TEACHING PLAN FOR
INTERNATIONAL STRATEGIC
MANAGEMENT
1. Basic description
Name of the course: International Strategic Management
Academic year: 2015-2016
Year: 4th
Term: 3rd
Degree / Course: Bachelor’s degree in International Business and Marketing
Code: 44303
Number of credits: 4
Total number of hours committed: 100
Teaching language: English
Lecturer: Prof. Sergio Costa Sant´Anna
Timetable:
GROUP 1 (Plenary Class)
Monday 15:45-18:00
GROUP 2 (Plenary Class)
Monday 18:30-20:45
GROUP 101 (Seminar)
Thursday 16:00-16:55
GROUP 201 (Seminar)
Thursday, 18:00-18:55
GROUP 102 (Seminar)
Thursday, 15:00-15:55
GROUP 202 (Seminar)
Thursday, 17:00-17:55
Office hours: Thursday 19:00 – 20:00 or by appointment
2. Presentation of the course
International Strategic Management deals with strategic challenges confronting
managers and organizations competing internationally. An organization’s strategy is
its “theory” of how to gain competitive advantage and compete successfully in the
marketplace. Strategic management is the process that managers, especially
executives use to develop and implement an organization’s strategy. Our objective
is to gain an enhanced understanding of the most fundamental question in strategic
management: “What determines the international success and failure of
organizations?”
1
At the end of this course you will have: (i) an enhanced understanding of what
determines the international success and failure of organizations competing around
the globe; (ii) an awareness of and interest in how competition unfold in and out of
emerging economies, and; (iii) an understanding of the “other side” of international
business, namely, the strategies of local organizations that often compete and/or
collaborate with foreign entrants. We will achieve these aims through close analysis
of case studies and readings and classroom and study-group discussion.
This course is not only pertinent for students who intend to pursue general
management careers in organizations competing internationally, but also to those
interested in management consulting, investment banking, venture capital, and
other careers in the global context where accurate and concise strategic
assessments are crucial. Students are expected to have taken basic business
courses (e.g., Business Economic and/or Strategic Management).
3. Competences to be achieved in the course
General competences
Instrumental competences
G.I.1. Ability to search, analyses,
assesses and summarise information.
G.I.2. Ability to relate concepts and
knowledge from different areas.
G.I.3. Ability to organise and plan.
G.I.4. Ability to tackle and solve
problems.
G.I.5. Ability to take decisions in
complex and changing environments.
General personal competences
G.P.1. Ability to adapt, lead and work
in a group that is multicultural,
interdisciplinary, competitive, changing
and complex in nature.
G.P.3. Moral commitment and ethical
sense.
G.P.4. Critical attitude.
Generic systemic competences
G.S.3. Ability to think globally.
G.S.4. Entrepreneurial capability.
Specific competences
Disciplinary competences
E.D.8. Analyse the business organisation
by identifying the key economic factors
that determine results.
Professional competences
E.P.1. Ability to understand the
decisions taken by economic agents and
their interaction in the markets.
E.P.2. Ability to analyse economic and
market indicators when taking decisions
within the organisation.
E.P.5. Ability to take strategic
managerial decisions whilst taking into
account the economic, cultural, social
and political determinants specific to a
particular area.
E.P.8. Ability to take functional decisions
within an organisation with international
activity.
E.P.10. Ability to search, interpret and
assess information available in an
international environment in order to
define target markets, according to the
type of company and product.
E.P.11. Ability to analyse a foreign
market and define product
implementation strategies.
2
The above competences interrelate with the basic competences set out in Royal
Decree 1393/2007, namely:
a. competence to comprehend knowledge, on the basis of general secondary
education
b. competence to apply knowledge to day-to-day work in international
management or marketing, in particular, ability to develop and defend arguments
and to solve problems
c. competence to gather and interpret relevant data, enabling the development
of critical judgements on the economic and social reality
d. competence to communicate and transmit information (ideas, problems,
solutions) to a specialised and non-specialised public
e. competence to develop learning activities in a relatively autonomous manner.
In order to establish a correspondence between the basic competences and those
developed in the degree, these are grouped according to two criteria. Thus, the
competences developed in the subject are structured into those that are seen as a
development or specification of basic competences and those that define the
professional profile of the graduate, with respect to general and specific
competences.
