IB Course Workbook PDF

BUSINESS IN
GLOBAL
ENVIRONMENT
Business IN
Global
Environment
(MBA503)
A COURSE WORKBOOK BY
ASIF UDDIN AHMED

Assistant Professor I School of Business
Deputy Director I Academic Affairs
University of Liberal Arts Bangladesh (ULAB)
Name
ID
Section
Semester
Business in Global Environment | Page 1 of 45

CONTENTS
Course Outline ...............................................................................................................................................................3
Class Plan .......................................................................................................................................................................7
Assignment and Project work ........................................................................................................................................9
Tips on Elevator Speech ...............................................................................................................................................10
World Economic Map and Exercise .............................................................................................................................12
List of movies that all MBA's should see .....................................................................................................................14
GLOSSARY OF TERMS: INTERNATIONAL BUSINESS......................................................................................................15
30 powerful websites for business graduates .............................................................................................................20
50 Business Terms All MBA’s Should Know ................................................................................................................. 24
Case Studies .............................................................................................................................................................26
Case Studies 1 ......................................................................................................................................................26
Case Studies 2 ......................................................................................................................................................28
Case Studies 3 ......................................................................................................................................................30
Case Studies 4 ......................................................................................................................................................31
Case Studies 6 ......................................................................................................................................................33
Case Studies 7 ......................................................................................................................................................35
Case Studies 7 ......................................................................................................................................................37
Use your smart phone smartly ....................................................................................................................................39
Format of International Business Plan.........................................................................................................................40
Short videos to watch .................................................................................................................................................. 42
Your Course Instructor................................................................................................................................................. 44

COURSE OUTLINE
Basic Information
Faculty Asif U. Ahmed

Office Hour 3:00-5:00 pm (Sun, Tue) 5:00-6:00 pm (Fri)
Contact Details asif.ahme@ulab.edu.bd Room no- 508 (Campus A)
Course Pre-requisites MBA 305, 307, 310, 311
Department offering the USB
course
Course Title Business in the Global Environment (International Business)
Course Code MBA503 Credit 3 Term Fall 2017
Number of Number of
Number of Lectures 8 2 2 Total 12
Tutorials Practical
Course Details
1. Course Description
A fundamental shift is occurring in the world economy. We are moving away from a
world which national economies were relatively self contained entities, isolated from
each other by barriers to cross border trade and investment; by distance, time zone and
language and by national differences in government regulations, culture and business
system. The management job in this globalized economy is certainly not easy. In theory,
international business follows the same methods as domestically but in practice it
differs- simply because the customers are different from what it used to be. Their needs
are different, the ways to promote services and products differ, and the methods to get
the goods to customer differ.
The objective of the course is to equip students with tools to guide along the relevant
checkpoints, identifying those differences- and enabling to decide and actions which
may lead to success. At a later part of the course, efforts will be made to develop
students as international business actors through some practical suggestion and
training.

2. Intended learning outcomes of the course (ILOs)
In-depth exploration and practical application of international business
KNOWLEDGE
Understanding of dynamics of international business and impact of globalization on international

business
In depth understanding of international market entry strategy and operation methodology
Diagnosing problems and to build a framework to understand and leverage marketing’s

complexities
SKILLS
Critical analysis of international business situation and prepare persuasive arguments to support
action
Communication, presentation and persuasion techniques
Ability to think as a global citizen

ATTITUDE
Group Dynamics and team work
Positive and argumentative approach to tackle challenges related to international business
3. Contents
Number of
Sl. No. Topic
Sessions
1. Introduction to international business 1
2. Globalization, global market places and business centers 1
3. The role of culture 1
4. Legal environment 1
Ethics and social responsibility in international business
5. The exporting company 1
The target market abroad
5. International market entry strategy 1
6. International trade and investment 1
7. International strategic management 1
8 Strategies for analyzing and entering foreign markets 1
9. International marketing 1
10. The Global You 1
Total 12

4. Teaching & Learning Method
On line research on international business topics

Group discussion and debates on international business topics
Lecture slides, presentations, audio and video
Analysis of international business cases
Project work on developing an international market entry strategy
5. A. Assessment Schedule
Assessment 1 Individual assignment and assessment Session 4
Assessment 4 Group project work on international market entry strategy Session 22
B. Weights of Assessments
Assessments %
Mid-term Examination 20%
Final Term Examination 20%
Class assignments and presentations 20%
Group project 15%
Assignments 15%
Quizzes 10%
Total 100%
C. Grading Policy
A relative or bell-curve grading system will be followed, so that the majority will receive a middle grade,
and only a few will get A/A-, or F. The course teacher will assign mark ranges to each letter grade, taking
into account the assessment components and assigned weights, difficulty level, average academic ability
of the class, etc.

6. List of References
Course Notes Please check ULAB Moodle for course notes

th
Essential Books (Text Books) “International Business”- 6 edition by Ricky W. Griffin- Pearson
International Edition
“Export Planner- A comprehensive guide for prospective exporters in
Recommended Reference developing countries” by Center for Promotion Export from Developing
Books Countries (downloadable from www.cbi.nl or will be provided by the
instructor
Periodicals Harvard Business Review (from ULAB Library)
Online Resources www.cbi.nl
Facilities Required for Teaching and Learning
Projector, Whiteboard, Internet access from classroom computer, Audio/Visual equipments.\
Course Policies and Procedures
Use of ULAB Moodle: Course instructor will upload course related material at the ULAB Moodle. Students
are highly encouraged to use ULAB Moodle for any course related communication.
Class attendance: Missing more than six classes in term will mean disqualification from final examination,
unless you can provide a satisfactory explanation, backed by proper documentation (e.g., serious illness,
serious family disruptions)
Students are responsible for academic honesty. Plagiarism will result in severe penalty on marks, both for
individual and team work.
The basis for mark distribution and grading policy is totally subject to change at the discretion of the
course instructor or University policy at any point of time.
Asif U. Ahmed .................................................................................................
Course Coordinator/ Teacher Head of the Department

Date: 21.1.16 Date:

CLASS PLAN
MBA 503 Business in a Global Environment
Fall 2017
Class Topic In Class Assignment Preparation for next class

No.
1 1.Introduction to the course outline 1.Install Ted Talks in your smart 1.Prepare your elevator speech
and course book phone from Ted.com Watch
2.Introduction to international https://www.youtube.com/watch?v=
business 98WlZJqscVk and watch
3.Introduction to elevator pitch https://www.youtube.com/watch?v=
dqIEE-g_-Uc
2. 1. Globalization, global market 1. Your elevator pitch. 1. Complete assignment 1 Find an

places and business centers. 2. Understand world economic international business news for next
3. Group formation map- do internet research week, print it and paste it on your
2. Presentation techniques workbook. Right 100 word analysis
2.Watch
https://www.youtube.com/watch?v=J
J0nFD19eT8 and try to understand
globalization & prepare your 3
minutes presentation on globalization
3. 1. The role of culture 1.https://www.youtube.com/wat 1. Watch
ch?v=rUXOhxh_V0Q https://www.youtube.com/watch?v=
2. Complete case study no: 3 VMwjscSCcf0 (Ted Talks)
(Chinese companies buy Chevron) 2. Complete assignment 2 from your
workbook
4. 1. Legal and political environment 1.https://www.youtube.com/wat 1. Watch the movie “Up in the Air”.
ch?v=-EJ8TZYvadE Be prepared for the questions in next
2. Complete case: 5 class.
5. 1. Ethics and social responsibility in 1. Complete case study no: 4 1. Assignment 2: Find an international
international business (Siemens pays and pays and pays) business news for next week, print it
2. Quiz 1 on Chapter 1 & 4 (Griffin) and paste it on your workbook. Right
100 word analysis
6. 1. Exporting company 1. Find the top five export market 1. Complete case study no: 5 (China,
2. Target market abroad & items from Bangladesh Japan provide new hope for garment
makers)

