TEACHING PLAN FOR INTERNATIONAL STRATEGIC MANAGEMENT

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TEACHING PLAN FOR

● INTERNATIONAL

STRATEGIC MANAGEMENT

1. Basic Description Name of the course: International Strategic Management Academic year: 2016–2017 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: Sergio Costa Sant’Anna Timetable: Group 1 (Lectures) Monday, 3.45–6.00 pm

Group 2 (Lectures) Monday, 6.30–8.45 pm

Group 101 (Seminars) Thursday, 4.00–4.55 pm




Office hours: Thursday, 7.00–8.00 pm or by appointment

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2. Course Overview International Strategic Management deals with the strategic challenges faced by managers and organisations competing in the international arena. An organisation’s strategy is its theory of how to gain a competitive advantage and thus compete successfully in the marketplace. Strategic management is the process used by managers and executives to develop and implement an organisation’s strategy. This course aims to enhance students’ understanding of the most fundamental question in strategic management: What determines organisations’ international success or failure? At the end of the course, students will have (a) an enhanced understanding of what determines the international success and failure of organisations competing around the globe; (b) an awareness of and interest in how competition unfolds inside and outside emerging economies; and (c) an understanding of the other side of international business, namely, the strategies followed by local organisations that often compete and/or collaborate with foreign entrants. Students will analyse in-depth case studies and readings and take part in discussions as a class and in study groups. This course is geared not only towards students who intend to pursue general management careers in organisations competing internationally, but also towards 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).

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3. Competences to Be Worked on in the Course

General competences

Instrumental competences

G.I.1. Ability to search, analyse, assess 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 while 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.

The above competences reflect 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 the 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 specialist and non-specialist audience. e. Competence to develop learning activities in a relatively autonomous manner.

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The competences worked on in the course are divided into two groups: those seen as a development or specification of a basic competence; and those that hone graduates’ professional profile 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 hone graduates’ professional profile which are not included under basic competences In general, these competences combine the following key elements for honing students’ professional profile 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 Learning outcomes Students will be able to analyse and assess the key variables for developing a strategy to secure a company’s position on the international market.

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4. Contents Part 1: Foundation of Global Strategy • Strategising around the Globe • Globalisation and Strategy • Strategies for Global Value Creation • FDI and Internationalisation Theories • The EPGR Model • Process of Mapping Business Landscape • Emphasising 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 Making the Right Management Decisions • Managing, Negotiating and Designing Strategic Alliances (M&A, Joint Ventures,

Franchising, Licensing) • Managing Trust in Corporate Alliances • Legal Issues with a Bearing 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 Mergers & Acquisitions • Governing Corporate Responsibility • International Corporate Strategy for New Markets: The Case of Brazil, Russia,

India and China (BRICs)

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5. Assessment Regular term evaluation During the term you will be evaluated as indicated in the table below. a. Each form of assessment is scored with a grade between 0 and 10, to one decimal place. Zero is the lowest grade and ten is the highest grade. b. Your final course grade is calculated by adding the grades obtained for each element multiplied by their assigned weightings (final column). c. Your final course grade is reported on a scale of 0 to 10, to one decimal place. If your final course grade is equal to or greater than 5.0, you will pass the course. d. In addition to your numerical final course grade, you will also be given descriptive grades:

• No Show • ≤ 4.9 Fail • 5.0–6.9 Pass • 7.0–8.9 Very Good • 9.0–10.0 Excellent

Form of assessment

Time period

Type of assessment

Assessment agent Type of activity

Grouping Weighting

Mandato

ry

Optional

Lecturer

Self-assessmen

t

360◦

Individual

Group (#)

CONTINUOUS EVALUATION (Students need a minimum score of 5.0 for their final group project and 4.0 for their overall continuous evaluation before they can take their final exam)

In-class simulation 1 X X X

Application Overall

understanding

X 10%

Final project (Strategic Plan)

From Week 2 until the end of

the course

X X X X

Application Conceptual

Overall understandi

ng

X (Lecturer will split groups

25%

Present seminar and prepare questions

Ongoing X X

Analysis Application Conceptual

Overall understandi

ng

X (Lecturer will split groups)

