MGMT 305: Global Business Strategy
Spring 2013
LOYOLA UNIVERSITY
Management Department
Rome Center
Global Business Strategy (MGMT 305)
TR 2:20pm-3:35pm
Spring 2013 Syllabus
I. GENERAL INFORMATION
Instructor: Marshall Langer
Office hours: By appointment (convenient times: TR 1:45-2:15pm and after 6:15pm)
Telephone: +39 347.1763096
Email: mlanger11@gmail.com
Background: Wall Street; corporate management, strategic planning. Wharton MBA.
II. COURSE INFORMATION
1. Course Description. In this course students learn to assess corporate strategy and to develop corporate strategy for transnationals, multinationals and other global corporate entities. Through lecture, reading, case study, and activities, students analyze corporate functions such as marketing, operations, human resource management and finance to learn to successfully manage these functions in a foreign setting. Geopolitical, macroeconomic, and market trends are probed for their effect on firm strategy. Thus students learn to effectively analyze that strategy and to forecast the immediate effect and global impact of large scale forces.
2. Learning Objectives.
- Develop accurate assessments of foreign business environments.
- Craft realistic strategic goals.
- Think more critically and more strategically globally in a management, marketing, and finance context.
- Hone sensitivity skills required to succeed in multinational business environments.
III. LEARNING ACTIVITIES
1. Active student participation in seminar-style class lecture. Classes are highly interactive. Instructor prompts students for response to questions posed and solicits his/her thoughts on issues discussed. Format is probing and direct. Additionally, instructor provides concrete, real-world examples to illustrate concepts. Lecture format reinforces by example appropriate methods for asking questions, gaining relevant insights, and making appropriate recommendation. (Contributes to LO A, B, D)
2. In class presentation and discussion of readings (by professor and students). Textbook and other assigned readings (assigned according to the schedule in section VIII of this syllabus) present relevant topics, which are covered more depthfully in class lecture. In class discussion of readings, instructor highlights most relevant reading topics, showing by example how to present data in a stimulating way, consistent with achieving course objectives. (Contributes to LO A, B, C)
3. Case Study and/or Article Presentation. Case studies and articles are used to further illustrate real-world examples of subject topics. For all assigned cases/articles, students should be prepared to answer questions about the case/article and be able to illustrate its subtler aspects. For select cases/articles students will be selected to make a presentation. In class discussion of case studies/articles serves to highlight analytical methods, indicating specifically, ways to discern the most relevant focal points. (Contributes to Learning Objectives A, B, C, D)
4. Term Project. Group project. Assess an aspect of the global business strategy employed recently by a large multinational corporation (or organization).You analysis should address such things as market entry strategy, marketing strategy, cost structure, revenue sources, industry and competitive structure, etc. You submission should be approximately 4 pages in length. A group presentation is required. (Contributes to Learning Objectives A, B, C, D)
IV. ASSESSMENT
35% Midterm exam
40% Final exam
5% Case study and/or article assignment/presentation
5% Term project
15% Quizzes and class participation
1. Exams. Exams will be composed of essay questions that test your ability to apply concepts discussed through the exam date. (Measures Learning Objectives A, B, C)
2. Case/Article Analyses and Presentation. All cases/articles should be prepared for class. For select cases/articles, where indicated, an individual written submission is due and is assigned based on the schedule in section VIII of this syllabus. Additionally, for select cases/articles students will be selected to make a presentation. Your grade for the presentation will reflect much new insight you teach the class (rather than repeat the facts). (Measures Learning Objectives A, B, C)
3. Quizzes. Short, in-class quizzes will test your comprehension of course materials to date. (Measures Learning Objectives A, B, C)
4. Term project. See 4 in Section III above. (Measures Learning Objectives A, B, C, D)
5. Class Participation. You will be graded on the quality of, and demonstrated insight of, your in-class comments, including comments related to answers to assigned problems. (Measures Learning Objectives A, B, C, D)
6. Attendance. Attendance is mandatory, however a student may miss up to 3 classes without penalty or explanation. Absences of more than 3 must be approved by the instructor. More than 3 unapproved absences will result in a reduction of your course grade.
