A26E03101 - International Strategy, 01.06.2020-17.08.2020
This course space end date is set to 17.08.2020 Search Courses: A26E03101
Topic outline
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Course Description Draft - subject to changes FilePDF document
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How to find e-articles? FilePDF document
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Course objectives, Style and Outline
What is international business?
What does internationalisation mean?
Read HousingAnywhere.com -case -
How to enter foreign countries? What is the role of a subsidiary as part of a MNC? How to establish and lead a subsidiary effectively?
Peng, M. and K. Meyer. 2011. Building Global Strategies (Chapter 14). In M. Peng and K. Meyer. International Business. Cengage: London, UK. pp. 421-451.
Bartlett, C. and S. Ghoshal. 1986. Tap your subsidiaries for global reach. Harvard Business Review, (November-December): 87-94.
http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=4147986&site=ehost-live&authtype=sso&custid=ns192260
Panda A+ B Case
Questions for the Panda Case
1. Make an assessment of Panda’s operations and organization in Belgium including an examination of the company’s financial performance and position. What is your assessment of Jan Winkler’s managerial skills?
2. Which of the two presidential candidates should Jan Winkler hire?
3. What is your assessment of the job description in Exhibit 7?
4. How close should the relationship be between Panda in Europe and its new US subsidiary? Who should make contact, how often, and to discuss what types of issues?
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How to enter foreign countries? What is the role of a subsidiary as part of a MNC? How to establish and lead a subsidiary effectively?
Silvio Napoli Case
Questions for the Silvio Napoli Case:
1. Was Silvio the right choice for general manager of Schindle India’s operations?
2. As Luc Bonnard how would you evaluate Silvio’s first seven managers as general manager of the Indian company? What advice would you offer?
3. What advice would you give Silvio regarding his decision on the nonstandard glass wall elevator that has been ordered?
4. How should he deal with the challenges he is facing over transfer prices and limited technical cooperation from the European plants?
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VISITOR Sales Manager Olli-Pekka Holamo. Please check www.flexmill.fi before the lesson and prepare questions on their internationalization based on what you have learnt on internationalisation models.
How does internationalization of small firms differ from large ones? What are born globals (also known as international new ventures)? What do they do differently and why. Prepare for a class discussion on how as an entrepreneur you may internationalize from the day one.
Schrage, M. 2016. The Best Entrepreneurs Think Globally, Not Just Digitally: Harvard Business Review. (March) https://hbr.org/2016/03/the-best-entrepreneurs-think-globally-not-just-digitally
Kerr, W.R. (2016) Harnessing the Best of Globalisation. MIT Sloan Management Review 58 (1) 58 – 67.
Optionals:
Isenberg, D. 2008. The Global Entrepreneur: Harvard Business Review. (December): 107-111. https://hbr.org/2008/12/the-global-entrepreneur (optional)
Kuemmerle, W. 2005. The Entrepreneur’s Path to Global Expansion: MIT Sloan Management Review. (Winter) http://sloanreview.mit.edu/article/the-entrepreneurs-path-to-global-expansion/ (Optional)
Kudina, A., Yip, G. & Barkema, H. 2008. Born Global: London Business School Review. Accessible at https://www.london.edu/faculty-and-research/lbsr/born-global#.V_eSAvmLTIU. (Optional)
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Visitor: Päivi Käri-Zein: Management practices and international negotiations in different countries
Please read before the lesson:
1) Sebenius, J. (2002) The hidden challenge of cross-border negotiations, Harward Business Review (March) 76-85
2) Francesco, M.A. and Gold, B.A. (1998) Culture and organizational behavior, ch 2, in International Organisational Behavior, Upper Saddle River, Prentice Hall
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What are the advantages and disadvantages of different entry modes and internationalisation strategies? How to enter foreign countries? Foreign operation modes – what are the different ways to classify them, how to use them effectively?
