6365 GEB - INTERNATIONAL BUSINESS EXECUTIVE MBA 2006 ---------------------------------------------------------------------------------------------------------------------Instructor: Jaishankar Ganesh Phone: [phone] Office: BA 240F 407-823-2385 (M-F) E-Mail: [e-mail] Fax: [phone] ---------------------------------------------------------------------------------------------------------------------COURSE DESCRIPTION & OBJECTIVES The course is designed to provide a descriptive as well as a managerial treatment of the scope, nature, opportunities and problems involved in conducting business in a dynamic global environment. Both macro and micro issues will be examined from a multidisciplinary integrative perspective to provide a broad understanding of the fundamental components of international business. We will examine how the world economy has evolved over the past three to four decades and explore the trends that will affect the global business environment of the future. Specifically, the course is designed to: a) challenge you to think critically about global competition. b) familiarize you with the problems and perspectives of doing business across national boundaries. c) foster an appreciation of the external forces that influence and shape the business managers job in the global context. d) assist you in acquiring the skills necessary to analyze, assess, design and implement business strategies and programs that transcend national boundaries, and determine how to organize international business operations for maximum effectiveness.
COURSE MATERIAL Prescribed Material: A packet of cases and other reading material to be obtained from the Executive Development Center.
COURSE FORMAT, PHILOSOPHY & STRUCTURE The course will include lectures, class discussions, and case analyses. Students are required to read carefully the assigned material before the class for which it is due. The readings of the assigned chapters provide an extensive treatment of the subject material. The class lectures will essentially summarize, enhance, and complement the assigned readings. Extensive in-class participation is critical for the success of the class. Apart from the textbook chapters I have assigned additional reading materials think pieces which provide an insightful exposition of contemporary thought that shape the tone and texture of global business. On a regular basis I will call on the class to provide a brief summary of the assigned readings. When called, you should be able to briefly outline the problem/issue that the assigned readings address, offer your analysis of the strengths and weaknesses of the core arguments presented in the readings and explore its implications to the assigned case and/or to global business in general. Learning by the Case Method: Management education involves the development of a set of philosophies, approaches, skills, knowledge and techniques. I am of the opinion that lectures, readings and problem solving exercises are the most efficient means of acquiring knowledge, become informed about techniques, and to test the applications and limitations of the techniques. But, the development of philosophies, approaches and skills is best served by the case method. I strongly believe that the skills required to become effective managers are best acquired by practicing in a simulation-type environment. The case method is built around the concepts of metaphors and simulation. Each case is a description of a real business situation and serves as a metaphor for a particular set of problems. The case approach helps managers sharpen their analytical skills, since they must produce quantitative and qualitative evidence to support recommendations and decisions. The case participant is challenged to defend their arguments and analyses; the effect being a sharpening of problem-solving skills and a heightened ability to think and reason rigorously. Good management decision making consists of the processes of analysis, choice, persuasion and generalization. These are essentially the four steps that comprise the case process: a) individual analysis and preparation immersing yourself in the case and actively playing the role of the protagonist; b) meeting in small groups to decide on the optimal strategic choice and the quantitative and qualitative evidence to support your decisions and recommendations; c) in-class discussion/presentation this amounts to persuading your fellow participants and the instructor; and d) end-of-class generalization about the learning. Often the fourth step of this process, generalization, gets sidelined, although in my mind it forms the crucial part of good management practice and culminates the learning process. An astute manager steps back from each situation he or she has experienced and asks, What did I learn? and How does this particular situation/experience relate to the big picture? Generalization of the lessons learned from an individual case can be achieved effectively by relating the case to the assigned reading material. COURSE EVALUATION
Exam 300 Pts. Assignment 1 (China Report & Presentation) 100 Pts. Citibank Case Report 150 Pts. Lead Team Analysis & in-class choreography 150 Pts. Case Memos and in-class participation 300 Pts. All exams and group projects are due on the dates specified on the schedule. Case Analysis: Discussion, Reports and Memos
There are a total of eight cases we will be analyzing in class over the course of this semester. Each team will be assigned to lead the class discussion once during the course of this program. The role of the discussion leader is quite elaborate. Operationally, you are responsible for setting the stage for discussion on the topic assigned for that day, present an overview of the case in hand to the class, lead the class in the discussion of the case, encourage fellow students to participate extensively in the debate on the topic, and finally summarize the major findings and most importantly generalize the concepts learned through the assigned case by tying it to the reading material (assigned text chapters and think pieces). lead The team may use transparencies, handouts, and any other presentation materials that will facilitate class discussion and understanding of the topic. Each and every member of the team should be actively involved in leading the class discussion. Please keep in mind that we are not looking for a right answer, or for that matter group consensus on the strategic issues under consideration. Rather, I define a successful performance as one in which the lead team has succeeded in motivating the class to discuss extensively all aspects of the case and tease out multiple viewpoints on the issue under debate. Further, as the lead team you are required to turn in a comprehensive report that includes a detailed analysis of the case and the generalization of the learning. The report should not exceed 20 double spaced pages of text and exhibits and is due at 8:00 A.M. on the day the case is assigned. On the days you are not assigned to lead the discussion your primary responsibilities include: a) reading the case and the assigned material in detail, b) critically analyzing the case, and c) participating extensively and enthusiastically in the class discussion. Further, as a team you are required to provide a short memo of your analysis of the case, highlighting the major issues and tying it to the assigned readings. The case memo should not exceed 5 double spaced pages of text and the memo is due at 8:00 A.M. on the day the case is assigned.
