TON DUC THANG UNIVERSITY SOCIALIST REPUBLIC OF VIETNAM

FACULTY OF BUSINESS ADMINISTRATION Independence – Freedom – Happiness

Ho Chi Minh City,…………………………..

COURSE SYLLABUS
INTERNATIONAL BUSINESS STRATEGY
SUBJECT CODE: 702056
(STANDARD PROGRAM)

1. General information:
Credits 3 (3,0)
Time allocation Theory (hours): 45 Practice/Discussion (hours): Self-study (hours): 90
Pre-requisite English 3 Pre-requisite code: 001203
Prior-Completion International Business Prior-Completion code: 706053
Co-requisite None Co-requisite code: None
Program Bachelor of International Business Program code: 52340120

2. Course objectives (COs):

No. Course Objectives (COs) Expected Learning Outcomes (ELOs)

Understand how multinational enterprises strategize and operate in a global ELO4

1
competition

Demonstrate a thorough understanding of the various international strategic ELO1

2
management concepts and their practical applications

Evaluate key business policy decisions in managing an international business including: ELO10
3 sources of competitive advantage in international competition; foreign market entry
strategies; international strategic alliances; global competitive dynamics; product and

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 geographic diversification strategies; multinational organisational structure; and
international corporate governance structures

4 Examine various issues relevant to conducting business across national borders ELO5

Apply contextual knowledge about international business and strategic management ELO1, ELO9,ELO14
5
theories to analyse and make decision to solve business issues

3. Course Learning Outcomes (CLOs):

No. Course Learning Outcomes (CLOs) Course Objectives (COs) Expected Learning Outcomes (ELOs)

Understand the key concepts and theories in strategic CO2

1 ELO4, ELO5
management and their implications for international business

Evaluate and apply related international business strategy CO1, CO2

2 ELO4, ELO5
concepts, frameworks and theories to challenges that managers
face in the domestic and global business arena

Analyse alternative strategies for business development in CO1, CO3, CO4

3 ELO1, ELO4, ELO5
different operating contexts

Evaluate international business strategies and recommend CO2, CO3, CO4, CO5
4 ELO1, ELO4, ELO5
solutions within real-world constraints

Formulate strategies for exploiting international business CO1, CO2, CO3, CO4, CO5
5 ELO1, ELO9
opportunities including foreign entry strategies and international
location of production

Collaborate with a team with inclusiveness, open-mindedness

6 CO1, CO3, CO4, CO5 ELO1, ELO14
and integrity to collect, select, evaluate and utilize information
to develop solutions for an international business case

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4. Summary:
Understand how multinational enterprises strategize and operate in global competition. Major topics include the International Business Environment (e.g.
the differences in economic, political, legal and cultural environments); International Business Strategy (e.g. International expansion strategy, entry mode
choices, cross-border strategic alliances, and mergers and acquisitions); and International Business Management (e.g. design, structure and control of
international operations; and foreign subsidiary management). The emphasis of this module is on the application of contextual knowledge about international
business and strategic management theories to analyse and make decision faced by multinational enterprises .

The course is designed to include the following contents:

- Part 1: Strategic imperatives of global markets (Chapters 1, 2,3)

• Chapter 1: Strategizing around the Globe
• Chapter 2: Analyzing external environment
• Chapter 3: Analyzing resources and capabilities
- Part 2: Business-level Strategy (Chapters 4,6,7)
• Chapter 4: Global competitive strategies
• Chapter 6: Foreign Market Entry Strategies
• Chapter 7: Merger, Acquisition and Alliances
− Part 3: Corporate-level Strategy (Chapters 5,8,9)
• Chapter 5: Corporate-Level Strategy and Diversification
• Chapter 8: Innovation
• Chapter 9: Ethics and corporate social responsibility in international business strategy

5. Requirements for students:

- Attendance and preparation:
• Attendance: at least 80% of the whole course;
• Preparation;
• Reading: read the related contents in the textbook and learning materials before the class;
• E-learning exercise: complete e-learning exercises of each chapter before the class (1st attempt).
- In-class participation:
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 • Do weekly-readings (textbook and mini case study) to be well prepared for discussions and group activities.
• Be active, enthusiastic and dynamic in giving ideas during discussions, debates.
- Assignments:
• 100% attempt to complete all assignments;
• Submit all assignments on time;
• Complete all e-learning exercises and homework assigned by the lecturer;
• Actively contribute to the group assignment and group discussion. Contributing to the report writing, presentation preparation, group
discussion and taking the final test as regulated
6. Course materials:
− Required textbook:
[1] Mike W. Peng, Global Strategy, 3rd Edition, Cengage Learning, 2014.
[2] Johnson, G., Whittington, R., Scholes, K., Angwin, D., & Regner, P., Exploring Strategy, 10th edition, Pearson, 2017.

