National University of Singapore
Global Strategy (BMA 5104)
Semester 2, spring 2013
Class Meetings: Wednesdays, 6-9pm
Location: BIZ1/3-1
Instructor: Wang Lihua, Ph.D.
Office: MRB #6-28
E-Mail: bizlw@nus.edu.sg
Course slides, reading assignments, and announcements: IVLE
Course Description
Globalization has provided opportunities for firms to sell their products beyond their national
boundary and to locate their productive activities to the optional locations in the world. However,
coming with these opportunities are the immense challenges resulting from country differences and
global competition. To create a successful global strategy, managers must understand the nature of
global industries and the dynamics of global competition.
This course is about how firms build and sustain competitive advantage in their quest for global
presence and domination. It involves understanding globalization and its impact on the firm; the
selection of specific strategies for foreign market entry, while retaining the strongest aspects of the
firm’s business model; the development of organizational competencies in ways that leverage
advantage through a commitment to worldwide customers; selective partnership and alliances;
creative use of sourcing and supply chains; and the restructuring of an organizational culture by way
of responsive structures, processes. In summary, this course is about how to design and implement a
successful global strategy.
This class is structured in a lecture-discussion format. There is an emphasis on using case
analysis as a way of developing students’ conceptual, analytical, decision-making, and evaluative
skills.
Course Objectives
 Understand the basic knowledge and concepts of strategic management and applications in
global context;
 Understand how external environmental issues can have an influence on firm businesses;
 Apply and integrate various strategic management concepts and analytical methods to reallife management situations in a corporation;
 Develop critical and integrative thinking abilities;
 Develop problem-solving and decision-making skills;
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Develop oral and written communication skills;
Develop teamwork skills;
Develop global and ethical perspectives in international business
Textbook
Gerardo R. Ungson and Yim-Yu Wong. (2008). “Global Strategic Management.” M E Sharpe Inc.
ISBN0765616882 / 9780765616883 / 0-7656-1688-2
Course Evaluation
Attendance and Participation
Midterm Exam
Final Exam
Individual Case Report (1 × 5)
20 points
20 points
25 points
5 points
Group “What’s in the News”
Group Case Discussion
Company Project Paper
Presentation evaluation
Total Possible Points
5 points
5 points
15 points
5 points
100 points
Attendance
Regular class attendance at all class sessions is an essential part of this course. An attendance
sheet will be circulated in each class session except for holidays and exam dates. Each student
must ensure that he or she signs the sheet. Students who fail to do so will NOT receive credits for
attending the class. Signing for a student who is not present will result in an “F” in the course for
the student who signs the false signature and an “F” for the person for whom the signature is
signed if that person is party to requesting the false signature. We have 14 sessions in total
(excluding final exam session). The total attendance points are 13 points for attendance. In other
words, I will give you one “free” absence for any emergent issues. If you expect an extended
period of legitimate absences at the beginning of the semester, I suggest that you take the class in
another semester. If something unexpected happens during the semester which requires extended
period of absence, please discuss it with me prior to your absence. Legitimate absences include
university functions or serious illness. However, flat tires, car breakdowns, late buses,
oversleeping, or other personal issues will not be accepted as legitimate excuses. Please note that
if your cumulative minutes of being absent in one class session exceed 15 minutes, attendance
points may NOT be granted.
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Class participation is highly encouraged in both the lecture and the case discussion sections of
the class. Quality of class contributions will be weighted more heavily than quantity. Up to 7
points will be allocated to each student on class participation. To help me learn each student’s
name and grade participation and contribution as fairly as possible, you are encouraged to bring a
“name plate” to each class. I have the sole authority in assigning participation grades.
Please note attendance score and participation score are closely related. If you don’t attend the
class, it is unlikely you will have a high participation score.
Exams
There will be two exams. The exams will cover your class lectures, discussions, reading
assignments, and case study analysis. You are expected to take the exams at the designated time.
Should you have a compelling legitimate reason, illness with a doctor’s note or death of a close
family member that precludes you from being able to take the exam at the scheduled time, it
must be approved by the instructor PRIOR to the exam date via a documented means, such as
emails. Makeup exams will be established at the instructor’s convenience and will be essay
questions only. The highest possible grade for make-up exams is 90% of total possible score.