Class Topic In Class Assignment Preparation for next class
No.
7 Mid Term Exam Watch the movie “Intern”. Be
Syllabus: Griffin Chapter 1-5 prepared for the questions in next
class.
8. 1. Market Entry Strategy Browse www.cbi.eu 1.Identify the product that you would
2. Discussion regarding export Browse www.intracen.org like have your export or import plan
planner and group project on and share it in the next class
9. International trade and investment 1.Find the highest FDI receiving Complete assignment 3: Find an
country in 2016 (web search) international business news for next
2.Complete case study 2: week, print it and paste it on your
Samsung workbook. Right 100 word analysis
10. International strategic management Complete case study 1 (Starbucks)
from your workbook
11. Quiz 2 on Chapter 11 Watch the movie “The Social
Strategy for analyzing and entering Network”. Be prepared for the
foreign markets questions in next class.
12 The global you Browse the website Edx.org
13 Group presentation
14 Final exam
Syllabus: Export Planner Chapter 2-
4
Griffin 6, 11, 12
The Global You

ASSIGNMENT AND
PROJECT WORK
MBA 503- Business in the Global Environment
Fall 2017
Asif U Ahmed
Assistant Professor
Room no: A408
Email: asif.ahmed@ulab.edu.bd
Consultation Hours: Sun& Tues (3:00-5:00PM)
Assignment 1-3:
Find international business news either from the new paper or from the web new portal. Print the article
and paste it in your workbook. Read the article and write your own analysis within 200 words of the news
based on the learning from the class.
Submission Date: Assignment 1- Session 3, Assignment- 6, Assignment- 10
Project Work:
Students are required to form teams of 3 team members. The project will be on developing an Export or
Import Plan for a specific product as suggested by the instructor. The format will be provided by the
instructor after 7th session and the term paper will be due at the last class before the final exam. The
presentation will be held in the same class. The students need to submit the topic on the last class before
the Mid Term Exam. The students will work in their teams in preparing for the Group Project. There will be
10 marks for individual presentation and 10 marks for the group report.
Submission Date: Session 13

TIPS ON ELEVATOR
SPEECH
How to Deliver a Powerful Elevator Speech?
Here are ten tips for ensuring you have an ES that packs a punch:
1. You have To “Get” What’s Unique about You

If you do nothing else, spend time truly getting what differentiates you, what causes you to stand out.
This is what you want in your elevator speech.
2. It Has To Roll Off Your Tongue

You need to write it down and practice it so it becomes second nature to you. This will support a
confident appearance when you say it.
3. One Sentence Is Usually Enough

Think short and sweet. Powerful is not lengthy or full of too many words. When you force yourself into
one sentence, it causes you to think about each word more carefully so that each one tends to convey
more.
4. Your Second Word Should Be a Verb

What do you do? For others? This also forces you into thinking about your results and accomplishments.
Get a list of powerful verbs, look them up.
5. You Have To Believe It

If you develop an ES that embarrasses you or causes you to cringe, you either need to beef up your
confidence or change what you’re saying about yourself.
6. Give It Attitude
If your ES doesn’t have energy or enthusiasm, then expect it to be received the same way. We like people
with confidence and a bit of attitude about their abilities. You’re not bragging, but proud.
7. Smile
It’s hard not to love people who smile. It communicates warmth and confidence. You come across as
engaging and someone people would like to know more about.

8. Shut Up
Once you’ve delivered your ES, stop yourself from saying anything else. I know this is a tough one, but
people often blather on, which deflates the impact of your ES. When you stop talking, it will also prompt
the person you are introducing yourself to to ask about you or introduce themselves. Both results are
great.
9. Leave Them Wanting More

A great test of a powerful ES is if they ask you about what you’ve just said. Go have fun with this. Next
time you attend a professional meeting, say your ES, shut up and see what happens.
10. Have A Few ES’s In Your Toolkit

ES’s are not one size fits all. You will discover that your audience will be a determining factor in what
specific message you want to convey. Once you have your primary ES, think through the various groups of
people you are likely to use it with. This will help you decide what needs to get tweaked to make it just
right for that group of people.
Your elevator speech is among the first things you do that will form an impression with others. You want it
to be just like you – professional and well delivered.

WORLD ECONOMIC MAP
AND EXERCISE

LIST OF MOVIES THAT
ALL MBA'S SHOULD SEE
Movies
 THE GODFATHER (1972): Keep Your Friends Close, But Your Enemies Closer
 THE SOCIAL NETWORK (2010): You don't make 500 million friends without a few enemies
 WALL STREET (1987): The only thing standing between you and your goal is the bullshit story you
keep telling yourself as to why you can't achieve it.
 INVICTUS (2009): I am the master of my fate: I am the captain of my soul.
 UP IN THE AIR (2009): It's only a problem if it has a solution
 THE PURSUIT OF HAPPINESS (2006): If you want something, Go Get It, PERIOD!
 THE INSIDER (1999): Our standards have to be higher than anyone else because we are the
standard of everyone else.
 GURU (2007):If you want to succeed, you've got to believe; and most importantly in yourself
 GLENGARRY GLEN ROSS (1992): Coffee's for closers only
 THE INTERN (2015): Experience never gets old
 TUCKER: THE MAN AND HIS DREAM (1988): If he came up with a better idea, about ANYTHING,
there's no limit to how far he could go

GLOSSARY OF
TERMS:
INTERNATIONAL
BUSINESS
The Wall Street Journal
Source: International Business: Competing In the Global Marketplace, by Charles W.L. Hill, Irwin/McGraw-Hill,
1997
TERMS IN INTERNATIONAL BUSINESS
absolute advantage
A country has an absolute advantage when it is more efficient than any other country at producing a
product.
balance of payments accounts
National accounts that track both payments to and receipts from foreigners.
bill of lading
A document issued to an exporter by a common carrier transporting merchandise.
common market
A group of countries committed to the pursuit of a common external trade policy.
comparative advantage
The theory that countries should specialize in the production of goods and services they can produce
most efficiently.
current account deficit
The current account of the balance of payments is in surplus when a country exports more goods and
services that it imports.
deferral principle
Parent companies are not taxed on the income of a foreign subsidiary until they actually receive a
dividend from that subsidiary.