− Recommended readings:
[1] Verbeke. A, International Business Strategy, 2nd edition, Cambridge, 2014.
[2] Hill, Charles.W.L International Business: Competing in the Global Marketplace, McGraw-Hill Irwin, 2013.

− Weekly Readings:
TBC

7. Assessment:
Weight
Assessment Assessment method CLOs
(%)
Process 1 10% Quiz , e-learning exercise CLO1, CLO2
Midterm exam 20% Constructed response test: Case study with short-essay answers CLO1, CLO2, CLO3, CLO4
Group Assignment 20% Group report and presentation CLO2, CLO3, CLO5, CLO6
Final exam 50% Constructed response test:Case study with short-essay answers CLO1, CLO2,CLO3,CLO4

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8. Schedule:
Teaching Self-
activities study
Session Contents organization CLOs Requirements Student’s tasks
T E P D
Course introduction 2 1 6 CLO1 In-class discussion: Preparation:
+ Assessment methods; CLO2 Textbook:
+ Course regulations; - Tesla Motor: “Exploring Strategy”
+ Course requirements and deadlines. The future is Chapter 1: Introducing
Chapter 1: Strategizing around the Globe electric Strategy (page 3-22) ;
1.1 What is Strategy?
1.2 What is Global Strategy and why is it important? - Fundamental “Global Strategy” page 2-
1.3 What is Globalization? questions in 25;
1.4 Drivers of Globalization. Strategy

Teaching methods:
+ Slides;
+ In-class discussion: case studies
1

Homework:
-E-learning exercise:
Pros and cons of
globalization
-Case study:
Rise of a unicorn: Airbnb
(“Exploring Strategy” page
24-27)

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 Chapter 2: Analyzing external environment 2 1 6 CLO1 In-class discussion: Preparation:
2.1 The macro-environment CLO2 - Uber drives into Reading textbook
2.1.1. PESTEL framework trouble “Hill 9E”:
CLO3
2.1.2. Building scenarios Chapter 4: Differences in
2.2. Industries and dynamics Culture (page 101-105;
2.2.1. Five Forces Framework page 121-128);
2.2.2 The dynamics of industry structure
2.3. Competitors and markets “Global Strategy” Chapter
2: Managing Industry
2
Competition (p 34- p 57)
Teaching methods: Chapter 4: page 105-108;
+ Slides;
+ Video; “Exploring Strategy”
+ In-class discussion: case study Chapter 2,3

Homework:
Alibaba: the Yangtze River
Crocodile
Chapter 3: Analyzing resources and capabilities 2 1 6 CLO1 In-class discussion: Preparation:
3.1 Resources and Capabilities CLO2 Zara’s value chain Reading textbook:
3.2 Distinctive resources & capabilities as a basis “Exploring Strategy”
CLO3
of competitive advantage Offshoring vs non- chapter 4;
3.3 Diagnosing strategic capabilities offshoring
3.3.1 VRIO framework “Global Strategy” chapter 3
3.3.2 The value chain and value system page 62-83
3.3.4 SWOT & TOWS analysis
3.4 Dynamic capabilities
3

Teaching methods: Homework:

+ Slides; VRIO analysis of Lego
+ Video; Group
+ In-class discussion: case study Case study: The Lego
Group: adopting a strategic
approach (“Exploring
Strategy” page 544-548)

6/12
 Chapter 4: Global competitive strategies 4 2 12 CLO2 In-class discussion: Preparation:
4.1 Competitive advantages CLO3 Reading textbook:
4.2 The generic competitive strategies - Uber’s “Global Strategy” chapter
CLO4
4.2.1 Cost leadership ubiquitous 10 page 295-311
4.2.2 Differentiation CLO5 business model
4.2.3 Focus strategy (“Exploring “Exploring strategy”
4.2.4 Hybrid strategy Strategy” page chapter 7;
4.3 Business model canvas 240)
4,5 - Transient “Hill 9E” : Chapter 13 &
rather than 15: The strategy of
Teaching methods: sustainable International Business page
+ Slides; anvantage 418-441
+In-class discussion;
+Case studies.
Homework:
Case study: IKEA approach

6 Midterm exam period

Chapter 5: Corporate-Level Strategy and 2 1 6 CLO3 In-class discussion: Preparation:
Diversification CLO4 Reading textbook: “Global
5.1 Strategy directions Debate: global-local or Strategy” chapter 9 page
5.1.1 Market penetration regional? 261-269;
5.1.2 Product development
5.1.3 Market development “Exploring Strategy”
5.1.4 Conglomerate diversification chapter 8 (page 224-252)
5.2 Diversification drivers
5.3 Diversification and performance
7
5.4 Vertical integration
5.4.1 Forward and backward integration
5.4.2 To integrate or to outsource
5.5 Value creation and the corporate parent Homework:
Case study:
Teaching methods: Virgin: is the brand more
+ Problem-based learning; than Richard Branson
+ Debate; (“Exploring Strategy” page
+ Case studies. 271)

