecutive
academic years. Each academic year consists of two calls: one (1) ordinary call (during the
semester when the course is taking place); and one (1) extraordinary call (or “re-sit”) in June/July.
Students who do not comply with the 70% attendance requirement in each subject during the
semester will automatically fail both calls (ordinary and extraordinary) for that Academic Year and
have to re-take the course (i.e., re-enroll) during the next Academic Year.
The Extraordinary Call Evaluation criteria will be subject to the following rules:
- Students failing the course in the ordinary call (during the semester) will have to re-sit
evaluation for the course in June / July (except those students who do not comply with the
attendance rule, and therefore will not have that opportunity, since they will fail both calls and
must directly re-enroll in the course during the next Academic Year).
- It is not permitted to change the format nor the date of the extraordinary call exams or
deadlines under any circumstance. All extraordinary call evaluation dates will be announced in
advance and must be taken into consideration before planning the summer (e.g. internships,
trips, holidays, etc.)
- The June/July re-sit will consist of a comprehensive evaluation of the course. Your final grade
for the course will depend on the performance in this exam or evaluation only. I.e., continuous
evaluation over the semester (e.g. participation, quizzes, projects and/or other grade
components over the semester) will not be taken into consideration on the extraordinary call.
Students will have to achieve the minimum passing grade of 5 and the maximum grade will be
capped at 8.0 (out of 10.0) – i.e., “notable” in the extraordinary call.
- Re-takers: Students who failed the subject on a previous Academic Year and are now re-
enrolled as re-takers in a course will need to check the syllabus of the assigned professor, as
well as contact the professor individually, regarding the specific evaluation criteria for them as
re-takers in the course during that semester (ordinary call of that Academic Year). The
maximum grade that may be obtained as a retaker during the ordinary call (i.e., the 3rd call) is
10.0 (out of 10.0).
After exams and other assessments are graded by the professor (on either the ordinary or
extraordinary call), students will have a possibility to attend a review session (whether it be a final
exam, a final project, or the final overall grade in a given course). Please be available to attend the
session in order to clarify any concerns you might have regarding your grade. Your professor will
inform you about the time and place of the review session.
- Students failing more than 18 ECTS credits after the June/July re-sits will be asked to leave the
Program. Please, make sure to prepare yourself well for the exams in order to pass your failed

7
19th June 2023
 subjects.
- In case you decide to skip the opportunity to re-sit for an exam or evaluation during the
June/July extraordinary call, you will need to enroll in that course again for the next Academic
Year as a re-taker, and pay the corresponding tuition fees. As you know, students have a total
of four (4) allowed calls to pass a given subject or course, in order to remain in the program.
BIBLIOGRAPHY
Recommended
- John C. Hull. Options, Futures, and Other Derivatives. 11th Edition (previous
editions are also valid). ISBN 9781292410654 (Printed)
BEHAVIOR RULES

Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

ATTENDANCE POLICY

Please, check the University's Attendance Policy here. The Program Director may
provide further indications.

ETHICAL POLICY

Please, check the University's Ethics Code here. The Program Director may
provide further indications.

8
19th June 2023
 DIGITAL MARKETING AND ANALYTICS
Grado en Administración de Empresas / Bachelor in
Business Administration BBA SEP-2023 DIMA-
NBA.1C.m.OPT.M.A
Area Marketing and Communication
Number of sessions: 30
Academic year: 23-24
Degree course:
Number of credits: 6.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: PIERRE AUGER

E-mail: [email protected]

Pierre is a multicultural senior business and entrepreneurial executive (has

lived in six countries ) with extensive experience in both digital and content
worlds, coupled to a very solid marketing background in leading FMCG.
Graduated with a degree in Business Administration and Commerce (Major in
Marketing) @ Sup De Co , holds an MBA degree from @ICADE
BusinessSchool, a Master in Digital Business (MIB) from @ISDILeading
Internet Business School, a Master in Communication Management and New
Technologies from @ Universidad Juan Carlos 1º (URJC) . He is now a PhD
candidate, working on his thesis about recomenders systems in fashion
ecommerce. He is a “Digital Optimist”, new technologies firm believer and
enthusiast, with a wide marketing experience covering areas such as Digital,
Start-ups , FMCG, Content and Entertainment, Retail or Car industry.
Pierre has had the opportunity to work at leading multinational companies such
as AMC Networks, Voddler, Technicolor, Gillette (Procter & Gample group),
Dreamworks Animation, Universal and Paramount Pictures or PSA/Citroën, in
Country Manager/Vice President, EMEA Commercial Director, Sales and
Marketing Director roles, where he has always been seen as the “Digital Chief
Evangelist Officer”. Pierre currently advises several start-ups Boards as an
Advisor and Board member as well as Entrepreneur.
More info: es.linkedin.com/in/augerpierre

After/before the lessons, upon students’ previous request. Anytime via e-mail /
twitter /Linkedin. Contact details: Email: [email protected] / Twitter:
@augerpie

PREREQUISITES

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SUBJECT DESCRIPTION

Within this subject, the students will become acquainted with the principles of
the Internet, digital marketing, metrics and analytics as well as the digital
trends, while gaining a general understanding of on-line ecosystems. Becoming
aware of the new age of media (paid, earned and owned), marketing and e-
business, as well as instinctively knowing how to take them into account when
running a company or marketing a brand, is today a must for entrepreneurs and
marketers in a world where the digital breach is growing among businesses.

LEARNING OBJECTIVES

The objective of this course is to introduce students to the concepts and activities that include and
cover any digital business, as well as to provide practice in addressing and solving digital business
and digital marketing problems. Above all, to obtain a specific mindset that allows a quick and
balanced adaptation and integration of new technological and digital business trends.
This course is designed for students:
- To be able to understand, evaluate, put in place and manage: digital marketing and digital
business, media, social media and specific digital strategies (search, mobile, ecommerce...).
- To be able to use them for the benefit of a brand or a business, driving positive sales and
awareness.
- To be able to approach and understand a digital transformation process.
- Understand how digital metrics are paramount to any digital business
- Develop skills of critical and analytical thinking to evaluate and solve digital marketing-related
problems.
- Understand the importance of ESG in today’s company & overall digital marketing strategy.

TEACHING METHODOLOGY

This Digital Marketing course l is a hybrid, flexible and agile model of education that combines
synchronous and a few asynchronous sessions, group works with a hands-on approach.
As a hands-on course, it combines a wide variety of concept learning tools (reading, lectures,
videos, forums...) with skills development exercises (team activities, role plays, sharing, feedback).
The idea is that studen develop their skills to analyze, develop and manage digital marketing
approach, from strategy to the execution with this hands-on methodology, learning from other
benchmarks and learning by doing. The course is composed by 25 Synchronous and 5
Asynchronous sessions, as follows:
- Individual activities: Social media assignment, Mid-term Exam, Final Exam, discussions.
- Group activities: Course Final Project (split into 2 phases / midterm and final term
Presentations), Digital Topics research and final presentation, discussions.
- Diverse learning tools: Readings, slides, videos, forums, exercises, coaching online sessions
face to face with the professor, group works...
IE University teaching method is defined by its collaborative, active, and applied nature. Students
actively participate in the whole process to build their knowledge and sharpen their skills.
Professor’s main role is to lead and guide students to achieve the learning objectives of the course.
This is done by engaging in a diverse range of teaching techniques and different types of learning
activities such as the following:

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 Learning Activity Weighting Estimated time a
student should
dedicate to prepare for
and participate in
Lectures 40.0 % 60.0 hours
Discussions 10.0 % 15.0 hours
Exercises in class, 20.0 % 30.0 hours
Asynchronous sessions,
Field Work
Group work 20.0 % 30.0 hours
Individual studying 10.0 % 15.0 hours
TOTAL 100.0 % 150.0 hours

PROGRAM

SESSION 1 (LIVE IN-PERSON)

Sustainability Topics:
- Environment
- Governance
HOUSEKEEPING SESSION
- Housekeeping.
- Presentation and program expectations.
- General digital marketing and analytics course review.
Technical note & tutorials: Digital marketing tools (MKS020051-U-ENG-HTM)

SESSION 2 (LIVE IN-PERSON)

INTRODUCTION TO THE STUDENTS OF THE EXPECTED GROUP WORKS / PROJECTS
ASSIGNMENTS :
1) RESEARCH DIGITAL TOPICS: Students (group work) will have to develop a comprehensive
research on the following selected key topics, and develop a corresponding paper and a group
presentation. The groups presentations dates will be organized when the final number of students
is set, and will happen in a dedicated time of 15'+5' Q&A, along the course sessions. Topics are as
follows:
- Blockchain (grp1)
- AR & VR / metaverse (grp2)
- AI/Machine learning/Robotics (grp3)
- Omnichannel (grp4)
- Big data (grp5)
- Internet of things (grp6)
- Mobility (grp7)
2) THE FINAL COURSE " DIGITAL BUSINESS & MARKETING PROJECT": Students (group
work) will have to group and chose a current offline business that they will have to migrate to the
new “digital age”, leveraging all the digital tools covered during the course. This session will be
dedicated to the explanation of what the Professor expects as well as work load phases. => Digital
project settings.

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This Digital Marketing plan will be structured in 2 phases, and therefore there will be 2
presentations (one around midterm covering some specific sections and the final one at the end of
the course)
Exact instructions and detailed expected content to be covered will be explicitly shared in Session 1
and 2.
Activity:
- Discussions and learnings.

SESSION 3 (LIVE IN-PERSON)

THE DIGITAL WORLD / DIGITAL MARKETING:
General digital business course overview.
Activity:
- Discussions and learnings.
Technical note & tutorials: Business Goals for Digital Marketing (MKS020203-U-ENG-VID)
Technical note & tutorials: Internet of Things (IST020081-U-ENG-HTM)

SESSION 4 (LIVE IN-PERSON)

Sustainability Topics:
- Environment
THE DIGITAL ECOSYSTEM KEY TRENDS
Strategic dynamics digital environment.
Activity:
- Discussions and learnings.
Book Chapters: Rick Levine and Doc Searls. "The cluetrain manifesto" (See Bibliography)
Article: Euromonitor’s site on Sustainability (Sustainability trends providing timely insights on shifting
consumer preferences and the latest innovations, strategies and investments shaping governments
and business agendas) (euromonitor.com)
Article: How consumers are embracing sustainability (Deloitte)

SESSION 5 (LIVE IN-PERSON)

Sustainability Topics:
- Environment
- Governance
- Social Challenge
- Economic Development
METRICS AND ANALYTICS:
THE WHY, WHAT, AND HOW THE METRICS WORLD WORKS
Activity:
- Discussions and learnings.
Technical note & tutorials: Defining the Right Metrics (ENT020204-U-ENG-VID)

SESSION 6 (ASYNCHRONOUS)

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INFLUENCE MARKETING: The Open Brand Model
Activity:
- Activity in small groups of 3 students: following the methodology proposed by the Professor,
analyse the social media presence and reach of a brand of your choice, as well as a couple of
other brands in the category to benchmark. This exercise is inspired by the OPEN Brand
concept.
- (Reference book): INFLUENCE MARKETING / THE OPEN BRAND CONCEPT (The Open
Brand: When Push Comes to Pull in a Web-Made World).
Book Chapters: Jeremy Preace. "Social Media Marketing for Business 2020" (See
Bibliography)(Optional)
Book Chapters: Andrew Macarthy. "500 Social Media Marketing Tips: Essential Advice, Hints and
Strategy for Business" (See Bibliography)(Optional)
Book Chapters: Kelly Mooney and Nita Rollins, "The open brand: when push comes to pull in a web-
made world" (See Bibliography)

SESSION 7 (LIVE IN-PERSON)

INFLUENCE MARKETING: The Open Brand Model
Students need to come to this session having prepared in small groups of 3 students: following the
methodology proposed by the Professor, analyse the social media presence and reach of a brand
of your choice. This exercise is inspired by the OPEN Brand concept.
This session will be dedicated to the Class presentation of your chosen brand based on the OPEN
Model, to your peers in class your findings, benchmarking in the same category two other brands
(remember groups of 3 students).
Class discussion
Article: The Uninvited Brand (HBS BH429-PDF-ENG)
Book Chapters: Gary Graham et al. "Content is king: news media management in the digital age"
(See Bibliography)

SESSION 8 (LIVE IN-PERSON)

Sustainability Topics:
- Environment
- Governance
- Economic Development
CONTENT STRATEGY AND CONTENT MANAGEMENT .> SOCIAL MEDIA MARKETING FOR
BUSINESS / REPUTATION MANAGEMENT
- The Loewe Business case study.
- Reading previous to session: The uninvited Brand.
Activity:
- Discussions and learnings.
Article: What is influencer marketing: How to develop your strategy (Sprout Social; September 17,
2020)
Book Chapters: Kelly Mooney and Nita Rollins, "The open brand: when push comes to pull in a web-
made world" (See Bibliography)
Article: The Uninvited Brand (HBS BH429-PDF-ENG)

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SESSION 9 (ASYNCHRONOUS)
USER EXPERIENCE SITES ANALYSIS AND BENCHMARK
Activity (in groups) : You will be given a chosen Company, and a brief to analyse their site from a
User perspective.
THE IDEA IS TO UNDERSTAND AND LEARN BOTH FROM BEST PRACTICES AND
MISTAKES¡, and present in Session 10 the do's and don't and your findings, once benchmarked
other comparable in the same sector brands...

SESSION 10 (LIVE IN-PERSON)

USER EXPERIENCE / WEB USABILITY
Present ( per group) to your peers in class your User Experience cases findings, benchmarking in
the same category two other brands
Activity:
- Groups presentations.
- Discussions and learnings.
Reference Book:
Book Chapters: Steve Krug. "Don't Make Me Think" (See Bibliography)

SESSION 11 (LIVE IN-PERSON)

UX (User Experience)
Activity:
- Professor Lecture.
- Discussions and learnings.

SESSION 12 (ASYNCHRONOUS)
INBOUND MARKETING case / Forum
Activity:
- Forum activity by subgroups of 3 students.
Practical Case: HubSpot: Inbound Marketing and Web 2.0 (HBS 509049-PDF-ENG)
Article: 5 Companies with Inbound marketing that work (Mashable; September 13, 2012)
Other / Complementary Documentation: HubSpot Case Studies
Technical note: State of Marketing Trends Report 2022 (Hubspot)

SESSION 13 (LIVE IN-PERSON)

INBOUND MARKETING
- Lecture Inbound Marketing.
- Discussions and learnings.
Activity:
- Forum Activity (in groups): debrief Hubspot case Discussion.
Article: How to Create Detailed Buyer Personas for Your Business (Hubspot)

SESSION 14 (LIVE IN-PERSON)

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INBOUND MARKETING
Activity:
- Discussions and learnings.
- Course to date review.

SESSION 15 (LIVE IN-PERSON)

MID TERM EXAM: multiple choice questions and automated responses quizz.

SESSION 16 (LIVE IN-PERSON)

DIGITAL MKG (1ST PART) Final project presentation.
Activity: Students will be asked to pitch their work on the Group Project so that the professor can
give his/her feedback in class. Instructions of what needs to be delivered will be given by the
professor in the first session. This also counts towards your Individual Grade.
Presentation / Discussion / Peer evaluation.

SESSION 17 (LIVE IN-PERSON)

SEARCH ENGINES.
Lecture/Discussion Search Engine Optimization (SEO)
Activity:
- Discussions and learnings:
Book Chapters: Chris Anderson, "The Long Tail" (See Bibliography)
Book Chapters: The Google Story: For Google's 10th Birthday (See Bibliography)
Technical note: Search Engine Optimization (SEO) (HBS IES421-PDF-ENG)

SESSION 18 (ASYNCHRONOUS)
SEARCH ENGINES.
Activity (individual): Go through the Google training programme /Hubspot Fundamentals... take the
course... and get the Certificate, that once uploaded will doublecheck and you can get granted +0,5
pts
Activity (group):
1. work in your Final project building adwords campaigns,
2. explore: GOOGLE ADWORDS / SEARCH / UBBERSUGGEST.

SESSION 19 (LIVE IN-PERSON)

DIGITAL BUSINESS MODELS /ECOMMERCE models and patterns
Activity:
- Discussions.
Book Chapters: Chris Anderson, "The Long Tail" (See Bibliography)
Practical Case: Marketing Reading: Digital Marketing (HBS 8224-PDF-ENG)

SESSION 20 (LIVE IN-PERSON)

Sustainability Topics:

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 - Environment
ECOMMERCE
Activity:
- Lecture/Discussion.
Technical note & tutorials: The Customer Journey (MKS020215-U-ENG-VID)

SESSION 21 (LIVE IN-PERSON)

MOBILE / MOBILE COMMERCE (MCOMMERCE)
Activity:
- Lecture/Discussion.
Technical note & tutorials: Digital Marketing: Social Media and Mobile Marketing (MKS020091-U-
ENG-HTM)

SESSION 22 (LIVE IN-PERSON)

Activity (in groups): Groups workshop in class: Prepare your final project ecommerce new
site,starting with wireframing.

SESSION 23 (LIVE IN-PERSON)

EMERGING DIGITAL TECHNOLOGIES
Discussions.

SESSION 24 (LIVE IN-PERSON)

MOBILE & APPS
Activity:
- Discussions.
Practical Case: Marketing Reading: Digital Marketing (HBS 8224-PDF-ENG)

SESSION 25 (LIVE IN-PERSON)

Sustainability Topics:
- Environment
METRICS / STORYTELLING / DASHBOARD
Technical note & tutorials: KPIs (MKS020204-U-ENG-VID)
Technical note & tutorials: Five Alternate Uses for an ROI Analysis (ENT020205-U-ENG-VID)
Technical note & tutorials: Dashboards and Storytelling: Interview with Christina Stathopoulos (Data
Analyst, Google) (QME020092-U-ENG-VID)

SESSION 26 (LIVE IN-PERSON)

VIRTUAL IMMERSIVE EXPERIENCE (depending onthe Learning Innovation department
availability) / THE DIGITAL TWIN concept
Metaverse immersion / IoT digital twin is a digital representation of a real-world entity, such as a
device or a manufacturing production process. With Software solutions, you can build an IoT digital
twin for any purpose. And there's no limit to the devices or systems you can connect.

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Why IoT is considered as one of the key enablers of digital twins? Clearly, the explosion of IoT
sensors is part of what makes digital twins possible. And as IoT devices are refined, digital-twin
scenarios can include smaller and less complex objects, giving additional benefits to companies.
Digital twins can be used to predict different outcomes based on variable data.
Activity:
- Discussions and learnings.
Technical note & tutorials: Using the metaverse in business (IST020362-U-ENG-VID)

SESSION 27 (ASYNCHRONOUS)
WORKING SESSIONS WITH PROFESSOR / DIGITAL MARKETING final project
Working session with each team (scheduled team by team. 10 minutes per team) to guide and
support for final presentation.

SESSION 28 (LIVE IN-PERSON)

GROUPS PROJECTS FINAL PRESENTATIONS: "DIGITAL MARKETING and ANALYTICS"
FINAL COURSE PROJECT
This is the main project for this course and a very important part of the course. Presentations
constitute an oral exam and attendance is compulsory. Presentations need to be uploaded on the
Blackboard no later than17pm the day before the presentation (exact date and time TBC during the
introduction of the project). Failure to attend will result in forfeiting this part of the grade. Thus, no
absences will be accepted unless for a justified medical reason.

SESSION 29 (LIVE IN-PERSON)

GROUPS PROJECTS FINAL PRESENTATIONS: "DIGITAL MARKETING and ANALYTICS"
FINAL COURSE PROJECT
This is the main project for this course and a very important part of the course. Presentations
constitute an oral exam and attendance is compulsory. Presentations need to be uploaded on the
Blackboard no later than17pm the day before the presentation (exact date and time TBC during the
introduction of the project). Failure to attend will result in forfeiting this part of the grade. Thus, no
absences will be accepted unless for a justified medical reason.

SESSION 30 (LIVE IN-PERSON)

FINAL SEMESTER "DIGITAL MARKETING and ANALYTICS" COURSE EXAM. A blend of
MCQ and open / essay questions
The final exam will cover all topics discussed during the entire course. It will last 1hr 20 min. The
date of the Final Exam will be indicated in the first session. Punctuality is compulsory and no
student will be allowed into the session once the exam has started.

EVALUATION CRITERIA

Students final grade will be based on both individual and group work of different characteristics that
will be weighted in the below detailed structure.
Should a student not participate in its group activities, the Professor and the group members will
decide which indivudual grade to grant.

criteria percentage Learning Comments

Objectives

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 Final Course 25 % Minimum grade to
Exam pass: 5 out of 10
Midterm Exam 15 % Minimum grade to
pass: 5 out of 10
Individual 10 %
assignment/3
students subgrps
Peer Evaluation 5%
(average of group
team mates
evaluation)ther
Group Topics 15 % 50% Report, 50%
Research Presentation,
Presentation
Group Digital 20 % 50% Report, 50%
Marketing Project Presentation,
(split 50%/50%)
Presentation
Class Participation 10 % see detailed A)
class participation

RE-SIT / RE-TAKE POLICY

A. CLASS PARTICIPATION
Please find here after the main criteria that will be used in reaching judgment about your class
participation:
- Depth and Quality of Contribution: The most important dimension of participation concerns
what it is that you are saying. A high quality comment reveals depth of insight, rigorous use of
case evidence, consistency of argument, and realism.
- Moving Your Peers’ Understanding Forward: Great ideas can be lost through poor
presentation. A high quality presentation of ideas must consider the relevance and timing of
comments, and the flow and content of the ensuing class discussion. It demands comments
that are concise and clear, and that are conveyed with a spirit of involvement in the discussion
at hand.
- Frequency: Frequency refers to the attainment of a threshold quantity of contributions that is
sufficient for making a reliable assessment of comment quality. The logic is simple: if
contributions are too few, one cannot reliably assess the quality of your remarks. However,
once threshold quantity has been achieved, simply increasing the number of times you
talk does not automatically improve your evaluation. Beyond the threshold, it is the quality of
your comments that must improve. In particular, one must be especially careful that in claiming
more than a fair share of “airtime”, quality is not sacrificed for quantity. Finally, your attempts at
participation should not be such that the instructor has to “go looking for you”. You should be
attempting to get into the debate on a regular basis.
- Discovery: Given the nature of the subject, positive value will always be found in the
contributions that point out new content, tools, topics or other relevant information that has not
been covered due to its novelty. Timing and adequacy of the intervention are of course
essential qualifiers for the evaluation of the contribution.
B. INDIVIDUAL ASSIGNMENTS

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Each student must complete the assignments that the Professor will require. For each of them,
there is an upper limit of two text pages (assuming 11-point font size, Times New Roman, double
spacing) plus no more than one page of exhibits. Alternative format could also be power point. A
digital copy of the document must be submitted to the professor via e-mail before the next session.
In the case the assignment is not delivered on time , the grade wll be a "0".
Make sure the case write-up is easy to read. Consider using bullets, headings, etc., to make the
case write-up easy to follow.
The objective of this process is to give you practice writing concise executive summaries –
something that would make the reader believe that you have done a thorough analysis supporting
your recommendations. This is the type of briefing that must typically be prepared for senior
management – before they provide the resources for a more detailed research .
Good case briefs are concise, but also provide a fact-based rationale for your recommendations
and implementation plan. The rationale should reflect a good understanding of the important issues
of the case and may integrate previous material from the class or your experience. You might also
note factors that argue against your recommendation, and how your implementation plan might
minimize the impact of these factors.
C. GROUP TOPICS PRESENTATION AND DOCUMENTATION
Each team will be assigned a different topic at the beginning of the course and the whole team will
be responsible for presenting that topic findings and case to the class and to moderate the
discussion of that case. Any no presentation on time will generate a “0”. The objective of such
exercise is to foster students research in a certain field, develop synthesis capacities and the ability
to present in a convincing way to the rest of the group. In case a student does not participate in the
group work, once doublechecked the group members version, the Professor might decide to grant a
zero or a different grade than the rest of the group in line with the work participation and
presentation quality. No attendance will equal to a “0”
D. GROUP WORK PRESENTATIONS AND PAPER REPORT
Group Work Presentations and doc consist of developing a digital marketing plan of a start up,
business, app or any offline business migrated to digital. That digitization marketing plan will be
developed in 2 parts and presented to the group. For both the group work and its presentation and
report, you are expected to complete a final project with your group and present it in written form.
The objective is twofold: firstly to develop your skills working in group, and secondly the project that
you will have chosen with your peers will give you the opportunity to reflect on what you have learnt
in class and apply it to some practical problems. More details of the project will be provided by the
start of the course.In case a student does not participate in the group work, once doublechecked
the group members version, the Professor might decide to grant a zero or a different grade than the
rest of the group in line with the work participation and presentation quality. No attendance will
equal to a “0”
E. MID TERM AND FINAL EXAMS
The midterm is designed to provide, both to the student and the professor, and idea of the level of
understanding of the materials covered up to that session. It will be written in form, and it will
include both multiple-choice and open questions. No attendance to exam will generate a “0”.
The final exam is similar in format to the mid-term exam and covers all topics discussed during the
entire course.A minimum 5 grade is required in each of these exams to pass. No attendance will
equal to a “0”
The objective here is is to make sure that the student is able to display the level of understanding of
the different topics of the subject, as well as the ability to apply digital reasoning to a business
situation.
F. PEER EVALUATION

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The presence of “free riders” in teams is a problem that needs to be taken very seriously. The
willingness and ability to work in teams is highly regarded in this class. Teams are responsible for
their internal management, and teammates will be asked to provide a written evaluation of their
peers. Both the Case presentations and the Marketing Plan Project are important team efforts with
a considerable weight in the overall grading of this class. I therefore expect all members of all
teams to collaborate and work diligently to achieve the best possible results. Therefore each group
will be tasked to evaluate each peer, and the average of team mates evaluation will be the final
grade that will be weigted. In case a student does not participate in the group work, once
doublechecked the group members version, the Professor might decide to grant a zero or a
different grade than the rest of the group in line with the work participation and presentation quality.
G. RE-SIT / RE-TAKE POLICY:
Each student has four (4) chances to pass any given course distributed over two (2) consecutive
academic years. Each academic year consists of two calls: one (1) ordinary call (during the
semester when the course is taking place); and one (1) extraordinary call (or “re-sit”) in June/July.
Students who do not comply with the 70% attendance requirement in each subject during the
semester will automatically fail both calls (ordinary and extraordinary) for that Academic Year and
have to re-take the course (i.e., re-enroll) during the next Academic Year.
The Extraordinary Call Evaluation criteria will be subject to the following rules:
- Students failing the course in the ordinary call (during the semester) will have to re-sit
evaluation for the course in June / July (except those students who do not comply with the
attendance rule, and therefore will not have that opportunity, since they will fail both calls and
must directly re-enroll in the course during the next Academic Year).
- It is not permitted to change the format nor the date of the extraordinary call exams or
deadlines under any circumstance. All extraordinary call evaluation dates will be announced in
advance and must be taken into consideration before planning the summer (e.g. internships,
trips, holidays, etc.)
- The June/July re-sit will consist of a comprehensive evaluation of the course. Your final grade
for the course will depend on the performance in this exam or evaluation only. I.e., continuous
evaluation over the semester (e.g. participation, quizzes, projects and/or other grade
components over the semester) will not be taken into consideration on the extraordinary call.
Students will have to achieve the minimum passing grade of 5 and the maximum grade will be
capped at 8.0 (out of 10.0) – i.e., “notable” in the extraordinary call.
- Re-takers: Students who failed the subject on a previous Academic Year and are now re-
enrolled as re-takers in a course will need to check the syllabus of the assigned professor, as
well as contact the professor individually, regarding the specific evaluation criteria for them as
re-takers in the course during that semester (ordinary call of that Academic Year). The
maximum grade that may be obtained as a retaker during the ordinary call (i.e., the 3rd call) is
10.0 (out of 10.0). After exams and other assessments are graded by the professor (on either
the ordinary or extraordinary call), students will have a possibility to attend a review session
(whether it be a final exam, a final project, or the final overall grade in a given course). Please
be available to attend the session in order to clarify any concerns you might have regarding
your grade. Your professor will inform you about the time and place of the review session. !
Students failing more than 18 ECTS credits after the June/July re-sits will be asked to leave the
Program. Please, make sure to prepare yourself well for the exams in order to pass your failed
subjects. !

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In case you decide to skip the opportunity to re-sit for an exam or evaluation during the June/July
extraordinary call, you will need to enroll in that course again for the next Academic Year as a re-
taker, and pay the corresponding tuition fees. As you know, students have a total of four (4) allowed
calls to pass a given subject or course, in order to remain in the program.

BIBLIOGRAPHY
Recommended
- Chris Anderson. The Long Tail. Revised edition (July 8, 2008). Hachette Books.
ISBN 1401309666 (Printed)
- Jeremy Preace. Social Media Marketing for Business 2020. (April 30th, 2020).
Independently published. ISBN 9798642143643 (Printed)
- Andrew Macarthy. 500 Social Media Marketing Tips: Essential Advice, Hints and
Strategy for Business: FACEBOOK, TWIT. self. ISBN 9781792796036 (Printed)
- Steve Krug. Don't Make Me Think, Revisited: A Common Sense Approach to
Web and Mobile Usability. Addison Wesley. ISBN 0321965515 (Digital)
- Gary Graham et al. (2015). Content is king: news media management in the
digital age. Bloomsbury Publishing. ISBN 9781623567507 (Digital)
- Kelly Mooney and Nita Rollins. (2008). The open brand: when push comes to pull
in a web-made world. New Rider Press. ISBN 9780321550255 (Digital)
- Rick Levine and Doc Searls. (2011). The cluetrain manifesto. Basic Books. ISBN
0465024092 (Digital)
- David A Vise and Mark Malseed. (2008). The Google Story: For Google's 10th
Birthday. Delacorte Press. ISBN B006G85FBO (Digital)

BEHAVIOR RULES

Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

ATTENDANCE POLICY

Please, check the University's Attendance Policy here. The Program Director may
provide further indications.

ETHICAL POLICY

Please, check the University's Ethics Code here. The Program Director may
provide further indications.

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 DIGITAL OPERATIONS
Grado en Administración de Empresas / Bachelor in
Business Administration BBA SEP-2023 DO-
NBA.1C.d.OPT.M.A
Area Information Systems and Technology
Number of sessions: 15
Academic year: 23-24
Degree course:
Number of credits: 3.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: SOLEDAD LLORENTE CANCHO

E-mail: [email protected]

Transformation Coach and Innovation Advisor | Professor

Connector and Driver of change. Passionate about breaking limits through Purpose and People,
going beyond new technologies.
Experienced professional in Innovation, Operations and Digital Transformation. Soledad has built
20+ years of long-term growth, transformation and operational excellence in multiple countries and
cultures working for leading organisations such as L’Oréal, Danone, Zara, Banco Santander, HP,
Boston Scientific, Siemens Energy, Visa...
She evolves teams‘ mindsets from linear to exponential, exercising the internal innovation muscle
and developing new and unexpected business opportunities through new products, services and
value chain digitalization/improvement.
Se is mother of 4, her purpose: "Acquire, amplify and share the mindset to make a better future
happen”
Academic background
- Harvard Kennedy School - Workshop in Global Leadership
- Massachusetts Institute of Technology - Sloan School of Management - Innovation,
entrepreneurship and leadership Program.
- Executive MBA, IE Business School (Lidera for Women scholarship).
- Major in Eco-industries, Ecole Nationale Superieure des Mines, France.
- Major in Engineering, Universidad Politécnica, Madrid.
Academic experience
- Mentor of young entrepreneurs at Area31, the hub of entrepreneurial activity at IE and the
home of its center for Entrepreneurship and Innovation.
- She learns while teaching at IE Business School and IE University (from C level to
undergraduate).
- Contributor to the books: “Exponential Transformation- the Playbook to Evolve Your
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 Organization to Navigate Industry Disruption and Change the World for the Better”(2019) and
“Positive Impact” (2022).
Corporate Experience
- Innovation and Transformation Coach (Rassini, Visa, HP printing division, Banco Santander,
Boston Scientific, Simply Natural farms, Banesco/Abanca, Colgate, HP healthcare,Ingram
Micro, HP 3D printing, Siemens Energy, ...)
- New Operations at Zara.com at Inditex headquarters, Arteixo, Spain.
- Operations Director, Danone, baby food headquarters, Amsterdam, Netherlands.
- Supply Chain Unit Manager, L’Oréal, Luxury goods factory, Madrid, Spain.
- Logistic Manager, L’Oréal, luxury goods headquarters, Paris, France.
- Production Manager, L’Oréal, mass market factory, Paris, France
- Consultant IT and Systems, Paris, France.
[email protected]
whatsapp +34666860757

PREREQUISITES

No needed.

SUBJECT DESCRIPTION

The signs and impacts of new technology disruptions are speeding up. Disruptive technologies and
innovation are changing the way we live work and relate to one another.
New studies show how current crises (such as COVID-19, international conflicts, global Supply
chain, Global warming...) are accelerating digital transformation and pushing our society and every
industry over the technology tipping point.
In contrast the potential of the Industry 4.0, or the revolution that new technologies bring, is still far
from being realized. Many companies are struggling to make the vision of digitized operations a
reality.
What is Digital Operations transformation? It is the revolution of companies through advanced
digital technologies to drive new levels of efficiencies, customer experiences and sustainability.
The race for digital operations transformation will create winners out of companies that
performed it and losers out of those that didn’t. Where do you stand?
In this elective course, we will:
- Align digital operations and strategy for improved performance,
- Evaluate how technologies are being applied to digitally transform operations and Supply Chain
management and optimize the speed and scale of processes, enable strategic operations and
increase sustainability.
- Learn by doing, working on real and on-going business cases, analysing its operations and
identify opportunities for digital transformation and efficiency improvements.

LEARNING OBJECTIVES

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 - To get a better professional and personal awareness of the disruption impacting every industry
and its operations "Technological affinity".
- To gain a transformative mind-set trough digital operation, the back bone of any digital
transformation.
- To practice, How to have a 10 times more effective Value Chain. "Learning by doing".
- To excel and lead your learning experience. "We can teach and lead, only if we are willing to
learn"
To reach the course objectives most effectively, you will need to:
- Read, discuss and analyse the material of each session,
- Be prepared and participate in class discussions, maximize your own learning and in
consequence the entire class learning.
- Prepare this course deliverables.

TEACHING METHODOLOGY

IE University teaching method is defined by its collaborative, active, and applied nature. Students
actively participate in the whole process to build their knowledge and sharpen their skills.
Professor’s main role is to lead and guide students to achieve the learning objectives of the course.
This is done by engaging in a diverse range of teaching techniques and different types of learning
activities such as the following:

Learning Activity Weighting Estimated time a

student should
dedicate to prepare for
and participate in
Lectures 13.33 % 10.0 hours
Discussions 26.67 % 20.0 hours
Exercises in class, 26.67 % 20.0 hours
Asynchronous sessions,
Field Work
Group work 26.67 % 20.0 hours
Individual studying 6.67 % 5.0 hours
TOTAL 100.0 % 75.0 hours

PROGRAM

SESSIONS 1 - 2 (LIVE IN-PERSON)

INTRODUCTION I – The 4th Industrial Revolution
We are in the early stages of the 4th Industrial Revolution, led by the emergence and convergence
of new digital technologies, and characterized by the concepts of exponentiality and disruption.
This 4th Industrial Revolution is questioning the economic, social and operating models that have
served us up to now, making many of them obsolete and fundamentally changing the way we live,
work and interact.
Today, the greatest challenge lies in generating and developing this new exponential way of
thinking and be prepared to transform current operating models into digital ones leveraging new
technologies to succeed.

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Questions:
- What are the impacts caused by the 4th industrial revolution?
- What are the new digital operational models that are emerging as a result of this impact?
Session structure:
- Welcome & Introduction to the course
- Why this course - Awake - The 4th Industrial Revolution - How this Course
Technical note & tutorials: The Story of the Fourth Industrial Revolution (IST020107-U-ENG-VID)

SESSIONS 3 - 4 (LIVE IN-PERSON)

INTRODUCTION II - The ingredients to successfully operate in the 4th Industrial Revolution
Innovation methods and tools, a simple way to modernize and improve existing business process or
introduce and thrive with totally new ones.
Questions:
- What are the companies that have experienced exponential growth?
- What are the common elements in their different operational models to success and achieve
exponential growth?
- Which methodologies and frameworks can be applied to innovate?
Session structure:
- Digital innovation and disruption.
- Exponential growth in the Digital Transformation era, the key elements to succeed. - New
Innovation methodologies and processes.
Technical note & tutorials: Exponential Growth Models (IST020121-U-ENG-VID)

SESSION 5 (ASYNCHRONOUS)
Online Discussion Forum.
- We will discuss on Campus interactive questions and short exercises around S6 and S7 cases.
- The discussion forum will be active during 24 hours (+ Recap & learnings) and used by the
leading team to help other students to prepare next sesions cases.

SESSIONS 6 - 7 (LIVE IN-PERSON)

SESSION 6
A complex operations and tech infrastructure (Domino’s Pizza).
Managing tech operations, particularly in the context of companies outside the traditional tech
sector.
A digital strategy with consistent coordination and implementation across thousands of individual
stores with hundreds of different franchise owners.
Adoption of new tech products throughout a large organization with many stakeholders.
Questions
- What were the challenges that Domino’s faced at the beginning of the case (2008)?
- What are the most important dynamics within the QSR industry?
- How competitive is the pizza restaurant industry?
- What did Domino’s do to turn around its performance? What was the order they did things in?
Is there a certain sequencing they followed? Please be specific.

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 - What were the company’s most significant innovations?
- What are the challenges and opportunities that Domino’s faces at the end of the case (2021)?
- What should Domino’s focus on next? Future
SESSION 7
Digital Supply Chain Management.
End-to-end (process) management on information creation, production, distribution and
consumption. And the impact of digitalization on the restructuring of information chains through:
- the lowering of marginal costs of production, transportation, and storage;
- the shift of network effects from supply to demand;
- convergence.
Questions/Discussion:
- Map the movie information chain, from content creation to the customer. What were the key
distribution channels before the rise of the internet and what are they today? In which stages of
the information chain is Disney present? How has Netflix evolved over the years?
- What are the strengths and weaknesses of Disney’s business model? What are the
opportunities and threats of the movie production industry?
- Should Disney offer its own streaming services? Why or why not? If so, how should it
implement this service: grow organically or acquire content? Make the content exclusive or
license it to other streaming services?
- What is Disney’s alternative growth options?
Practical Case: Tech with a Side of Pizza: How Dominos Rose to the Top (HBS 421057-PDF-ENG)
Technical note: Disney and 21st Century Fox: Reshaping Disney's Strategy for the Digital Age (HBS
IN1528-PDF-ENG)

SESSION 8 (ASYNCHRONOUS)
Online Discussion Forum.
- We will discuss on Campus interactive questions and short exercises around S9 case.
- The discussion forum will be active during 24 hours (+ Recap & learnings) and used by the
leading team to help other students to prepare next sesions cases.

SESSIONS 9 - 10 (LIVE IN-PERSON)

SESSION 9
Tech Fashion industry
Fashion has always been at the forefront of innovation — from the invention of the sewing machine
to the rise of e-commerce. Like tech, fashion is forward-looking and cyclical. Estimated to be worth
more than $3T by the end of the decade (according to CB Insights), the fashion sector is also one
of the largest industries in the world.
In this session we will take a look at the evolution of the new digital value chain in the fashion
industry and where technology is taking it next, from Product Design to Retail and beyond.
Question:
- How are our clothes and accessories designed, manufactured, distributed, and marketed?
- How can new digital technologies improve Fashion end to end Value Chain?
SESSION 10

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Understanding Digital Operations in the fast fashion #1 retailer. "Zara, its secret ingredient",
material provides by the professor.
Article: The Future of Fashion: From design to merchandising, How Tech is reshaping the Industry
(cbinsights.com)

SESSIONS 11 - 12 (LIVE IN-PERSON)

Understanding Digital Operations in the store.
From a real case to a real practice. Let´s go to Zara´s biggest store in the world...a digital store.
- Zara individual assignment (you can do it by pairs if you prefer)
- The individual work covers a maximum of 3 pages written, answering questions that professor
will provide in class. How a Digital store may be a key element to assure the strategic
objectives.

SESSION 13 (ASYNCHRONOUS)
Online Discussion Forum.
- We will discuss on Campus interactive questions around S14 and S15, Final Case and
exercise.
- The discussion forum will be active during 24 hours (+ Recap & learnings) and used by the
professor to help other students to prepare next sesions cases.

SESSIONS 14 - 15 (LIVE IN-PERSON)

“Moderna case” explores how biotechnology (biotech) company Moderna applied artificial
intelligence (AI) and digitization to expedite the drug therapy development process, including for
vaccines.
Moderna’s operational infrastructure, also known as an AI factory, enabled it to rapidly build and
test potential vaccine and other therapeutic models, shortening what was typically a years- long
experimentation process to several months.
This case illustrates how Digital operations drive innovation and improve business outputs in a
traditional and highly regulated industry (Pharma). It is a perfect example that is relevant to the
future of any firm across any industry.
Practical Case: Moderna (A) (HBS 621032-PDF-ENG)

EVALUATION CRITERIA

Evaluation of your performance will be based on class participation, individual work, and group
assignments, weighted as follows:
- Individual class participation will be evaluated based upon whether a contribution substantially
enriches the discussion. I will take notes after classes to points on these criteria, you will asses
your team members and other class mates when you are the leading team.
- The individual work covers a maximum of 3 pages written of an individual report about the
learning from the Digital store visit, to be prepared after the Session. You can do it by pairs.
- Groups presentations, there will be groups appointed to present their solutions on certain cases
and lead those sessions. More details will be shared during the course.
- Final Case is a practical assignement where students must through Moderna case and show

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 their leranings from this course.
More detailed guidelines will be shared and explained in class.

criteria percentage Learning Comments

Objectives
Final case 30 % Final group
presentation
Individual Work 25 % Written report of
SC Simulation
Group 25 % Case Presentation
Presentation
Class Participation 20 % individual weekly
participation

RE-SIT / RE-TAKE POLICY

Each student has four (4) chances to pass any given course distributed over two (2) consecutive
academic years. Each academic year consists of two calls: one (1) ordinary call (during the
semester when the course is taking place); and one (1) extraordinary call (or “re-sit”) in June/July.
Students who do not comply with the 70% attendance requirement in each subject during the
semester will automatically fail both calls(ordinary and extraordinary) for that Academic Year and
have to re-takethe course (i.e., re-enroll) during the next Academic Year.
The Extraordinary Call Evaluation criteria will be subject to the following rules:
- Students failing the course in the ordinary call (during the semester) will have to re-sitevaluation
for the course in June / July (except those students who do not comply with the attendance
rule, and therefore will not have that opportunity, since they will fail both calls and must directly
re-enroll in the course during the next Academic Year).
- It is not permitted to change the format nor the date of the extraordinary call exams or
deadlines under any circumstance. All extraordinary call evaluation dates will be announced in
advance and must be taken into consideration before planning the summer (e.g. internships,
trips, holidays, etc.)
- The June/July re-sit will consist of a comprehensive evaluation of the course. Your final grade
for the course will depend on the performance in this exam or evaluation only. I.e., continuous
evaluation over the semester (e.g. participation, quizzes, projects and/or other grade
components over the semester) will not be taken into consideration on the extraordinary call.
Students will have to achieve the minimum passing grade of 5 and the maximum grade will be
capped at 8.0 (out of 10.0) – i.e., “notable”in the extraordinary call.
- Re-takers: Students who failed the subject on a previous Academic Year and are now re-
enrolled as re-takers in a course will need to check the syllabus of the assigned professor, as
well as contact the professor individually, regarding the specific evaluation criteria for them as
re-takers in the course during that semester (ordinary call of that Academic Year). The
maximum grade that may be obtained as a retaker during the ordinary call (i.e., the 3rdcall) is
10.0 (out of 10.0).
After exams and other assessments are graded by the professor (on either the ordinary or
extraordinary call), students will have a possibility to attend a review session (whether it be a final
exam, a final project, or the final overall grade in a given course). Please be available to attend the
session in order to clarify any concerns you might have regarding your grade. Your professor will
inform you about the time and place of the review session.
- ! Students failing more than 18 ECTS creditsafter the June/July re-sits will be asked to leave

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 the Program. Please, make sure to prepare yourself well for the exams in order to pass your
failed subjects.
- ! In case you decide to skip the opportunity to re-sit for an exam or evaluation during the
June/July extraordinary call, you will need to enroll in that course again for the next Academic
Year as a re- taker, and pay the corresponding tuition fees. As you know, students have a total
CLASS ATTENDANCE
For In-Person programs, students should attend their live in-person sessions on campus.
As per the IE University policy, bachelor students must attend at least 70% of sessions. This policy
applies to any type of session: live in-person sessions on campus, asynchronous sessions, or
remotely online as planned in the syllabus. Students attending less than 70% of sessions will be
graded with a FAIL for the course. For Bachelor-degree programs, this fail will apply to the ordinary
and extraordinary calls of the current academic year. For Master-degree programs, students must
obtain a Low Pass in the subject ?s retake or otherwise they will face program expulsion.
Attendance to asynchronous sessions will be monitored by the professor and will count in the same
way as synchronous sessions. As asynchronous sessions involve students’ activities, the professor
will monitor these activities to record their attendance.
Under exceptional circumstances (such as serious health problems, visa delays, and travel
restrictions), a student could ask for a temporary attendance waiver. A written and documented
request must be made in advance to the Program Management Team. Last minute changes in
attendance or verbal requests will not be considered. If the request is approved, an attendance
waiver will be granted over one or more sessions and the allowed 30% will be applied to the
remaining sessions.
Personal trips, appointments, minor illnesses, family celebrations, or other personal matters will not
be treated as an exceptional case and should be considered part of the 30% of allowed absences.
Professors will be informed by Program Management of all exceptional cases. Under no
circumstances will faculty members have the responsibility/power to justify a student’s absence. As
a general rule, Professors and Program Management shouldn’t contemplate the design of make-up
activities for any type of absence.
Although students without attendance waiver can attend the session remotely online, they will be
considered as absent. This absence will negatively affect their attendance % as well as their
participation grade.

BEHAVIOR RULES

Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

ATTENDANCE POLICY

Please, check the University's Attendance Policy here. The Program Director may
provide further indications.

ETHICAL POLICY

Please, check the University's Ethics Code here. The Program Director may
provide further indications.

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GENDER EQUALITY AND SUSTAINABLE
DEVELOPMENT
Grado en Administración de Empresas / Bachelor in
Business Administration BBA SEP-2023 GESD-
NBA.1C.n.OPT.M.A
Area Economics
Number of sessions: 15
Academic year: 23-24
Degree course:
Number of credits: 3.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: CAROLINA FERRER RINCON

E-mail: [email protected]

Carolina Ferrer works as an Adjunct professor at the IE School of Global and

Public Affairs teaching courses in the areas of Gender Equality and Sustainable
Development, Foreign Aid, Social entrepreneurship and Project Management in
Undergraduate and Masters ? programs. She is also enrolled in the Thesis
supervisors and Academic Advisors Programs at IE. Carolina has been working
at the World Bank since 2011 in the analysis and implementation of
development projects mainly in the area of Gender Equality and Development
in Latin America and the Caribbean, as well as in Africa. After completing her
Master's degree in International Relations, Carolina worked in other
organizations, such as the Council of the EU, The German Marshall Fund of
the US, and the Inter- American Development Bank. She has also worked at
the Permanent Representation of Spain to the EU and the Permanent Mission
of Spain to the United Nations in Diplomatic, Institutional and Public policy
issues.

[email protected]

Professor: PATRICIA GABALDON QUIÑONES

E-mail: [email protected]

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 Patricia Gabaldon is the Director of the Bachelor in Econmics, ViceDean of
Pedagogical Innovation at the IE School of Global and Public Affairs, and
Associate Professor of Economic Environment at IE Business School in Madrid
(Spain). Patricia Gabaldon received her PhD in Economics from the University
of Alcala, Spain. As an economics professor, she combines theory and practice
to understand real life issues, from an applied economic perspective. Professor
of economics at IE since 2008, her research interests focus on the role of
women in the economy, corporate governance, and public policies regarding
women on boards and female entrepreneurs. She has collaborated with
multilateral organizations in gender equality topics.

[email protected]

PREREQUISITES

there are no pre-requisites for this course.

SUBJECT DESCRIPTION

This Course will provide students with a general introduction to Gender Equality
which have been for the past few years at the forefront of the global agenda to
achieve sustainable development. As the World Development Report 2012
“Gender Equality and Development” stated, progress and persistence in gender
equality matter, because gender equality is a core development objective in its
own right but it is also "smart economics", enhancing productivity and
improving other development outcomes, including prospects for the next
generation and for the quality of societal policies and institutions.
We will analyze the conceptual framework proposed in the WDR 2012 report
and will further investigate the relevant dimensions identified of gender equality
such as endowments, economic opportunities and agency and how they impact
in the economic and social development of countries. We will also work
together, through real examples, in understanding the relevant aspects of
gender equality such as the barriers and enablers of female leadership and
female entrepreneurship, as well as the policies that companies and
governments are implementing to break those barriers and to enhance gender
equality.

LEARNING OBJECTIVES

By the end of this course, students will have a wide and relevant knowledge of
what gender equality means and why it is important for individual, families,
societies, countries, governments and businesses, among others. Students will
also understand that it is an essential aspect to achieve sustainable
development and economic growth in the countries that cannot be longer
ignored.

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 Furthermore, this course will equip students with the practical skills and tools to
effectively mainstreaming gender while planning and implementing public
policies and corporate policies. Finally, by acquiring these skills, students will
be able to identify in the future gender inequalities and gaps in their respective
professional fields and address them using the adequate strategies and
mechanisms.

TEACHING METHODOLOGY

IE University teaching method is defined by its collaborative, active, and applied nature. Students
actively participate in the whole process to build their knowledge and sharpen their skills.
Professor’s main role is to lead and guide students to achieve the learning objectives of the course.
This is done by engaging in a diverse range of teaching techniques and different types of learning
activities such as the following:

Learning Activity Weighting Estimated time a

student should
dedicate to prepare for
and participate in
Lectures 40.0 % 30.0 hours
Discussions 13.33 % 10.0 hours
Exercises in class, 20.0 % 15.0 hours
Asynchronous sessions,
Field Work
Group work 13.33 % 10.0 hours
Individual studying 13.33 % 10.0 hours
TOTAL 100.0 % 75.0 hours

PROGRAM

SESSION 1 (LIVE IN-PERSON)

Introduction to Gender Equality and Sustainable Development I
Article: World Development Report (WDR) 2012: Gender Equality and Development. Overview,
Chapter 1. (The World Bank, 2011)
Article: SDG 5: Achieve gender equality and empower all women and girls (UN Women)
Article: The Global Gender Gap report 2020. Chapter 1. (World Economic Forum)
Article: CEDAW, 1979 (UN Women) (Recommended) (Optional)
Article: Beijing Platform for Action, 1995. (World Conference on Women) (Recommended) (Optional)
Article: World Survey on the role of women in development 2014. Gender Equality and Sustainable
Development”. Chapter 2. (UN Women 2014) (Recommended) (Optional)
Article: Why Gender Equality is the most critical of all the global goals. (The Huffington Post, 2015)
(Recommended) (Optional)

SESSION 2 (LIVE IN-PERSON)

Introduction to Gender Equality and Sustainable Development II
Article: World Development Report (WDR) 2012: Gender Equality and Development. Overview,
Chapter 1. (The World Bank, 2011)

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Article: SDG 5: Achieve gender equality and empower all women and girls (UN Women)
Article: The Global Gender Gap report 2020. Chapter 1. (World Economic Forum)
Article: CEDAW, 1979 (UN Women) (Recommended) (Optional)
Article: Beijing Platform for Action, 1995. (World Conference on Women) (Recommended) (Optional)
Article: World Survey on the role of women in development 2014. Gender Equality and Sustainable
Development”. Chapter 2. (UN Women 2014) (Recommended) (Optional)
Article: Why Gender Equality is the most critical of all the global goals. (The Huffington Post, 2015)
(Recommended) (Optional)

SESSION 3 (LIVE IN-PERSON)

The WDR 2012 Conceptual Framework and its application
Article: World Development Report 2012: Gender Equality and Development. Chapter 2. (The World
Bank, 2011)
Article: Why longer paternity leave is a step forward for gender equality (World Economic Forum
2019)
Article: Want gender equality? Then fight for fathers’ rights to shared parental leave (The Guardian,
2019) (Recommended) (Optional)

SESSION 4 (LIVE IN-PERSON)

Endowments: Gender Equality in Education and Health
Technical note: “World Development Report 2012: Gender Equality and Development”. Chapter 3:
Education and Health: Where do gender differences really matter? (The World Bank, 2011)
Article: "Unequal, Unfair, Ineffective and Inefficient Gender Inequity in Health: Why it exists and how
we can change it". Chapter 3: Differences in Exposure and Vulnerability (WHO 2007)
Technical note: "World Development Report 2018: LEARNING to Realize Education’s Promise.
Chapter 2. (The World Bank 2017)
Technical note: "Missed Opportunities. The High Cost of Not Educating Girls" (The World Bank,
2018) (Recommended) (Optional)

SESSION 5 (LIVE IN-PERSON)

Economic Opportunities: Gender Equality in the Private Sector
Article: “Women in Business and Management, Gaining Momentum. Global Report” (International
Labour Organization, 2015)
Technical note: “Sheryl Sandberg: When Women Get Stuck, Corporate America Gets Stuck” (The
Wall Street Journal, September 30th 2015.)
Article: “Myths and Facts about Female Directors” (IFC, Rene Adams 2015) (Recommended)
(Optional)
Article: The Wall Street Journal, September 30th 2015. “What’s Holding Women Back in the
Workplace?" (The Wall Street Journal, September 30, 2015) (Optional)
Article: "The CS Gender 3000 report. Women in Senior Management" (Credit Suisse, 2014)
(Recommended) (Optional)

SESSION 6 (LIVE IN-PERSON)

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Economic Opportunities: Female Entrepreneurs, Access to Finance and Microcredits
Article: “Investing in Women ´s Employment, Good for Business, Good for Development”.
(International Finance Corporation, 2013.)
Podcast: Investing in Women: New evidence for the Business Case. (IFC, (2017)
Article: . Access to Finance, Mind the Gender Gap. (EBRD)
Article: Access to Finance: Why Aren’t Women Leaning In. (IMF)
Multimedia Material: What is Microcredit (Grameen Bank)
Article: A Grameen Bank concept: Micro-credit and poverty alleviation program in Bangladesh.
(International Conference on Emerging Trends in Computer and Image)
Article: “Women-Owned SMEs: A Business Opportunity for Financial Institutions. A Market and
Credit Gap Assessment and IFC ´s Portfolio Gender Baseline”. (International Finance Corporation,
2014) (Recommended) (Optional)
Article: “Strengthening Access to Finance for Women-Owned SMEs in Developing Countries”.
(Global Partnership for Financial Inclusion and International Finance Corporation, 2011)
(Recommended) (Optional)
Article: "Social Entrepreneurship Amongst Women and Men in the United States". (National
Women´s Business Council) (Recommended) (Optional)
Technical note: Global Findex Database. (The World Bank Group.)

SESSION 7 (LIVE IN-PERSON)

Economic Opportunities:Time Use, Employment, Labor Protection and Unpaid Work
Compulsory readings:
Article: Unrealized Potential: The High Cost of Gender Inequality in Earnings.The Cost of Gender
Inequality Notes Series. Washington, DC. (The World Bank)
Article: The UN Women Gender and Economics Training Manual (UN Women)
Article: Investing in Women. New Evidence for the Business Case. (IFC, 2017.)

SESSION 8 (LIVE IN-PERSON)

Economic Opportunities: Access to Finance, Microcredits
Article: EBRD. Access to Finance, Mind the Gender Gap. (Eurpean Bank)
Article: Access to Finance: Why Aren’t Women Leaning In (IMF)
Article: What is Microcredit (Grameen Bank)
Article: A Grameen Bank concept: Micro-credit and poverty alleviation program in Bangladesh.
(International Conference on Emerging Trends in Computer and Image)
Article: Global Findex Database. (The World Bank Group) (Recommended) (Optional)

SESSION 9 (LIVE IN-PERSON)

Agency: Social Norms and Gender Stereotypes
Article: “World Development Report 2012: Gender Equality and Development”. Chapter 4: Promoting
Women ´s Agency. (The World Bank, 2011)
Article: Social norms, gender norms and adolescent girls: a brief guide (ODI 2015)
Article: The World Bank Group, 2014. “Voice and Agency. Empowering women and girls for shared
prosperity”. Chapters 1, 3 and 4 (Recommended) (Optional)
Article: "A ‘Generationally Perpetuated’ Pattern: Daughters Do More Chores" (The New York Times)

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(Recommended) (Optional)

SESSION 10 (LIVE IN-PERSON)

Agency: Female Leadership in the Public Sector: Women in Politics
Compulsory Readings:
Article: Gender quotas and female leadership: A review. Background paper for the World
Development (Openknowledge Worldbank)
Article: UN Women. Women in Politics Map 2020 (UN Women)
Article: Unfinished Business: Women, Men, Work, Family (The New York Times) (Recommended)
(Optional)

SESSION 11 (LIVE IN-PERSON)

Introduction to Gender Mainstreaming and its application in development projects
Compulsory Readings:
Article: Gender Mainstreaming. An overview. Chapters 1 and 3. (Office of the Special Adviser on
Gender Issues and Advancement of Women United Nations)
Article: What is Gender Mainstreaming? (European Institute for Gender Equality)

SESSION 12 (LIVE IN-PERSON)

Gender Mainstreaming in Public Policies
Compulsory readings:
Article: Toolkit for Mainstreaming and Implementing Gender Equality. Chapter 3 (OECD)

SESSION 13 (LIVE IN-PERSON)

Gender Mainstreaming in the corporate world
Compulsory readings:
Article: Gender Equality: A Smart Proposition for Business (MCC)
Article: Five Steps for Companies to Make Gender Equality Mainstream (BSR)
Article: Why Gender Equality Matters In Business Success. (Forbes)

SESSION 14 (LIVE IN-PERSON)

The impact of COVID-19 on Gender Equality
Compulsory readings:
Article: From Insights to Action. Gender Equality in the Wake of COVID-19 (UN Women)
Article: COVID-19 and gender equality: Countering the regressive effects" (Mckinsey & Company)
Technical note: COVID-19 has worsened gender inequality. These charts show what we can do
about it (World Economic Forum)

SESSION 15 (LIVE IN-PERSON)

Final exam

EVALUATION CRITERIA

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 criteria percentage Learning Comments
Objectives
Final Exam 50 %
Mid term exam 30 %
Class participation 20 %

RE-SIT / RE-TAKE POLICY

RE-SIT / RE-TAKE POLICY
Each student has four (4) chances to pass any given course distributed over two (2) consecutive
academic years. Each academic year consists of two calls: one (1) ordinary call (during the
semester when the course is taking place); and one (1) extraordinary call (or “re-sit”) in June/July.
Students who do not comply with the 70% attendance requirement in each subject during the
semester will automatically fail both calls (ordinary and extraordinary) for that Academic Year and
have to re-take the course (i.e., re-enroll) during the next Academic Year.
As a result of IE’s ´liquid learning´ model, all students must abide to the attendance policy for AY
2021-22 where physical (in-person) attendance to class is compulsory for all regular Face-to-Face
courses. Those students who, due to exceptional cases (that have been pre-approved by IE), are
connecting remotely to class sessions and not physically in the classroom are required to fully
connect their camera and microphone at all times , and must actively participate during the
sessions (using all necessary audiovisual equipment), just as their fellow peers who are physically
present in the classroom on campus.
The Extraordinary Call Evaluation criteria will be subject to the following rules:
Ø Students failing the course in the ordinary call (during the semester) will have to re-sit evaluation
for the course in June / July (except those students who do not comply with the attendance rule,
and therefore will not have that opportunity, since they will fail both calls and must directly re-enroll
in the course during the next Academic Year).
Ø It is not permitted to change the format nor the date of the extraordinary call exams or deadlines
under any circumstance. All extraordinary call evaluation dates will be announced in advance and
must be taken into consideration before planning the summer (e.g. internships, trips, holidays, etc.)
Ø The June/July re-sit will consist of a comprehensive evaluation of the course. Your final grade for
the course will depend on the performance in this exam or evaluation only. I.e., continuous
evaluation over the semester (e.g. participation, quizzes, projects and/or other grade components
over the semester) will not be taken into consideration on the extraordinary call. Students will have
to achieve the minimum passing grade of 5 and the maximum grade will be capped at 8.0 (out of
10.0) – i.e., “notable” in the extraordinary call.
Ø Re-takers: Students who failed the subject on a previous Academic Year and are now re-enrolled
as re-takers in a course will need to check the syllabus of the assigned professor, as well as
contact the professor individually, regarding the specific evaluation criteria for them as re-takers in
the course during that semester (ordinary call of that Academic Year). The maximum grade that
may be obtained as a retaker during the ordinary call (i.e., the 3rd call) is 10.0 (out of 10.0).
After exams and other assessments are graded by the professor (on either the ordinary or
extraordinary call), students will have a possibility to attend a review session (whether it be a final
exam, a final project, or the final overall grade in a given course). Please be available to attend the
session in order to clarify any concerns you might have regarding your grade. Your professor will
inform you about the time and place of the review session.
Students failing more than 18 ECTS credits after the June/July re-sits will be asked to leave the
Program. Please, make sure to prepare yourself well for the exams in order to pass your failed
subjects.
In case you decide to skip the opportunity to re-sit for an exam or evaluation during the June/July
extraordinary call, you will need to enroll in that course again for the next Academic Year as a re-
taker, and pay the corresponding tuition fees. As you know, students have a total of four (4) allowed
calls to pass a given subject or course, in order to remain in the program.

7
30th June 2023
PLAGIARISM / ACADEMIC HONESTY
Plagiarism is the dishonest act of presenting another person’s ideas, texts or words as your own.
This includes in order of seriousness of the offense:
- providing faulty sources;
- copy-pasting material from your own past assignments (self-plagiarism) without the instructor’s
permission;
- copy-pasting material from external sources even while citing them;
- using verbatim translations from sources in other languages without citing them;
- copy-pasting material from external sources without citing them;
- and buying or commissioning essays from other parties.
IEU students must contact the professor if they don’t know whether the use of a document
constitutes plagiarism. The professor will advise the student on how to present said material. All
written assignments have to be submitted through Turnitin, which produces a similarity report and
detects cases of plagiarism. Professors are required to check each student's academic work in
order to guarantee its originality. If the originality of the academic work is not clear, the professor
will contact the student in order to clarify any doubts. In the event that the meeting with the student
fails to clarify the originality of the academic work, the professor will inform the Director of the
Bachelor Program about the case, who will then decide whether to bring the case forward to the
Academic Ethics Committee. Very high similarity scores will be automatically flagged and forwarded
to the Academic Ethics Committee. Plagiarism constitutes a very serious offense and may carry
penalties ranging from getting a zero for the assignment to expulsion from the university depending
on the severity of the case and the number of times the student has committed plagiarism in the
past.

BEHAVIOR RULES

Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

ATTENDANCE POLICY

Please, check the University's Attendance Policy here. The Program Director may
provide further indications.

ETHICAL POLICY

Please, check the University's Ethics Code here. The Program Director may
provide further indications.

8
30th June 2023
 HOW TO LEAD CHANGE AND PEOPLE
TRANSFORMATION
Grado en Administración de Empresas / Bachelor in
Business Administration BBA SEP-2023 HLCPT-
NBA.1C.s.OPT.M.A
Area Human Resources and Organisational Behaviour
Number of sessions: 15
Academic year: 23-24
Degree course:
Number of credits: 3.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: MARGARITA MAYO CUELLAR

E-mail: [email protected]

MARGARITA MAYO CUELLAR

IE Professor of Leadership & Organizational Behavior

Margarita Mayo is one of IE Business School´s most influential thought leaders.

Professor Margarita Mayo has made a name as an award-winning author and
researcher. Her book, Yours Truly: Staying Authentic in Leadership and
Life (Bloomsbury), won the Exceptional Book by a Woman award at the 2019
Business Book Awards in London.
Even before that, though, she was the recipient of the Fulbright Scholarship at
Harvard University for her research on Leadership, Power and Influence, and
the Center of Creative Leadership in the United States recognized her as a
promising researcher. Most recently she was named to the prestigious Thinkers
50 Radar, a global ranking of management thinkers. The awards reflect an
energetic pace of publication in important journals like Harvard Business
Review, the Journal of Applied Psychology, Academy of Management
Journal, Academy of Management Learning & Education, Organizational
Research Methods, Human Resource Management, Leadership Quarterly, and
the Journal of Organizational Behavior. She has published, with her students
and collaborators, more than 60 scientific articles, and frequently writes for
business press such as Forbes, Financial Times, Economic Times, Expansión
and Cinco Días.

1
Edited by Documentation
11th July 2023
 Ever since her arrival at IE in 2000, Mayo also stands out as one of IE’s stellar
professors. Her courses on Organizational Behavior, Leadership Development,
Teambuilding and Coaching, Managing People and Leading with Purpose are
taught across undergraduate and master programs—as well as in-company
Executive Education programs– and have regularly earned her the Teaching
Excellence Award.
Margarita Mayo holds a PhD in Management Psychology from State University
of New York, a Masters in Psychology from Clark University, and a B.A. in
Psychology from Universidad Autonoma in Madrid (Valedictorian). She has
worked with companies and organizations such as Al Ghurair Group, Zegna,
Endesa, Abu Dhabi Distribution Company, Performance Strategies, Celonis,
ArcelorMittal, Intras, Moving Forward, TotalEnergies, Novartis, McKinsey,
Everis, Making Science, and AT&T and international organizations such as
United Nations, OECD, Africa Development Bank and World Knowledge Forum
on issues relating to leadership development, executive coaching, 360
feedback and change management in Europe, Asia, the Middle East and
United States.
More about her work can be found on the website: www.margaritamayo.com
Academic Background
PhD in Management Psychology, University of New York at Buffalo, USA
Fulbright Scholar, Harvard University, USA
MA in Social Psychology, Clark University, USA
BA in Psychology, Universidad Autónoma de Madrid, Spain
Academic Experience
Professor of Organisational Behaviour, IE Business School, 2000 to present
Visiting Professor at Lancaster Management School, Lancaster University, UK,
2009
Academic Director of the Centre for Diversity and Global Management, IE
Business School, 2003-2009
Director of the PhD Programme, IE Business School, 2004
Assistant Professor of Business Administration, Richard Ivey School of
Business, University of Western Ontario, USA, 1997 to 2000
Lecturer, Organisational Behaviour, University of New York at Buffalo, USA,
1994 to 1997

[email protected]

PREREQUISITES

SUBJECT DESCRIPTION

This course offers frameworks, knowledge and tools to help you be more
effective leading change and people transformations in both your work and
your personal life. You will learn concepts and tools to help you achieve your
personal development goals and higher order purposes including
understanding yourself and others, leading people for transformation, and
managing change in crisis as well as opportunity scenarios understanding who
is involve; how they are engaging; and what tools you need to be used to
achieve change and transformation.

2
11th July 2023
LEARNING OBJECTIVES

This course aims at providing you with an understanding as well as practical

tools you can apply, regarding managing personal change and people and
organizational transformation moving away from a traditional leadership style to
adopt a transformational leadership style that elevates your own goals and
motivatates others to develop and grow. Key concepts and frameworks will
include self-awareness, transformational and authentic leadership, coaching
and development, and change management.

TEACHING METHODOLOGY

IE University teaching method is defined by its collaborative, active, and applied nature. Students
actively participate in the whole process to build their knowledge and sharpen their skills.
Professor’s main role is to lead and guide students to achieve the learning objectives of the course.
This is done by engaging in a diverse range of teaching techniques and different types of learning
activities such as the following:

Learning Activity Weighting Estimated time a

student should
dedicate to prepare for
and participate in
Lectures 20.0 % 15.0 hours
Discussions 20.0 % 15.0 hours
Exercises in class, 20.0 % 15.0 hours
Asynchronous sessions,
Field Work
Group work 20.0 % 15.0 hours
Individual studying 20.0 % 15.0 hours
TOTAL 100.0 % 75.0 hours

PROGRAM

PART 1: PERSONAL CHANGE

SESSION 1 (LIVE IN-PERSON)

Overview of course syllabus and requirements
Introduction to the course.
Technical note: Managing Your Career (HBS 494082-PDF-ENG)

SESSIONS 2 - 3 (LIVE IN-PERSON)

Self-awareness and Personal Change
Article: MANAGING ONESELF (HBS R0501K-PDF-ENG)
Practical Case: Mike Miller (A) (HBS 482061-PDF-ENG)

3
11th July 2023
PART 2: PEOPLE TRANSFORMATION

SESSIONS 4 - 5 (LIVE IN-PERSON)

Transformational Leadership
You will complete an online leadership test about your prefered leadership style. You will receive
instruction in due course. Your individual report will be given to you in class.
Practical Case: Wolfgang Keller at Konigsbrau-TAK (HBS 498045-PDF-ENG)
Technical note: What leaders Really do (HBS R011F-PDF-ENG)
Technical note: What Makes a Leader? (HBS R040H-PDF-ENG)

PART 3: ORGANIZATIONAL CHANGE

SESSIONS 6 - 7 (LIVE IN-PERSON)

Coaching and Development
Practical Case: Coaching for Exceptional Performance Workshop (TCC 9B00C006)
Practical Case: Coaching for Exceptional Performance Workshop - Marketing Supervisor Role: Chris
Parkins (TCC 9B00C007)
Practical Case: Coaching for Exceptional Performance Workshop - Market Development Manager
Role: Kim Hughes (TCC 9B00C008)
Practical Case: Coaching for Exceptional Performance Workshop - Engineering Manager Role:
Robin Maynard (TCC 9B00C009)
Practical Case: Coaching for Exceptional Performance Workshop - Telesales Supervisor Role:
Kelsey Scott (TCC 9B00C010)
Practical Case: Coaching for Exceptional Performance Workshop - Market Analyst Role: Pat Cox
(TCC 9B00C011)
Practical Case: Coaching for Exceptional Performance Workshop - General Production Supervisor
Role: Lee Sewell (TCC 9B00C012)
Practical Case: Coaching for Exceptional Performance Workshop - Project Sales and Marketing
Manager Role: Jody Hickson (TCC 9B00C013)
Article: The Leader as Coach (HBS R1906G-PDF-ENG)

SESSIONS 8 - 9 (LIVE IN-PERSON)

Multimedia Material: BELBIN Self-Perception Questionnaire (BEL)
Practical Case: Carter Racing Part A & B (KEL)

SESSIONS 10 - 11 (LIVE IN-PERSON)

Change Management I
Assessment
Multimedia Material: ExperienceChange Simulation (EXP)
Practical Case: DRW Techologies (in-class reading) (HBS 916535-PDF-ENG)

4
11th July 2023
SESSIONS 12 - 13 (LIVE IN-PERSON)
Change Management II
Planning & Implementation
Article: Leading Change: Why Transformation Efforts Fail (HBS R0701J-PDF-ENG)
Article: Inside GE´s Transformation (HBS R1705B-PDF-ENG)
Article: Cracking the Code of Change (HBS R00301-PDF-ENG)
Multimedia Material: Experience Change Simulation (EXP)

SESSION 14 (LIVE IN-PERSON)

Group Presentations

SESSION 15 (LIVE IN-PERSON)

Final Exam.
Multimedia Material: Change Management Simulation: Power and Influence V3 (HBS 7611-HTM-
ENG)

EVALUATION CRITERIA

criteria percentage Learning Comments

Objectives
Final Exam 30 %
Individual Work 20 %
Group Work 15 %
Group 15 %
Presentation
Class Participation 20 %

RE-SIT / RE-TAKE POLICY

Class participation (individual): 20% of your grade. Class participation will be evaluated in face-
to-face. Everyone is expected to be prepared for each class and to be an active participant in class
discussion. You are required to attend each one of the classes. Your participation grade will reflect
my assessment of your total contribution to the learning environment. This includes not only the
frequency of your contributions but also their quality. Participations are evaluated according to the
following standard.
0: You do not do any of the following:
1-5: You are present, on time, and concentrated in class.
6-10: You are participating and are part of the discussion.
11-15: You are greatly involved in participation, having more than one good point to make.
16-20: You participate with really high-quality points, helping advance the in-class discussion and
sharpening the in-class debate.
Quality includes among other things: (1) sound, rigorous, insightful diagnosis (e.g. sharpening of
key issues, depth, and relevant of the analysis), (2) ability to draw on course materials nd your own
experience productively, (3) professionalism of your conduct (attendance, punctuality,
preparedness, and showing respect to all section members and their class contributions.)
Group Projects (in groups): 30% of you grade: You need to form a Learning Team with 4-5
members within the first week of the semester. This group has two major tasks: (1) group
presentation, and (2) group work

5
11th July 2023
Personal Development Plan (individual): 20% of you grade.
Final Exam (individual): 30% of your grade: The final exam takes place at the end of the course
and covers all topics and readings addressed in the course.
RE-SIT / RE-TAKE POLICY
Each student has four (4) chances to pass any given course distributed over two (2) consecutive
academic years. Each academic year consists of two calls: one (1) ordinary call (during the
semester when the course is taking place); and one (1) extraordinary call (or “re-sit”) in June/July.
Students who do not comply with the 70% attendance requirement in each subject during the
semester will automatically fail both calls (ordinary and extraordinary) for that Academic Year and
have to re-take the course (i.e., re-enroll) during the next Academic Year.
The Extraordinary Call Evaluation criteria will be subject to the following rules:
Ø Students failing the course in the ordinary call (during the semester) will have to re-sit evaluation
for the course in June / July (except those students who do not comply with the attendance rule,
and therefore will not have that opportunity, since they will fail both calls and must directly re-enroll
in the course during the next Academic Year).
Ø It is not permitted to change the format nor the date of the extraordinary call exams or deadlines
under any circumstance. All extraordinary call evaluation dates will be announced in advance and
must be taken into consideration before planning the summer (e.g. internships, trips, holidays, etc.)
Ø The June/July re-sit will consist of a comprehensive evaluation of the course. Your final grade for
the course will depend on the performance in this exam or evaluation only. I.e., continuous
evaluation over the semester (e.g. participation, quizzes, projects and/or other grade components
over the semester) will not be taken into consideration on the extraordinary call. Students will have
to achieve the minimum passing grade of 5 and the maximum grade will be capped at 8.0 (out of
10.0) – i.e., “notable” in the extraordinary call.
Ø Re-takers: Students who failed the subject on a previous Academic Year and are now re-enrolled
as re-takers in a course will need to check the syllabus of the assigned professor, as well as
contact the professor individually, regarding the specific evaluation criteria for them as re-takers in
the course during that semester (ordinary call of that Academic Year). The maximum grade that
may be obtained as a retaker during the ordinary call (i.e., the 3rd call) is 10.0 (out of 10.0).
After exams and other assessments are graded by the professor (on either the ordinary or
extraordinary call), students will have a possibility to attend a review session (whether it be a final
exam, a final project, or the final overall grade in a given course). Please be available to attend the
session in order to clarify any concerns you might have regarding your grade. Your professor will
inform you about the time and place of the review session.
! Students failing more than 18 ECTS credits after the June/July re-sits will be asked to
leave the Program. Please, make sure to prepare yourself well for the exams in order to pass your
failed subjects.
! In case you decide to skip the opportunity to re-sit for an exam or evaluation during the
June/July extraordinary call, you will need to enroll in that course again for the next Academic Year
as a re-taker, and pay the corresponding tuition fees. As you know, students have a total of four (4)
allowed calls to pass a given subject or course, in order to remain in the program.