25%

FINAL EXAM (Minimum score of 4.0 required to pass the course)

Final exam 1

X (min 40%)

X Application

and synthesis

X 40%

BONUS EVALUATION (default 0.0, maximum 1.0)

Participation bonus grade

Ongoing X X X X Analysis and application X

≤10% bonus

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a. The “Time period” column in the table indicates the number of times the form of assessment in question is evaluated during the term.

b. You must successfully complete all forms of assessment marked with an “X” in the “Mandatory” column with a score equal to or greater than the indicated grade in order to obtain a passing course grade. The forms of assessment marked with an “X” in the “Optional” column do not require a minimum passing grade to obtain a passing final grade. Nevertheless, any “Optional” forms of assessment that are not completed still count towards your final course grade.

c. If you are an exchange student, YOU SHOULD NOT BOOK tickets for flights home in June before the dates for the final exams are announced (usually at the end of Week 5). Even if you have a ticket and a valid reason, ESCI WILL NOT PROVIDE ALTERNATIVE DATES for the final exam.

d. 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 before you can be entered for the final exam. If either of these two conditions is not met, you will not be allowed to take the final exam and the lower of the two grades will become your final course grade

e. 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 Show”, irrespective of your grades in the other forms of assessment.

f. To obtain a passing course grade, your final exam grade must be equal to or greater than 4.0. If your final exam grade is less than 4.0, the final exam grade becomes your final course grade, irrespective of your other grades.

g. The final exam is cumulative: it covers all the material covered during the term.

h. The grade for class and seminar preparation plus group presentations (PowerPoint or similar) evaluates your preparation for the case study and article discussions. Missing classes or coming to classes unprepared may lower your grade for this form of assessment. A missed class, whether justified or unjustified, counts as an unprepared class. Failure to actively participate in group and class activities during the discussions of case studies and articles will be considered as an indication that you have not prepared for the class. The final grade for this form of assessment will be determined by eliminating the lowest 20% of graded classes and averaging the remaining 80% of classes.

i. No individual make-up work or extra-credit work will be assigned if you fail any mandatory grading elements, are unable to attend the final exam or obtain a grade below your expectations.

j. 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 feedback 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).

k. Participation in this course is evaluated as an extra credit that can add up to 10% to your final grade (the default extra-credit grade is zero). If you don’t say

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a word in class or you have irregular attendance (below 80%), your participation grade will be zero. However, you still may obtain a maximum final course grade. The participation grade is based exclusively on your CONTRIBUTION during class discussions. My experience with courses that are evaluated on a continuous basis (like this one) is that it is hard to fail but it is also hard to obtain a very high mark. So, if you are keen to get a good average grade, take this element seriously as it can compensate for losses of grades in other areas of assessment. 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.

A student can have a perfect attendance record and still score zero for participation. Effective class participation is assessed by asking questions such as the following:

1. Is the participant a good listener?

2. Are their points 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 between different kinds of data (i.e. 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" (e.g. 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 their comments clarify and highlight the important aspects of earlier comments and lead to a clearer statement of the concepts being covered?

The above questions deal with both the process of class participation and (of equal or greater concern) the content of what you say. Remember: quality and frequency are both important, but quantity never can make up for low quality.

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Resits Students who were allowed to take the final exam and whose final score for their regular term evaluation was below 5.0 may resit their final exam in accordance with the ESCI-UPF calendar and academic regulations. You may only retake your final exam during this session. All other grades stay unchanged and cannot be compensated by extra work. To pass the resit, you must obtain a minimum score of 4.0. If you pass, your final course grade will be determined using the regular course assessment rules as outlined above. If, on the other hand, your score for the resit is below 4.0, this score will become your final course grade. Any participation bonus grade is set to zero if you have to resit your final exam. Working competences and assessment of learning outcomes:

GI1

GI2

GI3

GI4

GI5

GP1

GP3

GP4

GS3

GS4

ED8

EP1

EP2

EP5

EP8

EP10

EP11

Learning outcomes

Final Project on International Strategic Plan

X X X X X X X X X X x x x x x x x

Simulation in class x x x x x x x x x x x x x x x x x

Preparation x x x x x x x x x x x x x x x x Participation x x x x x x x x x x x x x x x Final exam x x x x x x x x x

Any students found copying and/or plagiarising work, in whole or in part, will fail the subject. They will receive a final grade of zero and will not be allowed to take the make-up exam. In accordance with the UPF Disciplinary Rules and Regulations for Students, other additional sanctions may apply depending on the seriousness of the offence.