7. Grading Scale.
|
A 93-100 A- 90-92 B+ 87-89 B 83-86 B- 80-82 C+ 77-79 |
C 73-76 C- 70-72 D+ 67-69 D 60-66 F below 60 |
V. REQUIRED COURSE MATERIALS
1. Required reading consists of coursepack, provided by professor, consisting of excerpts from
following texts and articles. Reading will be posted on the course website.
|
Code |
Title |
|
CC |
Greiner, Poulfelt, The Contemporary Consultant, Thomson, 2005 |
|
DRS |
Daniels, Radebaugh, Sullivan, International Business, 11th Edition, Pearson Prentice Hall, 2007 |
|
EB |
Robbins, Essentials of Organizational Behavior, Prentice Hall, 2004 |
|
EI |
Goleman, Emotional Intelligence, Bantam Books, 2005 |
|
EM |
Hooke, Emerging Markets, A Practical Guide, Wiley, 2001 |
|
EU |
Bishop, European Union Law for International Business, Cambridge Press, 2009 |
|
GB |
Hill, Global Business Today, 6th Edition, McGraw-Hill Companies, 2008 |
|
GP |
Freud, Group Psychology and the Analysis of the Ego, Norton, 1974 |
|
GS |
Inkpen, Ramaswamy, Global Strategy: Creating and Sustaining Advantage, Oxford U. Press, 2005 |
|
IB |
Woods, International Business: An Introduction, Palgrave Macmillan, 2002 |
|
IF |
Madura, International Financial Management, Thomson South-Western, 2003 |
|
IM |
Rodrigues, International Management, 3rd Edition, Sage, 2009 |
|
IO |
Adler, International Dimensions of Organizational Behavior, 4th Edition, Wadsworth, 1992 |
|
KR |
Krugman, Obstfeld, International Economics: Theory and Policy, Seventh Edition, Pearson, 2006 |
|
MG |
Hill, International Business, Managing Globalization, Sage, 2009 |
|
MP |
Leavitt, Pondy, Boje, Readings in Managerial Psychology, 4th edition, University of Chicago, 1988 |
|
SM |
Lasserre, Global Strategic Management, Macmillan, 2002 |
|
Articles |
Select articles as detailed in Section VIII |
VI. SUGGESTED OPTIONAL READINGS
1. Books.
George Stonehouse, David Campbell, Jim Hamill, Tony Purdie, Global Transnational Business: Strategy and Management, Wiley, 2004
Faculty, Thunderbird on Global Business Strategy, Wiley, 2000
Debraj Ray, Development Economics, Princeton University Press, 1998
Napoleon Hill, Think and Grow Rich, St. Martin’s Press, 2001
Diamond, Guns, Germs, and Steel: The Fates of Human Societies, Norton, 2005
Luce, In Spite of the Gods: The Strange Rise of Modern India, Doubleday, 2007
Kynge, China Shakes the World: A Titan's Rise and Troubled Future and the Challenge for America,
Mariner Books, 2007
Adler, International Dimensions of Organizational Behavior, 4th Edition, Wadsworth, 1992
2. Internet Sites.
http://www.brint.com for business research in information and technology.
http://www.quickmba.com/strategy/global for summary terminology and notions
http://www.csis.org/gsi for globalization think tank
http://www.earthinstitute.columbia.edu/crosscutting/climate.html for the Earth Institute
http://www.transparency.org/policy_research/surveys_indices/cpi/2005 for data on corruption.
http://www.weforum.org/en/initiatives/gcp/Global%20Competitiveness%20Report/index.htm for global competitiveness report and business competitiveness report
http://www.doingbusiness.org/ for Doing Business Survey which provides cost estimates
3. Periodicals. Business Week, Harvard Business Review, The Economist.
VII. ACADEMIC INTEGRITY STATEMENT
"Plagiarism, a serious form of academic dishonesty, is the appropriation of ideas, language, or work of another without sufficient public acknowledgment that the material is not one's own. It involves deliberate taking and use of specific words and ideas of others without proper acknowledgment of the sources. Among other forms of academic dishonesty are: distributing or communicating examination materials prior to a scheduled exam without the consent of the instructor, providing information to or obtaining information from another student during an exam; bringing non-allowed materials to an exam for clandestine use; attempting to change answers after an exam has been submitted; and falsifying medical or other reasons to petition for excused absences. Plagiarism or dishonest examination behavior will result minimally in the instructor assigning the grade of "F" for the assignment. In addition, all instances of academic dishonesty will be reported to the Rome Center's associate dean for academic affairs, who may constitute a hearing board to consider the imposition of additional sanctions, including a recommendation of expulsion, depending on the seriousness of the misconduct."