BEHAVIOR RULES

Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

ATTENDANCE POLICY

6
11th July 2023
Please, check the University's Attendance Policy here. The Program Director may
provide further indications.

ETHICAL POLICY

Please, check the University's Ethics Code here. The Program Director may
provide further indications.

7
11th July 2023
 HOW TO LEAD CHANGE AND PEOPLE
TRANSFORMATION
Grado en Administración de Empresas / Bachelor in
Business Administration BBA SEP-2023 HLCPT-
NBA.1C.s.OPT.M.A
Area Human Resources and Organisational Behaviour
Number of sessions: 15
Academic year: 23-24
Degree course:
Number of credits: 3.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: MARGARITA MAYO CUELLAR

E-mail: [email protected]

MARGARITA MAYO CUELLAR

IE Professor of Leadership & Organizational Behavior

Margarita Mayo is one of IE Business School´s most influential thought leaders.

Professor Margarita Mayo has made a name as an award-winning author and
researcher. Her book, Yours Truly: Staying Authentic in Leadership and
Life (Bloomsbury), won the Exceptional Book by a Woman award at the 2019
Business Book Awards in London.
Even before that, though, she was the recipient of the Fulbright Scholarship at
Harvard University for her research on Leadership, Power and Influence, and
the Center of Creative Leadership in the United States recognized her as a
promising researcher. Most recently she was named to the prestigious Thinkers
50 Radar, a global ranking of management thinkers. The awards reflect an
energetic pace of publication in important journals like Harvard Business
Review, the Journal of Applied Psychology, Academy of Management
Journal, Academy of Management Learning & Education, Organizational
Research Methods, Human Resource Management, Leadership Quarterly, and
the Journal of Organizational Behavior. She has published, with her students
and collaborators, more than 60 scientific articles, and frequently writes for
business press such as Forbes, Financial Times, Economic Times, Expansión
and Cinco Días.

1
Edited by Documentation
11th July 2023
 Ever since her arrival at IE in 2000, Mayo also stands out as one of IE’s stellar
professors. Her courses on Organizational Behavior, Leadership Development,
Teambuilding and Coaching, Managing People and Leading with Purpose are
taught across undergraduate and master programs—as well as in-company
Executive Education programs– and have regularly earned her the Teaching
Excellence Award.
Margarita Mayo holds a PhD in Management Psychology from State University
of New York, a Masters in Psychology from Clark University, and a B.A. in
Psychology from Universidad Autonoma in Madrid (Valedictorian). She has
worked with companies and organizations such as Al Ghurair Group, Zegna,
Endesa, Abu Dhabi Distribution Company, Performance Strategies, Celonis,
ArcelorMittal, Intras, Moving Forward, TotalEnergies, Novartis, McKinsey,
Everis, Making Science, and AT&T and international organizations such as
United Nations, OECD, Africa Development Bank and World Knowledge Forum
on issues relating to leadership development, executive coaching, 360
feedback and change management in Europe, Asia, the Middle East and
United States.
More about her work can be found on the website: www.margaritamayo.com
Academic Background
PhD in Management Psychology, University of New York at Buffalo, USA
Fulbright Scholar, Harvard University, USA
MA in Social Psychology, Clark University, USA
BA in Psychology, Universidad Autónoma de Madrid, Spain
Academic Experience
Professor of Organisational Behaviour, IE Business School, 2000 to present
Visiting Professor at Lancaster Management School, Lancaster University, UK,
2009
Academic Director of the Centre for Diversity and Global Management, IE
Business School, 2003-2009
Director of the PhD Programme, IE Business School, 2004
Assistant Professor of Business Administration, Richard Ivey School of
Business, University of Western Ontario, USA, 1997 to 2000
Lecturer, Organisational Behaviour, University of New York at Buffalo, USA,
1994 to 1997

[email protected]

PREREQUISITES

SUBJECT DESCRIPTION

This course offers frameworks, knowledge and tools to help you be more
effective leading change and people transformations in both your work and
your personal life. You will learn concepts and tools to help you achieve your
personal development goals and higher order purposes including
understanding yourself and others, leading people for transformation, and
managing change in crisis as well as opportunity scenarios understanding who
is involve; how they are engaging; and what tools you need to be used to
achieve change and transformation.

2
11th July 2023
LEARNING OBJECTIVES

This course aims at providing you with an understanding as well as practical

tools you can apply, regarding managing personal change and people and
organizational transformation moving away from a traditional leadership style to
adopt a transformational leadership style that elevates your own goals and
motivatates others to develop and grow. Key concepts and frameworks will
include self-awareness, transformational and authentic leadership, coaching
and development, and change management.

TEACHING METHODOLOGY

IE University teaching method is defined by its collaborative, active, and applied nature. Students
actively participate in the whole process to build their knowledge and sharpen their skills.
Professor’s main role is to lead and guide students to achieve the learning objectives of the course.
This is done by engaging in a diverse range of teaching techniques and different types of learning
activities such as the following:

Learning Activity Weighting Estimated time a

student should
dedicate to prepare for
and participate in
Lectures 20.0 % 15.0 hours
Discussions 20.0 % 15.0 hours
Exercises in class, 20.0 % 15.0 hours
Asynchronous sessions,
Field Work
Group work 20.0 % 15.0 hours
Individual studying 20.0 % 15.0 hours
TOTAL 100.0 % 75.0 hours

PROGRAM

PART 1: PERSONAL CHANGE

SESSION 1 (LIVE IN-PERSON)

Overview of course syllabus and requirements
Introduction to the course.
Technical note: Managing Your Career (HBS 494082-PDF-ENG)

SESSIONS 2 - 3 (LIVE IN-PERSON)

Self-awareness and Personal Change
Article: MANAGING ONESELF (HBS R0501K-PDF-ENG)
Practical Case: Mike Miller (A) (HBS 482061-PDF-ENG)

3
11th July 2023
PART 2: PEOPLE TRANSFORMATION

SESSIONS 4 - 5 (LIVE IN-PERSON)

Transformational Leadership
You will complete an online leadership test about your prefered leadership style. You will receive
instruction in due course. Your individual report will be given to you in class.
Practical Case: Wolfgang Keller at Konigsbrau-TAK (HBS 498045-PDF-ENG)
Technical note: What leaders Really do (HBS R011F-PDF-ENG)
Technical note: What Makes a Leader? (HBS R040H-PDF-ENG)

PART 3: ORGANIZATIONAL CHANGE

SESSIONS 6 - 7 (LIVE IN-PERSON)

Coaching and Development
Practical Case: Coaching for Exceptional Performance Workshop (TCC 9B00C006)
Practical Case: Coaching for Exceptional Performance Workshop - Marketing Supervisor Role: Chris
Parkins (TCC 9B00C007)
Practical Case: Coaching for Exceptional Performance Workshop - Market Development Manager
Role: Kim Hughes (TCC 9B00C008)
Practical Case: Coaching for Exceptional Performance Workshop - Engineering Manager Role:
Robin Maynard (TCC 9B00C009)
Practical Case: Coaching for Exceptional Performance Workshop - Telesales Supervisor Role:
Kelsey Scott (TCC 9B00C010)
Practical Case: Coaching for Exceptional Performance Workshop - Market Analyst Role: Pat Cox
(TCC 9B00C011)
Practical Case: Coaching for Exceptional Performance Workshop - General Production Supervisor
Role: Lee Sewell (TCC 9B00C012)
Practical Case: Coaching for Exceptional Performance Workshop - Project Sales and Marketing
Manager Role: Jody Hickson (TCC 9B00C013)
Article: The Leader as Coach (HBS R1906G-PDF-ENG)

SESSIONS 8 - 9 (LIVE IN-PERSON)

Multimedia Material: BELBIN Self-Perception Questionnaire (BEL)
Practical Case: Carter Racing Part A & B (KEL)

SESSIONS 10 - 11 (LIVE IN-PERSON)

Change Management I
Assessment
Multimedia Material: ExperienceChange Simulation (EXP)
Practical Case: DRW Techologies (in-class reading) (HBS 916535-PDF-ENG)

4
11th July 2023
SESSIONS 12 - 13 (LIVE IN-PERSON)
Change Management II
Planning & Implementation
Article: Leading Change: Why Transformation Efforts Fail (HBS R0701J-PDF-ENG)
Article: Inside GE´s Transformation (HBS R1705B-PDF-ENG)
Article: Cracking the Code of Change (HBS R00301-PDF-ENG)
Multimedia Material: Experience Change Simulation (EXP)

SESSION 14 (LIVE IN-PERSON)

Group Presentations

SESSION 15 (LIVE IN-PERSON)

Final Exam.
Multimedia Material: Change Management Simulation: Power and Influence V3 (HBS 7611-HTM-
ENG)

EVALUATION CRITERIA

criteria percentage Learning Comments

Objectives
Final Exam 30 %
Individual Work 20 %
Group Work 15 %
Group 15 %
Presentation
Class Participation 20 %

RE-SIT / RE-TAKE POLICY

Class participation (individual): 20% of your grade. Class participation will be evaluated in face-
to-face. Everyone is expected to be prepared for each class and to be an active participant in class
discussion. You are required to attend each one of the classes. Your participation grade will reflect
my assessment of your total contribution to the learning environment. This includes not only the
frequency of your contributions but also their quality. Participations are evaluated according to the
following standard.
0: You do not do any of the following:
1-5: You are present, on time, and concentrated in class.
6-10: You are participating and are part of the discussion.
11-15: You are greatly involved in participation, having more than one good point to make.
16-20: You participate with really high-quality points, helping advance the in-class discussion and
sharpening the in-class debate.
Quality includes among other things: (1) sound, rigorous, insightful diagnosis (e.g. sharpening of
key issues, depth, and relevant of the analysis), (2) ability to draw on course materials nd your own
experience productively, (3) professionalism of your conduct (attendance, punctuality,
preparedness, and showing respect to all section members and their class contributions.)
Group Projects (in groups): 30% of you grade: You need to form a Learning Team with 4-5
members within the first week of the semester. This group has two major tasks: (1) group
presentation, and (2) group work

5
11th July 2023
Personal Development Plan (individual): 20% of you grade.
Final Exam (individual): 30% of your grade: The final exam takes place at the end of the course
and covers all topics and readings addressed in the course.
RE-SIT / RE-TAKE POLICY
Each student has four (4) chances to pass any given course distributed over two (2) consecutive
academic years. Each academic year consists of two calls: one (1) ordinary call (during the
semester when the course is taking place); and one (1) extraordinary call (or “re-sit”) in June/July.
Students who do not comply with the 70% attendance requirement in each subject during the
semester will automatically fail both calls (ordinary and extraordinary) for that Academic Year and
have to re-take the course (i.e., re-enroll) during the next Academic Year.
The Extraordinary Call Evaluation criteria will be subject to the following rules:
Ø Students failing the course in the ordinary call (during the semester) will have to re-sit evaluation
for the course in June / July (except those students who do not comply with the attendance rule,
and therefore will not have that opportunity, since they will fail both calls and must directly re-enroll
in the course during the next Academic Year).
Ø It is not permitted to change the format nor the date of the extraordinary call exams or deadlines
under any circumstance. All extraordinary call evaluation dates will be announced in advance and
must be taken into consideration before planning the summer (e.g. internships, trips, holidays, etc.)
Ø The June/July re-sit will consist of a comprehensive evaluation of the course. Your final grade for
the course will depend on the performance in this exam or evaluation only. I.e., continuous
evaluation over the semester (e.g. participation, quizzes, projects and/or other grade components
over the semester) will not be taken into consideration on the extraordinary call. Students will have
to achieve the minimum passing grade of 5 and the maximum grade will be capped at 8.0 (out of
10.0) – i.e., “notable” in the extraordinary call.
Ø Re-takers: Students who failed the subject on a previous Academic Year and are now re-enrolled
as re-takers in a course will need to check the syllabus of the assigned professor, as well as
contact the professor individually, regarding the specific evaluation criteria for them as re-takers in
the course during that semester (ordinary call of that Academic Year). The maximum grade that
may be obtained as a retaker during the ordinary call (i.e., the 3rd call) is 10.0 (out of 10.0).
After exams and other assessments are graded by the professor (on either the ordinary or
extraordinary call), students will have a possibility to attend a review session (whether it be a final
exam, a final project, or the final overall grade in a given course). Please be available to attend the
session in order to clarify any concerns you might have regarding your grade. Your professor will
inform you about the time and place of the review session.
! Students failing more than 18 ECTS credits after the June/July re-sits will be asked to
leave the Program. Please, make sure to prepare yourself well for the exams in order to pass your
failed subjects.
! In case you decide to skip the opportunity to re-sit for an exam or evaluation during the
June/July extraordinary call, you will need to enroll in that course again for the next Academic Year
as a re-taker, and pay the corresponding tuition fees. As you know, students have a total of four (4)
allowed calls to pass a given subject or course, in order to remain in the program.

BEHAVIOR RULES

Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

ATTENDANCE POLICY

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11th July 2023
Please, check the University's Attendance Policy here. The Program Director may
provide further indications.

ETHICAL POLICY

Please, check the University's Ethics Code here. The Program Director may
provide further indications.

7
11th July 2023
IMAGINING YOUR FUTURE WITH YOUR BEST SELF
Grado en Administración de Empresas / Bachelor in
Business Administration BBA SEP-2023 IYF-
NBA.1C.n.OPT.M.A
Area Human Resources and Organisational Behaviour
Number of sessions: 15
Academic year: 23-24
Degree course:
Number of credits: 3.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: STEPHANIE REINA

E-mail: [email protected]

Stephanie Reina graduated Summa Cum Laude with a B.S.E. in

Bioengineering from Arizona State University (USA). She also has an MBA
from IE Business School (Spain) and an MSc in Applied Positive Psychology
with Distinction from the University of East London (UK). She was a Fulbright
scholar to Spain while pursuing her first graduate degree. Stephanie has been
teaching at IE University since 2015. She teaches Applied Business Math,
Math for Management, and electives, advanced seminars, and workshops
through the IE Center for Health, Well-being, and Happiness. Past such
courses include: Positive Organizational Behavior, Kindness, Empathy, and
Compassion; and High-Performance Attention.
Stephanie’s master’s thesis focused on exploring the work values of Millennials
and the relationship between meaning and job satisfaction. She presented her
research at the 10th European Conference on Positive Psychology in 2022 in
Reykjavik, Iceland and at the 5th Spanish Positive Psychology Congress in
2022 in Bilbao, Spain. She is interested in the applications of the principles of
positive psychology to organizational behavior, parenting, and the use of social
media. Stephanie is an active member of the Sociedad Española de Psicología
Positiva. In 2021 she volunteered with the non-profit Life Vest Inside to be
group leader for Dance for Kindness, a flash mob held at IE to promote
kindness. In 2023, she participated as a volunteer in the World Happiness
Summit held in Como, Italy. In her free time, Stephanie enjoys spending time
with her family, studying, exercising, traveling, and salsa dancing. She is fluent
in English, Spanish, and Italian and conversant in French.

[email protected]

PREREQUISITES

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There are no prerequisites for this course.
The workshop is focused on how to have a better life and invest in being your best self. In order to
do that, you need to be brave, to reflect and to be honest with yourself. The 21st century needs a
different type of leader and the skills you will learn are intended to prepare you for that
challenge! Please don’t choose this program if (PLEASE READ!):
- You don’t want to reflect about your life.
- You don’t want to share your personal experience with the class (we will apply Chatham House
Rules).
- Or it’s not the right moment and place to do either.
- You are not ready to help other people and open to be helped by your colleagues.
- You don’t want to work hard!
- You don’t have enough time to invest in your homework’s (2 hours/ week).
- You don’t like dynamic & participative sessions (this is a hands-on program!).
- You are not open to practice techniques such as mindfulness.
- You are not ready to contribute in each session.
- You can not survive without using your PC & phone for 2-3 hours.

SUBJECT DESCRIPTION

As university students, you are living an important time of self-discovery and

growth, learning new concepts, living new experiences and finding out more
about your values, emotions and aspirations. This course creates the space for
experiential learning and growth from practice and insights, to challenge your
automatic thinking as to what success is and provide the concepts and tools to
reflect upon what is really important to you and then design the path to your
ideal future, and building up the muscles to be prepared for any challenge that
will be thrown your way. We will have the opportunity to explore more deeply
essential skills and sharpen the tools in our skills toolbox through experience
and practice.
We will cultivate greater awareness of self, and our own strengths and
weaknesses, providing tools to practice and leverage for greater personal
satisfaction and deeper connection with others. Throughout the course,
students will work on and use various projects in which they will be expected to
apply the theoretical concepts from class*.

LEARNING OBJECTIVES

This course has been designed with the intention of helping students to develop sensitivity to their
inner self, to strengthen their awareness and reflect critically on their impact and to create the
space to practice and grow to craft with intention the life path forward and take ownership for the life
they want to live.
More specifically, this course aims to foster:
1. Greater appreciation of the holistic self.
2. Depth in understanding of critical skills for well-being and resilience.
3. A long-term perspective of happiness.
4. Appreciation of purpose and how to craft a life of meaning.

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 5. The ability to reflect, learn and grow, leveraging essential skills.

TEACHING METHODOLOGY

IE University teaching method is defined by its collaborative, active, and applied nature. Students
actively participate in the whole process to build their knowledge and sharpen their skills.
Professor’s main role is to lead and guide students to achieve the learning objectives of the course.
This is done by engaging in a diverse range of teaching techniques and different types of learning
activities such as the following:

Learning Activity Weighting Estimated time a

student should
dedicate to prepare for
and participate in
Lectures 40.0 % 30.0 hours
Discussions 6.67 % 5.0 hours
Exercises in class, 20.0 % 15.0 hours
Asynchronous sessions,
Field Work
Group work 13.33 % 10.0 hours
Individual studying 20.0 % 15.0 hours
TOTAL 100.0 % 75.0 hours

PROGRAM

SESSION 1 (LIVE IN-PERSON)

Introduction to Happiness & Wellbeing
During Session 1, we will review in detail the course outline and expectations, including the
evaluation method, participation, and course assignments. We will also use the session as an
introductory discussion on the science of Happiness and Well-being, especially within the current
context. This opening session will allow us to discuss expectations, ask questions and map our self-
discovery journey.
Article: The Economics of Well-Being (HBS R1201D-PDF-ENG)
Technical note: Managing Oneself (HBS R0501K-PDF-ENG)

SESSION 2 (LIVE IN-PERSON)

Emotional Regulation & Positive Emotions
In preparation to our Leading People course, we will delve into emotions. What are emotions? What
impact do emotions have on us, our decision-making and wellbeing? We will also discuss the utility
of positive emotions and ways to accept all emotions and increase the positive emotions in our lives
to foster improved emotional agility and self-management.
Article: Caught Up in Emotions: How to Handle Fear, Anger, and Embarrassment in Difficult
Conversations (HBS 6415BC-PDF-ENG)
Article: What If You Pursued Contentment Rather Than Happiness? (Greater Good Magazine)
Article: Broaden-and-Build Theory of Positive Emotions (Positive Psychology.com)

SESSION 3 (LIVE IN-PERSON)

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Mindfulness
There has been a lot of hype around mindfulness, however what is mindfulness and how does it
impact your happiness and wellbeing? We will slow down to better understand the role mindfulness
play in leading a happy life and consider ways to incorporate mindfulness practices into our day to
day routines. We will also practice a little!
Article: Mindfulness Isn't Much Harder than Mindlessness (HBS H02LOM-PDF-ENG)
Article: How to Override Your Default Reactions in Tough Moments (HBS H00RJ6-PDF-ENG)
Article: The Construct of Mindfulness (Journal of Social Issues, Vol. 56, No. 1, 2000, pp. 1–9) (CED)
Article: The Wise Leader (The European Business Review)

SESSION 4 (LIVE IN-PERSON)

Purpose & Values
Finally, we will build on our essential skills to create a more refined vision of our purpose and
values, grasping a better understanding of our impact on our daily decisions, which build overtime
to shape our perception of happiness. Please complete the Personal Values Assessment prior to
class.
Article: How to Find Your Purpose in Life (Greater Good Magazine)
Other / Complementary Documentation: The VIA Character Strengths Survey (VIA Institute on
Character)

SESSION 5 (LIVE IN-PERSON)

Gratitude
Gratitude is a skill to create a greater appreciation which in turn fosters positive emotions and
greater resilience. How often do we stop to consider all we have in life? What does a lack of
gratitude create? We will consider how can we pay closer attention to incorporate gratitude into our
lives and create habits to increase our sense of contentment and satisfaction.
We will begin introducing a daily gratitude exercise into our learning.
Article: 7 Scientifically Proven Benefits of Gratitude (Psychology Today, April 3, 2015)
Article: Gratitude Really is Good for You. Here’s What the Science Shows. (New York Times
Company. Jun 8, 2023 (ced))

SESSION 6 (LIVE IN-PERSON)

Creativity & Flow
When was the last time you were bored? What emotions did it produce? What are you doing when
time flies by? How can we develop knowledge and tools that will help creativity and working in flow
to positively impact output and satisfaction? To further develop these skills, we will investigate our
own strengths and how we can leverage them.
Article: Life's Work: An Interview with Erno Rubik (HBS R2006P-PDF-ENG)
Article: How Creativity Works (Greater Good Magazine)
Article: Nine Steps to Achieving Flow in your work (Greater Good Magazine)

SESSION 7 (LIVE IN-PERSON)

Altruism /Kindness
We know we should be kind to others, however do we know the positive impact of kindness on
ourselves and others? We will consider this skill and the benefits of kindness, as well as ways to
increase kindness to ourselves and those around us.

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23th August 2023
We will be introducing acts of kindness into our daily routine.
Article: 60 Powerful Kindness Quotes That Will Stay with You (Reader's Digest, Aug. 17, 2023)
Article: If You Want Your Business to Succeed, Cultivate Kindness (Next Big Idea Club, 9 May,
2016)

SESSION 8 (LIVE IN-PERSON)

Empathy
In an ever more polarized world of uncertainty and change, the ability to connect with others by
understanding or feeling is an important skill. Empathy, not to be confused with emotional
contagion, allows us to leverage diversity and drive greater outcomes through greater appreciation
of others.
Article: What Is Empathy? (Very well mind, February 22, 2023)

SESSION 9 (LIVE IN-PERSON)

Self-Compassion
During Session 5, we will practice self-compassion, delving into what it is, why it is important, how
we can develop this essential personal skill and how it relates to self-esteem. We will consider self-
compassion within the context of our happiness and ability to thrive.
Book Chapters: The Self-Compassion Workbook for Teens: Mindfulness and Compassion Skills to
Overcome Self-Criticism and Embrace Who You Are (See Bibliography)
Article: Elements of Self-Compassion (Center for Mindful Self-Compassion)
Article: Why Is the Pandemic So Hard on Young People? (Greater Good Magazine)

SESSION 10 (LIVE IN-PERSON)

Positive Social Relations
Learning to develop positive social relations is a skill that needs to be developed overtime. While
we often take relationships for granted, we will consider the importance of developing and
maintaining relationships and the impact they have on our perception of success and satisfaction in
life, looking into the power of what others think of us, or FOMO – Sounds familiar?
Following this session where we will get creative around positive social relations, an activity will be
required.
Article: How Many Friends Do You Really Need in Adulthood? (Psychology Today, August 9, 2019)
Article: You Asked: How Many Friends Do I Need? (Time, MARCH 18, 2015)
Article: How Many Friends Do You Really Need? (The New York Times, June 22, 2023)

SESSION 11 (ASYNCHRONOUS)
Manage Mentor – Leading People
For this session, please complete the Harvard ManageMentor course Leading People. See Session
Materials. You will need to access the course through your Harvard Business Publishing account
(or create one if you do not already have one).
The course learning objectives are the following:
1. Define your purpose, vision, and values as a leader.
2. Cultivate your emotional intelligence.
3. Build trust in your leadership.
4. Engage and motivate employees.

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 5. Lead with a global mindset.
Multimedia Material: Harvard ManageMentor: Leading People (HBS 7167-HTM-ENG)

SESSION 12 (LIVE IN-PERSON)

Forgiveness
What happens when we do not let things go? How does this impact our ability in the moment and
beyond? We will delve into the power of forgiveness and the positive impact it can have in the short
and long term.
For this session, a self reflection and assignment on forgiveness is expected.
Article: Eight Keys to Forgiveness (Greater Good Magazine, OCTOBER 15, 2015)

SESSION 13 (LIVE IN-PERSON)

Happiness
What is happiness? How can we define happiness? We will continue to build on our essential skills
to gain a practical and personal understanding of happiness and how to cultivate a life with purpose
and intention to create sustained happiness and satisfaction. Because happiness does not
“happen”; it is a skill that requires regular practice.
Article: You Aren't Built to be Happy (Psychology Today.com)

SESSION 14 (LIVE IN-PERSON)

Group Presentations
During this session, you will present your group projects.
Practical Case: Values-based Candidate Selection at LinkedIn: One Hiring Manager's Approach
(HBS W93C96-PDF-ENG)
Practical Case: Plante & Moran: All You Really Need to Know (WDI 1-428-759) (Will be published)

SESSION 15 (LIVE IN-PERSON)

Awe
When have we felt awe and how is awe relevant to our happiness and wellbeing? We will consider
the greater impact of awe in our lives and how it contributes to our wellbeing. You will be expected
to take time to cultivate Awe during the week.
Article: What Is Awe? (Greater Good Magazine)
Video: Why Awe Is Such an Important Emotion (Greater Good Magazine)

EVALUATION CRITERIA

Participation
As a class, we will work together to consider the various concepts, readings and cases, which serve
as tools to foster the learning and application of knowledge. Your participation is key to creating the
discussion and debate, where we can all gain insights from your experience and
perspectives. Therefore, your preparation in advance of the class and your engagement in the
course is critical.
Participation will be evaluated based on being on time, mentally present and prepared, as well as
on staying engaged and most importantly, on making valuable contributions to class discussion that
demonstrate understanding of the reading and of the themes being discussed in class.

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23th August 2023
Keep in mind, quality is more valued than quantity.
Homework
Short preparation assignments will be required in advance before some of the sessions.
Individual Assignment – Reflection and Learning
What advice would your future self be giving you now?
You will be expected to keep a personal journal throughout the class to document your key insights
and learnings from the class, as well as your personal observations and reflections regarding how
the concepts play out in your life, areas you feel comfortable and areas you look to further
understand and apply. The personal journal is confidential, you do NOT have to turn it in. However,
it is critical to keep a personal journal to be able to carry out the reflection and write the reflection
paper. Your write-up will make it evident whether or not you kept a personal journal throughout the
course.
You will need to deliver an in-depth reflection paper as to your understanding and experience with
the essential skills covered in the course. From this, you will be expected to outline a personal plan
of intention to incorporate learnings into your life to build experience and confidence in shaping your
ideal future.
We will discuss the individual assignment in more detail during Session 1.
Group Project – Leadership and Essential Skills
How do these essential skills contribute to our ability to lead ourselves and others? Each group will
be expected to create a leadership framework, which they will present to the class, as to how
students can leverage their time at IE to develop the essential mix of skills for greater life
satisfaction, happiness and success. A short written report is also required.
We will discuss the final group project in more detail during Session 1.

criteria percentage Learning Comments

Objectives
Individual Work 35 %
Assignments 15 %
Group 30 %
Presentation
Class Participation 20 %

RE-SIT / RE-TAKE POLICY

Each student has four (4) chances to pass any given course distributed over two (2) consecutive
academic years. Each academic year consists of two calls: one (1) ordinary call (during the
semester when the course is taking place); and one (1) extraordinary call (or “re-sit”) in June/July.
Students who do not comply with the 70% attendance requirement in each subject during the
semester will automatically fail both calls (ordinary and extraordinary) for that Academic Year and
have to re-take the course (i.e., re-enroll) during the next Academic Year.
The Extraordinary Call Evaluation criteria will be subject to the following rules:
- Students failing the course in the ordinary call (during the semester) will have to re-sit
evaluation for the course in June / July (except those students who do not comply with the
attendance rule, and therefore will not have that opportunity, since they will fail both calls and
must directly re-enroll in the course during the next Academic Year).
- It is not permitted to change the format nor the date of the extraordinary call exams or
deadlines under any circumstance. All extraordinary call evaluation dates will be announced in
advance and must be taken into consideration before planning the summer (e.g. internships,
trips, holidays, etc.)
- The June/July re-sit will consist of a comprehensive evaluation of the course. Your final grade

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23th August 2023
 for the course will depend on the performance in this exam or evaluation only. I.e., continuous
evaluation over the semester (e.g. participation, quizzes, projects and/or other grade
components over the semester) will not be taken into consideration on the extraordinary call.
Students will have to achieve the minimum passing grade of 5 and the maximum grade will be
capped at 8.0 (out of 10.0) – i.e., “notable” in the extraordinary call.
- Re-takers: Students who failed the subject on a previous Academic Year and are now re-
enrolled as re-takers in a course will need to check the syllabus of the assigned professor, as
well as contact the professor individually, regarding the specific evaluation criteria for them as
re-takers in the course during that semester (ordinary call of that Academic Year). The
maximum grade that may be obtained as a retaker during the ordinary call (i.e., the 3rd call) is
10.0 (out of 10.0).
After exams and other assessments are graded by the professor (on either the ordinary or
extraordinary call), students will have a possibility to attend a review session (whether it be a final
exam, a final project, or the final overall grade in a given course). Please be available to attend the
session in order to clarify any concerns you might have regarding your grade. Your professor will
inform you about the time and place of the review session.
- Students failing more than 18 ECTS credits after the June/July re-sits will be asked to leave the
Program. Please, make sure to prepare yourself well for the exams in order to pass your failed
subjects.
- In case you decide to skip the opportunity to re-sit for an exam or evaluation during the
June/July extraordinary call, you will need to enroll in that course again for the next Academic
Year as a re-taker, and pay the corresponding tuition fees. As you know, students have a total
of four (4) allowed calls to pass a given subject or course, in order to remain in the program.
BIBLIOGRAPHY
Recommended
- Karen Bluth and Kristin Neff. (2018). The self-compassion workbook for teens :
mindfulness and compassion skills to overcome self-criticis. New Harbinger
Publications. ISBN 9781626259843 (Digital)

BEHAVIOR RULES

Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

ATTENDANCE POLICY

Please, check the University's Attendance Policy here. The Program Director may
provide further indications.

ETHICAL POLICY

Please, check the University's Ethics Code here. The Program Director may
provide further indications.

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 INDUSTRY 4.0
Grado en Administración de Empresas / Bachelor in
Business Administration BBA SEP-2023 I40-
NBA.1C.d.OPT.M.A
Area Information Systems and Technology
Number of sessions: 15
Academic year: 23-24
Degree course:
Number of credits: 3.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: MATT KING

E-mail: [email protected]

Matt is an entrepreneur with a passion for investigating the technologies that

will shape the future. He has over 15 years of international experience in
industry working within a research and development organisation, a SME, a
MNC and most recently his own startup applying AI within the engineering and
construction industry.
A lifelong learner, Matt has an executive MBA from INSEAD as well as a post-
graduate Certificate in Technology Commercialization from McCombs Business
School. He also holds an MSc from Southampton University and an MEng from
University College London.

[email protected]

PREREQUISITES

No prerequisites assumed or required. However, it is good if the students have

a general interest in technology and the impact it is having on industry and
society more broadly.

SUBJECT DESCRIPTION

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 The fourth industrial revolution is transforming business and society. In this
course, students will examine the impact advances in technology are having,
and will have, on the capabilities and business models of industry. The course
will expose students to the dramatic changes that are currently taking place
around the world in the way products are designed, manufactured and
delivered to market, as well as how value adding services are being layered on
top of traditional products.
By the end of the elective, students will understand the challenges and
opportunities that technology provides to industry and how to best position
themselves to exploit the changes ahead to their advantage.

LEARNING OBJECTIVES

Students will leave this course with:

- An understanding of the impact technology is having on industry,
- A broad understanding of industrial processes and ways of working,
- Knowledge of the key drivers, enablers, challenges and opportunities of industry 4.0,
- An appreciation of the key technology drivers of industry 4.0 such as IoT, cyber-physical
systems, A.I. and
- Understanding the “smart” revolutions impact on the world,
- Knowledge of real-world cases studies and success stories of Industry 4.0,
- An ability to build strategies and roadmaps for the future of industry,
- The skills and toolsets needed to digitally transform an industrial business.

TEACHING METHODOLOGY

IE University teaching method is defined by its collaborative, active, and applied nature. Students
actively participate in the whole process to build their knowledge and sharpen their skills.
Professor’s main role is to lead and guide students to achieve the learning objectives of the course.
This is done by engaging in a diverse range of teaching techniques and different types of learning
activities such as the following:

Learning Activity Weighting Estimated time a

student should
dedicate to prepare for
and participate in
Lectures 20.0 % 15.0 hours
Discussions 6.67 % 5.0 hours
Exercises in class, 20.0 % 15.0 hours
Asynchronous sessions,
Field Work
Group work 26.67 % 20.0 hours
Individual studying 26.67 % 20.0 hours
TOTAL 100.0 % 75.0 hours

METHODOLOGY

PROGRAM

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SESSION 1 (LIVE IN-PERSON)
Into Industry 4.0
In this first session we will introduce the structure and main topics of the course.
- Course introduction
- Overview of main topics

SESSION 2 (LIVE IN-PERSON)

Continuous Revolutions
In this session we will put Industry 4.0 in its historical context:
- Industry 0.0 – 3.0
- Industry 4.0
- Continuous evolution in information and energy technologies

SESSION 3 (LIVE IN-PERSON)

How Stuff Gets Made
In this session we will discuss the main processes used in industry today:
- Continuous and discrete production
- 4 production processes: Lean, Agile, Waterfall and Modular
- Information architectures, MES and ERP

SESSION 4 (LIVE IN-PERSON)

It's not what you know
In this session we will look at the power and use of networks.
- Smart networks
- Network theory
- Small world networks
- Mobile devices
- A world of devices

SESSION 5 (LIVE IN-PERSON)

Information Theory
In this session we will cover the basics of information theory:
- DIKW pyramid
- Moore's Law
- Turing Machines
- And what they mean

SESSION 6 (LIVE IN-PERSON)

Automate Everything
In this session we will cover:

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 - Process automation
- Intelligent machines
- Robots
- Cyberphysical systems
- Industrial IoT
- Edge Computing

SESSION 7 (LIVE IN-PERSON)

We are living in a simulation
In this session we will cover:
- Cloud computing
- Digital twins
- Advanced simulation
- 3d printing

SESSION 8 (LIVE IN-PERSON)

Do androids dream of electric sheep?
In this session we will cover:
- What is AI
- Data science
- How to do AI
- Strong AI

SESSION 9 (LIVE IN-PERSON)

Distributed and decentralized
In this session we will cover:
- What is blockchain
- Distributed ledger technologies
- Mechanism design
- NFTs

SESSION 10 (LIVE IN-PERSON)

Byzantine empires
In this session we will cover:
- Security and risk
- Traditional cybersecurity
- Stuxnet Case Study
- Zero Trust Cybersecurity
- Useful Tools

SESSION 11 (LIVE IN-PERSON)

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Apocalypse now
In this session we will cover:
- A cuationary tale
- Technology and risk
- Existential risksCircular economy

SESSION 12 (LIVE IN-PERSON)

Human to machine
This session will cover:
- Humans and machines
- Wearables
- Cyborgs
- VR, AR and XR

SESSION 13 (LIVE IN-PERSON)

Strategies for change
This session will cover:
- Digital transformation of industry
- Strategic implications for Industry 4.0
- Industry 4.0 business models

SESSION 14 (LIVE IN-PERSON)

Future of work
In this session we will examine the likely impacts Industry 4.0 will have on the world and on the
future of work
- Economic impacts of industry 4.0
- Geopolitical and social impacts of industry 4.0
- How to survive and thrive in the fourth industrial revolution

SESSION 15 (LIVE IN-PERSON)

Putting it all together
In our final session we will review the key concepts of the course and bring them all together to map
potential pathways for the development of the fourth industrial revolution.
- Review of the course
- Towards a smart future
- Additional tools and resources

EVALUATION CRITERIA

Class Participation (Individual Grade)

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This grade reflects your active involvement and participation during class room discussions and is
based on engagement with the core ideas presented during the course as well as comments and
questions that benefit us all. Both quantity and quality are relevant and whilst consistent
contribution is ideal a few points of genuine insight can go a long way.
Class Quizzes (Individual Grade)
There are two mini-assessments that will be delivered as multiple-choice open book exams. The
first will cover sessions 1-7 and the second will cover sessions 8-14.
These are designed to follow the course and to check your understanding of the core concepts
presented during class. Each assignment will need to be completed before the start of the next
session.
Team presentations (Group Grade)
Team’s will deliver a presentation to the class of their chosen industry 4.0 case study. Grades for
the presentation will be based on:
- Explanation of the case 40%
- Use of course frameworks and tools 40%
- Communication of ideas 20%
Industry 4.0 Strategy Paper (Group Grade)
Teams will be tasked with completing a strategy report of their chosen technology or industry.
Grading will be based on:
- Demonstrating understanding of the course concepts 40%
- Robustness of chosen strategy 30%
- Concise and clear communication of ideas 20%
- Format and presentation 10%
criteria percentage Learning Comments
Objectives
Intermediate Tests 30 % Individual Grade
Workgroups 25 % Group Grade
Group 25 % Group Grade
Presentation
Class Participation 20 % Individual Grade

RE-SIT / RE-TAKE POLICY

Each student has four (4) chances to pass any given course distributed over two (2) consecutive
academic years. Each academic year consists of two calls: one (1) ordinary call (during the
semester when the course is taking place); and one (1) extraordinary call (or “re-sit”) in June/July.
Students who do not comply with the 70% attendance requirement in each subject during the
semester will automatically fail both calls (ordinary and extraordinary) for that Academic Year and
have to re-take the course (i.e., re-enroll) during the next Academic Year.
The Extraordinary Call Evaluation criteria will be subject to the following rules:
- Students failing the course in the ordinary call (during the semester) will have to re-sit
evaluation for the course in June / July (except those students who do not comply with the
attendance rule, and therefore will not have that opportunity, since they will fail both calls and
must directly re-enroll in the course during the next Academic Year).
- It is not permitted to change the format nor the date of the extraordinary call exams or
deadlines under any circumstance. All extraordinary call evaluation dates will be announced in
advance and must be taken into consideration before planning the summer (e.g. internships,
trips, holidays, etc.)

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26th June 2023
 - The June/July re-sit will consist of a comprehensive evaluation of the course. Your final grade
for the course will depend on the performance in this exam or evaluation only. I.e., continuous
evaluation over the semester (e.g. participation, quizzes, projects and/or other grade
components over the semester) will not be taken into consideration on the extraordinary call.
Students will have to achieve the minimum passing grade of 5 and the maximum grade will be
capped at 8.0 (out of 10.0) – i.e., “notable” in the extraordinary call.
- Re-takers: Students who failed the subject on a previous Academic Year and are now re-
enrolled as re-takers in a course will need to check the syllabus of the assigned professor, as
well as contact the professor individually, regarding the specific evaluation criteria for them as
re-takers in the course during that semester (ordinary call of that Academic Year). The
maximum grade that may be obtained as a retaker during the ordinary call (i.e., the 3rd call) is
10.0 (out of 10.0)
After exams and other assessments are graded by the professor (on either the ordinary or
extraordinary call), students will have a possibility to attend a review session (whether it be a final
exam, a final project, or the final overall grade in a given course). Please be available to attend the
session in order to clarify any concerns you might have regarding your grade. Your professor will
inform you about the time and place of the review session.
- Students failing more than 18 ECTS credits after the June/July re-sits will be asked to leave the
Program. Please, make sure to prepare yourself well for the exams in order to pass your failed
subjects.
- In case you decide to skip the opportunity to re-sit for an exam or evaluation during the
June/July extraordinary call, you will need to enroll in that course again for the next Academic
Year as a re-taker, and pay the corresponding tuition fees. As you know, students have a total
of four (4) allowed calls to pass a given subject or course, in order to remain in the program.

BEHAVIOR RULES

Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

ATTENDANCE POLICY

Please, check the University's Attendance Policy here. The Program Director may
provide further indications.

ETHICAL POLICY

Please, check the University's Ethics Code here. The Program Director may
provide further indications.

7
26th June 2023
 INNOVATION & CONTINUOUS IMPROVEMENT
Grado en Administración de Empresas / Bachelor in
Business Administration BBA SEP-2023 ICI-
NBA.1C.s.OPT.M.A
Area Others
Number of sessions: 15
Academic year: 23-24
Degree course:
Number of credits: 3.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: ANTONIO ZABALETA MORENO

E-mail: [email protected]

Adjunct Professor of Operations Management at IE Business School

Professor Zabaleta is a professional and a researcher in the financial services area with more than
20 years of experience in international banking. Executive MBA at IE Business School. Professor at
IE Business School. Researcher on Business Process Management (Lean And Six Sigma). Master
in research and PhD in Business at Universidad Autónoma de Madrid. In the professional field, he
is a Senior Manager, specialized in projects of different fields: Digital Banking, Innovation,
Organization, Business Process Engineering, Operations, Efficiency; managing projects in the
Financial Industry within an international scope (Spain, Mexico, South and Central America, United
States, Turkey).
He is an expert in the application of Lean, Six Sigma, Business Process Engineering, Operations,
Innovation and Project Management.
Academic Background
- International Executive MBA- IE Business School.
- PhD in Business- Universidad Autónoma de Madrid.
- Master in research- Universidad Autónoma de Madrid.
- Black Belt Six Sigma- Universidad Politécnica de Cataluña.
- European Financial Advisor EFPA- EUROPEAN FINANCIAL PLANNING ASSOCIATION.
- Graduate in Business- Universidad de Valencia.
- Design Thinking ambassador- BBVA.
- Agile ambassador- BBVA.
- Data Dev.-BBVA.
Professional Background
- BBVA Senior Project manager- Business Project Engineering.
- BBVA Senior Project manager- Digital Banking and Innovation.
- BBVA Project Manager- Business Transformation.

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 - BBVA Project Manager- Transformation, Productivity and New Business Models.
- BBVA International Branch manager.
Professor
- IE Business School. Project Management, Business Process Management, Innovation and
Processes. Operations.
- Other Business Schools.
Publications
- “Financial impact of Lean and Six Sigma in the European Banking Industry”.
- “Impact on results of Business Process Management methodologies in the Global Financial
System”.
- Author of academic contents in Banking Management, Business Process Management,
Operations and Project Management.
[email protected]

PREREQUISITES

None.

SUBJECT DESCRIPTION

Innovation, New Technologies, Transformation and New Business Models (NBM) are necessary in
the current environment. This course will:
- Introduce students into the principal concepts of Innovation and Business Process
Management/Transformation/New Technologies. Both Innovation/NBM, represent critical areas
for today managers.
- Provide students with the necessary abilities, knowledge, methodologies and tools to
implement these concepts in the real current business environment.
- Provide management capacities for process improvement and innovation in the current
environment, in a practical way.

LEARNING OBJECTIVES

At the end of the course, students should be able to:

- Explain why uncertainty presents innovation opportunities in organizations, and how innovation
management and process improvement can deal with it, both within and across projects, and
over time.
- Describe how a systematic innovation approach, from the idea to concept to physical product or
service, works and accelerates responsiveness in the organization.
- Discuss how innovation management can balance contradicting tensions, such as creativity
and flexibility versus productivity and efficiency.
- Propose innovation and process improvement metrics.

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 - Discuss how organizations can facilitate or hamper the generation and transfer of innovation,
NBM, and why large companies struggle with disruptive innovation.
- Propose ways in which innovation can be managed across organizational borders, and how
firms can use external ideas (e.g. customers as innovators) for internal innovation.

TEACHING METHODOLOGY

IE University teaching method is defined by its collaborative, active, and applied nature. Students
actively participate in the whole process to build their knowledge and sharpen their skills.
Professor’s main role is to lead and guide students to achieve the learning objectives of the course.
This is done by engaging in a diverse range of teaching techniques and different types of learning
activities such as the following:

Learning Activity Weighting Estimated time a

student should
dedicate to prepare for
and participate in
Lectures 40.0 % 30.0 hours
Discussions 13.33 % 10.0 hours
Exercises in class, 13.33 % 10.0 hours
Asynchronous sessions,
Field Work
Group work 20.0 % 15.0 hours
Individual studying 13.33 % 10.0 hours
TOTAL 100.0 % 75.0 hours

PROGRAM

SESSIONS 1 - 2 (LIVE IN-PERSON)

INTRODUCTION: INNOVATION, TRANSFORMATION AND NEW BUSINESS MODELS
Goals
Introduce the course: contents, structure, housekeeping rules and evaluation criteria.
Process Innovation, Transformation and New Business Models introduction.
Contents
- What is innovation?
- Why companies need innovation and process improvement?
- Current challenges.
Own Material: Project Charter template
Assignment:
After session 2, each group will select an innovative idea to develop an innovation project for this
course, and fill in the Project Charter template.

SESSION 3 (LIVE IN-PERSON)

NEW IDEAS GENERATION AND INNOVATION
Goals

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28th June 2023
 - Introduce the innovation process.
- Analyze the idea generation process.
Technical note: Creativity and Innovation in Organizations (HBS 396239-PDF-ENG)
Practical Case: What's the BIG Idea? (A) (HBS 602105-PDF-ENG)

SESSIONS 4 - 5 (LIVE IN-PERSON)

BUSINESS PROCESS INNOVATION
Goals
Understand and apply process fundamentals, process improvement, and manage process
innovation.
Contents
- Process innovation.
- Process analysis.
- Capacity management.
- Obtain and analyze process information.
- Process maps to measure, control and improve processes.
- Variability in processes.
Technical note: Process Fundamentals (HBS 696023-PDF-ENG)
Practical Case: Aravind Eye Care System (OPE010056-U-ENG-HTM)
Technical note: Note on Service Mapping (HBS 693065-PDF-ENG)

SESSION 6 (ASYNCHRONOUS)
DISRUPTIVE INNOVATION & DIGITAL TRANSFORMATION
Goals
Examine the impact of digital transformation in an industry such as banking, addressing customer
habit changes, new emerging competition and digital disruption.
Understand the importance of aligning company strategy with technology strategy, realizing IT
decisions are business decisions, and overall digital solutions strategy and execution developed
towards customer’s importance.
Recognize the long-term approach of innovation in company culture, along with short-term
execution.
Identify the changes happening in banking sector, and how Over-The-Top players (OTTPs) are
entering into industries that are out of their domains today.
Learn how to respond against the new competition driven by these Over-the-top players,
developing and executing a digital strategy.
Illustrate how fundamental is to offer digital solutions to your customers. Realize the difference
between customer-driven decisions versus industry-driven decisions.
Reproduce and apply customer-focus decision making models for business problems, where
technology plays a key role in the solution.
Summarize and contrast the impact of digital transformation in banking industry to other industries
or business models: customer habit changes, new emerging competition and digital disruption.
Practical Case: Disruptive Innovation at BBVA (IST010063-U-ENG-HTM)

SESSION 7 (LIVE IN-PERSON)

LEAN AND PROCESS INNOVATION

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Goals
Understand how Lean revolutionizes process innovation.
Contents
- Lean innovation.
- Techniques to eliminate waste.

SESSION 8 (LIVE IN-PERSON)

NEW TECHNOLOGIES AND INNOVATION
Goals
Understand the importance to manage properly New Technologies, Innovation and Customer
Experience.
Contents
- Disruptive innovation and new technologies.
- New innovations, new technologies and profitability.

SESSION 9 (LIVE IN-PERSON)

INNOVATION STRATEGIES. IMPORTANCE OF BEING CUSOMER CENTRIC
Goals
- Co-creation of products with customers.
- Innovate in a customer-centric business model.
- Technology platforms.
- Open innovation platforms.
- Customer journeys.
Article: Which Kind of Collaboration Is Right for You? (HBR R0812F-PDF-ENG)
Practical Case: LEGO® Products: Building Customer Communities Through Technology (HBS
W93C26-PDF-ENG)

SESSION 10 (LIVE IN-PERSON)

DESIGNING AND VISUALIZING SERVICE TOOLS
Goals
Designing, visualizing and innovating service processes in a practical way.
Contents
- Align innovative ideas with customer’s needs and behaviors.
- Organizational capabilities for creativity and innovation.
- Design thinking phases: exploratory, concepting and prototyping.
- Importance of design.
Article: The Customer-Centered Innovation Map (HBS R0805H-PDF-ENG)
Practical Case: IDEO: Human-Centered Service Design (HBS 615022-PDF-ENG)

SESSION 11 (LIVE IN-PERSON)

SESSION DEDICATED TO THE FINAL PROJECT

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SESSION 12 (ASYNCHRONOUS)
INNOVATION IN SERVICES: CURRENT CHALLENGUES
Contents
- Excellence in services.
- Customer satisfaction.
- New innovative business models.
- New market opportunities.
Technical note: Delivering Excellent Service: Lessons from the Best Firms (HBS CMR214-PDF-
ENG)
Practical Case: AmazonFresh: Rekindling the Online Grocery Market (HBS 615013-PDF-ENG)

SESSION 13 (LIVE IN-PERSON)

INNOVATION IN REAL PRACTICE
Practical Case: New Venture Simulation: The Food Truck Challenge (HBS 7201-HTM-ENG)

SESSIONS 14 - 15 (LIVE IN-PERSON)

GROUP PROJECT PRESENTATIONS AND WRAP-UP/CONCLUSIONS

EVALUATION CRITERIA

The performance evaluation of the knowledge acquisition will be based on the following elements:

criteria percentage Learning Comments

Objectives
Final Project 35 %
Group Evaluation 25 %
Class Participation 40 %

RE-SIT / RE-TAKE POLICY

Class Participation
Grades are based on: your attendance and your contributions to class discussions.
Participation is assessed on two criteria—quality and quantity.
Group evaluation
Group evaluation is based on 2 group reports of 2 cases: word documents, answering the
questions proposed by the professor for each case.
Final Project
The goal is to apply the concepts learned in this course. Further details will be provided in class.

Important points for the Final Project:

- Proposed a service innovative idea.
- Gather all the information.
- Perform a customer behavior research. Develop an interview/research outline. Investigate
latent customer needs.
- Build a customer journey.

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28th June 2023
 - Prototype.
- Co-creation with customer. Direct customer engagement.
- Define an implementation plan.
- Consider actual environment: AI, Blockchain, task automation, digital transformation, Big Data,
Internet of things...
RE-SIT / RE-TAKE POLICY
Each student has four (4) chances to pass any given course distributed over two (2) consecutive
academic years. Each academic year consists of two calls: one (1) ordinary call (during the
semester when the course is taking place); and one (1) extraordinary call (or “re-sit”) in June/July.
Students who do not comply with the 70% attendance requirement in each subject during the
semester will automatically fail both calls (ordinary and extraordinary) for that Academic Year and
have to re-take the course (i.e., re-enroll) during the next Academic Year.
Regarding to the newly implemented ´liquid learning´ model, all students must still abide by the
same IEU attendance policy, including those students who are connecting remotely to class
sessions and not physically in the classroom because they are unable to be physically in Spain, on
campus. During the sessions, students connecting remotely are required to fully connect their
camera and microphone at all times, and must actively participate during the sessions (using all
necessary audiovisual equipment), just as their fellow peers who are physically present in the
classroom on campus.
The Extraordinary Call Evaluation criteria will be subject to the following rules:
- Students failing the course in the ordinary call (during the semester) will have to re-sit
evaluation for the course in June / July (except those students who do not comply with the
attendance rule, and therefore will not have that opportunity, since they will fail both calls and
must directly re-enroll in the course during the next Academic Year).
- It is not permitted to change the format nor the date of the extraordinary call exams or
deadlines under any circumstance. All extraordinary call evaluation dates will be announced in
advance and must be taken into consideration before planning the summer (e.g. internships,
trips, holidays, etc.)
- The June/July re-sit will consist of a comprehensive evaluation of the course. Your final grade
for the course will depend on the performance in this exam or evaluation only. I.e., continuous
evaluation over the semester (e.g. participation, quizzes, projects and/or other grade
components over the semester) will not be taken into consideration on the extraordinary call.
Students will have to achieve the minimum passing grade of 5 and the maximum grade will be
capped at 8.0 (out of 10.0) – i.e., “notable” in the extraordinary call.
- Re-takers: Students who failed the subject on a previous Academic Year and are now re-
enrolled as re-takers in a course will need to check the syllabus of the assigned professor, as
well as contact the professor individually, regarding the specific evaluation criteria for them as
re-takers in the course during that semester (ordinary call of that Academic Year). The
maximum grade that may be obtained as a retaker during the ordinary call (i.e., the 3rd call) is
10.0 (out of 10.0).
After exams and other assessments are graded by the professor (on either the ordinary or
extraordinary call), students will have a possibility to attend a review session (whether it be a final
exam, a final project, or the final overall grade in a given course). Please be available to attend the
session in order to clarify any concerns you might have regarding your grade. Your professor will
inform you about the time and place of the review session.
- Students failing more than 18 ECTS credits after the June/July re-sits will be asked to leave the

7
28th June 2023
 Program. Please, make sure to prepare yourself well for the exams in order to pass your failed
subjects.
- In case you decide to skip the opportunity to re-sit for an exam or evaluation during the
June/July extraordinary call, you will need to enroll in that course again for the next Academic
Year as a re-taker, and pay the corresponding tuition fees. As you know, students have a total
of four (4) allowed calls to pass a given subject or course, in order to remain in the program.

BEHAVIOR RULES

Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

ATTENDANCE POLICY

Please, check the University's Attendance Policy here. The Program Director may
provide further indications.

ETHICAL POLICY

Please, check the University's Ethics Code here. The Program Director may
provide further indications.

8
28th June 2023
 INNOVATIVE BUSINESS MODELS AND DIGITAL
TRANSFORMATION
Grado en Administración de Empresas / Bachelor in
Business Administration BBA SEP-2023 IBMDT-
NBA.1C.s.OPT.M.A
Area Others
Number of sessions: 15
Academic year: 23-24
Degree course:
Number of credits: 3.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: PETTERI LEPPÄNEN LEPPÄNEN

E-mail: [email protected]

Petteri Leppänen is Assistant Professor of Strategy at IE University. He

teaches competitive strategy and business model innovation at IE and has
previously taught courses also on corporate innovation and entrepreneurship at
other universities. Prior to his current position, he was a Research Associate at
Imperial College London, UK. He received his PhD in Strategic
Entrepreneurship from the Technical University of Munich and was a visiting
scholar at New York University and Singapore Management University. Before
academia he worked in management consulting and studied economics and
business administration in Finland and Germany.
Professor Leppänen’s research focuses on organizations at the intersection of
strategy, innovation, and entrepreneurship. Specifically, he seeks to
understand how firms design novel business models in rapidly evolving
environments characterized by new technologies. This includes studies on how
organizations plan and run experiments, how they learn and adapt, and how
they create and capture value through innovative business models. Professor
Leppänen employs a variety of analytical methods and uses empirical settings
ranging from online businesses to basketball teams and spaceflight. His
research has been published in leading journals such as the Academy of
Management Journal and Entrepreneurship Theory & Practice.

[email protected]

PREREQUISITES

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20th June 2023
 Basic knowledge of strategy, entrepreneurship, and/or innovation is required.

SUBJECT DESCRIPTION

What is a business model? How do you design one and change it to another
one? What is a value proposition? Why do firms use certain revenue models
but not others? What is business model innovation and how do you make that
happen? How do new technologies such as AI, blockchain, and Internet of
Things link to novel business model designs? These are some of the most
relevant questions that this course deals with and tries to answer through in-
class discussions and many helpful examples from real life.
Business model innovation involves rethinking and redesigning the way an
organization creates, delivers, and captures value. It can help organizations
discover new sources of revenue, improve their efficiency and effectiveness,
and better meet the needs of their existing and new customers. Business
model innovation is important because it allows organizations to create new
value and drive growth. In today's fast-paced and competitive business
environment, organizations must continuously evolve and adapt in order to stay
relevant and succeed. By adopting a culture of business model innovation,
organizations can stay ahead of the competition and position themselves for
long-term success.
This course will introduce students to the concepts of business model and
business model innovation and explore how organizations can use this
approach to find novel sources of value and boost development. Through a
combination of lectures, discussions, case studies, and hands-on exercises,
students will learn how to identify and evaluate potential business model
innovations, develop and test new business models, and implement business
model innovations in different types of organizations. Although the primary
focus of this course lies on digital solutions, offline and low-tech industries are
discussed as well. Consequently, this course will equip students with a
thorough understanding of how firms design and innovate their business
models and how they grow. Hence, students will be able to comment and
analyze on existing business models and ideally be capable of becoming
designers of innovative business models.

LEARNING OBJECTIVES

- Understand the concept of business model and business model innovation and their role in
driving organizational growth and success.
- Distinguish between business model and strategy.
- Identify and evaluate potential business model innovations in a variety of contexts.
- Develop and test new business models using a systematic and iterative approach.
- Know how to implement business model innovations successfully.
- Understand how digital technologies facilitate novel business models.

TEACHING METHODOLOGY

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20th June 2023
IE University teaching method is defined by its collaborative, active, and applied nature. Students
actively participate in the whole process to build their knowledge and sharpen their skills.
Professor’s main role is to lead and guide students to achieve the learning objectives of the course.
This is done by engaging in a diverse range of teaching techniques and different types of learning
activities such as the following:

Learning Activity Weighting Estimated time a

student should
dedicate to prepare for
and participate in
Lectures 20.0 % 15.0 hours
Discussions 6.67 % 5.0 hours
Exercises in class, 13.33 % 10.0 hours
Asynchronous sessions,
Field Work
Group work 9.33 % 7.0 hours
Individual studying 50.67 % 38.0 hours
TOTAL 100.0 % 75.0 hours

PROGRAM

SESSION 1 (LIVE IN-PERSON)

What is a business model and why does it matter?
Book Chapters: Business model innovation strategy; Chapter 1 (See Bibliography)

SESSION 2 (LIVE IN-PERSON)

Novel value creation mindset.
Book Chapters: Business model innovation strategy; Chapter 2 and 3 (See Bibliography)

SESSION 3 (LIVE IN-PERSON)

Case discussion: Shein vs. Zara.
Practical Case: SHEIN vs. Zara: Digital transformation in the fast-fashion industry (HBS HK1327-
PDF-ENG)

SESSIONS 4 - 5 (LIVE IN-PERSON)

Business model innovation with design thinking and creativity.
Book Chapters: Business model innovation strategy; Chapter 4 and 5 (See Bibliography)

SESSION 6 (LIVE IN-PERSON)

Dynamic design of new business models.
Book Chapters: Business model innovation strategy; Chapter 6 (See Bibliography)

SESSION 7 (LIVE IN-PERSON)

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20th June 2023
Business model design methods.
Book Chapters: Business model innovation strategy; Chapter 7 (See Bibliography)

SESSION 8 (LIVE IN-PERSON)

NICE framework & Other tools.
Book Chapters: Business model innovation strategy; Chapter 8 and 9 (See Bibliography)

SESSION 9 (LIVE IN-PERSON)

Virtual Reality & Metaverse: Practical session at IE's VR facilities.
No readings assigned for this session.

SESSION 10 (LIVE IN-PERSON)

Case discussion: Nike in the metaverse.
Practical Case: Nike: Tiptoeing into the Metaverse (HBS KE1213-PDF-ENG)

SESSION 11 (LIVE IN-PERSON)

Implementation of new business models in established firms.
Book Chapters: Business model innovation strategy; Chapter 10 (See Bibliography)

SESSION 12 (LIVE IN-PERSON)

Implementation of new business models in new firms.
Book Chapters: Business model innovation strategy; Chapter 11 (See Bibliography)

SESSION 13 (LIVE IN-PERSON)

Digitalization and business models.
Book Chapters: Business model innovation strategy; Chapter 12 (See Bibliography)

SESSION 14 (LIVE IN-PERSON)

Case competition (presentations): each team will work on an assigned case company's business
model, develop a solution, and present it in this session. The case and instructions will be revealed
one week ahead. The teams will submit their slides one day before the session.

SESSION 15 (LIVE IN-PERSON)

Final exam: the final exam covers all sessions, including the course literature, slides, discussions,
and other possible readings such as the cases. The final exam will consist of multiple choice
questions.

EVALUATION CRITERIA

1. The final exam (60% of the overall grade) will include all content from session 1 to session
14 included in the textbook, slides, case studies, and other possible readings. A necessary

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20th June 2023
 requirement to pass the course is getting a minimum of 50% of the questions right in the final
exam. If the student does not reach the minimum threshold, the course will be considered
FAILED. Students will lose the grades of the group assignments, case competition, and
participation and they will have to retake the exam.
2. The group assignments (15% of the overall grade) include development of new business
models in assigned contexts. The teams develop solutions according to the instructions of
each assignment that will be uploaded with time and in accordance with the structure of the
course and its learning objectives.
3. The case competition (15% of the overall grade) will take place in session 14. You will work
in teams and be assigned a short case with questions to solve. You will upload your slides
and deliver a final presentation of your solution.
4. Individual participation (10% of the overall grade) will be evaluated based on three main
criteria:
1. Depth and quality of contribution: The most important dimension of participation
concerns what it is that you are saying. A high quality comment reveals depth of insight,
rigorous use of case evidence, consistency of argument, and realism.
2. Moving your peers’ understanding forward: Great ideas can be lost through poor
presentation. A high quality presentation of ideas must consider the relevance and
timing of comments, and the flow and content of the ensuing class discussion. It
demands comments that are concise and clear, and that are conveyed with a spirit of
involvement in the discussion at hand.
3. Frequency: Frequency refers to the attainment of a threshold quantity of contributions
that is sufficient for making a reliable assessment of comment quality. The logic is
simple: if contributions are too few, one cannot reliably assess the quality of your
remarks. However, once the threshold quantity has been achieved, simply increasing
the number of times you talk does not automatically improve your evaluation. Beyond
the threshold, it is the quality of your comments that must improve. In particular, one
must be especially careful that in claiming more than a fair share of “airtime”, quality is
not sacrificed for quantity. Finally, your attempts at participation should not be such that
the instructor has to “go looking for you”. You should be attempting to get into the
debate on a regular basis.
criteria percentage Learning Comments
Objectives
Final exam 60 %
Group 15 %
assignments
Case competition 15 %
Individual 10 %
participation

RE-SIT / RE-TAKE POLICY

Each student has four chances to pass any given course distributed over two consecutive
academic years. Each academic year consists of two calls: one ordinary call (during the semester
when the course is taking place); and one extraordinary call (or “re-sit”) in June/July.

5
20th June 2023
Students who do not comply with the 70% attendance requirement in each subject during the
semester will automatically fail both calls (ordinary and extraordinary) for that academic year and
have to re-take the course (i.e., re-enroll) during the next academic year.
The extraordinary call evaluation criteria will be subject to the following rules:
- Students failing the course in the ordinary call (during the semester) will have to re-sit
evaluation for the course in June/July (except those students who do not comply with the
attendance rule, and therefore will not have that opportunity, since they will fail both calls and
must directly re-enroll in the course during the next academic year).
- It is not permitted to change the format nor the date of the extraordinary call exams or
deadlines under any circumstance. All extraordinary call evaluation dates will be announced in
advance and must be taken into consideration before planning the summer (e.g. internships,
trips, holidays, etc.).
- The June/July re-sit will consist of a comprehensive evaluation of the course. Your final grade
for the course will depend on the performance in this exam or evaluation only, i.e., continuous
evaluation over the semester (e.g. participation, quizzes, projects and/or other grade
components over the semester) will not be taken into consideration on the extraordinary call.
Students will have to achieve the minimum passing grade of 5 and the maximum grade will be
capped at 8.0 (out of 10.0) – i.e., “notable” in the extraordinary call.
- Re-takers: Students who failed the subject on a previous academic year and are now re-
enrolled as re-takers in a course will need to check the syllabus of the assigned professor, as
well as contact the professor individually, regarding the specific evaluation criteria for them as
re-takers in the course during that semester (ordinary call of that academic year). The
maximum grade that may be obtained as a retaker during the ordinary call (i.e., the 3rd call) is
10.0 (out of 10.0).
After exams and other assessments are graded by the professor (on either the ordinary or
extraordinary call), students will have a possibility to attend a review session (whether it be a final
exam, an assignment, or the final overall grade in a given course). Please be available to attend the
session in order to clarify any concerns you might have regarding your grade. Your professor will
inform you about the time and place of the review session.
- Students failing more than 18 ECTS credits after the June/July re-sits will be asked to leave the
Program. Please, make sure to prepare yourself well for the exams in order to pass your failed
subjects.
- In case you decide to skip the opportunity to re-sit for an exam or evaluation during the
June/July extraordinary call, you will need to enroll in that course again for the next academic
year as a re-taker and pay the corresponding tuition fees. As you know, students have a total of
four allowed calls to pass a given subject or course, in order to remain in the program.
BIBLIOGRAPHY
Compulsory
- Amit, R. & Zott, C. (2020). Business model innovation strategy: Transformational
concepts and tools for entrepreneurial leaders. John Wiley & Sons, Hoboken, NJ,
USA. ISBN 9781119689683 (Digital)
Recommended
- Osterwalder, A. & Pigneur, Y. (2010). Business model generation: A handbook for

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20th June 2023
visionaries, game changers, and challengers. John Wiley & Sons, Hoboken, NJ,
USA. ISBN 9780470876411 (Digital)

BEHAVIOR RULES

Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

ATTENDANCE POLICY

Please, check the University's Attendance Policy here. The Program Director may
provide further indications.

ETHICAL POLICY

Please, check the University's Ethics Code here. The Program Director may
provide further indications.

7
20th June 2023
 INTERNATIONAL FINANCIAL INSTITUTIONS
Grado en Administración de Empresas / Bachelor in
Business Administration BBA SEP-2023 IFI-
NBA.1C.n.OPT.M.A
Area Finance
Number of sessions: 15
Academic year: 23-24
Degree course:
Number of credits: 3.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: PABLO SIMÓN CABO

E-mail: [email protected]

Professor PABLO SIMÓN CABO

Pablo Simon has 15 years of experience in the Interest Rates Desk as
Executive Director at BBVA Corporate and Investment Bank. As Senior
Government Bonds Trader, he has held different responsibilities as market
maker (BBVA is Primary Dealer of several European Governments: Spanish
Tesoro, Portuguese Tesouro Members of the Bund Auction Group for Deutsche
Finanzagetur, Single Market Specialists for Dutch State Treasury Agency,
Recognized Dealers of the Belgian Debt Agency). He was the responsible,
within the Govies Trading Desk, for the development of BBVA’s e-commerce
related activities.
He is the CEO and founder of Qurado, a marketplace that gathers food
producers.

[email protected]

PREREQUISITES

There are no compulsory prerequisites.

SUBJECT DESCRIPTION

No one can deny that knowing the theory is key to developing a professional career within the
financial world. But it is also true that mastering a set of theoretical concepts in most cases is not
enough to pass an interview process successfully to enter this challenging industry.

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This subject will show the functioning of the different financial markets from the inside, taking
advantage of the teacher’s privileged position within the Global Markets unit of a bank, providing
the students with a clear understanding of what is traded in the market, who are the main
participants and what skills are needed in the most important roles of the industry.

LEARNING OBJECTIVES

The main goal of the subject is to provide students with a great understanding of financial markets
with a practical approach: what products can be traded, who are the important players in the market
and what different roles can be found in these companies.
At the end of the semester, students are expected to have a clear understanding of:
- The different asset classes that can be traded in financial markets (fixed income, both
corporate and public; equity; currencies; commodities,…)
- How different markets work in real life, both organized markets (exchanges) and over-the-
counter markets (trades on the phone, Bloomberg chats,…)
- Which are the main participants in the markets: Investment Banks, Institutional Funds,
Sovereign Wealth Funds, Central Banks Reserve Management,…
- What different roles can be found inside the companies above (traders, research analysts,
Sales,…) and what skills are needed
- Which are the main monetary authorities, which are their different mandates and how they
influence the markets
All the previous would enable students to make an informed choice of potential career path. Here
are only a few of the questions that may be on students’ minds and, hopefully, will get clarified after
the semester:
- Who does what in Financial Markets? What is the difference between a Total Return Fund and
a Pension Fund?
- My profile is not very quantitative (actually I hate Excel), but I love Financial Markets… Should I
give it a try? Is there any role that suits my skillset?
- I love Financial Markets and I am great at Financial Maths and Equity Valuation Models! I have
real fun running correlations in Excel…. Does my skillset fit into a Quant role inside the
Investment division of a top bank or should I apply for a role as Portfolio Manager in a Hedge
Fund?
- Are rating agencies really independent or are they a strong lobby? How useful they are? Can
the market live without them?
- How does a country fund its needs in the markets? What is a Government bond auction? Who
can attend it? And a syndication?
- I am the CFO of a SME and need to take decisions to minimize some risks my company is
facing. How should I proceed? In theory I can trade some derivatives but, are they available to
such a small company? Do I have more alternatives?
- I don’t understand anything when I read the Financial Times. Should I quit and apply for a role
in marketing?

TEACHING METHODOLOGY

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 Learning Activity Weighting Estimated time a
student should
dedicate to prepare for
and participate in
Lectures 26.67 % 20.0 hours
Discussions 13.33 % 10.0 hours
Exercises in class, 20.0 % 15.0 hours
Asynchronous sessions,
Field Work
Group work 26.67 % 20.0 hours
Individual studying 13.33 % 10.0 hours
TOTAL 100.0 % 75.0 hours

PROGRAM

SESSION 1 (LIVE IN-PERSON)

The course will cover the different topics listed below. The order will be adapted to facilitate the
attendance of guests as they are an important asset for this subject.
- Main Financial Markets:
- Equity markets, the most popular for students: what are they and how do they function in
real life

SESSION 2 (LIVE IN-PERSON)

- How does an exchange work? Let’s see the different types of orders that can be placed and
create an order book in class.
- A day in the life of an Structured Equity Sales, an Equity Research Analyst, an Execution
Trader, a Volatility Trader (video/guest)

SESSION 3 (LIVE IN-PERSON)

- How does an exchange work? Let’s see the different types of orders that can be placed and
create an order book in class.
- A day in the life of an Structured Equity Sales, an Equity Research Analyst, an Execution
Trader, a Volatility Trader (video/guest)

SESSION 4 (ASYNCHRONOUS)
Forum: create an order book among all the students. Keep record of all the executed trades and
calculate individual Profit and Loss

SESSION 5 (LIVE IN-PERSON)

- Fixed Income, the great unknown!
- What is a bond? How is it issued? Who raises funds in the fixed income market?

Private: Corporate Bonds Market (how companies fund themselves? Is there a secondary market?

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Public: Government bonds market

SESSION 6 (LIVE IN-PERSON)

- Foreign Exchange Markets
- Apart from pure currency exchange, what products can we find in the market?
- A day in the life of an FX Forward Trader

SESSION 7 (ASYNCHRONOUS)
Forum: Following the timing of a Government Bond auction (bonds announcement, size
announcement, auction day). Elaborate on price action around it

SESSION 8 (LIVE IN-PERSON)

Mid-term
- Main players/roles in the Financial Markets:
- Public / Semi-public actors:
- Countries: Debt Agencies and Treasuries (concepts and real functioning of auctions,
syndications, Primary Dealers, market makers,…)

SESSION 9 (LIVE IN-PERSON)

- Main players/roles in the Financial Markets:
- Public / Semi-public actors:
- Countries: Debt Agencies and Treasuries (concepts and real functioning of auctions,
syndications, Primary Dealers, market makers,…)

SESSION 10 (LIVE IN-PERSON)

- A day in the life of the Head of an European Treasury
- A day in the life of a Market Maker Government Bonds Trader

SESSION 11 (LIVE IN-PERSON)

- Main players/roles in the Financial Markets:
- Public / Semi-public actors:
- Countries: Debt Agencies and Treasuries (concepts and real functioning of auctions,
syndications, Primary Dealers, market makers,…)
- A day in the life of the Head of an European Treasury
- A day in the life of a Market Maker Government Bonds Trader
- Central Banks: what is their role? Main Central Banks and to what extent they influence
the markets (Quantitative Easing,…) Supranationals: ESM, EFSF

SESSION 12 (LIVE IN-PERSON)

- Main players/roles in the Financial Markets:

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 - Public / Semi-public actors:
- Countries: Debt Agencies and Treasuries (concepts and real functioning of auctions,
syndications, Primary Dealers, market makers,…)
- A day in the life of the Head of an European Treasury
- A day in the life of a Market Maker Government Bonds Trader
- Central Banks: what is their role? Main Central Banks and to what extent they influence
the markets (Quantitative Easing,…) Supranationals: ESM, EFSF

SESSION 13 (LIVE IN-PERSON)

- Private:
- Industrial companies: how do they use financial instruments?
- Banks: what do different units do?
- Investment banking: M&A, Global Markets,…
- Roles: Sales, Trading, Research, Structuring Desk, Syndication Desk
- Commercial banking: how does it connect with Financial Markets?
- ALM’sFund managers: different types of Funds? Hedge Funds? Pension Funds? Total
Return Funds? Sovereign Wealth Funds?
- How do they invest?
- Rating Agencies: how do they affect investment decisions?