Individual Case Report
You can choose five cases to write an individual report (except the one your group will lead the
discussion). YOU DON’T NEED TO WRITE AN INDIVIDUAL REPORT WHEN YOUR
GROUP IS LEADING THE CASE DISCUSSION. Each reasonable case will worth 1 point in
total. You are expected to write an analysis based on the case discussion questions posted on IVLE
and attached at the end of this syllabus. Note I may adapt some of the discussion questions in the
textbook to better suit our discussion. Please use the discussion questions I listed at the end of this
syllabus and post on IVLE rather than the ones in the textbook.
Each case analysis report should be at least 600 words. Reports less than 600 words will receive 0
points. The paper is expected to be submitted on IVLE before the deadline (6pm on the day we
discuss the case). Assessment of the case reports are based on the effort and understanding of the
topic, rather than accuracy of the answers. Late online submission will NOT be accepted and will
result in a score of zero. Note that these are strict rules with no exceptions.
Please also note that the case reports that copy extensively from other sources (such as previous
student papers, online sources, etc.) will not gain any points.
You can earn .5 extra point for each additional report (beyond 5 reports).
Group Case Discussion
Each group will be chosen to lead a case discussion (I will lead the first case discussion). You
typically need to search outside the case to look for more information. A good discussion should
provide your peers with background information and updated information (after what happened in
the case), if applicable. They should be thorough, accurate, clear, insightful, and apply the principles
and tools learned in the course. You must take a role as discussion leaders and encourage your
classmates’ participation. Each group member can be in charge of one or two discussion questions,
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or providing background and updated information. It is up to your group to decide how to proceed
and divide the job. Feel free to use games, videos, and other means to engage your peers. The total
allocated time is about 1 hour. I will use the rest of time to conclude the case. You can also use
PowerPoint Slides or write on board if necessary. Please try not to include too many slides and
please try to make the discussion as interactive as possible. The pure presentation will not give you
a good score.
Case discussions
Some classes are designated to case discussions only. Much of the learning will take place in our
collective discussion of the business cases. I expect that every student will arrive prepared and
willing to participate in the discussion. You are expected to be able to respond when cold-called
to make any effort to engage in classroom debate. Case discussions work best when students are
prepared; actively listen to other people; make logical and extensive arguments rather than short,
offhand remarks; and when students are willing to engage in debate with one another.
Disagreement is neither a sign of disrespect nor a violation of norms, but a process of
interactively arriving at more accurate understandings. It is perfectly acceptable to argue with
one another, provided the tools of engagement are logic. You will quickly find that your peers
appreciate your interventions and that together we get more rapidly to a correct answer.
Remember this is an excellent opportunity for you to practice your oral presentation skills and
don’t miss this opportunity.
Company group project
Please refer to the group project guideline for details (will be posted on IVLE).
What is in the news?
Each group will present one latest piece of news of global strategy for any chosen company. The
date of presentation will be assigned at the beginning of the semester. The presentation should be
about 15-20 minutes and use a short PowerPoint (3-5 slides). You should email me a copy of the
news right before the presentation. You can use sources such as company websites, Business Week,
Fortune, The Wall Street Journal, and other news sources, such as Factiva database subscribed by
our university library. The news should be important enough that you think students in class should
know. The purpose of this assignment is to enrich your knowledge of current global issues and
improve your oral presentation skills. This can be very helpful for you to prepare your final
presentation for the group project.
Groups
Each group will consist of 4-5 students (the group size may change depending on the total
enrollment of the class). The group will present one “what’s in the news” session, lead one case
discussion, and conduct one group project. Although I will allow you to form your own groups, I
reserve the right to change/modify groups. To prevent “free-riding,” each group will name a
group leader. Group leaders will be the group-professor liaison and will also be responsible for
calling to my attention any problems within the group, such as non-participation of members.
With the support of at least half of the group, every member has the right to request the instructor
to remove a non-participative member from the group. The removed party will have to work on
your own or find another group yourself that will adopt you. The final decision rests with the
instructor. With a simple majority, the group can impeach the group leader, with final decision
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made by the instructor. The instructor reserves the right to deduct points (for the company analysis
project) to students who did not or make little contribution to the group project based the feedback
of the team members. Team members who fail to show up on the date of team presentations will
receive zero for the project, unless some severe circumstances happen during the time. It is
important if there is a problem, that you do not wait until the end to discuss it with me.
