INTERNATIONAL BUSINESS - MGMT. 910 (1)
2013 SPRING
Class Meeting Location
Class Meeting Times
Instructor
Office Hours
Office Location
Office Phone
Email
Web Address
AYŞEGÜL ÖZSOMER
Number of Credits
ECTS Credits
Prerequisites
Language
1.50
6
CAS 165
1426
ozsomera@ku.edu.tr
English
Assistant
N/A
Course Description
A political economic analysis of international business; transnational corporations and models of international investment; multilateral
agreements, new regionalism with reference to the European Union, NAFTA and the Asia Pacific blocs; financial crises in emerging
markets and the reform of the IMF.
Course Objectives
Globalization has changed the dynamics of business irrevocably. Today?s companies must operate on a much larger scale and in an
environment of global competitiveness where product development, market needs, customers targets must take into account multiple
cultures, collaborations and regional developments. Even for companies that do not intend to ?go abroad,? the entry of foreign
companies into their home markets makes a better understanding of global strategy a necessity if not a requisite for survival.
My goal in this course is to introduce you to concepts, frameworks, and analytical tools necessary to develop an effective global
strategy. Class topics will reflect the current realities and agenda of a global marketplace. In particular, we will try to understand why
some organizations prosper while some other ?similar? ones may struggle or even exit. The questions we will address are: Why do
firms go abroad? What differentiates a global from a multi-domestic industry (firm)? How does a multinational enterprise play the
global chess game? Why and when do/should companies engage in cross-border strategic alliances, cross-border mergers and
acquisitions? What are the associated risks and how to guard against them? What is the potential role of foreign subsidiaries in the
MNE?s global strategy? How do companies design an optimal global structure? How do companies ensure coordination between the
headquarters and its subsidiaries, as well as among subsidiaries? How do companies manage strategic change from one type of
global strategy to another?
Learning Outcomes
? The need for a holistic approach to the analysis of global strategies.
? Analytical approaches to strategy which are consistent with this holistic approach.
Knowledge and understanding:
After completing this course the student will have:
? Knowledge and understanding on roles and responsibilities of different units within the MNC (HQ, Subsidiaries, CoM).
? Knowledge in strategic planning techniques and tools for strategic analysis including templates.
? An understanding of the application of these techniques in a global context.
? Familiarity with many examples of successful and less successful strategies.
? Extensive knowledge of industry cases and major types of strategic decisions.
? Understand the mindset, skills, and experience necessary to become a global manager.
Cognitive and Subject Specific Skills mastered upon completion of course:
? Ability to conduct a strategic analysis in a global setting.
? The ability to take a holistic approach to the application of analytical templates and other techniques.
? The knowhow to obtain and analyze information which will aid decision making.
? The ability to analyze cases which reflect the realities of a global business situation.
? Extensive experience in working in multi-cultural teams.
Key Skills:
Students on completion of the course will have:
? The ability to rapidly structure ideas and presentations both as individuals and as
members of a team.
? The ability to shift material quickly and efficiently, and to structure it into a coherent argument.
? The ability to research material related to companies and business context under pressure of tight deadlines.
? Organizational abilities in relation to teamwork including presentation and report writing skills.
Teaching Methods
The classes are organized around lectures, case analyses, and class discussion. The chapters will give you a broad understanding of
concepts and theory relevant for that day?s topic. Together, the readings, the lecture and cases will give you a broad picture of what
global strategy is all about.
The course contains one competitive case session. Preparatory questions will be assigned along with all teaching case sessions.
Students are expected to analyze the case within their working group before coming to class and to prepare a five-slide PowerPoint
presentation summarizing their key findings. The slides form the basis for the student assessment, as well as the discussion of the
cases in class. In the competitive case session, two groups (thus, competing session) will
be asked to present their analysis and strategic recommendations for the case at hand. Students will also need to provide a written
case analysis four days before the presentation, which will be made public to the course for comments and critique. Non-presenting
students will be asked to provide a comment and question to the presentation prior to the session which will form the basis for their
participation mark.
Competing Case Assignments:
Each student group is expected to hold one competitive presentation. Assignment to groups and sessions will be done in the first
lecture. The case assignment consists of two parts: A written case report (1000 words), to be handed on Tuesday the week before the
session and which will be made public to the class, and the actual presentation on the day of the lecture. Both the verbal presentation
and the submitted overall report will be assessed.
Course Contents
Session Starting
Number Date
4
4
3
3
1
Topics
Topic: The Global Economic Context and the Globalization of Industries Learning Objectives: After attending
this session you should be able to understand how global the world economy has become and what
implications that has for companies (Chapter 1) and undertand globalization at the industry level (Chapter 2).