Basic competence: understanding of knowledge
I. General competences G.I.3
II. Specific competences E.D.8
Basic competence: application of knowledge
I. General competences G.I.2, G.S.3
II. Specific competences E.P.11
Basic competence: gather and interpret data
I. General competences G.I.1
II. Specific competences E.P.2, E.P.10
Basic competence: develop learning activities
I. General competences G.I.3, G.I.4, G.P.4
Competences that define the professional profile which are not included under basic
competences
In general, these competences combine the following key elements for
professionalising students in the area of international business and marketing:
- provide students with the capacity to adapt to dynamic teams and environments
- provide students with the capacity to create their own integral vision of the
operation of a business or international marketing project
- provide students with the capacity to take complex decisions and carry out
negotiation processes
I. General competences G.I.4, G.I.5, G.P.1, G.S.4
II. Specific competences E.P.5, E.P.8
3
Own competences of the subject
Analysis and assessment of the variables that enable the development of a strategy
that leads to the positioning and/or consolidation of a company within the
international market.
4. Contents
Part 1: Foundation of Global Strategy
• Strategizing around the globe
• Globalization and strategy
• Strategies for global value creation
• FDI and Internationalization theories
• The EPGR Model
• Process of Mapping Business Landscape
• Emphasizing institutions, cultures, and ethics
• Value Creation models in multi-business companies
Part 2: Business-Level Strategies
• Applying Management styles in different companies/environments/regions
• Building up a Corporate culture for getting right management decisions
• Managing, Negotiating and designing strategic alliances (M&A, Joint Ventures,
franchising, licensing etc)
• Managing trust in Corporate Alliances
• Legal issues weighting on companies` international corporate strategy.
• Competitive strategy (Positioning and Sustainability)
Part 3: Corporate-Level Strategies
• Managing risks in Strategic Alliances
• Problems and pitfalls in strategy and company structure
• Succeeding at Cross-Border Mergers & acquisitions
• European Antitrust Regulations affecting Merger & Acquisitions
• Governing the corporation responsibility
• International Corporate strategy for new markets (the case of BRIC - Brazil,
Russia, China and India)
5. Assessment
Regular Term Evaluation
During the regular term you will be evaluated as indicated in the table below.
a. Each assessment element (the first column) is scored with a grade between 0
and 10 with one decimal point precision. Zero is the lowest grade and ten is the
highest grade.
b. The final grade for the course is calculated by adding grades obtained in each
element multiplied by their assigned weights (the last column).
4
c. The final grade of the course is reported on the scale from 0 to 10 with one
decimal point precision. The course will be considered as “passed” if the final
grade is equal to or greater than 5.0.
d. In addition to numeric final grades, you are also given descriptive grades:
No presentat
0.0 – 4.9 Suspès
5.0 – 6.9 Aprovat
7.0 – 8.9 Notable
9.0 – 10.0 Excel.lent
Assessme
nt
element
s
Freque
ncy
Type of
assessment
Obliga
Option
tory
al
Assessment agent
Lectu
rer
Self
360◦
Type of
activity
Grouping
Indivi
dual
Wei
ght
(%)
Group
(#)
CONTINUOUS EVALUATION (Minimum 5.0 on final group project and 4.0 on overall
continuous evaluation grade required to be allowed to take the final exam)
Applicati
In
on
Class
1
X
X
X
Overall
X
10%
Simulat
understa
ion
nding
X
Applicati
From
Final
(Prof.
on
Week 2
will
Project
Conceptu
till the
X
X
X
X
split
(Strate
25%
al Overall
end of
the
gic
understa
the
group
Plan)
nding
course
s
semina
X
r
Analysis
(Prof.
present
Applicati
will
on
ations
Ongoin
25%
split
X
Conceptu
and
X
X
g
the
al Overall
questio
group
understa
ns
s)
nding
prepar
ation
FINAL EXAM (Minimum 4.0 required to pass the course)
Final
exam
1
x
(min.
