INTERNATIONAL BUSINESS STRATEGY 國際企業經營策略 National Taiwan University College of Management Graduate Institute of International Business Spring 2010 Instructors: Hwang Jan-Hong, Peter Time: 14:20-17:20, every Wednesday Classroom: BLDG. 2 COLLEGE OF MANAG (管二 206) Office Hours: by appointment Contact: Tel.: 02-33669769 e-mail: COURSE DESCRIPTION: This course attempts to develop an understanding of international business strategy and the business environment in the Asia-Pacific region. The first part of the course covers firm level strategies including global expansion, international alliance, international mergers and acquisitions, foreign direct investment and outsourcing. The second part of the class introduces socio-cultural, economic, and political underpinnings of growth and development in the Asia-Pacific region. The economic, political and social institutions that evolved in the region are emphasized. The course is expected to be interactive and student participation will be an integral part of the class. EVALUATION: Your grade will be determined based on the following criteria • • • • Class Participation 20% Class activities 40% (including case presentation and class exercise) Group Project 20% End of term EXAM 20% GENERAL GUIDELINES: Students are expected to be familiar with the basic concepts of strategic management and international business. It is hoped that all of you have taken functional courses and, hopefully, corporate strategy as well. This is a discussion-oriented class where all students are expected to participate. The text and the readings cover many of the issues and challenges in depth and provide structure for the discussion in class. You are expected to read all of the assigned materials before class and to be prepared to discuss them. Please also inform me if you must be absent, leave the class early, or arrive late for professional reasons. Please turn off your mobile phones while you are in class. Unless it is absolutely essential, please refrain from leaving the class in the middle of a discussion. Case: see below Class Exercise: see below Group Project: will be addressed in the introduction of the course. COURSE SCHEDULE AND READINGS Topic W1 • Introduction • Asia Rising • Cultural differences: East and West W2 • Global Expansion: Motivation and Mindset W3 Reading 1. Asia's Reemergence' Steven Radelet, Jeffrey Sachs, Foreign Affairs, New York, Nov/Dec, 1997, Vol. 76, Iss. 6. 2. The Myth of Asia’s Miracle”, Paul Krugman (http://web.mit.edu/krugman/www/myth.html ) 3.“The challengers” (Emerging market multinationals), The Economist, 12 January 2008. Class activities: Forming Groups 1. Bartlett, Ghoshal, and Birkinshaw, Expanding Abroad: Motivations, Means, and Mentalities in Transnational Management, Chapter 1 2. Bartlett, Ghoshal, and Birkinshaw, 1-1, The Tortuous Evolution of the Multinational Corporation. Case discussion: Acer Inc.: Taiwan’s Rampaging Dragon (Harvard Business School, 9-399-010) 1. What motivated Acer to enter the US market? 2. Did Acer have a strategic intent (long-term)? What was it? Does it make sense to you? 3. How do you assess the risk of entering US? (Could Acer bear the losses if it fails?) 4. Do you think Acer could have successfully integrated Altos at the time? 5. Should Mr. Shih go for the Aspire project? 6. How to improve Acer’s strategic move of going global in hindsight? Class Exercise 1. Compare and contrast Asia with other major economic entity(ies) in terms of the economic prospect. • Global Expansion: identifying, Building and Leveraging Capabilities 1. Bartlett, Ghoshal, and Birkinshaw, Developing Strategic Capabilities: Building Layers of Competitive Advantage, Chapter 3 Case discussion: Komatsu Limited (BGB, Case 3-2) 1. What are Komatsu’s core competences? 2. How Komatsu develop its capabilities over time? 3. How should Komatsu compete in the future? W4 Class Exercise–Global Expansion: Motivations and Mindset Find a company that has expanded internationally. 1. Elaborate and assess the motivation of this company’s global expansion. 2. Do you think this company is ready for global expansion? • Global gamesmanship and market entry 1. McMillian, I., Ven Puten, A. and McGrath, R. 2003. Global Gamesmanship. Harvard Business Review. Case discussion: W5 Dell Computer Corp.: Investment in Malaysia as a Global Strategic Tool 1. Why should Dell go global? What is Dell’s strategy in globalization? 2. How does the global strategy work for the interest of Dell? 3. Why did Dell choose Malaysia? Class Exercise–Global Expansion: Identifying and Building Capabilities Find a company that has expanded internationally. 1. What are the capabilities that are necessary in order to make the global expansion a success? 2. In your opinion, how did this company developed its capabilities over time? 3. How their capabilities facilitated globalization and how globalization enhanced their capabilities? • International Alliance 1. Engaging in cross border collaboration: managing across corporate boundaries BGB, Chapter 6 (pp. 559-573) 2. Hamel, G., Doz, Y.L. and Prahalad C.K., Collaborate with your competitors and win (BGB, pp. 640-647). Case discussion: Eli Lilly in India: Rethinking the Joint Venture Strategy 1. Did Eli Lilly pursue the right strategy to enter the Indian market? 2. How would you assess the overall performance of the JV? 3. What did the partners learn from the JV? W6 Class Exercise-Global gamesmanship and market entry Find a company that has expanded internationally. 1. Identifying the market entry strategy of this company. 2. Do you think the company has chosen the best route to expand into international markets? W7 Holiday • M&A (Cross-Border M&A) W8 1. Goold, M & and Campbell, A.1998. Desperately seeking synergy. Harvard Business Review. Case discussion: HSBC Holdings Class Exercise– Analyzing an International Alliance Find an example of a company that has successfully pursued an alliance strategy in recent years and identify the potential benefits and costs from this alliance. 1. Assessing the potential for the company to create 2. 3. 4. 5. W9 value through this alliance. How is the alliance structured? What roles do the partners play in managing the alliance? What problems do you expect to occur in managing the alliance? What mechanisms could be adopted to prevent these problems? What criteria would you use to evaluate the alliance? Mid-term • FDI, Outsourcing and globalization 1. “Gravity's pull” (Information Technology in India), The Economist, 15 December 2007 Case discussion: Infosys Consulting in 2006: Leading the Next Generation of Business and Information Technology Consulting, (Stanford, SM-151, 05/16/06) 1. How well is Infosys Technologies doing? What is the company’s strategic position in the IT industry and what are its distinctive competencies? 2. How would you characterize and evaluate the most important strategic options confronting Infosys Technologies? 3. Does Infosys Technologies’ move into the IT consulting market make strategic sense to you? W10 Class Exercise– Analyzing a Cross-Border M&A Find an M&A case that you are interested in. 1. What motivates the M&A? 2. What are the costs involved in integrating the two companies? 3. In your opinion, do you think the M&A make sense? If not, what should have been the correct strategy for the acquirer? W11 W12 • Regional Integration: ASEAN Survey of Southeast Asia (Economist, February 12, 2000) China and Taiwan Survey: China, The Economist. March 23, 2006 W13 Japan Survey: Japan, The Economist. Oct 6th 2005 W14 India Survey: Business in India. The Economist. June 1st 2006 W15 Korea Survey: South Korea, The Economist, April 19th, 2003 W16 Group Presentations W17 Group Presentations W18 Final