TENTATIVE COURSE SCHEDULE International Business: An Introduction and Overview August 25, Friday Why Study International Business? The Impetus: Differences in Political Economy Evolution of Intl. Business Theory & Thought International Residency Overview August 26, Saturday The Global Business Environment The Economic Environment & Formation of Trading Blocs Business, Government and the Politics of Intl. Business Understanding & Managing Cultural Differences The Global Monetary System & The Financial Environment The Foreign Exchange Market Managing Financial Risks Cases: China: Facing the 21st Century (In-class Analysis) China Supplement An Introduction to Raydiance International Business Practicum Class Notes Packet
September 09, Saturday The Global Business Environment (continued) Cultural Environment Financial Environment
China Report & Presentation Assignment Due Doing Business in China Discussions with Mr. Steve Felkowitz followed by Q&A
The Internationalization Process & Foreign Market Entry Strategies The Internationalization Process Global Market Segmentation Market Assessment & Selection Timing & Order of Entry Decisions Market Expansion Strategies Mode of Entry Decisions Equity Vs. Non-Equity Modes Export Marketing Strategies Licensing & Other Contractual Approaches FDI & Joint Ventures Strategic Alliances Export/Import Management What do you need to know about China? Discussions with Dr. Xin He followed by Q&A
Class Notes Packet
September 15 24
International Residency, China
October 07, Saturday The Internationalization Process & Foreign Market Entry Strategies (continued) The Internationalization Process Global Market Segmentation Market Assessment & Selection Timing & Order of Entry Decisions Market Expansion Strategies Mode of Entry Decisions Equity Vs. Non-Equity Modes Export Marketing Strategies Licensing & Other Contractual Approaches FDI & Joint Ventures Strategic Alliances Cases: Citibank: Launching the Credit Card in Asia Pacific (A) Shanghai General Motors: The Rise of a Late-Comer (In-class Analysis)
Class Notes Packet
International Business Project - Discussion
October 20, 8:00 12:00 Global Business Strategy: Design & Implementation Industry Structure & Strategic Capabilities: The Competitive Challenge of International Business Class Notes Packet
Guest Speaker (10:30 a.m. 11:15 a.m.):
Laurette Koellner President - Boeing International
November 03, Saturday Industry Structure & Strategic Capabilities: The Competitive Challenge of International Business (continued) Think Pieces: The End of Corporate Imperialism (Prahalad & Lieberthal) Strategies that Fit Emerging Markets (Khanna, Palepu, and Sinha) "Regional Strategies for Global Leadership" (Ghemawat) Cases: To be distributed October 20, 2006
Management Orientation, Coordination & Control: The Organizational Challenge of International Business Class Notes Packet Cases: To be distributed October 20, 2006
November 18, Saturday
Responding to Conflicting Demands: The Operational Challenge of International Business Class Notes Packet
Cases: To be distributed November 03, 2006
Think Pieces: The Globalization of Markets (Ted Levitt) Customizing Global Marketing (Quelch & Hoff) Exam
The following questions can be used as guidelines in analyzing the case and can help in setting the tone for the class discussion. Case 1: a. c. d. e. Citibank: Launching the Credit Card in Asia Pacific (A) Should Citibank launch the card product? Why or why not? b. Given its upscale customer base, how should Citibank position its card, if it decides to launch it? Which countries should Citibank enter first? Which countries should it avoid? How should Rana Talwar convince his country managers and headquarters to accept the card product? What organizational mechanisms does he have in his control? If you choose not to introduce the card, what would you do to achieve the $100 million earnings target by 1990? Shanghai General Motors: The Rise of a Late-Comer Examine the joint venture relationship between GM and SAIC. What is the agenda of GM and SAIC respectively? Why was GM so interested in forming this JV in 1997, a time when the automobile industry was facing plummeting demand and overcapacity? Discuss the balance of power between the two parties. Discuss the potential conflicts that can arise in this JV? Do you this this JV will sustain? Perform a detailed SWOT analysis of GM in 2004, a year that it has achieved strong growth in market share and profitability. What are the success factors that contribute to GMs growth?
Case 2: a.
b. c. d.