40%)
Applicati
on and
synthesis
X
X
40%
X
≤10
%
bon
us
BONUS EVALUATION (default 0.0 maximum 1.0)
Partici
pation
bonus
grade
Ongoin
g
X
X
X
X
Analysis
and
applicatio
n
e. Frequency column in the table indicates the number of times assessment
element is evaluated during the term.
f. The assessment elements that have “x” in the “Obligatory” column must be
completed with the grade that is equal or greater to indicated grade in order to
obtain a passing course grade. The assessment elements that have “x” in the
“Optional” column do not require a minimum passing grade in order to obtain a
5
passing final grade. Nevertheless, those “Optional” assessment elements that
are not completed still count towards your final course grade.
g. Exchange students, please DO NOT BOOK tickets for your flights home in June
before the dates for the final exams are announced (usually at the end of the
week 5). Even if you have a ticket and a valid reason, ESCI will NOT PROVIDE
ALTERNATIVE DATES for the final exam.
h. To be allowed to take the final exam your continuous evaluation grade (midterm
exam + simulation + class and seminar preparation) must be 4.0 or greater
AND your simulation group grade must be 5.0 or greater. If any on these two
conditions is not met, you will not be allowed to take the final exam and the
lower of the two grades becomes the final course grade.
i. In order to pass the course, you must take the final exam. If you do not take
the final exam, your final course grade will be “No presentat” (“No show”),
irrespective of your grades in other evaluation elements.
j. To obtain a passing course grade, you must obtain the final exam grade that is
equal to or greater than 4.0. If the final exam grade is less than 4.0, the final
exam grade becomes the course final grade irrespective of other grades.
k. The final exam is cumulative – it covers all material covered during the term.
l. Class and seminar preparation plus group presentations (power point or similar
tool) grading element evaluates your preparation for the case and article
discussions. Missing classes or coming unprepared to classes may lower your
grade for this evaluation element. A missed class, weather justified or
unjustified, counts as an unprepared class. A failure to actively participate in
group and class activities during the discussions of cases and articles will be
considered as an indication that a student has not prepared for the class. The
final grade for this element will be determined by eliminating 20% lowest
graded classes and averaging the remaining 80% classes.
m. There will be neither individual make-up work nor extra credit work assigned if
you fail any of obligatory grading elements, you are unable to attend the final
exam or the midterm exam, or if you obtain a grade below your expectations.
n. All students in a group receive the same grade for any group work. However,
during the final exam, you will have to perform 360-degree evaluation that will
be used to adjust group grades for individuals who have contributed more than
their fair share of work (their grades will be higher than the grade given to the
rest of the group members) and those who didn’t contribute their fair share of
work (their grades will be lower than the grade given to the rest of the group
members).
o. Participation in this course is evaluated as an extra credit that can contribute up
to 10% of your final grade (default is zero). If you don’t say a word during the
classes or you have irregular attendance (below 80%), your participation grade
will be zero. However, you still may obtain a maximum final course grade.
Participation grade is based exclusively on your CONTRIBUTION during class
discussions. My experience is that in the courses that are evaluated on the
continuous basis like this one, it is hard to fail but it is also hard to obtain a very
high mark. So, if you are concerned with your average grade, take this element
seriously as it can compensate for losses of grades in other elements.
Furthermore, do not think of this grade as an entitlement or a gift – it has to be
EARNED. Finally, do not confuse attendance with participation.
6
A student can have a perfect attendance record and still have zero participation
mark. Some of the behaviors that contribute to effective class participation are
captured in the questions that follow:
1. Is the participant a good listener?
2. Are the points that are made relevant to the discussion? Are they linked to
the comments of others?
3. Do the comments add to our understanding of the situation?
4. Do the comments show evidence of analysis of the case?
5. Does the participant distinguish among different kinds of data (that is, facts,
opinions, beliefs, concepts, etc.)?
6. Is there a willingness to share?
7. Is there a willingness to test new ideas, or are all comments "safe"? (For
example, repetition of case facts without analysis and conclusions or a
comment already made by a colleague.)
8. Is the participant willing to interact with other class members?
9. Do comments clarify and highlight the important aspects of earlier
comments and lead to a clearer statement of the concepts being covered?
The questions above deal with both the process of class participation and (of
equal or greater concern) the content of what you say. Please trust that both
quality and frequency are important, but that quantity never can make up for
low quality.
Supplementary Evaluation
For those students who were allowed to take the final exam and during the regular
term evaluation have obtained a final grade below 5.0, there will be a
supplementary evaluation according to the ESCI calendar and academic
regulations.
Only final exam can be retaken during this session. All other grades stay unchanged
and cannot be compensated by extra work. To pass the supplementary evaluation
exam, a student must obtain supplementary exam grade that is equal or greater
than 4.0. If a student obtains a passing supplementary exam evaluation grade, the
final grade will be determined using the regular course assessment rules as outlined
above. If a student obtains the supplementary exam grade below 4.0, the
supplementary exam grade becomes the final course grade. The participation bonus
grade is set to zero if a student has to take supplementary evaluation.