SESSION 14 (LIVE IN-PERSON)

Wrap-up and preparation for the exam

SESSION 15 (LIVE IN-PERSON)

Final Exam

EVALUATION CRITERIA

criteria percentage Learning Comments

Objectives
Final Exam 55 % It will include
applied theory and
practical
exercises.

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19th June 2023
 Class Participation 15 % Students are
expected to
participate actively
(and voluntarily)
during lectures.
Given the
approach of the
class, it will be key
for the good
functioning of the
sessions. Class
participation grade
will be based on
attendance,
punctuality,
participation and
class conduct –
there may be a
penalty if the
student creates a
disruption, talks
excessively or use
electronic devices.
Individual Work 30 % At least two
assignments
(essays on visit to
BBVA and guests)

RE-SIT / RE-TAKE POLICY

Each student has four (4) chances to pass any given course distributed over two (2) consecutive
academic years. Each academic year consists of two calls: one (1) ordinary call (during the
semester when the course is taking place); and one (1) extraordinary call (or “re-sit”) in June/July.
Students who do not comply with the 70% attendance requirement in each subject during the
semester will automatically fail both calls (ordinary and extraordinary) for that Academic Year and
have to re-take the course (i.e., re-enroll) during the next Academic Year.
As a result of IE’s ´liquid learning´ model, all students must abide to the attendance policy for AY
2021-22 where physical (in-person) attendance to class is compulsory for all regular Face-to-Face
courses. Those students who, due to exceptional cases (that have been pre-approved by IE), are
connecting remotely to class sessions and not physically in the classroom are required to fully
connect their camera and microphone at all times , and must actively participate during the
sessions (using all necessary audiovisual equipment), just as their fellow peers who are physically
present in the classroom on campus.
The Extraordinary Call Evaluation criteria will be subject to the following rules:
Ø Students failing the course in the ordinary call (during the semester) will have to re-sit evaluation
for the course in June / July (except those students who do not comply with the attendance rule,
and therefore will not have that opportunity, since they will fail both calls and must directly re-enroll
in the course during the next Academic Year).
Ø It is not permitted to change the format nor the date of the extraordinary call exams or deadlines
under any circumstance. All extraordinary call evaluation dates will be announced in advance and
must be taken into consideration before planning the summer (e.g. internships, trips, holidays, etc.)
Ø The June/July re-sit will consist of a comprehensive evaluation of the course. Your final grade for
the course will depend on the performance in this exam or evaluation only. I.e., continuous
evaluation over the semester (e.g. participation, quizzes, projects and/or other grade components
over the semester) will not be taken into consideration on the extraordinary call. Students will have
to achieve the minimum passing grade of 5 and the maximum grade will be capped at 8.0 (out of
10.0) – i.e., “notable” in the extraordinary call.

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19th June 2023
Ø Re-takers: Students who failed the subject on a previous Academic Year and are now re-enrolled
as re-takers in a course will need to check the syllabus of the assigned professor, as well as
contact the professor individually, regarding the specific evaluation criteria for them as re-takers in
the course during that semester (ordinary call of that Academic Year). The maximum grade that
may be obtained as a retaker during the ordinary call (i.e., the 3rd call) is 10.0 (out of 10.0).
After exams and other assessments are graded by the professor (on either the ordinary or
extraordinary call), students will have a possibility to attend a review session (whether it be a final
exam, a final project, or the final overall grade in a given course). Please be available to attend the
session in order to clarify any concerns you might have regarding your grade. Your professor will
inform you about the time and place of the review session.
Students failing more than 18 ECTS credits after the June/July re-sits will be asked to leave the
Program. Please, make sure to prepare yourself well for the exams in order to pass your failed
subjects.
In case you decide to skip the opportunity to re-sit for an exam or evaluation during the June/July
extraordinary call, you will need to enroll in that course again for the next Academic Year as a re-
taker, and pay the corresponding tuition fees. As you know, students have a total of four (4) allowed
calls to pass a given subject or course, in order to remain in the program.

BEHAVIOR RULES

Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

ATTENDANCE POLICY

Please, check the University's Attendance Policy here. The Program Director may
provide further indications.

ETHICAL POLICY

Please, check the University's Ethics Code here. The Program Director may
provide further indications.

7
19th June 2023
 INTRODUCTION TO LUXURY MANAGEMENT
Grado en Administración de Empresas / Bachelor in
Business Administration BBA SEP-2023 ILM-
NBA.1C.n.OPT.M.A
Area Strategy
Number of sessions: 15
Academic year: 23-24
Degree course:
Number of credits: 3.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: DAVID MILLAN PLANELLES

E-mail: [email protected]

“The IE classroom is an outstanding environment to develop a truly strategic mindset”. David Millán
believes in the educational and experiential value of the course. “This is a time when students are
encouraged to go through an analytical process which enhances their capabilities”, he says. Hence
the teaching approach is focused on the concepts but also in the ability to develop those personal
skills. When it comes to areas of interest, Prof Millán believes that one of the truly strategic
concepts is the process of value creation. “It is amazing how corporation decide which their sources
of value creation are and how they put them into practice. One needs to understand that value is a
far more important concept than sales or growth”, he says. On the professional side, Prof Millán is
dedicated to help corporations to take strategic decisions and hence build competitive advantages.
“In these days we are living, we need to rethink the sources of competitive advantage. I believe we
are currently living not only a change in the international relationships but also, and more
importantly, a change in the mindset of our society. This is why we can not rely on the same
competitive forces of the past”.
Academic Background
- International PhD in Business Administration, Universidad Politécnica de Valencia, Spain
- IMBA, IE Business School, Spain
- IMBA Intensification in Marketing (with honors), Schulich School of Business, Toronto, Canada
- Degree Science Engineering, Universidad Politécnica de Valencia, Spain
- Mechanical Engineering intensification, Swiss Institute of Technology, ETH Zurich, Switzerland
Academic Experience
- Adjunct professor of Strategic Management and Luxury Strategy, IE Business School.
- Visiting professor of Strategy and Marketing, INCAE Business School.
- Visiting professor of Strategy and Marketing, International University of Monaco.
- Visiting researcher, INSEAD.
Publications
- Book. “Strategic Luxury Management". Routledge, 2021

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 - Award. Best Case, IE Case Competition (2020). Case study: "El Confidencial. Leading the
revolution of the newspaper industry".
- Award. Best Entrepreneurship Case, EFMD 2018. Case study: "MB&F, The management of
creativity".
- Award. Best Case. IE Case Competition (2014). Case study: “Porsche AG. Beyond the limits of
luxury?.
- Award. Mention of Honor, IE Case Competition (2013). Case study: “LVMH & Bulgari. Time for
Luxury”.
- Article. "El concepto de lujo. Un enfoque estratégico". Harvard Deusto Business Review, 2013
- Article. "Competencia internacional en un entorno sin paradigmas” Harvard Deusto Business
Review 2012
- Book. “Cuestión de Valor. De querer Vender a saber Competir”. Wolters Kluwer, 2011
- Award. Best Management Article of the Year, Fundación RuralCaja, 2010
Corporate Experience
- Independent Senior Management Advisor.
- Marketing Director, DOMA Yachts, Alicante, Spain.
- Consultant Product Launch, Turrones 1880, Jijona, Spain.
- Project Manager, ALTEC Automotive GmbH, Stuttgart and Hof, Germany.
- Development Engineer, CYPE Ingenieros, Alicante, Spain.
- Design Engineer, Rolls Royce, Berlin, Germany.
- Trainee Engineer, ABB Turbo Systems, Baden, Switzerland.
[email protected]

PREREQUISITES

SUBJECT DESCRIPTION

This is an introductory course to the luxury industry, where the students will be
exposed to the fundaments and principal aspects of the analysis of luxury firms.
The current environment and the traditional paradigms associated to luxury
corporations will be object of discussion. The student will gain a wide
perspective to analyse today’s challenges. Likewise, the course will cover the
fundamental strategic issues across several industries, such as Leather &
Fashion, Watches, Yachting, Wine & Spirits or Jewellery.

LEARNING OBJECTIVES

Through the identification of the main characteristic of the different luxury industries, the course
focuses on strategic analysis and how to build competitive advantage at the business level. The
main theories, models and tools within the field of strategy will be reviewed with a strong emphasis
in its application to ambiguous real settings.

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This course seeks to develop the following competencies and skills:
- Gain an understanding about the different luxury markets and its main characteristics (e.g.
automobile, fashion & accessories, watches & jewellery, gourmet & wines and yacht).
- Gain an understanding of the main frameworks, processes and methodologies commonly used
to formulate the strategy of luxury goods.
- Gain an understanding about the managerial dilemma between the “creative driven” approach
and the “market driven” approach.
- Gain practical experience in developing strategies where creativity is key, and understand how
it differ from other traditional methodologies to formulate the strategy.
- Develop your skills toward the appreciation of creativity as a business asset.

TEACHING METHODOLOGY

IE University teaching method is defined by its collaborative, active, and applied nature. Students
actively participate in the whole process to build their knowledge and sharpen their skills.
Professor’s main role is to lead and guide students to achieve the learning objectives of the course.
This is done by engaging in a diverse range of teaching techniques and different types of learning
activities such as the following:

Learning Activity Weighting Estimated time a

student should
dedicate to prepare for
and participate in
Lectures 20.0 % 15.0 hours
Discussions 26.67 % 20.0 hours
Exercises in class, 0.0 % 0.0 hours
Asynchronous sessions,
Field Work
Group work 33.33 % 25.0 hours
Individual studying 20.0 % 15.0 hours
TOTAL 100.0 % 75.0 hours

PROGRAM

SESSION 1 (LIVE IN-PERSON)

Course Introduction & The concept of Luxury.
In this session, we will explore the concept of luxury with an anthropological perspetive.
We will pay attention to what luxury meant for previous/ancient societies and what we can learn out
if it.
Book Chapters: Strategic Luxury Management (Chapter 1) (See Bibliography)

SESSION 2 (LIVE IN-PERSON)

Course Introduction & The concept of Luxury.
In this session, we will explore the concept of luxury with an anthropological perspetive.

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28th June 2023
We will pay attention to what luxury meant for previous/ancient societies and what we can learn out
if it.

SESSION 3 (LIVE IN-PERSON)

Luxury and its managerial challenges.
What problems do normally luxury companies face? Is the management of a luxury firm somehow
different from other (non-luxury) business?.
In this session we will explore the problems involved in managing a luxury firm and to what extent
traditional management framework respond to those challenges.
Book Chapters: Strategic Luxury Management (Chapter 2) (See Bibliography)
Practical Case: Porsche AG. Beyond the limits of Luxury? (STR010106-U-ENG-HTM)
Group Work: See group project description for details.

SESSION 4 (LIVE IN-PERSON)

Luxury and its managerial challenges.
What problems do normally luxury companies face? Is the management of a luxury firm somehow
different from other (non-luxury) business?.
In this session we will explore the problems involved in managing a luxury firm and to what extent
traditional management framework respond to those challenges.
Group Work: See group project description for details.

SESSION 5 (LIVE IN-PERSON)

Essence of Luxury: The source of Extraordinariness.
What qualifies a luxury firm? How companies can create value as a luxury player?
In this session we will approach to the value creation process of luxury.
Book Chapters: Luxury Strategic Management (Chapter 3) (See Bibliography)
Group Work: See group project description for details.

SESSION 6 (ASYNCHRONOUS)
Essence of Luxury: The source of Extraordinariness.
What qualifies a luxury firm? How companies can create value as a luxury player?
In this session we will approach to the value creation process of luxury.
Group Work: See group project description for details.

SESSION 7 (LIVE IN-PERSON)

Nature of Luxury: The role of creativity.
Why creativity is so important for luxury firms?, And what implications does creativit bring to the
managerial of luxury?
Creativity is a fundamental driver behind the rationale and success of a luxury player.
In this session we will unveil the critical difference between the creative process and the
management of creativity.
Book Chapters: Strategic Luxury Management (Chapter 4 and Chapter 5) (See Bibliography)

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28th June 2023
SESSION 8 (LIVE IN-PERSON)
Nature of Luxury: The role of creativity.
Why creativity is so important for luxury firms?, And what implications does creativit bring to the
managerial of luxury?
Creativity is a fundamental driver behind the rationale and success of a luxury player.
In this session we will unveil the critical difference between the creative process and the
management of creativity.

SESSION 9 (ASYNCHRONOUS)
Means of Luxury: Unveiling Luxury competion.
Book Chapters: Strategic Luxury Management (Chapter 6) (See Bibliography)
Group Work: See group project description for details.

SESSION 10 (LIVE IN-PERSON)

Means of Luxury: Unveiling Luxury competion.
Group Work: See group project description for details.

SESSION 11 (LIVE IN-PERSON)

Managing Luxury today.
In this session we will some key aspects that shape luxury today, such as:
The role of conglomerates vs independent firms, the digital disruption, and how to engage with
younger generations.
Technical note: Strategic Luxury Management (Chapter 7) (See Bibliography)
Group Work: See group project description for details.

SESSION 12 (LIVE IN-PERSON)

Managing Luxury today.
In this session we will some key aspects that shape luxury today, such as:
The role of conglomerates vs independent firms, the digital disruption, and how to engage with
younger generations.
Group Work: See group project description for details.

SESSION 13 (LIVE IN-PERSON)

Course Overview.

SESSION 14 (LIVE IN-PERSON)

Group Project presentations.

SESSION 15 (LIVE IN-PERSON)

Group Project presentations.

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28th June 2023
EVALUATION CRITERIA

Class participation
Class participation is essential in order for you to get the maximum benefits from the course. I will
rely on the quality of interventions, rather than their quantity, to evaluate your participation. A good
intervention advances the class understanding of the issue and builds on previous comments.
Class participation is more valuable when is the outcome of previous preparation of the readings
and content covered on each session.
Likewise the student will be asked ot perform individual assignements that will contribute to his
class partipation grade. Further information will be provided in class.
Individual Exam
More information will be delivered in class on Session 1.
Group Presentation - Luxury firm analysis.
Guidelines
Today luxury firms face a wide array of challenges to remain competitive. The evolution of the
market and the client base make more difficult for luxury firms to sustain or even enhance their
market positioning. This project is intended to reserach the current state of a luxury firm to gain a
deeper understanding of the way the firm competes in the market.
The instructor will offer alternatives of luxury frims to choose from. Nevertheless the groups are free
to select their own company, always under the supervision of the instructor.
A part of the sessions described below will be used by the teams to transfer the lessons of the
course into their analysis of the luxury firm selected. The teams can use the following description as
a guidance.
Sessions 3 - Company selection.
In this session the team will work on the identification and justification of the firm selected. At this
stage the group should gain an understanding of why this is a luxury. Likewise the group will
research the industry and gain critical lessons (like the role technology, client profile evolution,..)
and identify key players of the industry.
Session 6 - The firm, antecedents and its strategy.
In this session the team will concentrate on the firm. The team must gain a deep understanding of
their origins, the reasons for its early success/failures and their current strategic positioning.
Aspects to be clarified at this stateb are: the source of Competitive Advantage, key resources and
capabilities to sustain their market positioning, the firm's marketing mix.
Session 9 - The firm and its current situation.
In this session the tema will explore the current situation of the firm. The analysis in the previous
stages was meant to provide an advance knowledge of the firm and the industry. Here the team will
use those lessons to identify potential areas of improvement and analyze what market changes
could impact its current situation. Likewise, the team is expected to reflect of the role of creativity,
idenitfying the creative value system. To conclude, the team will concentrate on the lessons gained
and the articulation of the final presentation. Which lessons have we obtained with this project?, Are
we sure we have a clear answer to the question we originally defined?, which are the key course
lessons that have helped gained a better understanding of the selected firm?
Presentation.
The presentation will cover the following parts. This is a suggested strucutre to help you understand
the delviery, feel free to modify or change if needed.
Part 1. Analysis of the Luxury Firm
- Source of extraordinariness (ESSENCE). why this is/was a luxury firm?, rationale for their value
creation and existence as a luxury firm.
- This might include the understanding of their Origins (founder, reasons for early/later success,

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28th June 2023
 reasons for decay if any, reason for iconic products, key R&C…)
- The firm today (MEANS): Comprehensive overview of the firm and how they compete (financial
overview, product portfolio, price range, target customer, distribution systems, communication
tactics…)
Part 2. Analysis of the Luxury Market (Industry)
- Situation analysis. Key current market facts (market size, growth, trends, players…)
- Creative Value System (NATURE). Role of Creativity in this industry: how does it work and
why.
Part 3. Assessment of Current Situation.
- Any major problem/issue identified? Any area of improvement/inconsistency?
- No need for an actual recommendation or plan.
- Insights/Lessons of the team based on firm’s strategy.
- How positive/negative are you about the future development of the firm?, why?
Delivery
- 15 min presentation, plus 5min Q&A. (subject to be modified based on total number of
students).
- Creativity welcome (no need of ppt, role play...)
- Include a final slides stating all the sources used in your research.
Grade Scheme
The academic performance of students is based on a 10 point scale according to the grading
ranges below:
- 0.0 - 4.9: Fail (F)
- 5.0 - 6.9: Pass (P)
- 7.0 - 8.9: Very Good (VG)
- 9.0 - 10: Excellent (E)
criteria percentage Learning Comments
Objectives
Final Exam 40 %
Group 40 %
Presentation
Class Participation 20 %

RE-SIT / RE-TAKE POLICY

Each student has four (4) chances to pass any given course distributed over two (2) consecutive
academic years. Each academic year consists of two calls: one (1) ordinary call (during the
semester when the course is taking place); and one (1) extraordinary call (or “re-sit”) in June/July.
Students who do not comply with the 70% attendance requirement in each subject during the
semester will automatically fail both calls(ordinary and extraordinary) for that Academic Year and
have to re-take the course (i.e., re-enroll) during the next Academic Year.
The Extraordinary Call Evaluation criteria will be subject to the following rules:
- Students failing the course in the ordinary call (during the semester) will have to re-sit
evaluation for the course in June / July (except those students who do not comply with the
attendance rule, and therefore will not have that opportunity, since they will fail both calls and
must directly re-enroll in the course during the next Academic Year).
- It is not permitted to change the format nor the date of the extraordinary call exams or
deadlines under any circumstance. All extraordinary call evaluation dates will be announced in

7
28th June 2023
 advance and must be taken into consideration before planning the summer (e.g. internships,
trips, holidays, etc.)
- The June/July re-sit will consist of a comprehensive evaluation of the course. Your final grade
for the course will depend on the performance in this exam or evaluation only. I.e., continuous
evaluation over the semester (e.g. participation, quizzes, projects and/or other grade
components over the semester) will not be taken into consideration on the extraordinary call.
Students will have to achieve the minimum passing grade of 5 and the maximum grade will be
capped at 8.0 (out of 10.0) – i.e., “notable” in the extraordinary call.
- Re-takers: Students who failed the subject on a previous Academic Year and are now re-
enrolled as re-takers in a course will need to check the syllabus of the assigned professor, as
well as contact the professor individually, regarding the specific evaluation criteria for them as
re-takers in the course during that semester (ordinary call of that Academic Year). The
maximum grade that may be obtained as a retaker during the ordinary call (i.e., the 3rd call) is
10.0 (out of 10.0).
After exams and other assessments are graded by the professor (on either the ordinary or
extraordinary call), students will have a possibility to attend a review session (whether it be a final
exam, a final project, or the final overall grade in a given course). Please be available to attend the
session in order to clarify any concerns you might have regarding your grade. Your professor will
inform you about the time and place of the review session.
- Students failing more than 18 ECTS credits after the June/July re-sits will be asked to leave the
Program. Please, make sure to prepare yourself well for the exams in order to pass your failed
subjects.
- In case you decide to skip the opportunity to re-sit for an exam or evaluation during the
June/July extraordinary call, you will need to enroll in that course again for the next Academic
Year as a re-taker, and pay the corresponding tuition fees. As you know, students have a total
of four (4) allowed calls to pass a given subject or course, in order to remain in the program.
BIBLIOGRAPHY
Compulsory
- David Millán Planelles. (2021). Strategic Luxury Management. Routledge. ISBN
9780367858377 (Printed)

BEHAVIOR RULES

Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

ATTENDANCE POLICY

Please, check the University's Attendance Policy here. The Program Director may
provide further indications.

ETHICAL POLICY

Please, check the University's Ethics Code here. The Program Director may

8
28th June 2023
provide further indications.

9
28th June 2023
INVESTMENT ANALYSIS AND PORTFOLIO
MANAGEMENT
Grado en Administración de Empresas / Bachelor in
Business Administration BBA SEP-2023 INAN-
NBA.1C.n.OPT.M.A
Area Finance
Number of sessions: 25
Academic year: 23-24
Degree course:
Number of credits: 5.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: PAOLO GIANCANE

E-mail: [email protected]

PAOLO GIANCANE
Paolo Giancane has been the Deputy General Manager of UniCredit’s
corporate finance team in Beijing and Hong Kong from the establishment of the
practice in 2005 through 2009. During this period he participated in several
equity financings on behalf of Chinese clients. He also advised European
clients in prospective investments in China and divestitures of European assets
to Chinese buyers. In the last 2 years, Mr. Giancane has continued to advise
Chinese private equity funds and European strategic investors in cross-border
investments, currently on behalf of a leading Chinese merchant bank.
He has lived and worked in China since 2005, principally in Beijing and Hong
Kong, where he developed strong relationships with local businessmen,
government officials, and foreign multinationals' China operations. Such
experience has helped Paolo navigate the intricacies of Chinese culture and
business environment and design the most appropriate route to achieve an
investment goal in Mainland China.
From 2002 through 2005, Mr. Giancane worked as a Vice President at
UniCredit Corporate & Investment Banking in the Milan office advising
multinational clients including Telecom Italia, Enel, Heineken and Autostrade
(Italy’s largest highway operator) in cross-border transactions.
Prior to joining UniCredit in 2002, Paolo Giancane worked at Lehman Brothers
in Milan, London and New York in the corporate finance and leveraged finance
groups. He was exposed to M&A, equity and debt transactions in Continental
Europe, United States and emerging markets.

1
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19th June 2023
 Mr. Giancane holds a BA Degree from Bocconi University in Milan and a MSc
in Finance from London Business School. He attended executive management
programs at Imperial College in London and the Spanish Institute of Energy in
Madrid. He has also spoken at various conferences organized by the UniCredit
Group in the field of mergers & acquisitions to and from China and given
interviews to economic magazines and news channels on financial and
economic topics.
Paolo Giancane holds the Chartered Financial Analyst (CFA) designation which
- according to CFA Institute - has become the most respected and recognized
investment credential in the world.

[email protected]

PREREQUISITES

Previous attendance of Corporate Finance and/or Macroeconomy courses is strongly advised for
students willing to enroll.

SUBJECT DESCRIPTION

This course is intended to help students understand how professional managers manage their
clients’ money to derive the maximum benefit from what they earn. It mixes investment instruments
and capital markets with theoretical detail on evaluating investments and opportunities to satisfy
risk-return objectives, in a global investment context. Blending theory with practical examples, the
program outlines the most important issues surrounding modern investment analysis & portfolio
management.

LEARNING OBJECTIVES

Investment professionals require broad-based financial skills: they not only must possess an
extensive understanding of the financial markets, including structure, organization, efficiency,
portfolio management, risk and return, and planning and construction, but they must also have a
strong sense of how to evaluate industries and companies prior to engaging in an analysis of a
specific stock.
The objective of this course is to provide a comprehensive overview of the fundamental principles
of investment analysis (for both traditional asset classes and alternative investments) and portfolio
management. We will do so outlining the entire flow of the portfolio management process, from
formulating an Investment Policy Statement to portfolio construction, trade execution, and
monitoring and rebalancing of a portfolio.

TEACHING METHODOLOGY

Learning Activity Weighting Estimated time a

student should
dedicate to prepare for
and participate in
Lectures 20.0 % 25.0 hours
Discussions 4.0 % 5.0 hours

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19th June 2023
 Exercises in class, 8.0 % 10.0 hours
Asynchronous sessions,
Field Work
Group work 4.0 % 5.0 hours
Individual studying 64.0 % 80.0 hours
TOTAL 100.0 % 125.0 hours

PROGRAM

SESSION 1 (LIVE IN-PERSON)

The first part of the course focuses on the process of private wealth management and the
preparation of an “Investment Policy Statement” or “IPS” for the individual investor. The IPS is a
fundamental reference in the investment process of clients’ assets: it allows the manager to identify
needs, goals, and risk tolerance of the investor, as well as limitations under which the investment
portfolio must operate. The ultimate goal is to formulate an investment strategy to tax-efficiently
match such potentially diverging requirements.
We will then address the concepts and practices relevant to prepare the investment policy
statement for institutional investors (in this course we will narrow our focus on pensions plans,
insurance companies and banks). Additional attention will be given to the practice of asset/liability
management and its implications for asset allocation and risk management.
- Source of wealth, measure of wealth, and stages of life and their impact on an individual
investor’s risk tolerance
- Analysis of different investors’ personality types
- The process of creating an investment policy statementThe appropriate strategic asset
allocation for an individual investor’s specific investment goals and constraints: case studies
- The importance of “Human Capital” as part of the lifetime financial advice
Book Chapters: Managing Investment Portfolios: A Dynamic Process - Chapters 1-2 (See
Bibliography)
Article: Lifetime Financial Advice: Human Capital, Asset Allocation, and Insurance (Research
Foundation of CFA Institute) (ced)

SESSION 2 (LIVE IN-PERSON)

The first part of the course focuses on the process of private wealth management and the
preparation of an “Investment Policy Statement” or “IPS” for the individual investor. The IPS is a
fundamental reference in the investment process of clients’ assets: it allows the manager to identify
needs, goals, and risk tolerance of the investor, as well as limitations under which the investment
portfolio must operate. The ultimate goal is to formulate an investment strategy to tax-efficiently
match such potentially diverging requirements.
We will then address the concepts and practices relevant to prepare the investment policy
statement for institutional investors (in this course we will narrow our focus on pensions plans,
insurance companies and banks). Additional attention will be given to the practice of asset/liability
management and its implications for asset allocation and risk management.
- Source of wealth, measure of wealth, and stages of life and their impact on an individual
investor’s risk tolerance
- Analysis of different investors’ personality types
- The process of creating an investment policy statement

3
19th June 2023
 - The appropriate strategic asset allocation for an individual investor’s specific investment goals
and constraints: case studies
- The importance of “Human Capital” as part of the lifetime financial advice

SESSION 3 (ASYNCHRONOUS)
The first part of the course focuses on the process of private wealth management and the
preparation of an “Investment Policy Statement” or “IPS” for the individual investor. The IPS is a
fundamental reference in the investment process of clients’ assets: it allows the manager to identify
needs, goals, and risk tolerance of the investor, as well as limitations under which the investment
portfolio must operate. The ultimate goal is to formulate an investment strategy to tax-efficiently
match such potentially diverging requirements.
We will then address the concepts and practices relevant to prepare the investment policy
statement for institutional investors (in this course we will narrow our focus on pensions plans,
insurance companies and banks). Additional attention will be given to the practice of asset/liability
management and its implications for asset allocation and risk management.
- Source of wealth, measure of wealth, and stages of life and their impact on an individual
investor’s risk tolerance
- Analysis of different investors’ personality types
- The process of creating an investment policy statement
- The appropriate strategic asset allocation for an individual investor’s specific investment goals
and constraints: case studies
- The importance of “Human Capital” as part of the lifetime financial advice

SESSION 4 (ASYNCHRONOUS)
The first part of the course focuses on the process of private wealth management and the
preparation of an “Investment Policy Statement” or “IPS” for the individual investor. The IPS is a
fundamental reference in the investment process of clients’ assets: it allows the manager to identify
needs, goals, and risk tolerance of the investor, as well as limitations under which the investment
portfolio must operate. The ultimate goal is to formulate an investment strategy to tax-efficiently
match such potentially diverging requirements.
We will then address the concepts and practices relevant to prepare the investment policy
statement for institutional investors (in this course we will narrow our focus on pensions plans,
insurance companies and banks). Additional attention will be given to the practice of asset/liability
management and its implications for asset allocation and risk management.
- Source of wealth, measure of wealth, and stages of life and their impact on an individual
investor’s risk tolerance
- Analysis of different investors’ personality types
- The process of creating an investment policy statement
- The appropriate strategic asset allocation for an individual investor’s specific investment goals
and constraints: case studies
- The importance of “Human Capital” as part of the lifetime financial advice

SESSION 5 (LIVE IN-PERSON)

- Defined-benefit versus defined-contribution funds
- Investment objectives
- Risk tolerance

4
19th June 2023
 - Constraints
- Investment policy statements for pension funds, insurance companies and banks
- Asset/Liability imbalance and the concept of expanded balance sheet

Book Chapters: Managing Investment Portfolios: A Dynamic Process - Chapter 3 (See Bibliography)

SESSION 6 (LIVE IN-PERSON)

- Defined-benefit versus defined-contribution funds
- Investment objectives
- Risk tolerance
- Constraints
- Investment policy statements for pension funds, insurance companies and banks
- Asset/Liability imbalance and the concept of expanded balance sheet

SESSION 7 (LIVE IN-PERSON)

Once completed the Investment Policy Statement for its client, the manager will start building
capital market expectations, as an investment decision is not simply a binary "buy" or "sell," but
more so a continuous spectrum. Investment analysis and valuation information helps determine
whether to have relatively more or relatively less of a given asset class. Valuation is not just a
matter of finding a number; rather, it is trying to bracket a "range of reasonableness", accepting the
fact that there is inevitably a range of uncertainty in any investment decision.
- The role of capital market expectations in the portfolio management process
- Formal tools: statistical analysis, discounted cash flows models, the risk premium approach,
and financial equilibrium models
- The phases of the business cycles and their impact on short-term and long-term capital market
returns
- The Taylor Rule and central bank behavior
Book Chapters: Managing Investment Portfolios: A Dynamic Process - Chapter 4 (See Bibliography)

SESSION 8 (LIVE IN-PERSON)

Once completed the Investment Policy Statement for its client, the manager will start building
capital market expectations, as an investment decision is not simply a binary "buy" or "sell," but
more so a continuous spectrum. Investment analysis and valuation information helps determine
whether to have relatively more or relatively less of a given asset class. Valuation is not just a
matter of finding a number; rather, it is trying to bracket a "range of reasonableness", accepting the
fact that there is inevitably a range of uncertainty in any investment decision.
- The role of capital market expectations in the portfolio management process
- Formal tools: statistical analysis, discounted cash flows models, the risk premium approach,
and financial equilibrium models
- The phases of the business cycles and their impact on short-term and long-term capital market
returns
- The Taylor Rule and central bank behavior

SESSION 9 (LIVE IN-PERSON)

5
19th June 2023
Once completed the Investment Policy Statement for its client, the manager will start building
capital market expectations, as an investment decision is not simply a binary "buy" or "sell," but
more so a continuous spectrum. Investment analysis and valuation information helps determine
whether to have relatively more or relatively less of a given asset class. Valuation is not just a
matter of finding a number; rather, it is trying to bracket a "range of reasonableness", accepting the
fact that there is inevitably a range of uncertainty in any investment decision.
- The role of capital market expectations in the portfolio management process
- Formal tools: statistical analysis, discounted cash flows models, the risk premium approach,
and financial equilibrium models
- The phases of the business cycles and their impact on short-term and long-term capital market
returnsThe Taylor Rule and central bank behavior

SESSION 10 (LIVE IN-PERSON)

Once completed the Investment Policy Statement for its client, the manager will start building
capital market expectations, as an investment decision is not simply a binary "buy" or "sell," but
more so a continuous spectrum. Investment analysis and valuation information helps determine
whether to have relatively more or relatively less of a given asset class. Valuation is not just a
matter of finding a number; rather, it is trying to bracket a "range of reasonableness", accepting the
fact that there is inevitably a range of uncertainty in any investment decision.
- The role of capital market expectations in the portfolio management process
- Formal tools: statistical analysis, discounted cash flows models, the risk premium approach,
and financial equilibrium models
- The phases of the business cycles and their impact on short-term and long-term capital market
returns
- The Taylor Rule and central bank behavior

SESSION 11 (ASYNCHRONOUS)
- Major approaches to economic forecasting
- Economic information as a tool to forecasting asset return
- How to suggest and to justify changes in global market portfolios based on expected changes
in macroeconomic factors
- The role of developing countries, especially BRICs, in a global invested portfolio
Book Chapters: Managing Investment Portfolios: A Dynamic Process - Chapter 4 (See Bibliography)

SESSION 12 (LIVE IN-PERSON)

- Major approaches to economic forecasting
- Economic information as a tool to forecasting asset return
- How to suggest and to justify changes in global market portfolios based on expected changes
in macroeconomic factors
- The role of developing countries, especially BRICs, in a global invested portfolio

SESSION 13 (LIVE IN-PERSON)

MID-TERM EXAM

6
19th June 2023
SESSION 14 (LIVE IN-PERSON)
After having duly reported in the investment policy statement the client’s risk and return objectives
as well as specific constraints, and formulated capital market expectations, the manager’s next task
is to match both aspects and to determine the relevant strategic asset allocation. Minimum and
maximum permissible asset class weights can be used as a risk control mechanism.
- Strategic versus tactical asset allocation
- Asset-only and asset/liability management approaches to asset allocation
- Selection and justification of an appropriate set of asset classes for different types of investor:
case studies
- Major steps pertaining to the establishment of an appropriate asset allocation
- The case for international diversification
Book Chapters: Managing Investment Portfolios: A Dynamic Process - Chapter 5 (See Bibliography)

SESSION 15 (LIVE IN-PERSON)

After having duly reported in the investment policy statement the client’s risk and return objectives
as well as specific constraints, and formulated capital market expectations, the manager’s next task
is to match both aspects and to determine the relevant strategic asset allocation. Minimum and
maximum permissible asset class weights can be used as a risk control mechanism.
- Strategic versus tactical asset allocation
- Asset-only and asset/liability management approaches to asset allocation
- Selection and justification of an appropriate set of asset classes for different types of investor:
case studies
- Major steps pertaining to the establishment of an appropriate asset allocation
- The case for international diversification

SESSION 16 (LIVE IN-PERSON)

After having duly reported in the investment policy statement the client’s risk and return objectives
as well as specific constraints, and formulated capital market expectations, the manager’s next task
is to match both aspects and to determine the relevant strategic asset allocation. Minimum and
maximum permissible asset class weights can be used as a risk control mechanism.
- Strategic versus tactical asset allocation
- Asset-only and asset/liability management approaches to asset allocation
- Selection and justification of an appropriate set of asset classes for different types of investor:
case studies
- Major steps pertaining to the establishment of an appropriate asset allocation
- The case for international diversification

SESSION 17 (LIVE IN-PERSON)

After having duly reported in the investment policy statement the client’s risk and return objectives
as well as specific constraints, and formulated capital market expectations, the manager’s next task
is to match both aspects and to determine the relevant strategic asset allocation. Minimum and
maximum permissible asset class weights can be used as a risk control mechanism.
- Strategic versus tactical asset allocation
- Asset-only and asset/liability management approaches to asset allocation

7
19th June 2023
 - Selection and justification of an appropriate set of asset classes for different types of investor:
case studies
- Major steps pertaining to the establishment of an appropriate asset allocation
- The case for international diversification

SESSION 18 (LIVE IN-PERSON)

In this part of the course we will dig into the basic features of the investment management process
for both a fixed-income and an equity portfolio. In particular, we will first analyze the selection of an
appropriate benchmark and specific portfolio management strategies for a fixed-income portfolio.
Afterwards, the role played by equities in an investment portfolio and the three major approaches to
manage equity portfolios.
- Selection of an appropriate benchmark for a fixed-income portfolio
- Pure bond indexing, enhanced indexing and active investing
- Classical immunization strategy and cash flow matching
- Selection of an equity investment approach based on the investor’s IPS
- Alternative methods to establishing passive exposure to an equity market
- Style analysis and equity style box analysis
- Sell actions performed by active investors

SESSION 19 (LIVE IN-PERSON)

- Selection of an appropriate benchmark for a fixed-income portfolio
- Pure bond indexing, enhanced indexing and active investing
- Classical immunization strategy and cash flow matching
- Selection of an equity investment approach based on the investor’s IPS
- Alternative methods to establishing passive exposure to an equity market
- Style analysis and equity style box analysis
- Sell actions performed by active investors

SESSION 20 (LIVE IN-PERSON)

- Selection of an appropriate benchmark for a fixed-income portfolio
- Pure bond indexing, enhanced indexing and active investing
- Classical immunization strategy and cash flow matching
- Selection of an equity investment approach based on the investor’s IPS
- Alternative methods to establishing passive exposure to an equity market
- Style analysis and equity style box analysis
- Sell actions performed by active investors

SESSION 21 (LIVE IN-PERSON)

- Selection of an appropriate benchmark for a fixed-income portfolio
- Pure bond indexing, enhanced indexing and active investing
- Classical immunization strategy and cash flow matching
- Selection of an equity investment approach based on the investor’s IPS
- Alternative methods to establishing passive exposure to an equity market
- Style analysis and equity style box analysis
- Sell actions performed by active investors
Book Chapters: Managing Investment Portfolios: A Dynamic Process - Chapters 6-7 (See
Bibliography)

8
19th June 2023
SESSION 22 (LIVE IN-PERSON)
- Selection of an appropriate benchmark for a fixed-income portfolio
- Pure bond indexing, enhanced indexing and active investing
- Classical immunization strategy and cash flow matching
- Selection of an equity investment approach based on the investor’s IPS
- Alternative methods to establishing passive exposure to an equity market
- Style analysis and equity style box analysis
- Sell actions performed by active investors

SESSION 23 (LIVE IN-PERSON)

Alternative investments as a different group of investments provide return enhancement and/or risk
reduction benefits to a portfolio comprised of traditional asset classes only, i.e. stocks and bonds.
Our analysis will address real estate, private equity, commodities and distressed securities
investments.
- Common features of alternative investments
- Return enhancement and/or risk diversification profile of: Direct and indirect investments in real
estate
- Private equity (venture capital versus buy-out funds)

SESSION 24 (ASYNCHRONOUS)
COURSE RECAP / MOCK EXAM

SESSION 25 (ASYNCHRONOUS)
FINAL EXAM

EVALUATION CRITERIA

Session participation: 30%

Attendance and punctuality are mandatory. Students are expected to come prepared and
participate actively and voluntarily during lectures.
Mid-term examination: 30%
Because of the highly technical nature of most of the material, it is important to keep up by working
the textbook and the exercises as well as the case studies provided during the course. The mid-
term individual 80-minute examination, around session 13, will cover up to session 12. The use of
notes or textbooks is not allowed during the preparation of this assignment.
Final exam: 40%
Open-book, multiple-choice, written examination. The final exam, a 80-minute test, will be worked
out individually and will cover the all sessions of the course. Minimum grade at the final exam to
pass the course is 4/10.

criteria percentage Learning Comments

Objectives
Final Exam 40 %
Intermediate Tests 30 %

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19th June 2023
 Class Participation 30 %

RE-SIT / RE-TAKE POLICY

RE-SIT / RE-TAKE POLICY
Each student has four (4) chances to pass any given course distributed over two (2) consecutive
academic years. Each academic year consists of two calls: one (1) ordinary call (during the
semester when the course is taking place); and one (1) extraordinary call (or “re-sit”) in June/July.
Students who do not comply with the 70% attendance requirement in each subject during the
semester will automatically fail both calls (ordinary and extraordinary) for that Academic Year and
have to re-take the course (i.e., re-enroll) during the next Academic Year. The Extraordinary Call
Evaluation criteria will be subject to the following rules:
? Students failing the course in the ordinary call (during the semester) will have to re-sit evaluation
for the course in June / July (except those students who do not comply with the attendance rule,
and therefore will not have that opportunity, since they will fail both calls and must directly re-enroll
in the course during the next Academic Year).
? It is not permitted to change the format nor the date of the extraordinary call exams or deadlines
under any circumstance. All extraordinary call evaluation dates will be announced in advance and
must be taken into consideration before planning the summer (e.g. internships, trips, holidays, etc.)
? The June/July re-sit will consist of a comprehensive evaluation of the course. Your final grade for
the course will depend on the performance in this exam or evaluation only. I.e., continuous
evaluation over the semester (e.g. participation, quizzes, projects and/or other grade components
over the semester) will not be taken into consideration on the extraordinary call. Students will have
to achieve the minimum passing grade of 5 and the maximum grade will be capped at 8.0 (out of
10.0) – i.e., “notable” in the extraordinary call.
? Re-takers: Students who failed the subject on a previous Academic Year and are now re-enrolled
as re-takers in a course will need to check the syllabus of the assigned professor, as well as
contact the professor individually, regarding the specific evaluation criteria for them as re-takers in
the course during that semester (ordinary call of that Academic Year). The maximum grade that
may be obtained as a retaker during the ordinary call (i.e., the 3rd call) is 10.0 (out of 10.0). After
exams and other assessments are graded by the professor (on either the ordinary or extraordinary
call), students will have a possibility to attend a review session (whether it be a final exam, a final
project, or the final overall grade in a given course).
Please be available to attend the session in order to clarify any concerns you might have regarding
your grade. Your professor will inform you about the time and place of the review session.
! Students failing more than 18 ECTS credits after the June/July re-sits will be asked to leave the
Program. Please, make sure to prepare yourself well for the exams in order to pass your failed
subjects.
! In case you decide to skip the opportunity to re-sit for an exam or evaluation during the June/July
extraordinary call, you will need to enroll in that course again for the next Academic Year as a re-
taker, and pay the corresponding tuition fees. As you know, students have a total of four (4) allowed
calls to pass a given subject or course, in order to remain in the program.

BIBLIOGRAPHY
Compulsory
- John L. Maginn, Donald L. Tuttle ,Dennis W. McLeavey, Jerald E. Pinto. (2007).
Managing Investment Portfolios: A Dynamic Process. 3rd edition. John Wiley &
Sons Inc. ISBN 9788126564446 (Printed)
BEHAVIOR RULES

10
19th June 2023
Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

11
19th June 2023
ATTENDANCE POLICY

Please, check the University's Attendance Policy here. The Program Director may
provide further indications.

ETHICAL POLICY

Please, check the University's Ethics Code here. The Program Director may
provide further indications.

12
19th June 2023
 INVESTMENT BANKING
Grado en Administración de Empresas / Bachelor in
Business Administration BBA SEP-2023 INBA-
NBA.1C.n.OPT.M.A
Area Finance
Number of sessions: 15
Academic year: 23-24
Degree course:
Number of credits: 3.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: ALEXANDER DE GROOT

E-mail: [email protected]

Prof. Dr. Alexander de Groot holds a PhD in Finance and a Master in Research
from IE Business School as well as an MBA from Vlerick Business School
(Catholic University of Louvain, Belgium) and a BBA from Nyenrode, The
Netherlands University of Business. He has taught at the University of London
and the University of Gibraltar.
He started his career in investment banking in fixed income derivatives in
London and then founded KBC-Petercam Derivatives in 1992, which became
one of the leading equity derivatives trading houses in Europe. Subsequently
he became managing partner and member of the management committee of
Petercam, the largest Belgian investment bank, responsible for all Financial
Markets, M&A and Risk Management.

[email protected]

PREREQUISITES

- Students should have completed successfully an introductory course in corporate finance and
should be familiar with concepts such as time value of money.
- Willingness to learn new methods and work with databases like Bloomberg.
- Good working knowledge of Excel.
- Strong quantitative skills would give an advantage in the course.
SUBJECT DESCRIPTION

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16th June 2023
This course delves into the structure, management and practices of investment banking (IB)—from
larger more universal players to boutique operations. It examines the business activities of fixed
income and equities trading, mergers and acquisitions, financing and investment; and, the creation
of value through financial advisory services. It looks into the business practices of private equity,
hedge funds and trading operations; and, the role of each in facilitating investment, the deployment
of capital and the changing face of risk-taking activities. The course emphasizes the role of the IB
financial advisor and his/her importance in securing and facilitating IB business opportunities. This
course is about the businesses of investment banking.

Importantly, through our class discussions and case-study work, each student will bring the
answers to these questions into personal focus. Students are exposed to both the diagnostic and
prescriptive processes of IB allowing them to partake in the financial advisory process; and,
understand what it means to be an IB practitioner or valued client.

LEARNING OBJECTIVES

The main objective of the course is to provide students with the necessary theoretical and
conceptual tools used in investment banking. This course will provide an introduction and general
understanding of investment banking activities and the mechanics and financial analysis required to
value, negotiate and successfully close transactions.
The course will provide the intellectual framework used in the investment banking process: financial
analysis, valuation and the mechanics of deal structuring and trading. Other learning objectives
include analysis and valuation in M&A and LBO settings and understanding the sources of capital in
the context of these transactions.

TEACHING METHODOLOGY

Learning Activity Weighting Estimated time a

student should
dedicate to prepare for
and participate in
Lectures 80.0 % 60.0 hours
Discussions 0.0 % 0.0 hours
Exercises in class, 13.33 % 10.0 hours
Asynchronous sessions,
Field Work
Group work 6.67 % 5.0 hours
Individual studying 0.0 % 0.0 hours
TOTAL 100.0 % 75.0 hours

PROGRAM

SESSION 1 (LIVE IN-PERSON)

Fixed Income Valuation Techniques: Overview
Book Chapters: Zvi Bodie, Alex Kane & Alan Marcus. (2022). Essentials of Investments - Ch. 10 &
11 (IE Library)

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16th June 2023
SESSION 2 (LIVE IN-PERSON)
Fixed Income Valuation Techniques: Overview
Book Chapters: Zvi Bodie, Alex Kane & Alan Marcus. (2022). Essentials of Investments - Ch. 10 &
11 (IE Library)

SESSION 3 (LIVE IN-PERSON)

Fixed Income Valuation Techniques: Case study

To be provided

SESSION 4 (LIVE IN-PERSON)

Equities Valuation Techniques: Overview
Book Chapters: Zvi Bodie, Alex Kane & Alan Marcus. (2022). Essentials of Investments - Ch. 13 (IE
Library)

SESSION 5 (LIVE IN-PERSON)

Equities Valuation Techniques: Case study

To be provided

SESSION 6 (LIVE IN-PERSON)

Comparable Company Analysis
Book Chapters: Joshua Rosenbaum & Joshua Pearl. (2021). Investment Banking - Valuation,
Leveraged Buyouts, and Mergers & Acquisitions - Ch.1 (IE Library)

SESSION 7 (LIVE IN-PERSON)

Precedent Transactions Analysis
Book Chapters: Joshua Rosenbaum & Joshua Pearl. (2021). Investment Banking - Valuation,
Leveraged Buyouts, and Mergers & Acquisitions - Ch. 2 (IE Library)

SESSION 8 (LIVE IN-PERSON)

Discounted Cash Flow Analysis
Book Chapters: Joshua Rosenbaum & Joshua Pearl. (2021). Investment Banking - Valuation,
Leveraged Buyouts, and Mergers & Acquisitions - Ch. 3 (IE Library)

SESSION 9 (LIVE IN-PERSON)

Leveraged Buyouts
Book Chapters: Joshua Rosenbaum & Joshua Pearl. (2021). Investment Banking - Valuation,
Leveraged Buyouts, and Mergers & Acquisitions - Ch. 4 (IE Library)

SESSION 10 (LIVE IN-PERSON)

3
16th June 2023
Leveraged Buyouts Analysis
Book Chapters: Joshua Rosenbaum & Joshua Pearl. (2021). Investment Banking - Valuation,
Leveraged Buyouts, and Mergers & Acquisitions - Ch. 5 (IE Library)

SESSION 11 (LIVE IN-PERSON)

Company Valuation: Case study

To be provided

SESSION 12 (LIVE IN-PERSON)

Sell-Side M&A
Book Chapters: Joshua Rosenbaum & Joshua Pearl. (2021). Investment Banking - Valuation,
Leveraged Buyouts, and Mergers & Acquisitions - Ch. 6 (IE Library)

SESSION 13 (LIVE IN-PERSON)

Buy-Side M&A

Rosenbaum, Pearl Ch 7
Book Chapters: Joshua Rosenbaum & Joshua Pearl. (2021). Investment Banking - Valuation,
Leveraged Buyouts, and Mergers & Acquisitions - Ch. 7 (IE Library)

SESSION 14 (LIVE IN-PERSON)

Rehearsal

SESSION 15 (LIVE IN-PERSON)

Final Exam

EVALUATION CRITERIA

criteria percentage Learning Comments

Objectives
Final Exam 50 %
Individual 20 %
Presentation
Group 20 %
Presentation
Class Participation 10 %

RE-SIT / RE-TAKE POLICY

RE-SIT / RE-TAKE POLICY
Each student has four (4) chances to pass any given course distributed over two (2) consecutive
academic years. Each academic year consists of two calls: one (1) ordinary call (during the
semester when the course is taking place); and one (1) extraordinary call (or “re-sit”) in June/July.
Students who do not comply with the 70% attendance requirement in each subject during the
semester will automatically fail both calls (ordinary and extraordinary) for that Academic Year and
have to re-take the course (i.e., re-enroll) during the next Academic Year.

4
16th June 2023
The Extraordinary Call Evaluation criteria will be subject to the following rules:
- Students failing the course in the ordinary call (during the semester) will have to re-sit
evaluation for the course in June / July (except those students who do not comply with the
attendance rule, and therefore will not have that opportunity, since they will fail both calls and
must directly re-enroll in the course during the next Academic Year).
- It is not permitted to change the format nor the date of the extraordinary call exams or
deadlines under any circumstance. All extraordinary call evaluation dates will be announced in
advance and must be taken into consideration before planning the summer (e.g. internships,
trips, holidays, etc.)
- The June/July re-sit will consist of a comprehensive evaluation of the course. Your final grade
for the course will depend on the performance in this exam or evaluation only. I.e., continuous
evaluation over the semester (e.g. participation, quizzes, projects and/or other grade
components over the semester) will not be taken into consideration on the extraordinary call.
Students will have to achieve the minimum passing grade of 5 and the maximum grade will be
capped at 8.0 (out of 10.0) – i.e., “notable” in the extraordinary call.
- Re-takers: Students who failed the subject on a previous Academic Year and are now re-
enrolled as re-takers in a course will need to check the syllabus of the assigned professor, as
well as contact the professor individually, regarding the specific evaluation criteria for them as
re-takers in the course during that semester (ordinary call of that Academic Year). The
maximum grade that may be obtained as a retaker during the ordinary call (i.e., the 3rd call) is
10.0 (out of 10.0).
After exams and other assessments are graded by the professor (on either the ordinary or
extraordinary call), students will have a possibility to attend a review session (whether it be a final
exam, a final project, or the final overall grade in a given course). Please be available to attend the
session in order to clarify any concerns you might have regarding your grade. Your professor will
inform you about the time and place of the review session.
- Students failing more than 18 ECTS credits after the June/July re-sits will be asked to leave the
Program. Please, make sure to prepare yourself well for the exams in order to pass your failed
subjects.
- In case you decide to skip the opportunity to re-sit for an exam or evaluation during the
June/July extraordinary call, you will need to enroll in that course again for the next Academic
Year as a re-taker, and pay the corresponding tuition fees. As you know, students have a total
of four (4) allowed calls to pass a given subject or course, in order to remain in the program.
BIBLIOGRAPHY
Compulsory
- Zvi Bodie, Alex Kane & Alan Marcus. (2022). Essentials of Investments. 12th.
McGraw Hill. ISBN 9781260772166 (Printed)
- Joshua Rosenbaum & Joshua Pearl. (2021). Investment Banking - Valuation,
Leveraged Buyouts, and Mergers & Acquisitions. 3rd. Wiley. ISBN 9781119823421
(Printed)
BEHAVIOR RULES

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16th June 2023
Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

6
16th June 2023
ATTENDANCE POLICY

Please, check the University's Attendance Policy here. The Program Director may
provide further indications.

ETHICAL POLICY

Please, check the University's Ethics Code here. The Program Director may
provide further indications.

7
16th June 2023
 LEAN THINKING
Grado en Administración de Empresas / Bachelor in
Business Administration BBA SEP-2023 LT-
NBA.1C.n.OPT.M.A
Area Operations and Business Analytics
Number of sessions: 15
Academic year: 23-24
Degree course:
Number of credits: 3.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: FELIPE AMADO QUINTANA NAVARRO

E-mail: [email protected]

FELIPE AMADO QUINTANA NAVARRO

Academic background
- Master in Technology and Communication for teaching by UNED (2013-2014)
- Master in Logistics, Purchasing and Stocks Management by AERCE (2003)
- MBA by IE Business School (1999-2000)
- Industrial engineer by Univesity of Las Palmas de Gran Canaria (1992-1998)
Professional experience
- MDS (since 2014). Operations and SCM consultant & Customer Experience and Lean Thinking
consultant.
- Aguas Minerales de Firgas (2009-2016): Operations & Supply Chain Manager. New Products
Development Responsible (Canary Islands. Spain).
- Robert Bosch (2004-2009): Project Manager for Bosch Car Service Spain and Portugal
(Madrid-Lisboa-Kalsruhe)
- LVMH (2000-2004): Operations Responsible for Perfumes Loewe (Madrid-Paris)
Academic experience
- IE Adjunct Professor since 2004: Operations Management, Supply Chain Management,
Customer Experience Management and Lean Thinking.
- IE Faculty trainer since 2008
- IE LBE Program Faculty since 2015: Leadership in Blended Education Program for higher
education professors.
Professor contact and information
- Phone & WhatsApp: +34 609 402 509
- e-mail: [email protected]
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21th June 2023
 - Twitter: @faoquintana
- Skype: felipe.quintana.navarro
- Linkedin: Felipe
Email: [email protected]
telephone: +34 609402509

PREREQUISITES

No special prerequisites are needed to attend this course. All students are
welcome to discover together the fascianting world of Lean Thinking.

SUBJECT DESCRIPTION

We can define Lean Thinking as a philosophy of working which main objective is to maximize value
for Customers minimizing waste during the process.
This business strategy was created by Toyota in a manufacturing environment (Lean
Manufacturing). Toyota Production System was created as a smart analysis of the possible waste
in the car manufacturing line. At the same time, Toyota developed several tools to reduce all kind of
identified waste. The results of this philosophy were outstanding and guide Toyota to leadership in
its sector.
The initial concept was later extended to Service Companies (Lean Service) and also to other
business sectors (Lean Banking, Lean Tourism, Lean Health Care, Lean Education, Lean
Government, Lean Construction, etc.). Even new products and services development were
captivated by the principles of Lean to create “Lean Design Thinking”.
A new trend in Lean is to involve all the areas of the organizations and establish Lean Thinking as a
new way of working and getting differentiation.
There are two components of the formula Lean Thinking we are going to explore during this course:
- Maximizing the Value for Customers: It is mandatory for the companies to be Customer
oriented and to identify needs and to analyse Customer Satisfaction to offer the right
product/service at the right place, and in time. At the same time we must get differentiation
through Customer Experience, and try to understand customers’ satisfaction and meet the
“Value for money” customers are willing to pay.
- Minimizing Waste: “Muda” or Waste is everything in the process not adding value for
customers, and it is very important to analyse all kind of waste (unnecessary movement,
defects, lost time, overproduction, stocks, non used talent, etc.). Once identified waste, we
need to develop a complete “Lean Tools Kit” to reduce or eliminate them.
Strategic Management, Marketing, Operations Management and Human
Resources Management play an important role in the definition and
implementation of Lean Thinking, so integration all among the organization is
needed.

LEARNING OBJECTIVES

- Discover all variants of Lean Thinking and its principles which guide companies, not only in the

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21th June 2023
 strategic definition of Lean Thinking, but also during the implementation of this philosophy.
- Lean Manufacturing
- Lean Sercice
- Lean apply to specific business sectors (Construction, Banking, HealthCare,
Government, Tourism). Identify Value Proposition and its link to Satisfaction and Quality
Service.
- Identify and classify Waste and all all the tools and technic to eliminate them (Lean Tools Kit)
- Study the propper Change Management to transform a traditional Company into a Lean
Thinking Organisation.
- Study the latest applications of Lean Thinking: Lean Design and Lean Start-ups.
- Analyze the appropiate process, steps and best practices to implement Lean Thinking
- Build an organisation oriented to Lean Thinking and analyze the best Human Resource
Strategy

TEACHING METHODOLOGY

IE University teaching method is defined by its collaborative, active, and applied nature. Students
actively participate in the whole process to build their knowledge and sharpen their skills.
Professor’s main role is to lead and guide students to achieve the learning objectives of the course.
This is done by engaging in a diverse range of teaching techniques and different types of learning
activities such as the following:

Learning Activity Weighting Estimated time a

student should
dedicate to prepare for
and participate in
Lectures 20.0 % 15.0 hours
Discussions 26.67 % 20.0 hours
Exercises in class, 26.67 % 20.0 hours
Asynchronous sessions,
Field Work
Group work 20.0 % 15.0 hours
Individual studying 6.67 % 5.0 hours
TOTAL 100.0 % 75.0 hours

PROGRAM

SESSION 1 (LIVE IN-PERSON)

INTRODUCTION. LEAN MANUFACTURING: STARTING POINT AND HISTORY
- Introduction.
- Pecha Kucha Presentation by Adjunct Professor Felipe Quintana: Lean Thinking overview
- Lean Thinking Formula:
- Maximizing Value for customer
- with the minimum waste
- Analysing the Toyota Production System: The beginning of Lean Manufacturing.

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21th June 2023
SESSION 2 (LIVE IN-PERSON)
FIRST COMPONENT OF THE LEAN FORMULA: MAXIMIZING THE VALUE FOR THE
CUSTOMER
- Dimensions of Value
- Value creator and value destructor
- Best practices in Customer centric organizations
- From Push to Pull Strategy as Lean Thinking requirement
- Mass Customization: The four faces of Mass Customization
- Customer Experience as a key factor to create Customer Value
During this session we shall do a live team-work activity related to "Customer Value". All the
instruction will be given at the beginning of the session and every team will have time to prepare
and present this activity during this double session. Read carefully all the assigned lecture before
this double session.
Technical note & tutorials: Focus on Customers (MKS020002-U-ENG-WOD)
Article: Cracking the Code of Mass Customization (HBS SMR315-PDF-ENG)
Article: The great enemy of Customer Centricity: Business Silo mentality (LinkedIn)

SESSION 3 (LIVE IN-PERSON)

FIRST COMPONENT OF THE LEAN FORMULA: MAXIMIZING THE VALUE FOR THE
CUSTOMER
- Value: The first law of Customer Service: Satisfaction = Perception - Expectations
- Ways to measure Customer Satisfaction
Article: Satisfaction = Perception – Expectations The Best Kept Secret & First Rule of Customer
Service (LinkedIn)
Article: My Take on Customer Feedback ‘Happy-or-Not’ Panels (LinkedIn)

SESSION 4 (LIVE IN-PERSON)

SECOND COMPONENT OF THE LEAN FORMULA: MINIMIZING WASTE. WASTE DEFINITION
AND LEAN TOOLS KIT TO REDUCE IT
- Types of waste in industry: MUDA, MURA and MURI. Lean Tools Kit to reduce waste, part 1:
- JIT (Just in Time)/Pull Strategy
- 5S
- Poka Yokes
- Kaizen
- Kanban
- Jidoka
- VSM (Value Stream Mapping)
- Solving Proble Tools
Technical note & tutorials: Types of waste in industry: classification and programmes to eliminate
them (OPE020018-U-ENG-WOD)
Technical note: A Glossary of Lean Terms (HBS UV1279-PDF-ENG)

SESSION 5 (LIVE IN-PERSON)

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21th June 2023
SECOND COMPONENT OF THE LEAN FORMULA: MINIMIZING WASTE. WASTE DEFINITION
AND LEAN TOOLS KIT TO REDUCE IT
- Lean Tools Kit to reduce waste, part 2:
- SRM (Supplier Relationship Management)
- Keiretsu
- Lean Six Sigma
- Principles of the waiting lines
- Heijunka
- Quality at the source
- Total Quality Management
Multimedia Material: Top 25 Lean Tools (Lean Production)

SESSION 6 (LIVE IN-PERSON)

Lean Tools Kit to reduce waste. Part 3:
- TPM (Total Productive Maintenance)
- Lay-out Study and Spaghetti Diagram
- OPT (Optimized Production Technology)
- ERP (Enterprise Resources Planning)
- AMT (Advances Manufacturing Technology)
- SMED (Set-up and Change over reduction)
- GEMBA (Genchi Gembutsu: Go&See)
- Cells Manufacturing and lay-out Reduction)
- Lean Six Sigma
- Keiretsu
- Others
At the end of this double session a 25 questions test will be done. Read the assigned lecture before
this session and pay attention during this double session in order to be ready for this test.

SESSION 7 (LIVE IN-PERSON)

Midterm Exam
- 20 test questions
- 10 short questions to be answered in approximately 5 lines

SESSION 8 (ASYNCHRONOUS)
LEAN CONSUMPTION. LEAN APPLIED TO SERVICE INDUSTRIES AND BUSINESS SECTORS
- Lean consumption
- Lean Service best practice: Southwest Airlines
Article: Lean Consumption (HBS R0503C-PDF-ENG)
Practical Case: Southwest Airlines in Baltimore (HBS 602156-PDF-ENG)

SESSION 9 (LIVE IN-PERSON)

LEAN CONSUMPTION. LEAN APPLIED TO SERVICE INDUSTRIES AND BUSINESS SECTORS

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21th June 2023
 - Lean consumption
- Lean applied to business sectors:
- Lean Tourism
- Lean Banking
- Lean Construction
- Lean Health-Care
- Lean Education
- Lean Government
- Lean Hospitality
Teamwork Presentations. Every team will present a 10 minutes presentation about a service
industry. Professor will give all the indications to each group from the very beginning of the course.

SESSIONS 10 - 11 (ASYNCHRONOUS)
Fieldwork at a company to analyze a best practice in Lean Thinking. Activity to be done in
teams: Lean Thinking at IKEA.
Professor will give all the indications to prepare this teamwork activity.

SESSION 12 (LIVE IN-PERSON)

LEAN THINKING IMPLEMENATION. LEAN THINKING APPLICATIONS AND NEW TRENDS
INSPIRED IN LEAN MANAGEMENT
- Agile Methodologies
- Design Thinking
- Lean Start-ups
Article: Why the Lean Start-Up Changes Everything (HBS R1305C-PDF-ENG)
Technical note: Agile Methodologies and Organizational Agility (HBS IES743-PDF-ENG)
Article: Design Thinking Comes of Age (HBS R1509D-PDF-ENG)

SESSION 13 (LIVE IN-PERSON)

LEAN THINKING IMPLEMENATION. LEAN THINKING APPLICATIONS AND NEW TRENDS
INSPIRED IN LEAN MANAGEMENT
- Agile Methodologies
- Design Thinking
- Lean Start-ups

SESSION 14 (LIVE IN-PERSON)

PECHA KUCHA PRESENTATIONS. COURSE WRAP UP
Every student will present her/his Pecha Kucha Presentation.
Summary and Wrap up.

SESSION 15 (LIVE IN-PERSON)

PECHA KUCHA PRESENTATIONS. COURSE WRAP UP

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21th June 2023
Every student will present her/his individual presentation in a topic selected by her/him: A Pecha
Kucha Presentation: 20 slides temporized to 20 seconds (a 6 minutes and 40 seconds
presentation).
Summary and Wrap up.

EVALUATION CRITERIA

criteria percentage Learning Comments

Objectives
Intermediate Tests 25 % During Session 7
Individual Work 25 % During Session
14&15
Group 25 % During Session 9
Presentation (12.5%) and
10&11 (12.5%)
Class Participation 25 % 10%
attentance/15%
Class Participation

RE-SIT / RE-TAKE POLICY

Class Participation (25%)
Class participation will be graded separately for each session. 10% is attendance and 15% is class
participation during the face-to-face sessions and forums.
Team Work (25%)
There are two team work activities contributing each one 50% of this evaluation criteria:
- 12.5%: A 10 minutes Presentation on the topic assigned by professor to each group. This
teamwork activity will take place on Session 9. Professor will give every group a Guide to
prepare this presentasion.
- 12.5%: Fieldwork to be done during Session 10&11 to see a best practice in Lean Thinking
implementation: LT at IKEA.
Intermediate test (25%)
A 20 test questions and 10 written questions to be done during session 7.
Final Report (Individual Work) Pecha Kucha Presentation (25%)
Every student will prepare a Pecha Kucha Presentation (20 images temporized to 20 seconds: 6
minutes and 40 seconds) in a free selection topic, and will present it in Session 14 to 15. Adjunct
Professor will introduce this format of presentation, very useful to transmit ideas, in Session 1. The
aspects evaluated will be: 35% research on the topic, 35% messages during the presentation, 10%
oratory, 10% creativity and 10% images selection.
RE-SIT / RE-TAKE POLICY
Each student has four (4) chances to pass any given course distributed over two (2) consecutive
academic years. Each academic year consists of two calls: one (1) ordinary call (during the
semester when the course is taking place); and one (1) extraordinary call (or “re-sit”) in June/July.
Students who do not comply with the 70% attendance requirement in each subject during the
semester will automatically fail both calls (ordinary and extraordinary) for that Academic Year and
have to re-take the course (i.e., re-enroll) during the next Academic Year.
The Extraordinary Call Evaluation criteria will be subject to the following rules:
- Students failing the course in the ordinary call (during the semester) will have to re-sit
evaluation for the course in June / July (except those students who do not comply with the
attendance rule, and therefore will not have that opportunity, since they will fail both calls and

7
21th June 2023
 must directly re-enroll in the course during the next Academic Year).
- It is not permitted to change the format nor the date of the extraordinary call exams or
deadlines under any circumstance. All extraordinary call evaluation dates will be announced in
advance and must be taken into consideration before planning the summer (e.g. internships,
trips, holidays, etc.)
- The June/July re-sit will consist of a comprehensive evaluation of the course. Your final grade
for the course will depend on the performance in this exam or evaluation only. I.e., continuous
evaluation over the semester (e.g. participation, quizzes, projects and/or other grade
components over the semester) will not be taken into consideration on the extraordinary call.
Students will have to achieve the minimum passing grade of 5 and the maximum grade will be
capped at 8.0 (out of 10.0) – i.e., “notable” in the extraordinary call.
- Re-takers: Students who failed the subject on a previous Academic Year and are now re-
enrolled as re-takers in a course will need to check the syllabus of the assigned professor, as
well as contact the professor individually, regarding the specific evaluation criteria for them as
re-takers in the course during that semester (ordinary call of that Academic Year). The
maximum grade that may be obtained as a retaker during the ordinary call (i.e., the 3rd call) is
10.0 (out of 10.0).
After exams and other assessments are graded by the professor (on either the ordinary or
extraordinary call), students will have a possibility to attend a review session (whether it be a final
exam, a final project, or the final overall grade in a given course). Please be available to attend the
session in order to clarify any concerns you might have regarding your grade. Your professor will
inform you about the time and place of the review session.
- Students failing more than 18 ECTS credits after the June/July re-sits will be asked to leave the
Program. Please, make sure to prepare yourself well for the exams in order to pass your failed
subjects.
- In case you decide to skip the opportunity to re-sit for an exam or evaluation during the
June/July extraordinary call, you will need to enroll in that course again for the next Academic
Year as a re-taker, and pay the corresponding tuition fees. As you know, students have a total
of four (4) allowed calls to pass a given subject or course, in order to remain in the program.
BIBLIOGRAPHY
Recommended
- James P. Womack & Saniel T. Jones. (2003). Lean Thinking. Banish waste and
create wealth in your corporation.. Business and Economics. ISBN 0743249275
(Digital)
- Jeffrey Liker. The toyota way: 14 Management Principles from the World's
greatest manufacturer. McGraw Hill. ISBN 0071392319 (Digital)
- Dabashis Sarkar.. (2007). Lean for service organizations: a holistic approach for
achieving operational excellence and improve. ASQ Quality Press. ISBN
0873897242 (Digital)

BEHAVIOR RULES

Please, check the University's Code of Conduct here. The Program Director may

8
21th June 2023
provide further indications.
ATTENDANCE POLICY

Please, check the University's Attendance Policy here. The Program Director may
provide further indications.

ETHICAL POLICY

Please, check the University's Ethics Code here. The Program Director may
provide further indications.

9
21th June 2023
 MARKETING & VIDEOGAMES
Grado en Administración de Empresas / Bachelor in
Business Administration BBA SEP-2023 M&V-
NBA.1C.n.OPT.M.A
Area Marketing and Communication
Number of sessions: 15
Academic year: 23-24
Degree course:
Number of credits: 3.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: JUAN MANUEL ALONSO MELO

E-mail: [email protected]

Juan Manuel Alonso began his studies in Universidad Pontificia Comillas,

where he succedeed in two degrees: Law & Business Administration. Always
linked to Marketing, Juan Manuel has managed brands primarily in the
Consumer Goods industry, such as Head & Shoulders (P&G), Coco Pops-
Frosties (Kellogg's) and Scottex (Kimberly Clark) and Cargill

In addition to this, Juan Manuel is an permanent teacher in several Universities

and Business Schools with experience in subjects that cover Branding,
Marketing and Sales and a demonstrated passion for Entertainment.

[email protected]

PREREQUISITES

Previous basic Marketing knowledge (4 P's traditional methodology) will be helpful

SUBJECT DESCRIPTION

The Videogame sector has been left aside for decades as a kids&teen sector not worthy of
analysis. In this subject, the professor will explain the current videogaming situation, trend analysis,
innovation process and main marketing tools. On top of it, several guest speakers from major
videogame players (Xbox, Playstation, Nintendo, etc) will show their own part of the picture.

LEARNING OBJECTIVES

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19th June 2023
At the end of the subject, the student will have obtained the necessary theoretical knowledge to
manage brands and identify latest trends in the Videogame industry. Additionally, the student will
be able to make decisions at a strategic level to properly prioritize available resources.
To balance this knowledge, the student will have learned , through case studies, to face real life
situations and critical issues related to the day to day life of a Videogame Product / Brand Manager
, his/her relationship with agencies and the ability to search info, use the most relevant studies
available and identify potential research.
The main objective of the course is to show students the different phases that compose Videogame
brand management, both at a strategic and an operational level, as well as the use of sources and
tools that allow the right decision taking.

TEACHING METHODOLOGY

Learning Activity Weighting Estimated time a

student should
dedicate to prepare for
and participate in
Lectures 26.67 % 20.0 hours
Discussions 0.0 % 0.0 hours
Exercises in class, 0.0 % 0.0 hours
Asynchronous sessions,
Field Work
Group work 26.67 % 20.0 hours
Individual studying 46.67 % 35.0 hours
TOTAL 100.0 % 75.0 hours

PROGRAM

SESSIONS 1 - 2 (LIVE IN-PERSON)

Introduction to Marketing and Branding in the Videogame industry

SESSION 3 (LIVE IN-PERSON)

E-sports: the rise and fall

SESSION 4 (LIVE IN-PERSON)

Industry Leader Practitioner - Digital Content Director Telefonica Spain

SESSION 5 (ASYNCHRONOUS)
Pre-reading: Offline and online communication

SESSION 6 (LIVE IN-PERSON)

Offline and online communication
Industry Leader Practitioner - Xbox Marketing Director Spain

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SESSION 7 (LIVE IN-PERSON)
Brands and Videogame production

SESSION 8 (LIVE IN-PERSON)

Industry Leader Practitioner - Playstation Creative Director

SESSION 9 (LIVE IN-PERSON)

Videogames and Sustainability

SESSION 10 (ASYNCHRONOUS)
Industry Leader Practitioner - Hobbyconsolas Editor in Chief Spain

SESSION 11 (LIVE IN-PERSON)

Videogames: the future in Virtual Reality (pre-reading)

SESSION 12 (LIVE IN-PERSON)

Industry Leader Practitioner - Marketing Director Lenovo Virtual Reality

SESSION 13 (ASYNCHRONOUS)
Videogames and PR

SESSION 14 (LIVE IN-PERSON)

Industry Leader Practitioner - PR Lead Electronic Arts Spain

SESSION 15 (LIVE IN-PERSON)

Business case

EVALUATION CRITERIA

RE-SIT / RE-TAKE POLICY

Each student has four (4) chances to pass any given course distributed over two (2) consecutive
academic years. Each academic year consists of two calls: one (1) ordinary call (during the
semester when the course is taking place); and one (1) extraordinary call (or “re-sit”) in June/July.
Students who do not comply with the 70% attendance requirement in each subject during the
semester will automatically fail both calls (ordinary and extraordinary) for that Academic Year and
have to re-take the course (i.e., re-enroll) during the next Academic Year.

