Loyola University Chicago

John Felice Rome Center

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.

 

  1. Develop accurate assessments of foreign business environments.

 

  1. Craft realistic strategic goals. 

 

  1. Think more critically and more strategically globally in a management, marketing, and finance context. 

 

  1. 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 9

IB: 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

--