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Evaluation of competences
Final
Projec
t on
Inter.
Strate
gic
Plan
Simul
ation
in
class
Prepar
ation
Partici
pation
Final
exam
E
P
2
E
P
5
E
P
8
E
P
1
0
E
P
1
1
x
x
x
x
x
x
x
x
x
x
x
x
G
I
1
G
I
2
G
I
3
G
I
4
G
I
5
G
P
1
G
P
3
G
P
4
G
S
3
G
S
4
E
D
8
X
X
X
X
X
X
X
X
X
X
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
E
P
1
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
6. Bibliography and teaching resources
•
Basic bibliography
o Peng, M. W. (2013) Global Strategic Management, International
Edition, 3rd Edition. South-Western Cengage Learning.
o Ghemawat, P. (2005). Strategy and Competitive Landscape. Harvard
Business School Publishing
• Supplementary bibliography
o
o
o
o
o
o
o
Dunning, J. (2008). Multinational Enterprises and the Global Economy.
2nd Edition. Addison-Wesley.
Ghemawat, P. (2011). World 3.0: Global Prosperity and How to Achieve
It. Harvard Business School Publishing.
Ghemawat, P. (2007). Redefining Global Strategy: Crossing Border in a
World Where Differences Still Matter. Harvard Business School
Publishing.
Hitt, M. A., Ireland, R. D., and Hoskisson, R. E. 2007. Strategic
Management: Competitiveness and Globalization (Concepts and
Cases). 7th Edition. Thomson Higher Education.
Jones, G. (2005). Multinationals and Global Capitalism. Oxford University
Press.
Peng, M. W. (2011). Global Business. 2nd Edition. South Western Cengage
Learning.
Verbeke, A. (2009). International Business Strategy. Cambridge
University Press.
8
•
Teaching resources
o Teaching cases
o Articles from business journals
o Articles from general press
o Videos
o Power point slides
Students are required to read all assigned cases and articles. The course will loosely
follow Peng (2013) and Ghemawat (2005) books listed in the basic bibliography
section. In the supplementary bibliography section you may find some books that
you might want to refer to during the course or after for further reading on the
topics covered during the class. Nevertheless, you will not need to buy or borrow
any of these books to successfully complete the course.
7. Methodology
The course is composed of a mixture of theory classes, case and article analyses
and discussions, class assignment (on Strategic Alliances simulation) and a group
final project work. The class is offered in English thus all class material will be
available in English only. Students will be provided with the cases, readings,
exercises and lectures before the class via the Intranet Moodle site (commonly
referred to as “Aula”).
The purpose of the lectures is to present and discuss theories, concepts, analytical
techniques and empirical findings. We will supplement lectures with tutorials and
seminars that will allow us to practice the analytical techniques introduced during
the lectures. Furthermore, we will discuss a number of comprehensive business
cases and articles. The goal of the case and article discussion is to apply the
concepts to the context provided by the case and article and to make decisions
based on both qualitative and quantitative analysis.
9
Face-to-face
(in the classroom)
- Lectures
- Tutorials and seminars
- Discussion of cases and
articles
- Simulation (in class)
Directed
(outside the
classroom)
Professor
- Prepare classes
- Prepare tutorials and
seminars
- Prepare cases and
articles
Independent
(outside the
classroom)
- Follow current business
press for latest
developments related to
the class
Student
- Participation in
discussions
- Final Project
presentation
- Final exam
- Prepare seminars
presentations and case
study questions
- Prepare cases and
articles
- Class preparation and
readings
- Final Project
preparation
- Independent study
- Exam preparation
Theory classes:
The objective of theory classes is to understand main issues related to International
Management and consider all relevant elements in developing and implementing
effective international strategies and organizational policies. For each topic, I will
provide a set of Power Point slides (short version). These slides will be posted on
Aula after of the class. While we will not discuss every single slide or spend equal
time on each slide, you are expected to know ALL material covered in the slides.
Cases:
The objective of case presentations, discussions and analyses is to develop the
necessary abilities to apply previously acquired concepts to specific situation. The
case studies put you in the shoes of a decision maker, i.e., you have to perform the
appropriate analysis and then make a recommendation. Beyond the international
management related content, you benefit by improving your problem-solving
ability, your ability to think on your feet and move others towards your point of
view.