3
19th June 2023
As a result of IE’s ´liquid learning´ model, all students must abide to the attendance policy for AY
2021-22 where physical (in-person) attendance to class is compulsory for all regular Face-to-Face
courses. Those students who, due to exceptional cases (that have been pre-approved by IE), are
connecting remotely to class sessions and not physically in the classroom are required to fully
connect their camera and microphone at all times , and must actively participate during the
sessions (using all necessary audiovisual equipment), just as their fellow peers who are physically
present in the classroom on campus.
The Extraordinary Call Evaluation criteria will be subject to the following rules:
Ø Students failing the course in the ordinary call (during the semester) will have to re-sit evaluation
for the course in June / July (except those students who do not comply with the attendance rule,
and therefore will not have that opportunity, since they will fail both calls and must directly re-enroll
in the course during the next Academic Year).
Ø It is not permitted to change the format nor the date of the extraordinary call exams or deadlines
under any circumstance. All extraordinary call evaluation dates will be announced in advance and
must be taken into consideration before planning the summer (e.g. internships, trips, holidays, etc.)
Ø The June/July re-sit will consist of a comprehensive evaluation of the course. Your final grade for
the course will depend on the performance in this exam or evaluation only. I.e., continuous
evaluation over the semester (e.g. participation, quizzes, projects and/or other grade components
over the semester) will not be taken into consideration on the extraordinary call. Students will have
to achieve the minimum passing grade of 5 and the maximum grade will be capped at 8.0 (out of
10.0) – i.e., “notable” in the extraordinary call.
Ø Re-takers: Students who failed the subject on a previous Academic Year and are now re-enrolled
as re-takers in a course will need to check the syllabus of the assigned professor, as well as
contact the professor individually, regarding the specific evaluation criteria for them as re-takers in
the course during that semester (ordinary call of that Academic Year). The maximum grade that
may be obtained as a retaker during the ordinary call (i.e., the 3rd call) is 10.0 (out of 10.0).
After exams and other assessments are graded by the professor (on either the ordinary or
extraordinary call), students will have a possibility to attend a review session (whether it be a final
exam, a final project, or the final overall grade in a given course). Please be available to attend the
session in order to clarify any concerns you might have regarding your grade. Your professor will
inform you about the time and place of the review session.
! Students failing more than 18 ECTS credits after the June/July re-sits will be asked to leave the
Program. Please, make sure to prepare yourself well for the exams in order to pass your failed
subjects.
! In case you decide to skip the opportunity to re-sit for an exam or evaluation during the June/July
extraordinary call, you will need to enroll in that course again for the next Academic Year as a re-
taker, and pay the corresponding tuition fees. As you know, students have a total of four (4) allowed
calls to pass a given subject or course, in order to remain in the program.

criteria percentage Learning Comments

Objectives
Final Exam 50 %
Final Exam 0%
Individual Work 40 %
Class Participation 10 %

RE-SIT / RE-TAKE POLICY

BIBLIOGRAPHY
Compulsory
- David Edery and Ethan Mollick. (2010). Changing the Game: How Video Games
Are Transforming the Future of Business. 1st edition. Financial Times Prentice Hall.

4
19th June 2023
ISBN 9780132171472 (Printed)
- Morgan Ramsay. (2012). Gamers at Work: Stories Behind the Games People
Play. 1st. Apress. ISBN 9781430233510 (Printed)
BEHAVIOR RULES

Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

ATTENDANCE POLICY

Please, check the University's Attendance Policy here. The Program Director may
provide further indications.

ETHICAL POLICY

Please, check the University's Ethics Code here. The Program Director may
provide further indications.

5
19th June 2023
MARKETING STRATEGY FOR DECISION MAKING
Grado en Administración de Empresas / Bachelor in
Business Administration BBA SEP-2023 MSDM-
NBA.1C.n.OPT.M.A
Area Marketing and Communication
Number of sessions: 20
Academic year: 23-24
Degree course:
Number of credits: 4.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: RAMON DIAZ BERNARDO

E-mail: [email protected]

Professor RAMON DIAZ BERNARDO

Ramon Diaz-Bernardo is a full-time Professor of Marketing at IE Business
School in Madrid. He holds a degree in Engineering from Universidad de
Oviedo (Spain), an MSc in Engineering by the University of Nottingham, an
MBA from ESDEN Business School, Madrid, and he received his Ph.D. in
Business Administration (Marketing) from IESE Business School in Barcelona.
Professor Diaz-Bernardo is currently the Director of the IE-Travel Club Loyalty
Research Centre, a research centre dedicated to investigate the field of
customer loyalty. He also serves as Academic Director of the IE-Coursera
Marketing Massive Online Open Courses (MOOCs).
Dr Diaz-Bernardo teaches strategic marketing at MBAs, Executive MBAs,
Executive Education and In-Company programs at IE Business School. His
research and consulting interest is focused in services marketing, and more
specifically in Tourism Marketing both in the private side of Tourism (the
hospitality and restaurant industry) and in the public side of Tourism (national
tourism organizations NTOs and tourism promotion institutions).
Professor Diaz-Bernardo serves regularly as a consultant for the United
Nations World Tourism Organization and for both private and public companies
and institutions in the Tourism and Hotel Sector in Europe and America.
Dr Diaz-Bernardo is an active member of the Academy of Marketing and the
American Marketing Association, where he is a regular contributor at their
annual meetings. Furthermore he has been visiting professor at Cornell
University (USA), Reykjavik University (Iceland), ESSEC Business School
(Paris), INCAE (Costa Rica), Hong Kong Polytechnic (Hong Kong), IAE
Business School (Argentina) and Universidad Adolfo Ibáñez (Chile), among
other international business schools.

[email protected]

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PREREQUISITES

SUBJECT DESCRIPTION

Marketing Strategy for Decision Making is a seminar designed to develop the

knowledge and application of marketing strategy using a business simulation.
Nothing teaches like the real world. Marketing theory is certainly important. But
its how each student applies it that makes the real difference. All too often,
students have to wait until their first job to get hands-on training. That’s a costly
way to practice.
Why using a simulation to learn Marketing Strategy?
The statistics speak for themselves. The learning retention rate of a standard
lecture is only 5%. Give someone the chance to practice by applying their
knowledge, and their retention jumps to 75% to 80%. That’s a powerful
difference, and it’s what simulations deliver more than any other learning tool.
It’s a risk-free platform for testing ideas. No one gets fired and no real budgets
are on the line. Yet, participants leave the experience with a more analytical
way of thinking, and are more prepared for the real world by testing
contingencies and scenarios in advance.
The name of the game here is marketing strategy. Marketing Strategy for
Decision Making allows a participant to condense a long-term perspective into
a matter of days. You’ll see at once how a decision made today will affect the
company’s value in the years to come. Not just in theory, but through the
lessons of real market factors.
From actual market conditions to changing market forces, our Marketing
Strategy for Decision Making seminar mirrors the competitive landscape to the
last detail. Students apply decisions and see results at once. Nothing else
translates ideas into results as quickly or accurately.
Marketing Strategy for Decision Making offers a comprehensive mix of
marketing strategy and long-term planning. Through direct competition,
participants pilot a company through a competitive landscape in which all of
their marketing skills are required. Whether creating a new market or further
penetrating an existing one, both strategic and tactical abilities are required:
R&D, finance, portfolio management, segmentation and positioning, as well as
pricing, promotion and distribution.
Because a winning strategy is nothing without perfect execution, operational
decisions play a vital role in the course. From price points to advertising
budgets and distribution channels, participants control every aspect of how
their plans are realized, and constantly refine their decisions based on actual
market performance. It’s learning on all levels.
The Marketing Strategy for Decision Making seminar also reinforces a strong
focus on competitive thinking and market understanding. Marketing Strategy for
Decision Making clearly reflects the impact a sudden competitive move or
changing customer needs can have on a company, and encourages teams to
look beyond their own corporate walls for insight and ideas.
Just as important, Marketing Strategy for Decision Making always engages
students and professionals on a more emotional level. The fast pace and
hands-on experience creates an intense energy, making participants eager to
apply their new skills. It’s a lot of fun, but also hard work. Students and
executives find the combination irresistible.

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21th June 2023
LEARNING OBJECTIVES

The Course Learning Objectives are:

- Understanding the concept of marketing strategy focused on segmentation and positioning.
- Learning how to manage a portfolio of brands when they are competing in an undifferentiated
market (first two periods).
- Knowing how and when a company should launch new brands in an existing market to create a
differentiation.
- Managing pricing in a competitive and segmented market.
- Understanding well how the sales force should be allocated and managing distribution
channels both for existing and new brands.
- Implementing the communication strategy of a brand through advertising campaigns in different
stages of its life cycle.
- Learning how to work and make management decisions in a team of very diverse people.

Finally, it’s absolutely mandatory to read the simulation manual carefully before
the first online session. The manual is a very easy-to-read description and
overview of the market, the products, the customers, and the general
environment you are going to face in the simulation.

TEACHING METHODOLOGY

IE University teaching method is defined by its collaborative, active, and applied nature. Students
actively participate in the whole process to build their knowledge and sharpen their skills.
Professor’s main role is to lead and guide students to achieve the learning objectives of the course.
This is done by engaging in a diverse range of teaching techniques and different types of learning
activities such as the following:

Learning Activity Weighting Estimated time a

student should
dedicate to prepare for
and participate in
Lectures 20.0 % 20.0 hours
Discussions 20.0 % 20.0 hours
Exercises in class, 20.0 % 20.0 hours
Asynchronous sessions,
Field Work
Group work 30.0 % 30.0 hours
Individual studying 10.0 % 10.0 hours
TOTAL 100.0 % 100.0 hours

PROGRAM

SESSIONS 1 - 4 (LIVE IN-PERSON)

Intro. Marketing Strategy. Understanding the market and competing in an undifferentiated market.
New Product Development and the Process of Innovation, Understanding the Customer Needs.

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21th June 2023
Practical Case: Markstrat for executives: The srategic marketing simulation (MKS010081-U-ENG-
WOD)
Complementary Information: Marketing strategy for decision making (A) (MKS040134-A-ENG-PPT)
Complementary Information: Marketing strategy for decision making (B) (MKS040034-B-ENG-PPT)

SESSIONS 5 - 8 (LIVE IN-PERSON)

Marketing a New Product. Go to Market Strategy: from Product Design to New Brand Launching.
Brand Portfolio Management. Managing the Brand Through its Life Cycle in a Segmented and
Mature market.

SESSIONS 9 - 12 (LIVE IN-PERSON)

Marketing Radical Innovations.
The Adoption Curve = Innovators, Early Adopters and Followers.

SESSIONS 13 - 16 (LIVE IN-PERSON)

Managing a portfolio of new brands and mature brands: balancing marketing priorities and budget
allocation.
Searching for growth and profit in a saturated market.

SESSIONS 17 - 20 (LIVE IN-PERSON)

Specialization vs Diversification: mature markets vs new markets.
Course conclusions and final wrap up.

EVALUATION CRITERIA

The evaluation would be a combination of group performance in the simulation and individual
participation as well as a deliverable individual report and a quiz. The entire course is about
teamwork and group decision making; that is why the group performance in the simulation is a very
important component of the final grade, accounting for 40% of the overall score of the participant.
But there will be also an individual grade based on the performance of each of the participants in
terms of individual participation and involvement in the course (including a peer review evaluation)
and an intermediate Markstrat quiz The final component will be an individual essay to be submitted
after finishing the course where every student would describe his/her learnings from the simulation,
the strategies their team adopted, what went right and what went wrong in the eventual outcome.

criteria percentage Learning Comments

Objectives
Markstrat Quiz 10 %
Individual Essay 25 %
Team 40 %
Performance in the
Simulation
Class Participation 25 %
& Peer Review

RE-SIT / RE-TAKE POLICY

RE-SIT / RE-TAKE POLICY

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21th June 2023
Each student has four (4) chances to pass any given course distributed over two (2) consecutive
academic years. Each academic year consists of two calls: one (1) ordinary call (during the
semester when the course is taking place); and one (1) extraordinary call (or “re-sit”) in June/July.
Students who do not comply with the 70% attendance requirement in each subject during the
semester will automatically fail both calls (ordinary and extraordinary) for that Academic Year and
have to re-take the course (i.e., re-enroll) during the next Academic Year.
The Extraordinary Call Evaluation criteria will be subject to the following rules:
- Students failing the course in the ordinary call (during the semester) will have to re-sit
evaluation for the course in June / July (except those students who do not comply with the
attendance rule, and therefore will not have that opportunity, since they will fail both calls and
must directly re-enroll in the course during the next Academic Year).
- It is not permitted to change the format nor the date of the extraordinary call exams or
deadlines under any circumstance. All extraordinary call evaluation dates will be announced in
advance and must be taken into consideration before planning the summer (e.g. internships,
trips, holidays, etc.)
- The June/July re-sit will consist of a comprehensive evaluation of the course. Your final grade
for the course will depend on the performance in this exam or evaluation only. I.e., continuous
evaluation over the semester (e.g. participation, quizzes, projects and/or other grade
components over the semester) will not be taken into consideration on the extraordinary call.
Students will have to achieve the minimum passing grade of 5 and the maximum grade will be
capped at 8.0 (out of 10.0) – i.e., “notable” in the extraordinary call.
- Re-takers: Students who failed the subject on a previous Academic Year and are now re-
enrolled as re-takers in a course will need to check the syllabus of the assigned professor, as
well as contact the professor individually, regarding the specific evaluation criteria for them as
re-takers in the course during that semester (ordinary call of that Academic Year). The
maximum grade that may be obtained as a retaker during the ordinary call (i.e., the 3rd call) is
10.0 (out of 10.0).
After exams and other assessments are graded by the professor (on either the ordinary or
extraordinary call), students will have a possibility to attend a review session (whether it be a final
exam, a final project, or the final overall grade in a given course). Please be available to attend the
session in order to clarify any concerns you might have regarding your grade. Your professor will
inform you about the time and place of the review session.
- Students failing more than 18 ECTS credits after the June/July re-sits will be asked to leave the
Program. Please, make sure to prepare yourself well for the exams in order to pass your failed
subjects.
- In case you decide to skip the opportunity to re-sit for an exam or evaluation during the
June/July extraordinary call, you will need to enroll in that course again for the next Academic
Year as a re-taker, and pay the corresponding tuition fees. As you know, students have a total
of four (4) allowed calls to pass a given subject or course, in order to remain in the program.

BEHAVIOR RULES

Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

5
21th June 2023
ATTENDANCE POLICY

Please, check the University's Attendance Policy here. The Program Director may
provide further indications.

ETHICAL POLICY

Please, check the University's Ethics Code here. The Program Director may
provide further indications.

6
21th June 2023
 MULTINATIONAL CORPORATIONS: CURRENT
TRENDS, ECONOMIC DETERMINANTS &
STRATEGIES
Grado en Administración de Empresas / Bachelor in
Business Administration BBA SEP-2023 MCCT-
NBA.1C.n.OPT.M.A
Area Economics
Number of sessions: 15
Academic year: 23-24
Degree course:
Number of credits: 3.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: RODRIGO ALEGRIA HUERTA

E-mail: [email protected]

Rodrigo Alegría got his Bachelor in Economics from Universidad de Navarra

(2001). At a postgraduate level, he got a Master in Economics and Finance
from Universidad de Navarra (UN) and a Master in Regional Economics from
London School of Economics (LSE). He also holds a title in Big Data (UN). He
has worked mainly as a researcher in different research centers such as UN in
Pamplona, Geography Department (LSE), Centre for Economic Performance
(LSE) and European Institute (LSE) all of them in London. As a professor he
has lectured in Spain and United Kingdom and has visited different countries
such as Greece, Netherlands, United States or France for conferences and
seminars. He is currently an adjunct professor at IE University and at other
institutions lecturing quantitative courses such as maths, statistics, data
analysis and econometrics. He is also the co-director of the EconData Lab at IE
University. His interests focus on urban, regional and international economics
with a special interest in the spatial econometrics analysis of MNEs´ location
choices.

[email protected]

PREREQUISITES

Basic microeconomics and macroeconomics.

1
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20th June 2023
SUBJECT DESCRIPTION

It is well acknowledged that multinational firms are currently key players in the
world economy. Moreover, processes of market integration and globalisation
have increased multinationals´ activities. As a consequence, the geographical
pattern of capital formation, trade and technological spillovers is to an
increasing extent determined by the different business strategies chosen by
multinational firms (Why, When, Where and How to invest).
The emphasis of this course is to analyse the fundamentals of multinational
corporations from an economic perspective and to understand their business
strategies. The overall aim of the course is to provide students with a
conceptual and theoretical knowledge and skill set that will allow them to
successfully perform in international business environments.
The course first concentrates on defining and analysing the main concepts
regarding multinational activity and its current facts and overall trends
worldwide. Additionally, a comprehensive description and discussion of the
international economic context is outlined focusing on globalisation, regionalism
and the digital economy. After that, students will learn and understand a broad
set of theories explaining the different forces, processes, methodologies and
consequences in multinationals´ business strategies. Along the different
lectures, relevant multinational firms’ examples will be provided for a better
understanding. Furthermore, the theoretical sessions are supported by real
case studies and exercises about multinational corporations that will be
carefully discussed in practical-discussion sessions.

LEARNING OBJECTIVES

The aim of the course is to provide students with a broad and up-to-date knowledge on a major
dimension of international business: multinational corporations. This course equips students with a
clear insight into current trends, economic determinants, strategies and economic effects of
multinational firms.
Objectives to be attained along the course:
- Define the multinational firm and analyse its evolution, current trends and associate business
decisions regarding why, when, how and where to invest.
- Address current globalisation, regionalism and digital economy to understand the challenges
and opportunities that multinationals face in the current international context.
- Critically examine the economic determinants of multinationals activities.
- Provide a detailed understanding about FDI economic theories.
- Understand the various entry modes and organisational structures that multinationals may
choose when entering in a foreign market.
- Analyse the potential economic impacts of multinational activity in host and home countries.
- Carefully discuss real world examples and relevant case studies about multinational firms.
- Prepare students for careers in the international business field.
Skills to be acquired during the course:
- Apply theories and concepts to analyse the multinational firm and to formulate and implement
international business strategies.
- Address and debate controversial issues and case studies related with multinationals

2
20th June 2023
 strategies.
- Demostrate independence of thought during class discussions and coursework.
- Search, select, synthesise and analyse data in order to build arguments and present
information effectively and logically.

TEACHING METHODOLOGY

IE University teaching method is defined by its collaborative, active, and applied nature. Students
actively participate in the whole process to build their knowledge and sharpen their skills.
Professor’s main role is to lead and guide students to achieve the learning objectives of the course.
This is done by engaging in a diverse range of teaching techniques and different types of learning
activities such as the following:

Learning Activity Weighting Estimated time a

student should
dedicate to prepare for
and participate in
Lectures 26.67 % 20.0 hours
Discussions 14.67 % 11.0 hours
Exercises in class, 14.67 % 11.0 hours
Asynchronous sessions,
Field Work
Group work 14.67 % 11.0 hours
Individual studying 29.33 % 22.0 hours
TOTAL 100.0 % 75.0 hours

PROGRAM

The content of the course is structured into fifteen sessions, divided into four Units that are detailed
below. Sessions are a combination of theoretical lectures with practical discussions/exercises and
case studies. The course material (lecture slides and readings) will be available on Campus Online
(see also the blibiography section).
UNIT 1: INTRODUCTION TO MNEs & INTERNATIONAL CONTEXT: sessions 1-4.
UNIT 2: ECONOMIC DETERMINANTS OF MNEs ACTIVITY: sessions: 5-8.
UNIT 3: SRATEGIC CONFIGURATIONS OF MNEs: sessions 9-10.
UNIT 4: MNEs EFFECTS ON HOME & HOST COUNTRIES: sessions 11-14.
Note that the last session is devoted to the final exam (session 15).

SESSION 1 (LIVE IN-PERSON)

Sustainability Topics:
- Economic Development
PRESENTATION AND INTRODUCTION TO MNEs
Lecture 1: Presentation of the course. What is a multinational firm? Main characteristics of MNEs
and basic concepts regarding multinational activity.

SESSION 2 (LIVE IN-PERSON)

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20th June 2023
Sustainability Topics:
- Economic Development
CURRENT FACTS AND TRENDS IN MULTINATIONAL ACTIVITY
Lecture 2: Summary and discussion about current stylised facts and overall trends in multinational
activity worldwide using multinational activity data.

SESSION 3 (LIVE IN-PERSON)

Sustainability Topics:
- Economic Development
INTERNATIONAL ECONOMIC CONTEXT
Lecture 3: What is globalisation? What is regionalism? Effects of globalisation and regionalism on
multinational activity. What about the digital economy? The international business environment.

SESSION 4 (LIVE IN-PERSON)

Sustainability Topics:
- Economic Development
MNES AND FDI STATISTICS: DATA ANALYSIS
Class 1: Working with multinational data and data sources. Data exercise.

SESSION 5 (LIVE IN-PERSON)

Sustainability Topics:
- Economic Development
TRADITIONAL BUSINESS THEORIES (WHY? & WHEN?)
Lecture 4: Description and analysis of different business theories such as the OLI framework
explaining the origin, evolution and types of multinational activity. Examination of business
determinants affecting multinational activity.

SESSION 6 (LIVE IN-PERSON)

Sustainability Topics:
- Economic Development
TRADITIONAL AND NEW TRADE THEORIES (WHY?)
Lecture 5: Description and analysis of different trade theories focusing on the distinction between
horizontal and vertical FDI. Global decomposition of the value chain (fragmentation of production).
New Economic Geography.

SESSION 7 (LIVE IN-PERSON)

Sustainability Topics:
- Economic Development
ECONOMIC LOCATION DETERMINANTS (WHERE?)
Lecture 6: Examination of industry, firm and country determinants driving multinational activity.
Other economic location determinants are also considered such as economic integration and
agglomeration economies.

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20th June 2023
SESSION 8 (ASYNCHRONOUS)
Sustainability Topics:
- Economic Development
COUNTRY-LEVEL CASE STUDIES
Class 2: Analysis of one country-level case study about multinational activity: Ireland´s FDI
Success. Asynchronous exercise.

SESSION 9 (LIVE IN-PERSON)

Sustainability Topics:
- Economic Development
MODE OF ENTRY AND MANAGERIAL COORDINATION (HOW?)
Lecture 7: Comprehensive analysis of MNEs´ entry modes in a foreign market such as indirect
exporting, direct investment, joint ventures, licencing among others. Understanding the various
strategies and organisational structures that can be used by MNEs when managing their overseas
operations.

SESSION 10 (ASYNCHRONOUS)
Sustainability Topics:
- Economic Development
COMPANY-LEVEL CASE STUDIES
Class 3: Analysis of one company-level case study about multinational firms: Huawei´s
Internationalization Success. Asynchronous exercise.

SESSION 11 (LIVE IN-PERSON)

Sustainability Topics:
- Economic Development
ECONOMIC EFFECTS OF MNES ON THE HOME COUNTRY
Lecture 8: Understanding the welfare impacts of multinational activity in home countries and
outlying the various socio-political issues that may arise.

SESSION 12 (LIVE IN-PERSON)

Sustainability Topics:
- Economic Development
ECONOMIC EFFECTS OF MNES ON THE HOST COUNTRY
Lecture 9: Understanding the welfare impacts of multinational activity in host countries and outlying
the various socio-political issues that may arise.

SESSION 13 (ASYNCHRONOUS)
Sustainability Topics:
- Economic Development
MULTINATIONAL FIRMS: HEROES OR VILLAINS OF THE GLOBAL ECONOMY

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20th June 2023
Class 4: Non-economic effects of multinational activity. Asynchronous exercise.

SESSION 14 (LIVE IN-PERSON)

Sustainability Topics:
- Economic Development
FINAL REVIEW
Lecture 10: Review of the course for the final exam. Case Study: Comparing Auto Sector in China
and Mexico

SESSION 15 (LIVE IN-PERSON)

Sustainability Topics:
- Economic Development
FINAL EXAM
Exam: Exam about the material and content of the course.

EVALUATION CRITERIA

ORDINARY EVALUATION
Your final grade in the course will be based on a combination of different items that are described in
the table at the end of this section and that are described in detail next.
A. CLASS PARTICIPATION (10%)
Two main criteria will be used in reaching judgment about your class participation:
Attendance: Attendance to class is compulsory. (1) Students must comply with the 70%
attendance rule. (2) Punctuality will be taken into consideration when grading this assistance item
and the teacher reserves the right to allow attendance to class to those students not being on time.
Finally, (3) general attitude and behaviour in class will be also considered. Students affecting the
class environment in a negative way will lose points in the assistance grade.
Active participation: participation in class will be evaluated positively if students: (1) attain a
threshold quantity of contributions that is sufficient for making a reliable assessment of comment
quality. Additionally, (2) participation will be evaluated in quality terms. A high quality comment
reveals depth of insight, rigorous use of case evidence, consistency of argument, and realism. A
high quality presentation of ideas must consider the relevance and timing of comments, and the
flow and content of the ensuing class discussion. It demands comments that are concise and clear,
and that are conveyed with a spirit of involvement in the discussion at hand.
B. GROUP ACTIVITIES (40%)
Students are expected to complete exercises in the practical sessions. There will be some group
assignments that the students will have to solve regarding those practical sessions. Groups must
be of 3-4 students. More details about these assignments will be given in class.
C. FINAL EXAM (50%)
The final exam will take place at the end of the semester and will cover all the content of the
course. The exam will be about the most relevant issues discussed during the course. More details
about this exam will be provided in advance in class.
The passing grade of the course is 5 out of 10. You need to score at least 3.5 on the final exam to
pass the overall course, even if you have already passed the course through the other course
assessments.

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20th June 2023
 criteria percentage Learning Comments
Objectives
Final Exam 50 % Exam
Group Work 40 % Exercises and
Asynchronous
Activities
Class Participation 10 % Participation

RE-SIT / RE-TAKE POLICY

Each student has four (4) chances to pass any given course distributed over two (2) consecutive
academic years. Each academic year consists of two calls: one (1) ordinary call (during the
semester when the course is taking place); and one (1) extraordinary call (or “re-sit”) in June/July.

Students who do not comply with the 70% attendance requirement in each subject during the
semester will automatically fail both calls (ordinary and extraordinary) for that Academic Year and
have to re-take the course (i.e., re-enroll) during the next Academic Year.

The Extraordinary Call Evaluation criteria will be subject to the following rules:
Students failing the course in the ordinary call (during the semester) will have to re-sit evaluation for
the course in June / July (except those students who do not comply with the attendance rule, and
therefore will not have that opportunity, since they will fail both calls and must directly re-enroll in
the course during the next Academic Year).
It is not permitted to change the format nor the date of the extraordinary call exams or deadlines
under any circumstance. All extraordinary call evaluation dates will be announced in advance and
must be taken into consideration before planning the summer (e.g. internships, trips, holidays, etc.)
The June/July re-sit will consist of a comprehensive evaluation of the course. Your final grade for
the course will depend on the performance in this exam or evaluation only. I.e., continuous
evaluation over the semester (e.g. participation, quizzes, projects and/or other grade components
over the semester) will not be taken into consideration on the extraordinary call. Students will have
to achieve the minimum passing grade of 5 and the maximum grade will be capped at 8.0 (out of
10.0) – i.e., “notable” in the extraordinary call.
Re-takers: Students who failed the subject on a previous Academic Year and are now re-enrolled
as re-takers in a course will need to check the syllabus of the assigned professor, as well as
contact the professor individually, regarding the specific evaluation criteria for them as re-takers in
the course during that semester (ordinary call of that Academic Year). The maximum grade that
may be obtained as a retaker during the ordinary call (i.e., the 3rd call) is 10.0 (out of 10.0).

After exams and other assessments are graded by the professor (on either the ordinary or
extraordinary call), students will have a possibility to attend a review session (whether it be a final
exam, a final project, or the final overall grade in a given course). Please be available to attend the
session in order to clarify any concerns you might have regarding your grade. Your professor will
inform you about the time and place of the review session.
Students failing more than 18 ECTS credits after the June/July re-sits will be asked to leave the
Program. Please, make sure to prepare yourself well for the exams in order to pass your failed
subjects.

In case you decide to skip the opportunity to re-sit for an exam or evaluation during the June/July
extraordinary call, you will need to enroll in that course again for the next Academic Year as a re-
taker, and pay the corresponding tuition fees. As you know, students have a total of four (4) allowed
calls to pass a given subject or course, in order to remain in the program.

BIBLIOGRAPHY
Recommended

7
20th June 2023
- UNCTAD. UNCTAD. World Investment Report 2022. ISBN 9789211129 (Digital)
- Barba-Navaretti, G. and A. J. Venables. Multinational Firms in the World
Economy. Princeton University Press. ISBN 9780691214276 (Digital)

BEHAVIOR RULES

Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

ATTENDANCE POLICY

Please, check the University's Attendance Policy here. The Program Director may
provide further indications.

ETHICAL POLICY

Please, check the University's Ethics Code here. The Program Director may
provide further indications.

8
20th June 2023
 NEGOTIATION
Grado en Administración de Empresas / Bachelor in
Business Administration BBA SEP-2023 NEG-
NBA.1C.n.OPT.M.A
Area Negotiation
Number of sessions: 15
Academic year: 23-24
Degree course:
Number of credits: 3.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: ENRIQUE PEÑA PEREZ

E-mail: [email protected]

ENRIQUE PEÑA PEREZ

Enrique Peña holds a masters degree in Civil Engineering and Infraestructure & Public Services
Management by the Universidad Politécnica de Madrid and an MBA at the Wharton Business
School of the University of Pennsylvania, awarded Joseph Wharton Award and Rafael del Pino
Foundation Scholar.
Enrique has a broad professional experience of more than 20 years in business development and
strategic management in organizations such as Shell, Boston Consulting Group, Orange and
recently as a member of the Board of Directors of the spanish railways operator Renfe. Enrique is
Associate Professor at IE Business / Law School where he teaches recognized Negotiations and
Strategy courses in postgraduate, executive and in-company programs.
Education and Teaching/Research Experience
- Civil Engineering Masters Degree (Universidad Politécnica de Madrid).
- Masters in Infraestructures and Public Services Management (Universidad Politécnica de
Madrid).
- Master in Business Administration. The Wharton Business School of the University of
Pennsylvania (Rafael del Pino Scholar).
- Associate Professor of the Negotiation and Intermediation Centre of the IE Business School.
- Associate Professor of Strategy of the IE Business School.
* Contact details: [email protected]

* Office hours: Flexible and avalaible as per request by email to

[email protected]

PREREQUISITES

1
Edited by Documentation
21th August 2023
 There are no mandatory prerequisites for this course.

SUBJECT DESCRIPTION

This course is part of the BBA Elective group of courses. It mixes theory and
practical cases to enhance participant´s negotiation skills.
Negotiation is in the air. We engage into negotiations with potential employers,
classmate, spouses, roommates, landlords, parents, merchants, and many
others. Determining what price we will pay, how much we want to be paid, who
will cook dinner tonight.. all of these are negotiations. However, while we
negotiate often, many of us know very little about the strategy and psychology
of effective negotiations. Why do we sometimes get our way while other times
we walk away feeling frustated with our ability to achieve the agreement we
desire.
Negotiation is the art and science of securing agreements between two or more
interdependent parties. This course has two purposes. First, we will discuss
and apply theories developed as guides to improving negotiation (the science).
Second, students will develop and enhance negotiation skill by negotiating with
other students in realistic simulations (the art).

LEARNING OBJECTIVES

This course is designed to complement a foundamental skill in any business

degree, and in general as an effective ability to use throughout professional
careers and personal lives.
The purpose of this course is to understand the theory and processes of
negotiation, and to develop expertise in managing negotiations in a very
diverse array of situations.
This program is intended to improve participants’ effectiveness in dealing with
and resolving conflict and in negotiating by participating in relevant practical
cases and by discussing these cases with the instructors. The program applies
the negotiation methodology developed by the Negotiation and Mediation
Center of the IE Business School.
At the end of the program, participants will understand what negotiation means,
how to get ready for them, how to navigate though the negotiation process,
how identify the relevant parties and the cultural and emotional context
surrounding the negotiation.

TEACHING METHODOLOGY

IE University teaching method is defined by its collaborative, active, and applied nature. Students
actively participate in the whole process to build their knowledge and sharpen their skills.
Professor’s main role is to lead and guide students to achieve the learning objectives of the course.
This is done by engaging in a diverse range of teaching techniques and different types of learning
activities such as the following:

2
21th August 2023
 Learning Activity Weighting Estimated time a
student should
dedicate to prepare for
and participate in
Lectures 20.0 % 15.0 hours
Discussions 20.0 % 15.0 hours
Exercises in class, 20.0 % 15.0 hours
Asynchronous sessions,
Field Work
Group work 20.0 % 15.0 hours
Individual studying 20.0 % 15.0 hours
TOTAL 100.0 % 75.0 hours

PROGRAM

SESSIONS 1 - 2 (LIVE IN-PERSON)

Course presentation, deliverables and evaluation criteria.
Understanding Negotiation
- Fields of knowledge around negotiation
- Addressing conflict: negotiation, mediation, arbitration, adjudication
- Understanding negotiation and its main elements
- Each negotiation is different: negotiation typologies.
- Negotiator dilemma game: cooperation vs. competition
- Facing a zero-sum negotiation
In class practice zero-sum simulation and debate
Practical Case: Sugar Bowl Distributive (Role of Seller) (DRRC) (to be delivered by professor)
Practical Case: Sugar Bowl Distributive (Role of a Buyer) (DRRC (to be delivered by professor)
Practical Case : The negotiator´s Dilemma in Successive Negotiations. Avant group. Management
Commitee (NEG010038-U-ENG-WOD)
Practical Case : The negotiator´s Dilemma in Successive Negotiations. Avant group. Unions
(NEG010039-U-ENG-WOD)
Please book 1 working room every 5 participants.

SESSIONS 3 - 4 (LIVE IN-PERSON)

Getting Ready to Negotiate
- Choosing our Goal
- Identifying our Interests
- Choosing our Strategy: the Five Conflict Handling Modes
- Exploring others´ Interests
- Building Options
- Valuating the different issues
- Generating other alternatives
- Preparing for difficult questions

3
21th August 2023
 - Facing a cooperative negotiation
In class practice Interest Exploring Simulation and debate
Practical Case: Kukui Nuts (2 ROLES) (DRRC) (to be delivered by professor)

SESSIONS 5 - 6 (LIVE IN-PERSON)

Walking through negotiations
- Stages of the negotiation process
- How to make concessions
- Moments of truth or critical moments: Commitments, Promises and Threads
- Positional vs. interest-based negotiations
Practical Case: College Town Apartments - 2 ROLES (DRRC) (to be delivered by professor)

SESSIONS 7 - 8 (LIVE IN-PERSON)

Influencing and Persuading during negotiations
- Initiating the Interaction: the Encounter
- Non-verbal communication
- Using persuasive arguments
- Displaying Tactics of Influence
- Using External Legitimacy Criterias
- Accepting or rejecting and Offer
Dealing with Emotions during Negotiations
- Emotional tone of a negotiation
- Deadlocks and conflict escalation

In class influence and persuasion simulation and debate

Walking through Negotiations (movies)
Practical Case: New Recruit - 2 ROLES (DRRC) (to be delivered by professor)

SESSIONS 9 - 10 (LIVE IN-PERSON)

Identifying parties in a negotiation
- Decision makers vs. influencers
- Power of the parties
- Designing Complex negotiations: coalitions
- Third-party interventions
- Negotiation Ethics
In class identifying parties simulation practice and debate
Practical Case: V-Cola: General Instructions (HBS 912043-PDF-ENG (to be delivered by professor))
Practical Case: V-Cola (6 roles) (HBS 912044-PDF-ENG to 912049-PDF-ENG) (to be delivered by
professor)

SESSIONS 11 - 12 (LIVE IN-PERSON)

GO-OUT and Negotiate: Real Persuasion Project

4
21th August 2023
SESSIONS 13 - 14 (LIVE IN-PERSON)
Negotiation Teams and Cultural Aspects
- Multicultural negotiations
- Negotiating in teams
- Closing a Negotiation
- Course Wrap-up
In class negotiating in intercultural team’s simulation practice and debate
Practical Case: Alpha Beta (2 roles) (DRRC) (to be delivered by professor)

SESSION 15 (LIVE IN-PERSON)

Final Exam

EVALUATION CRITERIA

Your final grade in the course will be based on both individual and group work of different
characteristics that will be weighted in the following way:

criteria percentage Learning Comments

Objectives
Final Exam 40 %
Individual Work 40 %
(Case
Performance and
Deliverables,
including
Persuasion
Project)
Class Participation 20 %

RE-SIT / RE-TAKE POLICY

Students are expected to participate in all class discussions and exercises. Missing an exercise
costs you an opportunity to learn and disrupts the careful balance and pre-assignment of partners.
Students are kindly requested to inform the professors in advance, if possible, in case they are
unable to attend class.
RE-SIT / RE-TAKE POLICY
Each student has four (4) chances to pass any given course distributed over two (2) consecutive
academic years. Each academic year consists of two calls: one (1) ordinary call (during the
semester when the course is taking place); and one (1) extraordinary call (or “re-sit”) in June/July.
Students who do not comply with the 70% attendance requirement in each subject during the
semester will automatically fail both calls (ordinary and extraordinary) for that Academic Year and
have to re-take the course (i.e., re-enroll) during the next Academic Year.
The Extraordinary Call Evaluation criteria will be subject to the following rules:
Ø Students failing the course in the ordinary call (during the semester) will have to re-sit evaluation
for the course in June / July (except those students who do not comply with the attendance rule,
and therefore will not have that opportunity, since they will fail both calls and must directly re-enroll
in the course during the next Academic Year).
Ø It is not permitted to change the format nor the date of the extraordinary call exams or deadlines
under any circumstance. All extraordinary call evaluation dates will be announced in advance and
must be taken into consideration before planning the summer (e.g. internships, trips, holidays, etc.)

5
21th August 2023
Ø The June/July re-sit will consist of a comprehensive evaluation of the course. Your final grade for
the course will depend on the performance in this exam or evaluation only. I.e., continuous
evaluation over the semester (e.g. participation, quizzes, projects and/or other grade components
over the semester) will not be taken into consideration on the extraordinary call. Students will have
to achieve the minimum passing grade of 5 and the maximum grade will be capped at 8.0 (out of
10.0) – i.e., “notable” in the extraordinary call.
Ø Re-takers: Students who failed the subject on a previous Academic Year and are now re-enrolled
as re-takers in a course will need to check the syllabus of the assigned professor, as well as
contact the professor individually, regarding the specific evaluation criteria for them as re-takers in
the course during that semester (ordinary call of that Academic Year). The maximum grade that
may be obtained as a retaker during the ordinary call (i.e., the 3rd call) is 10.0 (out of 10.0).
After exams and other assessments are graded by the professor (on either the ordinary or
extraordinary call), students will have a possibility to attend a review session (whether it be a final
exam, a final project, or the final overall grade in a given course). Please be available to attend the
session in order to clarify any concerns you might have regarding your grade. Your professor will
inform you about the time and place of the review session.
Students failing more than 18 ECTS credits after the June/July re-sits will be asked to leave the
Program. Please, make sure to prepare yourself well for the exams in order to pass your failed
subjects.
In case you decide to skip the opportunity to re-sit for an exam or evaluation during the June/July
extraordinary call, you will need to enroll in that course again for the next Academic Year as a re-
taker, and pay the corresponding tuition fees. As you know, students have a total of four (4) allowed
calls to pass a given subject or course, in order to remain in the program.

BIBLIOGRAPHY
Recommended
- Fisher, Roger and Willian Ury. (1991). Getting to Yes: Negotiation agreeement
without giving in. Penguin Books. ISBN 1844131467 (Printed)
- Fisher, Roger and Saphiro. (2006). Beyond Reasons: Unsing Emotions as you
Negotiate. Penguin Books. ISBN 9780143037781 (Printed)
- William Ury. (2002). Getting Past No: Negotiating with Difficult People. Bantam
Books. ISBN 9780553755589 (Printed)
- Horacio Falçao. Value Negotiation. Pearson. ISBN 9789810681 (Printed)

BEHAVIOR RULES

Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

ATTENDANCE POLICY

Please, check the University's Attendance Policy here. The Program Director may
provide further indications.

ETHICAL POLICY

Please, check the University's Ethics Code here. The Program Director may

6
21th August 2023
provide further indications.

7
21th August 2023
 NEW TRENDS IN MKT MANAGEMENT
Grado en Administración de Empresas / Bachelor in
Business Administration BBA SEP-2023 NTM-
NBA.1C.n.OPT.M.A
Area Marketing and Communication
Number of sessions: 15
Academic year: 23-24
Degree course:
Number of credits: 3.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: ROSA MARIA REIG RAMELLAT

E-mail: [email protected]

Rosamaria Reig is a marketing professional with more than 18 years of

experience in international companies, developing marketing, communication
and digital strategies in diversified areas such as, consumer electronics,
hospitality business and investment banking in Samsung, Hotusa and Banco
Inversis, in UK and Spain. She holds an Executive MBA IE Business School
(2010) and has a double degree in Journalism and Humanities. For the last 10
years, she has combined her career with teaching marketing subjects in
different Universities and Business Schools, as well as tutoring final degree
projects.

Online Office hours: Available after each class day in order to provide feedback
and answer any doubts. (Bear in mind, that a previous e-mail is required to
agree the time) Contact details: [email protected]

PREREQUISITES

Due to the specific features of this subject, it may be required for the students
to have previous fundamental knowledge regarding basic marketing concepts
acquired in the previous University years for the correct development of the
learning process.

SUBJECT DESCRIPTION

1
Edited by Documentation
13th July 2023
 In our fast changing world, understanding the trends that will shape our future
is crutial if companies want to be successful. Offering to the consumer what
they want (product or service) at the right time and place makes the difference.
And being a succesful marketing profesional means to work and know about
innovation, evolving your offering or creating new opportunities, requires not
only to anticipate these trends but also to make them happen.
This course is designed with very inpiring material to stimulate students
creativity, to improve their ability to innovate in marketing, and adapting the
marketing strategies to this fast changing customers needs. The course is
covering different market trends that are shaping the way brands communicate
daily with consumers analising different sectors and companies strategies and
creating new ways to stablish these relationships. These trends covers from the
marketing evolution, digital marketing, relational marketing, sensorial
marketing, emotional marketing to new economy models, technology suchs as
Smart data, blockchain, Green marketing, Edutech, Fintech world and some
new market demands.

LEARNING OBJECTIVES

Subject main objective is to analyze the different trends that are shaping our
future and are affecting the companies’ relations with the consumers. The focus
during this course, by means of theoretical classes and practical business
cases of the following trends defined below, will be:
To identify different commercial fields and to understand the differences
between them in the marketing area.
To recognize the importance to adapt to each trend specific marketing
strategies and policies in varied context.
To extend student capacity to implement to real context theoretical
concepts learned in practical examples.
To develop efficient communication skills to present and explain ideas and
strategies to the rest of the class.
To encourage students to search and analyze information to take strategic
marketing decisions.

TEACHING METHODOLOGY

IE University teaching method is defined by its collaborative, active, and applied nature. Students
actively participate in the whole process to build their knowledge and sharpen their skills.
Professor’s main role is to lead and guide students to achieve the learning objectives of the course.
This is done by engaging in a diverse range of teaching techniques and different types of learning
activities such as the following:

Learning Activity Weighting Estimated time a

student should
dedicate to prepare for
and participate in
Lectures 13.33 % 10.0 hours
Discussions 13.33 % 10.0 hours
Exercises in class, 20.0 % 15.0 hours
Asynchronous sessions,
Field Work
Group work 40.0 % 30.0 hours
Individual studying 13.33 % 10.0 hours

2
13th July 2023
 TOTAL 100.0 % 75.0 hours

PROGRAM

SESSION 1 (ASYNCHRONOUS)
Defining Marketing and the Marketing Process; Digital Marketing, Social Media and Mobile
Marketing.
Technical note & tutorials: Positioning and Marketing Planning Process (MKS020164-U-ENG-VID)
Technical note & tutorials: Business Goals for Digital Marketing (MKS020203-U-ENG-VID)

SESSION 2 (LIVE IN-PERSON)

Defining Marketing and the Marketing Process. Distribution channel marketing, e-commerce,
consumer-to-consumer, mobile apps,
omnichannel strategies
Technical note & tutorials: Digital Marketing: Social Media and Mobile Marketing (MKS020091-U-
ENG-HTM)

SESSION 3 (LIVE IN-PERSON)

From Marketing 1.0 to 4.0. What is the rol of emotions with the relationship with consumers?
Technical note & tutorials: Consumer Behavior: Motivation (MKS020138-U-ENG-VID)
Technical note & tutorials: Consumer Behaviors and Drivers (MKS020136-U-ENG-VID)
Technical note & tutorials: Consumer Behavior: Perception and Memory (MKS020142-U-ENG-VID)

SESSION 4 (LIVE IN-PERSON)

Collaborative Consumption “I don’t need a drill, I need a hole”
Practical Case : Airbnb: Disrupting the hotel industry? (STR010099-U-ENG-WOD)

SESSION 5 (LIVE IN-PERSON)

From BIG DATA to SMART DATA
Technical note & tutorials: Processing Big Data: Netflix Case Study (ENT020211-U-ENG-VID)
Technical note & tutorials: Big Data (IST020065-U-SPA-HTM)

SESSION 6 (LIVE IN-PERSON)

Immersive Technologies from AV-AR to the Metaverse
Technical note & tutorials: Virtual Reality vs. Augmented Reality (ENT020199-U-ENG-VID)
Technical note & tutorials: Using the metaverse in business (IST020362-U-ENG-VID)

SESSION 7 (ASYNCHRONOUS)
Innovation Business Models (WORKING BACKWARDS AND LEGO SERIUOS PLAY)
Technical note & tutorials: Disruptive Innovation (IST020197-U-ENG-VID)

3
13th July 2023
Practical Case : Innovation Island (STR010110-U-ENG-HTM)

SESSION 8 (LIVE IN-PERSON)

New demads, amplifying the target markets to reach a global consumers.
Technical note & tutorials: The Costumer Journey: The six steps to an omnichannel company
(MKS020087-U-ENG-HTM)

SESSION 9 (LIVE IN-PERSON)

Go green: Circular economy
Practical Case : Go Green (LAW010345-U-ENG-WOD)
Technical note & tutorials: CSR and Greenwashing (ENT020231-U-ENG-VID)

SESSION 10 (ASYNCHRONOUS)
ESG
Technical note & tutorials: Foundations of Sustainability (CSR020013-U-ENG-HTM)
Practical Case : Loewe case study: Sustainability and Durable Luxury (STR010093-U-SPA-WOD)
Technical note & tutorials: Corporate social responsibility and sustainability (FIN020293-U-ENG-
VID)

SESSION 11 (LIVE IN-PERSON)

AI: THE DARK SIDE OF DIGITALIZATION
Technical note & tutorials: Introduction to Artificial Intelligence (IST020277-U-ENG-VID)
Technical note & tutorials: Main Areas of Artificial Intelligence (IST020262-U-ENG-VID)
Technical note & tutorials: Artificial Intelligence and the Future of Work (IST020167-U-ENG-VID)

SESSIONS 12 - 13 (LIVE IN-PERSON)

FINAL GROUP PRESENTATION

SESSION 14 (LIVE IN-PERSON)

Q&A SESSION SUBJECT RECAP

SESSION 15 (LIVE IN-PERSON)

FINAL EXAM

EVALUATION CRITERIA

A. CLASS PARTICIPATION
A Three main criteria will be used in reaching judgment about your class participation:
Depth and Quality of Contribution: The most important dimension of participation concerns what it is
that you are saying. A high quality comment reveals depth of insight, rigorous use of case evidence,
consistency of argument, and realism.

4
13th July 2023
Moving Your Peers’ Understanding Forward: Great ideas can be lost through poor presentation. A
high quality presentation of ideas must consider the relevance and timing of comments, and the
flow and content of the ensuing class discussion. It demands comments that are concise and clear,
and that are conveyed with a spirit of involvement in the discussion at hand.
Frequency: Frequency refers to the attainment of a threshold quantity of contributions that is
sufficient for making a reliable assessment of comment quality. The logic is simple: if contributions
are too few, one cannot reliably assess the quality of your remarks. However, once threshold
quantity has been achieved, simply increasing the number of times you talk does not automatically
improve your evaluation. Beyond the threshold, it is the quality of your comments that must
improve. In particular, one must be especially careful that in claiming more than a fair share of
“airtime”, quality is not sacrificed for quantity. Finally, your attempts at participation should not be
such that the instructor has to “go looking for you”. You should be attempting to get into the debate
on a regular basis.
B. ONLINE FORUM PARTICIPATION/ INDIVIDUAL WORK
Open debates will be open in the virtual campus where participation is a part of this subject,
contributing with examples and ideas.
The aim of this forum is to improve your knowledge in marketing-related last-minute news, where
you will have to be up to date with what are the latest news in this field and discuss with your
classmates about different marketing trends.
D. FINAL GROUP PRESENTATION AND REPORT
You are also expected to complete a final project with your group and present it in written form to
the teacher, as well as conducting a 10-minute power point online presentation to your classmates.
The project will give you the opportunity to reflect on what you have learnt in class and apply it to
some practical problems. More details of the project will be provided by the start of the course.
E. FINAL EXAM
The final exam will check your understanding of marketing and will focus more on the application of
marketing concepts in the different trends. Hence, it might involve the analysis of a “mini” case
study or to work on some short marketing exercises. It might also include some multiple-choice
questions where more than one can be correct and the wrong answers might subtract points.
*Bear in mind that due to some speakers’ agenda, some of the planning mentioned above might
change. However you will be informed at least with one week in advance through your virtual
campus. This might affect also to the presentations day or exam day.
IMPORTANT: during this subject the professor will use a power point presentation that will be
uploaded to the virtual campus one week after each session.

criteria percentage Learning Comments

Objectives
Final Exam 40 %
Intermediate tests 0%
Individual work 10 %
Individual 0%
presentation
Group Work 40 %
Other 0%
Group 0%
Presentation
Class Participation 10 %

RE-SIT / RE-TAKE POLICY

Each student has four (4) chances to pass any given course distributed over two (2) consecutive
academic years. Each academic year consists of two calls: one (1) ordinary call (during the
semester when the course is taking place); and one (1) extraordinary call (or “re-sit”) in June/July.

5
13th July 2023
Students who do not comply with the 70% attendance requirement in each subject during the
semester will automatically fail both calls (ordinary and extraordinary) for that Academic Year and
have to re-take the course (i.e., re-enroll) during the next Academic Year.
The Extraordinary Call Evaluation criteria will be subject to the following rules:
Ø Students failing the course in the ordinary call (during the semester) will have to re-sit evaluation
for the course in June / July (except those students who do not comply with the attendance rule,
and therefore will not have that opportunity, since they will fail both calls and must directly re-enroll
in the course during the next Academic Year).
Ø It is not permitted to change the format nor the date of the extraordinary call exams or deadlines
under any circumstance. All extraordinary call evaluation dates will be announced in advance and
must be taken into consideration before planning the summer (e.g. internships, trips, holidays, etc.)
Ø The June/July re-sit will consist of a comprehensive evaluation of the course. Your final grade for
the course will depend on the performance in this exam or evaluation only. I.e., continuous
evaluation over the semester (e.g. participation, quizzes, projects and/or other grade components
over the semester) will not be taken into consideration on the extraordinary call. Students will have
to achieve the minimum passing grade of 5 and the maximum grade will be capped at 8.0 (out of
10.0) – i.e., “notable” in the extraordinary call.
Ø Re-takers: Students who failed the subject on a previous Academic Year and are now re-enrolled
as re-takers in a course will need to check the syllabus of the assigned professor, as well as
contact the professor individually, regarding the specific evaluation criteria for them as re-takers in
the course during that semester (ordinary call of that Academic Year). The maximum grade that
may be obtained as a retaker during the ordinary call (i.e., the 3rd call) is 10.0 (out of 10.0).
After exams and other assessments are graded by the professor (on either the ordinary or
extraordinary call), students will have a possibility to attend a review session (whether it be a final
exam, a final project, or the final overall grade in a given course). Please be available to attend the
session in order to clarify any concerns you might have regarding your grade. Your professor will
inform you about the time and place of the review session.
Students failing more than 18 ECTS credits after the June/July re-sits will be asked to leave the
Program. Please, make sure to prepare yourself well for the exams in order to pass your failed
subjects.
In case you decide to skip the opportunity to re-sit for an exam or evaluation during the June/July
extraordinary call, you will need to enroll in that course again for the next Academic Year as a re-
taker, and pay the corresponding tuition fees. As you know, students have a total of four (4) allowed
calls to pass a given subject or course, in order to remain in the program.

BIBLIOGRAPHY
Compulsory
- Philip Kotler. (2019). Marketing Management. PEARSON. ISBN 9781292248448
(Printed)
- KOTLER. (2023). Principles of Marketing. 19th edition. PEARSON. ISBN
9781292449364 (Printed)

BEHAVIOR RULES

Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

ATTENDANCE POLICY

6
13th July 2023
Please, check the University's Attendance Policy here. The Program Director may
provide further indications.

ETHICAL POLICY

Please, check the University's Ethics Code here. The Program Director may
provide further indications.

7
13th July 2023
 PRICING FOR VALUE AND PROFITABILITY
Grado en Administración de Empresas / Bachelor in
Business Administration BBA SEP-2023 PVP-
NBA.1C.n.OPT.M.A
Area Marketing and Communication
Number of sessions: 15
Academic year: 23-24
Degree course:
Number of credits: 3.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: CESAR MORENO PASCUAL

E-mail: [email protected]

CESAR MORENO PASCUAL

ACADEMIC BACKGROUND
- PhD in Business and Economics
- M.B.A at IESE Business School
- Bachelor of Law (UNED)
- Civil Engineer (Universidad Politécnica de Madrid)
CORPORATE EXPERIENCE
He has more than 25 years of business experience running his own Legal
advice by telephone and Internet Company for 8 years, managing areas and
being on the steering committee of several companies in the Financial and
Insurance sector and Entertainment. He also developed industrial and
consulting projects in several countries such as Egypt and Portugal. Currently,
he teaches at IE University and other Universities and is a business consultant,
having participated in the development of many technological products. Some
of them are related to industrial R&D companies, having achieved the best
recognition in EU H2020 programs. He is a shareholder of some of the spin-off
companies of those R&D projects, participating in their steering committees.

[email protected]

PREREQUISITES

no prerequites

SUBJECT DESCRIPTION

1
Edited by Documentation
19th June 2023
Pricing is one of the most important marketing decisions, but less understood. Learn and practice
concepts and techniques and get the latest insights on evaluation and formulation of pricing
strategies. Analyse the way companies try to capture value, in addition to profits, in the income they
get.
After this course, you can actively participate in the process of formulating pricing strategies for
your own products and services, or those of your company. This course also focuses on the
dynamics of pricing and the reaction of competitors. As such, a very pragmatic approach is used
and directly applicable to the day-to-day professional life.
The objective of this course is to introduce you to the concepts, analyses, and activities that
comprise marketing management and to provide practice in assessing and solving marketing
problems.
The course is designed to further develop your critical thinking skills. Ultimately, you should develop
decision-making skills, including the ability to analyse problems, evaluate alternatives, and make
better marketing decisions. If this course is successful, you will feel more prepared to approach new
situations, make decisions and develop strategies based on careful pricing analysis

LEARNING OBJECTIVES

This course is designed to:

- Learn and understand various concepts, accumulated learnings, and some technical skill sets
needed to develop effective pricing of all kinds.
- Enhance your problem-solving abilities in pricing by providing you with a set of analytical tools –
frameworks, concepts, models and techniques.
- Practice generating ideas and getting them across to others in an effective manner, both in
writing and in a face-to-face situation.

TEACHING METHODOLOGY

Learning Activity Weighting Estimated time a

student should
dedicate to prepare for
and participate in
Lectures 24.0 % 18.0 hours
Discussions 13.33 % 10.0 hours
Exercises in class, 16.0 % 12.0 hours
Asynchronous sessions,
Field Work
Group work 20.0 % 15.0 hours
Individual studying 26.67 % 20.0 hours
TOTAL 100.0 % 75.0 hours

PROGRAM

SESSION 1 (LIVE IN-PERSON)

The pricing process and overview of techniques_ cost based_value based_competition
An overview of the pricing techniques, common misunderstandings and process

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19th June 2023
Book Chapters: The Strategy and Tactics of Pricing; Read Chapter 1 pg. (1-12) (IE
Library)(Optional)
Book Chapters: Pricing and revenue optimization; Read Chapter 2 (IE Library)(Optional)
COMPULSORY
1.-Technical note 1: Beyond the 3 Cs
NON COMPULSORY
Read Chapter 1 pg. (1-12)( T.T. Nagle, J.E. Hogan)
Read Chapter 2 (Robert L. Phillips)

SESSION 2 (LIVE IN-PERSON)

Value based model :
1.- Exchange value model; setting the boundaries
Book Chapters: The strategy and tactics of pricing : a guide to profitable decision making; Read
Chapter 3 (pg.27-45) Value creation: exchange value model(Optional)
Book Chapters: Pricing and Revenue optimization (Book)
Book Chapters: Pricing strategy setting price levels, managing price dsicounts and establishing price
structures; Read Chapter 1 (pg 8-17) Exchange value models(Optional)
COMPULSORY
1.- Technical note 5: exchange value
2.- Exercises/short cases/quizzes
NON-COMPULSORY
1. Read Chapter 1 (pg 8-17) Exchange value models (Tim J. Smith)
2. Read Chapter 3 (pg.27-45) Value creation: exchange value model (T.T. Nagle, J.E. Hogan)

SESSION 3 (LIVE IN-PERSON)

1.-Price structure; costs, price metrics, price discrimination
2.-Value measurement: sources of data
Book Chapters: The Strategy and Tactics of Pricing; Read Pg. 149-171 & 54-79(Optional)
Book Chapters: Pricing Strategy setting price levels, managing price discounts. establishing price
structures; Read Chapter 6 Price segmentation ( Pg. 102-120)(Optional)
Book Chapters: Pricing and revenue optimization; Read Chapter 4 Price differentiation (pg 74-
96)(Optional)
COMPULSORY
1. Technical Notes: (costs), and (metrics and price discrimination)
2. Exercises/short case and quizzes
NON COMPULSORY
1. Read Chapter 8 costs (Pg. 149-171) (T.T. Nagle, J.E. Hogan)
2. Read Chapter 13 Price and value measurement (Pg. 54-79) (T.T. Nagle, J.E. Hogan)
3. Read Chapter 6 Price segmentation ( Pg. 102-120) (Tim J. Smith)
4. Read Chapter 4 Price differentiation (pg 74-96) (Robert L. Phillips)
5. Read Chapter 4 Price Structure (Pg. 54-79) (T.T. Nagle, J.E. Hogan)

SESSION 4 (LIVE IN-PERSON)

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19th June 2023
Value-based II: demand-based models
1.- Willingness to pay and price optimization; Understanding and researching the price
response curve
2.-Theoretical models: linear, logit, constant elasticity.
3.- Elasticity in practice: Test A/B for elasticity assessment and price optimization
All the theoretical models their relationship with w.t.p. Particular review of price optimization
considering constant elasticity. Tests A/B for elasticity assessment and price optimization
Book Chapters: The Strategy and Tactics of Pricing (Book)
Book Chapters: Pricing Strategy setting price levels, managing price discounts. establishing price
structures; Read Chapter 2 pg 34-38(Optional)
Book Chapters: Pricing and revenue optimization; Read Chapter 3.1,3(Optional)
COMPULSORY
1. Technical note: willingness to pay a practical application
2. Technical note: theoretical models and Test A/B
3. Exercises/short case/quizzes
NON COMPULSORY
1. Read Chapter 3.1,3 (Robert L. Phillips)
2. Read Chapter 2 pg 34-38 (Tim J. Smith)

SESSION 5 (LIVE IN-PERSON)

Value-based II: demand-based models
1.- Willingness to pay and price optimization; Understanding and researching the price
response curve
2.-Theoretical models: linear, logit, constant elasticity.
3.- Elasticity in practice: Test A/B for elasticity assessment and price optimization
All the theoretical models their relationship with w.t.p. Particular review of price optimization
considering constant elasticity. Tests A/B for elasticity assessment and price optimization
COMPULSORY
1. Technical note: willingness to pay a practical application
2. Technical note: theoretical models and Test A/B
3. Exercises/short case/quizzes
NON COMPULSORY
1. Read Chapter 3.1,3 (Robert L. Phillips)
2. Read Chapter 2 pg 34-38 (Tim J. Smith)

SESSION 6 (LIVE IN-PERSON)

Value-based II: demand-based models
1.- Willingness to pay and price optimization; Understanding and researching the price
response curve
2.-Theoretical models: linear, logit, constant elasticity.
3.- Elasticity in practice: Test A/B for elasticity assessment and price optimization
All the theoretical models their relationship with w.t.p. Particular review of price optimization
considering constant elasticity. Tests A/B for elasticity assessment and price optimization
COMPULSORY

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19th June 2023
 1. Technical note: willingness to pay a practical application
2. Technical note: theoretical models and Test A/B
3. Exercises/short case/quizzes
NON COMPULSORY
1. Read Chapter 3.1,3 (Robert L. Phillips)
2. Read Chapter 2 pg 34-38 (Tim J. Smith)

SESSION 7 (LIVE IN-PERSON)

INDIVIDUAL ACTIVITY: A case study
Putting together some techniques and reasonings
COMPULSORY
1. Read the case ( will be uploaded on campus)
2. Solve the group questions ( ONLINE)Answer individual quiz (ONLINE)

SESSION 8 (LIVE IN-PERSON)

Pricing in constrained markets
Book Chapters: The Strategy and Tactics of Pricing (Book)
Book Chapters: Pricing and revenue optimization; Read Chapter 5 Pricing with constrained
supply(Optional)
Book Chapters: Pricing Strategy setting price levels, managing price discounts. establishing price
structures (Book)
COMPULSORY
Technical note: constrained markets
Exercises/ short case/quizzes
NON COMPULSORY
Read Chapter 5 Pricing with constrained supply (Robert L. Phillips)

SESSION 9 (LIVE IN-PERSON)

Midterm
Online exam
Book Chapters: Pricing Strategy. Setting Price Levels, Managing Price Discounts & Establishing
Price Structures (Book)
Technical note: Pricing and Revenue optimization (Book)

SESSION 10 (LIVE IN-PERSON)

Competition
The role of competition in the pricing process
Book Chapters: The Strategy and Tactics of Pricing; Read Chapter 10 Managing conflict thoughfully;
Read Chapter 10 Managing conflict thoughfully
Book Chapters: Pricing Strategy setting price levels, managing price discounts. establishing price
structures; Read chapter 15 Competion and pricing(Optional)
COMPULSORY

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19th June 2023
 1. Technical note 8
2. Read Chapter 10 Managing conflict thoughfully (T.T. Nagle, J.E. Hogan)
3. Exercises/short case/quizzes
NON COMPULSORY
1. Read chapter 15 Competion and pricing (Tim J. Smith)

SESSION 11 (LIVE IN-PERSON)

Pricing specific cases
1. subscriptions, versions (conjoint analysis) and add-ons, distribution channels
Book Chapters: The Strategy and Tactics of Pricing; Read Chapter 11 Pricing in channels of
distribution(Optional)
Book Chapters: Pricing Strategy setting price levels, managing price discounts. establishing price
structures; Read Chapter 10,11,12 and 13 ( no appendixes)(Optional)
COMPULSORY
1. Technical notes
2. short videis
3. Exercises/Short cases/quizzes
NON COMPULSORY
1. Read Chapter 10,11,12 and 13 ( no appendixes) (Tim J. Smith)
2. Read Chapter 11 Pricing in channels of distribution (T.T. Nagle, J.E. Hogan)

SESSION 12 (LIVE IN-PERSON)

Price and value communication. Psycological factors
How to modify the willingness to pay
Book Chapters: The Strategy and Tactics of Pricing; Chapter 5 (pg. 95-101)(Optional)
Book Chapters: Pricing Strategy setting price levels, managing price discounts. establishing price
structures; Read Chapter 5 Psycological influences on price sensitivity(Optional)
Book Chapters: Pricing and revenue optimization; Read chapter 12(Optional)
COMPULSORY
1. Technical note
2. Exercises/short case/quizzes
NON COMPULSORY
1. Read Chapter 5 Psycological influences on price sensitivity (Tim J. Smith)
2. Read chapter 12 Pricing and revenue optimization and customer acceptance
3. Chapter 5 (pg. 95-101) (T.T. Nagle, J.E. Hogan)

SESSION 13 (LIVE IN-PERSON)

Revenue management and dynamic pricing
An introduction to some advanced techniques
Customized pricing
Request for proposals (RFP) scenarios
Book Chapters: The Strategy and Tactics of Pricing (Book)

6
19th June 2023
Book Chapters: Pricing Strategy setting price levels, managing price discounts. establishing price
structures; Read Chapter 14 Yield management(Optional)
Book Chapters: Pricing and revenue optimization; Read Chapter 11 Customized pricing(Optional)
COMPULSORY
1. Technical notes
2. Short video class
3. Exercises/short cases/ quizzes
NON COMPULSORY
1. Read Chapter 11 Customized pricing (Robert L. Phillips)
2. Read Chapter 14 Yield management (Tim J. Smith)

SESSION 14 (LIVE IN-PERSON)

Group activity presentations

SESSION 15 (LIVE IN-PERSON)

Final Exam

EVALUATION CRITERIA

Your final grade in the course will be based on both individual and group work. The evaluation is
based on:

criteria percentage Learning Comments

Objectives
Final Exam 40 %
Intermediate Tests 15 %
Individual 20 % compulsory
Work_quizzes quizzes
Group 20 % final project
Presentation
Class Participation 5%

RE-SIT / RE-TAKE POLICY

A. CLASS PREPARATION AND PARTICIPATION
Class participation is evaluated in FOUR ways. Students are encouraged to answer the instructor’s
questions or to offer their opinion. This is especially relevant for practice discussions. Main criteria
for judgment are as follows:
1. Depth and Quality of Contribution: The quality of your comment in terms of depth of insight,
rigorous use of case evidence, consistency of argument, and realism will be highly
appreciated.
2. Moving Your Peers’ Understanding Forward: Along with the content, the way of conveying
your ideas will also be considered. Your way of presentation should be concise and clear,
accompanied by a spirit of involvement in the discussion at hand. You will have multiple
chances to present, therefore your improvement along the way will be noted.
3. Frequency: It is encouraged that you participate as much as you can, but this does not mean
you should speak for the sake of reaching some critical number. Beyond certain threshold, the

7
19th June 2023
 quality of your comment is more important.
4. Class preparation: showing that the student has read the content and/or slides
given participating with knowledge based questions or comments
Note that if you miss the class, regardless of the cause for the absence, you will automatically be
forfeited the opportunity to earn participation credit allocated for that session.
Participation is also attendance and punctuality. Being present at the classroom is absolutely
necessary. The attendance will be checked by you signing the sign-in sheet every single session or
joining online session, that is, twice if there is a double session. It is extremely important not to
forget this, because your attendance record will depend on it. Also, tardiness will affect your grades.
B. CAPSTONE/GROUP ACTIVITY
Each Group should present an analysis of an original case or pricing situation and propose
solutions using the frameworks and expertise gather during the course and presenting it in the
sessions planned in the Syllabus.
At the beginning of the Course, we will discuss further the allowed ideas.
It is particularly valuable how innovative is the situation/ business case and the solutions proposed.
The grading can include some part of peer assessment if the is some reason to think about a
possible unfar workload.
The group activity could include some peer assessment.
C. INDIVIDUAL ACTIVITY: COMPULSORY QUIZZES
There will be some quizzes during the course:
- COMPULSORY: related to the compulsory content, usually online quizzes
D. INTERMEDIATE EXAM/FINAL EXAM
The intermediate and final exam will focus more on the application of pricing concepts. Hence, it
might involve the analysis of several mini cases, a test and some short exercises. There will be only
about the COMPULSORY CONTENT
RETAKE/ RE-SIT POLICE
Each student has four (4) chances to pass any given course distributed over two (2) consecutive
academic years. Each academic year consists of two calls: one (1) ordinary call (during the
semester when the course is taking place); and one (1) extraordinary call (or “re-sit”) in June/July.
Students who do not comply with the 70% attendance requirement in each subject during the
semester will automatically fail both calls (ordinary and extraordinary) for that Academic Year and
have to re-take the course (i.e., re-enroll) during the next Academic Year.
The Extraordinary Call Evaluation criteria will be subject to the following rules:
- Students failing the course in the ordinary call (during the semester) will have to re-sit
evaluation for the course in June / July (except those students who do not comply with the
attendance rule, and therefore will not have that opportunity, since they will fail both calls and
must directly re-enroll in the course during the next Academic Year).
- It is not permitted to change the format nor the date of the extraordinary call exams or
deadlines under any circumstance. All extraordinary call evaluation dates will be announced in
advance and must be taken into consideration before planning the summer (e.g. internships,
trips, holidays, etc.)
- The June/July re-sit will consist of a comprehensive evaluation of the course. Your final grade
for the course will depend on the performance in this exam or evaluation only. I.e., continuous
evaluation over the semester (e.g. participation, quizzes, projects and/or other grade
components over the semester) will not be taken into consideration on the extraordinary call.
Students will have to achieve the minimum passing grade of 5 and the maximum grade will be

8
19th June 2023
 capped at 8.0 (out of 10.0) – i.e., “notable” in the extraordinary call.
- Re-takers: Students who failed the subject on a previous Academic Year and are now re-
enrolled as re-takers in a course will need to check the syllabus of the assigned professor, as
well as contact the professor individually, regarding the specific evaluation criteria for them as
re-takers in the course during that semester (ordinary call of that Academic Year). The
maximum grade that may be obtained as a retaker during the ordinary call (i.e., the 3rd call) is
10.0 (out of 10.0).
After exams and other assessments are graded by the professor (on either the ordinary or
extraordinary call), students will have a possibility to attend a review session (whether it be a final
exam, a final project, or the final overall grade in a given course). Please be available to attend the
session in order to clarify any concerns you might have regarding your grade. Your professor will
inform you about the time and place of the review session.
- Students failing more than 18 ECTS credits after the June/July re-sits will be asked to leave the
Program. Please, make sure to prepare yourself well for the exams in order to pass your failed
subjects.
- In case you decide to skip the opportunity to re-sit for an exam or evaluation during the
June/July extraordinary call, you will need to enroll in that course again for the next Academic
Year as a re-taker, and pay the corresponding tuition fees. As you know, students have a total
of four (4) allowed calls to pass a given subject or course, in order to remain in the program.
BIBLIOGRAPHY
Compulsory
- T.T. Nagle, J.E. Hogan. (2017). The Strategy and Tactics of Pricing. 6th edition.
Routledge. ISBN 9781138737518 (Printed)
Recommended
- Tim J. Smith. Pricing Strategy setting price levels, managing price discounts.
establishing price structures. Ohio : South-Western ; Andover : Cengage Learning.
ISBN 9781111571290 (Digital)
- Robert L. Phillips. Pricing and revenue optimization. Palo Alto : Stanford
University Press, 2006.. ISBN 9780804781640 (Digital)
BEHAVIOR RULES

Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

ATTENDANCE POLICY

Please, check the University's Attendance Policy here. The Program Director may
provide further indications.

ETHICAL POLICY

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19th June 2023
Please, check the University's Ethics Code here. The Program Director may
provide further indications.

10
19th June 2023
 PRIVATE EQUITY
Grado en Administración de Empresas / Bachelor in
Business Administration BBA SEP-2023 PEQ-
NBA.1C.f.OPT.M.A
Area Finance
Number of sessions: 25
Academic year: 23-24
Degree course:
Number of credits: 5.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: JULIO JIMÉNEZ-BLANCO MESONERO-ROMANOS

E-mail: [email protected]

PROFESSOR BIO
Julio Jiménez-Blanco has 10 years of experience in investment banking, mostly
focused in mergers & acquisitions. He currently works as a Principal at
Greenhill, a leading independent investment bank focused on providing
financial advice globally on significant mergers, acquisitions, restructurings,
financings and capital advisory to corporations, partnerships, institutions and
governments. He is part of the of the founding team of the first Greenhill office
in Spain and has led the execution of several corporate transactions across
different sectors in Spain and globally advising Private Equities and Board of
Directors of diverse companies. Before Greenhill, Julio worked for one of the
leading activist funds in Europe (Alantra QMC) and at the M&A division of
BBVA, one of the largest financial groups globally.
Julio holds a BSc in Business Administration & Finance from CUNEF.

[email protected]

PREREQUISITES

In order to get the most out of this course students must have knowledge in
corporate finance and in the different valuation methodologies

SUBJECT DESCRIPTION

1
Edited by Documentation
19th July 2023
 With a record level of assets under management, Private Equity (“PE”) has
become a key asset class worldwide, attracting the interest from many. From
regulators and pension funds to companies seeking to raise money to grow or
being disposed, investment banks and various professionals seeking a position
in the industry.
After posting a record-breaking performance in 2021 and 2022, private equities
now face a tough outlook. Spiking interest rates have caused a sharp decline in
deals, exits, and fund-raising during, almost certainly signaling a turn in the
cycle. While this environment will challenge PE to find new ways to create
value and underwrite risk, the long-term outlook for PE remains fundamentally
sound.
In this course, you will lever on the experience you have gained in other
courses, such as corporate finance, to understand the PE industry, its
attractiveness, and its contribution not only to investors but also to the overall
society.

LEARNING OBJECTIVES

This course will provide an overview of the type of work performed by a PE fund and a global
perspective of the value creation process in and after the acquisition of a business, which is
something useful for any role in a company. This knowledge could be used not only when working
for a PE, but also for investment banks, consulting firms, for the M&A department of many
companies, for a family business or even by current / future entrepreneurs seeking to raise capital
or dispose their companies.
Among many others, in this course you will:
- Learn the various stages of a PE investment, from deal origination through harvesting returns
- Understand the PE valuation frameworks
- Study tools that PE firms use to structure and finance a deal, create value, and determine exit
timing
- Understand the key drivers in the PE market and key differences between funds’ strategies
- Analyze a deal from the different points of view of a PE firm
- Work in teams to create a paper very similar to what PE present to their investment committees
to approve a deal
- Be exposed to different people that form the Spanish PE network

TEACHING METHODOLOGY

In the first part, the course will set up the foundations and key fundamentals of the PE industry. In
the second part, we will put these into practice by combining real life case method analysis with
suggested readings and guests (mostly leading industry executives).
The course is designed to be highly interactive, and students will learn from discussion in class. In
that sense, while the course is designed to provide students with interesting materials and
facilitated discussion, much of their learning will depend on their engagement, preparation, and
active participation.
In sessions 23 and 24, students will be asked to present an investment opportunity to the rest of
class as if they were the investment committee of a PE. Further instructions (including team
formation and time limitations) will be confirmed after session 1.
Final session (25) will comprise an exam that will test the overall understanding of all the previous
sessions.

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19th July 2023
Students are encouraged to bring their personal computers to class.