VIII. CLASS SCHEDULE
Please note: You are not required to make a written submission unless instructed to do so where assignment is indicated below. Reading should be completed prior to class.
|
# |
Date |
Instruction / Activity |
Topic |
Reading Assignment (Read for class) |
|
INTRODUCTION TO GLOBAL STRATEGY |
||||
|
1 |
T 01/15 |
Guest Lecture |
Paola Sartorio Former UN executive Topic: Doing business in Italy and Europe |
-- |
|
2 |
R 01/17 |
Guest Lecture |
Giovanni Delle Donna Italian Insurance executive Topic: Business strategy for international markets |
-- |
|
Strategy Choices |
||||
|
3 |
T 01/22 |
Lecture |
Globalization and global strategy; definitions. Strategy development. Political, legal, economic, social influences.
|
GS: p23-p31
|
|
4 |
R 01/24 |
Lecture |
Factor and demand conditions. Design and control. Cultural issues. (Hofstede cultural analysis) Financial market sophistication. |
IB: Chapter 5 IO: p42-57
|
|
International Strategic Alliances (JV’s) |
||||
|
5 |
T 01/29 |
Lecture
- - - - - - - - - - Case Study |
Definitions, types of alliances, benefits, risk (sharing). Trust (and contractual) issues and likely problems. Performance measurement. - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Andre Volkoff Malaysia |
SM: Chapter 4 GS: p80-p88
- - - - - - - - - - - - - - Case#: 97M001 |
|
MACROECONOMIC ANALYSIS |
||||
|
6 |
R 01/31 |
Lecture
- - - - - - - - - - Article |
Influences of: Interest rates, exchange rates, inflation, equity indices, bond spreads, GDP, unemployment., deficits (trade, fiscal), productivity.
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - The Global Flow of Funds (excerpt) |
KR: C16 (p408-p412) (p424-p427) KR: C14 (p346-p353) (Optional reading) GB: Chapter 10 - - - - - - - - - - - - - - Posted online |
|
7 |
T 02/05 |
Lecture |
Exchange rates – cont’d. National income accounting and balance of payments. - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Tariffs and subsidies. - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - International trade. Import/export strategy. |
IF: C4 (p111-p114) KR: C12 (p294-p296) - - - - - - - - - - - - - - KR: C8 - - - - - - - - - - - - - - IB: Chapter 2 DRS: Chapter 13 (Optional reading) |
|
8 |
R 02/07 |
Film |
IMF in Jamaica |
-- |
|
9 |
T 02/12 |
Case Study |
Weight Watchers Mexico |
p7-10 + Exhibit 1 & 7 |
|
10 |
R 02/14 |
Case Studies |
Xerox & Fuji-Xerox Funai Consulting Toyota’s European Strategy |
Case #: 391156 Case #: 398017 IMD case |
|
GLOBAL MANAGEMENT STRATEGY |
||||
|
Managing individuals in different cultures |
||||
|
11 |
T 02/19 |
Lecture |
Reading people: Intuition, insight, gut instinct. Chemistry and personality. |
EB: Chapter 2, 3 |
|
12 |
R 02/21 |
Lecture |
Initiative, decisiveness, courage. Honesty, integrity, confidentiality. Emotional intelligence. |
MP: Chapter 9IB: Chapter 10 EI: Chapter 10 |
|
# |
Date |
Instruction / Activity |
Topic |
Reading Assignment (Read for class) |
|
Managing Groups of Multinationals |
||||
|
13 |
T 02/26 |
Lecture |
Group and team dynamics. Cohesion, norms, chemistry. Facilitation (of meetings). |
EB: C7 (p112-118) GP: Group psych IO: p126-p141 (See also optional MB reading on groups) |
|
14 |
R 02/28 |
Lecture
- - - - - - - - - - Exam |
Management techniques. Motivation. Cross cultural management. Difficult individuals. - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Distribute Midterm Exam |
SM: Chapter 11 IO: Chapter 3
- - - - - - - - - - - - - - -- |
|
-- |
T 03/05 |
No Class |
-- |
-- |
|
-- |
R 03/07 |
No Class |
-- |
-- |
|
15 |
T 03/12 |
Lecture
- - - - - - - - - - Assignment |
Leadership and charisma. - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Staffing - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Corporate governance issues in international management. Culture Stakeholders. Responsibilities of directors, managers. Protectionism. Legal claims incurred around the world. - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Submit Midterm Exam. |
