EXAM GENERAL FEEDBACK

LUIBS5267M International Business Theory

The students have performed on average well in the exam. The average mark of the exam was
marginally above 63 with an average of 63 in Question 1 and 63.5 in question 2. Two students
were absent and eight students failed the final exam scoring below 50. A detailed statistics is
given in the table below.
Marks Band Q1 Q2 Total
Fail 19 13 8
50 55 29 33 37
56 60 48 47 41
61 65 50 43 54
66 70 53 61 61
70 75 27 18 21
75 + 19 30 23
There were many good answers, as evidenced from the above table, scoring above 75%. These
answers demonstrated:

A good level of critical analysis in terms of organisation, coherence of argument; support

through example/ quotations/references to the case study provided.
An appropriate application of relevant theories and frameworks reflecting a good
understanding of the material used.
A good organisation and presentation of ides with flow and consistency.
An appropriate conclusion flowing from the analysis undertaken and showing the
implications of the answer provided.
There were also some answers with lower marks which are largely attributed to incomplete
answer, inadequate use of theory or inadequate case analysis.
Key guidelines to improve exam performance:

Read the case study carefully and remember the facts provided therein before the exam.
Read and interpret the questions well.
Plan your essay by identifying the relevant theories to be used.
Plan your essay by listing all the facts provided in the case.
Write your answer linking relevant theories/frameworks and the facts identified.
Eventually integrate different theories/frameworks and criticise theories/framework, if
possible.
Give a conclusion that should emerge from your analysis. This can include implications
for the firm under focus.
Revise the question at the end to make sure that the most important elements have
been included and that the requirements of the questions have been satisfied.

Below are general feedback for each question and indicative marking guidelines. Please
note that the marking guidelines are NOT equivalent to a model answer; rather, it
summarizes key concepts and issues an answer is expected to cover and indicates
the expected depth of analysis).

In case of queries after general feedback has been provided, there are
opportunities for students to discuss their examination performance on a one-to-
one (for example, during academic support hours) or small group basis. Please
email the module leader smu@lubs.leeds.ac.uk book appointment.

Please kindly note that one-to-one meetings are tailored individual feedback
opportunities and students should follow schools codes of practice if having
questions about the marking process and mark checking requests (link here:
https://lubswww.leeds.ac.uk/TSG/module-marking-and-moderation/).
Q.1 Location advantages are a mirror image of a firms motives for internationalisation but
they are less relevant for the internationalisation of firms operating an online service business,
such the Priceline Group.
How far do you agree with this statement? Support your position with information from the
Priceline case study and international business theory.

General Feedback: Location advantages are a mirror image of a firms motives for
internationalisation but they are no less relevant for the internationalisation of firms operating
an online service business, such the Priceline Group. There are at least two aspects of relevance
of locations for service industry. First, location where skilled workers can be found. The case
study suggest that to get multilingual workforce Priceline group decides to locate in global cities
rather than in remote places, where the cost may be low but appropriate skills may not be
available. Second, location is also relevant for seeking market. Although, e-businesses such as
Priceline sell online but the pricing and the customer demand is always met according to local
market conditions.

An average answer will not be pay sufficient attention to both aspects of location and therefore
will either say that location is not significant or give a partial answer with little analysis of facts
given in the case.

A good answer will identify both dimensions and therefore will be able to conclude that location
is relevant for an online service firm.

An excellent answer, in addition, will explain why location is considered important in IB theories.
It will give reference to the Global Factory model, Eclectic paradigm, Uppsala model and
Institutional theory, where location aspects have been highlighted. The answer will explain
motives of internationalization and argue that these motives are related with the location
attractions of the host countries. Thus, giving theoretical justification that location is relevant for
all types of firms.
Q.2 Explain the concept of ownership advantage. Which ownership advantages of the
Priceline Group can you identify in the case study? Give justifications for each of the
ownership advantages identified and explain how these ownership advantages have been
developed by the Priceline Group.

General Feedback: Ownership advantages are skills, capabilities and resources using which a
firm successfully compete in host markets. The case study identifies many ownership advantages
of Priceline group and illustrates how these are developed. Some of the advantages apparent
form the case are: Brand, Product portfolio, Technology, Managerial practices, Skilled Human
Resource, R&D, Innovation and Finance.

The case explains how the managerial practice of multilingual customer services operations help
Priceline group to develop a team of skilled human resource that gathers market knowledge and
provides customer service.

This core explanation in the case study also indicates how other ownership advantages are
developed.

The pressure of local responsiveness helps the firm to innovate new products but the pressure of
global online operations allows it to create a global brand and streamline managerial philosophy
of multilingual HR.

An average answer will partly identify some obvious ownership advantages, e.g. brand, and
online websites and repeat the illustrations given in the case without making much analysis.

A good answer will further identify multilingualism as a managerial practice and links the
emergence of other ownership advantages with it. It will also make some relations with local
responsiveness and global integration with the ownership advantages.

An excellent answer will additionally try to acknowledge the flip side, i.e. disadvantages or costs
associated developing own HR skills because such operations can also be outsourced.