Learning Activity Weighting Estimated time a

student should
dedicate to prepare for
and participate in
Lectures 10.0 % 12.5 hours
Discussions 10.0 % 12.5 hours
Exercises in class, 10.0 % 12.5 hours
Asynchronous sessions,
Field Work
Group work 50.0 % 62.5 hours
Individual studying 20.0 % 25.0 hours
TOTAL 100.0 % 125.0 hours

PROGRAM

SESSION 1 (LIVE IN-PERSON)

The Private Equity fundamentals
Introduction to the course and the concept of Private Equity. Overview of the several types of funds
that are active in the market and their stakeholders

SESSION 2 (LIVE IN-PERSON)

Key elements of the investment analysis performed by PE

SESSION 3 (LIVE IN-PERSON)

Value creation; Elements and measures of PE returns

SESSION 4 (LIVE IN-PERSON)

LBO walkthrough (1/2)
How to make an LBO model: Key drivers, how to make the projections, financing, sources and
uses, etc.

SESSION 5 (LIVE IN-PERSON)

LBO walkthrough (2/2)
Continuation of SESSION 4

SESSION 6 (LIVE IN-PERSON)

Other valuation methodologies used by PE
Overview of other key valuation methodologies used by PE to assess the value of a business: DCF,
trading comparables and precedent transactions

SESSION 7 (LIVE IN-PERSON)

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19th July 2023
Exit
How to plan and execute divestments

SESSION 8 (LIVE IN-PERSON)

Fundraising and fund structuring process
Overview of how the fundraising and fund structuring process of a PE works. Includes case
study/ies
Session with industry professional

SESSION 9 (LIVE IN-PERSON)

Stages of the PE investment process
Description of the different stages in the investment process (sourcing, investment analysis, holding
period and exit). Includes case study/ies
Session with industry professional

SESSION 10 (LIVE IN-PERSON)

How PE help companies
Overview of how PE create value/returns not only for their investors, but also to the companies they
invest in and, as such, to the overall society
Session with industry professional

SESSION 11 (LIVE IN-PERSON)

Due diligence (1/2)
Introduction to the concept of due diligence and focus on commercial due diligence. Includes case
study/ies
Session with industry professional

SESSION 12 (LIVE IN-PERSON)

Due diligence (2/2)
Focus on financial, tax, legal and labour due diligence. Includes case study/ies
Session with industry professional

SESSION 13 (LIVE IN-PERSON)

Financing
Overview of the different debt financing instruments used by PE to finance the investments and
how those create value for PE, how the process of raising debt financing works and implications of
raising debt (financing conditions, covenants, etc.). Includes case study/ies
Session with industry professional

SESSION 14 (LIVE IN-PERSON)

Legal documents
Overview of the main legal contracts involved in a deal. Includes case study/ies

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19th July 2023
Session with industry professional

SESSION 15 (LIVE IN-PERSON)

Local PE
How local PE work, differentiate from other type of PE and case study
Session with industry professional

SESSION 16 (LIVE IN-PERSON)

International PE
How international PE work, differentiate from other type of PE and case study
Session with industry professional

SESSION 17 (LIVE IN-PERSON)

Special situations
How special situations PE work, differentiate from other type of PE and case study
Session with industry professional

SESSION 18 (LIVE IN-PERSON)

Growth equity
How growth PE work, differentiate from other type of PE and case study
Session with industry professional

SESSION 19 (LIVE IN-PERSON)

Infrastructure funds
How infrastructure funds work, differentiate from other type of PE and case study
Session with industry professional

SESSION 20 (LIVE IN-PERSON)

Real estate PE
How real estate PE work, differentiate from other type of PE and case study
Session with industry professional

SESSION 21 (LIVE IN-PERSON)

Private credit funds
How private credit funds work, differentiate from other type of PE and case study
Session with industry professional

SESSION 22 (LIVE IN-PERSON)

Venture capital funds
How venture capital funds work, differentiate from other type of PE and case study

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19th July 2023
Session with industry professional

SESSION 23 (LIVE IN-PERSON)

Final group project presentation
Based on the learnings from the course, you are asked to present an investment opportunity to the
rest of the class as if they were the Investment Committee of a PE Fund. Please choose a company
and prepare a presentation including the following table of contents: (power point slides + live
presentation
- Business overview
- Why would you invest in this company?
- Key risks and mitigants
- Strategy going forward: Strategy to add value and execution plan for that strategy
- Valuation and expected return
- Potential competitors in acquiring the company
- Exit strategy
Presenting students will be graded based on the presentation (power point slides + live
presentation + answers to the questions posed by other students). Non-presenting students will
also be evaluated based on their participation on the Q&A.
Further instructions (including team formation and time limitations) to be confirmed after session 1.

SESSION 24 (LIVE IN-PERSON)

Final group project presentation
Continuation of SESSION 23.

SESSION 25 (LIVE IN-PERSON)

Final exam
Exam to test the overall understanding of all the previous sessions.

EVALUATION CRITERIA

criteria percentage Learning Comments

Objectives
Final Exam 30 % Exam to be carried
out in session 25
Group Work 45 % Final group project
presented to the
class (including
answers to the
questions posted)
Class Participation 25 % Active participation
in class

RE-SIT / RE-TAKE POLICY

Each student has four (4) chances to pass any given course distributed over two (2) consecutive
academic years. Each academic year consists of two calls: one (1) ordinary call (during the
semester when the course is taking place); and one (1) extraordinary call (or “re-sit”) in June/July.

6
19th July 2023
Students who do not comply with the 70% attendance requirement in each subject during the
semester will automatically fail both calls (ordinary and extraordinary) for that Academic Year and
have to re-take the course (i.e., re-enroll) during the next Academic Year.
The Extraordinary Call Evaluation criteria will be subject to the following rules:
- Students failing the course in the ordinary call (during the semester) will have to re-sit
evaluation for the course in June / July (except those students who do not comply with the
attendance rule, and therefore will not have that opportunity, since they will fail both calls and
must directly re-enroll in the course during the next Academic Year).
- It is not permitted to change the format nor the date of the extraordinary call exams or
deadlines under any circumstance. All extraordinary call evaluation dates will be announced in
advance and must be taken into consideration before planning the summer (e.g. internships,
trips, holidays, etc.).
- The June/July re-sit will consist of a comprehensive evaluation of the course. Your final grade
for the course will depend on the performance in this exam or evaluation only. I.e., continuous
evaluation over the semester (e.g. participation, quizzes, projects and/or other grade
components over the semester) will not be taken into consideration on the extraordinary call.
Students will have to achieve the minimum passing grade of 5 and the maximum grade will be
capped at 8.0 (out of 10.0) – i.e., “notable” in the extraordinary call.
- Re-takers: Students who failed the subject on a previous Academic Year and are now re-
enrolled as re-takers in a course will need to check the syllabus of the assigned professor, as
well as contact the professor individually, regarding the specific evaluation criteria for them as
re-takers in the course during that semester (ordinary call of that Academic Year). The
maximum grade that may be obtained as a retaker during the ordinary call (i.e., the 3rd call) is
10.0 (out of 10.0).
After exams and other assessments are graded by the professor (on either the ordinary or
extraordinary call), students will have a possibility to attend a review session (whether it be a final
exam, a final project, or the final overall grade in a given course). Please be available to attend the
session in order to clarify any concerns you might have regarding your grade. Your professor will
inform you about the time and place of the review session.
- Students failing more than 18 ECTS credits after the June/July re-sits will be asked to leave the
Program. Please, make sure to prepare yourself well for the exams in order to pass your failed
subjects.
- In case you decide to skip the opportunity to re-sit for an exam or evaluation during the
June/July extraordinary call, you will need to enroll in that course again for the next Academic
Year as a re-taker, and pay the corresponding tuition fees. As you know, students have a total
of four (4) allowed calls to pass a given subject or course, in order to remain in the program.

BEHAVIOR RULES

Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

ATTENDANCE POLICY

Please, check the University's Attendance Policy here. The Program Director may

7
19th July 2023
provide further indications.
ETHICAL POLICY

Please, check the University's Ethics Code here. The Program Director may
provide further indications.

8
19th July 2023
 PROFESSIONAL ETHICS AND CORPORATE
RESPONSABILITY
Grado en Administración de Empresas / Bachelor in
Business Administration BBA SEP-2023 PECR-
NBA.1C.n.OPT.M.A
Area Accounting and Management Control
Number of sessions: 15
Academic year: 23-24
Degree course:
Number of credits: 3.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: ALBERTO MORENO DE TEJADA CLEMENTE DE DIEGO

E-mail: [email protected]

Alberto Moreno de Tejada has a PhD in Political Science from the Universidad
Complutense de Madrid and Instituto de Investigación Ortega y Gasset. His
doctoral thesis was a study on ethical leadership in public administration
applying the case study´s methodology. His prime research interest is on
ethics, leadership and governance in organizations. He has published articles
in different newspapers and journals. He is the author of several case studies
of ethics in organizations and of the book: “Funcionarios Ejemplares. Carácter
y liderazgo en la Administración Española”, INAP, 2013.He also holds a MBA
and a B.Sc. in Business Administration as well as LL.B and a Diploma in
Religious Science and in International Finance.
He started his professional career as an investment banker. He is currently a
professional ethics lawyer at Madrid´s Bar. He teaches ethics in finance in
several programmes at the IEB. He was Associate Director of the Executive
Master in Responsible Banking at IEB. He was also a consultant for the OECD
on Ethics Training Programmes for public officials and director and secretary of
the board of a multinational public company.

[email protected]

PREREQUISITES

None

SUBJECT DESCRIPTION
1
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22th June 2023
 Professional Ethics is the part of ethics which applies to the practice of a
profession. For this course, the business ethics concept will be identified to
best practices in business meaning doing the right thing from a holistic
approach to ethics and corporate social responsibility. As students have
already completed an introductory ethics course, they are now familiar with
moral dilemmas, tools and practical knowledge to be applied in everyday life
problems. With this new course we want to go a step further. Students are
required to accomplish in depth knowledge of business ethics that enable them
to acquire the necessary skills to solve ethics conflicts and moral dilemmas that
will appear in their future business careers as a managers or entrepreneurs
and to manage the corporate responsibility inside their business.
Therefore, we develop a theoretical framework to professional ethics and
corporate responsibility focusing on practical tools to understand and apply
business ethics issues. Our approach is person-centred as we believe that
people are the ultimate responsible for the development of ethical cultures in
business organizations. Students will be expected to understand the current
topics, ethical issues and dilemmas generally discussed in the business ethics
field. Moreover, they should become familiar with the tools used in business
organizations to reduce ethics and reputational risks. We will provide numerous
cases to be discussed, along with illustrative examples in order for students to
get a practical knowledge that they could apply in their future business careers.
But above all, they should understand that ethics is a foundation of human
excellence, and deontology an indispensable pillar in entrepreneurship or
business excellence to become better companies to work, to invest or to buy.

LEARNING OBJECTIVES

The main objective of this course is to grow in personal commitment to building organizational
cultures that promote and reinforce ethical conduct and corporate responsibility.
The course is designed:
- To understand the role of ethics in business
- To gain an understanding of the individual responsibility within the Organization
- To acquire an idea of the mainstream theories and approaches used in business ethics
- To identify the risks to misconducts, malpractice and other unethical actions in business
- To awake a conciseness for the value and necessity of ethics in business
- To develop a compromise with deontology practice as an indispensable pillar towards
achieving business excellent
- To understand the fundamental tools used in corporations to develop ethical cultures
- To appropriate a desire to help oneself and others act ethically at work and in life in general
- To manage the main tools of CSR management: strategy, materiality, reporting, accountability
and measuring
- To understand the value generated by the CSR implementing inside and outside the Company

TEACHING METHODOLOGY

2
22th June 2023
IE University teaching method is defined by its collaborative, active, and applied nature. Students
actively participate in the whole process to build their knowledge and sharpen their skills.
Professor’s main role is to lead and guide students to achieve the learning objectives of the course.
This is done by engaging in a diverse range of teaching techniques and different types of learning
activities such as the following:

Learning Activity Weighting Estimated time a

student should
dedicate to prepare for
and participate in
Lectures 20.0 % 15.0 hours
Discussions 13.33 % 10.0 hours
Exercises in class, 13.33 % 10.0 hours
Asynchronous sessions,
Field Work
Group work 26.67 % 20.0 hours
Individual studying 26.67 % 20.0 hours
TOTAL 100.0 % 75.0 hours

PROGRAM

SESSION 1 (LIVE IN-PERSON)

Topic: The Role of Ethics in Business
Book Chapters: Business Ethics in Action (Chapter 1) (See Bibliography)

SESSION 2 (LIVE IN-PERSON)

Topic: Markets and Culture
Book Chapters: Business Ethics in Action (Chapters 2 & 3) (See Bibliography)

SESSION 3 (ASYNCHRONOUS)
Student presentations and discussions
Practical Case: Audi A8 - The world's first level-3 autonomous vehicle (HBS W20134-PDF-ENG)
Multimedia Material: The Inventor (Prime Video)

SESSION 4 (LIVE IN-PERSON)

Topic: Ethics & responsibility
Book Chapters: Business Ethics in Action (Chapters 4 & 3) (See Bibliography)

SESSION 5 (LIVE IN-PERSON)

Student presentations and discussions
Article: Why I am leaving Goldman Sachs (The New York Times, MARCH 14, 2012) (CED)
Multimedia Material: Video: Before the Flood (IE Library)

SESSION 6 (LIVE IN-PERSON)

3
22th June 2023
Topic: Firms and their purposes
Book Chapters: Business Ethics in Action (Chapters 6 & 7) (See Bibliography)

SESSION 7 (ASYNCHRONOUS)
Student presentations and discussions
Article: The Social Responsibility of Business is to Increase its Pro?ts (The New York Times,
September 13, 1970) (CED)
Book Chapters: Doughnut economics (ced)
Multimedia Material: Why it's time for 'Doughnut Economics' (TEDx event) (Youtube)

SESSION 8 (LIVE IN-PERSON)

Topic: Power, virtues and ethical leadership
Book Chapters: Business Ethics in Action (Chapters 8 & 9) (See Bibliography)

SESSION 9 (LIVE IN-PERSON)

Student presentations and discussions
Multimedia Material: Surveillance Capitalism (Documental VPRO) (Youtube)
Book Chapters: The man who didn't ask questions, chapter 35 (ced)

SESSION 10 (LIVE IN-PERSON)

Topic: Codes and Organizational culture. Understanding conduct risk
Book Chapters: Business Ethics in Action (Chapters 10 & 11) (See Bibliography)

SESSION 11 (ASYNCHRONOUS)
Student presentations and discussions
Technical note: Captured by Cotton (May 2011) (SOMO and ICN)
Technical note: Global Code of Conduct (Pepsico)

SESSION 12 (LIVE IN-PERSON)

Topic: CSR reports and accountability
Book Chapters: Business Ethics in Action (Chapter 13) (See Bibliography)

SESSION 13 (LIVE IN-PERSON)

Discussion Forum: Impact Investments

SESSION 14 (LIVE IN-PERSON)

Group presentations assignment II.

SESSION 15 (LIVE IN-PERSON)

Individual essay

4
22th June 2023
EVALUATION CRITERIA

criteria percentage Learning Comments

Objectives
Class Participation 25 %
Group 25 %
Presentation
Group 25 %
Presentation
Individual Work 25 %

RE-SIT / RE-TAKE POLICY

ORDINARY CALL
Students pass the subject if the average of their grades, weighted according to the above
percentages, is 5 or more.
RE-SIT / RE-TAKE POLICY
Each student has four (4) chances to pass any given course distributed over two (2) consecutive
academic years. Each academic year consists of two calls: one (1) ordinary call (during the
semester when the course is taking place); and one (1) extraordinary call (or “re-sit”) in June/July.
Students who do not comply with the 70% attendance requirement in each subject during the
semester will automatically fail both calls (ordinary and extraordinary) for that Academic Year and
have to re-take the course (i.e., re-enroll) during the next Academic Year. The Extraordinary Call
Evaluation criteria will be subject to the following rules:
- Students failing the course in the ordinary call (during the semester) will have to re-sit
evaluation for the course in June / July (except those students who do not comply with the
attendance rule, and therefore will not have that opportunity, since they will fail both calls and
must directly re-enroll in the course during the next Academic Year).
- It is not permitted to change the format nor the date of the extraordinary call exams or
deadlines under any circumstance. All extraordinary call evaluation dates will be announced in
advance and must be taken into consideration before planning the summer (e.g. internships,
trips, holidays, etc.)
- The June/July re-sit will consist of a comprehensive evaluation of the course. Your final grade
for the course will depend on the performance in this exam or evaluation only. I.e., continuous
evaluation over the semester (e.g. participation, quizzes, projects and/or other grade
components over the semester) will not be taken into consideration on the extraordinary call.
Students will have to achieve the minimum passing grade of 5 and the maximum grade will be
capped at 8.0 (out of 10.0) – i.e., “notable” in the extraordinary call.
- Re-takers: Students who failed the subject on a previous Academic Year and are now re-
enrolled as re-takers in a course will need to check the syllabus of the assigned professor, as
well as contact the professor individually, regarding the specific evaluation criteria for them as
re-takers in the course during that semester (ordinary call of that Academic Year). The
maximum grade that may be obtained as a retaker during the ordinary call (i.e., the 3rd call) is
10.0 (out of 10.0). After exams and other assessments are graded by the professor (on either
the ordinary or extraordinary call), students will have a possibility to attend a review session
(whether it be a final exam, a final project, or the final overall grade in a given course). Please
be available to attend the session in order to clarify any concerns you might have regarding
your grade. Your professor will inform you about the time and place of the review session. !

5
22th June 2023
 Students failing more than 18 ECTS credits after the June/July re-sits will be asked to leave the
Program. Please, make sure to prepare yourself well for the exams in order to pass your failed
subjects. ! In case you decide to skip the opportunity to re-sit for an exam or evaluation during
the June/July extraordinary call, you will need to enroll in that course again for the next
Academic Year as a re-taker, and pay the corresponding tuition fees. As you know, students
have a total of four (4) allowed calls to pass a given subject or course, in order to remain in the
program. Once you have made the changes and agree with the modifications, please resend
the syllabus using the same method as before.
BIBLIOGRAPHY
Compulsory
- D. Mele. (2020). Business Ethics in Action. 2nd edition. Red Globe Press. ISBN
9781137609175 (Printed)

BEHAVIOR RULES

Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

ATTENDANCE POLICY

Please, check the University's Attendance Policy here. The Program Director may
provide further indications.

ETHICAL POLICY

Please, check the University's Ethics Code here. The Program Director may
provide further indications.

6
22th June 2023
 PROGRAMMING FOR MACRO-FINANCE
Grado en Administración de Empresas / Bachelor in
Business Administration BBA SEP-2023 PFMF-
NBA.1C.f.OPT.M.A
Area Finance
Number of sessions: 25
Academic year: 23-24
Degree course:
Number of credits: 5.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: DANIEL ARRIETA RODRIGUEZ

E-mail: [email protected]

Daniel Arrieta is an Associate professor at IE and Senior Model Validation

Quant at Banco Santander where he analyses and validates cross valuation
and risk models.
Daniel has held several positions in the finance industry, including Head of
Quantitative Modeling at Haitong Bank and Senior Front Office Quant at
Espirito Santo Investment Bank, where he validated pricing and risk
measurement methodologies and supported the exotic derivatives trading desk.
He began his career as a quantitative consultant at the Grupo Analistas.
Daniel has earned a PhD in Mathematical Finance from Universidad
Complutense de Madrid, an MSc in Advanced Mathematics from U.N.E.D., and
an MSc in Quantitative Finance from Escuela de Finanzas Aplicadas

E-Mail: [email protected]
13.00 to 15.30.

PREREQUISITES

Willingness to work hard, to have a passion for Economics and Finance and to
enjoy programming.

SUBJECT DESCRIPTION

1
Edited by Documentation
13th July 2023
 This course offers a step-by-step approach to perform top quality macro-
finance analysis like in the research departments of many banks and consulting
firms.
We will cover the basic concepts of programming using Python. It is an open
source interpreted high-level programming language for general-purpose
programming. Python has a design philosophy that emphasizes code
readability, notably using significant whitespace. It provides constructs that
enable clear programming on both small and large scales.

LEARNING OBJECTIVES

The first objective of this course is to equip the students with programming
skills in Python. These coding skills transfer well to other software or languages
like Ada, C, C++, C#, Fortran, Julia, MATLAB, Perl, etc. The goal of (most)
companies is to solve problems efficiently, while the programming language is
merely a tool. Our goal is to train students who are able to use computers to
solve problems.
The second objective of this course is to train the students with basic skills to
manipulate and interpret macroeconomic and financial data.

TEACHING METHODOLOGY

IE University teaching method is defined by its collaborative, active, and applied nature. Students
actively participate in the whole process to build their knowledge and sharpen their skills.
Professor’s main role is to lead and guide students to achieve the learning objectives of the course.
This is done by engaging in a diverse range of teaching techniques and different types of learning
activities such as the following:

Learning Activity Weighting Estimated time a

student should
dedicate to prepare for
and participate in
Lectures 32.0 % 40.0 hours
Discussions 8.0 % 10.0 hours
Exercises in class, 24.0 % 30.0 hours
Asynchronous sessions,
Field Work
Group work 4.0 % 5.0 hours
Individual studying 32.0 % 40.0 hours
TOTAL 100.0 % 125.0 hours

PROGRAM

SESSION 1 (LIVE IN-PERSON)

Introduction to Python: Set up and integrated development environment (IDE) selection.

SESSION 2 (LIVE IN-PERSON)

2
13th July 2023
Introduction to Python (ii): Familiarizing with the syntax and semantics.

SESSION 3 (LIVE IN-PERSON)

Introduction to Python (iii): Libraries and basic coding.

SESSION 4 (LIVE IN-PERSON)

Introduction to Python (iv): Functions and plots.

SESSION 5 (LIVE IN-PERSON)

Introduction to Python (v): Loops and variables, recursion, modules, and files.

SESSION 6 (LIVE IN-PERSON)

Introduction to Python (vi): Data types and data structures.

SESSION 7 (LIVE IN-PERSON)

Introduction to Python (vii): Testing, debugging, exceptions and assertions.

SESSION 8 (LIVE IN-PERSON)

Introduction to Python (viii): Classes and object-oriented programming.

SESSION 9 (LIVE IN-PERSON)

Financial Time Series (i): dataset preparation and pandas basics.

SESSION 10 (LIVE IN-PERSON)

Financial Time Series (ii): financial data regression analysis.

SESSION 11 (LIVE IN-PERSON)

Financial Time Series (iii): High-Frequency Data.

SESSION 12 (ASYNCHRONOUS)
Mathematical Tools: optimization.

SESSION 13 (ASYNCHRONOUS)
Portfolio analysis and asset allocation.

SESSION 14 (LIVE IN-PERSON)

Portfolio analysis and asset allocation (ii).

3
13th July 2023
SESSION 15 (LIVE IN-PERSON)
Excel integration.

SESSION 16 (LIVE IN-PERSON)

Principal Component Analysis of a yield curve.

SESSION 17 (ASYNCHRONOUS)
Financial Derivatives Valuation Framework.

SESSION 18 (ASYNCHRONOUS)
Financial Derivatives Valuation Framework (ii).

SESSION 19 (LIVE IN-PERSON)

Monte Carlo methodology.

SESSION 20 (ASYNCHRONOUS)
Simulation of Financial Models.

SESSION 21 (ASYNCHRONOUS)
Pricing Financial Derivatives.

SESSION 22 (LIVE IN-PERSON)

Pricing Financial Derivatives (ii).

SESSION 23 (LIVE IN-PERSON)

Application to macro forecasting.

SESSION 24 (LIVE IN-PERSON)

Application to macro forecasting (ii).

SESSION 25 (LIVE IN-PERSON)

Review of the course.

EVALUATION CRITERIA

criteria percentage Learning Comments

Objectives
Final Exam 50 %
Individual work 40 %
Class Participation 10 %

4
13th July 2023
RE-SIT / RE-TAKE POLICY
Each student has four (4) chances to pass any given course distributed over two (2) consecutive
academic years. Each academic year consists of two calls: one (1) ordinary call (during the
semester when the course is taking place); and one (1) extraordinary call (or “re-sit”) in June/July.
Students who do not comply with the 70% attendance requirement in each subject during the
semester will automatically fail both calls (ordinary and extraordinary) for that Academic Year and
have to re-take the course (i.e., re-enroll) during the next Academic Year.
Regarding to the newly implemented ´liquid learning´ model, all students must still abide by the
same IEU attendance policy, including those students who are connecting remotely to class
sessions and not physically in the classroom because they are unable to be physically in Spain, on
campus. During the sessions, students connecting remotely are required to fully connect their
camera and microphone at all times, and must actively participate during the sessions (using all
necessary audiovisual equipment), just as their fellow peers who are physically present in the
classroom on campus.
The Extraordinary Call Evaluation criteria will be subject to the following rules:
- Students failing the course in the ordinary call (during the semester) will have to re-sit
evaluation for the course in June / July (except those students who do not comply with the
attendance rule, and therefore will not have that opportunity, since they will fail both calls and
must directly re-enroll in the course during the next Academic Year).
- It is not permitted to change the format nor the date of the extraordinary call exams or
deadlines under any circumstance. All extraordinary call evaluation dates will be announced in
advance and must be taken into consideration before planning the summer (e.g. internships,
trips, holidays, etc.)
- The June/July re-sit will consist of a comprehensive evaluation of the course. Your final grade
for the course will depend on the performance in this exam or evaluation only. I.e., continuous
evaluation over the semester (e.g. participation, quizzes, projects and/or other grade
components over the semester) will not be taken into consideration on the extraordinary call.
Students will have to achieve the minimum passing grade of 5 and the maximum grade will be
capped at 8.0 (out of 10.0) – i.e., “notable” in the extraordinary call.
- Re-takers: Students who failed the subject on a previous Academic Year and are now
reenrolled as re-takers in a course will need to check the syllabus of the assigned professor, as
well as contact the professor individually, regarding the specific evaluation criteria for them as
re-takers in the course during that semester (ordinary call of that Academic Year). The
maximum grade that may be obtained as a retaker during the ordinary call (i.e., the 3rd call) is
10.0 (out of 10.0).
After exams and other assessments are graded by the professor (on either the ordinary or
extraordinary call), students will have a possibility to attend a review session (whether it be a final
exam, a final project, or the final overall grade in a given course). Please be available to attend the
session in order to clarify any concerns you might have regarding your grade. Your professor will
inform you about the time and place of the review session.
- Students failing more than 18 ECTS credits after the June/July re-sits will be asked to leave the
Program. Please, make sure to prepare yourself well for the exams in order to pass your failed
subjects.
- In case you decide to skip the opportunity to re-sit for an exam or evaluation during the
June/July extraordinary call, you will need to enroll in that course again for the next Academic
Year as a re-taker, and pay the corresponding tuition fees. As you know, students have a total

5
13th July 2023
 of four (4) allowed calls to pass a given subject or course, in order to remain in the program.
BIBLIOGRAPHY
Compulsory
- Guttag, John V.. (2021). Introduction to Computation and Programming Using
Python with Application to Computational Modeling. Third Edition. The MIT Press.
ISBN 9780262542364 (Digital)
- Hilpisch, Yves. (2019). Python for Finance. 2nd Edition. O’Reilly. ISBN
9781492024330 (Printed)
Recommended
- Oosterlee, Cornelis W. and Lech A. Grzelak. (2020). Mathematical Modeling and
Computation in Finance. With Exercises and Python and MATLAB Computer Code.
First Edition.. World Scientific.. ISBN 9781786347 (Digital)
- Weiming, James Ma. (2015). Mastering Python for Finance. Packt Publishing.
ISBN 9781784394516 (Digital)
- Garita, Mauricio. (2021). Applied Quantitative Finance. Using Python for Financial
Analysis.. First Edition. Palgrave macmillan. ISBN 9783030291402 (Digital)
- Kelliher, Chris. Quantitative Finance with Python. First Edition.. CRC Press. ISBN
978103201443 (Digital)

BEHAVIOR RULES

Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

ATTENDANCE POLICY

Please, check the University's Attendance Policy here. The Program Director may
provide further indications.

ETHICAL POLICY

Please, check the University's Ethics Code here. The Program Director may
provide further indications.

6
13th July 2023
 PROJECT MANAGEMENT
Grado en Administración de Empresas / Bachelor in
Business Administration BBA SEP-2023 PM-
NBA.1C.n.OPT.M.A
Area Sustainable Development
Number of sessions: 20
Academic year: 23-24
Degree course:
Number of credits: 4.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: JOSÉ LUIS PORTELA LÓPEZ

E-mail: [email protected]

Professor JOSÉ LUIS PORTELA LÓPEZ

Experienced Executive and Renowned Lecturer in Operation, Project
Management, Procurement, and Organizational Behaviour.
•Director of the Executive Program “Project Strategic Management” at IE
Business School
•CEO Magtalent
•CEO MentoringDirectivo
•Advisor Porsche España Electric vehicle
•Advisor Arvision
•Associate professor at FINANCIAL TIMES / IE CLA. Corporate Learning
Alliance
•Operation department Associate professor at IE Business School
•Speaker at Spanish RTVE programa "la aventura del saber"
Executive MBA at IE Business School, Double Engineering degree and Phd in
Business administration at Industrial Engineering University of Madrid.
(Pending the lecture in 2019).
9 years in Honeywell Security as Strategic Sourcing for Europe, Middle East &
Africa. Before I have been Procurement Director for Europe and Operation
Director for Southern Europe. (Spain, France and Italy). 9 Years in
Pricewaterhousecopers in strategic consulting and business process
reengineering in different international projects
My numbers
+ SOCIAL NETWORK

1
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19th June 2023
 * Linkedin: +.30.000 contacts. up to 32.000 followers
* Owner of the second largest linkedin group in the world about Project
Management call “Dirección Estratégica de Proyectos IE Business School”.
+13.000 members
* Twitter: +8.000 followers
* Klout number +65 (Influencer)
+ IE BUSINESS SCHOOL
* Awarded “the Best Teacher Award Business School IE Open Programs-
Executive Education 2009-2010”
* Award for commitment executive education training 2012 at IE Business
School
* Special award-company executive in 2014 at IE Business School
* I have been awarded 38 times for academic excellence since 2008 until
today.
* Outplacement: + 3.000 mentoring

[email protected]

PREREQUISITES

Understand business strategic

SUBJECT DESCRIPTION

In this world, companies that survive are not the strongest nor the most intelligent, but the most
adaptable to change. For this reason, the market demand now more than ever professionals who
are capable of understanding the world around us, to be able to define a consistent and robust
strategy to implement the necessary changes through well-defined projects and correctly executed
In recent years, we are experiencing major environmental changes that have ever produced,
resulting in a new competitive environment affecting all sectors. In this current environment,
companies need and demand Project Managers who can strategically plan and manage projects in
order to make the necessary changes and thus compete differently.
The company and projects are increasingly linked. Companies need to innovate and therefore do
research projects have to be more efficient and thus make improvement projects must adapt to the
changing world and therefore make plans to adapt to new technologies or regulations, or they must
help others to do so, as in the case of consulting, or as with engineering firms that perform changes
in the environment in which we live.
Gone are the days when the success of the projects is only measured by traditional criteria of time
and cost. The current criteria measure the value of the investment (VOI) and not just the return on
investment (ROI), alignment with the strategy of the Company, the evolving capacity of the solution,
the appropriate use of new technologies and their since everything related to corporate social
responsibility or the absolute respect for the environment.
Project management is a relatively young and new profession, and as such, with great opportunities
for development. The methodologies and doctrines that explain provides enormous benefits in
terms of cost, quality and control for companies, besides being a powerful tool for managing
organizational change, reasons why more and more companies seeking qualified professionals
who can optimally implement it in their daily work.

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19th June 2023
Undoubtedly, project management there are many books written, most focusing on party planning,
cost control, risk management, and the critical path is calculated on a PER diagram etc. Moreover
viewing which is aimed course, most of you have experience in managing projects and I'm sure the
theoretical part of the project management and have seen several times and although it will be
reviewed will be given a expansion with a focus on business school.
Looking at the statistics (not opinions) today still most projects fail in one of its important
dimensions, as is time, cost and objectives. So I applied so far not work. From this course you want
to take a new approach to teach you to do projects in a different way
In summary I would say that the sessions would run to try a new approach to project management
in general

LEARNING OBJECTIVES

The learning objectives are as follows

1. Understand that the world is changing and to define the strategy is not enough. It needs to be
implemented
2. Understand the importance of project management within companies
3. Understand PMO and how it works
4. Learn the project management methodology
5. Identify the keys factors to define the project scope
6. Time management
7. Understand how to control the costs of a project
8. Identify the risks of a project and how they are mitigated
9. Understand how a communication plan is made
10. Identify and understand who are and how stakeholders are managed in a project
11. Managing Change
12. Understanding Resistance to Change
13. Manage expectations in a project
14. Identify roles within a team
15. Understand the phases of a team
16. Understand the importance of procurement within projects
17. Understand and apply the concepts of agile methodologies
18. Managing power within projects
19. Knowing how to lead a project
20. Know the importance of the impact on the results of any project

TEACHING METHODOLOGY

Learning Activity Weighting Estimated time a

student should
dedicate to prepare for
and participate in
Lectures 5.0 % 5.0 hours
Discussions 10.0 % 10.0 hours
Exercises in class, 50.0 % 50.0 hours
Asynchronous sessions,
Field Work
Group work 30.0 % 30.0 hours
Individual studying 5.0 % 5.0 hours
TOTAL 100.0 % 100.0 hours

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19th June 2023
PROGRAM

SESSION 1 (LIVE IN-PERSON)

Introduction to Project Management
- What is the relation between strategic and project management
- Why is so important project management for your profesional background
- When are you going to use project management

SESSION 2 (LIVE IN-PERSON)

DEFINITION OF PROJECT.
This first session is an introduction to the study of Project Management; What is a project ?
+ Introduction to Project Management.
+ Project management as a critical competency of Business
+ What areas or processes are adequate to undertake projects?
+ Project Phases.
+ What is the objetive of any project?
+ Project Definition.
+ The project management process: knowledge areas of project management (PMBOK)
+ How do you measure the success of a project?

SESSION 3 (LIVE IN-PERSON)

SCOPE MANAGEMENT
The first or one of the first responsibilities of a project manager is to define its scope. What part of
our project and what is not included? The reason seems obvious but it is usually one of the major
flaws that can make a Project Manager.
- Project Scope.
- How to define objetives
- Scope document

SESSION 4 (LIVE IN-PERSON)

SCOPE MANAGEMENT
Most of the project are over cost, due the fact, there is a change in the scope. It is key to undertand
how to control this process
- What does contain the Scope document?
- Scope Change
- Scope change process

SESSION 5 (LIVE IN-PERSON)

TIME MANAGEMENT
The timeliness of the project, along with compliance costs, usually one of the variables that are
used most often to evaluate project results and, therefore, the performance of the Project Manager.
The most common terms control and new technical developments in this area are reviewed.
- control levels
- Time estimates

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19th June 2023
 - Planning tools
- Critical path
- WBS: Work Brakedown Structure

SESSION 6 (LIVE IN-PERSON)

Agile methodologies
- Understand Agile values and principles, and how to build the discipline to support those
principles in your everyday practice
- Appreciate the history of Agile and how the collection of principles and practices came together
to enable customer success
- SCRUM

SESSION 7 (LIVE IN-PERSON)

COST CONTROL
In every project we have to be able to In defining the budget. The most important part is how to
control after the deviations that occur, and therefore as to monitor the project
- Estimates. How to do it?
- Cost control
- Change scope
- Earned value

SESSION 8 (LIVE IN-PERSON)

QUALITY MANAGEMENT
The quality must be understood as the interpretation of the scope of the project. The key to
managing quality is being able to measure and define a KPI that allows us to evaluate
- Quality Management and Projects.
- Prevention and Inspection
- Quality Control.
- Quality Assurance.
- Continuous Improvement.

SESSION 9 (LIVE IN-PERSON)

RISK MANAGEMENT
In an extremely volatile market in which prices or the availability of resources are at best uncertain
and where the possibilities of transferring risks are increasingly limited, project risk management is
an essential tool for the success of the projects.
- Planning Risk Management.
- Risk Identification.
- Risk Analysis.
- Risk Assessment.
- Risk Management Strategies.

SESSION 10 (LIVE IN-PERSON)

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19th June 2023
we would discuss in forum the follow
We should have to identify top takeaways of
- Scope management
- Time Management
- Risk management
- Cost management
- Quality management

SESSION 11 (LIVE IN-PERSON)

COMMUNICATION MANAGEMENT
Focus on how through communication can influence the way you manage projects contributing to
their success
- Reflection on whether projects fail and why they do
- Curve change management. Another view on the curve change management applied to
projects, people and organizations
- Planning communications within the project environment
- Stakeholders. How to identify
- Formula of Change Resistance. Viewpoint teacher jose luis Portela.
- Distribution of information within the environment of projects
- Communication skills.
- Documents. What kind of documents are really needed in the projects?
- Performance reports on projects. Does it really count for something? What are serving?
- Administrative Closure of projects

SESSION 12 (LIVE IN-PERSON)

Forum
We are going to comment about some advertisement. The key element is to check if they are good
or not.

SESSION 13 (LIVE IN-PERSON)

RESOURCE MANAGEMENT
1. Understanding the dynamics of the sessions and introduction of the course objectives
2. Introduction to resource management
3. Competitive Advantage. Michael Porter. Analysis of contradiction.
4. How to identify the best profiles.
5. Difference Between Culture and Climate
6. How to organize teams in a more effective way

SESSION 14 (LIVE IN-PERSON)

RESOURCES

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19th June 2023
7. Golden rules. Dale Carnegie
8. Organizational structures. Its importance when planning the same
9. Understand why projects fail. Analysis of the interests of those involved
10. Acquisition staff
a. Competition
b. Troubleshooting
c. Responsibility
11. How to outsource the company?
12. Management salaries. How important is the wage in the retention of talent?
13. What is the difference between groups and teams?
14. Review Belbin roles
15. What conclusions are drawn from Belbin roles?
16. How do you get a team to be effective?
17. Understand that means the resistance to change
a. What is it?
b. How is it prevented?

SESSION 15 (LIVE IN-PERSON)

Read and solve Open Master Case
Practical Case: Masters Series Madrid (OPE010098-U-ENG-HTM)

SESSION 16 (LIVE IN-PERSON)

We are going to discuss why projects fail.
1. Identify key elments
2. Talk about some key examples

SESSION 17 (LIVE IN-PERSON)

Final group presentations

SESSION 18 (LIVE IN-PERSON)

We are going to discuss what you should do if you are the former president of one country to solve
Covid19 issue

SESSION 19 (LIVE IN-PERSON)

Review the takeaways of Project Management

SESSION 20 (LIVE IN-PERSON)

Final exam

EVALUATION CRITERIA

The criteria will be the follow:

- Class participation
- Individual test
- Group presentation

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 criteria percentage Learning Comments
Objectives
Class Participation 20 % class attention
Final Exam 40 % final test
Group 40 % group presentation
Presentation

RE-SIT / RE-TAKE POLICY

RE-SIT / RE-TAKE POLICY
Each student has four (4) chances to pass any given course distributed over two (2) consecutive
academic years. Each academic year consists of two calls: one (1) ordinary call (during the
semester when the course is taking place); and one (1) extraordinary call (or “re-sit”) in June/July.
Students who do not comply with the 70% attendance requirement in each subject during the
semester will automatically fail both calls (ordinary and extraordinary) for that Academic Year and
have to re-take the course (i.e., re-enroll) during the next Academic Year.

The Extraordinary Call Evaluation criteria will be subject to the following rules:
? Students failing the course in the ordinary call (during the semester) will have to re-sit
evaluation for the course in June / July (except those students who do not comply with the
attendance rule, and therefore will not have that opportunity, since they will fail both calls and must
directly re-enroll in the course during the next Academic Year).
? It is not permitted to change the format nor the date of the extraordinary call exams or
deadlines under any circumstance. All extraordinary call evaluation dates will be announced in
advance and must be taken into consideration before planning the summer (e.g. internships, trips,
holidays, etc.)
? The June/July re-sit will consist of a comprehensive evaluation of the course. Your final grade
for the course will depend on the performance in this exam or evaluation only. I.e.,
continuous evaluation over the semester (e.g. participation, quizzes, projects and/or other grade
components over the semester) will not be taken into consideration on the extraordinary call.
Students will have to achieve the minimum passing grade of 5 and the maximum grade will be
capped at 8.0 (out of 10.0) – i.e., “notable” in the extraordinary call.
? Re-takers: Students who failed the subject on a previous Academic Year and are now re-enrolled
as re-takers in a course will need to check the syllabus of the assigned professor, as well as
contact the professor individually, regarding the specific evaluation criteria for them as re-takers in
the course during that semester (ordinary call of that Academic Year). The maximum grade that
may be obtained as a retaker during the ordinary call (i.e., the 3 rd call) is 10.0 (out of 10.0).
After exams and other assessments are graded by the professor (on either the ordinary or
extraordinary call), students will have a possibility to attend a review session (whether it be a final
exam, a final project, or the final overall grade in a given course). Please be available to attend the
session in order to clarify any concerns you might have regarding your grade. Your professor will
inform you about the time and place of the review session.
! Students failing more than 18 ECTS credits after the June/July re-sits will be asked to leave
the Program. Please, make sure to prepare yourself well for the exams in order to pass your
failed subjects.
! In case you decide to skip the opportunity to re-sit for an exam or evaluation during the
June/July extraordinary call, you will need to enroll in that course again for the next Academic Year
as a re-taker, and pay the corresponding tuition fees. As you know, students have a total of four
(4) allowed calls to pass a given subject or course, in order to remain in the program.

BEHAVIOR RULES

Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

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19th June 2023
ATTENDANCE POLICY

Please, check the University's Attendance Policy here. The Program Director may
provide further indications.

ETHICAL POLICY

Please, check the University's Ethics Code here. The Program Director may
provide further indications.

9
19th June 2023
REAL ESTATE ECONOMICS & FINANCE
Grado en Administración de Empresas / Bachelor in
Business Administration BBA SEP-2023 REEF-
NBA.1C.n.OPT.M.A
Area Finance
Number of sessions: 25
Academic year: 23-24
Degree course:
Number of credits: 5.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: ROBERTO KNOP MUSZYNSKI

E-mail: [email protected]

PhD, MRICS, MFIA, CESGA

Professional with extensive experience in: financial markets (consultancy,
management and risks), banking (management and risks), real estate
(management, risks, consultancy and valuation). Extensive teaching activity in
national and international postgraduate courses related to finance and real
estate. Extensive publication activity in financial matters.
Academic background:
PhD in Economic and Business Sciences in "Banking and Stock Exchange" at
the Universidad Autónoma de Madrid. Thesis developed on real estate
guarantees: "Determining factors in the quotation and valuation of loans with
real guarantee". Rating: Cum Laude. July 2018
Degree in Economics and Business Administration from the Universidad
Autónoma de Madrid, specialising in Economic Structure. June 1991.
MFIA Master. Financial Master in Alternative Investments. (Id: 49830)
MRICS: Accredited since October 2017
CESGA (Certiifed ESG Analyst): Accredited since December 2021
Academic experience:
Professor in various courses held during the last thirty one years (1991-2023)
in different financial institutions, regulatory institutions, universities,
supranational bodies and business school. Topics: finance, capital markets,
derivatives valuation, management, risks and real estate.
The classes have been given in Spanish as well as in English. Highlights of the
courses are as follows:
Instituto de Empresa: Capital Markets (MIM, Bachelor in Spain and Saudi
Arabia-Altamayyuz Programs), Real Estate (MIM, Bachelor in Spain), Real
Estate (IMBA).

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 Banco Bilbao Vizcaya Argentaria, Banco de España,Banco Interamericano de
Desarrollo, Banco Popular, Banco Santander, Banesto, Banif, Bankia, Bolsa de
Valores de Colombia, Bulbank (Sofia-Bulgaria), Comisión Nacional del
Mercado de Valores (CNMV), Confederación Española de Cajas de Ahorro
(CECA), Deusto, Deutsche Bank, Ernest & Young, Escuela de Economía,
Escuela de Finanzas Aplicadas, Escuela de Negocios
NovaCaixaGalicia, Fundacion Abanca, Fundación de Estudios
Financieros, ICADE, IESIDE, IFAES, ING, Instituto Canario de
Empresa, Instituto de Crédito Oficial, Instituto de Estudios Bursátiles
(IEB), Instituto de Estudios Financieros (IEF), Instituto de Estudios Superiores
de Administración (IESA) Caracas-Venezuela, Instituto de Estudios Superiores
San Pablo CEU, Instituto Español de Analistas Financieros, Instituto
BME, Ministerio de Finanzas Ecuador, Morgan Stanley, Options & Futures
Institute, Peat Marwick, Tesoro Público, UNED, Unespa, Universidad de
Oviedo, West LB- Düsseldorf, Zurich Insurance.
Professional experience:
Analistas Financieros Internacionales. Head of Data Analytics, (May 2020-
currently)
Jones Lang Lasalle Head of Valuations & Senior Advisor (2017- currently)
SAREB (Spanish Bad Bank). Director of Risk and Valuations (2013-2017)
Banesto. Director of Treasury Risks (2008-2013)
Barclays. Director of ALM Risks and structuring (2002-2008)
Santander Bank. Director of Methodologies Market Risk (1996-2002)
Analistas financieros Internacionales: Derivative Instruments analyst (1991-
1996)

Monday-Friday: 9:00 AM-18:00 PM

PREREQUISITES

Basic knowledge of financial mathematics as well as macroeconomics and microeconomics,

especially with regard to demand and supply functions, is desirable.
Fundamental knowledge of the main economic sectors, their interrelation with the financial sector
and their contribution to GDP is recommended.

SUBJECT DESCRIPTION

This subject will cover the fundamental aspects related to investment in real estate assets as well
as their financing. The different types of real estate assets and the vehicles through which both
direct and indirect investments can be made will be explained. The risks, advantages and
disadvantages and general characteristics of the different real estate investments will be identified.

LEARNING OBJECTIVES

The main objectives are to provide the student with all the knowledge that revolves around real
estate assets, their impact on the economy, their weight in the portfolios of international investors.
The student will be trained in knowledge, valuation, management and impact of real estate assets
on the economy and finance.

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19th June 2023
TEACHING METHODOLOGY

Learning Activity Weighting Estimated time a

student should
dedicate to prepare for
and participate in
Lectures 16.0 % 20.0 hours
Discussions 8.0 % 10.0 hours
Exercises in class, 24.0 % 30.0 hours
Asynchronous sessions,
Field Work
Group work 12.0 % 15.0 hours
Individual studying 40.0 % 50.0 hours
TOTAL 100.0 % 125.0 hours

PROGRAM

SESSION 1 (LIVE IN-PERSON)

Introduction to real estate
a. History of real estate in International & Types of real estate assets
b. Financial-real estate crisis 2007

SESSION 2 (LIVE IN-PERSON)

Introduction to real estate
c.COVID - Financial-real estate crisis 2020

SESSION 3 (LIVE IN-PERSON)

Introduction to real estate
Types of real estate assets

SESSION 4 (LIVE IN-PERSON)

Introduction to real estate
Real estate and financial sector relationships

SESSION 5 (LIVE IN-PERSON)

Introduction to real estate
Performance & return metrics

SESSION 6 (LIVE IN-PERSON)

Real estate mathematics: Interest rates, curves, discount functions

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19th June 2023
a. Interest rate basic treatment, conventions and algebra
b. Yield curve analysis
c. Curves treatment
Excel based exercises

SESSION 7 (LIVE IN-PERSON)

Real estate mathematics: Interest rates, curves, discount functions
d. Discount function calculation
e. Forward rate calculations
f. Cash flows treatment for real estate valuation
Excel based exercises

SESSION 8 (LIVE IN-PERSON)

Real estate economics
a. Demand factors
-Elasticity
-Endogenous determinants
-Exogenous determinants

SESSION 9 (LIVE IN-PERSON)

Real estate economics
b. Supply factors
-Elasticity
-Drivers
-New construction profile

SESSION 10 (LIVE IN-PERSON)

Real estate economics
c. Price adjustments

SESSION 11 (LIVE IN-PERSON)

Real Estate Valuation
a. Introduction
b. Types of valuation
c. Real estate valuations methodologies: comparables

SESSION 12 (LIVE IN-PERSON)

Real Estate Valuation
c. Real estate valuations methodologies: discount cash flows

SESSION 13 (LIVE IN-PERSON)

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19th June 2023
Real Estate Valuation
c. Real estate valuations methodologies: residual value methods

SESSION 14 (LIVE IN-PERSON)

Real Estate Valuation
Case study and groups presentation

SESSION 15 (LIVE IN-PERSON)

Real Estate Valuation
Case study and groups presentation

SESSION 16 (LIVE IN-PERSON)

Capital markets: Financial products linked to real estate assets
a. Mortgages
Excel based exercises

SESSION 17 (LIVE IN-PERSON)

Financial products linked to real estate assets
b. Securitizations (MBS, ABS)
Excel based exercises

SESSION 18 (LIVE IN-PERSON)

Financial products linked to real estate assets
c. Covered bonds
d. Special vehicles

SESSION 19 (LIVE IN-PERSON)

Real estate capital markets
a. The role of real estate in an investment portfolio
Direct Invesments
Indirect Invesments: REITS, ETF and others
b. Real estate investment management
c. The four quadrants

SESSION 20 (LIVE IN-PERSON)

Real estate capital markets
Private debt and equity
a. Traditional mortgage loans
b. Design, risks, and monitoring

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19th June 2023
SESSION 21 (LIVE IN-PERSON)
Real estate capital markets
Private debt and equity
c. Pricing mortgage loans
d. Non-Bank balance sheet lenders

SESSION 22 (LIVE IN-PERSON)

Real estate capital markets
Private debt and equity
e. Crowdfunding
f. Direct lending

SESSION 23 (LIVE IN-PERSON)

Real estate capital markets
Private debt and equity
g. Non performing loans and portfolio management

SESSION 24 (LIVE IN-PERSON)

Real estate capital markets
Private debt and equity
Real Estate Investments Trustees. REITS

SESSION 25 (LIVE IN-PERSON)

EXAM
The exam will consist of a specific number of multichoice questions that will be weighted equally.
There are 4 possible answers with only one being correct. Negative answers will not be deducted.
The questions will be asked one at a time, and it will not be possible to go back and modify the
ones previously answered.

EVALUATION CRITERIA

The approach of the subject is eminently practical and both fundamental concepts and practical
implementation of everything explained will be evaluated. For this purpose, technical cases will be
constantly developed in class with the use of spreadsheets.
The students' ability to implement models that allow the evaluation of real estate investments is
valued.

criteria percentage Learning Comments

Objectives
Final Exam 50 %
Intermediate tests 10 %
Individual work 0%

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19th June 2023
 Individual 0%
presentation
Group Work 0%
Other 0%
Group 20 %
Presentation
Class Participation 20 %

RE-SIT / RE-TAKE POLICY

Each student has four (4) chances to pass any given course distributed over two (2) consecutive
academic years. Each academic year consists of two calls: one (1) ordinary call (during the
semester when the course is taking place); and one (1) extraordinary call (or “re-sit”) in June/July.
Students who do not comply with the 70% attendance requirement in each subject during the
semester will automatically fail both calls(ordinary and extraordinary) for that Academic Year and
have to re-take the course (i.e., re-enroll) during the next Academic Year.
The Extraordinary Call Evaluation criteria will be subject to the following rules:
Ø Students failing the course in the ordinary call (during the semester) will have to re-sit evaluation
for the course in June / July (except those students who do not comply with the attendance rule,
and therefore will not have that opportunity, since they will fail both calls and must directly re-enroll
in the course during the next Academic Year).
Ø It is not permitted to change the format nor the date of the extraordinary call exams or deadlines
under any circumstance. All extraordinary call evaluation dates will be announced in advance and
must be taken into consideration before planning the summer (e.g. internships, trips, holidays, etc.)
Ø The June/July re-sit will consist of a comprehensive evaluation of the course. Your final grade for
the course will depend on the performance in this exam or evaluation only. I.e., continuous
evaluation over the semester (e.g. participation, quizzes, projects and/or other grade components
over the semester) will not be taken into consideration on the extraordinary call. Students will have
to achieve the minimum passing grade of 5 and the maximum grade will be capped at 8.0 (out of
10.0) – i.e., “notable” in the extraordinary call.
Ø Re-takers: Students who failed the subject on a previous Academic Year and are now re-enrolled
as re-takers in a course will need to check the syllabus of the assigned professor, as well as
contact the professor individually, regarding the specific evaluation criteria for them as re-takers in
the course during that semester (ordinary call of that Academic Year). The maximum grade that
may be obtained as a retaker during the ordinary call (i.e., the 3rd call) is 10.0 (out of 10.0).
After exams and other assessments are graded by the professor (on either the ordinary or
extraordinary call), students will have a possibility to attend a review session (whether it be a final
exam, a final project, or the final overall grade in a given course). Please be available to attend the
session in order to clarify any concerns you might have regarding your grade. Your professor will
inform you about the time and place of the review session.
! Students failing more than 18 ECTS credits after the June/July re-sits will be asked to
leave the Program. Please, make sure to prepare yourself well for the exams in order to pass your
failed subjects.
! In case you decide to skip the opportunity to re-sit for an exam or evaluation during the
June/July extraordinary call, you will need to enroll in that course again for the next Academic Year
as a re-taker, and pay the corresponding tuition fees. As you know, students have a total of four (4)
allowed calls to pass a given subject or course, in order to remain in the program

BIBLIOGRAPHY
Recommended
- William J. Poorvu.. The real estate game.. ISBN 9780684855509 (Digital)
- Peter Linneman. Real Estate Finance and Investment. ISBN 9780615825670

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19th June 2023
(Digital)
- Eric Shapiro. Modern Methods of valuation.. ISBN 9781138673205 (Digital)
BEHAVIOR RULES

Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

ATTENDANCE POLICY

Please, check the University's Attendance Policy here. The Program Director may
provide further indications.

ETHICAL POLICY

Please, check the University's Ethics Code here. The Program Director may
provide further indications.

8
19th June 2023
REGULATION OF FINANCIAL MARKETS
Grado en Administración de Empresas / Bachelor in
Business Administration BBA SEP-2023 RFM-
NBA.1C.n.OPT.M.A
Area Finance
Number of sessions: 15
Academic year: 23-24
Degree course:
Number of credits: 3.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: EUDALD CANADELL CASANOVA

E-mail: [email protected]

Professor: EUDALD CANADELL CASANOVA

Eudald Canadell is Director of Research and Statistics at the CNMV (Comisión
Nacional del Mercado de Valores), the Spanish financial markets regulatory
and supervisory agency. He has spent most of his career working in the
international regulatory and financial markets field. He holds a degree in
Economics from the University of Barcelona and an MSc in Economics from the
University of Minnesota, where he focused on Financial Economics and
Econometrics, and taught (T.A) Managerial Economics and Microeconomics.
He has also completed advanced management courses at several business
schools including the INSEAD (AMP 2008).
Prof. Canadell had been at an early stage of his professional career a director
at the CNMV, where he was responsible for economic analysis and
international relations, having intervened in the negotiation of several European
directives in finance. Subsequently he was appointed Secretary General of
IOSCO, a position he held for four years. During his tenure IOSCO developed
and approved, among other policies, the first Principles for the Regulation and
Supervision of Securities Markets (1998), adopted subsequently by the IMF to
assess the quality of regulatory and supervisory systems around the world.
Prof. Canadell has also served as a senior executive at financial markets and
international financial companies, including the Financial Derivatives Exchange
in Spain (MEFF), and Standard & Poor’s Index Services, where he held the
position of Managing Director for Europe during 6 years. Subsequently he
worked on compliance related matters at a Spanish major bank, and as a
senior vice-president at the consultancy Company Compass Lexecon,
immediately before re-joining the CNMV.

[email protected]

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 Professor: VÍCTOR RODRÍGUEZ QUEJIDO
E-mail: [email protected]

Professor: VÍCTOR RODRIGUEZ QUEJIDO

Place and date of birth: Madrid, March 1974
Education and degrees
Master’s Degree in Economics and Business, business section, accounting and
auditing, UAM – Universidad Autónoma de Madrid (1997)
Complementary training in financial derivatives
Professional activities
Comisión Nacional del Mercado de Valores (CNMV) (Spanish securities
markets supervisor)
June 2015 :General Director of Policy and International Affairs
The general directorate includes four departments: Policy and Innovation,
Research and Statistics, International Affairs and Resolution of investment
firms and Central Counter Parties (CCPs).
Some relevant tasks included that could be highlighted are the following:
- Direct membership of international bodies like a high level committee of
the Financial Stability Board (SCSI) and the European Systemic Risk Board
(chaired by the European Central Bank President)
- Support and occasional alternate role in the European Securities
Markets Authority (ESMA) bodies and in the International Organization of
Securities Commissions (IOSCO)
- Member of the governing body of the Instituto Iberoamericano del
Mercado de Valores (IIMV)
- Institutional relationships with other governmental areas and with private
stakeholders
- Coordination and direction of CNMV’s role in the regulatory process
- Fintech (including all matters related to cryptoassets, management of
the CNMV’s innovation hub and the sandbox)
- Cybersecurity of regulated entities
- Sustainable finance
- CNMV´s strategy and annual plan of activities
- Risks management
- Supervision of benchmarks’ administrators and contributing entities
- Financial stability including direct membership of the Spanish
macroprudential authority technical committee (chaired by the vice-governor of
the Bank of Spain)
- All kind of economic and financial analysis publications
- Cooperation in the relationship with the employees’ representatives
- Final responsibility on the CNMV’s website
- Financial literacy activities
The position implies being a member of the CNMV’s Management Committee
and reporting to the Chair, the Executive Committee and the Board on a regular
basis.
Around 70 people work directly under the umbrella of the general directorate.

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19th June 2023
2011-2015 Chief of Staff of the CNMV
Leading a team of 6 people and including the communication and media area
and with two consecutive CNMV’s Chairs. Member of the CNMV’s
Management Committee. Member of the committee in charge of the
surveillance of the arbitrage process for preference shares. Member of the
commission that proposed the new corporate governance code.
June 2006 Technical Secretary of the Advisory Committee of the CNMV
The Advisory Committee is a consultative body that advises the CNMV’s
Board. It is composed by members representing the different areas of the
Spanish financial sector and the regional governments of those regions with a
stock exchange.
Its main task is to issue an opinion about every piece of financial regulation
proposed by the government or the CNMV before its final approval.
2007 – 2011 Advisor to the Office of the Chairman
As deputy chief of staff.
2001 – 2007 Senior Officer in Market Infrastructures and Accounting
Monitoring the activity of the management companies of the stock exchanges,
derivatives and fixed income markets and central securities depositary.
Introduction of the IFRS (International Financial Reporting Standards) in Spain
and member of the committee in charge of the official translation.
International committees of accounting and auditing.
2000 – 2001 Officer in the Secondary Markets Department
In charge of the fixed income market supervision and the surveillance of the
daily settlement of the central securities depositary.
1999 – 2000 Officer in the Financial Intermediaries Department
Financial intermediaries’ solvency supervision.
1998 – 1999 Junior Officer in the Primary Markets Department
Approval of issuances’ prospectus.
Grupo CP (consulting group)
1997 - 1998 Consultant (SAP)
Publications and academic activities
· Member of the FIDE (Fundación para la Investigación del Derecho
Empresarial) Foundation Academic Council and Co-director of its Financial
Markets Forum.
· “Criptoactivos: naturaleza, regulación y perspectivas” (Cryptoassets:
nature, regulation and perspectives). Observatorio de divulgación financiera
(ODF) de la Fundación de Estudios Financieros, November 2019.
· “El IBEX 35: Una historia de éxito” ("IBEX 35: A Success story").
Economic News May 25, 2017.
· “Resolución de entidades de contrapartida central: una aproximación en
un entorno postcrisis” (“Resolution of central counterparties: Approach in the
global regulatory agenda and response in the European Union”), with José
Manuel Portero. Revista de Estabilidad Financiera del Banco de España, Num.
29, November 2015.
· “Hacia un sistema financiero español más equilibrado: el papel de los
mercados de valores” (“Towards a more balanced Spanish financial system:
the role of the securities markets”), Papeles de la Fundación de Estudios
Financieros nº 47, 2012.

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 · “Transparency in securities markets”, with Fernando Restoy. Moneda y
Crédito, nº 230, 2010.
· “La nueva estructura de la supervisión financiera europea” (“The new
structure of European financial supervision”), with Montserrat Martínez Parera.
Quarterly Bulletin, IV 2009. CNMV.
· “La crisis financiera y el valor razonable. Debate en torno a su impacto y
evaluación de las medidas adoptadas” (“The financial crisis and fair value.
Debate on its impact and evaluation of the measures taken”), with Eduardo
Manso. Quarterly Bulletin, IV 2008. CNMV.
· “Cambios en los mercados financieros y su reflejo en España” (“Changes
in the financial markets and their reflection in Spain”).

[email protected]

PREREQUISITES

No prerequisites

SUBJECT DESCRIPTION

This course will focus on the economic principles underlying the regulation and supervision of the
financial sector with a particular focus on non-banking sector or activities, and on the interrelations
between macroeconomic policy and financial stability from the regulatory perspective.
It will analyze, in particular, those elements of non-bank financial markets regulation and
supervision that set it aside from other regulated sectors in the economy, and which are directly
associated with the crucial role of this sector in companies´ funding and investment opportunities
for all kind of investors.
We will examine in some detail the different pillars of financial markets regulation: conduct of
business rules, market and markets´ infrastructures functioning and rules, corporate governance
and financial stability, and their different translation in particular into the regulation and supervision
of financial markets and their actors, with special attention to the relevant European Directives in
this field (Market Abuse Directive, MIFID, etc.)
Financial Stability and Macroeconomic Policy stand nowadays in the core of the work and concerns
of regulators, supervisors and politicians around the world, including all the major multilateral
international organizations. The Covid – 19 pandemic and the fiscal and monetary measures
undertaken by the authorities, with their obvious impact on the soundness of financial institutions
and subsequent effects on systemic risk and financial stability, greatly emphasized this trend which,
in any case, was already under way before the crisis. Thus, a part of this course will be devoted to
the associated issues.
Finally, two major issues are now in the center of attention of the concerns of politicians and
financial actors worldwide. Sustainability (which includes climate related but also governance and
social issues) and Cryptoassets and FinTech. Naturally, these issues will also be covered.
Financial regulation (globally or partially) arouses significant criticism amongst the industry, interest
groups and, last, but not least, academia. We will, thus, time permitting, address some of these
criticisms and, in particular, will examine to what extent the benefits of regulation are larger than the
costs inflicted by it to participants. We will do this by means of examining costs and benefits of
particularly relevant pieces of current regulation

LEARNING OBJECTIVES

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The main objective of the course is to complement students acquired knowledge on financial
markets, institutions, analytical tools and methodologies with a view and understanding (based on
the underlying economic foundations) of the regulatory structure of financial markets and
institutions as it relates to financial activity, financial stability and macroeconomic policies

TEACHING METHODOLOGY

The methodology will be a combination of theoretical classes with a number of examples of

regulatory or supervisory practice in the various areas of financial markets reguklationb, worldwide
but with a particular accent on European regulation and practice. Students will be required to pose
questions in class and to be ready to respond to lecturers and colleagues questions or enquiries.
Also, pairs of syudents will be expected to develop and present in class a paper/study/ case
centered either on a particular example of regulation / market practice / or any other issue relevant
in financial markets whith a regulatory or supervisory angle. Finally, there will be a final exam which
will cover the complete syllabus, with theoretical and practical questions and a text commentary.
Learning Activity Weighting Estimated time a
student should
dedicate to prepare for
and participate in
Lectures 29.33 % 22.0 hours
Discussions 13.33 % 10.0 hours
Exercises in class, 0.0 % 0.0 hours
Asynchronous sessions,
Field Work
Group work 26.67 % 20.0 hours
Individual studying 30.67 % 23.0 hours
TOTAL 100.0 % 75.0 hours

PROGRAM

SESSION 1 (LIVE IN-PERSON)

INTRODUCTION: Principles and goals of financial regulation

Economic foundations of regulation

The overarching goals of financial regulation:
Efficiency in market organization
Integrity in financial markets transactions (conduct of business rules) and in the relationships
between financial entities and their clients.
Solvency of the financial system (micro-prudential supervision applied to individual financial
entities)
Monitoring the stability of the financial system (macro-prudential supervision, applied to the so-
called systemic entities, markets, trading platforms and clearing, settlement and payment systems,
etc.)
Regulations common to banking and non-banking activities: Prudential rules for securities markets
entities mirroring those applicable to banks, and conduct of business rules applied to banks in their
function as providers of investment services

SESSION 2 (LIVE IN-PERSON)

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SECURITIES MARKETS REGULATION
In comparison to the banking model and its regulation, the key to the appropriate performance of
securities markets and their regulation lies on the availability of complete and verifiable information
(disclosure), the transparency in the operations and the strict observance of the conduct of
business rules amongst market agents and between them and their clients.
Principles of securities regulation (IOSCO Principles)

SESSION 3 (LIVE IN-PERSON)

PRIMARY MARKETS
Regulation of information contained in prospectuses, accounting standards, relevant information,
shareholding, etc.
Debt issues and complex products. Examples (CDS, structured products, swaps, complex
derivatives, …)
Credit rating agencies regulation
Regulations applicable to managers and administrators of publicly listed companies
Corporate governance

SESSION 4 (LIVE IN-PERSON)

SECONDARY MARKETS
Regulation of systems and trading mechanisms, exchanges, derivatives exchanges, multilateral
trading matching systems, etc.
Prevention and detection of market abuse
Markets´ infrastructure regulation

SESSION 5 (LIVE IN-PERSON)

INVESTMENT SERVICES FIRMS
Regulation of conduct with the clients and in the markets
Review of practices designed to alter the orderly functioning of markets
Best execution
Front-running and client discrimination
Prudential measures applied to financial intermediaries, segregation of clients´ assets
“Know your client” rules, assessment of suitability and convenience of investments offered to
clients, fair treatment, disclosure of information provided to clients, advisory services,

SESSION 6 (LIVE IN-PERSON)

COLLECTIVE INVESTMENT VEHICLES
UCITS regulation
Investment Funds and ETFs
Alternative Investment vehicles: Hedge funds, Venture Capital etc.

SESSION 7 (LIVE IN-PERSON)

FINANCIAL STABILITY AND MACROPRUDENTIAL POLICY

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Concept of financial stability
Macroprudential policy
Examples of crisis related to systemic risk (the great financial crisis of 2008 and the COVID-19
pandemic)
Entity size, interconnections, complexity, …keys to systemic risk
Macroprudential tools: Specificity and differences with respect to those applied to banking entities

SESSION 8 (LIVE IN-PERSON)

SOURCES OF SYSTEMIC RISK
Interconnectedness, substitution degree, concentration, lack of transparency, hedging, complexity,
etc.
The role of confidence
New definitions of financial stability
New principles of IOSCO
Non Bank Financial Intermediation
Money market funds and fixed income funds
Liquidity Management tools and limits to leverage
Securitizations and Asset backed securities in general

SESSION 9 (LIVE IN-PERSON)

MACROECONOMICS AND MACROPRUDENTIAL POLICY IN ACTION
The interactions of macroeconomic shocks, macroeconomic policy (support fiscal and monetary
measures, inflation goals, interest rate and money facilities) and financial stability
The interactions between regulatory policy and macroprudential tools and financial stability and its
direct effects on macroeconomic stability
The use of microprudential policies for macroprudential goals
Macroprudential policy beyond banking
Macroprudential policy in action: recent developments, challenges and proposals
Architecture of macroprudential policy in particular countries or jurisdictions

International Institutions: ESMA, IOSCO, ESRB, FSB

SESSION 10 (LIVE IN-PERSON)

FINTECH, DLT, CROWDFUNDING
New ways of providing financial services (robo advisors…)
Innovation facilitators (innovation hubs and sandbox)
Crowdfunding
Decentralized finance (DeFi)
DLT impact on trading, clearing and settlement
Future regulation (DLT Pilot)

SESSION 11 (LIVE IN-PERSON)

CRYPTOASSETS
History and nature
Regulatory approaches
AML implications
Advertising
Future regulation (MiCA)

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19th June 2023
SESSION 12 (LIVE IN-PERSON)
SUSTAINABILITY AND CLIMATE RELATED ISSUES
Information disclosures for public companies (double materiality) and financial intermediaries (on
products and when providing investment advice)
Taxonomy and classification of economic activities
Data: third party data providers and ESG ratings

SESSION 13 (LIVE IN-PERSON)

Current topics (among others and as examples) in Financial markets regulation:
1. Benchmarks: interest rates, indices and other benchmarks in international markets. Crucial
benchmarks: LIBOR, EURIBOR and new free risk interest benchmarks. Supervision scheme
2. · Corporate governance for financial entities, remuneration, incentives, corporate responsibility

SESSION 14 (LIVE IN-PERSON)

Group assignment presentations

SESSION 15 (LIVE IN-PERSON)

Group assignment presentations

EVALUATION CRITERIA

criteria percentage Learning Comments

Objectives
Final Exam 40 %
Individual 0%
presentation
Group 0%
Presentation
Individual work 0%
Group Work 40 %
Class Participation 20 %
Intermediate tests 0%
Other 0%

RE-SIT / RE-TAKE POLICY

Each student has four (4) chances to pass any given course distributed over two (2) consecutive
academic years. Each academic year consists of two calls: one (1) ordinary call (during the
semester when the course is taking place); and one (1) extraordinary call (or “re-sit”) in June/July.
Students who do not comply with the 70% attendance requirement in each subject during the
semester will automatically fail both calls (ordinary and extraordinary) for that Academic Year and
have to re-take the course (i.e., re-enroll) during the next Academic Year. The Extraordinary Call
Evaluation criteria will be subject to the following rules:
Students failing the course in the ordinary call (during the semester) will have to re-sit evaluation
for the course in June / July (except those students who do not comply with the attendance rule,
and therefore will not have that opportunity, since they will fail both calls and must directly re-enroll
in the course during the next Academic Year).

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19th June 2023
 It is not permitted to change the format nor the date of the extraordinary call exams or deadlines
under any circumstance. All extraordinary call evaluation dates will be announced in advance and
must be taken into consideration before planning the summer (e.g. internships, trips, holidays, etc.)
The June/July re-sit will consist of a comprehensive evaluation of the course. Your final grade for
the course will depend on the performance in this exam or evaluation only. I.e., continuous
evaluation over the semester (e.g. participation, quizzes, projects and/or other grade components
over the semester) will not be taken into consideration on the extraordinary call. Students will have
to achieve the minimum passing grade of 5 and the maximum grade will be capped at 8.0 (out of
10.0) – i.e., “notable” in the extraordinary call.
Re-takers: Students who failed the subject on a previous Academic Year and are now re-enrolled
as re-takers in a course will need to check the syllabus of the assigned professor, as well as
contact the professor individually, regarding the specific evaluation criteria for them as re-takers in
the course during that semester (ordinary call of that Academic Year).
The maximum grade that may be obtained as a retaker during the ordinary call (i.e., the 3rd call) is
10.0 (out of 10.0). After exams and other assessments are graded by the professor (on either the
ordinary or extraordinary call), students will have a possibility to attend a review session (whether it
be a final exam, a final project, or the final overall grade in a given course). Please be available to
attend the session in order to clarify any concerns you might have regarding your grade. Your
professor will inform you about the time and place of the review session.

BIBLIOGRAPHY
Recommended
- John Armour, dan Awrey et al. (2016). Principles of Financial regulation. 1st
edition. Oxford University Press. ISBN 9780198786481 (Printed)
BEHAVIOR RULES

Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

ATTENDANCE POLICY

Please, check the University's Attendance Policy here. The Program Director may
provide further indications.

ETHICAL POLICY

Please, check the University's Ethics Code here. The Program Director may
provide further indications.

9
19th June 2023
REPORTING KPIS USING EXCEL AND BUSINESS
INTELLIGENCE TOOLS
Grado en Administración de Empresas / Bachelor in
Business Administration BBA SEP-2023 RKPI-
NBA.1C.n.OPT.M.A
Area Accounting and Management Control
Number of sessions: 15
Academic year: 23-24
Degree course:
Number of credits: 3.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: JUAN DOMINGUEZ JIMENEZ

E-mail: [email protected]

Professor JUAN DOMINGUEZ JIMENEZ

Academic Qualifications
- Ph. Doctorate in Business Administration (DBA), Nebrija University, 2010
- Master in Business Administration (MBA), EOI Business School, 1995
- B.Sc. in Economics and Business Administration, Universidad Autónoma
Madrid, 1992
Academic Experience
- Adjunct Professor, IE University, 2016-present
- Adjunct Professor of Finance and Accounting and Program Coordinator,
CUNEF, 2009-present
Fields of interest
- Financial Accounting, Managerial Accounting, Business Planning,
International Corporate Finance
Professional Experience
- Independent business advisor, 2015-present
- Head of Carrier Services at Vodafone, 2014-2015
- Wholesale Business and Interconnection Director at ONO, 2013-2014
- Director of Business Control at ONO, 2010-2012
- TV Operations Director at ONO, 2005-2010
- General Manager Estreno Digital at Grupo AUNA 2001-2005
- CFO at Estreno Digital at Grupo AUNA 2000-2001
- Controller at Uno-e Bank at BBVA 1999-2000
- Controller / Treasurer at Hewlett-Packard. 1995-1999

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 [email protected]

PREREQUISITES

A basic background and command in Excel is MANDATORY.

Knowledge of the basic management control concepts and techniques is
desirable.

SUBJECT DESCRIPTION

Information Systems have evolved rapidly in recent years, bringing a new

vision not only in the quantity and form, but in the time in which businesses
obtain the necessary information to make decisions and to report business
performance.
This course shows how Excel can help a business to improve its business
performance reporting. Using a hands-on method, the course covers the main
reporting capabilities of Microsoft Excel. The course provides also an
introduction to Power BI.

LEARNING OBJECTIVES

This course objectives are:

- Know the different reporting capabilities of Microsoft Excel for Windows.
- Understand the basics about how to design a KPI, an operational dashboard
and a balance scorecard.
- Design and prepare a final project using the covered reporting tools
- Introduction to Microsoft Power BI (understanding the difference with
Microsoft Excel).

