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IBS - Course Outline 2012-2013-1

IBS - Course Outline 2012-2013-1

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International Business Strategy Course Outline
Lecturer: Dr Alberto Feduzi Room 442, DeFiMS E-mail: af19@soas.ac.uk Office hours: Wednesdays 2-3pm Tutor: Mr Edward Buckingham E-mail: eb34@soas.ac.uk Method of delivery: This course consists of 2-hours lecture and 1-hour tutorial per week. Lectures Students are required to prepare for the lecture by reading the recommended materials and the case study scheduled for each topic. Students are expected to participate actively in case presentation and group discussion. Handouts of lectures can be downloaded from http://ble.soas.ac.uk one day before the corresponding lecture takes place. Please use your SOAS login name and password and then select the Course Name: International Business Strategy. The articles in the reading list are available at the website of the course (http://ble.soas.ac.uk) or at SOAS Library (hard copy). Additional updating may be introduced later on. Tutorials Before coming to the tutorials please read the cases thoroughly and make notes on one of the four questions assigned to you at the start of term. You will be expected to do this each week. Participation and debate is expected in this class. Each assigned question will be discussed for less than five minutes so prepare concise answers and recommendations. For the person presenting the case please expect that your classmates will have interpretations of the case ready to discuss with you. You will be expected to present a case once during the term. You should spend no more than 30 minutes presenting the case in PowerPoint or equivalent. The presenter is expected to capture the key points in these discussions in the tutorial summary and discussion. Students are not required to seek materials outside the case study and the assigned readings. WHEN YOU SUBMIT YOUR SUMMARY AND DISCUSSION ON THE BLE MAKE SURE THAT YOUR WORK IS ORIGINAL. ALL SUBMITTED WORK IS AUTOMATCALLY EXAMINED BY PLAGIARISM SOFTWARE.

15-30. Competitive Strategy: It’s OK to be different. W. The Five Competitive Forces that Shape Strategy. How Much Does Industry Matter. M. C. Brandenburger. (2002). and Nalebuff.   Week 1 Lecture 1: Introduction to Strategy (Tuesday Jan 8th) Readings: Bachmann. M.. January. A. October. 920–936. 61-78. (2004). November–December. 179-191. Wang. and Waters. An institution-based view of international business strategy: a focus on emerging economies. Transnational Management: Text. 99-120. M. Porter M. (1996). Week 2 Lecture 2: Expanding Abroad (Tuesday Jan 15th) Readings: Bartlett. McGahan. Harvard Business Review. A. Cases. YL. Firm Resources and Sustainable Competitive Advantage. C. W. 16. Journal of International Business Studies. (Chapter 1) 2     . J. (1995). and Beamish. Of Strategies. 39. McGraw-Hill. M. H.. Academy of Management Executive. 61-65. P. The Cornerstones of Competitive Advantage: A Resource Based View. July-August. Harvard Business Review. Y. There is NO tutorial in the 1st week. J. (2008). W. 57-71. and Porter. 6.. Blue Ocean Strategy. Strategic Management Journal. What is Strategy?. W. Really?. 76-84. Strategic Management Journal. and Jiang. A. Barney. (1991). Harvard Business Review. Porter M. (1985). Journal of Management. Harvard Business Review. 257-272. 17. Kim. 18. B. A. (1993). R. and Mauborgne. J.. Mintzberg. (1997). Strategic Management Journal. Peng.. (2008). Peteraf. 79-93. (2011). Deliberate and Emergent. E. D. The Right Game: Use Game Theory to Shape Strategy. 14. and Readings in Cross-Border Management (Sixth Edition).

