Permalink
2013/2014 BA-HA_HU5P International marketing management – Strategic thinking for managing and marketing in a global economy
| English Title | |
| International marketing management – Strategic thinking for managing and marketing in a global economy |
Course information |
|
| Language | English |
| Exam ECTS | 7.5 ECTS |
| Type | Elective |
| Level | Bachelor |
| Duration | Summer |
| Course period | Summer
Please check www.cbs.dk/summer for the course schedule. |
| Time Table | Please see course schedule at e-Campus |
| Study board |
Study Board for BSc in Economics and Business
Administration
|
| Course coordinator | |
|
|
| Main academic disciplines | |
|
|
| Last updated on 07-05-2013 | |
| Learning objectives | |||||||||||||||||||||||||||||||||||||
Students are expected to:
|
|||||||||||||||||||||||||||||||||||||
| Course prerequisites | |||||||||||||||||||||||||||||||||||||
| Students must have completed a basic Principles of Marketing course and Principles of Management Course. | |||||||||||||||||||||||||||||||||||||
| Prerequisites for registering for the exam | |||||||||||||||||||||||||||||||||||||
|
Compulsory assignments
(assessed approved/not approved)
Mandatory Mid-term Assignment: Students must analyze the Porsche Case and present a 3-5 Page write-up no later than the 9th meeting of the class. I will provide an outline and questions. |
|||||||||||||||||||||||||||||||||||||
| Examination | |||||||||||||||||||||||||||||||||||||
|
|||||||||||||||||||||||||||||||||||||
| Course content and structure | |||||||||||||||||||||||||||||||||||||
| All business is global -
domestic markets are merely segments of an interconnected global
environment. With the advent of the Internet, many firms are
'born global' and from their inception, they serve
customers and employ workers beyond their national borders.
Nonetheless, many of the world’s major global players have evolved
over time from domestic to multi-domestic (multinational) to
global. Global firms differ from others not because of their
organizational charts, but rather because they adopt a strategic
perspective from which they seek opportunities across the globe
along all links of the value chain. Global managers
understand that the boundaries of political maps defined by
countries, while convenient, do not capture the complexities of a
truly integrated, global economy.
The course is designed to introduce students to the basic theoretical models of global strategic management through which they themselves can develop a global strategic perspective. The course's development of personal competences: Everything everywhere takes place against the backdrop of culture. Too often, students and managers throw up their hands and attribute differences and misunderstanding to the mysteries of something called 'culture'. One of the main goals I have in teaching this course is to demystify notions of culture. Often, culture is presented in terms of customs and traditions that are sacred and sometimes exotic. Indeed, I believe taking the time to understand the genesis of these traditions leads to the conclusion that, within the local context, they make practical sense. That is, most customs and traditions have their beginnings in solving mundane problems. For example, while beer is an important aspect of northern European culture, one may trace its earliest origins to solving the problem of the lack of potable water centuries ago. This is product related example. The development of formalized hierarchies that underlie management structures in Confucian Asia may be understood in the context of managing extremely large populations in the face of scarce resources. A perfect example would be the development of Japanese honorific forms of address and rigidly structured hierarchical organizations. By taking this course, students should become more comfortable asking questions about why cultures develop the way they do and to understand how they make sense in their local contexts. Beyond developing a better understanding of cultures, students should become comfortable using existing theoretical models for analysing comparative and competitive advantages of different countries, regions, and attractiveness for making value-chain-related strategic management and marketing decisions related to market selection, development, diversification, and growth. |
|||||||||||||||||||||||||||||||||||||
| Teaching methods | |||||||||||||||||||||||||||||||||||||
| The course will include lectures,
case studies, videos, and project work. The videos presented focus
on such contemporary issues facing students in terms of the rising
power of the BRIC countries (Brazil, Russia, India, and China) as
well as other emerging economies such as Turkey, and the changing
demographic profiles of Europe and North America as populations
have become more mobile.
In addition, the students will work with secondary data sources to conduct a country screening exercise for market entry decisions. This will be the basis for the take-home final examination project discussed below. Preliminary Assignment: To help students get maximum value from ISUP courses, instructors provide a reading or a small number of readings to be read before the start of classes with a related task or tasks in the first two classes in order to 'jump-start' the learning process. Students must read the three articles from the popular press listed below that outline the positioning and competitive advantages of three leading companies in the global smartphone industry: Apple, Samsung, and HTC. Links are presented below. Please make sure to read them prior to the first day of class. Specifically, I will ask you to describe why each company is unique, what it has to offer, what the basis of their competitive advantages are, and what you suggest they do to remain competitive. There are lots of other articles on the web concerning competition in the smartphone industry and you are encouraged to bring them to add to the class discussion. http://business.time.com/2013/03/18/why-samsungs-challenge-to-apple-and-google-could-be-great-for-consumers/ http://www.nytimes.com/2013/02/11/technology/samsung-challenges-apples-cool-factor.html?pagewanted=all&_r=0 http://pogue.blogs.nytimes.com/2013/04/10/the-htc-one-deserves-its-place-in-the-spotlight/ |
|||||||||||||||||||||||||||||||||||||
| Expected literature | |||||||||||||||||||||||||||||||||||||
|
Course Text litterature:
|
|||||||||||||||||||||||||||||||||||||
Last updated on
07-05-2013