EB: C10 (p166-175) - - - - - - - - - - - - - - IM: Chapter 7 - - - - - - - - - - - - - - GS: C8 (p187-p190) (p196-p198)
- - - - - - - - - - - - - - -- |
|
Managing Multinational Organizations |
||||
|
16 |
R 03/14 |
Guest Speakers
- - - - - - - - - - Case Study |
China, Vietnam, Uzbekistan
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - HP in Vietnam |
DRS: Chapter 12 (Country evaluation) - - - - - - - - - - - - - - Posted online |
|
17 |
T 03/19 |
Case Studies
- - - - - - - - - - Lecture |
Martha McCasky IKEA - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Globalization consulting |
Case #: 403114 Case #: 390132 - - - - - - - - - - - - - - CC: Globalization Consulting |
|
GLOBAL MARKETING STRATEGY |
||||
|
18 |
R 03/21 |
Guest Speaker |
Rossella Carrera, Director, Burson-Marsteller Rome Office See www.BM.com Topic: Global Public Relations |
-- |
|
19 |
F 03/22 |
Film |
Inside Saatchi (on global brand development) |
-- |
|
20 |
T 03/26 |
Lecture
- - - - - - - - - - Article |
Global market entry strategies. - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Segmentation, targeting, and positioning. Advertising and marketing communications. - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Local Memoirs of a Global Manager |
SM: Chapter 7 - - - - - - - - - - - - - - GM: Segmentation… GM: Advertising… - - - - - - - - - - - - - - Posted online |
|
-- |
R 03/28 |
No Class |
-- |
-- |
|
21 |
|
Lecture |
Consumer behavior. Market/ing research. -Questionnaire design |
IB: Chapter 8 GM: Market/ing research |
|
22 |
T 04/02 |
Lecture - - - - - - - - - - Case Studies |
Marketing plans (see Trophires) - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Amazon’s European Strategy Manchester United |
Posted online - - - - - - - - - - - - - - Case #: 605002 Posted online |
|
23 |
R 04/04 |
Case Studies - - - - - - - - - - Film |
Toyota’s European Strategy Global business strategy in the Islamic world |
IMD case - - - - - - - - - - - - - - -- |
|
# |
Date |
Instruction / Activity |
Topic |
Reading Assignment (Read for class) |
|
GLOBAL FINANCE STRATEGY |
||||
|
24 |
T 04/09 |
Lecture |
Risk management, hedging, and currency derivatives. Valuation of multinational enterprises. Int’l accounting. Financial modeling; sensitivity analysis. |
IF: C3, 4, 10 (excerpts) DRS: Chapter 18
|
|
25 |
R 04/11 |
Lecture
- - - - - - - - - - Case Studies |
Financial modeling; sensitivity analysis – cont’d. - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Cross border mergers and acquisitions. - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Vodafone / Mannesmann The International Investor: Islamic Finance and the Equate Project |
-- - - - - - - - - - - - - - - SM: Chapter 5 - - - - - - - - - - - - - - Case #: 201095 Case #: 200012 |
|
26 |
T 04/16 |
Lecture |
Cross border negotiations. |
IO: Int’l negotiations MG: Int’l negotiations EU: EU laws and dispute resolution |
|
EMERGING MARKET STRATEGY |
||||
|
26 |
R 04/18 |
Lecture
- - - - - - - - - - Film (clip) - - - - - - - - - - Case Study |
Characteristics of emerging markets. Infrastructure issues: physical, institutional, financial, legal Property rights (including intellectual property) Capital markets Taxation and expropriation issues. - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Government intervention in money markets. - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Country risk assessment.
See: www.istat.it/dati/catalogo/20070517_00/Italy2007Ing.pdf - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Wal-Mart international operations. - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - LG Electronics: Global Strategy in Emerging Markets |
EM: EM readings
- - - - - - - - - - - - - - KR: C17 (p449-p460) - - - - - - - - - - - - - - --
- - - - - - - - - - - - - - Case #: TB0073 |
|
27 |
TBD |
Exam |
Final Exam |
-- |