A case-study course involves continuous student-to-student and student-toprofessor discussion. Much of the learning occurs during the class, as students work
through what they prepared in advance, ask questions about it, and improve on it.
To get the most out of the class you must prepare conscientiously and participate
actively in class discussions. Failure to participate robs others of your perspective
and increases the chances that the discussion will not be relevant to your interest
and abilities. So please participate actively.
So what is conscientious case preparation? Read the case thoroughly; identify the
principal issues to be addressed in the case; attempt to analyze these issues using
your common sense and any appropriate tools or techniques; and note any action
recommendations implied by your analysis. Alternatively, if you find yourself hitting
10
a roadblock, try to articulate what your problem is. Oftentimes, identifying
roadblocks is as valuable as a complete analysis.
For each case assigned, I will provide the questions for preparation questions and
the points to be addressed in the group PowerPoint presentation. The questions
play several roles depending on the case.
Usually the questions are simply to help you get started on your analysis. You
should not feel constrained by them nor should you assume that answering all of
the preparation questions necessarily constitutes a complete analysis. My general
advice is always to read the preparation questions, but do not feel overly
constrained by them.
Therefore, I will upload in the moodle the guidelines for the case studies group
presentations for each seminar plus the questions to be answered.
I tend to vacillate between asking for volunteers and calling on individuals. If you
are not prepared, please notify me before the class, and we can both avoid some
embarrassment. If you have spent time preparing the case, but still feel unsure of
your opinions, count yourself prepared. If you have made the effort, you should
never feel embarrassed by the result.
News, articles and professional papers:
The objective of article discussions is to develop the ability to analyze current
issues in International Management as well as to keep abreast of the recent socioeconomic developments and link them to the class material. While the course
outline, provided at the end of this document, lists required articles, additional
articles from various relevant sources will be posted on Aula and will serve to
initiate discussions either in the classroom or on the Intranet site.
Practical exercise on Strategic Alliances
We will play one in-class Practical exercise on Strategic Alliances. The purpose of
this exercise is to sharpen your skills and apply the knowledge acquired in the
lectures in “real-life” situations.
Final group project work:
During the course you will have to make a group presentation on a topic that is
related to the content of the course. Working on these assignments should:
Allow you to practice the concepts covered in class in order to help you learn and
understand them better, mainly what their practical application mean for real
business life at the same time:
•
•
•
•
•
•
•
•
Motivate you to learn more about specific industries and sectors
Sharpen your analytical skills
Apply the theory in practical business life situations.
Help you to become better in dealing with ambiguity
Encourage you to learn how to make recommendations and how to justify
your opinions
Improve you group working skills
Give you an opportunity to improve your written and spoken English
Present you with an opportunity for public speaking in front of relatively
friendly audience
11
MY EXPECTATIONS:
Class Preparation: I expect you to come to classes prepared. This includes
reading of the assigned cases, articles, reviewing of the power point slides and
exercises. While participation during the classes is predominantly voluntary, I also
practice “cold calling”. This means that anyone can be asked to answer any
question. Fear of public speaking or limited fluency in spoken English will not be
accepted as an excuse.
Punctuality and Deadlines: I expect you to be on time for classes. I understand
that due to unforeseen circumstances, you may be occasionally late. If possible,
please let me know in advance if you are going to be late. Being habitually late is a
good way of losing goodwill. Deadlines will always be strictly enforced and no
exceptions of any kind will be made without prior approval.
Attendance: I expect you to attend classes regularly. I understand that due to
unforeseen circumstances, you may be occasionally absent. If possible, please let
me know in advance if you are going to be absent. Being habitually absent and/or
being absent without a valid reason are good ways of losing goodwill. Being absent
does not excuse you from the deadlines. It is your responsibility to ensure that I
receive required material by the given deadline, in the specified format, even if you
are not present. If your attendance is below 80% (more than 6 hours of unjustified
absences), your bonus participation mark is set to zero independent of your actual
participation.
Class Discipline: It is of utmost importance that you respect your classmates and
the professor by allowing them to work and study in a professional environment.
Private conversations among students during the class will not be tolerated.
According to ESCI rules, the professor may ask student(s) to leave the classroom.
If you are asked to leave the classroom, your attendance sheet will be marked as
‘expelled’ (counts as two unjustified absences) and you will be asked to meet with
the program coordinator.
