Strategy and governance - Univers BSB

Strategy and governance

OUR MISSION

Our mission is to give current and future managers a quality education based on our research activities and to contribute to the influence of our region. Part of an entrepreneurial and internationally open approach, our training programmes contribute to the acquisition of professional expertise, integrating the needs of business and societal responsibility.

Stéphan Bourcieu, Dean of BSB

Our mission allows us to define who we are as an institution and to define the objectives which drive our various training programmes.

WE DEFINE OURSELVES :

As a school: a place of training (initial and continuous)

As a higher education institution: an institution with research activities which ensure the relevance of our teaching and the qualifications of our faculty

As a fully grounded player within the region: benefiting from its development and contributing, in return, to its attractiveness and competitiveness

OUR 4 PEDAGOGICAL AXES

Our training programmes share 4 common learning objectives that are based on their nature (initial or continuing education), their level (Bachelors or Masters) and their orientation (general training or specialist).

We are convinced of the relevance and necessity of developing entrepreneurial qualities among our students. These entrepreneurial skills can be put to service in a business creation/recovery project, but are equally essential in any organisation. To understand how to mobilise, to deliver a project, to show autonomy, adaptability, reactiveness… are now essential qualities in any programme of study, enabling integration and evolving into professional success.

The international dimension must also be part of our programmes. Regardless of the sector of activity and the size of the organisation that a graduate will join upon leaving the School, the professional environment will undoubtedly be globalised. Holding the keys to this global economy and more importantly learning to be an actor (learning to work with people from different cultures) are the fundamental principles of our training programmes.

Our training programmes need to be connected to business expectations. While it is essential that our training programmes equip our students with basic generic skills (analytic ability, knowing when to take a step back…), it is nevertheless essential that they also equip students with the skills, both generic and professional, expected by companies.
On graduation, students must be operationally prepared (or familiar with a specific skills set) while at the same time possessing the skills that allow them to evolve professionally. This connection to the corporate world requires strong involvement of companies in training programmes.

Finally, we are fully aware of our responsibility as an educational institution for training our students as citizens. We are convinced that it is part of our mission to make them aware of the role they will have to play in society, both as managers and as individuals. These dimensions have their place in our programmes.

OUR STRATEGY

In an educational context characterised by the volume strategies of a significant number of players, one of the key elements of differentiation chosen by BSB is its clear positioning as a Grande Ecole focused on the quality of staff-student contact and support.

THIS CHOICE TRANSLATES INTO ADHERENCE TO THE FOLLOWING THREE PRINCIPLES:

N°1

The relationship (privilegied or personal) with the students is considered to be central

N°2

The classroom and strong interaction between teachers and students are central to the pedagogical model

N°3

The strength of a Management Grande Ecole also resides in the quality of the high-value services offered to our stakeholders (students, companies and partner institutions)

Therefore the choice was made not to opt for a volume strategy. However, the questioning of the economic model of the Schools, the essential maintenance of our accreditations in a highly competitive national and international context and the necessary increase in the power of our research capacity imposes on us significant growth in the coming years.

To this end, the strategic plan objective by 2022 is to cross the threshold of 3,300 students, the 30 million euro budget and the 200 permanent employees.

THE 2017-2022 STRATEGIC PLAN AIMS TO:

• become a global point of reference in Wine and Spirits Business Education
• promote our training model which puts the learner at the heart of the value chain
• achieve scientific excellence by building areas of expertise

OUR GOVERNANCE

Founded in 1899, BSB became in 2019 a member of the Enseignement Supérieur Consulaire: EESC ESC Dijon-Bourgogne.
Our school is an autonomous private law company whose founding members are:
• CCI Côte d’Or
• AGESC

THE SCHOOL IS RUN BY A SUPERVISORY BOARD AND A MANAGEMENT BOARD

Our School is an autonomous private law company with a capital of 10,268,000 euros, registered with the RCS in Dijon under the number 823 945 753. Its shareholders are:
• CCI Côte d’Or
• Banque Populaire Burgundy Franche-Comté
• Burgundy Savings Bank Franche-Comté LT
• Central Hotel
• Eurogerm
• Sherwood SA

The Management Board, composed of Stephan Bourcieu (President) and Olivier Léon (Director General) is in charge of the management of the school.
The mission of the Supervisory Board is to provide permanent control of the school. It is composed of 14 members with voting privileges:
• Dr. Isabelle German, Professor at BSB, Elected Professor, substitute
• Dr. Arvind Ashta, Professor at BSB, Elected Professor, incumbent
• Banque Populaire Bourgogne Franche County, represented by Bruno Duchesne, Managing Director
• Odile Barbe, Professor at BSB, Elected Professor, incumbent
• Burgundy Savings Fund Franche-Comté LT, represented by Jean-Pierre Deramecourt, Chairman of the Board
• CCI Côte d’Or, represented by Delphine Still (graduate), Managing Director,
• Benoit De Charrette, business manager
• Gérard Desbois (graduate), Chairman of the Supervisory Board
• Federation of Students, represented by Raphael Mariot, President
• Jean-Philippe Girard, Business Manager,
• Patrice Henry (graduate and member of AAB), Eurazeo Director of Operations,
• Vincent Jaurou (graduate), Secretary of the CÔTE d’Or ICC,
• Xavier Mirepoix, President of the CCI Côte d’Or and Vice-President of the Supervisory Board,
• Camille Pelletier (graduate), BSB’s Head of International Development for Africa, elected employee,
• Denis Regnault (graduate), Chair of the FINANCE Committee of the CCI Côte d’Or.

Alexandrine Bornier is invited as a representative of the BSB CSE (Comité Social et Economique)

THREE STRATEGIC POLICY COMMITTEES HAVE ALSO BEEN SET UP

The International Advisory Board (IAB) assists the School’s management in international development activities. Its members come from major national and international institutions:
• BI Norwegian Business School, Norway, represented by Jens Peter Tondel, Executive Vice-President,
• Brock University, Goodman School of Business, Canada, represented by Prof. Andrew Gaudes, Dean,
• Corvinus University of Budapest, Hungary, represented by Prof. Zita Paprika, Dean,
• EADA Barcelona, Spain, represented by Jordi Diaz, Associate Dean of Programmes and International Relations,
• ESCP Europe, Campus London, United Kingdom, represented by Prof. Simon Mercado, Campus Dean,
• ICHEC Brussels Management School, Belgium, represented by Prof. Brigitte Chanoine, Rector,
• INSEAD, represented by Jacques Bel, World Director of the Faculty and Research,
• LVMH Japan, represented by Stéphane Voyer, Senior HR Vice President,
• Nottingham Trent University Business School, United Kingdom, represented by Prof. Baback Yazdani, Dean,
• SDA Bocconi, Milan, Italy, represented by Andrea Gasparri, Special Adviser to the Dean, President of the IAB,
• UBFC, represented by Prof. Luc Johann, Provisional Administrator,

The Alumni Advisory Board (AAB) assists the Directorate in the School’s development strategy. It is composed of around fifty graduates with exemplary career paths. 

The Regional Strategic Orientation Committee (COST) involves the various regional stakeholders (regional authorities, higher education actors, etc.) in the development of the School.