TEACHING METHODOLOGY

IE University teaching method is defined by its collaborative, active, and applied nature. Students
actively participate in the whole process to build their knowledge and sharpen their skills.
Professor’s main role is to lead and guide students to achieve the learning objectives of the course.
This is done by engaging in a diverse range of teaching techniques and different types of learning
activities such as the following:

Learning Activity Weighting Estimated time a

student should
dedicate to prepare for
and participate in
Lectures 24.0 % 18.0 hours
Discussions 0.0 % 0.0 hours
Exercises in class, 21.33 % 16.0 hours
Asynchronous sessions,
Field Work
Group work 33.33 % 25.0 hours

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 Individual studying 21.33 % 16.0 hours
TOTAL 100.0 % 75.0 hours

PROGRAM

SESSION 1 (LIVE IN-PERSON)

INTRODUCTION TO BUSINESS REPORTING IN EXCEL
Importance of business reporting in management control, and introduction to Excel as a business
reporting tool.
Preparing a Mac computer to use Excel for Windows
Understanging the main functionalities of Tables, and Pivot Tables

SESSION 2 (LIVE IN-PERSON)

DATA MODELLING IN EXCEL
Pivot Query and Power Pivot
Introduction to relational databases

SESSION 3 (LIVE IN-PERSON)

DEFINING MEASUREMENTS AND KPIS
Power Pivot functionalities: tables, relations, hierarchies, date/time table, calculated columns,
measures and KPIs

SESSION 4 (ASYNCHRONOUS)
OFFLINE ACTIVITY 1
Offline activity to practice data modelling using Excel Power Pivot

SESSION 5 (LIVE IN-PERSON)

DATAVISUALIZATION IN EXCEL
Pivot Tables customization, Slicers and Timelines, Pivot Charts
Designing a scorecard in Excel

SESSION 6 (LIVE IN-PERSON)

DATA MODELLING IN POWER BI
Learning how to use Microsoft Power BI (differences with Excel)

SESSION 7 (LIVE IN-PERSON)

DATAVISUALIZATION IN POWER BI
Learning how to use Microsoft Power BI (differences with Excel)

SESSION 8 (ASYNCHRONOUS)

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20th June 2023
OFFLINE ACTIVITY 2
Offline activity to practice score design using Power BI

SESSION 9 (LIVE IN-PERSON)

FINAL PROJECT: DEFINITION
Final project definition: objective, data to be used, KPIs design and excel functionalities to be used
Recapitulation and additional exercises

SESSION 10 (LIVE IN-PERSON)

FINAL PROJECT: PLANS REVIEW
Final project plans review
Recapitulation and additional exercises

SESSION 11 (LIVE IN-PERSON)

FINAL PROJECT: STATUS
Final project status
Recapitulation and additional exercises

SESSION 12 (LIVE IN-PERSON)

FINAL PROJECT: FINAL REVIEW
Final project final review

SESSION 13 (ASYNCHRONOUS)
OFFLINE ACTIVITY. WORKING ON THE FINAL PROJECT
Offline activity to complete the final projects

SESSION 14 (LIVE IN-PERSON)

FINAL PROJECT
Final project presentations

SESSION 15 (LIVE IN-PERSON)

FINAL PROJECT
Final project presentations

EVALUATION CRITERIA

OFFLINE ASSIGNMENTS
Offline assignments will require students to complete exercises about the contents covered at
class.
FINAL PROJECT
In the last part of the course the students (organized in groups) will have to design and prepare a
final project that will cover the course content and that will represent 80% of their final grading.

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20th June 2023
 criteria percentage Learning Comments
Objectives
Final project 80 %
Offline 20 %
assignments

RE-SIT / RE-TAKE POLICY

RE-SIT / RE-TAKE POLICY

Each student has four (4) chances to pass any given course distributed over two (2) consecutive
academic years. Each academic year consists of two calls: one (1) ordinary call (during the
semester when the course is taking place); and one (1) extraordinary call (or “re-sit”) in June/July.
Students who do not comply with the 70% attendance requirement in each subject during the
semester will automatically fail both calls (ordinary and extraordinary) for that Academic Year and
have to re-take the course (i.e., re-enroll) during the next Academic Year.
The Extraordinary Call Evaluation criteria will be subject to the following rules:
- Students failing the course in the ordinary call (during the semester) will have to re-sit evaluation
for the course in June / July (except those students who do not comply with the attendance rule,
and therefore will not have that opportunity, since they will fail both calls and must directly re-enroll
in the course during the next Academic Year).
- It is not permitted to change the format nor the date of the extraordinary call exams or deadlines
under any circumstance. All extraordinary call evaluation dates will be announced in advance and
must be taken into consideration before planning the summer (e.g. internships, trips, holidays, etc.)
- The June/July re-sit will consist of a comprehensive evaluation of the course. Your final grade for
the course will depend on the performance in this exam or evaluation only. I.e., continuous
evaluation over the semester (e.g. participation, quizzes, projects and/or other grade components
over the semester) will not be taken into consideration on the extraordinary call. Students will have
to achieve the minimum passing grade of 5 and the maximum grade will be capped at 8.0 (out of
10.0) – i.e., “notable” in the extraordinary call.
- Re-takers: Students who failed the subject on a previous Academic Year and are now re-enrolled
as re-takers in a course will need to check the syllabus of the assigned professor, as well as
contact the professor individually, regarding the specific evaluation criteria for them as re-takers in
the course during that semester (ordinary call of that Academic Year). The maximum grade that
may be obtained as a retaker during the ordinary call (i.e., the 3rd call) is 10.0 (out of 10.0).

After exams and other assessments are graded by the professor (on either the ordinary or
extraordinary call), students will have a possibility to attend a review session (whether it be a final
exam, a final project, or the final overall grade in a given course). Please be available to attend the
session in order to clarify any concerns you might have regarding your grade. Your professor will
inform you about the time and place of the review session.
! Students failing more than 18 ECTS credits after the June/July re-sits will be asked to leave the
Program. Please, make sure to prepare yourself well for the exams in order to pass your failed
subjects.

! In case you decide to skip the opportunity to re-sit for an exam or evaluation during the June/July
extraordinary call, you will need to enroll in that course again for the next Academic Year as a re-
taker, and pay the corresponding tuition fees. As you know, students have a total of four (4) allowed
calls to pass a given subject or course, in order to remain in the program.

BIBLIOGRAPHY
Recommended
- Marco Russoa and Alberto Ferrari. (2020). The Definitive Guide to DAX. Second
edition. Pearson Education, Inc.. ISBN 1397815090697 (Digital)

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20th June 2023
BEHAVIOR RULES

Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

ATTENDANCE POLICY

Please, check the University's Attendance Policy here. The Program Director may
provide further indications.

ETHICAL POLICY

Please, check the University's Ethics Code here. The Program Director may
provide further indications.

6
20th June 2023
 RISKS IN THE INTERNATIONALIZATION OF
COMPANIES : COUNTRY RISK
Grado en Administración de Empresas / Bachelor in
Business Administration BBA SEP-2023 RICC-
NBA.1C.n.OPT.M.A
Area Economics
Number of sessions: 15
Academic year: 23-24
Degree course:
Number of credits: 3.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: NOEMI DANS RODRIGUEZ

E-mail: [email protected]

Professor NOEMI DANS RODRIGUEZ

https://www.linkedin.com/in/noemi-dans-8199b918/?originalSubdomain=es
Academic Background
- PhD Cum Laude in Economics. UCM
- Master Degree in International Economics, UCM
Professional Experience
- CESCE (Spanish Export Credit Agency): Deputy Director
- CESCE: Head of International Relations and Country Risk
- OECD: Member of the “Group of Country Risk Experts of the OECD”
- Berne Union (the Export Credit Agencies Association): Member of the Technical Committee
and of the Investments Committee
Academic Experience
- Researcher at Euro.Mediterranean University Institute, UCM, Madrid
- Professor, IE University, Madrid.
- Professor, Escuela de Riesgos Banco Santander
- Associate Professor, Universidad Pontifica de Comillas, Madrid
- Associate Profesor, Universidad Complutense de Madrid,
Some online papers
- http://sem-wes.org/sites/default/files/revistas/01_DANS.pdf
- https://revistas.ucm.es/index.php/PADE/article/view/48672
- http://revistas.ucm.es/index.php/PADE/article/view/41100

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 - http://universidadeuropea.es/myfiles/pageposts/jiu/jiu2012/pdf/ix_jiiu_2012.pdf#page=167
- Research Interests: Country risk, foreign direct investment, credit risk
[email protected]

PREREQUISITES

None. The knowledge acquired in previous economics subjects will help.

SUBJECT DESCRIPTION

Some events occurred in the last decades such as the global crisis, terrorism, populist policies in
LATAM, Europe and USA, the debt crisis in the EU or the Arab Spring have caused a generalized
increase in Country Risk. According to the World Bank, the main multinationals and insurers
foresee an increase in socio-political and macroeconomic risks in the coming years. Country risk is
among the main obstacles for the international activity.
Since the beginning of the global crisis in 2008, we are used to talking about the spread in debt
markets, but country risk also affects trade and direct investment. In the decision-making process,
for a proper risk management to be done it is essential to i) know the risks and the factors that
cause them, ii) handle the most rigorous ratings iii) learn the mechanisms of mitigation and risk
transfer available in the market.

LEARNING OBJECTIVES

After completing this course, students will be capable of analyzing and understanding economic
and sociopolitical events and their effect on multinationals. Students will be capable of identifying
the different modalities of country risk that can affect their companies and of making their own
assessment. They will know how to manage those risks by using the mitigation and risk transfer
tools available in the market.

For this, the risk assessment methodologies of the OECD, Standard & Poor´s and Export Credit
Agencies will be analyzed.
Analytical treatment of the underlying theory will be kept as simple as possible and the course will
have a strong practical orientation. Students will work through the course on a case study project
that will require to develop a country risk assessment and a comparative analysis for two specific
countries.
Students are expected to acquire the following skills:
Cognitive:
- Capacity to frame information, academic or journalistic, on international economic and financial
events in a global vision and in the theoretical debates on country risk.
- Capacity to write analysis, reports and studies on various aspects of economic, sociopolitical
dimensions.
Instrumental:
- Use and interpretation of Index numbers
- Capacity to abstract and work with simplified versions of reality
- Familiarity with databases
- Ability to interpret and communicate financial arguments and financial analysis in precise and

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15th June 2023
 concise manner
Attitude:
- Think critically about the limits of financial integration and be able to question experts’
assessments with sound arguments
- Be open to different views and arguments regarding financial events

TEACHING METHODOLOGY

Learning Activity Weighting Estimated time a

student should
dedicate to prepare for
and participate in
Lectures 29.33 % 22.0 hours
Discussions 13.33 % 10.0 hours
Exercises in class, 13.33 % 10.0 hours
Asynchronous sessions,
Field Work
Group work 26.67 % 20.0 hours
Individual studying 17.33 % 13.0 hours
TOTAL 100.0 % 75.0 hours

PROGRAM

SESSION 1 (LIVE IN-PERSON)

Presentation
The concept of Country Risk
In this chapter, we study which events can generate losses for international trade, for banks
financing exports and for foreign companies operating abroad. The different types of country risk
are analyzed according to the social, political and macroeconomic factors that generate them.
Readings and practices will be provided in the course

SESSION 2 (LIVE IN-PERSON)

The concept of Country Risk
In this chapter, we study which events can generate losses for international trade, for banks
financing exports and for foreign companies operating abroad. The different types of country risk
are analyzed according to the social, political and macroeconomic factors that generate them.
Readings and practices will be provided in the course

SESSION 3 (LIVE IN-PERSON)

Country Risk in Exports
Country risk in exports is derived from the capacity of payment. The following types of risks are
analyzed:
- Tranfer risk
- Convertibility risk

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15th June 2023
 - Political violence risk
- Sovereign risk
Readings and practices will be provided in the course

SESSION 4 (LIVE IN-PERSON)

Country Risk Assessment in Exports
Country risk in exports is derived from the capacity of payment. The following types of risks are
analyzed:
- Tranfer risk
- Convertibility risk
- Political violence risk
- Sovereign risk
Readings and practices

SESSION 5 (LIVE IN-PERSON)

Country Risk Assessment in Exports
Country risk in exports is derived from the payment capacity. The following types of risks are
analyzed:
- Tranfer risk
- Convertibility risk
- Political violence risk
- Sovereign risk
Readings and practices will be provided in the course

SESSION 6 (LIVE IN-PERSON)

Country Risk Assessment in Foreign Direct Investments
The following types of risks are analyzed. For those risk similar to risks in exports a comparative
analysis will be carried out.
- Transfer and convertibility risk in FDI
- Political violence risk in FDI
- Expropriation risk
- Breach of contract
Readings and practices will be provided in the course
Article: Country Risk in Foreign Direct Investment: Similarities and differences with country risk in
exports. (Nómadas. Revista Crítica de Ciencias Sociales y Jurídicas Volumen Especial:
Mediterranean Perspectives | 49 (2016)) (CED)

SESSION 7 (LIVE IN-PERSON)

Country Risk Assessment in Foreign Direct Investments
The following types of risks are analyzed. For those risk similar to risks in exports a comparative
analysis will be carried out.
- Transfer and convertibility risk in FDI

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 - Political violence risk in FDI
- Expropriation risk
- Breach of contract
Readings and practices will be provided in the course
Article: Country Risk in Foreign Direct Investment: Similarities and differences with country risk in
exports. (Nómadas. Revista Crítica de Ciencias Sociales y Jurídicas Volumen Especial:
Mediterranean Perspectives | 49 (2016) © EMUI) (CED)

SESSION 8 (LIVE IN-PERSON)

Country Risk Assessment in Foreign Direct Investments
The following types of risks are analyzed. For those risk similar to risks in exports a comparative
analysis will be carried out.
- Transfer and convertibility risk in FDI
- Political violence risk in FDI
- Expropriation risk
- Breach of contract
Readings and practices

SESSION 9 (LIVE IN-PERSON)

Country Risk Assessment Methodologies and Ratings
Three different methodologies of country risk assessment are studied.
- OECD Model (Group of Experts in Country Risk of the OECD)
- Export Credit Agencies
- Standard & Poor´s.
Readings and practices will be provided in the course

SESSION 10 (LIVE IN-PERSON)

Country Risk Assessment Methodologies and Ratings
Three different methodologies of country risk assessment are studied.
- OECD Model (Group of Experts in Country Risk of the OECD)
- Export Credit Agencies
- Standard & Poor´s.
Readings and practices will be provided in the course

SESSION 11 (LIVE IN-PERSON)

Country Risk Assessment Methodologies and Ratings
Three different methodologies of country risk assessment are studied.
- OECD Model (Group of Experts in Country Risk of the OECD)
- Export Credit Agencies
- Standard & Poor´s.
Readings and practices will be provided in the course

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SESSION 12 (LIVE IN-PERSON)
Workshop: Student´s Comparative Analysis of Country Risk
This chapter consists of a workshop in which students compare the ratings of the main countries of
each geographical area and explain them with the socio-political and macroeconomic arguments
that determine the level of risk.
- LATAM (Except Emerging Economies)
- MENA
- EMERGING ECONOMIES
- ASEAN 5
- SUB-SAHARAN
- POST SOVIET STATES (Former USSR)
- MIDDLE EAST
Materials will be provided

SESSION 13 (LIVE IN-PERSON)

Country Risk Management: Risk Insurance
In the last chapter of the program, students learn to manage the country risk they will face in the
business decision making processes. The students will learn the insurance mechanisms available
in the market to be able to efficiently manage them.
- Credit Risk and Political Risk Insurance
- The Global Insurance Industry
- Export Credit Agencies (ECAs)
- Berne Union
- OCDE Consensus
- Private Insurers: ICISA
- Most Frequent Insurance Schemes
Readings and practices will be provided in the course

SESSION 14 (LIVE IN-PERSON)

Final Project presentations and debates

SESSION 15 (LIVE IN-PERSON)

Final Quiz : Multiple Choice

EVALUATION CRITERIA

criteria percentage Learning Comments

Objectives
Quiz 40 % It will consist of M-
C questions.
Requirement for
passing the
course: a minimum
of 4 over 10 in the
final exam

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 Group 40 % Group Work.
Presentation Instructions will be
handed out in a
separate
document
Class Participation 20 % Two main criteria
will be used in
reaching judgment
about your class
participation:
frequency and
quality of your
contributions to
class summaries,
practices and
debates.

RE-SIT / RE-TAKE POLICY

RE-SIT / RE-TAKE POLICY
Each student has four (4) chances to pass any given course distributed over two (2) consecutive
academic years. Each academic year consists of two calls: one (1) ordinary call (during the
semester when the course is taking place); and one (1) extraordinary call (or “re-sit”) in June/July.
Students who do not comply with the 70% attendance requirement will automatically fail both calls
(ordinary and extraordinary) for that Academic Year and have to re-take the course (i.e., re-enroll)
during the next Academic Year.
Online students are required to fully connect their camera and microphone at all times , and must
actively participate during the sessions (using all necessary audiovisual equipment)
The Extraordinary Call Evaluation criteria will be subject to the following rules:
Ø Students failing the course in the ordinary call (during the semester) will have to re-sit evaluation
for the course in June / July (except those students who do not comply with the attendance rule,
and therefore will not have that opportunity, since they will fail both calls and must directly re-enroll
in the course during the next Academic Year).
Ø It is not permitted to change the format nor the date of the extraordinary call exams or deadlines
under any circumstance. All extraordinary call evaluation dates will be announced in advance and
must be taken into consideration before planning the summer (e.g. internships, trips, holidays, etc.)
Ø The June/July re-sit will consist of a comprehensive evaluation of the course. Your final grade for
the course will depend on the performance in this exam or evaluation only. I.e., continuous
evaluation over the semester (e.g. participation, quizzes, projects and/or other grade components
over the semester) will not be taken into consideration on the extraordinary call. Students will have
to achieve the minimum passing grade of 5 and the maximum grade will be capped at 8.0 (out of
10.0) – i.e., “notable” in the extraordinary call.
Ø Re-takers: Students who failed the subject on a previous Academic Year and are now re-enrolled
as re-takers in a course will need to check the syllabus of the assigned professor, as well as
contact the professor individually, regarding the specific evaluation criteria for them as re-takers in
the course during that semester (ordinary call of that Academic Year). The maximum grade that
may be obtained as a retaker during the ordinary call (i.e., the 3rd call) is 10.0 (out of 10.0).

After exams and other assessments are graded by the professor (on either the ordinary or
extraordinary call), students will have a possibility to attend a review session (whether it be a final
exam, a final project, or the final overall grade in a given course). Please be available to attend the
session in order to clarify any concerns you might have regarding your grade. Your professor will
inform you about the time and place of the review session.
! Students failing more than 18 ECTS credits after the June/July re-sits will be asked to leave the
Program. Please, make sure to prepare yourself well for the exams in order to pass your failed
subjects.

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! In case you decide to skip the opportunity to re-sit for an exam or evaluation during the June/July
extraordinary call, you will need to enroll in that course again for the next Academic Year as a re-
taker, and pay the corresponding tuition fees. As you know, students have a total of four (4) allowed
calls to pass a given subject or course, in order to remain in the program.

BEHAVIOR RULES

Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

ATTENDANCE POLICY

Please, check the University's Attendance Policy here. The Program Director may
provide further indications.

ETHICAL POLICY

Please, check the University's Ethics Code here. The Program Director may
provide further indications.

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15th June 2023
 SERVICE DESIGN: GOOD DESIGN IS GOOD
BUSINESS
Grado en Administración de Empresas / Bachelor in
Business Administration BBA SEP-2023 SDGD-
NBA.1C.p.OPT.M.A
Area Design and Management
Number of sessions: 30
Academic year: 23-24
Degree course:
Number of credits: 6.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: KEUNWOO KIM

E-mail: [email protected]

Adjunct Professor, IE Business School

As a multi-disciplinary professional, Knu brings over 15 years of experience in brand ownership,
design strategy, creative direction, and photography to the table. His educational background
includes a Bachelor's degree in Business Management and Economics from Handong Global
University in Korea, as well as an MBA from IE Business School in Madrid.
His career started at LG International in Germany, where he spent 5 years in business development
and corporate strategy. Following his MBA, he joined Fjord as a Business Designer, where he
leveraged his expertise in business and design to create impactful design solutions. As an adjunct
professor at IE Business School and IE University, he has also had the opportunity to share his
knowledge and experience with students.
Outside of his professional pursuits, Knu is also an entrepreneur, having built his own shoe brand
from the ground up. In this role, he is responsible for branding, strategy, art direction, and design.
His passion for design is fueled by a belief in its power to make a real impact on society and effect
meaningful change.
As an ambidextrous brain, Knu is equally at home working with creativity and analytics, and he has
also built a career in photography. He is constantly seeking new ways to challenge himself and
expand his skillset, all while remaining focused on the potential of design to transform the world
around us.
- Connect on Linkedin
- Check out his brand and photography work
[email protected]

PREREQUISITES

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20th June 2023
 There are no mandatory prerequisites. Concepts, abilities, processes, and
knowledge a candidate for an BBA student must be sufficient in order to
effectively follow the development of the subject within the context of their
educational career. Even though, we expect a willingness to learn, an insatiable
curiosity about everything and proactiveness in class.

SUBJECT DESCRIPTION

The role of design in business has evolved significantly in recent years, with
many corporations incorporating design methodologies in various areas from
customer experience to innovation. Design in Buisness Good Design is Good
Business course provides an overview of design methodology and how it can
be used to provide relevant products and services to end customers. The
course will guide students through the first steps of designing a better business.

LEARNING OBJECTIVES

This course aims to provide students with an understanding of the powerful impact that design can
have on business strategy. By introducing service design methodology and tools, the course
explores an alternative approach to traditional business practices. Students will learn about
personas, service blueprints, and various business design aspects, allowing them to connect
experience design with the impact on business. The course includes both theoretical lectures and
hands-on practical exercises, as well as interactive workshops.
- Understand the importance of design in business.
- Learn basic design methodologies and principles.
- Apply design thinking to business challenges.
- Use design to enhance customer experience and drive innovation.
- Develop strategies to create relevant products and services.

TEACHING METHODOLOGY

IE University teaching method is defined by its collaborative, active, and applied nature. Students
actively participate in the whole process to build their knowledge and sharpen their skills.
Professor’s main role is to lead and guide students to achieve the learning objectives of the course.
This is done by engaging in a diverse range of teaching techniques and different types of learning
activities such as the following:

Learning Activity Weighting Estimated time a

student should
dedicate to prepare for
and participate in
Lectures 26.67 % 40.0 hours
Discussions 13.33 % 20.0 hours
Exercises in class, 33.33 % 50.0 hours
Asynchronous sessions,
Field Work
Group work 20.0 % 30.0 hours
Individual studying 6.67 % 10.0 hours

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 TOTAL 100.0 % 150.0 hours

PROGRAM

SESSIONS 1 - 2 (LIVE IN-PERSON)

Design mattersThese essions aim to provide an introduction to the role of design in a business
context, covering general concepts that go beyond traditional design areas. Students will learn
about the importance of considering not only the end-user but also their context in order to better
understand their specific needs. The class will also cover a case study titled "VanMoof: Delivering"
which focuses on developing a unique experience design case.
Collaboration is a critical aspect of the design process. In order to facilitate this, students will start
by introducing themselves individually. Then, they will form groups to work throughout the course
and develop a group canvas to set their goals, objectives, values, and methods of collaboration.
* Prior reading is not required for this session.

SESSIONS 3 - 4 (LIVE IN-PERSON)

Design methodology & Creative Brief
During the first session, students will learn about the theory and history of design methodology. In
the second session, a new approach to framing challenges will be introduced. Before attempting to
solve a problem, it's essential to ensure that the challenge is correctly framed. This involves
focusing on the "Why" questions rather than just the "What" questions.
Towards the end of the session, the class will discuss a challenge that will be worked on throughout
the entire course using the methodology that will be taught.

SESSIONS 5 - 6 (LIVE IN-PERSON)

Design Research Introduction & Research Plan
At the core of human-centered design is a deep understanding of the users and stakeholders
involved in a challenge. Research is crucial when applying a human-centered design methodology
as it informs every decision and brings the user's voice to the design process. As the saying goes,
"It is research that prevents us from designing for only one user: ourselves."
This session will provide students with a fundamental introduction to design research, emphasizing
its importance in preventing designers from solely relying on their own experiences and
perspectives. Detailed research tools will also be introduced to help students better understand
user needs.
Design tools to learn:
1. Empathy mapping (Behavioural, emotional, environment, fears, needs, wants...)
2. How to identify needs and jobs to be done

SESSIONS 7 - 8 (LIVE IN-PERSON)

Research tool - 1 on 1 User Interview
Research tools are critical means to understand users' needs, behaviors, and motivations, as well
as to validate assumptions and solutions. In the first session, we will discuss one of the most crucial
design research tools: the 1 on 1 interview. Students will learn about what the 1 on 1 interview is
and how to prepare for it.

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In the second part of the session, students will engage in a practical exercise to set the structure of
their interview script by identifying their assumptions and questions. They will also define the key
topics to be addressed during the interviews and their objectives.
Assignment 1: Due by Session 11-12
Article: Complete Beginner’s Guide to UX Research (UX Booth)

SESSIONS 9 - 10 (LIVE IN-PERSON)

Research tool - writing interview script
When conducting in-depth user interviews, it is essential to prepare a solid interview script to
ensure that everyone in the group is aligned and ready. In the first session, we will cover different
types of questions and exercises to help students create a comprehensive interview script by
identifying their questions and assumptions.
Conducting user interviews
In the second session, students will learn how to conduct a 1 on 1 interview and practice with their
colleagues. This session will focus on the necessary skills to conduct effective interviews, including
active listening and follow-up questioning. Students will also receive feedback from their peers to
improve their interviewing techniques.

SESSIONS 11 - 12 (LIVE IN-PERSON)

Sharing & Iterating Interview Script
The session will begin with students sharing their interview scripts to receive feedback from others.
Students will also develop additional exercises to enrich their interview scripts.
Customer Journey AS-IS
A customer journey provides a visual representation of a customer's end-to-end experience with a
service, product, or brand. It includes not only “steps where a customer is interacting with a
company, but reveal the key steps of an experience”1 This tool is instrumental in identifying
moments of delight, moments of frustration, and gaps in the user experience. By understanding the
user experience, potential solutions can be explored to improve it.
In this session, students will be introduced to customer journeys as a human-centered tool that
goes beyond just documenting customer interactions with a company. Case studies will be
presented to help students better understand the concept, and they will also have the opportunity to
build their own customer journeys based on the user information gathered through design research.
This activity is a critical design artifact that will help students identify areas of improvement and
develop solutions to enhance the user experience.
1. Source: This Is Service Design Doing by Adam Lawrence, Jakob Schneider, Marc Stickdorn, and
Markus Edgar.

SESSIONS 13 - 14 (LIVE IN-PERSON)

Download, Synthesis and Insights
The first part of this session will focus on downloading information and synthesizing research
findings effectively. Students will learn how to create meaningful insights that can serve as the
basis for ideation. This is a critical step in the design process, as it enables designers to understand
user needs and design solutions that meet those needs.
Assignment 2: Due by Session 13-14
Customer Journey AS-IS - Practice

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20th June 2023
In the second part of the session, students will have the opportunity to practice building their own
Customer Journey AS-Is using the information they have gathered through their research. This
hands-on activity will help students visualize the end-to-end experience of a customer with a
service, product, or brand and identify areas for improvement.

SESSIONS 15 - 16 (LIVE IN-PERSON)

Insights Report Presentation
In this session, students will have the opportunity to present their insights report, which is the
culmination of their design research. The insights report will include a summary of their research
findings and the insights they have gathered from their research. They will also discuss their
approach to the research and any challenges they encountered during the process. It serves as a
starting point for ideation and the development of potential solutions to the design challenge.
Brainstorming
Students will move from insights to ideation. Using the insights gathered from their research, they
will brainstorm ideas and create the foundation for potential solutions. Students will work
collaboratively to generate a wide range of ideas, focusing on quantity rather than quality at this
stage. They will use various ideation techniques to stimulate creativity and generate new
perspectives.
Quiz 1

SESSIONS 17 - 18 (LIVE IN-PERSON)

From ideas to solutions & Round Robin
In these hands-on sessions, students will take the ideas generated during the previous session and
develop them into solid concepts using a framework.
Students will work in groups to build their concepts, incorporating the insights gathered from their
research and the feedback received during the ideation phase. They will use a structured approach
to develop their solutions, ensuring that they meet the needs of the users and address the design
challenge.
Once the concepts are developed, students will engage in a Round Robin feedback activity. This
will involve sharing their concepts with other students and receiving feedback from them. The
feedback will be used to iterate and refine their solutions, ensuring that they meet the needs of the
users and are feasible to implement.

SESSIONS 19 - 20 (LIVE IN-PERSON)

Business Design
In this session, students will focus on ensuring the viability of the solutions they have developed.
They will use the value proposition and business model canvas to hone the business model of their
potential solutions.
By developing a clear value proposition and business model, students can ensure that their
solutions are financially feasible and have a strong value proposition for both the users and the
business. This is a critical step in the design process, as it ensures that the solutions are viable in
the real world and can be implemented successfully.
Branding
In the second session, students will also learn about the key elements of branding by conducting
branding exercises. Through these exercises, students will gain an understanding of the importance
of branding in creating a strong and recognizable identity for a product or service. They will learn
about how to define a brand strategy and different elements of branding, such as logo, color,
typography, and messaging.

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20th June 2023
Students will work collaboratively to develop a brand identity for their solutions, incorporating the
insights gathered from their research and the feedback received during the ideation phases.

SESSIONS 21 - 22 (LIVE IN-PERSON)

Prototyping
The objective of this session is to provide students with an understanding of prototyping as a
concept and the different ways to prototype. During this theoretical session, we will examine real-
life case examples of prototyping using different tools and methods for different purposes, such as
services and products, both digital and physical.
We will also discuss the benefits of creating prototypes, including the ability to quickly test and
iterate solutions and gain feedback from users. We will explore the concept of a "minimum lovable
product," which is a prototype that has just enough features to be functional and lovable by users.
In the second session, students will have the opportunity to develop the first version of their own
Lo-Fi prototype. They will use the ideas and concepts generated during the previous sessions to
create a low-fidelity prototype that can be tested and refined. This hands-on activity is a critical step
in the design process, as it allows students to test their solutions and make adjustments before
investing in the development of a high-fidelity prototype or final product.

SESSIONS 23 - 24 (LIVE IN-PERSON)

Prototype Presentation, Feedback and Iteration
In this session, students will have the opportunity to present their prototypes and receive feedback
from their peers. They will share their prototypes in a clear and concise manner, highlighting the
key features and benefits of their solution.
Feedback from other students will help them identify areas for improvement and refine their
prototypes. Students will continue to iterate their solutions based on the feedback received and
prepare high-fidelity prototypes.
Customer Journey TO-BE & Service Blueprint
Once the viability side is constructed, students will move on to designing the ideal customer journey
for their solutions. They will build the steps of the end-to-end experience, incorporating the insights
gathered from their research and the feedback received during the ideation phase. Students will
also be introduced to a more comprehensive service design tool, the Service Blueprint. This tool
allows students to map out the entire service experience, from the front-stage interactions with the
user to the back-stage processes and systems that support the service delivery.

SESSIONS 25 - 26 (LIVE IN-PERSON)

User testing
Design is a continuous iteration process, and user testing is a critical step in the design process to
ensure that the final solutions meet the needs of the users. In this session, students will learn how
to test their Low fidelity prototypes with users and gather feedback that can be used to refine and
improve their solutions. Students will be introduced to various user testing tools and methods. They
will learn how to choose the appropriate user testing method based on their design challenge and
how to develop user testing materials, such as test scripts and interview questions.
In the second session, students will work on building the materials for user testing, tailored to the
context of their prototype. This will include developing test scripts, interview questions, and surveys
that can be used to gather feedback from users.
Quiz 2

SESSIONS 27 - 28 (LIVE IN-PERSON)

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20th June 2023
Sharing user testing results
In this session, students will have the opportunity to present the key learnings and findings from
their user testing activities. They will discuss how the feedback gathered from users has informed
their design decisions and how they plan to iterate and improve their final solutions based on the
feedback received.
Design Matters - Recap
Following the user testing presentations, students will have a recap of the key design
methodologies and tools learned throughout the course. They will reflect on what they have
learned, how they have applied the tools and methodologies in their projects, and how they plan to
use these skills moving forward. It allows students to reflect on their design journey, celebrate their
successes, and identify areas for growth and improvement. By reflecting on their learning, students
can consolidate their knowledge and skills and use them to tackle future design challenges.

SESSIONS 29 - 30 (LIVE IN-PERSON)

Shoecase: Final Presentations
In the final session, students will have the opportunity to present the final result of their project
work. They will showcase their solutions and discuss their design process, including the research,
ideation, prototyping, user testing, and iteration phases. The presentations will be given in front of
the professor and peers, who will provide feedback and ask questions about the solutions and the
design process. This feedback will help students reflect on their work and identify areas for
improvement.
The grading guidelines for the project work will be defined in the EVALUATION SYSTEM in Section
6 of the syllabus.

EVALUATION CRITERIA

A. CLASS PARTICIPATION (20%)

Three main criteria will be used in reaching judgment about your class participation:
- Depth and Quality of Contribution: The most important dimension of participation concerns
what it is that you are saying. A high quality comment reveals depth of insight, rigorous use of
case evidence, consistency of argument, and realism.
- Moving Your Peers’ Understanding Forward: Great ideas can be lost through poor
presentation. A high quality presentation of ideas must consider the relevance and timing of
comments, and the flow and content of the ensuing class discussion. It demands comments
that are concise and clear, and that are conveyed with a spirit of involvement in the discussion
at hand.
- Frequency: Frequency refers to the attainment of a threshold quantity of contributions that is
sufficient for making a reliable assessment of comment quality. The logic is simple: if
contributions are too few, one cannot reliably assess the quality of your remarks. However,
once threshold quantity has been achieved, simply increasing the number of times you talk
does not automatically improve your evaluation. Beyond the threshold, it is the quality of your
comments that must improve. In particular, one must be especially careful that in claiming more
than a fair share of “airtime”, quality is not sacrificed for quantity. Finally, your attempts at
participation should not be such that the instructor has to “go looking for you”. You should be
attempting to get into the debate on a regular basis.
B. Individual Quiz (20%)

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20th June 2023
There will be two quizzes designed to test and reinforce students' understanding of the key
concepts and principles of the design methodologies covered in the course
C. ASSIGNMENT 1 (15%): PREPARING AN INTERVIEW SCRIPT
This assignment is a group assignment done in groups outside of session hours. Each group needs
to write a user interview script according to the session 4.
Evaluation criteria (15 points, 5 points each)
1. Quality of questions.
2. Overall structure, topics and objectives.
3. Creativity / exercises.
D. ASSIGNMENT 2 (15%): INTERVIEW AND KEY INSIGHTS
This assignment is a group assignment done in groups outside of session hours. Each gruop turns
in a document that highlights key insights from the interviews.
Evaluation criteria (20 points, 5 points each)
1. Quality & quantity of insights.
2. Relevant quotes & other supporting materials.
3. Story telling.
E. FINAL GROUP PRESENTATION (30%)
You are also expected to complete a final project with your group and present it face to face at the
last session. The project will give you the opportunity to reflect on what you have learnt in class and
apply it to some practical problems. More details of the project will be provided by the start of the
course.
Evaluation criteria (30 points, 5 points each)
1. Desirability: Does the solution address the user problem? Does the user want to use it?
2. Viability: Is the solution reasonable to succeed or capable of achieving your goal?
3. Feasibility: Could the solution be easily implemented? Is the technology available or easy to
be developed?
4. Design process: Did the team use an adequate design approach/process to discover relevant
insights and define the right solution?
5. Quality of presentation: Does the team illustrate the solution clearly and creatively?
6. Time (6 mins presentation + 2 mins Q&A): Is the presentation finished within the time?
Overall Grading
- Sobresaliente/Outstanding: 9.0-10.0 (A to A+). Consistently produces work of the highest
quality and craft; exhibits notable progress and development over the course of the semester;
meets all course objectives at highest level; attendance is near-perfect, and contributions to
course discussions are extremely valuable.
- Notable: 7.0-8.9 (B to B+). Completes all assignments with work of above-average quality and
craft; exhibits significant progress and development; meets most course objectives; attendance
and participation are very good.
- Aprobado: 6.0-7.0 (C to C+). Completes all assignments with work of acceptable quality and
craft; exhibits some progress and development; meets a majority of course objectives.
Attendance and participation are acceptable.
- Aprobado: 5.0-6.0 (D). Assignments are delivered but are incomplete and/or of low quality and
craft; exhibits little progress and development; meets few course objectives. Attendance and
participation are poor, but absences do not total more than 30%.

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 - Suspenso: 0-4.9 (F). Work is incomplete, missing, or does not meet course objectives.
Attendance and participation are poor.
- Automatic Failure/Suspenso: 0 (F). Please note that a student who misses 30% or more of the
scheduled sessions receives an automatic 0.0, and loses his or her right to the second
“convocatoria.”
criteria percentage Learning Comments
Objectives
Quiz 20 %
Assignment 1 15 %
Assignment 2 15 %
Final Presentation 30 %
Class Participation 20 %

RE-SIT / RE-TAKE POLICY

Each student has four (4) chances to pass any given course distributed over two (2) consecutive
academic years. Each academic year consists of two calls: one (1) ordinary call (during the
semester when the course is taking place); and one (1) extraordinary call (or “re-sit”) in June/July.
Students who do not comply with the 70% attendance requirement in each subject during the
semester will automatically fail both calls (ordinary and extraordinary) for that Academic Year and
have to re-take the course (i.e., re-enroll) during the next Academic Year.
All students must abide to the attendance policy for AY 2021-22 where physical (in-person)
attendance to class is compulsory for all regular Face-to-Face courses. Those students who, due to
exceptional cases (that have been pre-approved by IE), are connecting remotely to class sessions
and not physically in the classroom are required to fully connect their camera and microphone at all
times , and must actively participate during the sessions (using all necessary audiovisual
equipment), just as their fellow peers who are physically present in the classroom on campus.
The Extraordinary Call Evaluation criteria will be subject to the following rules:
- Students failing the course in the ordinary call (during the semester) will have to re-sit
evaluation for the course in June / July (except those students who do not comply with the
attendance rule, and therefore will not have that opportunity, since they will fail both calls and
must directly re-enroll in the course during the next Academic Year).
- It is not permitted to change the format nor the date of the extraordinary call exams or
deadlines under any circumstance. All extraordinary call evaluation dates will be announced in
advance and must be taken into consideration before planning the summer (e.g. internships,
trips, holidays, etc.)
- The June/July re-sit will consist of a comprehensive evaluation of the course. Your final grade
for the course will depend on the performance in this exam or evaluation only. I.e., continuous
evaluation over the semester (e.g. participation, quizzes, projects and/or other grade
components over the semester) will not be taken into consideration on the extraordinary call.
Students will have to achieve the minimum passing grade of 5 and the maximum grade will be
capped at 8.0 (out of 10.0) – i.e., “notable” in the extraordinary call.
- Re-takers: Students who failed the subject on a previous Academic Year and are now re-
enrolled as re-takers in a course will need to check the syllabus of the assigned professor, as
well as contact the professor individually, regarding the specific evaluation criteria for them as
re-takers in the course during that semester (ordinary call of that Academic Year). The
maximum grade that may be obtained as a retaker during the ordinary call (i.e., the 3rd call) is

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20th June 2023
 10.0 (out of 10.0).
After exams and other assessments are graded by the professor (on either the ordinary or
extraordinary call), students will have a possibility to attend a review session (whether it be a final
exam, a final project, or the final overall grade in a given course). Please be available to attend the
session in order to clarify any concerns you might have regarding your grade. Your professor will
inform you about the time and place of the review session.
- Students failing more than 18 ECTS credits after the June/July re-sits will be asked to leave the
Program. Please, make sure to prepare yourself well for the exams in order to pass your failed
subjects.
- In case you decide to skip the opportunity to re-sit for an exam or evaluation during the
June/July extraordinary call, you will need to enroll in that course again for the next Academic
Year as a re-taker, and pay the corresponding tuition fees. As you know, students have a total
of four (4) allowed calls to pass a given subject or course, in order to remain in the program.
BIBLIOGRAPHY
Compulsory
- Tim Brown. Change by Design. Harper Collins. ISBN 9780062856623 (Printed)
- Jakob Schneider and Marc Stickdorn. This is Service Design Thinking.. Wiley.
ISBN 9781118156308 (Printed)
- Adam Lawrence, Jakob Schneider, Marc Stickdorn, and Markus Edgar. This Is
Service Design Doing. O'Reilly Media, Inc. ISBN 9781491927182 (Printed)

BEHAVIOR RULES

Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

ATTENDANCE POLICY

Please, check the University's Attendance Policy here. The Program Director may
provide further indications.

ETHICAL POLICY

Please, check the University's Ethics Code here. The Program Director may
provide further indications.

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20th June 2023
 SOCIAL ENTREPRENEURSHIP
Grado en Administración de Empresas / Bachelor in
Business Administration BBA SEP-2023 SE-
NBA.1C.n.OPT.M.A
Area Others
Number of sessions: 30
Academic year: 23-24
Degree course:
Number of credits: 6.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: RACHIDA JUSTO

E-mail: [email protected]

RACHIDA JUSTO
Dr. Justo is Associate Professor of Entrepreneurship at IE University and head
of the Impact Bridge-IE Chair of Social Entrepreneurship and Impact Investing.
In teaching entrepreneurship at several academic levels (Executive, Graduate,
Undergraduate and PhD), Rachida brings the results of her research to the
classroom. In particular, she tries to prompt students to think more expansively
about their role as entrepreneurs and as managers, and to develop an
awareness of the power of entrepreneurship to create sustainable and social
value. Formerly the Academic Director for the BBVA Momentum Social
Enterprise Accelerator at Headspring, she also serves as Program Chair
for AOM’s Entrepreneurship Division.
Rachida’s research focuses on social and women entrepreneurship. Her work
has been published in leading international journals such as the Journal of
Business Ethics and Entrepreneurship Theory and Practice and she is the
Associate Editor of Journal of Business Venturing Insights (JBVI). She has also
received several awards such as the USASBE Social Entrepreneurship SIG
Award for Excellence in Scholarship, the “Best Women’s Entrepreneurship
Paper Award” from the Entrepreneurship division of the Academy
of Management, and the “Outstanding Award for Best Doctoral Dissertation”
from the Universidad Autónoma de Madrid. She has also been engaged in
action research and consulting work, one that is directly relevant for public
policy. She served as a member of GECES, an Expert Group of the
European Commission on Social Entrepreneurship (2012-2015) and has
produced several policy reports for the OECD and the Spanish ministry of
diversity and equal opportunities.
For more information: https://sites.google.com/view/rachidajusto/home

[email protected]

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PREREQUISITES

SUBJECT DESCRIPTION

Social Entrepreneurship is an emerging and rapidly changing business field that examines the
practice of identifying, starting and growing successful mission-driven for profit and nonprofit
ventures, organizations that strive to advance social change through innovative solutions.
The Social Entrepreneurship elective aims to assist would-be social entrepreneurs in developing
innovative, sustainable and scalable organizations that deliver measurable social value. Students
interested in working for social enterprises, for social business accelerators, social innovation
centres, CSR departments of for-profit corporations, impact funds, innovative non-profits or
governements can also follow this course. The overall purpose of the course is to enable students
to consider social value creation as a career compass and/or gain a valuable expertise to work in
the growing social innovation/impact investing ecosystem.
The course is designed to prompt students to be critical, pragmatic, and inspired thinkers about key
issues involving social entrepreneurship, socially driven business decisions, and the complexities of
financing social change. To do so, we will look at the field of social innovation as a mindset and as
a practice.
- Social entrepreneurship as a mindset:
To foster this mindset, we will incorporate principles of ethics, social innovation and human
centered design thinking as a set of methods to cultivate our empathy and deep understanding of
social problems. In order fully understand the genesis and evolution of social entrepreneurship and
impact investing, we will also need to study the historical and ideological origins of the
phenomenon, and related areas of corporate social responsibility, socially responsible investing,
social finance, strategic/venture philanthropy, sustainable development, including microfinance and
the government’s role in creating systems that support social and economic development.
Moreover, recent advancements in the field of innovation for social change is reviewed, with a focus
on base of the pyramid strategies, scaling opportunities, and cross-sector alliances.
- Social entrepreneurship as a practice:
The course will not only provide practical tools about how to start, grow and
invest in a social enterprise. It will also train students to evaluate projects for
social entrepreneurial organizations, including for-profit social businesses and
innovative non-profits. It will address social planning along the stages of
entrepreneurial discovery, social impact measurement, and innovative
investment. While not a technical course, students will be exposed to basic
skills and strategies for impact investing such as the ability to source, screen
and structure socially driven investment deals. Most importantly, students
develop a critically refined view of the concept of “impact”, how to measure it,
and how to choose the right organizational form and financing vehicle for the
targeted problem ensuring it is appropriate to the local context.

LEARNING OBJECTIVES

At the end of the course, students can expect to:

- Have gained an understanding of the field of social entrepreneurship
- Perform in-depth analysis of the opportunities, challenges, and tensions facing social
entrepreneurs

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 - Understand how they are using business skills and the principles inherent in building a
sustainable business to address complex social and environmental problems.
- Master the tools used to define and measure social impact and return, and practice applying
them to different kinds of social ventures;
- Work personally on a final class Project addressing a social/environmental issue to apply
lessons learnt in class.

TEACHING METHODOLOGY

IE University teaching method is defined by its collaborative, active, and applied nature. Students
actively participate in the whole process to build their knowledge and sharpen their skills.
Professor’s main role is to lead and guide students to achieve the learning objectives of the course.
This is done by engaging in a diverse range of teaching techniques and different types of learning
activities such as the following:

Learning Activity Weighting Estimated time a

student should
dedicate to prepare for
and participate in
Lectures 14.0 % 21.0 hours
Discussions 22.67 % 34.0 hours
Exercises in class, 18.0 % 27.0 hours
Asynchronous sessions,
Field Work
Group work 28.0 % 42.0 hours
Individual studying 17.33 % 26.0 hours
TOTAL 100.0 % 150.0 hours

PROGRAM

SESSIONS 1 - 2 (LIVE IN-PERSON)

Harnessing the Power of entrepreneurship for a Sustainable Future
Starting from presenting current approaches to and definitions of social entrepreneurship, the first
session aims at creating a common language among students. The history and future of
relationships between social and business is discussed, together with a focus on the changing
dynamics in the business, government and non-profit sector.
Article: "For Social Entrepreneurs What Comes First: Business or Mission?” (Entrepreneur
Magazine, Oct. 30, 2013) (Optional)
Article: “Find Your Mission: Generation Flux’s Secret Weapon” (Fast Company Magazine, November
2014)
Multimedia Material: Video: “Casey Gerald: The gospel of doubt | TED Talk" (TED.com)
Come prepared to discuss: your definition of social entrepreneurship, an example of social
entrepreneurship you find compelling and to what extent social entrepreneurshipinnovation might fit
within your personal and professional goals

SESSION 3 (LIVE IN-PERSON)

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IMPACT-CENTRED DESIGN: LESSONS FROM A HIGH-PROFILE SOCIAL ENTREPRISE
Design thinking has become a buzzword in the field of management, and social entrepreneurship is
no exception. But how does design thinking really looks like on the ground, especially when the
entrepreneur seeks to solve complex and entrenched social problems, often in adverse contexts?
During this session will discuss these issues through the analysis of a high-profile social enterprise.
Required:
Watch the Video: The Empathic Civilization or read the article.
Multimedia Material: Video: The Empathic Civilization (Youtube)
Article: Mark Honigsbaum: Barack Obama and the 'empathy deficit' (The Guardian, Fri 4 Jan 2013)

SESSIONS 4 - 5 (LIVE IN-PERSON)

Theory of Change
Social innovation is about doing things differently - disrupting the status quo – creating change to
make things better. Articulating the “how “ i.e the strategy through which the organisation aims to
create change is a simplified way to define the theory. The Theory of Change (ToC) exercise is one
of the building blocks that we will adopt again in later sessions (Session 11) on Impact
Measurement.
Multimedia Material: Video: Making Smart Cities Socially Inclusive (TED.com)
Assignment. Prior to the Session, students will choose one social impact organisation of his/her
choice. This could be from your home country, where you are living or something you are intrigued
about. For other needed inspiration, some links in the resources section. Each student will come
prepared to class with the following
a) Mission statement of the chosen organisation
b) How the chosen organisation plans to disrupt the status-quo i.e do things differently & make
things better
c) A first attempt to make explicit the Theory of Change of the chosen organisation.

SESSIONS 6 - 7 (LIVE IN-PERSON)

INTRO TO SOCIAL BUSINESS MODELS
In this double-session we will dive deeper into venture design and gain an understanding of adapt
the Business Model Canvas for social impact. Through this illustrative example of a Spanish social
enterprise helping the Albino population in Tanzania, this session will provide the opportunity to
apply tools for business model innovation and business model change to the realm of social value
creation. It will help students evaluate the diversity of business models available and pros and cons
of each option. It will also allow to analyze how the focus of the business model at a particular
enterprise shifts over time. Using different case examples, we will also discuss elements of the
business model that allow organizations to scale their impact, including hybrid business models.
Questions for case discussion in class (individual)
1. What is the social innovation achieved by Mafalda Soto?
2. What are the key elements of the current business model?
The second session format would be a group working session for exploring and designing the
business models for different stages of the business and a pitch to class.
Article: KiliSun: Protecting Beyond the Sun (EMERALD EMERGING MARKETS CASE STUDIES,
VOL. 6 NO. 3 2016, pp. 1-20) (CED)
Multimedia Material: Video: Albinism Awareness Campaign (Youtube)

SESSIONS 8 - 9 (LIVE IN-PERSON)

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WORKSHOP
Details will be provided in class

SESSIONS 10 - 11 (LIVE IN-PERSON)

FINANCIAL SUSTAINABILITY
REACHING FINANCIAL SUSTAINABILITY THROUGH EARNED INCOME STRATEGIES
Recent trends in the social sector point towards earned income strategies as an effective way to
diversify revenue sources, to create steady streams of unrestricted funding and hence to build a
sustainable organization. While this strategy offers several benefits it also encloses some
challenges that, if not addressed properly, can lead to mission drift. This session will aim to uncover
some of the advantages and challenges to which most social entrepreneurs pursuing an earned
income strategy are confronted, and hints to some ways of addressing them
Preparation for class:
1. Watch a short video on the app Yuka
As you’ll quickly understand, Yuka is an app that gives you a score on products that have
been processed based on their nutritional value (food), the presence or not of dangerous
additives (food/cosmetics), and the organic nature of the product (food).
2. Download the app and try it on at least 3 products (both foods & cosmetics/care which are
products like shampoo, toothpaste, face cream, etc.) next time you go grocery shopping.
3. Report your impressions & comments in the Miro frames created for this purpose
Multimedia Material: Video: Introduction to the Yuka app (Youtube)
Multimedia Documentation: Yuka

SESSIONS 12 - 13 (LIVE IN-PERSON)

SCALING: HOW TO REPLICATE SOCIAL PROGRAMS?
Through the analysis of this popular Spanish social organization, the session analyses the process
that social entrepreneurs go through in order to increase positive social impact.
Practical Case : Solidarity Entrepeneurship and Employment Launchers. Case (A) Peridis and the
birth of the LEES (ENT010061-A-ENG-WOD)
Article: Bradach, Jeffrey (2003). “Going to scale: the challenge of replicating social programs”,
(Stanford Social Innovation Review, Spring, pp.19-25) (Optional)
Practical Case : Solidarity Entrepeneurship and Employment Launchers. Case (B) Alvaro and The
Challenges Faced by LEES in 2015. (ENT010062-B-ENG-WOD) *Publish during Class
Questions for case preparation:
1. What is the social problem Peridis is trying to address?
2. What is special about LEES approach and organization?
3. How did LEES management finance and scale up their activities

SESSION 14 (LIVE IN-PERSON)

COACHING SESSION #1: FINAL PROJECT COACHING WITH STUDENTS
This is our first coaching session where the professor will help students erflect about their final
project, choose the prims and frameworks they should levelrage form class to analyze their chosen
social entreprrise and solve any doubts they might have regarding the expectations for the final
project.

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After a general Q & A in class, teams will have the benefit of 1-1 coaching of 10 minutes each with
the Professor.

SESSIONS 15 - 16 (LIVE IN-PERSON)

CIRCULAR ECONOMY WORKSHOP
This workshop will be taught by adjunct professor Dr. Hana Milanov
Further details will be provided in class

SESSION 17 (LIVE IN-PERSON)

IN-CLASS EXAM
Please preprare for this exam by revising all the material seen in class until session 14 (included)
Further details will be provided in class

SESSIONS 18 - 19 (LIVE IN-PERSON)

IMPACT INVESTING BOOTCAMP (Part I)
This session will introduce students to the area of impact investing. It will shed light on what does
impact investing mean, what the impact investing ecosystem looks like and what considerations
should impact fund managers take when starting up their funds. After a short lecture, the students
will be engaged in an impact fund simulation, where through a series of exercises in this and the
following session, they will design their own investment thesis and search for social enterprises
they would want to invest.
This workshop will be taught by adjunct professor Pola Nachyla
Article: Making Sense of the Many Kinds of Impact Investing (HBS H02MOB-PDF-ENG)
Multimedia Material: Video: Startup Funding Explained: Everything You Need to Know (Youtube)

SESSIONS 20 - 21 (LIVE IN-PERSON)

IMPACT INVESTING BOOTCAMP (Part II)
In the second part of the impact investing bootcamp, the students will continue exploring the
operations and challenges of impact funds. After sourcing the startups, they would invest as impact
fund managers, they will explore different strategies of helping their portfolio companies succeed
both financially and in terms of impact. The last session of the bootcamp will look at two more
crucial topics for impact funds: impact reporting and ESG. The goal of this session will be to deliver
practical tools for impact and ESG evaluation for students, through both theory and exercises to
show them in practice. The boot camp will be then wrapped up and concluded.
This workshop will be taught by adjunct professor Pola Nachyla
Own Material: RAISE’s Impact Report
Multimedia Material: Video: What is Double Materiality in ESG? (Youtube)

SESSIONS 22 - 23 (LIVE IN-PERSON)

IMPACT MEASUREMENT
This session also examines the practice of social entrepreneurship and the tensions and challenges
faced by social entrepreneurs in achieving long-term, sustainable change and measurable impact.
Practical Case: Mobile School. Bringing out the wisdom of the Street (Vlerick Business School)
(TCC 812-037-1 (to be published))
Questions for class preparation

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Do you think Arnoud is an entrepreneur? And a social entrepreneur?
What were some of the most important challenges in developing his organization? How would you
address them?

SESSION 24 (LIVE IN-PERSON)

COACHING SESSION #2
Student teams have the benefit of 1-1 coaching of 20 minutes each with the Professor. teams will
sign on Doodle link that will be shared, indicating the area they would like to focus for the coaching
session

SESSIONS 25 - 26 (LIVE IN-PERSON)

UNDERSTANDING THE PROMISES AND LIMITS OF SOCIAL IMPACT BONDS
Video to be watched and discussed in class

SESSION 27 (LIVE IN-PERSON)

SELLING IN OR SELLING OUT?
Tis session, organized in the format of a worskhop, will descuss differnt ways for extending impact
beyond social entreprises
Further details will be provided in class

SESSION 28 (LIVE IN-PERSON)

KEYNOTE SPEAKER FORM THE SOCIAL ENTREPRENEURSHIP ECOSYSTEM

SESSIONS 29 - 30 (LIVE IN-PERSON)

ORAL PRESENTATION OF SOCIAL ENTREPRENEURSHIP PROJECTS

EVALUATION CRITERIA

A. CLASS PARTICIPATION
Three main criteria will be used in reaching judgment about your class participation:
1. Depth and Quality of Contribution: The most important dimension of participation concerns
what it is that you are saying. A high quality comment reveals depth of insight, rigorous use of
case evidence, consistency of argument, and realism.
2. Moving Your Peers’ Understanding Forward: Great ideas can be lost through poor
presentation. A high quality presentation of ideas must consider the relevance and timing of
comments, and the flow and content of the ensuing class discussion. It demands comments
that are concise and clear, and that are conveyed with a spirit of involvement in the discussion
at hand.
3. Frequency: Frequency refers to the attainment of a threshold quantity of contributions that is
sufficient for making a reliable assessment of comment quality. The logic is simple: if
contributions are too few, one cannot reliably assess the quality of your remarks. However,
once threshold quantity has been achieved, simply increasing the number of times you talk

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 does not automatically improve your evaluation. Beyond the threshold, it is the quality of your
comments that must improve. In particular, one must be especially careful that in claiming
more than a fair share of “airtime”, quality is not sacrificed for quantity. Finally, your attempts
at participation should not be such that the instructor has to “go looking for you”. You should
be attempting to get into the debate on a regular basis.
4. Non-participation: please note that you won't receive a mark just for being present in class.
being present but fainling to pay attention to the course and/or not contributing with
comments, insights and /or questions will result in a zero.
B. INDIVIDUAL IN-CLASS EXAM
Refer to Session 17. The reference template and workbook/reading will be discussed & shared in
class. Students will work on an individual exam during class.
C. DOCUMENT FOR COACHING SESSION (GROUP WORK)
More details will be provided in class about this final individual exercise.
D. FINAL REPORT (GROUP WORK)
As part of the final deliverable and exam, students will have to prepare and present in groups of
around 5-6 students a “FINAL REPORT”, also called "the Social Enterprise Project". This project is
a group exercise and is highly is centered on experiential learning, where students will have the
possibility to choose among the two options: Consult and Advocate
a) Consult: Working a “consulting report” for a social entrepreneur: Students will be provided with
the unique opportunity to design and engage in a “pro bono consulting project” for a real social
organization. Early in the course, students will have the opportunity to choose from a selection of
social enterprises or propose one of their choices. Once students have expressed their preferences
for client projects, and depending on availability and fit, each team (around 4 students) is assigned
to one of the selected projects. Starting from then teams will collaborate (remotely if the social
enterprise is outside Madrid -via e-mail, telephone, and/or online conferencing) with their “clients” to
shape a viable consulting project addressing a specific area of organizational need. Teams are
expected to undertake careful preparation so as to ensure a productive exchange with the social
entrepreneurs (e.g., identifying necessary stakeholder interviews, developing preliminary
questionnaire that will serve as a basis for the interview, identifying information to be requested to
the client for research, etc.).
b) Advocate: Students can also decide to write a business case on a real social enterprise, acting
as a "professor of the day" and advocating for social entrepreneurship among their peers. From our
perspective, a "good" business case is one that could be used in IE University for teaching a social
entrepreneurship course, included in a social entrepreneurship textbook and/or published in an
academic case journal. Specific guidelines will be provided by the professor, but in a nutshell,
writing a case requires careful problem framing, perceptive application of concepts and frameworks
discussed in class and clear logical writing. Authors of best cases might be able to turn this project
into a line in their CV by publishing a revised and extended version of it with the professor (more
details will be provided in class).
Classes will provide students with the topical knowledge and practical skills needed to best serve
their clients or develop their own projects/cases. As each project/consulting engagement will have
unique requirements, students are expected to be self-directed, supplementing classroom learning
with the appropriate level of research that is required for their specific projects. The professor will
however organize coaching and advisory sessions with each team in which students will receive
guidance into the process of crafting the report. The meeting will also to ensure the quality and on
time completion of the final client deliverables and help students solve possible doubts or issues.
The professor will also provide additional readings and information related to specific issues or
topics analyzed by each team when necessary. The objective is that students end up having a well-
rounded knowledge of the issues faced by social entrepreneurs.
The final reports (either case or pro-bono consulting) should not be longer than 10 pages including
exhibits (content details to be given in class).

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E. ORAL PRESENTATION (GROUP WORK)

criteria percentage Learning Comments

Objectives
Oral presentation 10 %
In-class exam 20 %
Document for 5%
coaching session
Social Enterprise 35 %
Final report
Class Participation 30 %

RE-SIT / RE-TAKE POLICY

RE-SIT / RE-TAKE POLICY
Each student has four (4) chances to pass any given course distributed over two (2) consecutive
academic years. Each academic year consists of two calls: one (1) ordinary call (during the
semester when the course is taking place); and one (1) extraordinary call (or “re-sit”) in June/July.
Students who do not comply with the 70% attendance requirement in each subject during the
semester will automatically fail both calls (ordinary and extraordinary) for that Academic Year and
have to re-take the course (i.e., re-enroll) during the next Academic Year.
The Extraordinary Call Evaluation criteria will be subject to the following rules:
- Students failing the course in the ordinary call (during the semester) will have to re-sit
evaluation for the course in June / July (except those students who do not comply with the
attendance rule, and therefore will not have that opportunity, since they will fail both calls and
must directly re-enroll in the course during the next Academic Year).
- It is not permitted to change the format nor the date of the extraordinary call exams or
deadlines under any circumstance. All extraordinary call evaluation dates will be announced in
advance and must be taken into consideration before planning the summer (e.g. internships,
trips, holidays, etc.)
- The June/July re-sit will consist of a comprehensive evaluation of the course. Your final grade
for the course will depend on the performance in this exam or evaluation only. I.e., continuous
evaluation over the semester (e.g. participation, quizzes, projects and/or other grade
components over the semester) will not be taken into consideration on the extraordinary call.
Students will have to achieve the minimum passing grade of 5 and the maximum grade will be
capped at 8.0 (out of 10.0) – i.e., “notable” in the extraordinary call.
- Re-takers: Students who failed the subject on a previous Academic Year and are now re-
enrolled as re-takers in a course will need to check the syllabus of the assigned professor, as
well as contact the professor individually, regarding the specific evaluation criteria for them as
re-takers in the course during that semester (ordinary call of that Academic Year). The
maximum grade that may be obtained as a retaker during the ordinary call (i.e., the 3rd call) is
10.0 (out of 10.0).
After exams and other assessments are graded by the professor (on either the ordinary or
extraordinary call), students will have a possibility to attend a review session (whether it be a final
exam, a final project, or the final overall grade in a given course). Please be available to attend the
session in order to clarify any concerns you might have regarding your grade. Your professor will
inform you about the time and place of the review session.
- Students failing more than 18 ECTS credits after the June/July re-sits will be asked to leave the

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 Program. Please, make sure to prepare yourself well for the exams in order to pass your failed
subjects.
- In case you decide to skip the opportunity to re-sit for an exam or evaluation during the
June/July extraordinary call, you will need to enroll in that course again for the next Academic
Year as a re-taker, and pay the corresponding tuition fees. As you know, students have a total
of four (4) allowed calls to pass a given subject or course, in order to remain in the program.

BEHAVIOR RULES

Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

ATTENDANCE POLICY

Please, check the University's Attendance Policy here. The Program Director may
provide further indications.

ETHICAL POLICY

Please, check the University's Ethics Code here. The Program Director may
provide further indications.

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 SPORT BUSINESS INTELLIGENCE TOOLS
Grado en Administración de Empresas / Bachelor in
Business Administration BBA SEP-2023 SBIT-
NBA.1C.n.OPT.M.A
Area Accounting and Management Control
Number of sessions: 15
Academic year: 23-24
Degree course:
Number of credits: 3.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: JORGE MARTINEZ BERNAL

E-mail: [email protected]

Sport Advisor | UEFA Club competitions | Event Management | Global Sport

Industry | Founder of GSport.MX
Jorge Martinez Bernal is a:
- Sport event expert
- 11 years - UEFA Events -City Operations & Clubs competition specialist
- Sponsor activations, CSR programmes & Volunteer programme responsible
- Lecturer at European Sport Business School - Valencia FC
- GSport México founder
- Football fan
- L-2 Padel coach
Monday to Friday - afternoons

PREREQUISITES

N/A

SUBJECT DESCRIPTION

The sports industry is constantly evolution, from traditional sports to the trend
sports, this evolution is being led by technology that manages to engage new
fans/consumers and build up loyalty in between. Thus, companies are attracted
by the experiences that fans/costumer are willing lived.

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 This course aims to analyze the sports industry and especially research this
continuous innovation in regards of fans/costumer demands, we establish in
consideration from how the fans “watch” their favorite sport to “live” the
unforgettable experiences.
Moreover, companies and organizations are willing to take advantage of these
demands in order to merge and consolidate new markets. Companies are
dedicating time and money in order to invest their budgets through sports-
entertainment building new relationships with the fans/costumers using the
sport events as a strategic tool. #sportainment
A professional and effective analysis of the needs and demands of the fans, in
accordance withdifferent variables of innovation, will allow us to create events
and experiences at the height of the expectations of our final consumers, with
the clear objective of maximizing profitabilityfor our business
We are ready to deliver a professional and efficient analysis, according with the
fans/costumer demands and needs, in order to fill up their expectations. These
professional inputs will support us to design and build up events and
experiences, “out of the charts” for the fans/costumer, looking at the max
profitability for our business.

LEARNING OBJECTIVES

- To understand and analyze fan profiles and needs

- To analyze decision elements
- To design the managing areas of the venues and sport events
- To design a strategic plan of the venues and sport events.
- ROI

TEACHING METHODOLOGY

IE University teaching method is defined by its collaborative, active, and applied nature. Students
actively participate in the whole process to build their knowledge and sharpen their skills.
Professor’s main role is to lead and guide students to achieve the learning objectives of the course.
This is done by engaging in a diverse range of teaching techniques and different types of learning
activities such as the following:

Learning Activity Weighting Estimated time a

student should
dedicate to prepare for
and participate in
Lectures 13.33 % 10.0 hours
Discussions 10.0 % 7.5 hours
Exercises in class, 26.67 % 20.0 hours
Asynchronous sessions,
Field Work
Group work 26.67 % 20.0 hours
Individual studying 23.33 % 17.5 hours
TOTAL 100.0 % 75.0 hours

PROGRAM

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SESSION 1 (LIVE IN-PERSON)
G1 - To understand and analyze fan profiles and needs
- Back to 90s

SESSION 2 (LIVE IN-PERSON)

G1 - To understand and analyze fan profiles and needs
- Globalization - new generations - new fans

SESSION 3 (LIVE IN-PERSON)

G2 - To analyze decision elements
- The power of the brands - evolution

SESSION 4 (LIVE IN-PERSON)

G2 - To analyze decision elements
- “Way of living”

SESSION 5 (LIVE IN-PERSON)

G3 - To design the managing areas of the venues and sport events
- #sportainment

SESSION 6 (LIVE IN-PERSON)

G3 - To design the managing areas of the venues and sport events
- VIP - Hospitality vs VIP - Experiences

SESSION 7 (LIVE IN-PERSON)

G3 - To design the managing areas of the venues and sport events
- Brands vs brands (Rivarly - Coexist)

SESSION 8 (LIVE IN-PERSON)

G3 - To design the managing areas of the venues and sport events
- Ambushing

SESSION 9 (LIVE IN-PERSON)

G4 - To design a strategic plan of the venues and sport events.
- Workforce (Key players)

SESSION 10 (LIVE IN-PERSON)

G4 - To design a strategic plan of the venues and sport events.
- LOC (Local organization)

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SESSION 11 (LIVE IN-PERSON)
G4 - To design a strategic plan of the venues and sport events.
- Timeline & Masterplan

SESSION 12 (LIVE IN-PERSON)

G4 - To design a strategic plan of the venues and sport events.
- Production

SESSION 13 (LIVE IN-PERSON)

G5 - ROI
- Debrief & Learing

SESSION 14 (LIVE IN-PERSON)

G5 - ROI
- Legacy

SESSION 15 (LIVE IN-PERSON)

G5 - ROI
- Conclusions

EVALUATION CRITERIA

40 % - Final exam
30 % - Team workshop
30 % - Class collaboration

criteria percentage Learning Comments

Objectives
Final Exam 10 % Final Business
case document
Final Exam 30 % Final Business
case presentation
Intermediate Tests 20 % Group workshop in
class
Individual 10 % Online debates
Presentation and homeworks
Class Participation 30 % Attendance and
participation

RE-SIT / RE-TAKE POLICY

Each student has four (4) chances to pass any given course distributed over two (2) consecutive
academic years. Each academic year consists of two calls: one (1) ordinary call (during the
semester when the course is taking place); and one (1) extraordinary call (or “re-sit”) in June/July.

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Students who do not comply with the 70% attendance requirement in each subject during the
semester will automatically fail both calls(ordinary and extraordinary) for that Academic Year and
have to re-take the course (i.e., re-enroll) during the next Academic Year.

The Extraordinary Call Evaluation criteria will be subject to the following rules:
- Students failing the course in the ordinary call (during the semester) will have to re-sit
evaluation for the course in June / July (except those students who do not comply with the
attendance rule, and therefore will not have that opportunity, since they will fail both callsand
must directly re-enroll in the course during the next Academic Year).
- It is not permitted to change the format nor the date of the extraordinary call exams or
deadlines under any circumstance. All extraordinary call evaluation dates will be announced in
advance and must be taken into consideration before planning the summer (e.g. internships,
trips, holidays, etc.)
- The June/July re-sit will consist of a comprehensive evaluation of the course. Your final grade
for the course will depend on the performance in this exam or evaluation only. I.e., continuous
evaluation over the semester (e.g. participation, quizzes, projects and/or other grade
components over the semester) will not be taken into consideration on the extraordinary call.
Students will have to achieve the minimum passing grade of 5 and the maximum grade will be
capped at 8.0 (out of 10.0) – i.e., “notable” in the extraordinary call.
- Re-takers: Students who failed the subject on a previous Academic Year and are now re-
enrolled as re-takers in a course will need to check the syllabus of the assigned professor, as
well as contact the professor individually, regarding the specific evaluation criteria for them as
re-takers in the course during that semester (ordinary call of that Academic Year). The
maximum grade that may be obtained as a retaker during the ordinary call (i.e., the 3rd call) is
10.0 (out of 10.0).
After exams and other assessments are graded by the professor (on either the ordinary or
extraordinary call), students will have a possibility to attend a review session (whether it be a final
exam, a final project, or the final overall grade in a given course). Please be available to attend the
session in order to clarify any concerns you might have regarding your grade. Your professor will
inform you about the time and place of the review session.
- Students failing more than 18 ECTS credits after the June/July re-sits will be asked to leave the
Program. Please, make sure to prepare yourself well for the exams in order to pass your failed
subjects.
- In case you decide to skip the opportunity to re-sit for an exam or evaluation during the
June/July extraordinary call, you will need to enroll in that course again for the next Academic
Year as a re-taker, and pay the corresponding tuition fees. As you know, students have a total
of four (4) allowed calls to pass a given subject or course, in order to remain in the program.
ADDITIONAL MATERIALS
- Based on UEFA Clubs competitions - UCLF & UELF - Business cases
- MKT research

BEHAVIOR RULES

Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

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 N/A

ATTENDANCE POLICY

Please, check the University's Attendance Policy here. The Program Director may
provide further indications.
N/A

ETHICAL POLICY

Please, check the University's Ethics Code here. The Program Director may
provide further indications.
N/A

6
14th July 2023
 STARTUP ECOSYSTEMS : CREATING VALUE IN
EMERGIING MARKETS
Grado en Administración de Empresas / Bachelor in
Business Administration BBA SEP-2023 SEC-
NBA.1C.e.OPT.M.A
Area Others
Number of sessions: 15
Academic year: 23-24
Degree course:
Number of credits: 3.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: JULIO DE CASTRO

E-mail: [email protected]

Professor and Chair, Dept. of Entrepreneurship

Julio Orlando De Castro’s infectious enthusiasm and wry sense of humour makes it easy to
become interested in what he has to say about strategy and entrepreneurship. And as someone
who comes from the Dominican Republic and who has consulted for companies both in the US and
elsewhere, he has plenty of stories to tell when it comes one of his main areas of study - the way
cultural variances have an impact on entrepreneurship in different parts of the world.
Prof De Castro is fascinated by how the American entrepreneurship spirit is migrating across the
Atlantic to Europe, which has traditionally lagged behind the US on this front. Another of his areas
of focus is the nature of entrepreneurship among women and Hispanics. “I look at questions of
context and conditions and what implications they have for public policy,” he says. “What’s
interesting is that the way people interpret cues in the environment may play a role in their decision
to become an entrepreneur. So what you have to do to foster entrepreneurship in the US may be
very different from what you do in the UK or in Spain.”
The process of privatisation is another area of interest for Prof De Castro, particularly in former
communist states and less developed countries. He is also keenly following the nature of
technology transfer and its effects on new venture creation - especially with respect to piracy.
Prof De Castro - whose work has appeared in numerous top level academic publications such as
his work the Academy of Management, Journal of International Business, the Journal of Business
Venturing, and the Journal of Management Studies, and books and other media - believes that
companies need to recognise conditions where it can play a positive role in creating a market and
building a brand. “What’s interesting is you’re starting to see some evidence of companies taking a
more strategic approach to this,” he says.
Academic Background
- PhD in Business Administration, University of South Carolina, USA
- Degree in Industrial Engineering, Universidad Católica Madre y Maestra, Dominican Republic

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Academic Experience
- Professor of Entrepreneurship and Strategy, IE Business School 2003 to present
- Associate Dean of Research, IE Business School, 2003 to 2008
- Chair, Strategy Department, 2006 to 2008
- Chair, Entrepreneurship Department, 2011 -
- The Lewis Family distinguished professor of Entrepreneurship, Babson College. 2008-2011
- Member of the Board of Governors, Academy of Management, 2003 to 2006
- President, Iberoamerican Academy of Management 2008-
- Associate Professor of Strategy and Organisation Management, University of Colorado at
Boulder, USA, 1997 to 2003
- Assistant Professor of Strategy and Organisation Management, University of Colorado at
Boulder, USA, 1989 to 1997
- Visiting Professor, Instituto de Empresa, 2001
- Visiting Professor, Universidad Carlos III de Madrid, 1999
- Visiting Professor, Universidad Católica Madre y Maestra, Dominican Republic, 1993, 1995
[email protected]

PREREQUISITES

SUBJECT DESCRIPTION

This course focuses on approaches and opportunities for starting and growing
entrepreneurial businesses in Latin America. We will study characteristics
influencing entrepreneurship in a diversity of countries, ranging from Brazil to
Chile to Peru. We will examine countries utilizing a unique framework, and
draw some conclusions about the similarities and differences across categories
and countries. We will then do a feasibility study of a venture opportunity for a
Latin American market. Upon completing this course, you will have a better
understanding about the unique elements associated with starting a new
venture in a Latin American country market. Latin America is widely assumed
to present limitless entrepreneurial opportunities, but the viability and nature of
these opportunities are not all the same across the various countries that make
up Latin America. While many aspects of entrepreneurship can be generalized
across ventures started anywhere in the world, we cannot assume the same
opportunities can be approached similarly in different Latin America contexts.
This course provides an overview of the mindsets, methods, and managerial
activities necessary to understand the entrepreneurial process in Latin
America, in particular the process of detecting and understanding
entrepreneurial opportunities in Latin American countries. This is not a culture
class. Our role is not to delve into the culture of these countries, rather it is to
understand the drivers of entrepreneurial opportunities in those countries and
how we can better utilize them to create sustainable business ventures. The
main objective of this course is to expose you to the many dimensions of new
venture creation in the context of Latin America and to give the tools needed to
launch a new venture.

