Strategies in International Business - spec: International business

6 sessions consisting of lectures and obligatory presentations by students on international business strategy cases of their choice. The topica of consecutive sessions are as follows: (1) Introduction to business strategy; (2) Business competitiveness and growth; (3) Market entry strategies; (4) Trade-based and investment-based strategies; (5) Competition dynamics; (6) Final conclusions. The purpose of all lectures is to provide students with the most essential practical knowledge of concepts and processes involved in the formulation and implementation of the most frequent types of corporate strategies. Each lecture will refer to actual case studies in order to assess the effectiveness of the strategies applied. On this basis the students will make their own obligatory presentations of cases of their own choice for discussion by the group.

Course code ECB5SE16EC-Z17

EC-B5SE/EBM/1

Academic year Winter term 2018/19

Language of instruction English

Institute coordinating the course

(VU institute’s name) Economy

Field of study Economics and business

Degree profile

(general academic or professional profile) General academic

Mode of study

(full-time and part-time studies) Full-time

Level of study

(first level/second level studies, postgraduate studies) First level

Teaching methods

(lecture, lecture and practical classes, discussion session, laboratory classes, seminar, workshops, e-learning) Workshop

Number of student teacher contact hours per semester

(guided learning hours) 15 hours

A. Course overview (prerequisites, course objectives, learning outcomes, assessment methods, reference to field specific learning outcomes, course content)

Prerequisites

(VU courses or competences) Basic knowledge of: micro and macro economics and international economic relations

CONTENTS OF THE COURSE:

Session 1: International business strategy outline.

A. Housekeeping issues. presentation and discussion of the syllabus.

B. Substantive part: Introduction to the subject: recollection of selected principal concepts and definitions used in international business strategy formulation and execution. International environment. “Adidas” and “Apple” case studies. Institutions and systems. Presentation and discussion of the case of Middle East petroleum business as an example of a comprehensive business strategy. [2.5 hrs]

Session 2: Competitiveness and growth.

Starting business. Firm’s resources. Firm’s position. Motivations for different strategy options. Entry strategies. Competitive behaviour. “Lego” case. Firm’s survival and expansion.

Presentation and discussion of 5 cases chosen by students (free choice of strategy areas). [2.5 hrs]

Session 3: Market entry strategy.

Ways and means to enter foreign markets. When, where and how to enter. Institutional and operational aspects of entry strategy.

5 student presentations on international and global marketing strategies

[2.5 hrs]

Session 4: Trade-based and investment-based strategies.

Trade based business expansion, its advantages and disadvantages. International investment; facts and figures. Greenfield, joint-ventures, mergers, partial and full acquisition, strategic partnerships.

5 student presentations on investment-based strategies. [2.5 hrs]

Session 5: Dynamics of competition.

Practical aspects of business strategies. Operation, organization, innovation in MNEs. Competition and collusion. Regulatory framework.

5 student presentations on management-based strategies. [2.5 hrs].

Session 6: Final discussion.

The remaining student presentations.

Brief comments on issues not covered in the preceding sessions, including

business cultures, knowledge management and some social aspects of business strategy. Final conclusions from the workshop.[ 2.5 hrs]

The quality of the obligatory 10-minute presentation of a case study on international business strategies of countries or individual operators shall be the basis for the final credit. Regular participation and activity during discussion sessions (questions, comments) will also be recognized.

PowerPoint presentations in classes, reproduced on the Vistula Moodle

Obligatory:

M.Peng; M.Klaus, International Business, Cengage Learning EMEA, 2016

Supplementary:

Paul R.Krugman; M. Obstfeld International Economics: Theory and Policy,2012 [ Chapters: 2: 6; 7; 8; 9; 13; 15; 16; 17; 18; 20; 21]

Course objectives

(in the area of knowledge, skills and social competences) ;

Knowledge: basic features and operational rules of international business; international strategies at the level of corporate structures aimed at securing access to resources and markets, international investment; promotion and defence of essential interests of important economic sectors; establishing market identity of firms and products; case studies

Skills: developing students’ capacity to analyse, present and discuss international economic developments and policies and relate them to essential public policy and corporate objectives in international business

Competences: improvement of students’ ability to understand and evaluate international business and its practical performance from the perspective of individual enterprise and to propose and explain the practical actions and measures which may sustain and promote national and corporate economic interests.

Assessment methods: presentations, credits for individual activity

Expected effects:

(1) Advanced knowledge of theory and practice of business policy planning and execution; ; international economic relations; highlights of the present situation of international trade, production and financial flows; guidelines on international business management 

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(2) Development of skills necessary for the analysis and presentation of problems affecting public policy and economic practice in external business environment (practical aspects of interface between general policies and corporate business behaviour.

(3) Improving individual ability to identify and assess the goals and means of national and corporate business policies. Obligatory individual presentations of actual business strategy cases will be the essential part of the workshop and the basis for student’s evaluation.

(4) Students should be able to formulate and publicly present the assessment and basic conclusions regarding the issues discussed at the workshop.

(1) Quality assessment of obligatory presentations

(2) Credits for activity in discussions

(3) Credits for regular attendance