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6. Bibliography and Teaching Resources • Basic bibliography

o Ghemawat, P. Strategy and the Business Landscape. 2nd ed. Upper Saddle River, NJ: Prentice Hall, 2005.

o Peng, M.W. Global Strategic Management. International, 3rd ed. Mason, OH: South-Western Cengage Learning, 2013.

• Supplementary bibliography

o Dunning, J. Multinational Enterprises and the Global Economy. 2nd ed. Reading, MA: Addison-Wesley, 2008.

o Ghemawat, P. World 3.0: Global Prosperity and How to Achieve It. Boston, MA: Harvard Business School Publishing, 2011.

o Ghemawat, P. Redefining Global Strategy: Crossing Border in a World Where Differences Still Matter. Boston, MA: Harvard Business School Publishing, 2007.

o Hitt, M.A., Ireland, R.D., and Hoskisson, R.E. Strategic Management: Competitiveness and Globalization (Concepts and Cases). 7th ed. Mason, OH: Thomson Higher Education, 2007.

o Jones, G. Multinationals and Global Capitalism. Oxford: Oxford University Press, 2005.

o Peng, M.W. Global Business. 2nd ed. Mason, OH: South Western Cengage Learning, 2011.

o Verbeke, A. International Business Strategy. Cambridge: Cambridge University Press, 2009.

• Teaching resources

o Teaching cases o Articles from business journals o Articles from general press o Videos o PowerPoint slides

Students are required to read all assigned cases and articles. The course will loosely follow the Ghemawat (2005) and Peng (2013) texts listed in the basic bibliography above. The supplementary bibliography features books that you might want to refer to during the course or turn to afterwards for further reading on the topics covered in class; you will not need to buy or borrow any of these supplementary books to successfully complete the course.

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7. Methodology The course combines theory classes, analysis sessions with case studies and articles, a class assignment on a Strategic Alliances simulation and a final group project. Given that the class is taught in English, all class material will be made available in English only. Students will be provided with the case studies, readings, exercises and lectures before the class via the intranet Moodle site (AULA ESCI-UPF). The purpose of the lectures is to present and discuss theories, concepts, analytical techniques and empirical findings. Lectures will be supplemented with tutorials and seminars to practise the analytical techniques introduced in lectures. We will also discuss a number of comprehensive business cases and articles. The goal of these discussions is to apply concepts to the context provided by the case study or article in question and to make decisions based on both qualitative and quantitative analysis.

Face-to-face (in the classroom)

Directed (outside the classroom)

Independent (outside the classroom)

Lecturer - Lectures - Tutorials and seminars - Discussion of cases and

articles - Simulation (in class)

- Prepare classes - Prepare tutorials and

seminars - Prepare cases and articles

- 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 the main issues related to International Strategic Management and consider all relevant elements in developing and implementing effective international strategies and organisational policies. For each topic, I will provide a set of PowerPoint slides (short version). These slides will be posted on AULA ESCI-UPF after the class. While we will not discuss every single slide or spend equal time on each slide, you are expected to be familiar with ALL the material covered in the slides Case studies The objective of case presentations, discussions and analyses is to develop the necessary abilities to apply previously acquired concepts to a specific situation. The case studies put you in the shoes of a decision maker: you have to perform the appropriate analysis and then make a recommendation. Beyond the International Strategic Management–related content, you benefit by improving your problem-solving skills, your ability to think on your feet and your powers of persuasion to shift others towards your point of view.

A case-based course involves continuous student-to-student and student-to-instructor discussion. Much of the learning occurs during the class, as students

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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 interests and abilities. So please participate actively.

So what is conscientious case preparation? Read the case through thoroughly; identify the main issues to be addressed in the case; attempt to analyse these issues using your common sense and any appropriate tools or techniques; and note any action recommendations entailed by your analysis. Alternatively, if you find yourself hitting a roadblock, try to articulate what your problem is. Identifying roadblocks is as often valuable as a complete analysis.