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 Even though traditionally people have discussed Latin America as a block,
what makes a course like this interesting and unique is the diversity within and
across the countries, and what it means for entrepreneurial opportunities. One
of our first aspects of this class will be to develop and discuss a framework to
assess and understand the presence of opportunities in these markets,
including income (gdp) size of the middle class, presence and size of informal
markets, and its implications for entrepreneurial opportunities, and within
country and across country differences in the different segments. One of the
key insights of this class is that entrepreneurial opportunities are varied and
exist in different segments and countries of Latin America, and we provide
evidence that some of the most creative new ventures in the world (Kola real,
Lummi, La Martina) have emerged from an understanding of those drivers.
We base that framework on a combination of sources and so the materials for
this class will come from a variety of places. Moreover, not one book captures
the phenomena we are trying to convey, so we will rely on multiple sources.
From traditional entrepreneurship theory and research, from international
business theory, and from new thinkers such as Hernando de Soto, CK
Prahalad and Amartya Sen, plus a number of groundbreaking materials, such
as the Global Entrepreneurship Monitor (GEM), the most comprehensive and
up-to-date study of entrepreneurial activity around the world, co-sponsored by
Babson College. I have selected relevant and contemporary books, readings,
and cases illustrating numerous dimensions around starting a business in Latin
America. Thus we will not have one textbook for the class, but a variety of
readings, lectures, books, notes and cases, which will be supplemented by
materials that all of us are tasked to find and to bring to the class and to the
discussion.

LEARNING OBJECTIVES

This class is not your traditional lecture. It is seminar for Juniors and Seniors
and will be treated as such. It involves a significant amount of work, but I
believe that it will be extremely rewarding and enriching. Each student will take
responsibility for his/her learning, and for contributing to the knowledge
developed by the class. My role is to guide and assess your learning I also
welcome your comments and directions throughout the class and we will
change and adjust accordingly. Again, my main objective is for this class to be
a conversation about the nature of entrepreneurial opportunities in Latin
America.

TEACHING METHODOLOGY

IE University teaching method is defined by its collaborative, active, and applied nature. Students
actively participate in the whole process to build their knowledge and sharpen their skills.
Professor’s main role is to lead and guide students to achieve the learning objectives of the course.
This is done by engaging in a diverse range of teaching techniques and different types of learning
activities such as the following:
Participation and case discussion 20%
ENT Opportunity write ups (Individual) (2 at 5% ea.) 10%
Class country framework analysis (group) 15%
Feasibility plan document (group) 20%
Feasibility plan presentation (group) 10%
Exam 25%

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27th June 2023
 Learning Activity Weighting Estimated time a
student should
dedicate to prepare for
and participate in
Lectures 40.0 % 30.0 hours
Discussions 13.33 % 10.0 hours
Exercises in class, 13.33 % 10.0 hours
Asynchronous sessions,
Field Work
Group work 13.33 % 10.0 hours
Individual studying 20.0 % 15.0 hours
TOTAL 100.0 % 75.0 hours

PROGRAM

SESSION 1 (LIVE IN-PERSON)

Class introduction and syllabus
A framework for understanding entrepreneurial opportunities in Latin America

SESSION 2 (LIVE IN-PERSON)

A framework for understanding entrepreneurial opportunities in Latin America Institution, markets,
informal markets and property rights in Latin America (II)

SESSION 3 (LIVE IN-PERSON)

Informality in emerging markets
Book Chapters: De Soto, "The Other Path" Chapters 1, 5 and 8 (See Bibliography)

SESSION 4 (LIVE IN-PERSON)

The bottom of the Pyramid can be a source of entrepreneurial opportunities
Book Chapters: Prahalad, "The Fortune at the Bottom of the Pyramid: Eradicating poverty through
profits" Chapters 1, 2 and 3 (See Bibliography)

SESSION 5 (LIVE IN-PERSON)

Applying the framework: searching and understanding entrepreneurial opportunities: the case of
Chile
Applying the framework: searching and understanding entrepreneurial opportunities: the case of
Argentina. Can Latin American ventures compete at the top of the market globally
Country analysis: Argentina
Practical Case: Geomar (Will be Provided by Professor)

SESSION 6 (LIVE IN-PERSON)

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27th June 2023
Applying the framework: searching and understanding entrepreneurial opportunities: the case of
Argentina. Can Latin American ventures compete at the top of the market globally
Country analysis: Argentina
Practical Case: La Martina (A): "Pasion Argentina" (HBS IMD374-PDF-ENG)
Practical Case: La Martina (B): Selling the Passion? (HBS IMD376-PDF-ENG)

SESSION 7 (LIVE IN-PERSON)

Applying the framework: searching and understanding entrepreneurial opportunities: the case of
Peru.
New venture and internationalization at the bottom of the pyramid
Country analysis: Peru
Case: Kola Real
Kola Real’s Low-Cost
International Expansion Strategy
Other readings:
- In Mexico, Big Cola is the real thing
- Kola Real Takes on Coca-Cola
Entrepreneurial opportunity write up #1 due
Article: Kola real's low-cost international expansion strategy (2008, Wiley Periodicals) (CED)

SESSION 8 (LIVE IN-PERSON)

Growth and political climate. The case of Guatemala
country analysis. Guatemala
Last date to chose Feasibility plan topic
Practical Case: GuateSalud (HBS 395125-PDF-ENG)

SESSION 9 (LIVE IN-PERSON)

Applying the framework: searching and understanding entrepreneurial opportunities: the case of
brazil
Country analysis: Brazil
Practical Case: DentalCorp (HBS 806023-PDF-ENG)

SESSION 10 (LIVE IN-PERSON)

Development as freedom: what does it mean for entrepreneurial opportunities
Sen: Development As Freedom,
Entrepreneurial opportunity write up #2 due

Intro and chapters 1 and 5

SESSION 11 (LIVE IN-PERSON)

Applying the framework: searching and understanding entrepreneurial opportunities: the case of
Venezuela
Entrepreneurship in Venezuela

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27th June 2023
Practical Case: Powerven: When It Is Imperative to Change (HBS IE0003-PDF-ENG)

SESSION 12 (LIVE IN-PERSON)

Applying the framework: searching and understanding entrepreneurial opportunities: the case of
Mexico
Entrepreneurship in Mexico
Country analysis: Mexico
Practical Case: Empemex (HBS 807031-PDF-ENG)

SESSION 13 (LIVE IN-PERSON)

Social entrepreneurship opportunities: can they be for profit?
Practical Case: Felipe Vergara and Lumni: Launching an Innovation in a Developing Economy (HBS
UV0491-PDF-ENG)

SESSION 14 (LIVE IN-PERSON)

Applying the framework: searching and understanding entrepreneurial opportunities: the case of
Colombia
Entrepreneurship in Colombia
Country analysis: Colombia
Practical Case: Andres Galindo (HBS BAB124-PDF-ENG)

SESSION 15 (LIVE IN-PERSON)

Feasibility plans presentations
Exam (TAKE HOME)

EVALUATION CRITERIA

Although this course provides a number of opportunities to learn about the entrepreneurial process,
class discussion and activities are the primary ways for students to learn. More importantly, learning
in this course is not limited to simply acquiring facts and knowledge, but extends into actively
applying them, as you will do in developing your feasibility plan. Your accomplishments during the
course will be evaluated as follows:
Participation and case discussion 20%
ENT Opportunity write ups (Individual) (2 at 5% ea.) 10%
Class country framework analysis (group) 15%
Feasibility plan document (group) 20%
Feasibility plan presentation (group) 10%
Exam 25%
TOTAL 100%

criteria percentage Learning Comments

Objectives
Final Exam 25 %
Individual Work 10 % ENT Opportunity
write ups
(Individual) (2
at 5% ea.)

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27th June 2023
 Workgroups 20 % Feasibility plan
document (group)
Other 15 % Class country
framework
analysis (group)
Group 10 % Feasibility plan
Presentation presentation
(group)
Class Participation 20 %

RE-SIT / RE-TAKE POLICY

Each student has four (4) chances to pass any given course distributed over two (2) consecutive
academic years. Each academic year consists of two calls: one (1) ordinary call (during the
semester when the course is taking place); and one (1) extraordinary call (or “re-sit”) in June/July.
Students who do not comply with the 70% attendance requirement in each subject during the
semester will automatically fail both calls (ordinary and extraordinary) for that Academic Year and
have to re-take the course (i.e., re-enroll) during the next Academic Year.
The Extraordinary Call Evaluation criteria will be subject to the following rules:
- Students failing the course in the ordinary call (during the semester) will have to re-sit
evaluation for the course in June / July (except those students who do not comply with the
attendance rule, and therefore will not have that opportunity, since they will fail both calls and
must directly re-enroll in the course during the next Academic Year).
- It is not permitted to change the format nor the date of the extraordinary call exams or
deadlines under any circumstance. All extraordinary call evaluation dates will be announced in
advance and must be taken into consideration before planning the summer (e.g. internships,
trips, holidays, etc.)
- The June/July re-sit will consist of a comprehensive evaluation of the course. Your final grade
for the course will depend on the performance in this exam or evaluation only. I.e., continuous
evaluation over the semester (e.g. participation, quizzes, projects and/or other grade
components over the semester) will not be taken into consideration on the extraordinary call.
Students will have to achieve the minimum passing grade of 5 and the maximum grade will be
capped at 8.0 (out of 10.0) – i.e., “notable”in the extraordinary call.
- Re-takers: Students who failed the subject on a previous Academic Year and are now re-
enrolled as re-takers in a course will need to check the syllabus of the assigned professor, as
well as contact the professor individually, regarding the specific evaluation criteria for them as
re-takers in the course during that semester (ordinary call of that Academic Year). The
maximum grade that may be obtained as a retaker during the ordinary call (i.e., the 3rd call) is
10.0 (out of 10.0).
After exams and other assessments are graded by the professor (on either the ordinary or
extraordinary call), students will have a possibility to attend a review session (whether it be a final
exam, a final project, or the final overall grade in a given course). Please be available to attend the
session in order to clarify any concerns you might have regarding your grade. Your professor will
inform you about the time and place of the review session.
- Students failing more than 18 ECTS credits after the June/July re-sits will be asked to leave
the Program. Please, make sure to prepare yourself well for the exams in order to pass your
failed subjects.
- In case you decide to skip the opportunity to re-sit for an exam or evaluation during the

7
27th June 2023
 June/July extraordinary call, you will need to enroll in that course again for the next Academic
Year as a re-taker, and pay the corresponding tuition fees. As you know, students have a total
of four (4) allowed calls to pass a given subject or course, in order to remain in the program.
BIBLIOGRAPHY
Recommended
- De Soto, Hernando. (1989). The Other Path. 1rs. Basic Books. ISBN
9780060160203 (Printed)
- Prahalad, CK. (2006). The Fortune at the Bottom of the Pyramid: Eradicating
poverty through profits. Pearson. ISBN 9780131467507 (Printed)
- Sen, Amartya. (2020). Development as freedom. Anchor books. ISBN
9780385720274 (Digital)

BEHAVIOR RULES

Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

ATTENDANCE POLICY

Please, check the University's Attendance Policy here. The Program Director may
provide further indications.

ETHICAL POLICY

Please, check the University's Ethics Code here. The Program Director may
provide further indications.

8
27th June 2023
STRATEGIC MANAGEMENT OF INNOVATION
Grado en Administración de Empresas / Bachelor in
Business Administration BBA SEP-2023 SMOI-
NBA.1C.s.OPT.M.A
Area Others
Number of sessions: 30
Academic year: 23-24
Degree course:
Number of credits: 6.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: MARTINA PASQUINI

E-mail: [email protected]

Martina Pasquini holds a PhD in B&A and Management from Bocconi

University. She is currently Professor of Strategy at IE University since
September 2014. Her research interests are at the intersection of strategy,
innovation management and entrepreneurship with a particular attention on the
role of demand, users, and communities of values. She has always been
fascinated and attracted by companies that engage with different communities
and have a social impact. Over the years, she has been granted prestigious
research funds by the EU through the Marie-Curie Program, the Spanish
Ministry of Science and Innovation, and FUNCAS institution for her research in
strategies of shared value creation. Her current research deals with identity-
based strategies, pro-social investments and initiatives, social and sustainable
IPRs and their effect on differentiation advantage and companies’ performance.
She is also involved in research in businesses with purpose, particularly B-
Corporations. She currently teaches Strategic Management, Innovation
Management & Technology Strategy and Research Methods at undergraduate
level. She has also taught Entrepreneurship & Innovation, Global
Entrepreneurship, Techniques for Innovation Management at Master level in
leading European Universities. She regularly attends international conferences
such as AoM, SMS, and DRUID and her works have been published in
international journals such as Strategic Management Journal, Research Policy,
and Journal of Business Venturing. She has been appointed as Representative
at large in the Corporate Strategy Division of the Strategic Management
Society (2018-2020) and currently she has been elected Global Rep for Europe
in the STR division at the AoM, she sits in the executive board of The Case
Centre and in the board of the B-Academics, where she chairs the events
committee.

[email protected]
Office is at IE Tower: Floor 22 - Room 22

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PREREQUISITES

There are no mandatory prerequisites, but some extent of knowledge in

competitive strategy is requested

SUBJECT DESCRIPTION

Innovation accelerates economic growth and provides advances in crucial

human endeavors such as medicine, agriculture, and education, among others.
For industrial organizations, the primary engines of innovation in the Western
world, innovation provides both exceptional opportunities and
steep challenges. While innovation is a powerful means of competitive
differentiation, it is also a competitive race that must be run with speed, skills,
and precision. It is not enough for a firm to be innovative—to be successful, it
must innovate better than its competitors. Many insights on innovation are
about how it affects the competitive dynamics of markets, how firms can
strategically manage innovation, and how firms can implement their innovation
strategies to maximize their likelihood of success. In this course, the subject of
innovation management is approached as a
strategic process. The course covers, on one hand, the foundations and
implications of the dynamics of innovation, helping managers and future
leaders to better interpret their technological environments and identify
meaningful trends. On the other hand, it addresses the firm’s strategic direction
and formulation of its innovation strategy, including project selection,
collaboration strategies, and strategies for protecting the firm’s property rights.

LEARNING OBJECTIVES

The purpose of this course is to develop participants’ ability to think strategically about their
technology / technological assets and to provide knowledge to understand how companies can
elaborate effective appropriability and commercialization technology strategies.
The course will make use of interactive teaching methods, aimed at transferring highly specialized
knowledge related to the individual topics, and to develop attitudes and abilities to listening,
strategic thinking, group-working, participation and leadership.
The course is designed to address different topics such as:
- learn how a firm appropriates value throughout its technology;
- learn how a firm creates value throughout its technology;
- learn different models of innovation (closed vs open);
- learn how to implement effective technology strategies by recognizing valuable projects,
organizing teams, and product development;
- learn technical aspects of patents and trademarks and their value and how they can add value
to the firm.

TEACHING METHODOLOGY

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13th July 2023
IE University teaching method is defined by its collaborative, active, and applied nature. Students
actively participate in the whole process to build their knowledge and sharpen their skills.
Professor’s main role is to lead and guide students to achieve the learning objectives of the course.
This is done by engaging in a diverse range of teaching techniques and different types of learning
activities such as the following:
The methodology is based on lectures, discussions, group work, and individual studying.

Learning Activity Weighting Estimated time a

student should
dedicate to prepare for
and participate in
Lectures 30.0 % 45.0 hours
Discussions 23.33 % 35.0 hours
Exercises in class, 16.67 % 25.0 hours
Asynchronous sessions,
Field Work
Group work 13.33 % 20.0 hours
Individual studying 16.67 % 25.0 hours
TOTAL 100.0 % 150.0 hours

PROGRAM

SESSION 1 (LIVE IN-PERSON)

Introduction to technology strategy and innovation management
Book Chapters: Schilling, M. A. Strategic Management of Technology Innovation. Mc Graw Hill, New
York, 5th Edition; Chapter 1 (See Bibliography)

SESSION 2 (LIVE IN-PERSON)

Evolution of Technological Innovation and The Nature and Evolution of Technology Markets
Book Chapters: Schilling, M. A. Strategic Management of Technology Innovation. McGraw Hill, New
York, 5th Edition; Chapter 3 (See Bibliography)
Book Chapters: Rothaermel, Frank T. Chapter 7 “Crossing the Chasm”, pp.235-242, in Strategic
Management (See Bibliography)
Article: When early adopters don't adopt (Science, 2017, vol. 357, no 6347, p. 135-136) (CED)
Article: Smaller: The Disposable Diaper and the Meaning of Progress (The New Yorker, November
16, 2001)
Book Chapters: Foster, Richard. “The S Curve: A New Forecasting Tool.” Chapter 4 in Innovation:
The Attacker's Advantage. New York, NY: Summit Books, 1986 (See Bibliography)

SESSION 3 (LIVE IN-PERSON)

Standard Battle and Design Dominance
Book Chapters: Schilling, M. A. Strategic Management of Technology Innovation. Mc Graw Hill, New
York, 5th Edition; Chapter 4 (See Bibliography)

SESSION 4 (ASYNCHRONOUS)

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13th July 2023
Sustainability Topics:
- Social Challenge
- Economic Development
What’s the Big Idea?
Practical Case: What’s the Big Idea? (HBS 602105-PDF-ENG)
1. How proprietary or defensible is BIG’s system? Could one of the major toy companies
replicate it? Why or why not?
2. Why does BIG seem better able to identify and bring to market innovative toy concepts,
whereas the major toy companies feel they are in a period of a “lack of innovation” (p.3)?
3. Can BIG replicate its system in other industries?

SESSION 5 (LIVE IN-PERSON)

Innovation as Process
Article: Breakthroughs and the Long Tail of Innovation (HBS SMR265-PDF-ENG) (pgs. 69-74)

SESSION 6 (LIVE IN-PERSON)

Disruptive Innovation: Competition and Technological Innovation
Book Chapters: Christensen, Clayton. The Innovator’s Dilemma: HBS Press, 2011. Chapter 3 (See
Bibliography)
Article: What is Disruptive Innovation? (HBS R1512B-PDF-ENG) (p. 44-53)
Article: The Other Disruption (HBS R1603G-PDF-ENG) (pp. 78-84)
Article: Keep Calm and Manager Disruption (HBS SMR550-PDF-ENG)

SESSION 7 (LIVE IN-PERSON)

Sustainability Topics:
- Social Challenge
The Case of Netflix
Practical Case: Netflix in 2011 (HBS 615007-PDF-ENG)

SESSION 8 (ASYNCHRONOUS)
The case of LEGO
Practical Case: LEGO® Products: Building Customer Communities Through Technology (HBS
W93C26-PDF-ENG)

SESSION 9 (LIVE IN-PERSON)

Open Innovation and Demand pull vs Technology Push debate
Book Chapters: Schilling, M. A. Strategic Management of Technology Innovation. Mc Graw Hill, New
York, 5th Edition (See Bibliography)
Article: Why companies should have open business models (HBS SMR231-PDF-ENG)
Article: Using open innovation to identify the best ideas (HBS SMR466-PDF-ENG)

SESSION 10 (LIVE IN-PERSON)

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13th July 2023
 Innovation and Experimentation via Users
Article: The Discipline of Business Experimentation (HBS R1412D-PDF-ENG) (p. 70-79)
Article: Connect and Develop: Inside Proctor & Gamble’s New Model for Innovation (HBS R0603C-
PDF-ENG) (pgs 58-67)

SESSION 11 (LIVE IN-PERSON)

Lead User Method
Article: Lead User Analyses for the Development of New Industrial Products (Management Science
34 (5), 1998, pgs. 569-582) (CED)
Article: To Stay Ahead of Disruption’s Curve, Follow Lead Users (HBR, 2012) (CED)
Article: The Age of the Consumer-Innovator (HBS SMR397-PDF-ENG) (p. 27-35)

SESSION 12 (ASYNCHRONOUS)
Lead User Assignment
Ad hoc material will be distributed before the session

SESSION 13 (LIVE IN-PERSON)

MIDTERM EXAM

SESSION 14 (LIVE IN-PERSON)

Organizing for Innovation and Managing New Product Development
Book Chapters: Schilling, M. A. Strategic Management of Technology Innovation. Mc Graw Hill, New
York, 5th Edition; Capter 10 and 11 (See Bibliography)

SESSION 15 (LIVE IN-PERSON)

Organizing Teams for Innovation
Book Chapters: Schilling, M. A. Strategic Management of Technology Innovation. Mc Graw Hill, New
York, 5th Edition; Chapter 12 (See Bibliography)
Book Chapters: Clark, Kim, and Steven Wheelwright. “Organizing and Leading Project Teams.”
Chapter 8 in Revolutionizing Product Development. Free Press, 1992 (See Bibliography)

SESSION 16 (LIVE IN-PERSON)

Protect Innovation: Appropriability Regimes and IP value
Article: Discovering New Value in Intellectual Property (HBS R00109-PDF-ENG)
Other / Complementary Documentation: Intellectual Property (Durham University; Youtube)
Article: Why South Korea's Samsung Built the Only Outdoor Skating Rink in Texas (HBS Research
Brief, 11.06.2018)

SESSION 17 (LIVE IN-PERSON)

Trademark strategies and IPRs in creative industries
Article: Product portfolio performance in new foreign markets: The EU trademark dual system

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(Research Policy, 48(1), 2019: 11-21) (CED)
Article: All the great things you can do with trademark data: Taking stock and looking ahead
(Strategic Organization, 18(3), 472-484; 2020) (SAGE)
Article: Evaluating the financial impact of branding using trademarks: A framework and empirical
evidence (Journal of Marketing, 73(6), 2009; 154-166) (Researchgate)
Other / Complementary Documentation: Social norms and intellectual property (TEDxHECParis;
Youtube)

SESSION 18 (ASYNCHRONOUS)
A practical analysis of Patents & Trademarks
Material will be distributed before the class

SESSION 19 (LIVE IN-PERSON)

Technology Commercialization Strategies
Book Chapters: Schilling, M. A. Strategic Management of Technology Innovation. Mc Graw Hill, New
York, 5th Edition. Chapter 7 (See Bibliography)
Article: Profiting from Technological Innovation: Implications for integration, collaboration, licensing
and public policy (Research Policy, Vol. 15, Issue 6, 1986, pgs. 285-305 (only read pages 287-297)
(CED)
Article: The Product Market and the Market for Ideas: Commercialization Strategies for Technology
Entrepreneurs (Research Policy, Vol. 32, Issue 2, 2003, pgs. 333-350) (SSRN)
Article: All Over But The Streaming (Bloomberg Businessweek, August 5th 2019, pgs. 10-13) (CED)

SESSION 20 (LIVE IN-PERSON)

Patent infringement, litigation, and patent trolls
Other / Complementary Documentation: Slides - handhout

SESSION 21 (ASYNCHRONOUS)
Conceptual Mapping
Material will be distributed before class

SESSION 22 (LIVE IN-PERSON)

Financing Intellectual Property
Working Paper: Financing Innovation (NBER Working Paper 20676, 2014) (CED)
Article: Financial dependence and innovation: The case of public versus private firms (Journal of
Financial Economics 124, pp. 223-243, 2017) (CED)

SESSION 23 (ASYNCHRONOUS)
IP Portfolio Management
Practical Case: Le Petit Chef (HBS 602080-PDF-ENG)

SESSION 24 (LIVE IN-PERSON)

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13th July 2023
Ecosystems & Platforms
Book Chapters: Shapiro, Carl and Hal Varian, Information Rules, Chapter 7, pgs 173-218 (See
Bibliography)

SESSION 25 (LIVE IN-PERSON)

Setting a Standard and Network Effects
Practical Case: Challenging Uber and Lyft with a New Business Model (HBS 616062-PDF-ENG)

SESSION 26 (LIVE IN-PERSON)

Opportunities and Challenges in the field of Strategic Management of Innovation

SESSIONS 27 - 28 (LIVE IN-PERSON)

Case Study Competition

SESSION 29 (LIVE IN-PERSON)

Wrap up of the course

SESSION 30 (LIVE IN-PERSON)

FINAL EXAM

EVALUATION CRITERIA

Please notice that from the beginning of the course, you will be assigned to a workgroup. Your final
grade in the course will be based on both individual and group work and will be weighted according
to the overview below.
The evaluation of the class complies with the following rules:
- A necessary requirement to pass the course is to achieve a minimum grade of 4.5 on the
Final Exam. If a student completes the Midterm Quiz, an average of 4.5 in the Midterm Quiz
and Final Exam is sufficient to pass the course. If the minimum threshold of 4.5 is not reached,
the course is to be evaluated as FAILED. Students will have to retake the exam in the
extraordinary call in June/July and will lose their grades for the asynchronous assignments,
case study competition, and participation.
- Examinations cannot be rescheduled for any reason. This applies to the Midterm Quiz, the
Final Exam, and the Case Study Competition. Students who do not show up to an examination
will receive an evaluation equal to ‘zero’ for the respective examination. [The only exception for
the Final Exam and every in-class evaluation is a dispensa or a justification from the BBA office
provided upon the presentation of official (medical) documentation. If a justification is provided
to skip the Final Exam, the student will take the exam in the extraordinary call of June/July.]
- In case of severe IT problems during an examination, the course coordination together with
the strategy department chair can consider an ad hoc alternative evaluation or exam. This
includes the possibility of an oral exam.

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The examination of the course will include the following elements that will be weighted according to
the provided overview:
A. FINAL EXAM (50%): The Final Exam will test the content from Sessions 1 to 30 and includes
the discussed content from the indicated readings (incl. textbooks), slides, case studies, and notes.
B. MIDTERM QUIZ (10%): The Midterm Quiz is an individual examination that will test the content
of the class (Sessions 1 to 12). This test aims to allow students to receive an indication of how they
are keeping up with the class content and “training” for the Final Exam. The Midterm Quiz is
voluntary and an opportunity to improve a student’s grade in the final exam: the Midterm
Quiz will only be included in the overall evaluation of the class if its outcome improves a
student’s overall grade of the course. That is, the Midterm Quiz will only be included in the
overall evaluation of the course if the grade of the Midterm Quiz exceeds a student’s grade in the
Final Exam. Otherwise, the Final Exam will count 60% toward the overall course evaluation.
This will also be the case if a student misses the Midterm Quiz.
C. ASYNCRONOUS ASSIGNMENTS (15%): Asynchronous assignments are group-based. They
consist of self-study material and exercises that need to be completed in Workgroups and
submitted according to the provided deadlines and instructions. Asynchronous assignments test
students’ ability to apply course content from the preceding sessions.
D. CASE STUDY COMPETITION (15%): The case study competition will take place in sessions
27- 28 and is a Group task. Students will be assigned a short business case with questions and are
asked to provide well-grounded recommendations to solve the case in form of a presentation. The
presentation has to include slides submitted via Blackboard. Grades will be ranked on a competitive
basis.
E. PARTICIPATION (10%): Successful individual participation in class requires attendance and
compliance with IE’s and the class code of conduct. Participation is an individual grade and will be
evaluated based on the following criteria:
1. Depth and Quality of a student’s contribution to the class: High-quality comments distinguish
by their depth of insight, rigorous use of case evidence, consistency of argument, and realism.
2. Moving Your Peers’ Understanding: Great ideas can be lost through a poor presentation. A
high-quality presentation of ideas is concise and clear and considers the relevance and timing
of comments and the flow of the ensuing class discussion.
3. Frequency: Frequency refers to the attainment of a threshold quantity of contributions that is
sufficient for making a reliable assessment of comment quality. Once a sufficient threshold
quantity is met, increased “airtime" does not automatically improve your evaluation and
evaluation depends on the comments’ quality. Students are expected to make active attempts
to contribute to the class debate regularly and not only wait for the instructor's invitation to
contribute.
criteria percentage Learning Comments
Objectives
Final Exam 50 % Please see
description A)
above
Intermediate tests 10 % Please see
description B)
above
Individual work 0%
Individual 0%
presentation
Group Work 15 % Please see
description C)
above
Other 0%

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13th July 2023
 Group 15 % Please see
Presentation description D)
above
Class Participation 10 % Please see
description E)
above

RE-SIT / RE-TAKE POLICY

Each student has four (4) chances to pass any given course distributed over two (2) consecutive
academic years. Each academic year consists of two calls: one (1) ordinary call (during the
semester when the course is taking place); and one (1) extraordinary call (or “re-sit”) in June/July.
Students who do not comply with the 70% attendance requirement in each subject during the
semester will automatically fail both calls (ordinary and extraordinary) for that Academic Year and
have to re-take the course (i.e., re-enroll) during the next Academic Year.
The Extraordinary Call Evaluation criteria will be subject to the following rules:
- Students failing the course in the ordinary call (during the semester) will have to re-sit
evaluation for the course in June / July (except those students who do not comply with the
attendance rule, and therefore will not have that opportunity, since they will fail both calls and
must directly re-enroll in the course during the next Academic Year).
- It is not permitted to change the format nor the date of the extraordinary call exams or
deadlines under any circumstance. All extraordinary call evaluation dates will be announced in
advance and must be taken into consideration before planning the summer (e.g. internships,
trips, holidays, etc.).
- The June/July re-sit will consist of a comprehensive evaluation of the course. Your final grade
for the course will depend on the performance in this exam or evaluation only. I.e., continuous
evaluation over the semester (e.g. participation, quizzes, projects and/or other grade
components over the semester) will not be taken into consideration on the extraordinary call.
Students will have to achieve the minimum passing grade of 5 and the maximum grade will be
capped at 8.0 (out of 10.0) – i.e., “notable” in the extraordinary call.
- Re-takers: Students who failed the subject on a previous Academic Year and are now re-
enrolled as re-takers in a course will need to check the syllabus of the assigned professor, as
well as contact the professor individually, regarding the specific evaluation criteria for them as
re-takers in the course during that semester (ordinary call of that Academic Year). The
maximum grade that may be obtained as a retaker during the ordinary call (i.e., the 3rd call) is
10.0 (out of 10.0).
After exams and other assessments are graded by the professor (on either the ordinary or
extraordinary call), students will have a possibility to attend a review session (whether it be a final
exam, a final project, or the final overall grade in a given course). Please be available to attend the
session in order to clarify any concerns you might have regarding your grade. Your professor will
inform you about the time and place of the review session.
- Students failing more than 18 ECTS credits after the June/July re-sits will be asked to leave the
Program. Please, make sure to prepare yourself well for the exams in order to pass your failed
subjects.
- In case you decide to skip the opportunity to re-sit for an exam or evaluation during the
June/July extraordinary call, you will need to enroll in that course again for the next Academic
Year as a re-taker, and pay the corresponding tuition fees. As you know, students have a total
of four (4) allowed calls to pass a given subject or course, in order to remain in the program.

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BIBLIOGRAPHY
Compulsory
- Melissa Schilling. (2022). Strategic management of Technological innovation. 7th
edition. McGraw-Hill Education. ISBN 9781265073350 (Printed)
Recommended
- Carl Shapiro and Hal R Varian. (1999). Information rules: a strategic guide to the
network economy. Harvard Business School Press. ISBN 087584863X (Digital)
- FT Rothaermel. (2020). Strategic Management. McGraw-Hill College. ISBN
1264103794 (Digital)
- Richard N Foster. (1986). Innovation : the attacker's advantage. Summit Books.
ISBN 0671622501 (Digital)
- Clayton M Christensen. (2011). The innovator's dilemma. Harperbusiness. ISBN
9780062060242 (Digital)
- Steven C Wheelwright and Kim B Clark. (1992). Revolutionizing product
development. Free Press. ISBN 0029055156 (Digital)

BEHAVIOR RULES

Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

ATTENDANCE POLICY

Please, check the University's Attendance Policy here. The Program Director may
provide further indications.

ETHICAL POLICY

Please, check the University's Ethics Code here. The Program Director may
provide further indications.

10
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 STRATEGIC MARKETING AND BRANDING
Grado en Administración de Empresas / Bachelor in
Business Administration BBA SEP-2023 SMB-
NBA.1C.m.OPT.M.B
Area Marketing and Communication
Number of sessions: 30
Academic year: 23-24
Degree course:
Number of credits: 6.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: RAMON MENDEZ RODRIGUEZ

E-mail: [email protected]

Brand Strategist and expert in Marketing, Branding, Innovation & Consumers, with more than 19
years in both top FMCG companies (Unilever & Kraft) and also Consulting companies. Professor at
IE since 2010.
Proffessional experience:
- From 2017: Brand strategist and Marketing & Branding Consultant. Independent
consultant.
- From 2012: BMC Strategic Innovation Company (Branding, Consumer and Innovation
Agency, working with top global companies, such as Coca Cola, Heineken, Unilever,
Nespresso, BBVA,…)
- Regional Manager for Europe and Africa (from Sept’14)
- Contents Director Europe BMC Strategic Innovation Company (managing mainly the
account of Coca-Cola)
- From 2012: Marketing Professor, Marketing electives coordinator at IE University
- 2003-2012: Different Marketing roles in Mondelez/Kraft. Marketing Director Tassimo &
Saimaza, Marketing Manager Oreo, Chips Ahoy!, Brand Manager Milka & Philadelphia...
- 2000-2003: Brand Dove. Unilever
Educational background:
- 2017-2019: Master in Humanistic Psychology by Universidad de Alcalá
- 2006 - 2012: Marketing Academy inn Kraft Foods, completing different course in branding,
strategy, consumer, insights...
- 1996-2000: B.Sc. (Hons.) Economics, majored in Marketing. Universidad Autónoma de Madrid.
[email protected]

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PREREQUISITES

No prerequesites needed to take this course

SUBJECT DESCRIPTION

The past decade has seen the triumph of brand and branding: everyone are
now encouraged to think themselves of as a brand. Indeed, the term brand is
probably overused nowadays. Everything is about brand, branded content,
branded environments, branded experience...
Branding is a crucial and exciting topic, which is rapidly evolving in order to
connect products with consumers in a more relevant and resonating way. Great
brands succeed in creating value for consumers with a clear product role and
therefore driving business results. That's why main companies are becoming
more and more consumer-centric and brands and products are evolving their
relationship with consumer.
A winning brand strategy should start with a in-depth consumer understanding,
which together with market situation analysis and evaluation of your current
marketing mix will allow to build relevant, resonating, differentiating brands,
which can really make a difference in context of hyper-segmented consumers a
increasingly competitive market.
This course will provide the students with a practical understanding of the
brand strategy and identity, working with many real examples of companies
and brands and being able to create their own brand plan and design one
brand identity.

LEARNING OBJECTIVES

This course will provide the student with the following knowledges and skills following a highly
practical methodology:
1. Brands today. How to be different & relevant with your brand in a crowded and competitive
markets.
2. Customer centricty in branding today. Motivational map and Censydeam model
3. Brands & Branding: Defining a winning brand strategy
- Positioning, Benefit ladder, Brand Essence
- Point of Difference and Frame of Reference
- Brand Territory
4. Brand Equity: The brand value in consumer mind (Awareness, Associations,
Perceived Quality and Loyalty) and how to measure it.
5. Brand Dilemmas: Brand stretch, Brand repositioning or revitalizing and
Brand deletion.
6. Portfolio Management
7. Iconic brands and brand purpose
8. Brand Design and identity
9. Many brand examples and benchmarks!

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TEACHING METHODOLOGY

IE University teaching method is defined by its collaborative, active, and applied nature. Students
actively participate in the whole process to build their knowledge and sharpen their skills.
Professor’s main role is to lead and guide students to achieve the learning objectives of the course.
This is done by engaging in a diverse range of teaching techniques and different types of learning
activities such as the following:

Learning Activity Weighting Estimated time a

student should
dedicate to prepare for
and participate in
Lectures 23.33 % 35.0 hours
Discussions 16.67 % 25.0 hours
Exercises in class, 13.33 % 20.0 hours
Asynchronous sessions,
Field Work
Group work 16.67 % 25.0 hours
Individual studying 30.0 % 45.0 hours
TOTAL 100.0 % 150.0 hours

PROGRAM

SESSION 1 (LIVE IN-PERSON)

STRATEGIC MARKETING AND BRANDING - INTRODUCTION
- Presentation and expectation of program
- The impostance of strategy for long term brand growth
- Strategic Marketing role in companies
- Overview of a brands and branding. Functions of brands: Consumers & companiesBranding:
Where business meets psychology!
Activity:
- Discussions of best brands and learnings

SESSION 2 (LIVE IN-PERSON)

MARKETING PLAN
- Marketing strategic framework: A consumer-centric approach
- Brands and branding in a Marketing plan
- Overview and stages of a Marketing plan
- Analysis
- Objectives and strategy
- 360º execution
- KPI's Metrics
- Benchmarks

SESSION 3 (LIVE IN-PERSON)

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OVERVIEW 4 GROWTH STRATEGIES & FOCUS IN PENETRATION
- Overview of growth strategies: Penetration, Frequency, Retention, Premimization
- Focus in Penetration
Activity: Discussion of best cases and learnings

SESSION 4 (LIVE IN-PERSON)

GROWTH STRATEGIES & FOCUS IN FREQUENCY, RETENTION & PREMIUNIZATION
Overview of growth strategies: Penetration, Frequency, Retention, Premimization
Focus in Penetration
Activity: Discussion of best cases and learnings

SESSION 5 (LIVE IN-PERSON)

CUSTOMER CENTRICITY IN BRANDING
- 4 levels of Consumer insights: Cultural insights, Human insight, Category insights & Brand
insights
- The Value of Motivational Segmentation: Motivational Map & Censydeam model
- Persona & Customer journey
Activity:
- Define the persona and main motivations of some brands
- Plotting different brands in different motivational spaces

SESSION 6 (LIVE IN-PERSON)

BRAND POSITIONING IN ACTION
- Reading: Brand Positioning. Kellogg on Branding (Kellogg School of Management) with
questions
Activity:
- Analyse one brand based on the model in the video and write your brand positioning statement
in the forum (in pairs)
Book Chapters: Brand Positioning in "Kellogg on Branding" (CED)
Video: Inputs for developing your brand (IE Media)

SESSION 7 (LIVE IN-PERSON)

BENEFIT LADDER
- Functional vs. emotional
- Benefit ladder
- Laddering up strategy and laddering down
- Choosing your point of difference
Activity:
- In class training benefit ladderLadder exercise in pairs

SESSION 8 (LIVE IN-PERSON)

BENEFIT LADDER, BRAND TERRITORY & ESSENCE

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 - Laddering up vs. laddering down strategy
- Links with consumer insights
- Brand territory
- Brand essence
Activity:
- Video Brand Essence Volkswagen. Discuss their brand territory and essence

SESSION 9 (ASYNCHRONOUS)
DOVE, A LADDERING-UP CASE
Business Case: Dove, evolution of a brand (HBS 508047-PDF-ENG):
Description: Examines the evolution of Dove from functional brand to a brand with a point of view
after Unilever designated it as a Masterbrand, and expanded its portfolio to cover entries into a
number of sectors beyond the original bath soap category. The development causes the brand
team to take a fresh look at the clichés of the beauty industry. The result is the controversial Real
Beauty campaign. As the campaign unfolds, Unilever learns to use the Internet, and particularly
social network media like YouTube, to manage controversy.
Activity:
Read the case and asnwer the following questions:
- Write the 3 levels of consumer unndertanding: Human Insight, Category insight and brand
insight
- Develop the full DOVE benefit ladder
- What you would recommend to this brand today?
Max. 150 words
Practical Case: Dove: Evolution of a Brand (HBS 508047-PDF-ENG)
Multimedia Material: Dove: Video Advertising Distributed by Harvard Business School (HBS 6558-
AVO-ENG)

SESSION 10 (LIVE IN-PERSON)

BRAND EQUITY
- Brand Equity definition and key assets (Awareness, Associations, Perceived quality, Loyalty &
Experience).
- Types of brand awarenes: Top of mind, Recall, Recognition
- Types of brand associations: Product and Non-product related
Activity:
- Role play Interview for brand equity assesment (pairs)

SESSION 11 (LIVE IN-PERSON)

BRAND EQUITY - PERSONALITY & ARCHETYPE
- What's an archetype? Archetypes vs. stereotypes
- Brand personality: Key to connect with customer values12 brand archetypes
Activity:
- Analysing brand archetypes (pairs)

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SESSION 12 (ASYNCHRONOUS)
BRAND EQUITY IN ACTION
Activity:
- Choose one brand (pairs)
- Interview 10 people to understand its equity in depth (5 each)
- Discuss with your pair to analyse and undertand
- Analyse its current brand equity and share your reco for the brand today.
- Share in forum your conclusions (maximum 100 words)

SESSION 13 (LIVE IN-PERSON)

MEASURING BRAND EQUITY
- Qualitative and quantitive techniques to measure brand equity
- Free association vs. projective questions
- ZMET: Zaltman Methaphor Elecitacion Techniques
- Case Nestlé Crunch (519061-PDF-ENG)
Practical Case: Understanding the Brand Equity of Nestlé Crunch Bar: A Market Research Case
(HBS 519061-PDF-ENG)
Video: Olson Zaltman: Intro to ZMET (Youtube)

SESSION 14 (LIVE IN-PERSON)

PRIVATE LABELS BRANDS
- Private labels growth in a more branded context
- Are they brands? Pros and cons of Private labels today
- Possible strategies to fight with private labels
Video: What is Private Label? (Youtube)

SESSION 15 (ASYNCHRONOUS)
STARBUCKS CASE
Description: After going public in 1992, Starbucks' strong balance sheet and double-digit growth
made it a hot growth stock. The Starbucks vision was coffee culture as community, the Third Place
between work and home, where friends shared the experience and exotic language of gourmet
coffee. Its growth was fuelled by rapid expansion in the number of stores both in the United States
and in foreign markets, the addition of drive-through service, its own music label that promoted and
sold CDs in stores and other add-on sales, including pastries and sandwiches. In an amazingly
short time, Starbucks became a wildly successful global brand. But in 2007, Starbucks'
performance slipped; the company reported its first-ever decline in customer visits to U.S. stores,
which led to a 50 per cent drop in its share price. In January 2008, the board ousted CEO Jim
Donald and brought back Howard Schultz - Starbucks' visionary leader and CEO from 1987 to 2000
and current chairman and chief global strategist - to re-take the helm. Starbucks' growth strategies
have been widely reported and analysed, but rarely with an eye to their impact on the brand. This
case offers a compelling example of how "non-brand" managerial decisions - such as store
locations, licensing arrangements and drive-through service - can make sense on financial criteria
at one point in time, yet erode brand positioning and equity in the longer term. Examining the
growth decisions made in the United States provides a rich context in which to examine both the
promise and drawback of further foreign expansion.

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21th June 2023
Read the case and asnwer the following questions:
- How did startbuck build their brand equity?
- What were the main reasons for the company downturn?
- What would you recommend them today to drive growth'
Max. 150 words
Practical Case: Trouble Brews at Starbucks (HBS 909A02-PDF-ENG)

SESSION 16 (LIVE IN-PERSON)

CREATING AND LAUNCHING NEW BRANDS
- Starting from scratch: Key strategic questions
- Full launching process; from creation to executtion
- Branding in start ups
- Choose one great new brand and assess its success factors in the forum (pairs)

SESSION 17 (LIVE IN-PERSON)

NEW BRANDS & BRAND DILEMMAS
- Launching new brands
- Consistent brands: Sustaining brands over time
- 4 brand dilemmas:
- Brand stretch
- Brand repositioning
- Brand revitalization
- Brand Deletion

SESSION 18 (LIVE IN-PERSON)

BRAND DILEMMAS
- Deeping into the 4 brand dilemmas:
Brand stretch
Brand repositioning
Brand revitalization
Brand Deletion
Activity:
- Discussing pros and cons of each dilemmas

SESSION 19 (ASYNCHRONOUS)
BRAND DILEMMAS IN ACTIONS
Activity:
- Sharing one good and bad examples of each dilemma in the forum, explaining briefly your
reasons to choose thes examples.

SESSION 20 (LIVE IN-PERSON)

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21th June 2023
BRANDS & PORTOLIO MANAGEMENT
- The four levels of strategy: Corporate, portfolio management, Positioning & Marketing Mix
- Portfolio Management: Minimizing overlapping & maximizing reach
- Brands vs. corporate strategies: House of brands vs. branded house
- Brand hierarchy & types of brand

SESSION 21 (ASYNCHRONOUS)
CORPORATE & BRANDS ANALYSIS
- Choose one company with different brands (pairs)
- Analyse if it's a house of brands, branded house or hybrid
- Explain how you think that this company manages its brands and product portfolio today

SESSION 22 (LIVE IN-PERSON)

ICONIC BRANDS
- What is an iconic brand?
- Brand purpose
- Golden circle: Why, How and Why
- Benchmark of Iconic brands
Activity:
- Discussing iconic brands. What's their pledge?
Multimedia Documentation: Cultural Branding: How Brands Become Icons (Logo & Imago MS Blog)
Video: How great leaders inspire action (Ted.com)

SESSION 23 (LIVE IN-PERSON)

BRAND ELEMENTS & IDENTITY
- Brand elements to build brand equity - Making it real and visual!
- Designing your brand identity
- Brand identity book and guidelines:
Slides and material in additional documentation

SESSION 24 (LIVE IN-PERSON)

DESIGNING YOUR BRAND IDENTITY
- Innovation in branding
- Create a new brand, leveraged on powerful consumer insights.
- Define your main point of difference (functional or emotional)
- Design your brand elements: Brand name, logo, slogan, character, packaging
- Define your brand guidelines: Colours, tone...

SESSION 25 (ASYNCHRONOUS)
SHARE YOUR NEW BRAND DESIGN
Activity:

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21th June 2023
 - Design and share your final design (one page) in forum
- Voting for the best new brand

SESSION 26 (LIVE IN-PERSON)

WORKING SESSIONS WITH PROFESSOR
Working session in class with each team to guide and support for final project presentation

SESSIONS 27 - 28 (LIVE IN-PERSON)

TEAM BRAND PROJECT PRESENTATION

SESSIONS 29 - 30 (LIVE IN-PERSON)

FINAL EXAM: WRITTEN (30 Min) AND ORAL (2 min per student)
The exam is closed book and will consist of 3 open-ended questions to apply theory (30 min). Every
student will defend one their answer in front of professor (scheduled 2 minute per student).

EVALUATION CRITERIA

It’s required to work outside the class, doing the exercises, participating in forum, doing
presentations and a final project. Both individual and group work will be taken into account in the
final grade.
It is important to be respectful and proactive during in-class sessions as well as in the group
projects, For the group project, students will choose who they will work with.
During the entire course, the students will receive feedback on the activities they are presenting, so
they can keep track of their grade and be in control of it. Attendance will also be taken into account
daily for the very same reason.
Evaluation criteria details:
- In-Class participation(15%): Attendance is mandatory and will, therefore, have an impact on
the final grade. Discussions and debates will count towards participation (including the one in
forum). this grade (participation, engaged listening, self-involvement in class...).Participation will
be evaluated according to attention paid, participation in discussions and debates and general
involvement within the course.
- Individual work in forums (25%): Each students will have to write and share their analysis in
forums, showing his/her concepts knowledge and understanding, as well as his/her point of
view
- Final Team Project (30%): Each student will be part of a group project that will have to be
presented by the end of the term. You will have to create a new brand. Specific briefing and
details will be presented in class prior to the due date and uploaded to Campus. Teams will
have supervised working sessions with the professor.
- Final Exam 30%): 3 open-ended questions to apply theory to real cases and defend it.
criteria percentage Learning Comments
Objectives
Final Exam 30 %
Individual Work 25 %
Forums

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21th June 2023
 Group 30 %
Presentation
Class Participation 15 %

RE-SIT / RE-TAKE POLICY

Each student has four (4) chances to pass any given course distributed over two (2) consecutive
academic years. Each academic year consists of two calls: one (1) ordinary call (during the
semester when the course is taking place); and one (1) extraordinary call (or “re-sit”) in June/July.
Students who do not comply with the 70% attendance requirement in each subject during the
semester will automatically fail both calls (ordinary and extraordinary) for that Academic Year and
have to re-take the course (i.e., re-enroll) during the next Academic Year.
The Extraordinary Call Evaluation criteria will be subject to the following rules:
- Students failing the course in the ordinary call (during the semester) will have to re-sit
evaluation for the course in June / July (except those students who do not comply with the
attendance rule, and therefore will not have that opportunity, since they will fail both calls and
must directly re-enroll in the course during the next Academic Year).
- It is not permitted to change the format nor the date of the extraordinary call exams or
deadlines under any circumstance. All extraordinary call evaluation dates will be announced in
advance and must be taken into consideration before planning the summer (e.g. internships,
trips, holidays, etc.)
- The June/July re-sit will consist of a comprehensive evaluation of the course. Your final grade
for the course will depend on the performance in this exam or evaluation only. I.e., continuous
evaluation over the semester (e.g. participation, quizzes, projects and/or other grade
components over the semester) will not be taken into consideration on the extraordinary call.
Students will have to achieve the minimum passing grade of 5 and the maximum grade will be
capped at 8.0 (out of 10.0) – i.e., “notable” in the extraordinary call.
- Re-takers: Students who failed the subject on a previous Academic Year and are now re-
enrolled as re-takers in a course will need to check the syllabus of the assigned professor, as
well as contact the professor individually, regarding the specific evaluation criteria for them as
re-takers in the course during that semester (ordinary call of that Academic Year). The
maximum grade that may be obtained as a retaker during the ordinary call (i.e., the 3rd call) is
10.0 (out of 10.0).
After exams and other assessments are graded by the professor (on either the ordinary or
extraordinary call), students will have a possibility to attend a review session (whether it be a final
exam, a final project, or the final overall grade in a given course). Please be available to attend the
session in order to clarify any concerns you might have regarding your grade. Your professor will
inform you about the time and place of the review session.
Students failing more than 18 ECTS credits after the June/July re-sits will be asked to leave the
Program. Please, make sure to prepare yourself well for the exams in order to pass your failed
subjects.
In case you decide to skip the opportunity to re-sit for an exam or evaluation during the June/July
extraordinary call, you will need to enroll in that course again for the next Academic Year as a re-
taker, and pay the corresponding tuition fees. As you know, students have a total of four (4) allowed
calls to pass a given subject or course, in order to remain in the program.

BIBLIOGRAPHY
Recommended

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 - Kevin Lane Keller. Strategic Brand Management. ISBN 9780133255423 (Printed)
- Alice M.Tybout & Tim Calkins. Kellogg on Branding. ISBN 9780471690160
(Printed)
- Byron Sharp. How Brands Grow. ISBN 9780195573565 (Printed)
- Alina Wheeler. Designing Brand Identity. ISBN 9781118099209 (Printed)

BEHAVIOR RULES

Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

ATTENDANCE POLICY

Please, check the University's Attendance Policy here. The Program Director may
provide further indications.

ETHICAL POLICY

Please, check the University's Ethics Code here. The Program Director may
provide further indications.

11
21th June 2023
 SUSTAINABLE FINANCE
Grado en Administración de Empresas / Bachelor in
Business Administration BBA SEP-2023 SF-
NBA.1C.f.OPT.M.A
Area Finance
Number of sessions: 25
Academic year: 23-24
Degree course:
Number of credits: 5.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: EMMA NAVARRO AGUILERA

E-mail: [email protected]

Emma Navarro belongs to the High Corps of Spanish State Economists and
Trade Experts. She is a Law Graduate from the Universidad San Pablo CEU,
with diplomas in EU legal and economic Studies from the same university, the
Sorbonne-Paris I University and the Complutense University of Madrid.
Emma Navarro is currently Executive Director for Climate Finance at the
European Climate Foundation. She is also a Board member of Iberdrola
España, one of the world’s largest energy companies and a leader in
renewables that is spearheading the energy transition towards a low carbon
economy.
Prior to that, she was Vice-President of the European Investment Bank, the
world’s largest multilateral Bank by assets and largest financier of climate
projects. She led its Climate Action Strategy at a time when the institution
positioned itself as the EU’s Climate Bank and launched its renewed climate
ambition.
Emma has also held the position of Chairperson of ICO, the Spanish National
Promotional Bank and the State's Financial Agency.
During her extensive career public administration, she served as Spain’s
Secretary General for the Treasury and Financial Policy, responsible for
banking and financial policy regulation and the funding and debt management.
She has also been a member of the Board of Bank of Spain, of the National
Securities Market Commission (CNMV), of the FROB (the Spanish Executive
Resolution Authority) and the Vice-Chairperson of Governing Committee of the
Deposit Guarantee Fund.
She has represented Spain in European and international financial bodies, as a
member of the EU’s Economic and Financial Committee (EFC) and the
Eurogroup Working Group (EGW), as an alternate member of the Eurogroup
and ECOFIN, and as alternate representative to the G20-Finance track
meetings. She has also served as a Board Member of the European Stability
Mechanism (ESM) and a member of the Financial Stability Board (FSB).

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 While at the International Monetary Fund, Emma worked as an adviser to the
Executive Board Director for Colombia, Mexico and Spain.

[email protected] or using blackboard ultra.

Office Hours: Mondays: 18h00-19h00. Fridays: 9h00-10h00.

PREREQUISITES

Basic knowledge of finance and economy is expected.

SUBJECT DESCRIPTION

The goal of this course is to explore the foundations of Sustainable Finance.

Students will develop theoretical and practical knowledge and understanding of
the main debates around CSR and Sustainable Finance.
Sustainable Finance is one of the most trending topics in Finance today. A
fundamental reshaping of finance is taking place to integrate Environmental,
Social and Governance issues (the so-called ESG factors) into investment
decisions and business strategies. At the same time, there is growing
acknowledgment that finance can be a powerful tool to transform our economic
and social model towards sustainability.
ESG investments have increased exponentially in the last years, while green
and other sustainable products have soared. Investors are more and more
scrutinizing companies’ efforts to manage sustainability risks and opportunities,
which has driven demand for company data on ESG related performance and
resulted in a proliferation of competing reporting frameworks and guidelines. In
response, International Sustainability Reporting Standards are being now
elaborated, while some jurisdictions are also developing or strengthening
mandatory climate or ESG disclosure regulations.
Climate change is also increasingly founding their way into shareholders
meetings. At the same time, a social movement that highlights the
shortcomings of the current economic system has emerged and is resonating in
the business community in what is being called stakeholder capitalism.
Recognition by financial supervisors, regulators and investors that climate
change is a source of financial risk is rapidly transforming sustainable finance
from niche to mainstream. A growing number of financial supervisors have
started to incorporate climate change risk management into their supervisory
expectations, and some of them have also embarked on climate stress testing.
In addition to that, the ECB and other central banks are increasingly
incorporating climate risks considerations into their monetary policy
frameworks.
The covid-19 pandemic had accelerated the ESG momentum and has triggered
debates on the opportunity to rebuild economies placing sustainability and
corporate purpose well-entrenched at the core. And while the war in Ukraine is
bringing new uncertainties and risks of backlash, the
Against this background, developing a critical mass of experts on Sustainable
Finance is key for the continued expansion and promotion of this increasingly
important approach to finance.

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LEARNING OBJECTIVES

The main objectives of this course are the following:

- Develop background knowledge and understanding of the main debates around Corporate
Social Responsibility and Sustainable Finance
- Overview of the key international agreements and frameworks supporting sustainable finance
- Reflect on the challenges and opportunities posed by climate change and the transition to a
more sustainable economy
- Assess how ESG factors affect the value creation and risk of a company
- Recognize how investors are integrating ESG considerations into their investment decisions.
- Familiarize with sustainable financial products and ESG metrics and reporting frameworks
- Understand the implications of climate change for the financial sector and be able to explain the
different types of climate-related risk
- Be cognizant of the role of MDBs in promoting sustainability and mobilizing finance towards
sustainable projects.

TEACHING METHODOLOGY

IE University teaching method is defined by its collaborative, active, and applied nature. Students
actively participate in the whole process to build their knowledge and sharpen their skills.
Professor’s main role is to lead and guide students to achieve the learning objectives of the course.
This is done by engaging in a diverse range of teaching techniques and different types of learning
activities such as the following:

Learning Activity Weighting Estimated time a

student should
dedicate to prepare for
and participate in
Lectures 14.4 % 18.0 hours
Discussions 17.6 % 22.0 hours
Exercises in class, 20.0 % 25.0 hours
Asynchronous sessions,
Field Work
Group work 24.0 % 30.0 hours
Individual studying 24.0 % 30.0 hours
TOTAL 100.0 % 125.0 hours

PROGRAM

SESSION 1 (LIVE IN-PERSON)

1. Introduction to the course. What to expect from this course?
2. What is Sustainable Finance? Why it matters?
3. Sustainability challenges today and the role of the financial sector.

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SESSION 2 (LIVE IN-PERSON)
AN INTRODUCTION TO SUSTAINABLE FINANCE
1. Context and trends. Understanding the evolution and growth of Sustainable Finance. Impact
of the Covid-19 pandemic.
2. Challenges and Opportunities for Sustainable Finance.
3. The EU Sustainable Finance Agenda
Pre-class reading:
Article: What is sustainable finance? (The Economist) (CED) (Optional)
Article: Sustainability as BlackRock’s New Standard for Investing (BlackRock web) (Optional)

SESSION 3 (LIVE IN-PERSON)

SUSTAINABILITY AND CORPORATE SOCIAL RESPONSIBILITY. THE SDG.
1. Sustainability as an investment strategy vs. as an organization approach. Corporate Social
Responsibility.
2. What is the purpose of a corporation? From the shareholders primacy norm to the
Stakeholders Value Approach.
3. A new concept of fiduciary duty?
4. The triple bottom line: profit, people and planet.
5. Sustainable corporate strategy and leadership. The duty of Corporate Boards in driving
sustainability.
6. Integrating sustainability into the value chain.
Pre-class readings:
Article: Business Roundtable Redefines the Purpose of a Corporation to Promote An Economy That
Serves All Americans (Business Roundtable. August 19, 2019)
Article: C.E.O.s Are Qualified to Make Profits, Not Lead Society (The New York Times. July 24,
2020) (CED)

SESSION 4 (LIVE IN-PERSON)

KEY INTERNATIONAL DRIVER OF SUSTAINABLE FINANCE (PART 1)
1. The Role of the United Nations in the promotion of Sustainable Finance. The Sustainable
Development Goals.
Other frameworks promoting the integration of Sustainability into investment decision-making.
2. Understanding the science and impacts of Climate Change.
3. The Paris Climate Agreement and progress in climate change conferences.
4. Climate change mitigation and adaptation.
5. The concept of Just Transition.
Practical Case: Climate Change in 2020: Implications for Business (Pre-reading) (HBS 320087-PDF-
ENG) (Optional)
Article: The great disrupter. Business and climate change (Pre-reading) (Special Reports The
Economist) (Optional)
Article: Acting on climate-on-climate-and-poverty: if we fail on one we fail on the other (LSE)
(Optional)

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21th June 2023
Article: Key aspects of the Paris Agreement (Reference) (United Nations)

SESSION 5 (LIVE IN-PERSON)

CLIMATE CHANGE AS AN INTERNATIONAL DRIVER OF SUSTAINABLE FINANCE. (Part 2).
1. Climate Neutrality pledges. What is a transition plan?
2. Carbon Pricing. Why? Modalities.
3. Voluntary Carbon Markets.
4. Green Finance and Transition Finance.
Article: Pricing Carbon (World Bank) (Optional)
Article: The Voluntary Carbon Market and Sustainable Development (Grantham Research Institute
on Climate Change and the Environment)

SESSION 6 (ASYNCHRONOUS)
UNDERSTANDING THE IMPORTANCE OF CORPORATE GOVERNANCE. HBR CASE STUDY
DISCUSSION: THE VOLKSWAGEN EMISSIONS SCANDAL
Students will prepare this case study to engage in an on-line forum discussion to present their
views and thoughts, guided by some questions outlined by the professor. The case study highlights
the corporate governance issues and failures behind the diesel scandal that affected Volkswagen
some years ago.
Practical Case: The Volkswagen Emissions Scandal (HBS UV7245-PDF-ENG)

SESSION 7 (LIVE IN-PERSON)

THE ESG FINANCIAL ECOSYSTEM
1. The ESG financial Ecosystem.
2. How green is a company? Indicators of Environmental performance. Carbon footprint. Other
environmental metrics.
3. Measuring the carbon footprint of a portfolio.
4. What is the Circular Economy?
Article: ESG Investing and Climate Transition: Market Practices, Issues and Policy Considerations
(OECD)

SESSION 8 (LIVE IN-PERSON)

THE ESG FINANCIAL ECOSYSTEM (Part 2).
1. Diving into the social factors of ESG. Examples.
2. Good governance as an overriding principle for ESG.
3. ESG Ratings and challenges.
Article: ESG Investing and Climate Transition. Market Practices, issues and policy considerations
(OECD)

SESSION 9 (LIVE IN-PERSON)

Sustainability Topics:
- Economic Development

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21th June 2023
ESG REPORTING AND MEASUREMENT
- Why sustainability disclosures are important?
- ESG main metrics and reporting frameworks.
- Determining material factors.
- The Task Force for Climate Related Disclosures. (TCFD).
- Towards global sustainability and Climate reporting standards. The ISSB.
- The EU Non-Financial Reporting Directive. The proposal for a Corporate Sustainability
Reporting Directive. The double materiality principle.
- The US climate disclosure rules.
Article: ESG Metrics: Reshaping Capitalism? (HBS 116037-PDF-ENG)
Article: Recommendations of the Task Force on Climate-related financial disclosures (TCFD)
Article: ESG Investing and Climate Transition: Market Practices, policies and challenges (OECD)

SESSION 10 (LIVE IN-PERSON)

INTEGRATING ESG FACTORS INTO INVESTMENT DECISIONS. ESG INVESTMENT
STRATEGIES.
1. ESG Investment Strategies.
2. Exclusions.
3. Best-in-Class.
4. ESG Integration.
5. ESG engagement.
6. Impact investments.

SESSION 11 (LIVE IN-PERSON)

There will be a mid-term quiz to assess understanding of the topics covered thus far.

SESSION 12 (LIVE IN-PERSON)

ESG: VALUE CREATION AND FINANCIAL PERFORMANCE
1. Understanding how ESG factors influence the value creation and financial performance.
Examples.
2. Evidence on ESG corporate and investment performance. “Doing well by doing good”?
Article: Five ways that ESG creates value(Optional)
Multimedia Material: Musings on Markets: Sounding good or Doing good? A Skeptical Look at
ESG(Optional)
Article: The Secret Diary of a Sustainable Investor (part 1) (medium.com)
Article: A Critique Of Tariq Fancy’s Critique Of ESG Investing: An Interview With Clara Miller
(Forbes) (Optional)

SESSION 13 (ASYNCHRONOUS)
SUSTAINABLE INVESTMENT INTEGRATION.

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21th June 2023
Students will be presented with press articles that explore the topics covered in the session such as
climate disclosures or the advantages and disadvantages of different investment strategies or ESG
impact on financial performance. They will have a discussion on the articles, guided by questions
prepared by the professor.

SESSION 14 (LIVE IN-PERSON)

WHAT IS REALLY IS A SUSTAINABLE INVESTMENT? ADDRESSING “GREENWASHING”
1. The concept of green washing. How to address greenwashing?
2. Sustainable Taxonomies. The EU Taxonomy.
3. The role of gas and nuclear in the EU Taxonomy.
4. Other taxonomies.
Technical note: What is the EU Taxonomy and how does it work in practice (European Comission)
Article: Green Taxonomies Around the World. Where do we stand? (ECOFACT)

SESSION 15 (LIVE IN-PERSON)

Sustainability Topics:
- Environment
GREENING THE FINANCIAL SYSTEM
1. What are climate-related financial risks? Physical risk and Transition Risks.
2. Stranded Assets.
3. The role of the Central Banks in addressing climate change. The Network for Greening the
Financial System.
4. Greening Monetary Policy.
5. Greenflation.
Article: Breaking the Tragedy of the Horizon. Climate Change and financial Stability (Pre-class
reading) (BIS central bankers’ speeches; September, 29th 2015)
Article: Letter to CEOs: A fundamental Reshaping of Finance (Pre-class reading) (BlackRock)
Article: A new age of energy inflation: climateflation, fossilflation and greenflation. (Pre-class
reading) (European Central Bank)
Article: Network for Greening the Financial System (Reference) (NGFS.Net)

SESSION 16 (ASYNCHRONOUS)
UNDERSTANDING CLIMATE RISKS AND OPPORTUNITIES FOR BANKS
In this session, students will engage on a discussion on the risks and opportunities climate change
present and the changes Banks are undertaking to address them.
The students will prepare the discussion with some reading materials that they will be given
beforehand.

SESSION 17 (LIVE IN-PERSON)

SUSTAINABLE FINANCE BY ASSET CLASSES
1. ESG funds and SRI funds. ESG Passive Investments.
2. Green Bonds and the Green Bond Principles. The EU Green Bond Standard.
3. Other Thematic Bonds. Social Bonds and Sustainability Bonds.

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21th June 2023
 4. Green Loans and Green Loan Principles.
5. Other Green Products.
6. PPAs as a product to support the energy transition.
Article: What is the point of green bonds? (The Economist) (CED)

SESSION 18 (ASYNCHRONOUS)
EXPLORING THE CHALLENGES OF THE ENERGY TRANSITION
Students will discuss the challenges of the energy transition for companies and the global
economy, based on the questions and articles and other materials provided by the teacher before
hand.

SESSION 19 (LIVE IN-PERSON)

MOVILIZING CAPITAL TOWARDS SUSTAINABLE INVESTMENTS.
1. The role of the public sector. Green Public Investment Programs.
2. Green Budgeting.
3. The role of Multilateral Development Banks. Business model and History.

SESSION 20 (LIVE IN-PERSON)

MOBILIZING CAPITAL TOWARDS SUSTAINABLE INVESTMENT.
1. Understanding how Multilateral Development Banks work.
2. Leveraging private sector investment. What is Blended Finance? Examples
3. MDB’s efforts to aligning operations with the Paris agreement.
4. Reforming MDBs to deal with global challenges.
Article: How to reform multilateral development banks to take on climate change (Energy Monitor;
April 10, 2023) (Optional)

SESSION 21 (LIVE ONLINE)

In this session, we will have a guest speaker that works for a Multilateral Development Bank (MDB)
to present through practical cases the challenges and opportunities of sustainable finance within
the perspective of a public bank.

SESSION 22 (LIVE IN-PERSON)

Students will need to complete a quiz covering materials of the second-half of the syllabus.

SESSIONS 23 - 24 (LIVE IN-PERSON)

GROUP PROJECT PRESENTATION
In the last day of the course, students will present their group projects.
Students will work in teams of 5-8 people to study the risks and opportunities arising from ESG
factors for a particular company. Three companies pertaining to different sectors will be given as a
choice. The group assessment should include how ESG factors affect the business model and the
financial position of the company and a strategic plan to assess those risks and harness the
opportunities.
Book Chapters: Dirk Schoenmaker and Willem Schramade, "Principles of Sustainable Finance"

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21th June 2023
Chapter 5 (Reference) (See Bibliography)(Optional)
Students could use as a reference Chapter 5 of Dirk Schoenmaker and Willem Schramade. (2019).
Principles of Sustainable Finance. Oxford University Press. ISBN 9780198826606 (Printed)

SESSION 25 (LIVE IN-PERSON)

Wrap up session. Final discussion on ESG challenges ahead.

EVALUATION CRITERIA

Class Participation grade (35%) will depend on the quality of their contribution to the class
discussion and the ability to move the discussion forward and improve the learning experience of
the class.
Quizzes/Tests (30%): During the course, the professor will undertake a few quizzes to test the
understanding of the students from pre-reading materials and discussions held in class.
Group Presentation (35%). More guidance on the group presentation will be provided during the
course.

criteria percentage Learning Comments

Objectives
Intermediate Tests 30 %
Group 35 %
Presentation
Class Participation 35 %
and Forums

RE-SIT / RE-TAKE POLICY

Each student has four (4) chances to pass any given course distributed over two (2) consecutive
academic years. Each academic year consists of two calls: one (1) ordinary call (during the
semester when the course is taking place); and one (1) extraordinary call (or “re-sit”) in June/July.
Students who do not comply with the 70% attendance requirement in each subject during the
semester will automatically fail both calls (ordinary and extraordinary) for that Academic Year and
have to re-take the course (i.e., re-enroll) during the next Academic Year.
The Extraordinary Call Evaluation criteria will be subject to the following rules:
- Students failing the course in the ordinary call (during the semester) will have to re-sit
evaluation for the course in June / July (except those students who do not comply with the
attendance rule, and therefore will not have that opportunity, since they will fail both calls and
must directly re-enroll in the course during the next Academic Year).
- It is not permitted to change the format nor the date of the extraordinary call exams or
deadlines under any circumstance. All extraordinary call evaluation dates will be announced in
advance and must be taken into consideration before planning the summer (e.g. internships,
trips, holidays, etc.)
- The June/July re-sit will consist of a comprehensive evaluation of the course. Your final grade
for the course will depend on the performance in this exam or evaluation only. I.e., continuous
evaluation over the semester (e.g. participation, quizzes, projects and/or other grade
components over the semester) will not be taken into consideration on the extraordinary call.
Students will have to achieve the minimum passing grade of 5 and the maximum grade will be
capped at 8.0 (out of 10.0) – i.e., “notable” in the extraordinary call.

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 - Re-takers: Students who failed the subject on a previous Academic Year and are now re-
enrolled as re-takers in a course will need to check the syllabus of the assigned professor, as
well as contact the professor individually, regarding the specific evaluation criteria for them as
re-takers in the course during that semester (ordinary call of that Academic Year). The
maximum grade that may be obtained as a retaker during the ordinary call (i.e., the 3rd call) is
10.0 (out of 10.0).
After exams and other assessments are graded by the professor (on either the ordinary or
extraordinary call), students will have a possibility to attend a review session (whether it be a final
exam, a final project, or the final overall grade in a given course). Please be available to attend the
session in order to clarify any concerns you might have regarding your grade. Your professor will
inform you about the time and place of the review session.
! Students failing more than 18 ECTS credits after the June/July re-sits will be asked to leave the
Program. Please, make sure to prepare yourself well for the exams in order to pass your failed
subjects.
! In case you decide to skip the opportunity to re-sit for an exam or evaluation during the June/July
extraordinary call, you will need to enroll in that course again for the next Academic Year as a re-
taker, and pay the corresponding tuition fees. As you know, students have a total of four (4) allowed
calls to pass a given subject or course, in order to remain in the program.

BIBLIOGRAPHY
Recommended
- Dirk Schoenmaker and Willem Schramade. (2019). Principles of Sustainable
Finance. Oxford University Press. ISBN 9780198826606 (Printed)
- Nuno Fernandes. (2023). Climate Finance. First. Finance for Executives. ISBN
9789899885431 (Printed)
https://www.amazon.com/Climate-Finance-Nuno-
Fernandes/dp/9899885436?asin=9899885436&revisionId=&format=4&depth=1

BEHAVIOR RULES

Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

ATTENDANCE POLICY

Please, check the University's Attendance Policy here. The Program Director may
provide further indications.

ETHICAL POLICY

Please, check the University's Ethics Code here. The Program Director may
provide further indications.

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21th June 2023
 SUSTAINABLE SUPPLY CHAINS
Grado en Administración de Empresas / Bachelor in
Business Administration BBA SEP-2023 SSC-
NBA.1C.n.OPT.M.A
Area Others
Number of sessions: 15
Academic year: 23-24
Degree course:
Number of credits: 3.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: FELIPE AMADO QUINTANA NAVARRO

E-mail: [email protected]

FELIPE AMADO QUINTANA NAVARRO

Academic background:
- Master in Technology and Communication for teaching by UNED (2013-2014)
- Master in Logistics, Purchasing and Stocks Management by AERCE (2003)
- MBA by IE Business School (1999-2000)
- Industrial engineer by Univesity of Las Palmas de Gran Canaria (1992-1998)
Professional experience:
- MDS (since 2014). Customer Experience and Lean Thinking consultant.
- Aguas Minerales de Firgas (2009-2016): Operations & Supply Chain Manager. New Products
Development Responsible (Canary Islands. Spain).
- Robert Bosch (2004-2009): Project Manager for Bosch Car Service Spain and Portugal
(Madrid-Lisbon-Kalsruhe)
- LVMH (2000-2004): Operations Responsible for Perfumes Loewe (Madrid-Paris)
Academic experience:
- IE Business Schoo, IE University and IE School of Human Sciences and Technology Adjunct
Professor since 2004: Operations Management, Supply Chain Management, Customer
Experience Management, Sustainability through SCM and Lean Thinking.
Professor contact and information:
- Phone & WhatsApp: +34 609 402 509
- e-mail: [email protected]
- Linkedin: Felipe

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 Phone & WhatsApp: +34 609 402 509
e-mail: [email protected]

PREREQUISITES

No special prerequisites are needed to attend this course.