Hill C.(2002) Mode of Entry and Strategic Alliances, ch 14, pp. 512-539. in International Business, Singapore: McGraw Hill
Birkinshaw, J. & Hood, N. (2001) Unleash innovation in foreign subsidiaries, Harward Business Review, 131-137 http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=540037&site=ehost-live&authtype=sso&custid=ns192260
Birkinshaw, J. & Fry, N. 1998. Subsidiary initiatives to develop new markets. Sloan Management Review, (Spring): 51-61.
Bouquet, C. Birkinshaw, J., and Barsoux, J.-L. 2016. Fighting the "Headquarters Knows Best Syndrome" Sloan Management Review, 57(2): 59-66.
https://search.proquest.com/docview/1753248725?accountid=27468
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Your chance of getting feedback on your preliminary ideas of your individual report outline.
Questions and answers relating to the individual report – prepare yourself!
Focus of your report part b, key ideas, timeline for completing the report.
Today, 3rd August, we'll start together at 18.15.
Before that, please check the results from the grades and feedback section and ensure that I have not forgotten anything and that you understand my comments per each exercise. However, I'll give some general comments when we start to explain before we can go to the checking part.
At the latest at 19.00 we start to have peer discussions per group. I'll join the group discussions follwowingly (hopefully everybody participates.)
Groups are
19.00 -19.15 Nadia, Floris, Lauri and Katri
19.15-19.30 Petri, Melina, Marja and Trang
19.30-19.45 Heidi, Katariina and Sven
19.45-20 Markus, Jing and Enni
20-20.15 Annaleena, Juha, Henni
20.15 - 20.30 Nora, Sampo and Marjut
20.30 - 20.45 Anna, Naomi, Elise
When I am not present, the idea is that the group shares their progress sofar and makes a personal action plan for everybody so that this exercise is done at the latest on 31st August 2020. Discuss for example:
What is the possibility? Why it is important and interesting?
What is the market (why this one, describe the market)?
What is the company (why this one, what is their internationalisation strategy and how the possibility relates to that one, describe the company and how it can take use of the chosen possibility?
What is the chosen internationalisation operation mode? Why this one? What are its pros and cons compared to minimum two other ones? (Check the course material, FOB slides and Hill's articles especially)
How do you plan to go forward - what is the action plan? (Check Hill's articles from the course material once again, and the net is full of exports plans models. Pick up one and adapt it to the mode chosen in order not to miss discussing any important points.)
Any other business
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Some more clarification to the individual final report:
Everything said in the Course Description is still valid, this tries only to add some help to you.
- It was discussed on 3rd August that you can add max 2 pages to the part B if needed, so the length should be 4-7 pages.
- Please have sections describing
o the opportunity – why it is important and interesting
o the country from the opportunity’s point of view – demand, competition, stake holders, …
o the company from the opportunity’s point of view. Remember also to relate the opportunity to the internationalisation/ international strategy of the firm
o the internationalisation modes (minimum three with pros and cons, choose one and justify the choice with the course material)
o the action plan (= what the co should do to implement this entry mode, what to take into account in order to grasp the opportunity and execute it well. Consider issues related to the international business strategy, designing of the management of foreign operations). For this part, you can use for example the Hill chapters from the course material and google from the net some exports plan models and adapt them to your needs, to have a list of important issues for the content of the action plan
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Location choice and how to attract firms to a country?
VISITOR Chief Business Development Officer, Defence, DA-Group, Kristian Tornivaara: Global Access for a Defence Industry Startup.
We have a change in today's programme: we'll start with the articles and Kristian will join us at 19.00.
Please prepare questions based on what you have learnt on internationalization. Check https://www.da-group.fi/sectors/defence/products/
Look specifically at the table on p. 53 of John Dunning’s article and be prepared to discuss what the location variables are in 2010s – what has changed? Porter and Rivkin’s article may provide some food for thought, but use your own knowledge,
too.
Readings
Shenkar & Luo. 2004. International Location Selection (in Chapter 10), pages 260-269. International Business. Hoboken: John Wiley & Sons.