Intranet (“Aula”): It is students’ responsibility to ensure timely access to the
Aula. 1 International students: please talk to exchange program coordinators at your
school and at ESCI in order to obtain Aula access as soon as possible. Until you
obtain the access please ask one of your local classmates for the access to print or
copy the class materials. Not having the access to the Aula will not be accepted as
an excuse for not doing required course work.
Laptops/tablets: Students MAY bring their laptops/tablets to classes as long as
they are used for the activities related to the class. If your activities disturb
students around you or me, I may ask you either to stop using the laptop/tablet or
to leave the classroom.
YOUR EXPECTATIONS:
1
https://aula.esci.upf.edu/login/index.php?lang=en
12
Responsiveness and Feedback: You should expect that questions and concerns
that you raise with me would be answered, addressed and responded to. Besides
formal feedback mechanisms, feel free to jot me an e-mail with any question or
feedback. I will try my best to respond as speedily as I possibly can.
If you need to talk to me, you can send me an e-mail requesting to meet during the
office hour or at other time. I will schedule time to sit and talk to you. Although I
am usually available before and after the class for impromptu questions and
consultations, unless you previously request to meet, you need to be prepared for
the possibility that I may ask you to postpone the conversation for another day due
to my previously scheduled obligations.
Punctuality: You should expect me to start and finish classes on time. If we need
extra time to cover materials, or need to organize an extra session, I will only do so
if the majority of the class agrees.
Preparation and Rigor: You should expect the most up-to-date and rigorous
materials to be covered in class.
Guidelines and Expectations: For all assignments, exams and other course
materials, I will state my expectations as clearly as possible.
If either of us finds that the other party has been violating expectations, it is our
duty to inform the other party as promptly, and in as fair a manner as possible.
13
8. Scheduling activities
Note: The changes from the regular schedule are marked in red. Seminars are starting from the Week 2 (Thursday, April 21,
2016)
Week
Week
1
Week
2
Hours
Sessions
Date
Lecture
1
Monday
April 11
No
Seminars
This
Week
NA
4
7
Lecture
2
Monday
April 18
Class
Preparation
Read
uploaded
support
material
NA
Read
uploaded
support
material
Time
60
0
60
In Class
Course Introduction; Globalization and
Internationalization
- Course overview
- Facts and myths about
Globalization
•FDI and Internationalization theories
NA
What is Strategy; Exploring the
External Environment of Strategy
- Review of basic strategic
management concepts
- Industry analysis
- Diagnosing industry
globalization potential
- Porter 5 forces, PEST and SWOT analysis
Time
After Class
Time
120
Review
uploaded
supporting
material and
PP slides
Review your
notes
Independent
study
60
0
120
NA
0
Review
uploaded
supporting
material and
PP slides
Review your
notes
Independent
study
60
14
Seminar
1
Thursday
April 21
Week
3
Lecture
3
Monday
April 25
5
Seminar
2
Thursday
April 28
Read the
case and
answer the
requested
questions.
For the
signed up
group
(prepare the
power-point
presentation)
Review PP
slides
Read
uploaded
support
material
Read the
case and
answer the
requested
questions.
For the
signed up
group
(prepare the
power-point
presentation)
90
Case 1: The Haier Group (A) Harvard
Business School (9-398-101)
55
Review
uploaded
supporting
material and
your notes
Independent
study
35
120
Review
uploaded
supporting
material and
PP slides
Review your
notes
Independent
study
60
Corporate culture and management
styles affecting worldwide
corporations;
120
90
•Applying Management styles in different
companies/environments/regions/countries
•Building up a Corporate culture for getting
global right management decisions
Case 2: The Walt Disney Company: The
Entertainment King. Harvard Business
School (9-701-035)
55
Review
uploaded
supporting
material and
your notes
Independent
study
35
15
Week
4
International business strategy
Lecture
4
Monday
May 2
Review PP
slides
Read
uploaded
support
material
90
• Process of Mapping Business Landscape
- The EPGR Model
- Andrew´s Strategy framework
- Ansoff´s Product/mission Matrix
- BCG framework strategy
120
Review
uploaded
supporting
material and
PP slides
Review your
notes
Independent
study
Simulation
180
55
Review
uploaded
supporting
material and
your notes
Independent
study
35
9.5
Seminar
3
Thursday
May 5
Read the
case and
answer the
requested
questions.