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 Chapter 6: Foreign Market Entry Strategies 4 2 12 CLO3 In-class discussion: Preparation:
6.1 Internationalisation drivers CLO4 - Differentiate Textbook:
6.2 Geographic sources of advantage between “Global Strategy” chapter
CLO5
6.2.1 Locational advantage: Porter’s Diamond Franchising 6.
6.2.2 The international value system and Licensing
6.3 International strategies - Walmart’s “Exporing strategy”
6.4 Market selection and entry: international chapter 9
6.4.1 Country and market characteristics successes and
6.4.2 Competitive characteristics failures Read case study:
6.4.3 Entry mode strategies Walmart: international
(Export,Licensing,Franchising,JV,Greenfield and succeses and failures
M&A) (“Exploring Strategy” page
279)
Teaching methods:
+ Slides;
+ Video; Homework:
8,9 + In-class discussion: case study - Case 1: Central Group
entered Vietnam Retail
market
- Case 2: Amazon enters
Vietnam E-Commerce
(including Amazon's
business plan, external-
internal analysis, when to
enter and mode of entry)
- Case 3: TTI invests 600
million USD plant in
Vietnam
- Case 4: The international
strategy of Vinamilk-
Vinamilk entered
Cambodia diary market

Chapter 7: Merger, Acquisition and Alliances 4 2 12 CLO3 In-class discussion: Preparation:

7.1. Organic development CLO4 How to create value Reading textbook:
10,11
7.2. Mergers and acquistions from acquisitions? “Exploring Strategy”
7.3 Strategic alliances chapter 11;
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 7.4 Comparing acquisitions,alliances and organic
development “Global Strategy” Chapter
7.5 Restructuring 9: page 282-284

Teaching methods:
+ Slides;
+ Problem-based learning;
+ Debate;
+ In-class discussion: case studies.
12 Chapter 8: Innovation 2 1 6 CLO4 In-class discussion: Preparation:
8.1 Innovation dilemmas - The digital “Exploring Strategy”
8.2 Innovation diffusion transformation chapter 10, page 317-328
8.3 Innovators and followers to keep IKEA
relevant
Chapter 9: Ethics and Corporate Social https://www.forbes.c
Responsibilities in International Business om/sites/bernardmarr
Strategy /2018/10/19/the-
9.1 A stakeholder view of the firm amazing-digital-
9.2 From CSR to CSV transformation-of-
9.3 A comprehensive model of Corporate Social ikea-virtual-reality-
Responsibilities apps-self-driving-
9.4 Debates and extensions cars/#4db54a9576be
9.4.1 Domestic vs Oversea Social
Responsibilities In-class discussion: “Global Strategy” chapter
9.4.2 Active vs Inactive CSR Engagement - Volkswagen 12 page 360 – 383
Overseas and the
9.4.3 Race to the Bottom vs Race to the Top fairlure of
CSR
Teaching methods:
+ Slides;
+ Video;
+ In-class discussion: case study

13 Group Presentation 3 6 CLO4 Preparation: Reading

+ Group presentation; CLO5 textbook and other
+ Q&A activities; materials; Generating brief
CLO6
+ Debates on new issues raised by the lecturer.
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 Teaching methods: presented contents;
+ Debate; Designing slides
+ Case studies; In-class: Giving
+ Problem-solving. presentation; Discussion;
Giving ideas, arguments
and criticisms on the
presentation
+ After class: Reviewing
presentations standardized
contents
14 Group Presentation 3 6 CLO4 Preparation: Reading
+ Group presentation; CLO5 textbook and other
+ Q&A activities; materials; Generating brief
CLO6
+ Debates on new issues raised by the lecturer. presented contents;
Teaching methods: Designing slides
+ Debate; In-class: Giving
+ Case studies; presentation; Discussion;
+ Problem-solving. Giving ideas, arguments
and criticisms on the
presentation
+ After class: Reviewing
presentations standardized
contents
15 Revision 3 6
16,17 Self-Revision

18 Final Exam period

Total 27 18 0 0 90

9. Date of first approval:…………………………………………………

10/12
 Course designer Dean of the Faculty

MComm. Nguyen Thi Hong Hanh Dr. Pham Thi Minh Ly

Reviewer Head of Undergraduate Studies Department

Head of the Division President

Dr. Pham Thi Ngan Prof. Le Vinh Danh

10. Date of update

2nd time: May 23 2019
Updating required textbook, COs, CLOs, Description of Evaluation, Student’s task, Course schedule

11/12
Head of Undergraduate Studies Department Dean of the Faculty Instructor

Dr. Pham Thi Minh Ly

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