economic risk
The likelihood that events, including economic mismanagement, will cause drastic changes in a country’s
business environment that adversely affect the profit and other goals of a particular business enterprise.
Eurobonds
A bond placed in countries other that the one in whose currency the bond is denominated.
Eurocurrency
Any currency banked outside of its country of origin.
European Monetary System (EMS)
EU system designed to create a zone of monetary stability in Europe, control inflation, and coordinate
exchange rate policies of EU countries.
European Union (EU)
An economic group of 15 European nations: Austria, Belgium, Great Britain, Denmark, Finland, France,
Germany, Greece, the Netherlands, Ireland, Italy, Luxembourg, Portugal, Spain and Sweden.
exchange rate
The rate at which one currency is converted into another.
expatriate manager
A national of one country appointed to a management position in another country.
exporting
Sale of products produced in one country to residents of another country.
fixed exchange rates
A system under which the exchange rate for converting one currency into another is fixed.
floating exchange rates
A system under which the exchange rate for converting one currency into another is continuously
adjusted depending on the laws of supply and demand.
free trade
The absence of barriers to the free flow of goods and services between countries.
fronting loans
A loan between a parent company and a foreign subsidiary that is channeled through a financial
intermediary.
General Agreement on Tariffs and Trade (GATT)
International treaty that committed signatories to lowering barriers to the free flow of goods across
national borders led to the WTO.
globalization of markets
Moving away from an economic system in which national markets are distinct entities.
horizontal foreign direct investment
Foreign direct investment in the same industry abroad as a firm operates in at home.
import quota
A direct restriction on the quantity of a good that can be imported into a country.
infant industry argument
New industries in developing countries must be temporarily protected from international competition to

help them reach a position where they can compete on world markets with the firms of developed
nations.
International Accounting Standards Committee (IASC)
Organization of representatives of 106 professional accounting organizations from 79 countries that is
attempting to harmonize accounting standards across countries.
International Monetary Fund (IMF)
International institution set up to maintain order in the international monetary system.
international strategy
Trying to create value by transferring core competencies to foreign markets where indigenous
competitors lack those competencies.
law of one price
In competitive markets free of transportation cost and barriers to trade, identical products sold in different
countries must sell for the same price when their price is expressed in terms of the same currency.
lead strategy
Collecting foreign currency receivables early when a foreign currency is expected to depreciate, and
paying foreign currency payables before they are due when a currency is expected to appreciate.
local content requirement
A requirement that some specific fraction of a good be produced domestically.
mercantilism
An economic philosophy advocating that countries should simultaneously encourage exports and
discourage imports.
minimum efficient scale
The level of output at which most plant-level scale economies are exhausted.
mixed economy
Certain sectors of the economy are left to private ownership and free market mechanisms, while other
sectors have significant government ownership and government planning.
multinational enterprise (MNE)
A firm that owns business operations in more than one country.
multidomestic strategy
Emphasizing the need to be responsive to the unique conditions prevailing in different national markets.
nonconvertible currency
A currency is not convertible when both residents and nonresidents are prohibited from converting their
holdings of that currency into another currency.
North American Free Trade Agreement (NAFTA)
Free trade area between Canada, Mexico, and the United States.
political risk
The likelihood that political forces will cause drastic changes in a country’s business environment that
adversely affect the profit and other goals of a particular business enterprise.
polycentric staffing
A staffing policy in an MNE in which host-country nationals are recruited to manage subsidiaries in their

own country, while parent-country nationals occupy key positions at corporate headquarters.
positive sum game
A situation in which all countries can benefit even if some benefit more that others.
predatory pricing
Reducing prices below fair market value as a competitive weapon to drive weaker competitors out of the
market .
price discrimination
The practice of charging different prices for the same product in different markets.
price elasticity of demand
A measure of how responsive demand for a product is to changes in price.
Smoot-Hawley Tariff
Enacted in 1930 by the U.S. Congress, this tariff erected a wall of barriers against imports into the United
States.
specific tariff
Tariff levied as a fixed charge for each unit of a good imported.
Structural Impediments Initiative
A 1990 agreement between the United States and Japan aimed at trying to decrease nontariff barriers
restricting imports into Japan.
subsidy
Government financial assistance to a domestic producer
systematic risk
Movements in a stock portfolio’s value attributable to macroeconomic forces affecting all firms in an
economy, rather than factors specific to an individual firm.
tax haven
A country with exceptionally low, or no, income taxes.
tax treaty
An agreement specifying what items of income will be taxed by the authorities of the country where the
income is earned.
temporal method
Translating assets valued in a foreign currency into the home currency using the exchange rate that
existed when the assets were originally purchased.
transaction exposure
The extent to which income from individual transactions is affected by fluctuations in foreign exchange
values.
translation exposure
The extent to which the reported consolidated results
and balance sheets of a corporation are affected by
fluctuations in foreign exchange values.
transnational corporation

A firm that tries to simultaneously realize gains from experience curve economies, location economies,
and global learning, while remaining locally responsive.
Treaty of Rome
This 1957 treaty established the European Community.
turkney project
A project in which a firm agrees to set up an operating plant for a foreign client and hand over the “key”
when the plant is fully operational.
vehicle currency
A currency that plays a central role in the foreign exchange market (e.g., the U.S. dollar and Japanese yen).
voluntary export restraint (VER)
A quota on trade imposed from the exporting country’s side, instead of the importer’s; usually imposed at
the request of the importing country’s government
World Bank
International institution set up to promote general economic development in the world’s poorer nations.
World Trade Organization (WTO)
The organization that succeeded the General Agreement on Tariffs and Trade (GATT) as a result of the
successful completion of the Uruguay round of GATT negotiations.
zero sum game
A situation in which an economic gain by one country results in an economic loss by another.

30 POWERFUL WEBSITES
FOR BUSINESS
GRADUATES
Most of us spend some amount of time--sometimes a lot!--online. Instead of chasing after provocative
headlines and weird old tricks, why not spend time on sites that will make you smarter in life, shrewder in
business, and wiser in leadership?
Here are 30 of the best sites for professional and personal development. Learn as an individual or connect
your team.
1. TED Talks
TED's tagline is "ideas worth spreading." TED Talks is a video collection in the form of short, powerful
speeches on every subject imaginable (18 minutes or less).
2. Brain Pickings
Brain Pickings has interesting posts drawn from art, science, design, history, and philosophy.
3. 99U
99U's actionable insights on productivity, organization, and leadership help creative people push ideas
forward.
4. Lynda
Lynda has thousands of video tutorials covering technical, creative, and business skills, all taught by
industry experts.
5. University of the People
University of the People is a nonprofit, tuition-free online university based in California and committed to
educational access and inclusion.
6. Learnist

Learnist is a collaborative knowledge-sharing site where users create and curate "learning boards"
composed of text, images, video, and audio.
7. Alison
Alison offers free online courses with certification and diploma options.
8. Mental Floss
Mental Floss tests your knowledge through quizzes, brainteasers, and games.
9. Brain Pump
Brain Pump lets you learn something new and feeds your curiosity, through a vast library of entertaining
videos on topics ranging from chemistry to physics to history.
10. Peer 2 Peer University
Peer 2 Peer University is an open education project in which learners gather in lightly organized circles
that meet at public libraries and other accessible sites.
11. Platzi
Platzi offers live-streamed courses--many free--on topics including web and app development, online
marketing, interface design, and server administration.
12. edX
EdX, a collaborative project of Harvard University and MIT, provides free online courses and classes from
the world's best universities and other institutions.
13. OpenSesame
OpenSesame is a marketplace for business-oriented online training.
14. Udacity
At Udacity, find free online courses, self-paced with code reviews, when you want to make a career
change or get a new job.
15. Coursmos
Coursmos is a micro-course platform with short video lessons on topics ranging from business to lifestyle.
16. Highbrow