For each case assigned, I will provide the questions to be answered and the points to be addressed in the group PowerPoint presentation. The questions play several roles, which vary depending on the case in question.

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.

On Moodle you will find the guidelines for the case studies group presentations for each specific session plus the questions to be answered by all groups.

In class I tend to switch between asking for volunteers and calling on individuals. If you are not properly prepared for any given class, please notify me before 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 analyse current issues in International Strategic Management as well as to keep abreast of recent socioeconomic developments and link them to the class material. The course outline at the end of this document lists the required articles, but additional articles from various relevant sources will be posted on AULA ESCI-UPF 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 to real-life situations. Final group project During the course you will have to give a group presentation on a topic related to the content of the course. Working on these assignments should:

• Allow you to practise the concepts covered in class to help you learn and understand them better, mainly by appreciating what their practical application means for real business life.

• Motivate you to learn more about specific industries and sectors. • Sharpen your analytical skills. • Apply the theory in practical business life situations. • Help you become better in dealing with ambiguity.

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• Encourage you to learn how to make recommendations and how to justify your opinions.

• Improve your teamwork skills. • Give you an opportunity to improve your written and spoken English. • Present you with an opportunity for public speaking in front of a relatively

friendly audience. MY EXPECTATIONS Class Preparation. I expect you to come to classes properly prepared. This includes reading the assigned cases and articles, reviewing the PowerPoint slides and doing the exercises. Although participation in class is predominantly voluntary, I also practise “cold calling”, which means that I may call on anyone 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 unforeseen circumstances may make you 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 unforeseen circumstances may occasionally lead to you be 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 the required material, in the specified format, by the given deadline, even if you are not present. If your attendance falls below 80% (more than 6 hours of unjustified absences), your bonus participation mark will be set to zero, regardless of your actual participation.

Class Discipline. It is of utmost importance that you respect your classmates and the lecturer by allowing them to work and study in a professional environment. Private conversations between students during the class will not be tolerated. ESCI rules state that lecturers may ask students 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 programme coordinator. Intranet (AULA ESCI-UPF). It is students’ responsibility to ensure timely access to AULA ESCI-UPF.1 If you are an international student, you should talk to the exchange programme coordinator at your school and at ESCI to obtain access to AULA ESCI-UPF as soon as possible. Until you obtain access, please ask one of your local classmates for access to print or copy the class materials. Not having access to AULA ESCI-UPF will not be accepted as an excuse for not having done the required coursework.

1 https://aula.esci.upf.edu/login/index.php?lang=en

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Laptops/Tablets. Students MAY bring their laptops/tablets to classes as long as they are used for class-related activities. If your activities disturb the lecturer or other students, I may ask you either to stop using the laptop/tablet or to leave the classroom. YOUR EXPECTATIONS Responsiveness and Feedback. You should expect that any questions and concerns you raise with me will be answered, addressed and responded to. Besides formal feedback mechanisms, feel free to jot me an email with any questions 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 email requesting to meet during office hours or any other time. I will schedule the necessary time to sit and talk to you. I am usually available before and after the class for impromptu questions and consultations; however, 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 as I may already have 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 organise an extra session, I will only do so if the majority of the class agrees.

Preparation and Rigour. 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 believes 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.

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8. Timetable of Activities Note: Changes from the regular timetable are marked in red. Seminars start in Week 2 (Thursday 20 April 2017)

Week Hours Sessions Date Class

Preparation Time In Class Time After Class Time

Week 0 4 Lecture 1

Friday 31 March

Read uploaded support material.

60

Course Introduction Globalisation and Internationalisation • Course overview • Facts and myths about globalisation • FDI and internationalisation theories

120

Review uploaded supporting material and PP slides. Review your notes. Independent study.

60

Week 1 7

Lecture 2

Monday 3 April

Read uploaded support material.

60

What is Strategy Exploring the External Environment of Strategy • Review of basic strategic • Management concepts • Industry analysis • Diagnosing industry • Globalisation potential • Porter 5 forces, PEST and SWOT analysis

120

Review uploaded supporting material and PP slides. Review your notes. Independent study.