the head of a major US wine industry association. P. Cases. How was Jollibee able to build its dominant position in fast food in the Philippines? What sources of competitive advantage was it able to develop against McDonald’s in its home market? 2. How would you evaluate Tony Kitchener’s effectiveness as the first head of Jollibee’s international division? Does his broad strategic thrust make sense? How effectively did he develop the organization to implement his priorities? 3. Week 3 Lecture 3: Understanding the International Context (Tuesday Jan 22nd) Readings: Bartlett. Be ready to present a solution verbally when you get to the tutorial. McGraw-Hill. and Readings in Cross-Border Management (Sixth Edition). How did the French become the dominant competitors in the increasingly global wine industry for centuries? What sources of competitive advantage were they able to develop to support their exports? Where were they vulnerable? 2. and the owner of a mid-sized vineyard in the Napa Valley producing premium and super-premium wine? 3     . (Chapter 2) Case: Global Wine War 2009: New World versus Old Questions: 1. What advice would you offer today to the US Secretary of Agriculture. (2011). A. and the owner of a mid-sized vineyard in the Barossa Valley producing premium and super-premium wine? 5. As Noli Tingzon. What changes in the global industry structure and competitive dynamics led France and other traditional producers to lose market share to challengers from other countries in the late 20th century? 3. C.   Case: Jollibee Foods Corporation (A): International Expansion Questions: 1. well regarded Bordeaux vineyard producing wines in the premium and super premium categories? 4. the head of the Australian wine industry association. and Beamish. What advice would you offer today to the Australian Minister of Agriculture. What advice would you offer today to the French Minister of Agriculture? To the head of the French wine industry association? To the owner of a mid-sized. W. how would you deal with the three options described at the end of the case? How would you implement your decisions? Tutorial 1 (Tuesday Jan 15th) 2 hours tutorial – for all students How to do a case? Please read the case distributed to you at the first lecture and think about what you would do if you were responsible for the team. Transnational Management: Text.

  Tutorial 2 (Tuesday Jan 22nd) Case: Lincoln Electric Questions: 1. and Beamish. What action should the Transportation business take regarding the Hybrid locomotive? Tutorial 3 (Tuesday Jan 29th) 4     . P. a greenfield site. In which countries is Lincoln Electric likely to be most successful or least successful? Why? How would this guide your own choice of where to place Lincoln Electric’s production facilities abroad? 4. Is Immelt betting on the right things to drive growth in GE? Can he hope to change a company whose growth was driven by acquisitions and productivity improvement into an organic growth company dependent on innovation. If you were to expand into India. C. would you enter through acquisition. entrepreneurship. (2011). Put yourself in CEO John Stropki’s shoes. (Chapter 3) Case: GE’s Imagination Breakthroughs: The Evo Project Questions: 1. Transnational Management: Text. and Readings in Cross-Border Management (Sixth Edition). When Lincoln Electric goes to India and other countries. or some type of joint venture? Which factors would inform your decision among these entry mode choices? 3. A. the initial difficulty in obtaining orders for Evo. How have the Locomotive IBs been able to survive in the wake of the failure of the AC 6000. Cases. what factors should determine how much it adapts its core incentive pay-for performance management practices to local labor market norms? Should Lincoln Electric follow the adage “when in Rome. Should Lincoln Electric expand into India by investing in a major production facility there? 2. What is your evaluation of Immelt’s new organic growth strategy? Why change GE’s existing successful strategy? Is it reasonable to expect that a $125 billion global giant can significantly and consistently outperform the underlying economic growth rate? 2. the continual redefinition of the global Evo product. and risk-taking – particularly in such a large and complex organization? 3. do as the Romans do.” or should it seek to always replicate the recipe behind its success in the home plant in Cleveland? Week 4 Lecture 4: Developing Transnational Strategies (Tuesday Jan 29th) Readings: Bartlett. W. McGraw-Hill. and the failure to make Hybrid commercially viable? 4.