Highbrow lets you choose one course and receive new knowledge every morning. Super-brief lessons are
delivered to your inbox. Learn, grow, repeat ... in all subjects: art, health, history, literature, logic, nature,
philosophy, productivity.
17. Coursera
Coursera is a platform where anyone can take free online classes from 120-plus top universities--including
Stanford, Yale, and Princeton--and educational organizations.
18. University Webinars
On University Webinars and Videos for Blended Learning, top college faculty, staff, and experts in their
field share knowledge from their courses and programs, targeted for higher education professionals.
19. DataCamp
DataCamp is the most engaging way to learn R and data science. Learn in the comfort of your own
browser via tutorials and coding challenges. A monthly or annual fee provides access to all courses.
20. CreativeLive
At CreativeLive, take free live online classes taught by the world's most inspiring instructors. Choose from
video workshops in photography, video, design, business, audio, music, crafting, and software training.
21. Investopedia
Investopedia is a premiere resource for investing and personal finance education, market analysis, and
trading simulators. Access free educational content and tools.
22. Gibbon
Gibbon is a peer-to-peer learning network that connects users who want to teach one another and learn
about anything. An enterprise knowledge portal for employee development and learning, individually
accessible courses are also available.
23. BBC Languages
BBC Languages provides free online language learning--via courses, audio, video, and games--that
includes the alphabet, phrases, vocabulary, pronunciation, grammar, activities, and tests. Free interactive
tutorials come in 40 languages.
24. Future Learn
Future Learn has free courses in subjects including law, psychology, and teaching, offered in partnership
with top universities and specialist organizations in the U.K. and around the world.
25. MIT OpenCourseWare

MIT OpenCourseWare is a web-based publication, open and accessible, of virtually all MIT course content.
26. Project Gutenberg
Project Gutenberg is a digital library of more than 50,000 free e-books to read online or download.
Included are book listings, a search engine, a newsletter, articles, and information on how users can help
create more free e-books.
27. Quora
Quora: the best answer to any question. On Quora, ask a question on any topic or subject and receive an
answer from an expert.
28. Udemy
Udemy is an online education marketplace with limitless variety: more than 30,000 courses, developed by
subject-matter experts.
29. Skillshare
Skillshare is a learning community for creators. Anyone can take an online class, watch video lessons,
create projects, and even teach a class.
30. Inc.com
Inc.com is all about advice, news, tools, and services to help small businesses grow. Everything you read
on Inc.com will make you a smarter leader and entrepreneur--especially articles like this one.
Which websites do you visit that make you smarter?

50 BUSINESS TERMS
ALL MBA’S SHOULD
KNOW
Professionals who have earned their MBA degree have a certain amount of business education that along
with their professional experience qualifies them for leadership roles in many companies. Along with a
high level of education and experience an MBA’s vocabulary should be fairly large as well.
Here are 50 business terms all MBA’s should know.
1. It’s a paradigm shift – Things are not going the way we want them to
2. We are data driven – We need numbers
3. We need to wrap our heads around this – We need to understand this
4. ROI – Return on investment
5. Let’s circle back to that – Let’s talk about something else
6. Let’s blue sky this – Be optimistic
7. Let’s ballpark this – Give me an average
8. A team player – Working well with others in the same culture and dynamics
9. Thinking outside the box – Getting creative
10. This is where the rubber meets the road – We need to work hard
11. Let’s go back and sharpen our pencils – We need to come up with some new ideas
12. Managing the optics – Move the facts around to be beneficial
13. Creative destruction – unstable
14. Not enough boots on the ground – There are not enough people working on this
15. Too many cooks in the kitchen – There are too many people trying to be the boss
16. Deal with it – figure things out
17. Housekeeping – mundane organization and structure issues
18. Clean house – fire a bunch of people
19. Let’s square the circle – Let’s do things differently
20. The million dollar question – I don’t have an answer for that question
21. Cash cow – something that brings in the most money
22. Synergies 1+1=3 – I don’t understand how we got here but it works
23. Monetize – Make money from it
24. Strategize – Make a plan

25. Incentivize – Make it worthwhile to people
26. Analyze – figure things out
27. A perfect storm – It’s everyone else’s responsibility
28. I’m putting my butt on the line – I expect you to perform
29. Results oriented – Getting things done
30. Core competency – Our main focus
31. Facing headwinds – It’s going to be tough
32. Full steam ahead – focus on the business at hand and get there
33. It’s a one-off – get the job done
34. An agent of change – a person who knows how to be flexible with the change in atmosphere
35. Due diligence – investigate
36. Leaving money on the table – not being greedy enough
37. That won’t move a needle – my boss will not be excited over this
38. Manage expectations – don’t expect to get results
39. Deliverable – make sure things get done
40. It is not actionable – I can’t do it
41. Sounding like a broken record – repeating yourself over and over again
42. I have an open door policy – You can come in and talk to me anytime
43. Something has gone viral – It is all over the social media like Twitter and Facebook and people like it
44. Burning the candle at both ends – Doing too much work and becoming exhausted so you are no use to
anyone
45. It is scalable – I can change the plan
46. What’s the value-add – How will I benefit
47. Go-to-market – Where can I sell this
48. Drinking from a fire hose –I need sympathy because I have been doing too much work
49. We are getting some push back – They are not buying it
50. Get your game face on – Getting serious
Many corporate businessmen and business women use these terms to describe situations and this is a
completely different terminology for someone who has not had many years of experience in this
environment. Corporate lingo can be much different from language in everyday life. It is important that
MBA students understand what these terms mean and how they are used in meetings with employees as
well as higher ups in the company. These phrases tend to be used as a slang in a boardroom type of
atmosphere. The meanings can vary a bit from company to company depending upon the culture of the
organization.

CASE STUDIES
C ASE S TUDIES 1
H OW S TARBUCKS ’ G ROWTH D ESTROY ED B RAND V ALUE
Starbucks announcement that it will close 600 stores in the US is a long-overdue admission that there are
limits to growth.
In February 2007, a leaked internal memo written by founder Howard Schultz showed that he recognized
the problem that his own growth strategy had created: “Stores no longer have the soul of the past and
reflect a chain of stores vs. the warm feeling of a neighborhood store.” Starbucks tried to add value
through innovation, offering wi-fi service, creating and selling its own music. More recently, Starbucks
attempted to put the focus back on coffee, revitalizing the quality of its standard beverages. But none of
these moves addressed the fundamental problem: Starbucks is a mass brand attempting to command a
premium price for an experience that is no longer special. Either you have to cut price (and that implies a
commensurate cut in the cost structure) or you have to cut distribution to restore the exclusivity of the
brand. Expect the 600 store closings to be the first of a series of downsizing announcements. Sometimes,
in the world of marketing, less is more.Schultz sought, admirably, to bring good coffee and the Italian
coffee house experience to the American mass market. Wall Street bought into the vision of Starbucks as
the “third place” after home and work. New store openings and new product launches fueled the stock
price. But sooner or later chasing quarterly earnings growth targets undermined the Starbucks brand in
three ways.
First, the early adopters who valued the club-like atmosphere of relaxing over a quality cup of coffee
found themselves in a minority. To grow, Starbucks increasingly appealed to grab and go customers for
whom service meant speed of order delivery rather than recognition by and conversation with a barista.
Starbucks introduced new store formats like Express to try to cater to this second segment without
undermining the first. But many Starbucks veterans have now switched to Peets, Caribou and other more
exclusive brands.Second, Starbucks introduced many new products to broaden its appeal. These new
products undercut the integrity of the Starbucks brand for coffee purists. They also challenged the
baristas who had to wrestle with an ever-more-complicated menu of drinks. With over half of customers
customizing their drinks, baristas hired for their social skills and passion for coffee, no longer had time to
dialogue with customers. The brand experience declined as waiting times increased. Moreover, the price

