INSEEC Business School

INSEEC business school was founded in 1975 around solid pedagogic values such as openness, adaptability and competence.

10 years ago, starting from the professionalism of its teaching staff and from its notoriety, INSEEC opened first in Paris, then in Bordeaux and Lyon the . 3eme cycle Programmes Spécialisés.

The objective was to offer the students who are coming from different horizons (Faculties, Engineering Schools, and Foreign Universities) the means to prepare more effectively their entry in the professional life.

Either about finance, marketing, human-resources, communication or international commerce, each program is built around three axes:

• An up-to-date professional teaching, which is renewed according to the evolutions of the business world;
• Long experiences inside companies, aimed to confront the student with the realities of the labor market;
• A “à la recherche appliqué” (applied research) formation, in order to develop the synthesis and reflection sense, which is an essential element of a real working experience.

These programs are supervised by an Orientation Council composed of high-level, excellent professionals in the respective field of the program.

The INSEEC Euro MBA, taught in English, enables participants to understand the complex aspects of companies operating in a multicultural, European context and to develop skills allowing them to fill top management positions. It is aimed at both students (with a four-year postsecondary degree) and professionals.

The curriculum includes core courses in marketing, law, finance and general business practices. In addition to core courses, the participants are required to choose a field of concentration (finance or marketing). Great emphasis is placed on cross-cultural management issues and on recent or emerging trends in the European business environment.

In addition to standard courses, participants will attend a seminar in personal management aimed at developing their interview skills when seeking employment with top European companies and at enhancing their skills in project management and teamwork. The seminar will also provide students with advice on writing résumés and managing business meetings.

CORE COURSES:

• International Strategic Management
• Human Resource Management
• International Economics
• Cross-Cultural Management
• Managerial Accounting I
• International Business Law
• Analyzing and Understanding Foreign Markets
• Entrepreneurship in Europe
• European Business Law
• International Business Ethics

FINANCE

• Managerial Accounting
• Financial Accounting II and Financial Analysis
• Corporate Finance
• Financial Management of International Business
• Exchange Market and Exchange Rate Risk Management
• Risk Management
• International Tax Optimization
• Business Plan

MARKETING

• Brand Management
• International Advertising
• International Marketing
• Luxury Brand Management
• Sports Marketing
• International Trade
• Customer Relationship Management
• Tourism Marketing

INTERNATIONAL HUMAN RESOURCE MANAGEMENT

• Corporate Social Responsibility
• American Planning Recruiting Methodology
• International Human Resources Management: legal aspects
• Management and Leadership
• Internal Communication
• Organizational Management
• Management of Human Relationships

Career ready Box

The "Career Ready Box" concept was developed by INSEEC in partnership with Microsoft France and introduced in the Specialized Masters and MBA Programs. The concept was inspired from the Microsoft concept of "people ready" and it is intended to facilitate the contact between students and the professional world.

The main objectives of the Career Ready Box are to put the student in professional situations whenever there is an opportunity and to help the student to develop a network of contacts with various companies. Also, the Career Ready Box has the role of being a reflection of the student, through which the recruiting companies can better evaluate and hire a candidate which they see as "Career Ready". Furthermore, it allows each student to better choose his professional project, to see his strenghts and weaknesses and to help him in the end to be better prepared.

One of the most important elements of the Career Ready Box is the Career blog. Through my Career blog I will present my profile, my professional objectives and experiences and I will comment the latest news in the world of business Management.

My Resume

SYED Amzad

# 1135,

142, Boulevard Masséna,

PARIS -75013, France.

E-mail : seers@hotmail.fr

Career Objective

Career Objective

To work in a challenging and creative environment, where I could serve to the best of my abilities and achieve professional satisfaction by meeting higher responsibilities and getting involved in competent work areas.