and Beamish. Does it make sense for Interbrew to develop a global brand? 2. Does Stella Artois appear to be the right choice as the company’s flagship brand? 3. How specifically has CEMEX managed to outperform its leading global competitors in the cement industry? Please focus on comparing it with Holdebank. 1? What were its distinctive competencies and incompetencies? 3. McGraw-Hill. How did Philips become the leading consumer electronics company in the world in the post-war era? What distinctive competence did they build? What distinctive incompetencies? 2. What does this comparison and the other data in Exhibits 4-8 suggest about the competitive game being played out among the major international competitors? 3. what kinds of countries should it focus its future expansion on? Week 5 Lecture 5: Developing a Transnational Organization (Tuesday Feb 5th) Readings: Bartlett. (2011). which is the other large competitor principally focused on cement. Cases. (Chapter 4) Case: Philips versus Matsushita: Competing Strategic and Organizational Choices Questions: 1. Transnational Management: Text. and Readings in Cross-Border Management (Sixth Edition). P. What recommendations would you make to Gerald Klesterlee? To Eumio Ohtsubo? Tutorial 4 (Tuesday Feb 5th) Case: The Global branding of Stella Artois Questions: 1. What accounts for the sequence in which CEMEX entered foreign markets? How do the markets it has entered recently compare with the markets that it entered early on? 4. What benefits have Cemex and the other global competitors in cement derived from globalization? More broadly. the implementation. Interbrew’s strategy has focused on developing cities as markets rather than on the more traditional view of countries as markets – what are the pros and cons of this approach? 5     . What do you think of the change each company has made to date-the objectives. C. How did Matsushita succeed in displacing Philips as No. how can cross-border activities add value in an industry as apparently localized as cement? 2.   Case: The Globalization of CEMEX Questions: 1. What recommendations would you make to CEMEX regarding its globalization strategy going forward? In particular. W. A. the impact? Why is the change so hard for both of them? 4.

Cases. Wilfre Mlay. C. If the international Board approves the initiative. P. How effective was Ron Daniel in leading McKinsey to respond to challenges identified in the Commission on Firm Aims and Goals? What contribution did Fred Gluck make to these required changes? 3. how effective has the firm been in its two-decade long change process? 4. Ken Casey)? How should they implement this new priority? Specifically. A. what advice would you give to World Visions’s management (Dean Hirsch. What advice would you give to the international Board regarding the AIDS hope Initiative? Should WVI pursue this as a major strategic priority? What advantages do you see? What concerns do you have? 4. Why has it taken world vision so long to configure its worldwide partnership organization structure and governance processes? What do you think of the federated partnership model they have settled on? How appropriate are the governance processes and mechanisms? 3. what were World Visions’s greatest assets and strengths? Its biggest limitations and liabilities? 2. Rick Tearns. what specific advice would you give him? Tutorial 5 (Tuesday Feb 19th) Case: World Vision International’s AIDS Initiative: Challenging a Global Partnership Questions: 1. (2011). W. What is your evaluation of Rajat Gupta’s “four-pronged” approach to knowledge development and application within McKinsey? As a senior partner.   4. Judging by the evidence in the three mini-cases of front-line activities in the mid-1990s. McGraw-Hill. What are the sources of World Vision’s rapid growth and program effectiveness? How and why did these change over the past 50 years? As it entered the twenty-first century. how should they deal with the resistance that have encountered both inside and outside the organization? 6     . What would intebrew have to do to succeed with Stella in the major urban market closest to where you are from? Will these requirements vary much between major cities? What role could the internet play in developing Stella Artois as a global brand? Week 6 Lecture 6: Creating Worldwide Innovation and Learning (Tuesday Feb 19th) Readings: Bartlett. and Beamish. and Readings in Cross-Border Management (Sixth Edition). How was this obscure little firm of “accounting and engineering advisers” able to grow into the world’s most prestigious consulting firm fifty years later? What was the unique source of competitive advantage developed by James McKinsey and later Marvin Bower? 2. Transnational Management: Text. (Chapter 5) Case: McKinsey & Company: Managing Knowledge and Learning Questions: 1.