premium for a Starbucks coffee seemed less justifiable for grab and go customers as McDonald’s and
Dunkin Donuts improved their coffee offerings at much lower prices.
Third, opening new stores and launching a blizzard of new products create only superficial growth. Such
strategies take top management’s eye off of improving same store sales year-on-year. This is the heavy
lifting of retailing, where a local store manager has to earn brand loyalty and increase purchase frequency
in his neighborhood one customer at a time. That store manager’s efforts are undercut when additional
stores are opened nearby. Eventually, the point of saturation is reached and cannibalization of existing
store sales undermines not just brand health but also manager morale.
None of this need have happened if Starbucks had stayed private and grown at a more controlled pace.
To continue to be a premium-priced brand while trading as a public company is very challenging. Tiffany
faces a similar problem. That’s why many luxury brands like Prada remain family businesses or are
controlled by private investors. They can stay small, exclusive and premium-priced by limiting their
distribution to selected stores in the major international cities.

C ASE S TUDIES 2
S AMSUNG OPENS TWO APPLIANCE PLANTS IN B ANGLADESH
South Korean technology giant Samsung is set to inaugurate two factories in Bangladesh today with a
view to manufacturing four home appliance products -- a move that can be viewed as recognition of the
country's engineering capabilities.
The plants, where LED television, refrigerators, air conditioners and microwave oven will be manufactured,
have been set up in joint venture with local Transcom Group and Fair Electronics.At present, Bangladesh is
mostly reliant on imports for the products, so the move will not only make the appliances cheaper but
also help the country save huge amounts of foreign currency every year.Under the deal struck with
Transcom Electronics, Samsung will manufacture LED television at the former's state-of-the-art facilities in
the capital's Mohakhali area.The plant on 18,000 square feet started manufacturing televisions on a test
basis from last month.“The televisions are very high in quality,” said Yeamin Sharif Chowdhury,
TranscomElectronics's head of business.Some 13 models of televisions -- all of which would be less than
55 inches -- will be manufactured at the plant, with some of the components brought in from Vietnam.
The factory will be operated by 85 engineers, while Samsung will provide technological support.“The
factory will be one of the most prestigious ones in Bangladesh, one that will be helpful in the country's
branding,” Chowdhury added.The televisions will be cheaper than the imported Samsung ones currently
available in the market, according to MdShakil Choudhury, TranscomElectronics's general manager for
finance and accounts.Samsung currently has five distribution partners and the factory will supply
televisions to them.“The local demand is rising every day as our economy is scaling high,” Choudhury said,
adding that there are no plans to export the products.
The existing market for televisions stands at about ten lakh units a year. Of the sum, branded products
account for 40 percent.“Transcom wants to grab a big chunk of the market share from this branded
televisions segment,” Choudhury added.The plant will be inaugurated by KooYeun Choi, strategic business
group leader of Samsung Electronics, and Taeho Park, Samsung's consumer electronics head for
southwest Asia.The other factory, which will be run by Fair Electronics, will be situated in Shibpur of
Narsingdi.
The plant will manufacture refrigerator, air conditioner, microwave oven and television. Fair Electronics has
plans to branch out to other popular home appliances like washing machine.Fair Electronics has already
started manufacturing refrigerators at the plant and will shortly go into production of the three products,
said RuhulAlam Al Mahbub, chairman of Fair Group.“We are investing $100 million and Samsung's
investment is technology and knowledge,” Mahbub said, adding that the company is aiming to grab 30 to
40 percent of the market share of the products in terms of value within next three to four years.There are
opportunities to export Bangladesh-manufactured Samsung products but for that the government's
support needs to increase and some policy needs to be made clearer, he added.

The plant, which will employ about 3,000, will be inaugurated today by Industries Minister Amir Hossain
Amu, ICT State Minister Zunaid Ahmed Palak and Korean Ambassador AhnSeong-doo.Samsung's move
was lauded by Palak yesterday at parliament during a session on the proposed budget for 2017-18.Earlier,
he told The Daily Star that Samsung's initiative can encourage other global brands to follow suit and park
their funds in Bangladesh.Samsung's first factory in the subcontinent was in India's Uttar Pradesh in 1997,
where it assembles mobile phones, refrigerators and LED TVs.And in November 2007, it set up another
plant in Tamil Nadu, where it manufactures LED TVs, washing machines, refrigerators and split air
conditioners.Since its founding in Korea in 1969, Samsung Electronics has grown into a global information
technology leader, managing more than 200 subsidiaries around the world.

C ASE S TUDIES 3
C HINESE COMPANIES BUY C HEVRON B ANGLADESH
US oil giant Chevron Corporation today announced that its wholly-owned subsidiary, Chevron Global
Ventures, Ltd., has entered into an agreement to sell the shares of its wholly-owned indirect subsidiaries
operating in Bangladesh to a Chinese consortium named Himalaya Energy Co Ltd, said a Chevron press
release.
Himalaya Energy is owned by China ZhenHua Oil Co and CNIC Corporation Ltd. The financial deal has not
been disclosed.Chevron Bangladesh operates Block 12 (Bibiyana Field) and Blocks 13 and 14 (Jalalabad
and Moulvibazar fields). Closing of the transaction is subject to the satisfaction of certain closing
conditions.
Chevron is currently responsible for more than half of country’s daily gas production. Whereas the country
daily produces around 2600 million feet per day (mmcfd) gas, Chevron provides more than 1400 mmcfd
from these three fields. Of them, the Bibiyana field alone provides more than 1100 mmcfd.Besides,
Chevron also daily produces around 9000 tonnes of condensate - a liquid fuel by-product found in some
gas fields. The remaining gas fields of the country produce around 1500 tonnes of condensate.
Chevron’s earlier operations -- that includes discovery of the massive Bibiyana field in the late nineties --
were spearheaded by Unocal which was globally acquired by Chevron in 2005. The company invested
around $3 billion dollars, while it currently has 538 employees.Chevron operates under two Production
Sharing Contracts (PSC) under which it gets a maximum of $3 dollars for per thousand cubic meter of gas
-- while Bangladesh gets a proportionally bigger chunk of gas as free share -- making the deals very
profitable for the country.
Chevron announced selling out its assets in different countries -- including Bangladesh -- last year, due to
oil price slump that led to losses. Since Chevron decided to sell its Bangladesh asset, Bangladesh
government had made an offer that Chevron did not accept. Since then Chevron was negotiating with
Chinese company ZhenHua Oil.
Chevron Corporation is one of the world’s leading integrated energy companies. Through its subsidiaries
that conduct business worldwide, the company is involved in virtually every facet of the energy
industry.Chevron (previously Unocal) introduced three-dimensional seismic survey in Bangladesh for the
first time in the late nineties while surveying the Bibiyana field area.