Work Experience

CEASEFIRE INDUSTRIES LTD., Hyderabad, India

As Sr Sales Executive

Dec 2002 – Sep 2004

• Prepared sales proposals, estimated prices, credit terms, warranties and delivery dates.
• Made sales contracts and reports, processed orders and made delivery arrangements. Consulted with clients to resolve any problems after a sale and provided ongoing support.
• Ability to close deals using indirect resources as working together with other sales teams.
• Kept up to date with information about product innovations, competitors and market conditions and adjusted sales strategies accordingly.

SUMAN MOTELS LTD., Hyderabad, India

As Sr Marketing Executive

Aug 2000 – Dec 2002

• Concept selling through Direct Marketing.
• Identified new clients regularly by using resources such as business directories, followed up leads from existing clients, met people through voluntary organizations and clubs, and trade shows and conferences.
• The sales process from initial cold call through to closure of the deal.
• Prepared sales projection figures for the coming year.

ABSOLUTE MARKETING & RESEARCH (P) LTD., Hyderabad, India

As field investigator Mar1999 – June 2000

Using several innovative research methods that helped in creating several best selling products.

• Implementation of processes to assess customer contact in all customer service centers.
• Interacting with Marketing team to ensure the tasks are executed on a timely basis and reports delivered on schedule.
• Supported initial launch and development of reporting standards.

Core Competencies

knowledge of effective market research methods, Ability to review market research and analyze market data, Strategic thinking ability and results-oriented success in a fast-paced environment, Excellent self-management of the sales process from end-to-end, Managed strategically lead teams, customer services, throughputs and cycle times.

Qualification gained:

• Graduate in Science in the year 1994, from Osmania University Hyderabad, India.
• Post Graduate Diploma in Computer Applications-1996-98 -from C-POINT Computer Education, Hyderabad, India

Qualification pursuing:

Masters in Business Administration (Marketing) 2007- will be finish in Sep ’08

From INSEEC -Institut des Hautes Etudes Economiques et Commerciales, Paris, FRANCE.

Computer Competency

• Operating Systems: Windows 95/98, 2000 ,XP, & Vista
• Office Tools: MS Word, Excel, Power Point, Access and MS-Project & Internet

Language Competency

English (Fluent), French (Intermediate), Hindi, Telugu, Urdu (Mother Tongue)

Hobbies & Interests

Reading Self Development Books, Surfing.

Professional Activities

Working on various projects and Team Workshops for my Masters degrees and gaining practical experiences. Gained differentiated Management knowledge in such areas Project, strategic Info, Intl Mktg, and Brand Crisis Management using IOMA, Business balls, BMO, UMUC library, WSJ, McGill, UMICH.edu of business articles, essays & case studies.

Leadership

Leadership

I got the [leading from behind] idea from reading Nelson Mandela. I was reading his autobiography, Long Walk to Freedom...and I came across a passage in which Mandela recalls how a leader of his tribe talked about leadership:

“A leader, he said, is like a shepherd. He stays behind the flock, letting the most nimble go out ahead, whereupon the others follow, not realizing that all along they are being directed from behind.”

To me, this take on the shepherd image embodies the kind of leader we increasingly need: someone who understands how to create a context or culture in which other people are willing and able to lead. This image of the shepherd behind his flock is an acknowledgment that leadership is a collective activity in which different people at different times—depending on their strengths, or “nimbleness”—come forward to move the group in the direction it needs to go. The metaphor also hints at the agility of a group that doesn’t have to wait for and then respond to a command from the front. That kind of agility is more likely to be developed by a group when a leader conceives of her role as creating the opportunity for collective leadership, as opposed to merely setting direction.

I probably should emphasize that leading from behind is not about abrogating responsibility. After all, the shepherd makes sure that the flock stays together. He uses his staff to nudge and prod if the flock strays too far off the track or into danger. In fact, leading from behind is hard work and involves some crucial responsibilities and judgment calls: deciding who’s in (and, just as important, who’s not in) the group; articulating the values that will inform the group; developing the talents of members so that they can flourish in their roles; setting boundaries for the group’s activities; and managing the tensions inherent in group life—deciding, for example, when to be supportive and when to be confrontational, when to improvise and when to impose a structure.