SUBJECT DESCRIPTION

Sustainability is not only a new trend but it is also a "must" specially in a business environment
because customers are demanding sustainable solutions.
- According to several authors, Business sustainability, also known as corporate sustainability,
is the management and coordination of environmental, social and financial demands and
concerns to ensure responsible, ethical and ongoing success. Within the corporate world, they
are sometimes referred to as the triple bottom line: Economic, Social and environmental.
- Supply Chain Management is the management of the flow of goods and services and
includes all processes that transform raw materials into final products. It involves the active
streamlining of a business's supply-side activities to maximize customer value and gain a
competitive advantage in the marketplace. This function involves not only internal activities
related with Operations management and coordination with the rest of the areas of the
company, but also upstream to suppliers and downstrem to customers, including logistics and
after sales activities.
In this 15 sessions elective course we shall discover together how we can
achieve sustainability through our Supply Chain Management, which is
responsible for more than the 60% of the value addition for customers.
Join me in this trending topic elective and let us discover together plenty of
frameworks, tools and best practices to be able to apply them during your
professional career.

LEARNING OBJECTIVES

Main topics and best practices covered by this elective are:

· INTRODUCTION. COMEPTING THROUGH SUSTAINABILITY
· THE 6 FRAMES OF SUSTAINABILITY
· CIRCULAR ECONOMY AND GREEN SUPPLY CHAIN MANAGEMENT
· BEST PRACTICES: SUSTAINABILITY AT IKEA GROUP.
· BEST PRACTICES: WALMART’S SUSTAINABILITY STRATEGY
· TRIPLE A SUPPLY CHAIN. ACHIEVING SUSTAINABILITY THROUGH SUPPLY CHAIN
INTEGRATION. BEST PRACTICES: FERRERO GROUP
· COMPETING THROUGH SUSTAINABILITY. BEST PRACTICES: UNILEVER
· SUSTAINABLE GROWTH: LEARNING FROM MISTAKES: STARBUCKS

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At the end of the course, students should be able to:
- Understand how to compete through sustainability
- Understand the model of Circular Economy and the Supply Chain Contribution to Circular
Economy.
- The strategic role of sustainability in the supply chain
- How to build a sustainable and green supply chain
- How to interpret and ellaborate a "Sustainability Report"
- Implement a sustainable supply chain
- To analyse the sustainability strategy of any firm
- Learn from common mistakes and identify best practices in sustainability

TEACHING METHODOLOGY

IE University teaching method is defined by its collaborative, active, and applied nature. Students
actively participate in the whole process to build their knowledge and sharpen their skills.
Professor’s main role is to lead and guide students to achieve the learning objectives of the course.
This is done by engaging in a diverse range of teaching techniques and different types of learning
activities such as the following:

Learning Activity Weighting Estimated time a

student should
dedicate to prepare for
and participate in
Lectures 20.0 % 15.0 hours
Discussions 26.67 % 20.0 hours
Exercises in class, 26.67 % 20.0 hours
Asynchronous sessions,
Field Work
Group work 20.0 % 15.0 hours
Individual studying 6.67 % 5.0 hours
TOTAL 100.0 % 75.0 hours

PROGRAM

SESSION 1 (LIVE IN-PERSON)

INTRODUCTION. THE TRIPLE BOTTOM LINE. COMPETING THROUGH SUSTAINABILITY:
Sustainability Challenges, Competencies and Opportunities. The 5 stages model for competing
through sustainability.
- Stage 1: Viewing Compliance as opportunity
- Stage 2: Making Value Chain Sustainable
- Stage 3: Designing Sustainable products and services
- Stage 4: Developing new business models
- Stage 5: Creating next-practice platforms
Article: Why Sustainability Is Now the Key Driver of Innovation (HBS R0909E-PDF-ENG)
Article: A More Sustainable Supply Chain (HBS R2002F-PDF-ENG)

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SESSION 2 (LIVE IN-PERSON)
INTRODUCTION. THE TRIPLE BOTTOM LINE. COMPETING THROUGH SUSTAINABILITY:
Sustainability Challenges, Competencies and Opportunities. The 5 stages model for competing
through sustainability.
- Stage 1: Viewing Compliance as opportunity
- Stage 2: Making Value Chain Sustainable
- Stage 3: Designing Sustainable products and services
- Stage 4: Developing new business models
- Stage 5: Creating next-practice platforms

SESSION 3 (LIVE IN-PERSON)

THE 6 FRAMES OF SUSTAINABILITY:
1. The resources frame
2. The time frame
3. The value frame
4. The design frame
5. The abundance frame
6. The moral frame

SESSION 4 (LIVE IN-PERSON)

THE 6 FRAMES OF SUSTAINABILITY:
1. The resources frame
2. The time frame
3. The value frame
4. The design frame
5. The abundance frame
6. The moral frame
Article: The 6 Ways Business Leaders Talk About Sustainability (HBS H03YII-PDF-ENG)

SESSION 5 (LIVE IN-PERSON)

CIRCULAR ECONOMY AND GREEN SUPPLY CHAIN MANAGEMENT
- Green Supply Chain Management
- Circular Supply Chain
- Recovery and Recycling
- Building product to last
- Sharing Platform
- PaaS business model (Product-as-a-service)
Article: Introducing a Circular Economy: New Thinking with New Managerial and Policy Implications
(HBS CMR677-PDF-ENG)
Article: Can One Green Deliver Another? (TCC P0509D)

SESSION 6 (LIVE IN-PERSON)

4
01th September 2023
CIRCULAR ECONOMY AND GREEN SUPPLY CHAIN MANAGEMENT
- Green Supply Chain Management
- Circular Supply Chain
- Recovery and Recycling
- Building product to last
- Sharing Platform
- PaaS business model (Product-as-a-service)

SESSION 7 (LIVE IN-PERSON)

Session 7: Midterm exam. Professor will give all the indiations for the midterm and will make
available a midterm mock for students to practice.

SESSION 8 (LIVE IN-PERSON)

Session 8: Sustainability reporting. Tips, formats, identifying green and social washing.
Each students will analyze a Sustainability Report by one company and will interpret it
following the indiations by the professor.

SESSIONS 9 - 10 (ASYNCHRONOUS)
Sustanability through Supply Chain Management AT IKEA:
Activity to be done in groups representing 12.5% of the evaluation criteria of the course.

SESSIONS 11 - 12 (LIVE IN-PERSON)

Session 11: BEST PRACTICES: WALMART’S SUSTAINABILITY STRATEGY
Teamwork presentation (first teams)
Session 12: TRIPLE A SUPPLY CHAIN. ACHIEVING SUSTAINABILITY THROUGH SUPPLY
CHAIN INTEGRATION. BEST PRACTICES: FERRERO GROUP.
Teamwork presentation (second teams).
This 2nd and last teamwork activity represents 12.5% of the evaluation criteria of the course.
Practical Case: Wal-Mart's Sustainability Strategy (A) (HBS OIT71A-PDF-ENG)
Article: Triple-A Supply Chain (HBS R0410F-PDF-ENG)
Practical Case: Ferrero Group: Achieving Sustainability Through Supply Chain Integration (HBS
W17371-PDF-ENG)

SESSIONS 13 - 14 (LIVE IN-PERSON)

Session13: COMPETING THROUGH SUSTAINABILITY. BEST PRACTICES: UNILEVER
Unilever's New Global Strategy: Competing through Sustainability
Session 14: SUSTAINABLE GROWTH: LEARNING FROM MISTAKES: STARBUCKS
The HBR Interview: Starbucks CEO Howard Schultz

Practical Case: Unilever's New Global Strategy: Competing through Sustainability (HBS 916414-
PDF-ENG)
Article: The HBR Interview: Starbucks CEO Howard Schultz (HBS R1007K-PDF-ENG)

5
01th September 2023
SESSION 15 (ASYNCHRONOUS)
FINAL REPORT PRESENTATIONS
Every student will present a final report on a free selection topic related with the course. Professor
will give all the indications for this activity and the possible formats of the deliverable with time
enought.

EVALUATION CRITERIA

criteria percentage Learning Comments

Objectives
Intermediate Tests 25 % During Session 7
Individual Work 25 % During Session 15
Group 25 % Presentation
Presentation during session
9&10: IKEA
(12.5%) and Best
practices and
Triple A during
session 11&12
(12.5%)
Class Participation 25 % 5% attendance
and 20% class
participation

RE-SIT / RE-TAKE POLICY

Different learning and teaching methodologies will be used in order to give dynamism and a
practical character to the subject.
The methodology includes business case study, articles, technical notes videos, latest news and
Internet web-links. All this material will be mixed in order to ensure the appropriate process for the
analysis and decision-making skills. Teamwork is essential in the process and every team will
prepare a teamwork presentation and a teamwork activity STSCM at IKEA. Groups will be informed
and will be given indications in advance in order to prepare their reports and presentations properly.
There are also an intermediate test and a final report.
Attendance & Class Participation (25%):
- Attendance counts as 5% and class participation as 20%. Make sure to participate debating
with your colleagues and creating a collaborative learning environment. Add value with your
participation. It is very important to attend to all sessions and actively contribute with your
opinions, decisions and solid arguments in an environment of respect. During the course
professor will invite students to participate in some forums contributing to Class Participation.
Teamwork Activities (25%):
- IKEA Fieldwork (12,5%) During session 9&10 we shall do a teamwork activity about IKEA and
every team will answer some challenges prepared by the professor related to sustainability.
Professor will give all the indications to prepare this activity.
- Teamwork Presentation (12,5%):Teamwork presentations will take place during session 11&12,
where every team will prepare only one presentation with the professor's indications.
- Groups configuration (number of groups and members of each group) will be established by
Adjunct Professor before the starting of the course according to final number of students taking
part of this course.
Intermediate Test (25%):

6
01th September 2023
 - During session 7: Professor will make available a midterm mock before this session, with the
structure of the midterm and questions similar in difficulty so you can practice, and a document
with the answer to self-check your answers to be prepared.
Final Report (25%):
- Each student will elaborate an individual final report about a chosen topic related with the
subject for Session 15. The more important aspects for the evaluation of this individual report
are: Relationship with the learning topics of the subject, multimedia material to illustrate your
topic, application of the tools and frameworks studied, creativity and strucure of the
presentation. Professor will provide students with all the indications to prepare this final
individual activity.
BIBLIOGRAPHY
Recommended
- Nancy Bocken, Paavo Ritala, Laura Albareda, Robert Verburg. (2019).
Innovation for Sustainability: Business Transformations Towards a Better World.
Palgrave Macmillan. ISBN 9783319973852 (Printed)
- Balkan Cetinkaya, Christoph Tyssen, Graham Ewer, Richard Cuthbertson, and
Thorsten Klaas-Wissing. (2011). Sustainable Supply Chain Management: Practical
Ideas for Moving Towards Best Practice. Springer. ISBN 9783642120220 (Printed)
- Joëlle Morana. (2013). Sustainable Supply Chain Management. Wiley. ISBN
9781848215269 (Printed)

BEHAVIOR RULES

Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

ATTENDANCE POLICY

Please, check the University's Attendance Policy here. The Program Director may
provide further indications.

ETHICAL POLICY

Please, check the University's Ethics Code here. The Program Director may
provide further indications.

7
01th September 2023
 TECHNOLOGY NEW VENTURES
Grado en Administración de Empresas / Bachelor in
Business Administration BBA SEP-2023 TNV-
NBA.1C.e.OPT.M.A
Area Entrepreneurship
Number of sessions: 15
Academic year: 23-24
Degree course:
Number of credits: 3.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: IGNACIO LARRU MARTÍNEZ

E-mail: [email protected]

Professor IGNACIO LARRU MARTÍNEZ

Ignacio Larrú is a technology investment director at KFund a venture capital
fund in Spain. A former investment banker Ignacio was head of Big Data
projects at Ticketbis. His work involves advising companies on the design and
implementation of information systems and statistical models for both
descriptive and predictive analytics.Previously Ignacio has been the founder
(and coder…) of a wide array of different start-ups ranging from online retailers
to complex software in the civil sector. He started his career as an IT
consultant with PricewaterhouseCoopers developing software applications for
leading financial institutions.
Ignacio holds a Master of Telecommunications Engineering from Universidad
Politécnica de Madrid and a Master in Business Administration from IESE
business School.

[email protected]

PREREQUISITES

There are no prerequisites to take this course

SUBJECT DESCRIPTION

1
Edited by Documentation
10th July 2023
 Technology Entrepreneurship is one of the most praised and discussed yet
vaguely defined topics in today’s turbulent economic environment. What is a
technology entrepreneurship? Who can be defined as a technology
entrepreneur? How can technological innovations be transformed into viable
business opportunities? Sheltered by its polyhedral nature a wide array of
different schools of thought for technology entrepreneurship have blossomed,
each of them focusing on a particular side of this elusive topic. In this course
we will examine the established knowledge base for technology
entrepreneurship identifying the entrepreneurial mindset and process trying to
distinguish art from science. We will be examining technological
entrepreneurship as a process of innovation and value creation, rather than the
single event of opening a business or writing a business plan. In our course we
will navigate through the entrepreneurial journey from the initial opportunity
recognition and assessment to the final business scaling reflecting on important
aspects like innovation management, disruptive technologies or web and app
development processes. We will focus our attention in the development of web
and mobile app and startups and the challenges faced by entrepreneurs in
these areas from the initial conception to the implementation of its idea.

LEARNING OBJECTIVES

Understanding innovation cycles and the creation of disruption technologies

- Be better able to recognize entrepreneurial opportunities based on these disruptive
technologies
- Be able to translate the initial idea into an action plan to test it and implement it
- Learn the basics of achieving scalable growth in a technology startup
- Gain understanding of the implementation processes of the most relevant technologies in order
to lead ventures based on them

TEACHING METHODOLOGY

IE University teaching method is defined by its collaborative, active, and applied nature. Students
actively participate in the whole process to build their knowledge and sharpen their skills.
Professor’s main role is to lead and guide students to achieve the learning objectives of the course.
This is done by engaging in a diverse range of teaching techniques and different types of learning
activities such as the following:

Learning Activity Weighting Estimated time a

student should
dedicate to prepare for
and participate in
Lectures 13.33 % 10.0 hours
Discussions 26.67 % 20.0 hours
Exercises in class, 13.33 % 10.0 hours
Asynchronous sessions,
Field Work
Group work 33.33 % 25.0 hours
Individual studying 13.33 % 10.0 hours
TOTAL 100.0 % 75.0 hours

2
10th July 2023
PROGRAM

SESSION 1 (LIVE IN-PERSON)

Why technology entrepreneurship is different?. Introduction to the course and basic concepts on
the new business models for technology entrepreneurs

SESSION 2 (LIVE IN-PERSON)

Introduction to the business model canvas for technology ventures. In this session we will review
the Lean Canvas as the first step in the development of a new venture.

SESSION 3 (LIVE IN-PERSON)

In these two sessions you will have, together with your group, to think of your idea for the course
and develop the lean canvas and business hypotheses for your idea based on the content from the
previous sessions

SESSION 4 (LIVE IN-PERSON)

In these two sessions you will have, together with your group, to think of your idea for the course
and develop the lean canvas and business hypotheses for your idea based on the content from the
previous sessions

SESSION 5 (LIVE IN-PERSON)

Customer Discovery – Test the problem
As an entrepreneur it is very important for you to focus on real customer pains. In this session we
will learn how to conduct customer interviews in order to extract the maximum insight from them.
Additionally we will set up our smoke test landing page for our ideas.
Practical Case: Suzuka Aquajets (s-c)

SESSION 6 (LIVE IN-PERSON)

Customer Discovery – Test the solution
Incremental implementation is key for successful technological innovations. In this session we will
learn how to build our company taking user’s feedback into consideration through an incremental
prototype from Minimum Viable Product to Beta testing

SESSION 7 (LIVE IN-PERSON)

Customer Discovery – Test the solution
Incremental implementation is key for successful technological innovations. In this session we will
learn how to build our company taking user’s feedback into consideration through an incremental
prototype from Minimum Viable Product to Beta testing
Practical Case: Pick and click (s-c)

SESSION 8 (LIVE IN-PERSON)

3
10th July 2023
In these sessions you will work with your group on the customer interview questionnaire and your
landing page for the MVP of your idea.

SESSION 9 (LIVE IN-PERSON)

In these sessions you will work with your group on the customer interview questionnaire and your
landing page for the MVP of your idea.

SESSION 10 (LIVE IN-PERSON)

In these sessions we will start thining about growth for our ventures. We will review the main growth
loops (viral, paid and content based) and how they fit with the different products and business
models

SESSION 11 (LIVE IN-PERSON)

In these sessions we will start thining about growth for our ventures. We will review the main growth
loops (viral, paid and content based) and how they fit with the different products and business
models

SESSION 12 (LIVE IN-PERSON)

In these sessions we will start thining about growth for our ventures. We will review the main growth
loops (viral, paid and content based) and how they fit with the different products and business
models

SESSION 13 (LIVE IN-PERSON)

Entrepreneurial finance: From bootstrapping to Venture Capital
In this session we will review and analyze the main characteristics of the different financing sources
for entrepreneurs
Practical Case: Deluxe Capital (s-c)

SESSION 14 (LIVE IN-PERSON)

In this session you and your team will prepare the final presentation that you will presnet in front of
the class during the session 15.

SESSION 15 (LIVE IN-PERSON)

In these sessions we will review the contents of the course using each team's presentation as an
anchor for discussion

EVALUATION CRITERIA

Your final grade in the course will be based on both group deliverables and the final presentation
that will be weighted in the following way:

criteria percentage Learning Comments

Objectives

4
10th July 2023
 Workgroups 30 % Deliverables for
each group during
course
Group 50 % Final group
Presentation presentation
Class Participation 20 %

RE-SIT / RE-TAKE POLICY

A. CLASS PARTICIPATION
Three main criteria will be used in reaching judgment about your class participation:
- Depth and Quality of Contribution: The most important dimension of participation concerns
what it is that you are saying. A high quality comment reveals depth of insight, rigorous use of
case evidence, consistency of argument, and realism.
- Moving Your Peers’ Understanding Forward: Great ideas can be lost through poor
presentation. A high quality presentation of ideas must consider the relevance and timing of
comments, and the flow and content of the ensuing class discussion. It demands comments
that are concise and clear, and that are conveyed with a spirit of involvement in the discussion
at hand.
- Frequency: Frequency refers to the attainment of a threshold quantity of contributions that is
sufficient for making a reliable assessment of comment quality. The logic is simple: if
contributions are too few, one cannot reliably assess the quality of your remarks. However,
once threshold quantity has been achieved, simply increasing the number of times you talk
does not automatically improve your evaluation. Beyond the threshold, it is the quality of your
comments that must improve. In particular, one must be especially careful that in claiming more
than a fair share of “airtime”, quality is not sacrificed for quantity. Finally, your attempts at
participation should not be such that the instructor has to “go looking for you”. You should be
attempting to get into the debate on a regular basis.
B. WORKGROUPS
During the course you will work with your group to deliver materials that will help you advance in
your understanding of your market, business model and idea.
C. GROUP FINAL PRESENTATION
In the last session of the course you will need to present your findings regarding your idea in front
of your classmates. The presentation will have the format of an investor’s pitch with a following
Q&A section.
RE-SIT / RE-TAKE POLICY
Each student has four (4) chances to pass any given course distributed over two (2) consecutive
academic years. Each academic year consists of two calls: one (1) ordinary call (during the
semester when the course is taking place); and one (1) extraordinary call (or “re-sit”) in June/July.
Students who do not comply with the 70% attendance requirement in each subject during the
semester will automatically fail both calls (ordinary and extraordinary) for that Academic Year and
have to re-take the course (i.e., re-enroll) during the next Academic Year.
Regarding to the newly implemented ´liquid learning´ model, all students must still abide by the
same IEU attendance policy, including those students who are connecting remotely to class
sessions and not physically in the classroom because they are unable to be physically in Spain, on
campus. During the sessions, students connecting remotely are required to fully connect their
camera and microphone at all times, and must actively participate during the sessions (using all
necessary audiovisual equipment), just as their fellow peers who are physically present in the
classroom on campus.

5
10th July 2023
The Extraordinary Call Evaluation criteria will be subject to the following rules:
- Students failing the course in the ordinary call (during the semester) will have to re-sit
evaluation for the course in June / July (except those students who do not comply with the
attendance rule, and therefore will not have that opportunity, since they will fail both calls and
must directly re-enroll in the course during the next Academic Year).
- It is not permitted to change the format nor the date of the extraordinary call exams or
deadlines under any circumstance. All extraordinary call evaluation dates will be announced in
advance and must be taken into consideration before planning the summer (e.g. internships,
trips, holidays, etc.)
- The June/July re-sit will consist of a comprehensive evaluation of the course. Your final grade
for the course will depend on the performance in this exam or evaluation only. I.e., continuous
evaluation over the semester (e.g. participation, quizzes, projects and/or other grade
components over the semester) will not be taken into consideration on the extraordinary call.
Students will have to achieve the minimum passing grade of 5 and the maximum grade will be
capped at 8.0 (out of 10.0) – i.e., “notable” in the extraordinary call.
- Re-takers: Students who failed the subject on a previous Academic Year and are now re-
enrolled as re-takers in a course will need to check the syllabus of the assigned professor, as
well as contact the professor individually, regarding the specific evaluation criteria for them as
re-takers in the course during that semester (ordinary call of that Academic Year). The
maximum grade that may be obtained as a retaker during the ordinary call (i.e., the 3rd call) is
10.0 (out of 10.0).
After exams and other assessments are graded by the professor (on either the ordinary or
extraordinary call), students will have a possibility to attend a review session (whether it be a final
exam, a final project, or the final overall grade in a given course). Please be available to attend the
session in order to clarify any concerns you might have regarding your grade. Your professor will
inform you about the time and place of the review session.
- Students failing more than 18 ECTS credits after the June/July re-sits will be asked to leave the
Program. Please, make sure to prepare yourself well for the exams in order to pass your failed
subjects.
- In case you decide to skip the opportunity to re-sit for an exam or evaluation during the
June/July extraordinary call, you will need to enroll in that course again for the next Academic
Year as a re-taker, and pay the corresponding tuition fees. As you know, students have a total
of four (4) allowed calls to pass a given subject or course, in order to remain in the program.

BEHAVIOR RULES

Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

ATTENDANCE POLICY

Please, check the University's Attendance Policy here. The Program Director may
provide further indications.

6
10th July 2023
ETHICAL POLICY

Please, check the University's Ethics Code here. The Program Director may
provide further indications.

7
10th July 2023
 THE ART OF SELLING
Grado en Administración de Empresas / Bachelor in
Business Administration BBA SEP-2023 TAOS-
NBA.1C.m.OPT.M.A
Area Marketing and Communication
Number of sessions: 15
Academic year: 23-24
Degree course:
Number of credits: 3.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: MARINA TIRADO TEWES

E-mail: [email protected]

Marina Tirado is a global thought leader – professor, speaker, chief curiosity officer, ceramist,
business strategy specialist – whose career is forged in the frontier between business strategy,
sales, leadership, creativity, and education.
She is passionate about helping individuals and organizations reach their full potential by focusing
on their innate capabilities. Marina is an advocate for purpose-driven leadership and enthusiastic
about how individuals display and expand their innate talents and potential.
She assists both individuals and organizations who wish to gain a different perspective in this era of
unusual business. It is an era that calls for virtuous and courageous individuals to lead human
enterprises forward, generating a positive impact in our world, our workplace, and our communities.
She teaches this course with a waste experience in sales, having managed sales forces of over
100 people in more than 30 different countries.
Marina is also an avid pottery and art instructor.
Academic credentials:
- Executive Master in Positive Leadership and Strategy. IE Business School, Spain.
- Master in e-Business. IE Business School, Spain.
- Bachelor of Science Degree in Business Administration. Fordham University, New York City.
- Certified Coach and NLP Specialist
Office hours will be on request. Please contact me at [email protected]

PREREQUISITES

To sell is human. If you are human, you have innate sales capacities. The only pre-requesite for
this program is to be human.

SUBJECT DESCRIPTION
1
Edited by Documentation
19th June 2023
"Human beings have an innate inner drive to be autonomous, self-determined, and connected to
one another. And when that drive is liberated, people achieve more and live richer lives." -Daniel
Pink
One out of every nine workers worldwide works in sales. Each day people earn their living by
helping someone make a purchase. They are real estate brokers, consultants, retailers, executives,
bartenders, industrial sales representatives, among many others. They sell trains to governments,
digital transformation projects to organizations, food to wholesalers, and cars to prospective drivers
at dealerships across the world.
Sales remains the second-largest occupational category in the world and even with the explosion of
the Internet, broadband, smartphones, and e-commerce, the number of sales professionals has,
against all odds, increased steadily over the past years.
As all other talents and skills honed over time, selling is a true art form that takes mastery to
conquer and creativity to shape. It is also a life skill and a lot of fun.
In the corporate world, the sales departments within organizations are crucial for continues success
and growth. The commercial function of an organization is where the execution of the marketing
strategy is materialized. Its effectiveness has a direct and profound impact on the competitiveness
of organizations, rendering the commercial department as the “voice of the customers”.
Sales and Business Development executive are also the first ones to identify change in disruption
in the industry, pushing their organizations to innovate constantly.
An honest and direct dialogue between an organization and its customers sets a flourishing ground
for innovation, new products and services, and business opportunities.
The purpose of this journey we take together in this course is to dive into the importance of sales
and business development departments within an organization and at the same time develop your
own efficient and effective art of selling skills.
What you will gain from our time together is a deep dive into this fascinating discipline that will
provide you with a wider strategical business perspective and self-awareness about your own
selling skills. By far, the best way to influence people is to understand the true nature of our human
experience.
“100% of employees are human. 100% of customers are human. You either know about human, or
you do not know about business.”
Simon Sinek.

LEARNING OBJECTIVES

In this program, we will focus on both your own selling skills, how to manage a sales department,
as well as the overall strategical role of the sales and commercial departments within
organizations. The program objectives include:
- A deep look into your own mastery of selling.
- A deep understanding of the human experience.
- Comprehend the role of the sales and business development departments.
- Grasp the different structures of sales forces within organizations.
- View the change drivers that are disrupting different infustries.
- Build bridges between customers, distribution channels, products, and services.
- Become aware of the challenges of creating, managing, and motivating a sales force.
- Gain deep knowledge about how to build strong customer relationships through and open and
honest dialogue.
- Design effective and smart channel and customer strategies.
- Understand customer strategies and needs.

2
19th June 2023
TEACHING METHODOLOGY

Learning Activity Weighting Estimated time a

student should
dedicate to prepare for
and participate in
Lectures 20.0 % 15.0 hours
Discussions 20.0 % 15.0 hours
Exercises in class, 20.0 % 15.0 hours
Asynchronous sessions,
Field Work
Group work 20.0 % 15.0 hours
Individual studying 20.0 % 15.0 hours
TOTAL 100.0 % 75.0 hours

PROGRAM

SESSION 1 (LIVE IN-PERSON)

his course consists of four parts:
Part 1: The first part of the program focuses on gaining mastery in selling.
Part 2: The second part will deep dive into the current business context and the strategic
importance of the sales departments within organizations and how to design effective channel and
retail strategies.
Part 3: The third part focuses on how to build lasting and flourishing relationships with customers
and ecosystems and how to manage sales teams.
Part 4: Finally, the fourth part will provide an idea of the techniques for identifying and
understanding business opportunities.
Materials included in the syllabus
Introducing the Art of Selling:
Overview of the program:
- Introduction of key concepts and elements
- Program content and assignments

SESSION 2 (LIVE IN-PERSON)

Introducing the Art of Selling
- What is sales
- Ethics in sales
- Old and new forms of selling
- Building credibility, trust, and integrity

SESSION 3 (LIVE IN-PERSON)

Global and Effective Sales Skills.

3
19th June 2023
What makes a great sales person?
What can we learn for great sales executive?
How do we establish a good human connection?
What are the interferences in the sales process?

SESSION 4 (LIVE IN-PERSON)

Global and Effective Sales Skills.
Communication and body language in the sales process
Negotation skills in the sales process

SESSION 5 (LIVE IN-PERSON)

Getting into Action.
Customer Journey mapping. Pain and Delight Points
Target audiences
Happy Customers Everywhere. Channels and Emotions.
How to create customer wow moments.
Pleasure Meaning and Engagement

Practice: On the field Experience Retail Tour

Students will visit the stores of retail brands to assess whether (and how) they create positive
experiences. They will present the winners and make suggestions for improving those retail brands
that fall short of an optimal customer experience.

SESSION 6 (LIVE IN-PERSON)

Future Lab. How to create a bettwer vision and strategy for future growth.
The future is no longer an extrapolation of the past, it is volatile and unpredictable. And growth is no
longer steady or assured. This requires new strategic and sales thinking. In the next 3 sessions we
will focus on the following:
Vision Canvas … how to define a better future
Growth Canvas … how to find the best opportunities
Disruption Canvas … how to change the game
Strategy Canvas … how to choose your priorities

SESSION 7 (LIVE IN-PERSON)

Vision and Growth Lab
Understanding change and growth vectors in different industries and setting the correct Sales
Strategies

SESSION 8 (LIVE IN-PERSON)

Disruption and Strategy Lab.
Understanding disruption different industries and setting the best Sales strategies.

SESSION 9 (LIVE IN-PERSON)

Sales Management
- Structuring the Sales Force for Customer and Company Success

4
19th June 2023
 - Sales Force?Generated Marketing Intelligence
- Management of a Contracted Sales Force
- Incentive Systems
- Sizing the Sales Force and Designing Sales Territories for Results
- Training and Motivation of Sales Force

SESSION 10 (LIVE IN-PERSON)

Sales Management in B2B, B2C and B2G
Structuring the Sales Force for Customer and Company Success
Sales Force?Generated Marketing Intelligence
Management of a Contracted Sales Force
Incentive Systems
Sizing the Sales Force and Designing Sales Territories for Results
Training and Motivation of Sales Force

SESSION 11 (LIVE IN-PERSON)

The Sales Force and the Customer
Salespeople's Influence an Consumers' and Business Buyers' Goals and Wellbeing
Sales Technology
Customer Selection to Acquire, Retain, and Grow
Customer Relationship Management and the Sales Force
The Use of Organizational Climate in Sales Force Research

SESSION 12 (LIVE IN-PERSON)

The Organization and Sales Networks
Aligning the brand vision, business objectives with sales objectives
The Strategic Role of the Selling Function
Sales Force Agility, Strategic Thinking, and Value Propositions

SESSION 13 (LIVE IN-PERSON)

Effective Sales Force Management

SESSION 14 (LIVE IN-PERSON)

The Moment of Truth. Raising the standards and closing the deal.
Sustainable Business Growth
Innovation and Creativity in the Sales Process
Negotation Skills

SESSION 15 (LIVE IN-PERSON)

Final Exam

EVALUATION CRITERIA

CLASS PARTICIPATION (Face-to-Face and Online)

5
19th June 2023
Three main criteria will be used in reaching judgment about your class participation:
Depth and Quality of Contribution: The most important dimension of participation concerns what it is
that you are saying. A high-quality comment reveals depth of insight, rigorous use of case
evidence, consistency of argument, and realism.
Moving Your Peers’ Understanding Forward: Great ideas can be lost through poor presentation. A
high-quality presentation of ideas must consider the relevance and timing of comments, and the
flow and content of the ensuing class discussion. It demands comments that are concise and clear,
and that are conveyed with a spirit of involvement in the discussion at hand.
Frequency: Frequency refers to the attainment of a threshold quantity of contributions that is
sufficient for making a reliable assessment of comment quality. The logic is simple: if contributions
are too few, one cannot reliably assess the quality of your remarks. However, once threshold
quantity has been achieved, simply increasing the number of times you talk does not automatically
improve your evaluation. Beyond the threshold, it is the quality of your comments that must
improve. In particular, one must be especially careful that in claiming more than a fair share of
“airtime”, quality is not sacrificed for quantity. Finally, your attempts at participation should not be
such that the instructor has to “go looking for you”. You should be attempting to get into the debate
on a regular basis.
INDIVIDUAL WORK
We will view the content of the individual projects in the first session of class.
GROUP FIELD WORK
You will be visiting retail stores and observe the different elements of their shopper propositions
and strategy. You will give a report and a presentation to the class. This work will teach you to use
objective indicators and public sources of information to better understand your customers, their
objectives and needs. You will be asked to think about possible strategies that fit best with that
particular customer.
FINAL GROUP PRESENTATION
You will have to prepare a final work where you will apply your learnings from the course. Two
possibilities are given: taking a company / product of your choice, you will propose a channel
strategy and the corresponding design of the sales organization to serve it, or you will propose a
strategic customer segmentation.
FINAL EXAM
All students will make a final exam to check they have taken the basic concepts and learnings
covered throughout the course.

criteria percentage Learning Comments

Objectives
Final Exam 25 %
Individual work 25 %
Group Work 25 %
Class Participation 25 %

RE-SIT / RE-TAKE POLICY

Each student has four (4) chances to pass any given course distributed over two (2) consecutive
academic years. Each academic year consists of two calls: one (1) ordinary call (during the
semester when the course is taking place); and one (1) extraordinary call (or “re-sit”) in June/July.
Students who do not comply with the 70% attendance requirement in each subject during the
semester will automatically fail both calls (ordinary and extraordinary) for that Academic Year and
have to re-take the course (i.e., re-enroll) during the next Academic Year.
The Extraordinary Call Evaluation criteria will be subject to the following rules:

6
19th June 2023
Students failing the course in the ordinary call (during the semester) will have to re-sit evaluation for
the course in June / July (except those students who do not comply with the attendance rule, and
therefore will not have that opportunity, since they will fail both calls and must directly re-enroll in
the course during the next Academic Year).
It is not permitted to change the format nor the date of the extraordinary call exams or deadlines
under any circumstance. All extraordinary call evaluation dates will be announced in advance and
must be taken into consideration before planning the summer (e.g. internships, trips, holidays, etc.)
The June/July re-sit will consist of a comprehensive evaluation of the course. Your final grade for
the course will depend on the performance in this exam or evaluation only. I.e., continuous
evaluation over the semester (e.g. participation, quizzes, projects and/or other grade components
over the semester) will not be taken into consideration on the extraordinary call. Students will have
to achieve the minimum passing grade of 5 and the maximum grade will be capped at 8.0 (out of
10.0) – i.e., “notable” in the extraordinary call.
Re-takers: Students who failed the subject on a previous Academic Year and are now re-enrolled
as re-takers in a course will need to check the syllabus of the assigned professor, as well as
contact the professor individually, regarding the specific evaluation criteria for them as re-takers in
the course during that semester (ordinary call of that Academic Year). The maximum grade that
may be obtained as a retaker during the ordinary call (i.e., the 3rd call) is 10.0 (out of 10.0).
After exams and other assessments are graded by the professor (on either the ordinary or
extraordinary call), students will have a possibility to attend a review session (whether it be a final
exam, a final project, or the final overall grade in a given course). Please be available to attend the
session in order to clarify any concerns you might have regarding your grade. Your professor will
inform you about the time and place of the review session.
Students failing more than 18 ECTS credits after the June/July re-sits will be asked to leave the
Program. Please, make sure to prepare yourself well for the exams in order to pass your failed
subjects.
In case you decide to skip the opportunity to re-sit for an exam or evaluation during the June/July
extraordinary call, you will need to enroll in that course again for the next Academic Year as a re-
taker, and pay the corresponding tuition fees. As you know, students have a total of four (4) allowed
calls to pass a given subject or course, in order to remain in the program.

BIBLIOGRAPHY
Recommended
- To Sell is Human. Daniel Pink. Penguin. ISBN 1594631905 (Digital)
- Jamie Smart. Clarity: Clear Mind, Better Performance, Bigger Results. Capstone.
ISBN 0857089366 (Digital)
BEHAVIOR RULES

Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

ATTENDANCE POLICY

Please, check the University's Attendance Policy here. The Program Director may
provide further indications.

ETHICAL POLICY

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19th June 2023
Please, check the University's Ethics Code here. The Program Director may
provide further indications.

8
19th June 2023
 UNPLUGGED THE MARKETING WORKSHOP
Grado en Administración de Empresas / Bachelor in
Business Administration BBA SEP-2023 UTM-
NBA.1C.m.OPT.M.A
Area Marketing and Communication
Number of sessions: 15
Academic year: 23-24
Degree course:
Number of credits: 3.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: EMILIO LLITERAS ARAÑÓ

E-mail: [email protected]

Academic Background
- ICADE E-3 – Universidad Pontificia de Comillas
- Degree in Law and Business Administration- Oct 1996/June 2002
- IE Business School – Senior Management Program 2014
Corporate Experience
- 22 years of professional experience. Balanced multifunctional experience in Marketing, Trade
Marketing and Sales. Member of Iberia Leadership team. Knowledge of diverse Food
categories, Home and Personal Care categories, Tobacco Industry and Pharma; as well as
different Retail Channels (Hyper, Super) and exclusive Spanish Tobacco/Pharma channels
- Director General UTECA Since Oct 2019
- Freelance Since Oct 2017
- IE Professor and Advisor since 2011
- Unit Head OTC Spain Sandoz– April 2014- Sept 2017
- Head of Business Development Iberia and Gibraltar Country Manager. British American
Tobacco – February 2011- Nov 2013
- Category Manager Cheese Iberia (Philadelphia, El Caserio). Kraft Foods Spain – Oct 2006 –
February 2011
- Brand Manager Spain (Timotei, Sunsilk). Unilever Spain - August 2002 – September 2006
- Research Executive (Sony Professionals). Sony Spain – Nov 2001 – March 2002
E-mail: [email protected]
Mobile: 600 535 407 (whatsapp)

PREREQUISITES

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Students must take a minimum of 3 more subjects of the Marketing track during the Semester/Year,
to be able to study this Course.

SUBJECT DESCRIPTION

Marketing is into our daily life, is part of current society’s DNA. From a learning perspective the
theoretical part of marketing is relatively easy to understand, the beauty of marketing is to make the
complete journey until you have your proposal in the consumers´ hands. In marketing there is no
right or wrong, is the consumer who decides which strategy was successful and which was an
absolute failure. Analysis, consumer understanding, patience, common sense and coherence are
the base to have a strong marketing strategy.
Unplugged the Marketing Workshop is the space to put in practice your marketing knowledge, to
develop a strong business plan covering all the marketing elements (5P: Product, Price, Place,
Promotion and People), to share and learn from others perspectives.
You will experience the challenges marketers face in the day to day of a multinational company,
you will feel the real life of a marketing team (innovation, analysis, doubts, decision making…)
In a nutshell, put in practice your marketing knowledge by learning by doing.

LEARNING OBJECTIVES

This course will provide the student the following knowledge and skills:
- Experience daily real live of a marketing department in a multinational company.
- Put in practice your marketing knowledge.
- Marketing Mix understanding: analysis on needs and proposal of plans.
- Global vision of a marketing plan: Strategic plan development.
- Team work benefits and challenges.

TEACHING METHODOLOGY

Learning Activity Weighting Estimated time a

student should
dedicate to prepare for
and participate in
Lectures 6.67 % 5.0 hours
Discussions 26.67 % 20.0 hours
Exercises in class, 26.67 % 20.0 hours
Asynchronous sessions,
Field Work
Group work 26.67 % 20.0 hours
Individual studying 13.33 % 10.0 hours
TOTAL 100.0 % 75.0 hours

PROGRAM

SESSION 1 (LIVE IN-PERSON)

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16th June 2023
Welcome & introductions. Discussion of the program, expectations and evaluation system
Real time Session
Introduction: Marketing Mix
Team groups definition
Objective: Set the scene of the workshop, understand the needs

SESSION 2 (LIVE IN-PERSON)

Welcome & introductions. Discussion of the program, expectations and evaluation system
Real time Session
Introduction: Marketing Mix
Team groups definition
Objective: Set the scene of the workshop, understand the needs

SESSION 3 (LIVE IN-PERSON)

Case Study Debrief
Real time Session
Case sharing
Objective: Share and clarify doubts on case data; Learn from others experience

SESSION 4 (LIVE IN-PERSON)

Case Study Debrief
Case sharing
Objective: Share and clarify doubts on case data; Learn from others experience

SESSION 5 (LIVE IN-PERSON)

Case Study Debrief
Real time Session
Case sharing
Objective: Share and clarify doubts on case data; Learn from others experience

SESSION 6 (LIVE IN-PERSON)

Client Brief
Real time Session
Group work session: Live session
Objective: Understand the Brand reality + client needs
Group work session: Live Session; Brand Key Build up
Objective: Generate the space for Team discussion and Professor Assessment/Guidance

SESSION 7 (LIVE IN-PERSON)

Class Discussion
Doubts sharing

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16th June 2023
Objective: Share and clarify doubts; Learn from others experience

SESSION 8 (ASYNCHRONOUS)
Group work session: Live Session; Brand Key Build up
Objective: Generate the space for Team discussion and Professor Assessment/Guidance
Elevator Pitch

SESSION 9 (LIVE IN-PERSON)

Group work session: Live Session. Marketing Plan Build up
Elevator Pitch Feedback
Objective: Generate the space for Team discussion and Professor Assessment/Guidance

SESSION 10 (ASYNCHRONOUS)
Group work session: Live Session. Marketing Plan Build up
Objective: Generate the space for Team discussion and Professor Assessment/Guidance

SESSION 11 (LIVE IN-PERSON)

Group work session: Live Session. Marketing Plan Build up
Objective: Generate the space for Team discussion and Professor Assessment/Guidance

SESSION 12 (ASYNCHRONOUS)
Group work session: Live Session. Marketing Plan Build up
Objective: Generate the space for Team discussion and Professor Assessment/Guidance

SESSION 13 (LIVE IN-PERSON)

Group work session: Live Session. Marketing Plan Build up
Objective: Generate the space for Team discussion and Professor Assessment/Guidance

SESSION 14 (LIVE IN-PERSON)

Board Team Presentation: Case study resolution Presentation
Materials: Final Report + Group Presentation
Objective: External evaluation of each group Case resolution

SESSION 15 (LIVE IN-PERSON)

Board Team Presentation: Case study resolution Presentation
Materials: Final Report + Group Presentation
Objective: External evaluation of each group Case resolution

EVALUATION CRITERIA

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16th June 2023
 criteria percentage Learning Comments
Objectives
Case Studies 30 %
Individual 20 %
Contribution to GP
Final Group 40 %
Presentation
(Client)
Class Participation 10 %

RE-SIT / RE-TAKE POLICY

Your final grade in the course will be based on both individual and group work of different
characteristics that will be weighted in the following way:
A. CLASS PARTICIPATION
Three main criteria will be used in reaching judgment about your class participation:
- Depth and Quality of Contribution: The most important dimension of participation concerns
what it is that you are saying. A high quality comment reveals depth of insight, rigorous use of
case evidence, consistency of argument, and realism.
- Moving Your Peers’ Understanding Forward: Great ideas can be lost through poor
presentation. A high quality presentation of ideas must consider the relevance and timing of
comments, and the flow and content of the ensuing class discussion. It demands comments
that are concise and clear, and that are conveyed with a spirit of involvement in the discussion
at hand.
- Frequency: Frequency refers to the attainment of a threshold quantity of contributions that is
sufficient for making a reliable assessment of comment quality. The logic is simple: if
contributions are too few, one cannot reliably assess the quality of your remarks. However,
once threshold quantity has been achieved, simply increasing the number of times you talk
does not automatically improve your evaluation. Beyond the threshold, it is the quality of your
comments that must improve. In particular, one must be especially careful that in claiming more
than a fair share of “airtime”, quality is not sacrificed for quantity. Finally, your attempts at
participation should not be such that the instructor has to “go looking for you”. You should be
attempting to get into the debate on a regular basis.
B. CASE STUDY WRITE-UPS
Each student must complete individually the 3 cases write-ups. For each write-up, there is an upper
limit of two pages of text (assuming 11-point font size, Times New Roman)
A soft copy of the document must be delivered to the professor in class before the case discussion
begins (uploaded on campus-ie).
Make sure the case write-up is easy to read. Consider using bullets, headings, etc., to make the
case write-up easy to follow.
The objective of this process it to give you practice writing concise executive summaries –
something that would make the reader believe that you have done a thorough analysis supporting
your recommendations. This is the type of briefing that must typically be prepared for upper
management – before they provide the resources for a more detailed investigation.
Good case briefs are concise, but also provide a fact-based rationale for your recommendations
and implementation plan. The rationale should reflect a good understanding of the important issues
of the case and may integrate previous material from the class or your experience. You might also
note factors that argue against your recommendation, and how your implementation plan might
minimize the impact of these factors.

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C. FINAL GROUP PRESENTATION AND REPORT – Marketing Jury-
You are expected to complete a final project with your group and present it in written form. Each
Group must present two documents: Final Report (deep written explanation of the decision taken,
strategy and marketing plans. Max 25 pages); Strategic Presentation (Oral presentation of max.
25minutes including Q&A- that will depend on the final number of groups)
You also have to send a soft copy of the case write-up to the professor via email one hour before
presenting.
This evaluation will be done by a marketing external jury based on these criteria: Strategy, Plan
Consistency, innovation, execution, Presentation and plan viability. The average between the
individual marks of the jury will be the one reflected in this section
Peer evaluation: no free riders will be accepted. Peer evaluation must be completed, is
compulsory. In case an alumni does not complete the peer evaluation form this part will be graded
as 0.
D. FINAL PRESENTATION AND REPORT INDIVIDUAL – Professor-
Individual contribution to team development, group work, individual presentation skills and final
presentation and report.
You are expected to complete a final project with your group and work as a team, building ideas
together, being constructive and a real team player. Individual presentation skills and clarity during
Presentation and Q&A will be taken into account.
RE-SIT / RE-TAKE POLICY
Each student has four (4) chances to pass any given course distributed over two (2) consecutive
academic years. Each academic year consists of two calls: one (1) ordinary call (during the
semester when the course is taking place); and one (1) extraordinary call (or “re-sit”) in June/July.
Students who do not comply with the 70% attendance requirement in each subject during the
semester will automatically fail both calls (ordinary and extraordinary) for that Academic Year and
have to re-take the course (i.e., re-enroll) during the next Academic Year.
The Extraordinary Call Evaluation criteria will be subject to the following rules:
- Students failing the course in the ordinary call (during the semester) will have to re-sit
evaluation for the course in June / July (except those students who do not comply with the
attendance rule, and therefore will not have that opportunity, since they will fail both calls and
must directly re-enroll in the course during the next Academic Year).
- It is not permitted to change the format nor the date of the extraordinary call exams or
deadlines under any circumstance. All extraordinary call evaluation dates will be announced in
advance and must be taken into consideration before planning the summer (e.g. internships,
trips, holidays, etc.)
- The June/July re-sit will consist of a comprehensive evaluation of the course. Your final grade
for the course will depend on the performance in this exam or evaluation only. I.e., continuous
evaluation over the semester (e.g. participation, quizzes, projects and/or other grade
components over the semester) will not be taken into consideration on the extraordinary call.
Students will have to achieve the minimum passing grade of 5 and the maximum grade will be
capped at 8.0 (out of 10.0) – i.e., “notable” in the extraordinary call.
- Re-takers: Students who failed the subject on a previous Academic Year and are now re-
enrolled as re-takers in a course will need to check the syllabus of the assigned professor, as
well as contact the professor individually, regarding the specific evaluation criteria for them as
re-takers in the course during that semester (ordinary call of that Academic Year). The
maximum grade that may be obtained as a retaker during the ordinary call (i.e., the 3rd call) is
10.0 (out of 10.0).

6
16th June 2023
After exams and other assessments are graded by the professor (on either the ordinary or
extraordinary call), students will have a possibility to attend a review session (whether it be a final
exam, a final project, or the final overall grade in a given course). Please be available to attend the
session in order to clarify any concerns you might have regarding your grade. Your professor will
inform you about the time and place of the review session.
! Students failing more than 18 ECTS credits after the June/July re-sits will be asked to
leave the Program. Please, make sure to prepare yourself well for the exams in order to pass
your failed subjects.
! In case you decide to skip the opportunity to re-sit for an exam or evaluation during the
June/July extraordinary call, you will need to enroll in that course again for the next Academic
Year as a re-taker, and pay the corresponding tuition fees. As you know, students have a total
of four (4) allowed calls to pass a given subject or course, in order to remain in the program.

BEHAVIOR RULES

Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

ATTENDANCE POLICY

Please, check the University's Attendance Policy here. The Program Director may
provide further indications.

ETHICAL POLICY

Please, check the University's Ethics Code here. The Program Director may
provide further indications.

7
16th June 2023
VENTURE CREATION AND PLANNING 2.0
Grado en Administración de Empresas / Bachelor in
Business Administration BBA SEP-2023 VECP-
NBA.1C.e.OPT.M.A
Area Entrepreneurship
Number of sessions: 30
Academic year: 23-24
Degree course:
Number of credits: 6.0
Semester: 1º
Category: OPTIONAL
Language: English

Professor: MARCOS EGUILLOR FERNANDEZ

E-mail: [email protected]

Senior digital business executive & entrepreneur. Investor, advisor and director.
Innovation | Transformation | Digital | Optimist.
Marcos has worked in the digital arena since 1999, in the Internet, telco, mobile
devices, apps, software, Internet of Things, media and broadcast, videogames,
esports, social media and content, gamification, elearning, crisis
communication, education, events and consulting verticals, among others.
He has played international leading roles in innovation, digital transformation,
product/services design, development and standardisation. He has also got
leading responsibilities in corporate and business development and project
management.
He is a serial entrepreneur, investor, mentor, advisor and director in multiple
ventures. He is a cofounder and head of revenue of vidiv, online platform for
mass events, and MAD Lions esports club (acquired by the Canadian
OverActive Media group). Also, a co-founder and president of Barbara IoT, a
deep tech company with a focus on IoT and cybersecurity. Further, founder of
the Innovation as a Service resultancy firm BinaryKnowledge_, and cofounder
of IdeaFoster, innovation agency acquired by the Peruvian company Canvia.
Marcos is a member of the Spanish Institute of Directors-Administrators (IC-A).
He has worked in international organizations, being a member of the board of
the Open Mobile Alliance (OMA) on behalf of the Telefónica Group, a member
of the Spanish Association of Telecommunications Engineers (COIT-AEIT) and
a representative member before the Spanish Engineering Institute (IIE). In
addition, he has been a member of the committee and vice-president of the
Spanish Red Cross in Madrid, a member of the advisory board of the IMAN
Foundation or a member of the Internet of Things Council.
He is an independent consultant and evaluator of FP7 and Horizon2020 calls of
the European Commission.

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 As an educator and speaker, he is an adjunct professor at IE Business School,
Headspring (joint-venture with Financial Times that delivers in-company
programs) and other institutions. Furthermore, he has also extensively
collaborated in hackathons, incubation and acceleration programs of many
organizations.
He holds an MSc. in Telecommunication Engineering and an Executive MBA.
He is a candidate PhD and Project Management Professional certified. Marcos
received a Torres Quevedo grant as a researcher by the Ministry of Innovation
and Science of Spain from 2010 to 2012. And he was awarded with Telefónica
I+D Prize for Innovation in 1999 and recognized for excellence as professor
and mentor at IE Business School and University several times.

[email protected]

PREREQUISITES

You should have already acquired some basic knowledge about business, financial, marketing,
operations, innovation, management and talent practices.
In addition, you should have already been exposed to the basics of entrepreneurship (why, how
and what) and the concepts, methodologies and tools related to Lean Startup, Customer
Development and Design Thinking.
REQUIREMENTS
- Work and effort. Participation, commitment, passion, energy, curiosity, acceptance of failure
and perseverance.
- Self-criticism, push, open-mindedness, empathy and assertiveness.
Finally, the most essential requirement is to talk business.

SUBJECT DESCRIPTION

This course is not about theory but practice; it is a DIY entrepreneurial

experience that takes your ideas and helps validate your hypotheses by making
the Value Proposition tangible to your customers.
A good reason for joining the course could be having a great project, wanting to
become an entrepreneur or just curiosity. Even when you were not interested in
entrepreneuring, going through the course will provide you with experiences
and skills that are very demanded by companies nowadays. They no longer
want followers but innovators able to devise, create, scale and steer profitable
and sustainable ventures over time in rapidly changing markets with
increasingly demanding customers.
You have a unique opportunity to do something different, to do something
special. This course will add an invaluable reality check to your path throughout
the degree.
It is structured as a journey starting with the identification of a business idea,
followed by its assessment and development into a potentially viable Business
Opportunity, and ends with the presentation of a professional investor-ready
pitch.

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 NOTE: This course is not a light one. It asks for a lot of work and commitment
from you. You will have to deliver assignments. You will have to engage with
(real) potential customers, providers and partners. You will have to present
your intermediate and final results to the group and get feedback. You will have
to challenge others’ ideas. And you will be challenged.

LEARNING OBJECTIVES

The course's main objective is to allow you to apply the tools learnt in previous entrepreneurship
courses to a Business Opportunity that may eventually evolve into a real business.
This journey will also allow you to experience first-hand the uncertainty, pressure, excitement, and
related sensations typically surrounding creating a new business. You will meet the following
objectives, among others, throughout the journey:
- The formation of an entrepreneurial team.
- The creation of a business idea.
- The transformation of your idea into a Business Opportunity.
- The application of the Lean Startup and Customer Development methodologies (focusing on
the Customer Discovery and Customer Validation phases) to your own project.
- The creation and application of Non-Functional and Functional Minimum Viable Products to test
hypotheses and extract learning for decision-making, adjustment, iteration, improvement,
evolution and pivoting of your opportunity.
- The definition of a Go-to-Market Strategy for help you achieve the Product Market Fit phase.
- The preparation of a solid Executive Summary and investor-ready Pitch of your Business
Opportunity.

TEACHING METHODOLOGY

If the best way to learn is by doing, the best way to learn how to become an entrepreneur is by
entrepreneuring.
This is not intended to be a subject but a 100% hands-on course that uses the case method, where
the case is your project.
The theory is not part of the course; you should know it. And if it is not the case, it should be ok
anyway because one of the main characteristics of entrepreneurs is that they are self-taught and do
whatever to reach the objective.
Ideally, the end result of the process is to become an entrepreneur, creating value from all the
ideas, knowledge, skills, network and experience you have acquired throughout the process. It is a
mini-incubation period.
You will create a project in workgroups. And you will have to agree on what will be the idea you as
a team will develop.
You can change the idea or project along the course, but not the group. Being an entrepreneur
entails having co-founders and a team. It is one of the keys to success with a project, and therefore,
it should be part of the experience of the course.
The course is designed following the principles of Flipped Learning. Thus, you should prepare for
the sessions in advance; watch proposed videos or go through quick reads. You will also usually
need to deliver short assignments before some sessions. In addition, you should be ready to share
your progress with the rest of the participants at any moment as an excuse for discussion in the
group.

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Sessions will include reviewing the projects, finding answers, sharing tips about methodologies and
tools, co-creating ideas and solutions to problems or areas of improvement, debates, etc.
We will use commercially available tools (most or all of them free) to identify, measure, analyse,
conclude, develop and improve the projects.
Finally, there are no right or wrong answers, just different views and alternatives for a way forward.
Be brave to share them and get criticised while respecting and supporting others. Do so in a
constructive but brutally honest manner.
NOTE: All course participants implicitly agree that by participating, all the information related to their
projects can be used for academic and learning purposes. This should be fine to any entrepreneur,
as the differentiating factor is not the idea but the execution.
FEEDBACK: You can expect the professor’s feedback about your ideas, projects, assignments and
progress during sessions. If you have doubts, ask. Make it happen; it’s your responsibility.
IE University teaching method is defined by its collaborative, active, and applied nature. Students
actively participate in the whole process to build their knowledge and sharpen their skills. The
professor’s main role is to lead and guide students to achieve the course's learning objectives. This
is done by engaging in a diverse range of teaching techniques and different types of learning
activities such as the following:

Learning Activity Weighting Estimated time a

student should
dedicate to prepare for
and participate in
Lectures 6.67 % 10.0 hours
Discussions 13.33 % 20.0 hours
Exercises in class, 3.33 % 5.0 hours
Asynchronous sessions,
Field Work
Group work 66.67 % 100.0 hours
Individual studying 10.0 % 15.0 hours
TOTAL 100.0 % 150.0 hours

PROGRAM

SESSIONS 1 - 2 (LIVE IN-PERSON)

INTRODUCTION
Objectives:
- Introduce the course: Objectives, methodology, requirements, rules and evaluation criteria. Set
expectations.
- Welcome talent and know about their objectives, interests, skills and mindset.
- Get ready for the sessions:
Read the syllabus.
- Watch: Start with why - how great leaders inspire action | Simon Sinek | TEDxPugetSound.
http://www.youtube.com/watch?v=u4ZoJKF_VuA
- Watch: Guy Kawasaki "The Art of the Start" @ TiECon 2006.
http://www.youtube.com/watch?v=jSlwuafyUUo
- Prepare your questions.
During the sessions:

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 - Introduce the course.
- Review the syllabus.
- Q&A and feedback.
After the sessions:
--
Assignments:
--

SESSIONS 3 - 4 (LIVE IN-PERSON)

IDEATION WORKSHOP
Objectives:
- Help teams ideate and explore ideas for your projects.
Get ready for the sessions:
- Research on market and industry trends.
- Think of potential global and scalable business opportunities.
- Prepare your questions.
During the sessions:
- Identify and explore territories of ideas that could be good business opportunities and fit the
cofounders.
- Plant the seed of team projects.
- Q&A and feedback.
After the sessions:
- Agree on an idea.
- Work on the assignment. It will be your project for the rest of the course.
- Get ready to pitch your project.
Assignments:
- Tweetpitch. Deliver it before the Tweetpitch and Business Opportunity Workshop. Not graded.

SESSIONS 5 - 6 (LIVE IN-PERSON)

TWEETPITCH AND BUSINESS OPPORTUNITY WORKSHOP
Objectives:
- Review ideas, provide feedback and help teams identify critical elements of their projects.
- Identify the Business Opportunity behind the ideas.
- Get approval for the projects.
Get ready for the sessions:
- Get ready to pitch with your team in front of the rest of the class.
- Prepare your questions.
During the sessions:
- Teams will present their Tweetpitch assignment and will get questions and feedback from the
rest of the participants and the professor.
- Discuss how to characterize and measure the Business Opportunity.
- Q&A and feedback.

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After the sessions:
- Consider and integrate the feedback.
- Define a work plan to execute the project.
Assignments:
--

SESSIONS 7 - 8 (LIVE IN-PERSON)

MENTORING #1
Objectives:
- Provide individual team mentoring. Help the teams solve their main concerns.
Get ready for the sessions:
- Get ready to share the status of the project.
- Prepare questions and main concerns on specific topics related to your project.
- Book a workroom for your team for the spare time you are not with the professor.
During the sessions:
- The professor will have individual private conversations with each team to know how they are
doing and the status of their projects, answer their questions, provide feedback and help move
forward.
- While not with the professor, all the teams should continue working on their projects in separate
working rooms they should book next to the class.
- Q&A and feedback.
After the sessions:
- Consider and integrate the feedback.
Assignments:
--

SESSIONS 9 - 10 (LIVE IN-PERSON)

CUSTOMER AND PROBLEMS WORKSHOP
Objectives:
- Identify and characterize the customers to be targeted.
- Identify and analyse the stakeholders of the projects.
- Analyse the Problems, needs and jobs-to-be-done of the customers.
Get ready for the sessions:
- Check and prepare the references from the assignments.
- Prepare your questions.
During the sessions:
- Work on the Customer and the Problems of the teams.
- Work on the assignment.
- Q&A and feedback.
After the sessions:
- Finish the assignment.
Assignments:

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 - Customers, Stakeholders and Problems. Deliver it before the Customer and Problems
Validation Workshop. Not graded (it should be part of the Final Pitch).

SESSIONS 11 - 12 (LIVE IN-PERSON)

CUSTOMER AND PROBLEMS VALIDATION WORKSHOP
Objectives:
- Start the validation of the Customers and their Problems.
Get ready for the sessions:
- Check and prepare the references from the assignments.
- Prepare your questions.
During the sessions:
- Work on validating the Customer and the Problems of the teams.
- Work on the assignment.
- Q&A and feedback.
After the sessions:
- Finish the assignment.
Assignments:
- Validation Plan. Deliver it before the Final Pitch Competition session. Graded as Proof of
Validation.

SESSIONS 13 - 14 (LIVE IN-PERSON)

SOLUTION AND BUSINESS MODEL WORKSHOP
Objectives:
- Define a Solution to a customer’s Problem.
- Define a Business Model to exploit the opportunity.
Get ready for the sessions:
- Check and prepare the references from the assignments.
- Prepare your questions.
During the sessions:
- Work on the Solution and the Business Model of the teams.
- Work on the assignments.
- Q&A and feedback.
After the sessions:
- Work on the assignments.
Assignments:
- Solution. Deliver it before the Mentoring #2 session. Not graded (it should be part of the Final
Pitch).
- Business Model. Deliver it before the Mentoring #2 session. Not graded (it should be part of the
Final Pitch).
- Video Explainer. Deliver it before the Mentoring #2 session. Graded as Non-Functional MVP.
- Landing Page. Deliver it before the Mentoring #2 session. Graded as Non-Functional MVP.

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SESSIONS 15 - 16 (LIVE IN-PERSON)
SOLUTION AND BUSINESS MODEL VALIDATION WORKSHOP
Objectives:
- Start with the validation of the Solution and the Business Model.
Get ready for the sessions:
- Check and prepare the references from the assignments.
- Prepare your questions.
During the sessions:
- Work on validating the Solution and the Business Model of the teams.
- Work on the assignment.
- Q&A and feedback.
After the session:
- Work on the assignment.
Assignments:
- Functional MVP. Deliver it before the Final Pitch Competition session. Graded.

SESSIONS 17 - 18 (LIVE IN-PERSON)

MENTORING #2
Objectives:
- Provide individual team mentoring. Help the teams solve their main concerns.
Get ready for the sessions:
- Get ready to share the status of the project.
- Prepare questions and main concerns on specific topics related to your project.
- Book a workroom for your team for the spare time you are not with the professor.
During the sessions:
- The professor will have individual private conversations with each team to know how they are
doing and the status of their projects, answer their questions, provide feedback and help move
forward.
- While not with the professor, all the teams should continue working on their projects in separate
working rooms they should book next to the class.
- Q&A and feedback.
After the sessions:
- Consider and integrate the feedback.
Assignments:
--

SESSIONS 19 - 20 (LIVE IN-PERSON)

FROM PRE-SEED TO SEED STAGE GO-TO-MARKET STRATEGY WORKSHOP
Objectives:
- Identify and define the critical elements to establish a go-to-market strategy that will allow the
venture to land its first customers, get traction, and validate Product Market Fit.
Get ready for the sessions:

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 - Check and prepare the references from the assignments.
- Prepare your questions.
During the sessions:
- Work on the phasing, beachhead market, funnelling, marketing and sales of the teams.
- Work on the assignment.
- Q&A and feedback.
After the sessions:
- Finish the assignment.
Assignments:
- Go-to-Market Strategy. Deliver it before the Executive Summary and Final Pitch Workshop
session. Not graded (it should be part of the Final Pitch).

SESSIONS 21 - 22 (LIVE IN-PERSON)

FINANCIALS, FUNDING, ESG AND RISKS WORKSHOP
Objectives:
- Identify the key financial variables of the projects and how to fund them.
- Define the key elements of the ESG dimensions of the project.
- Identify the key risks of the project.
Get ready for the sessions:
- Check and prepare the references from the assignments.
- Prepare your questions.
During the sessions:
- Work on the pre-seed financials, funding, ESG and risks of the teams.
- Work on the assignments.
- Q&A and feedback.
After the sessions:
- Work on the assignments.
Assignments:
- Financials and funding. Deliver it before the Final Pitch Competition session. Not graded (it
should be part of the Final Pitch).
- ESG. Deliver it before the Final Pitch Competition session. Not graded (it should be part of the
Final Pitch).
- Risks. Deliver it before the Final Pitch Competition session. Not graded (it should be part of the
Final Pitch).

SESSIONS 23 - 24 (LIVE IN-PERSON)

MENTORING #3
Objectives:
- Provide individual team mentoring. Help the teams solve their main concerns.
Get ready for the sessions:
- Get ready to share the status of the project.
- Prepare questions and main concerns on specific topics related to your project.

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 - Book a workroom for your team for the spare time you are not with the professor.
During the sessions:
- The professor will have individual private conversations with each team to know how they are
doing and the status of their projects, answer their questions, provide feedback and help move
forward.
- While not with the professor, all the teams should continue working on their projects in separate
working rooms they should book next to the class.
- Q&A and feedback.
After the sessions:
- Consider and integrate the feedback.
Assignments:
--

SESSIONS 25 - 26 (LIVE IN-PERSON)

EXECUTIVE SUMMARY AND FINAL PITCH WORKSHOP
Objectives:
- Identify the key elements of the Executive Summary and Final Pitch of the project.
Get ready for the sessions:
- Check and prepare the references from the assignments.
- Prepare your questions.
During the sessions:
- Work on the Executive Summary and Final Pitch of the teams.
- Work on the assignments.
- Q&A and feedback.
After the sessions:
- Work on the assignments.
Assignments:
- Executive summary. Deliver it before the Final Pitch Competition session. Graded.
- Final Pitch. Deliver it before the Final Pitch Competition session. Graded.

SESSIONS 27 - 28 (LIVE IN-PERSON)

FINAL PITCH REHEARSAL
Objectives:
- Get ready for the Final Pitch of the project.
Get ready for the sessions:
- Prepare to pitch the project as in the final sessions.
- Prepare questions and main concerns on specific topics related to the Final Pitch of your
project.
- Book a workroom for your team to rehearse.
During the sessions:
- The professor will have individual private sessions with each team to review their pitches
(material + performance), answer their questions, provide feedback and help move fine-tune

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 their pitch.
- While not with the professor, all the teams should continue working on their projects and
rehearsing in separate working rooms they should book next to the class.
- Q&A and feedback.
After the sessions:
- Consider and integrate the feedback.
Assignments:
--

SESSIONS 29 - 30 (LIVE IN-PERSON)

FINAL PITCH COMPETITION
Objectives:
- Host teams pitching their projects, their MVPs (both Functional and Non-Functional) and
sharing the results of their validation processes.
- Provide feedback.
- Extract main takeaways and learning of their projects and their entrepreneurial processes.
- Provide constructive criticism about the course and all its components and participants.
- Celebrate.
Get ready for the sessions:
- Get ready to pitch.
- Ensure you are delivering all the missing assignments appropriately.
- Rehearse.
During the sessions:
- Pitch the projects; business + validation + MPVs, both Functional and Non-Functional.
- Judge all the projects and choose a winner.
- Q&A and feedback.
After the sessions:
- Get free ;-)
Assignments:
--

EVALUATION CRITERIA

You will be evaluated based on your results, the process you follow and your participation and
contribution to the learning process of the whole group.
All assignments will be available in advance on the Online Campus. They will include instructions
and additional references. It will be your exclusive responsibility to check if there are assignments
available or if assignments have been appropriately delivered, registered and graded.
All assignments issued will help you moving forward along the process of transforming your idea
into a Business Opportunity. We will also use them as basis for discussion during sessions. Late
deliveries will be strongly penalized.
When you get feedback from my side about your assignment, it is intended to help you improve and
move forward. You should not deliver it back again with modifications for my review. If you consider
that my comments make sense and help you creating an improved version, good for you.

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For educational reasons, all materials generated by you will be considered to be licensed under
Creative Commons BY-NC-SA (Attribution-NonCommercial-ShareAlike). Refer to
https://creativecommons.org/licenses/by-nc-sa/4.0/legalcode for further information.
FINAL PITCH
Your Final Pitch will be graded. Template and instructions about the preparation and performance
of the Pitch will be provided with sufficient time.
FUNCTIONAL MVP
It is a limited working version of your product or service that is useful for validation purposes. You
will get specific requirements, instructions and references.
NON-FUNCTIONAL MVPs
They are non-working versions of your Value Proposition that are useful for validation purposes.
You will get specific requirements, instructions and references.
EXECUTIVE SUMMARY
It is a short but comprehensive document of the project that shares the basics of the Business
Opportunity behind the idea, and how it is made come true. You will get specific requirements,
instructions and references.
PROOF OF VALIDATION
It is a short but comprehensive document of the project that introduces all the relevant information
about the validation strategy, tactics, results, learning and decisions. You will get specific
requirements, instructions and references.
PARTICIPATION AND CONTRIBUTION
Participation during live sessions and on the Online Campus will be graded. Attending and not
participating does not give you any participation points.
You will be positively graded if you share your views, doubts, concerns, thoughts, findings,
conclusions, results, learning, and experiences. It is not a one-shot effort but a continuum of
involvement. We expect you to be reasonably open, talkative and proactive. You will get a poor
grade if you barely participate, speak or write just for the sake of participating, copy, or spam the
group.
Ask as much as needed; there are no ‘silly’ questions. If you have doubts about the course (e.g.,
dates, assignments, etc.) or administrative matters, please first check the syllabus, announcements
and other instructions provided during the introductory session. Please, submit your questions to
the corresponding threads on the Online Campus, so everyone can benefit from the answer. Do not
submit questions via email.
For written participation, I recommend that you go straight to the point, be reasonable and succinct.
If you refer to information or material available on the Internet, cite the source (share the link).
Please, do not copy the content.
Three main criteria will be used to evaluate your participation (both in class and on the Online
Campus): Frequency, Depth and Quality of contributions. Valuable comments are those that move
the class forward.
PEER EVALUATION
All participants inside every team will evaluate each other.
The criteria should be to reward those who have contributed the most to your learning process and
your team.
Instructions about the execution of the evaluation will be provided at the end of the course.

criteria percentage Learning Comments

Objectives
Peer evaluation 20 % Responsibility:
Individual.
Evaluated by:
Peers in the team.

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 Executive 10 % Responsibility:
Summary Team. Evaluated
by: Professor.
Non-functional 10 % Responsibility:
MVPs Team. Evaluated
by: Professor /
Class.
Proof of validation 10 % Responsibility:
Team. Evaluated
by: Professor.
Functional MVP 20 % Responsibility:
Team. Evaluated
by: Professor /
Class.
Final Pitch 20 % Responsibility:
Team. Evaluated
by: Professor /
Class
Participation and 10 % Responsibility:
contribution Team. Evaluated
by: Professor.

RE-SIT / RE-TAKE POLICY

Each student has four (4) chances to pass any given course distributed over two (2) consecutive
academic years. Each academic year consists of two calls: One (1) ordinary call (during the
semester when the course is taking place); and one (1) extraordinary call (or “re-sit”) in June/July.
Students who do not comply with the 70% attendance requirement in each subject during the
semester will automatically fail both calls (ordinary and extraordinary) for that Academic Year and
have to re-take the course (i.e., re-enroll) during the next Academic Year.
The Extraordinary Call Evaluation criteria will be subject to the following rules:
- Students failing the course in the ordinary call (during the semester) will have to re-sit
evaluation for the course in June/July (except those students who do not comply with the
attendance rule, and therefore will not have that opportunity, since they will fail both calls and
must directly re-enroll in the course during the next Academic Year).
- It is not permitted to change the format nor the date of the extraordinary call exams or
deadlines under any circumstance. All extraordinary call evaluation dates will be announced in
advance and must be taken into consideration before planning the summer (e.g. internships,
trips, holidays, etc.).
- The June/July re-sit will consist of a comprehensive evaluation of the course. Your final grade
for the course will depend on the performance in this exam or evaluation only. I.e., continuous
evaluation over the semester (e.g. Participation, quizzes, projects and/or other grade
components over the semester) will not be taken into consideration on the extraordinary call.
Students will have to achieve the minimum passing grade of 5 and the maximum grade will be
capped at 8.0 (out of 10.0) – i.e., “notable” in the extraordinary call.
- Re-takers: Students who failed the subject on a previous Academic Year and are now re-
enrolled as re-takers in a course will need to check the syllabus of the assigned professor, as
well as contact the professor individually, regarding the specific evaluation criteria for them as
re-takers in the course during that semester (ordinary call of that Academic Year). The
maximum grade that may be obtained as a retaker during the ordinary call (i.e., the 3rd call) is
10.0 (out of 10.0).

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After exams and other assessments are graded by the professor (on either the ordinary or
extraordinary call), students will have a possibility to attend a review session (whether it be a final
exam, a final project, or the final overall grade in a given course). Please be available to attend the
session in order to clarify any concerns you might have regarding your grade. Your professor will
inform you about the time and place of the review session.
Students failing more than 18 ECTS credits after the June/July re-sits will be asked to leave the
Program. Please, make sure to prepare yourself well for the exams in order to pass your failed
subjects.
In case you decide to skip the opportunity to re-sit for an exam or evaluation during the June/July
extraordinary call, you will need to enroll in that course again for the next Academic Year as a re-
taker, and pay the corresponding tuition fees. As you know, students have a total of four (4) allowed
calls to pass a given subject or course, in order to remain in the program.

BIBLIOGRAPHY
Recommended
- Brant Cooper, Patrick Vlaskovits. The Entrepreneur’s guide to Customer
Development. A “cheat sheet” to The Four Steps to the Epiphany. Brant Cooper,
Patrick Vlaskovits. ISBN 97809827436 (Digital)
USE OF ARTIFICIAL INTELLIGENCE
The course professor expects you to use AI extensively in a reasonable, responsible and ethical
manner to boost your reasoning, skills, process and results.
AI is usually a good starting point to break the blank page syndrome, but not a just-take-it-as-it-is
result. You should work hard to provide a good context and a reasonable prompt to kick off the
process and then go through a few refine-and-check loops for better outcomes.
You will be responsible for any of the outcomes of the AI tools you use.
You should comply with the following:
1. Identify when and how you use them.
2. Identify what part of the materials directly results from the AI tools and what does not.
3. Cite the tools and references you have used.
4. Share the prompts.
5. Add value on top of it; your own criteria, reflection, test, and learning.
6. You should be able to explain and defend any outcome of the AI tools you use.
Failing to comply with these requirements could be considered plagiarism and, therefore, subject to
failing the deliverable and an Ethics case.

BEHAVIOR RULES

Please, check the University's Code of Conduct here. The Program Director may
provide further indications.

ATTENDANCE POLICY

Please, check the University's Attendance Policy here. The Program Director may
provide further indications.

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ETHICAL POLICY

Please, check the University's Ethics Code here. The Program Director may
provide further indications.

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