C ASE S TUDIES 4
C HINA , J APAN PROVIDE NEW HOPE FOR GARMENT MAKERS
Garment exports to China and Japan, two new markets, soared in fiscal 2015-16 -- the strongest sign yet
of the growing stature of Bangladesh's apparel sector in global trade.
Last fiscal year, garment exports to Japan stood at $774.47 million, up 18.68 percent year-on-year,
according to data from the Export Promotion Bureau.Some $341.22 million of garment items were
shipped to China in fiscal 2015-16, an increase of 11.9 percent from a year earlier.The reason for the
uptick is the recent relaxation of the
rules of origin (RoO) by the
governments of the two
countries.The RoOs are the criteria
used to determine the national
source of a product, and they vary
from country to country. Their
importance is derived from the fact
that duties and restrictions in
several cases depend on the source
of import.For instance, Bangladesh
has duty-free access for its garment
products, even for items made from
imported fabrics, to the Japanese
market.The country has been
enjoying duty benefits on its woven
garment exports to Japan for many
years now, and from April last year,
its knitwear shipments were given
the same privilege.Japan's apparel market is worth about $40 billion a year, and traditionally nearly 80
percent of it is catered by Chinese imports.In 2008, the Japanese government adopted the 'China plus
One' policy to reduce the overdependence on China, following which its traders started sourcing garment
items from other countries such as Bangladesh, Vietnam and Cambodia.
On the other hand, Bangladesh's garment exports to China also increased last fiscal year as the Chinese
government awarded duty-free facility to 4,721 items.China, despite being the largest apparel
manufacturer in the world, is emerging as a major export destination for Bangladesh owing to its fast-
expanding middle-class population.

At present, the majority of the Chinese garment makers produce high-end products for Western retailers,
as they do not deem the $150 billion local market to be lucrative enough.The development has opened
doors for Bangladeshi garment manufacturers to grab a larger share of the Chinese market.
The International Textile Manufacturers Federation also recently advised Bangladesh to focus more on the
growing Asian markets of India and China, where the retail value of garment and textile consumption will
more than double to $750 billion by 2020.However, garment exports to the other promising Asian market
of India have not been increasing much thanks to the countervailing duty imposed by the neighboring
country's government on Bangladeshi apparel products.Although garment exports to India soared 30.86
percent to $136.42 million in fiscal 2015-16 from a year earlier, the value is too little.Bangladesh considers
the EU, the US and Canada as its traditional export destinations and shipments to these markets have
been increasing for many years now.Since 2009, Bangladesh has seen increased garment exports to 11
new destinations, including Japan and China, partly because of the government's financial incentives for
new markets, said Mahmud Hasan Khan, vice-president of Bangladesh Garment Manufacturers and
Exporters Association.
The government introduced the stimulus package for exporting to new destinations, except those of the
EU, the US and Canada, in 2009. “The stimulus package has since been working well,” he said.
“The new destinations are promising markets for us.”

C ASE S TUDIES 6
V ENTURING A BROAD : B IRDS OF A F EATHER F LOCK

T OGETHER
Although important for the development of trade theory, Porter's theory of national competitive
advantage also explains the existence of another phenomenon of international business activity, the
regional clustering of firms within an industry resulting from agglomeration economies. Agglomeration
economies occur when a firm's costs of production decline as the number of firms in that industry
increase within a given area. Such growth attracts additional, input suppliers to the areas, which then
increases price competition and innovation among those suppliers.
As their customer base increases, suppliers can specialize, developing unique abilities that benefit the
cluster as a Whole. Clusters also promote innovation and Entrepreneurship. Competition is intense, and
firms must continually improve their products and productivity to survive.
Entrepreneurs can tap into sophisticated local knowledge networks. Moreover, local bankers and
financiers understand the ins-and-outs of the local industry and thus are better able to recognize good
ideas when entrepreneurs request loans or capital. Firms within the cluster thus enjoy significant
advantages when competing with a firm from outside the cluster.
Consider three California industries, filmed entertainment, centered in Los Angeles; premium wines,
centered in Napa and "Sonoma counties; and personal computing, centered in the Silicon Valley.
Each industry no doubt started and benefited from supportive factor endowments and demand
conditions. But as area firms began to prosper, other firms within the same industry were attracted to the
region seeking to replicate the pioneering firms' success. The expanding number of customers then
induced supplier firms to relocate as well.
Over time, the cluster becomes so strong that, firms not in the cluster are at a significant disadvantage.
Film studios requiring the best directors, cinematographers, screenwriters, casting agents and such are
likely to find them in Hollywood.
Suppliers of specialized services like pyrotechnics, animal wrangling, special effects, and set design are
readily available as well. Similarly, firms seeking the latest vineyard management techniques or viniculture
science are likely to find them in Napa or Sonoma counties or at the nearby University of California at
Davis.
Firms specializing in making or supplying wine-making and grape-harvesting equipment, barrels, corks,
bottles, and label design have proliferated there as well, benefiting and strengthening the area's

vineyards. Or consider the move of Facebook from Cambridge, Massachusetts, to the Silicon Valley as
portrayed in the movie The Social Network.
There are plenty of smart people in Cambridge. However, Facebook founder Mark Zuckerberg realized
that Facebook needed to access the specialized resources and talent that the Silicon Valley could best
provide if it were to dominate the social networking market.
Porter argues that clusters play an important role in promoting international competitiveness. Such
competition is being transformed from a firm-versus-firm basis to a cluster-versus-cluster basis, In wine,
for example, we often think of competition as being between a French vineyard such as Chateau Lafite
Rothschild or a California grower like Chateau Montelena.
From a cluster perspective, however, the nature of competition changes: California's Sonoma and Napa
Valley vintners compete against vintners from France's Burgundy and Champagne provinces and from
growers in Australians Barossa Valley.
In Porter's view, a wise government institutes policies that allow the cluster to flourish, perhaps by funding
research at local universities or providing infrastructure improvements that benefit the cluster as a whole.