For the
signed up
group
(prepare the
power-point
presentation)
90
Case 3: McDonald´s in India. Thunderbird
School of Global management (A07-050015)
16
Week
5
Lecture
5
Monday
May 09
9.5
Seminar
4
Thursday
May 12
Review PP
slides
Read
uploaded
support
material
Read the
case and
answer the
requested
questions.
For the
signed up
group
(prepare the
power-point
presentation)
International Corporate
for new markets
90
90
•
120
Review
uploaded
supporting
material and
PP slides
Review your
notes
Independent
study
Simulation
180
55
Review
uploaded
supporting
material and
your notes
Independent
study
35
strategy
International Corporate strategy for
new markets (the case of BRIC - Brazil,
Russia, China and India)
Case 4: Motorola in China: Failure of
success? Asia Case Research Centre
(HKU440)
17
No
Lecture
This
Week
Week
6
Monday
May 16
3
Seminar
5
Thursday
May 19
NA
Read the
case and
answer the
requested
questions.
For the
signed up
group
(prepare the
power-point
presentation)
0
90
NA
Case 5:
• Wal-Mart Stores, Inc. – Harvard
Business School (9-794-024)
• Wal-Mart in 2002 - Harvard
Business School (9-794-466)
0
55
NA
0
Review
uploaded
supporting
material and
your notes
Independent
study
35
Lecture
6
Business Models
Week
7
10
Monday
May 23
Review PP
slides
Read
uploaded
support
material
90
•Value Creation models in multi-business
companies
• Managing industry competition
• Competitive strategy (Positioning and
Sustainability)
120
Review
uploaded
supporting
material and
PP slides
Review your
notes
Independent
study
Simulation
(1-2)
210
18
Seminar
6
Thursday
May 26
Read the
case and
answer the
requested
questions.
For the
signed up
group
(prepare the
power-point
presentation)
90
Week
8
Case 6: The Renault-Nissan Alliance –
Harvard Business School - (9-303-023)
55
Review
uploaded
supporting
material and
your notes
35
120
Review
uploaded
supporting
material and
PP slides
Review your
notes
Independent
study
Simulation
(5-6)
210
55
Review
uploaded
supporting
material and
your notes
35
Managing Strategic Alliances
Lecture
7
Monday
May 30
11.5
Seminar
7
Thursday
June 2
Review PP
slides
Read
uploaded
support
material
Read the
case and
answer the
requested
questions.
For the
signed up
group
(prepare the
power-point
presentation)
240
30
• Managing, Negotiating and designing
strategic alliances (M&A, Joint Ventures,
franchising, licensing etc)
• Managing trust in Corporate Alliances
• Succeeding at Cross-Border Mergers &
acquisitions
In Class - group Practical Exercise
(Strategic Alliances)
19
Week
9
Lecture
8
Monday
June 06
3
Seminar
8
Thursday
June 09
Review PP
slides
Read
uploaded
support
material
Read the
case and
answer the
requested
questions.
For the
signed up
group
(prepare the
power-point
presentation)
Managing Strategic Alliances
90
90
• Legal issues weighting on companies’
international corporate strategy.
• European Antitrust Regulations affecting
Merger & Acquisitions
Case 7: Rayovac Corporation:
International Growth and Diversification
trough Acquisitions – IVEY (B06M025)
120
55
NA
210
Review
uploaded
supporting
material and
your notes
35
20
Week
10
Managing Corporate
Governance Strategy
Lecture
9
Monday
June 13
Review PP
slides
Read
uploaded
support
material
Risks
and
•
•
90
Managing risks in Strategic Alliances
Problems and pitfalls in strategy and
company structure
• Governing the corporation
• Defining corporate governance
• Board of directors
• Governance committees
• Agency theory
• National models of corporate
• governance
120
Review
uploaded
supporting
material and
your notes
180
9.5
Seminar
9
Thursday
June 16
Read the
case and
answer the
requested
questions.
For the
signed up
group
(prepare the
power-point
presentation)
90
Case 8: Procter & Gamble Japan (A) –
Harvard Business School (9-391-003)
55
Review
uploaded
supporting
material and
your notes
35
21
Final project Presentation
Week
11
11.5
Lecture
10
Monday
June 20
Prepare for
final project
presentation
In class: All groups must make final
30
project`s power point presentation plus
hands in the HARD COPY directly to the
120
180
Professor.
Obs: look at the specific guidelines.
22