Dunning, J. 1998. Location and the Multinational Enterprise: A Neglected Factor? Journal of International Business Studies, 29 (1): 45-66. https://aib.msu.edu/awards/Dunning%20paper.pdf
Porter, M. & Rivkin, J. 2012. Choosing the United States: Harvard Business Review. (March): 80-93. https://hbr.org/2012/03/choosing-the-united-states
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Mergers and acquisitions as internationalization strategies.
Canafin M&A Case
Marks, M. and P. Mirvis. 2001. Making mergers and acquisition work. Academy of Management Executive, 15(2): 80-93.
http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=4614947&site=ehost-live&authtype=sso&custid=ns192260
Bamford, J., D. Ernst, and D. Fubini. 2004. Launching a world class joint venture. Harvard Business Review, (Feb): 91-100. http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=12109120&site=ehost-live&authtype=sso&custid=ns192260
Optional Reading: Cliffe, S. 1999. Can this merger be saved. Harvard Business Review, (Jan-Feb): 28-44. http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=1405433&site=ehost-live&authtype=sso&custid=ns192260
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Exporting and global trade in general;
Product exporting compared to service exporting
Familiarize yourself with the export patterns of Finland and how they have changed over time. Prepare for a discussion on why, how and where to companies export. What are the advantages and disadvantages of exporting? How does global trade affect climate change?
Czinkota, M., Ronkainen, I. & Moffett, M. Entry and Expansion (Chapter 11), pages 348-377. International Business. Mason: Thomson South-Western.
Manyika, J.& Lund, S. (2019) The next era of globalisation will be shaped by customers, technology and value chains. Harvard Business Review. 12.2.2019
Onder, H. (2012) What does trade have to do with climate change? VoxEUorg. Prtal of the centre for economic policy research
Optional:
Czinkota, M., Ronkainen, I. & Moffett, M. Marketing (Chapter 14), pages 468-503. International Business. Mason: Thomson South-Western.
Finnish Export Statistics (to be provided separately).
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Global supply chains, global sourcing and the logistics related to managing supply chains, sustainability issues, global outsourcing of service operations and offshoring
Last questions and answers - Feedback of the course
Readings:
Czinkota, M., Ronkainen, I. & Moffett, M. Logistics and Supply-Chain Management (Chapter 16), pages 526-559. International Business. Mason: Thomson South-Western.
Handfield, R.B. and Nichols Jr., E. L.. (2004), ‘Key issues in global supply base management’. Industrial Marketing Management, 33, pp. 29-35. http://www.sciencedirect.com.libproxy.aalto.fi/science/article/pii/S0019850103001081
Swartz, J. 2010. Timberland's CEO on Standing Up to 65,000 Angry Activists: Harvard Business Review. (September). http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=52999791&site=ehost-live&authtype=sso&custid=ns192260
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Please answer the feedback questionnaire.
Some feedback to your feedback:
- thank you all first for the course - now when we do not meet any more I miss you!
- most of you felt that the course supported your learning - great! As the first full online course I ever taught I think this was a great achievement!
- many of your were commenting on the work load. The course is for 160 hours. I wish you count your hours used - and I bet you did not use 160 hours for this course. If you did, please send me an email :) I'd like to make a survey on this :)
- some were complaining of the old articles and cases - some are like classics as some of you had realised but I'll take this up with the person responsible of choosing the materials
- some of you were complaining that we did not provide you with pdfs. We are not allowed to - we can tell you wherefrom they can be found but we are not allowed to give the pdfs
- some of you were complaining of the questions coming during the lesson - I'll see what I can do in the future. However, when the course is full of so different backgrounds it is difficult to decide on clear tasks beforehand - I feel I need the possibility of adapting to the class. But I promise to think more of this.
- I cannot recognise the "lot of changes" -I would be happy to if you could send emails to explain what you mean.
- please, during later courses you participate, if you feel that others have not read the materials and it prohibits your learning, please inform the teacher.
However, I am happy of all the many positive comments related to the content, pedagogics, teaching and visitors and your own learning :) I wish you all very many nice Aalto courses in the future!