C ASE S TUDIES 7
NOKIA: N O L ONGER KING OFTHE HILL
Nokia Corporation provides a useful case study of the opportunities and challenges facing firms.
Competing in the global economy, it also offers an object lesson for firms who fail to react quickly and
appropriately to changes in the global marketplace.
Nokia was formed by Fredrik Idestam, a Finnish engineer. Its' early success is consistent with the theory of
comparative advantage. Ides tam’s young company set up shop in the town of Nokia on the Nokianvirta
River in Finland (hence the firm's name) to manufacture pulp and paper using the area's lush forests as
raw material. Nokia flourished in international -anonymity for 100 years, focusing almost exclusively on its
domestic market.
During the 1960s the firm's management decided to start expanding regionally. In 1967, with the
government's encouragement, Nokia took over two state-owned firms, Finnish Rubber Works and Finnish
Cable Works. In 1981, Nokia's destiny was altered dramatically by one seminal event: Because it had done
so well with the rubber and cable operations, the Finnish government offered to sell Nokia 51 percent of
the state-owned Finnish Telecommunications Company.
Because Nokia had already been developing competencies in digital technologies, it quickly seized this
opportunity and pushed aggressively into a variety of telecommunications businesses. For example, Nokia
created Europe's first digital telephone network in 1982. A series of other acquisitions and partnerships
propelled the company to the number-one position in the global market for mobile telephones.
At face value it might seem that larger industrial countries like the United States, Germany, and Japan
should have led the way in this market. Conditions in Finland, however, provide a unique catalyst for
Nokia's initial successes. Many parts of the Finnish landscape are heavily forested, and vast regions of the
country are sparsely populated. Creating, maintaining, and updating land-based wired communication
networks can be slow and extremely expensive, •" making wireless digital systems a relative bargain. Thus,
conditions were near perfect for an astute, forward-looking company like Nokia to strike gold.
During much of the past decade, Nokia hit a rich vein of pay dirt. It sold more than 40 million of its
premium-priced N-series handsets, which allow dedicated gamers to download and play video games
that were more graphics-rich than those available on its competitors' products. Nokia aggressively
targeted emerging markets as well, developing attractively priced mobile phones to meet the needs of
those customers. By the end of 2007, Nokia was the world's largest seller of mobile phones, with a global
market share of 40 percent. Moreover, it enjoyed the highest operating profit margins in the industry.

Unfortunately, Nokia's market dominance disappeared quickly, seemingly in the blink of an eye.
In June 2007, Apple began selling the iPhone in the United States; five months later, the iPhone was
available for sale in Europe. The iPhone redefined the rules of competition in the mobile phone industry.
Software, not hardware, became the critical selling feature. Unfortunately, Nokia's strength lay in
hardware, not software: Nokia's clumsy Symbian operating system was no match for the iPhone's easy to
use iOS operating system. Apple's clever "There's an App for that" commercials reinforced the superiority
of the iPhone over Nokia's offerings.
To make matters worse, Nokia's share of emerging markets eroded in the face of increased competition
from low-cost Android-based phones produced by Chinese rivals.
By the first quarter of 2013, Nokia's global market share had fallen to 16.6 percent. Of particular concern
was Nokia's weakness in the more profitable smartphone market segment, where Samsung's Galaxy line
of smartphones and Apple's iPhones are now the dominant players, with a combined market share of 52
percent.

C ASE S TUDIES 7
T HE H OUSE OF T ATA
As Chapter 1 indicated, the role of emerging markets in the world economy is growing. It should come as
no surprise that multinational enterprises (MNEs)headquartered in emerging markets are also playing a
growing role. Fortune's Global 500 contained only 21 such firms in 2002. In 2012, that number has grown
to 81.
One of the most important of these emerging market MNEs is the Mumbai-based Tata Group. Founded in
1868 by Jamsetji Tata, the Tata Group now consists of 90 companies focused on Savaii business segments
that span industrial products, consumer goods, and high technology. Thirty-one of these companies, such
as information-technology specialist Tata Consultancy Services, trade as publicly listed firms; the
remainders are privately held. The Tata Group generated $100 billion in revenues in 2012 and employed
more than 456,000 workers. About 59 percent of its revenue is produced outside the domestic Indian
market.
In some ways, the organizational structure of the Tata Group is typical of many businesses in the world. In
most countries, the predominant form of large corporate organization is a family-owned, family-centered,
or bank-centered conglomerate, typified by Korea's chaebol, Japan's keiretsu, or Latin America's grupos.
Indeed, other than in the Anglo-Saxon countries that inherited British traditions, the Anglo-American
model of a stand-alone firm with dispersed shareholders run by professional managers is the exception,
rather than the rule. This chapter's opening case, for example, highlights the international expansion
strategy of France's LVMH Louis Vuitton Moët Hennessy, a large family-controlled conglomerate that
specializes in luxury brands.
Particularly in emerging markets, such diversified conglomerates may exist because of institutional voids
in a domestic economy. In nations in which the rule of law is weak or in which markets for capital or
executive talent are nonexistent, the group form of organization may arise to overcome these voids.
Instead of acquiring resources through the marketplace, the firm internalizes these exchanges through
group member to group member transactions.
The Tata Group differs from the family-owned conglomerate model in some interesting ways, however.
The group has always had a strong social commitment. Founder Jamsetji Tata was among the first in India
to implement progressive work practices such as shorter work hours. He established the JN Tata
Endowment in 1892 to support Indian students seeking higher education. Other trusts, including the Sir
Ratan Tata Trust and the Sir Dorabji Tata Trust, were created by his descendants to support initiatives in
health, education, scientific research, and other fields. Various charitable trusts established by the Tata
family now own two-thirds of Tata Sons, which in turn owns controlling interest in various companies that
constitute the Tata Group.

Each Tata company operates as an independent entity, with its own management team, board of
directors, and shareholders. The Tata Group, however, is proud of and concerned about maintaining the
integrity of the Tata brand. To be able to use the Tata name, the independent companies must act
according to the Tata Business Excellence Model. Individual employees must sign the Tata Group Code of
Contact, which stresses the importance of integrity, understanding, excellence, unity, and responsibility.
This commitment to integrity was heightened when Raton Tata took over leadership of the Tata Group
two decades ago. He confronted a sprawling confederation of some 300 companies. He immediately
sought to seek synergies from the firms in this diverse empire, while selling off unprofitable and
underperforming units. Ratan Tata decided that many of the Tata companies had become inefficient,
having been protected by the high tariff walls erected by the Indian government (see page 67). He set
about to improve the competitiveness of the group's firms by investing in R&D, improving training, arid
strengthening the Tata brand, particularly outside of India.
A key element of Ratan Tata's brand-strengthening strategy was to acquire foreign companies to aid the
competitiveness of firms within the Tata Group. In 2000, Tata Tea acquired Britain's Tetley Tea for $432
million.' In 2004, Tata Motors purchased the struggling heavy vehicles unit of Daewoo Motors; in 2008, it
purchased the Land Rover and Jaguar brands from Ford Motor Company for $2.3 billion. Tata Chemicals
purchased control of Britain's Brunner Mondi Group in 2005. In 2005, Tata Steel acquired Singapore's
NatSteel for $300 million; in 2007, it purchased steel giant Corus, an Anglo-Dutch company, for $13
billion.
Unlike many acquirers, Tata often leaves the management teams of its acquired businesses intact, but
provides corporate support, investment capital, or other needed resources. It usually sends Tata managers
to learn from the new subsidiaries. In the case of Tetley, Tata was interested in learning about tea
cultivation, product branding, and export development. Tata Global Beverages is now the world's second-
largest seller of tea. In Corus' case, it was to learn about producing higher-quality steel to meet the
growing needs of India's motor vehicle industry. Tata Steel is now the world's lath-largest producer of that
product. And, to the surprise of many industry experts, Tata has made Jaguar Land Rover an important
player in the luxury automobile market. It sold 358,000 vehicles in 2012, up 30 percent from the previous
yeas. The auto company is investing $219 million in a new British engine manufacturing center to boost
the performance while lowering the emissions of its engines.
The Tata Group's biggest challenge may be the loss of its dynamic leader. Ratan Tata retired as the
chairman of the group at the end of 2012. His successor, Cyrus Mistry, is the first non-family member to
chair the group. Needless to say, Mistry has some big shoes to fill.