or c) Move entire project to Europe. Carefully consider the evolution of the joint venture. C. 3. Week 8 Lecture 8: Implementing the Strategy (Tuesday March 5th) Readings: Bartlett. A. b) Move all decision-making to Europe. P. and Readings in Cross-Border Management (Sixth Edition). Cases. and Beamish. How would you assess the overall performance of the JV? What did the partners learn from the IJV? 4. How would you characterize Siemens’s global development strategy?Why does it have regional development centers (RDCs) around the world? 2. What are the differences between RDCs in India. (2011). 4. Transnational Management: Text. C. What has gone wrong with the ADMOSS and NetManager projects? Please consider the Bangalore and Munich perspectives. W. Cases.   Week 7 Lecture 7: Engaging in Cross-Border Collaboration (Tuesday Feb 26th) Readings: Bartlett. Transnational Management: Text. What action would you recommend regarding the Ranbaxy partnership? What are the implications of your recommendation? How would you implement this? Tutorial 6 (Tuesday Feb 26th) Case: Siemens AG: Global Development Strategy (A) Questions: 1. Evaluate the three successive IJV leaders. Decision point: How should senior management respond to the NetManager project crisis? A) Let Bangalore solve it. (Chapter 6) Case: Eli Lilly in India: Rethinking the Joint Venture Strategy Questions: 1. McGraw-Hill. W. Germany and the US? How are these issues managed and resolved? 3. Identify the unique challenges faced by each. Did Eli Lilly pursue the right strategy to enter the Indian market? 2. A. and Readings in Cross-Border Management (Sixth Edition). P. (2011). McGraw-Hill. and Beamish. (Chapter 7) 7     .

As Jacques Kemp. and Readings in Cross-Border Management (Sixth Edition). McGraw-Hill. What kind of changes do you propose? 3. What major challenges are you likely to encounter in trying to implement your changes? 8     . Cases. What advice would you give to Silvio regarding his decision on the nonstandard glass wall elevator that has been ordered? 4. As Zainal. and Beamish. A. W. what is your size up of ING Insurance Asia/Pacific? 2. As Luc Bonnard how would you evaluate Silvio’s first seven months as general manager of the Indian company? What advice would you offer? 3. C. What is a “fair” wage in Vietnam? How should Nike think about it? Tutorial 8 (Tuesday March 12th) Case: ING Insurance Asia/Pacific Questions: 1. Why have the negotiations so far failed to result in an agreement? Is the formation of the JV between Nora and Sakari the best option for both companies to achive their respective objectives? 2. what would you do to ensure that Nora fulfills the TMB contract? 3. (2011). Was Silvio the right choice for general manager of Schindler’s India operations? 2. (Chapter 8) Case: Hitting the Wall: Nike and International Labor Practices Questions: 1. How well has Nike handled the publicity surrounding its labor practices? Could or should the company have done anything differently? 3. If Zainal decides to renegotiate (and assuming that Kuusisto agreed). Does Jeff Ballinger have a convincing argument about Nike? Does Nike have a convincing response? 2. P. how should he restructure the terms of the deal? Week 9 Lecture 9: The Future of the Transnational (Tuesday March 12th) Readings: Bartlett. Transnational Management: Text.   Case: Silvio Napoli at Schindler India (A) Questions: 1. How should he deal with the challenges he is facing over transfer prices and limited technical cooperation from the European plants? Tutorial 7 (Tuesday March 5th) Case: Nora-Sakari: A Proposed JV in Malaysia (Revised) Questions: 1.

How should Genzyme implement the recommendation you have made? What resources should be allocated? What partnering approach should be taken? 4. After completing his analysis of the three major HAND initiatives. How would you evaluate the HAND initiative as a CSR program? How appropriate is it for a company like Genzyme? What changes would you recommend? 9     . and how can he support his recommendation? 2. what should Jim Geraghty recommend to Henri Termeer.   Week 10 Lecture 10: Revision (Tuesday March 19th) Tutorial 9 (Tuesday March 19th) Case: Genzyme’s CSR dilemma: How to Play its HAND Questions: 1. How should Henri Termeer decide? What criteria should he use? 3.

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