But keep in mind that leading from behind doesn’t imply that everyone in the organization has equal talent or the right to lead at a given time. Talent—or nimbleness, if you will—is actually a function of context, which means that different individuals will come to the fore in different situations.

It’s also crucial to understand that leading from behind isn’t a style reserved for the uninspiring or the indecisive. Many people who lead from behind are perfectly capable of leading from the front.

Clearly, many situations require leadership from the front. In crises, for example, an organization needs to react quickly, but if the people in it have not been prepared to do so collectively, a leader needs to step forward and tell them where they are going and how to get there.

The more you want to get the best out of a group by letting people use their own judgment and take risks, the more you want to lead from behind.

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Subject(s): Leadership

Source(s): Harvard Business Review

CSR Branding

Branding CSR

Before corporate citizenship can become a way of acting, it must be a way of thinking, and the only way to accomplish that is to embed it fully into your brand.

By Cheryl Heller
Companies like Timberland, Ben & Jerry’s, Patagonia and Seventh Generation were “born” with good genes for corporate social responsibility (CSR). Each company was founded with a mission that included responsibility to the environment and community. In fact, Seventh Generation’s CSR is so deeply embedded, it is the source of its name (to quote from their website): “We derive our name from the Iroquois belief that ‘In our every deliberation, we must consider the impact of our decisions on the next seven generations.’” And from its inception, Ben & Jerry’s did things like working with World Wildlife Foundation scientist Jason Clay to develop sustainable ways for Amazonians to produce Brazil nuts for its Rainforest Crunch ice cream.
CSR is second nature to these companies, but that is not to say it is easy for them. CSR takes constant vigilance and discipline. What this early integration does mean, though, is that nobody has to waste time and energy on repeatedly selling the concept within these corporations.
Conversely, companies like General Electric were not created with sustainable standards, yet they are leading the corporate world in transforming themselves and imbedding sustainability into every aspect of their business. In GE’s case, this includes everything from re-examining both its own and its customers’ energy use, to purifying water in developing countries, to creating programming with socially conscious agendas at GE-owned NBC.
Why is this transformation working at GE, and companies like Interface, while at so many other organizations CSR remains a series of unrelated initiatives that never add up to a tipping point? It takes a committed CEO but there’s more to it than that.
The simple answer, which is not at all simple to implement, is that when this kind of transformation works, these values become an integral part of what the company stands for. They are a part of the promise the company makes to itself and its stakeholders—a part of the brand.

About me

Hi, am Amzad SYED; I am native from India living in Paris /France since 4 yrs, and just finish my master’s course in Euro MBA- Mktg Concentration, from INSEEC Paris business school.

My interest and am looking for a career in rapidly changing the world of Management and Technology. In Business Management concern, Dynamic Environment , Multinational Markets and Global competition , the explosive force of technology , the cultural and social diversity of an increasingly educated work force, the emphasis on environment awareness, social responsibilities and ethical managerial behavior which are radically changing the world of business and technology.

After graduating from science school I was offered a job with a marketing & research firm, which ranks as among India’s best. Here I learned as a Field Investigator- the basic principles and lessons of management in real life through study – analysis – research – report. That how the different types of business congealment using their marketing strategies underlying methodologies of management, resulting society. After that I have been associated with India’s incorporated, and MNC tie- up holiday Resorts time Share Company as Marketing Executive. While working over there highly diverse nature of assignments has helped me gain a broad exposure to Global industry. I t was not been possible for me to study specific business and technology related issues in depth. It was fascinating and transformed my inters in management into passion. I realize that in order to do so, I need a better understanding of the various facets of management, and the interlink ages between different functional areas and between different business entities.