Course Communication
Your NUS e-mail address will be used as the means of communication throughout the course, so
please make sure your email works. It is assumed that the student checks his/her email daily. If
the student has any question or concerns, email is the best way to contact me besides regular
office hours.
This course will use IVLE as the access to the learning materials. On this site you will find
PowerPoint slides for each class lecture, other necessary class materials, assignments and
announcements. All written assignments must be turned in electronically on IVLE before the
deadline. It will be your responsibility to access IVLE to keep track of class activities. It is also
your responsibility to check the scores posted on IVLE and inform the instructor if there is
any mistake within ONE WEEK after scores posted via documented means, such as emails. If
you disagree with my grading, you need to email me with your detailed justification (one-page,
single space) before the scheduled meeting time in my office. No discussion of grade will be
allowed in class. I am also not going to talk about other people’s grades with you for privacy
reasons.
Professionalism
The quality of your future career depends on the degree of professionalism that you exhibit. It is
expected that students conduct themselves in a mature and professional manner in each class
session. Professionalism include attendance at every class session, constructive participation in
course activities, timely completion of assignments, the manner in which you act, courtesy
towards classmates, etc. Please do not hold side conversations when others are speaking and do
not read unrelated materials, such as newspapers, in class. Presentations require professional
dress (such as business casual). Please turn off your pagers, cell phone, personal digital devices
(palm pilots), and laptop computers while in class.
Student’s final grade will depend on the degree of professionalism that you demonstrate in this
course. If you consistently act in an unprofessional manner, your final grade will be reduced.
It is considered an honor code violation to consult any material (e.g. class notes, case analysis
paper, project papers) from past sections of this course. It will similarly be considered an honor
code violation to share class materials with future students.
Electronic Device Policy
All electronic devices must be turned off and stored out of sight in a backpack or other storage
container. This includes but is not limited to cell phones, pagers, PDA's, electronic dictionaries,
etc.
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Statement on Cheating and Plagiarism
Cheating is the actual or attempted practice of fraudulent or deceptive acts for the purpose of
improving one’s grade or obtaining course credit; such acts also include assisting another student
to do so. Typically, such acts occur in relation to examinations. However, it is the intent of this
definition that the term “cheating” not be limited to examination situation only, but that is
include any and all actions by a student that are intended to gain an unearned academic
advantage by fraudulent or deceptive means. Plagiarism is a specific form of cheating which
consists of the misuse of the published and/or unpublished works of others by misrepresenting
the material (i.e., their intellectual property) so used as one’s own work. Penalties for cheating
and plagiarism range from 0 or F on a particular assignment, through an F for the course, to
expulsion from the university.
Syllabus is Subject to Change
The syllabus and schedule are subject to change. You will be notified of any changes in class or
on IVLE. If you are absent from class, it is your responsibility to check on announcements
made while you were absent.
See the Next Page for the Detailed Schedule
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Course Schedule
(Please refer to this schedule for important deadlines and course progress)
Session
1
Date
16 Jan
Topics
Syllabus; Chapter 1: Global Strategic Management: An Introduction
23 Jan
Ch. 2: Analyzing the External Environment
Case 1: The semiconductor industry: Historical origins and competition in the 1990s (I will
lead the discussion)
Deadline for submitting group members
Assigning group numbers at the end of the class
Ch. 3 Strategic Choices and Positioning
Case 2: Disney around the world (to be discussed by Group 1)
What is in the news? (Group 1)
Chapter 4: Positioning Strategic Choice in a Global Context
Case 3: Store wars: Wal-mart takes on Japan (to be discussed by Group 2)
What’s in the news (Group 2)
Chapter 5: Leverage Competitive Advantage through Global Marketing Strategy
Case 4: Unilever raises its India game (to be discussed by Group 3)
Midterm Exam (covers Chapter 1, 2, 3, 4, 5)
Second half of the class: GROUP TIME
Pick your company, develop a plan and timeline, and divide the task; start to collect
information and develop an outline.