26/02/2013 This session asks and answers the following questions: What is a global industry? What are the driving forces
behind the globalization of industries? and What explains the dominance of particular countries or regions in
global industries? Readings: Chapter 1 "Competing in a Global World", de Kluyver Chapter 2 "The
Globalization of Companies and Industries," de Kluyver
Topic: Global Value Creation and Business Models Learning Objectives: After attending this session, you
should be able to understand generic strategies for creating global competitive advantage, ranging from
adaptation to aggregation and arbitrage (Chapter 3). This session also introduces the concept of a business
26/03/2013 model to define global strategy formulation as changing or adapting a company?s core (domestic) business
model to achieve a competitive advantage as it globalizes its operations or presence (Chapter 4). Readings:
Chapter 3 "Generic Strategies for Global Value Creation" Chapter 4 "Global Strategy as Business Model
Change"
Topic: Which foreign markets to enter, why, when, how and in what sequence? Competing Case: TBD
Learning Objectives: After attending this session you should be able to understand globalization decisions that
have to be made about a particular component of a company?s business model or a core competency
16/04/2013 associated with that component. Chapter 5 looks at decisions regarding which foreign markets to enter and
why, when, and how to enter them. In other words, the chapter is about target-market selection and the timing
and mode of market entry. Chapter 6 discusses the globalization of the company?s core offerings and
introduces the concept of a value proposition globalization matrix to guide strategic thinking. Readings:
Chapter 5 "Target Markets and Modes of Entry" Chapter 6 "Globalizing the Value Proposition"
, Topic: Global Branding and Globalizing the Value Chain Learning Objectives: After attending this session you
should be able to understand global brands and global branding, very important core competency and building
07/05/2013 blocks of a global strategy (Chapter 7). You will also understand the globalization of the value-chain, from
research and development, to product development, to manufacturing, to distribution, to after-sale service
(Chapter 8). Readings: Chapter 7 "Global Branding" Chapter 8 "Globalizing the Value Chain Infrastructure"
16/05/2013 Exam, Take home
Assessment Methods
Type
Description
Individual/Group
Case Analysis
Analysis
Other
Class Participation
Final Exam
Total
Final Grade, %
30
30
40
100
Workload Breakdown
Type
Description
Hours
Group Work
Exam
Independent
Study
60
40
Total
185
85
Sources
Links
New York Times Washington Post CNN Interactive News Fortune Global SOO Statistical Abstract of the USA Stat-USA
Databases The World Factbook (CIA) Useful Link for IB Topics Global Edge Resource Desk Going-GJ()ba! Advertising Age
International Foreign Exchange Rates Economic Statistics Briefing Country Information Country Reports International Laws
Culture and Languages Various International Links JETRO White Paper http://www.nytimes.com/
http://www.washingtonpost.com/ http://www.cnn.com/ http://www.pathfinder.com/fortune/global500/ http://www.census.gov
http://www.stat-usa.gov/stat-usa.html www.odci.gov/cia/publications/factbook/ http://wtfaculty?
wtamu.edu/~sanwar.bus/otherlinks.htm http://globaledge.msu.edu/ibrd/ibrd.asp http://www.going-global.com/
http://adage.com/international/daily/index.html http://pacific.commerce.ubc.ca/xr/today.html
http://www.whitehouse.gov/fsbr/esbr.html http://www.yahoo.com/regional_information/countries http://www.countryreports.org/
http://lexmercatoria.net/ http://gamma.sil.org/ethnologue/ http://csf.colorado.edu/isa/sections/io/internet.html
http://www.jetro.go.jp/it/e/pub/whitepaper/2002/
Recommended Readings
You can find material on Global Strategy Strategic Management Journal, Journal of International Business Studies, Journal of
World Business, and the main strategy journals. Country reports are provided by the Economist Intelligence Unit, OECD, the CIA
and the World Bank.
Required TextBooks
Global Strategy (V1.0), by Cornelis de Kluvyer, available at http://2012books.lardbucket.org/books/global-strategy/s01preface.html.
Other
N/A
Academic Dishonesty
Academic honesty and trust are important to all of us as individuals and professionals, and they are encouraged and promoted by the
honor system. To create an honest and trustworthy environment, where credit is given to those who deserve it, you and I and all those
at Koç University need to work together. As your professor, I share the commitment to the ideals of the honor system. This means I will
strictly enforce University rules and policies on academic honesty in this class. I will not tolerate cheating, plagiarism, collusion or any
other form of dishonesty. The following is a guideline of what constitutes cheating, plagiarism and collusion. Make sure to refamiliarize yourself with these. I will not accept any excuses!
For individual assignments, collaboration among students is only acceptable in the brainstorming phase where possible approaches
to the assignment are discussed. Once a student starts working on an assignment, that student should cease all inter-student
communications related to the assignment.
For group assignments, collaboration among groups is only acceptable in the brainstorming phase where possible approaches to the
case are discussed. Once a group starts computations on an assignment, that group should stop all inter-group communications
related to the case.
It is especially highly inappropriate to share (ask for as well as provide) drafts, spreadsheets, or completed reports with anyone who is
not authorized to work with you on that assignment before all reports are handed in. (Note the two way responsibility in the above
statement.) Such actions constitute collusion and are serious offences of academic dishonesty.
statement.) Such actions constitute collusion and are serious offences of academic dishonesty.
Seeking out (by using any means including searching the internet) and using a previously prepared case report or solution to guide
your analysis of these assignments at any stage is equally unacceptable and constitutes cheating. In addition. students and faculty
adhere to the following principles of academic honesty at Koç University:
1. Individual accountability for all individual work, written or oral. Copying from others or providing answers or information, written or
oral, to others is cheating.
2. Providing proper acknowledgement from original author. Copying from other student?s paper or from another text without written
acknowledgement is plagiarism.
3. Study or project group activity is effective and authorized teamwork. Unauthorized help from another person or having someone
else write one?s paper or assignment is collusion.
All students are expected to adhere to the principles of ACADEMIC HONESTY at Koç University. Cheating, plagiarism, and collusion
are serious violations of academic honesty and will result in an F grade and disciplinary action