USE YOUR SMART PHONE
SMARTLY
Using your smart phone in the class:
1) Find the top five exporting items from Bangladesh
2) Find the top five export destination of Bangladeshi product
3) Find the five largest MNCs in the world ( 2016 information)

4) Select two countries that interest you. One of these should be a relatively mature market and the
other should be an emerging market. Develop answers to each of the following questions for each
country- What is the GDP of the country? What is its per capita income? What are the primary exports
and imports of the country? Who are the country’s primary trading partners?
5) What is FDI (Foreign Direct Investment)? What is the importance of FDI for a host country? How can a
country attract FDI? What are the top five (5) countries that received the highest FDI in 2016? What
was the ranking of Bangladesh?

FORMAT OF
INTERNATIONAL
BUSINESS PLAN
I. Statement of Objectives
Provides a formal introduction to the Export Marketing Plan, including the purpose of the plan and the
company goals it is intended to address.
a. Purpose of the Plan
b. Short and Long Term Goals
II. Company Overview

A brief overview of the company is provided largely based on information provided by the client. This
provides valuable context for internal information transfer as well as with resources partners who may be
enlisted in the implementation phase.
a. History
b. Production Model
III. International Readiness Assessment

Provides an overview of company readiness from the perspective of implementing an international strategy.
This analysis is based on observations by the Certified Business Analyst of both quantitative and qualitative
information.
a. Management Commitment
b. Product Readiness
c. Personnel Readiness
d. Operational Readiness
e. Financial Readiness

IV. Product (or Service) and Customer Analysis
a. Overview
b. Features and Benefits
c. Labeling and Packaging
d. After Sale Service, Warranty, Non warranty
V. Industry and Market Analysis

Generally focuses on company’s product or service and target market(s). Often identified global trade flows
and rational for research approach.
a. Size of Market?
b. What countries? Volume?
c. Trends?
d. Tariffs, Trade Barriers, Red Tape
e. Special Considerations
f. Export Licensing?
VI. Competitive Analysis

Overview of domestic and international competition.
a. Price
b. Features/Benefits vs. “Theirs”
c. Distribution Channels
d. Competition’s “Modus Operandi”
VII. Market Entry Strategy

Presents an overview of current strategy where applicable and presents options based on the company’s
business model. Options are presented with special considerations where applicable.
a. Go “Direct”
b. Go “Indirect”
c. Finding Trading Partners
d. Agreements and Commissions
VIII. Target Markets

Presents in depth analysis of select markets based on criteria developed in consultation with the client and
insights gathered during research.
IX. Schedule of Activities/Timetable

Provides a customized step by step guide to

SHORT VIDEOS TO
WATCH
1. https://www.youtube.com/watch?v=98WlZJqscVk (Elevator speech)
2. https://www.youtube.com/watch?v=dqIEE
https://www.youtube.com/watch?v=dqIEE-g_-Uc (Elevator speech)
3. https://www.youtube.com/watch?v=JJ0nFD19eT8 (Globalization)
4. https://www.youtube.com/watch?v=rUXOhxh_V0Q (Culture in International

national Business)
5. https://www.youtube.com/watch?v=VMwjscSCcf0 (Culture in International Business)
6. https://www.youtube.com/watch?v=
https://www.youtube.com/watch?v=-EJ8TZYvadE (Legal and political environment)

YOUR COURSE INSTRUCTOR
A s i f U . A h me d
Assistant Professor - USB
Currently working as the Assistant Professor of School

of Business at University of Liberal Arts of Bangladesh,
Asif has over 18 years of experience in International
development. He specializes on entrepreneurship
development, social enterprise, corporate social
responsibility and impact investment.
Asif lead the Private Sector Engagement Team in

different international organizations and was
responsible to conceptualize, initiate, manage
man and
roll-out
out highly innovative and impactful development
interventions that center on sustainable and value-enhancing
value enhancing partnerships with the private sector. Over
the last decade, and in the critical areas of inclusive markets and supply chains, pro
pro-poor corporate
investments based on sustainable business models, inclusive business promotion and development
research; he has created over 30 sustainable partnerships with MNCs, local conglomerates and academic
institutions, such as Walmart, Gucci, Gap, Unilever,
Unilever, Danone, Glaxo Smith Kline, Kik Textilien, Said Business
School at Oxford University, Ross Business School at Michigan University, Schullich Business School at
York University, Accenture Development Partners, etc.
He also serves as the board member of Anukul Foundation (www.anukulfoundation.org) which provides
low cost loan for micro and small enterprises owned by the women entrepreneurs. Asif has advanced
degree on non profit management from Kennedy School of Government
Government of Harvard University and on
Corporate
orporate Social Responsibility from Harvard Business School.

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BUSINESS IN

ASIF UDDIN AHMED

Business in Global Environment | Page 1 of 45

Business in Global Environment | Page 2 of 45

Faculty Asif U. Ahmed

Business in Global Environment | Page 3 of 45

Understanding of dynamics of international business and impact of globalization on international

Diagnosing problems and to build a framework to understand and leverage marketing’s

Ability to think as a global citizen

Group Dynamics and team work

Positive and argumentative approach to tackle challenges related to international business

Business in Global Environment | Page 4 of 45

On line research on international business topics

Assessment 1 Individual assignment and assessment Session 4

Assessment 2 Individual assignment and assessment Session 11

Assessment 3 Individual assignment and assessment Session 16

Assessment 4 Group project work on international market entry strategy Session 22

of the class, etc.

Business in Global Environment | Page 5 of 45

Course Notes Please check ULAB Moodle for course notes

Facilities Required for Teaching and Learning

Projector, Whiteboard, Internet access from classroom computer, Audio/Visual equipments.\

Course Policies and Procedures

Asif U. Ahmed .................................................................................................

Course Coordinator/ Teacher Head of the Department

Business in Global Environment | Page 6 of 45

Class Topic In Class Assignment Preparation for next class

2. 1. Globalization, global market 1. Your elevator pitch. 1. Complete assignment 1 Find an

Business in Global Environment | Page 7 of 45

Business in Global Environment | Page 8 of 45

Submission Date: Assignment 1- Session 3, Assignment- 6, Assignment- 10

Submission Date: Session 13

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1. You have To “Get” What’s Unique about You

2. It Has To Roll Off Your Tongue

3. One Sentence Is Usually Enough

4. Your Second Word Should Be a Verb

5. You Have To Believe It

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9. Leave Them Wanting More

10. Have A Few ES’s In Your Toolkit

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 INVICTUS (2009): I am the master of my fate: I am the captain of my soul.

 UP IN THE AIR (2009): It's only a problem if it has a solution

 GLENGARRY GLEN ROSS (1992): Coffee's for closers only

 THE INTERN (2015): Experience never gets old

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TERMS IN INTERNATIONAL BUSINESS

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5. University of the People

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10. Peer 2 Peer University

OpenSesame is a marketplace for business-oriented online training.

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18. University Webinars

23. BBC Languages

24. Future Learn

25. MIT OpenCourseWare