RECESS WEEK
What is in the news? (Group 3)
Chapter 6: Managing Global Sourcing Opportunities
Case 5: Huawei’s generation – the next global supplier? (to be discussed by Group 4)
What’s in the news (Group 4)
Chapter 7: Strategic Alliances
Case 6: Alliance dynamics within NUMMI (to be discussed by Group 5)
Company analysis group project outline due at the beginning of the class
What’s in the News? (Group 5)
Chapter 8: Innovation
Case 7: Samsung (to be discussed by Group 6)
Case 8: Business Ethics Case (sweatshops) (to be discussed by Group 7)
Group project introduction and a video: China or Bust?
What is in the news? (Group 6)
Chapter 9: Implementing strategy using structure and process
What is in the news? (Group 7)
Chapter 11: Financial Statements and Business Strategy
What’s in the News? (Group 8)
Chapter 12: Integrating global strategic management (to be discussed by Group 8)
Group Presentation(Group 1-4)
Company analysis group report due at the beginning of the class
Group presentations (Group 5-8)
Final Exam
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3
30 Jan
6 Feb
4
13 Feb
5
20 Feb
6
27 Feb
6 Mar
7
13 Mar
8
20 Mar
9
10
27 Mar
3 April
11
12
13
14
15
10 Apr
17 Apr
24 Apr
1 May
See next page for Case Analysis Discussion Questions
Case Analysis Discussion Questions
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Chapter 2
Case 1: The Semiconductor Industry – Historical Origins and Competition in the 1990s
1. Use Porter’s five forces model to analyze the industry forces in the 1990s.
2. What are some significant changes since the 1990s in the industry and how that may affect the
five forces?
3. Use George Yip’s globalization drivers to analyze the industry.
Chapter 3
Case 2: Disney around the World
1. What is Disney’s business model in the theme park business?
2. Is this business model transferable? Use Disney’s experience around the world to
illustrate.
3. Is the amusement park a global industry? Why or why not?
4. What strategy should Disney adopt in Shanghai?
Chapter 4
Case 3: Store Wars: Wal-Mart Takes on Japan
1. Analyze the retail industry in Japan. Discuss the favorable and unfavorable factors that
influence the retail sector in Japan (use PEST and five-force industry analysis for
guidance).
2. What type of entry strategy did Wal-Mart pursue in Japan? Discuss the pros and cons of
the entry strategy. What are the advantages and disadvantages of waiting?
3. Analyze the strategies adopted by Wal-Mart in Japan. Do you think it is going to be
successful soon? Why?
Chapter 5
Case 4: Unilever Raises Its India Game
1. Analyze Unilever’s external environment in India using PEST and five-force framework.
2. Discuss HLL’s approach in regard to the following: a) product policy, (b) promotions, (c)
positioning; and (d) pricing.
3. Can HLL continue its successful marketing activities in the future? What needs to be
changed?
Chapter 6
Case 5: Huawei’s Generation – The Next Global Supplier?
1. Evaluate the steps Huawei has taken to establish itself as a major global source for NGN
and 3G.
2. Do you consider Huawei’s current relationship with the Chinese government to be an
advantage or a disadvantage in their aspiration to be a global source? Discuss.
3. If you are a telecom company looking for a vendor, would you like to have Huawei as
your supplier? Why or why not?
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4. If you are one of Huawei's competitors, e.g., Ericsson, or Cisco, do you think Huawei is a
threat to you now and in the future? Why or why not?
Chapter 7
Case 6: Alliance Dynamics within NUMMI
1. What are the potential problems of cross-border joint ventures?
2. How did NUMMI overcome the problems that potentially arise from a partnership
between firms from two cultures?
3. Evaluate NUMMI from the standpoint of the following topics discussed in the chapter:
(a) selection of partners, (b) designing appropriate structures and processes, (c) enhancing
learning and transparency, and (d) designing control and coordination mechanisms.
4. Check the websites of Toyota and General Motors regarding their current financial
profiles. Which company appears to have learned more from this joint venture? Why?
What recommendations would you make for Toyota? For General Motors?
Chapter 8
Case 7: The Seoul of Design
1. What are Samsung’s achievements in the design area?
2. How did Samsung accomplish this level of success? Discuss a set of activities that
Samsung has done in this area.
3. What is gaiatsu? How does it help Samsung?
4. Is the innovative design model carried out by Samsung transferable to other companies in
Korea, in other countries? Why and why not?
Case 8: Business Ethics Case
The discussion questions and the detailed instructions will be on IVLE.
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