60

No seminars

this week

NA NA 0 NA 0 NA 0

Week 2 9.5 Lecture 3

Friday 21 April

Review PP slides. Read uploaded support

120

Corporate Culture and Management Styles Affecting Worldwide Corporations • Applying management styles in different

120

Review uploaded supporting material and PP slides.

60

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material. companies/environments/regions/countries • Building up a corporate culture for making the right global management decisions

Review your notes. Independent study.

Week 2 5 Seminar 1

Thursday 20 April

Read the case study and answer the requested questions. For the signed-up group (prepare the PPP).

90 Case 1: The Haier Group (A) Harvard Business School (9-398-101) 55

Review uploaded supporting material and your notes. Independent study.

35

Week 3 9.5

Lecture 4

Monday 24 April

Review PP slides. Read uploaded support material.

90

International Business Strategy • 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.

60

Seminar 2

Thursday 27 April

Read the case study and answer the requested questions.

90 Case 2: The Walt Disney Company: The Entertainment King. Harvard Business School (9-701-035)

55

Review uploaded supporting material and your notes. Independent

35

17

For the signed-up group (prepare the PPP).

study.

Week 4 9.5

No lectures

this week

NA NA 0 NA 0 NA 0

Seminar 3

Thursday 4 May


90

Case 3: McDonald’s in India. Thunderbird School of Global Management (A07-05-0015)

55


35

Week 5 3 Lecture

5 Monday 8 May


90

International Corporate Strategy for New Markets

• International corporate strategy for

new markets: the case of Brazil, Russia, India and China (BRICs)

120

Review uploaded supporting material and PP slides. Review your notes. Independent study. Simulation.

180

18

Seminar 4

Thursday 11 May


90 Case 4: Motorola in China: Failure of Success? Asia Case Research Centre (HKU440)

55


35

Week 6 10

Lecture 6

Monday 15 May


90

Business Models • 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

Seminar 5

Thursday 18 May

Read the case study and answer the requested questions. For the signed-up group (prepare the PP presentation)

90

Case 5: • Wal-Mart Stores, Inc. Harvard

Business School (9-794-024) • Wal-Mart in 2002. Harvard Business

School (9-794-466)

55


35

19

.

Week 7 11.5

Lecture 7

Monday 22 May


240

Managing Strategic Alliances • Managing, negotiating and designing strategic alliances (M&A, Joint Ventures, franchising, licensing etc.) • Managing trust in corporate alliances • Succeeding at crossborder mergers & acquisitions

120

Review uploaded supporting material and PP slides. Review your notes. Independent study. Simulation (5-6).

210

Seminar 6

Thursday 25 May


90 Case 6: The Renault–Nissan Alliance. Harvard Business School (9-303-023) 55

Review uploaded supporting material and your notes.

35

Week 8 3 Lecture 8

Monday 29 May


90

Managing Strategic Alliances • Legal issues weighting on companies’ international corporate strategy • European Antitrust Regulations affecting Merger & Acquisitions

120 NA 210

20

Seminar 7

Thursday 1 June


30 In Class Group Practical Exercise (Strategic Alliances)

55


35

Week 9 9.5

No lectures

this week

NA NA 0 NA 0 NA 0

Seminar 8

Thursday

8 June

Read the case study and answer the requested questions. For the signed-up group (prepare the PP presentation).

90 Case 7: Rayovac Corporation: International Growth and Diversification through Acquisitions. IVEY (B06M025)

55


35


Monday 12 June


90

Managing Corporate Risks and Governance Strategy

• Managing risks in Strategic Alliances

120


180

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• Problems and pitfalls in strategy and company structure

• Governing the corporation o Defining corporate governance o Board of directors o Governance committees o Agency theory o National models of corporate

governance

Seminar 9

Thursday 15 June


90 Case 8: Procter & Gamble Japan (A). Harvard Business School (9-391-003) 55


35


Monday 19 June

Prepare for final project presentation.

30

Final Project Presentation

In class: all groups must make their final

project PPP and hand in a HARD COPY

directly to the lecturer.

Please read the specific guidelines.

120 180

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TEACHING PLAN FOR INTERNATIONAL STRATEGIC MANAGEMENT

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