MBA(IB)

Kolkata 2016-18

Dr. K. Rangarajan
[Link]@[Link]

[INTERNATIONAL BUSINESS STRATEGY]

Course Book for the MBA (IB) Kolkata Programme. It is for the exclusive use of the students and
academic purposes only.
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 INTERNATIONAL BUSINESS STRATEGY

COURSE COORDINATOR: [Link]

COURSE CREDITS:2

Objectives:

The course is an extension of the Strategic Management concepts in the

international perspective. This course focuses on the "strategic" and
"organizational" challenges facing the firm in its progressive Internationalization.
The types of questions that are addressed encompasses -
1. Why do firms go abroad?
2. What differentiates a "global" from a "multi-domestic" industry?
3. What distinguishes Global Market and Global Industry?
4. What are the dilemma in configuring and coordinating business activities
across the nations?
5. What are the strategic considerations when a company goes beyond the
home country?
6. Why and when do/should companies engage in cross-border strategic
alliances?
7. What are the associated risks and how to guard against them?
8. What potential roles can foreign subsidiaries play in an MNC's global
strategy?
9. How do companies choose an optimal global structure?
10. How do companies ensure coordination between the parent and the
subsidiaries and among subsidiaries?
11. How do companies manage strategic change from one type of global
strategy to another?

Overall the course exposes the students to the strategies used by the firms to
become and remain competitive in the Global Environment. It also highlights
Country Selection for value addition activities, Routes of Internationalization &

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leveraging global scale advantages. It provides knowledge of the operational
options, methods and strategies available to corporate managers wanting to
enter or expand into the global market place. The relevance of the course is
further heightened by the east-west divide, global value chain, US
protectionism, Brexit, the Korean disturbances, digital terrorism etc.

Pedagogy:

There is a strong emphasis on dialogue and student participation in discussions.

To get the most out of this course, students need to participate actively in the
discussions. Participation requires preparation before class, attendance in class,
and presentation of ideas to the class. In order to provide industry interface,
executives from the firms will be invited during the course for sharing their
experiences. This will be over and above the teaching hours of the course. The
case analyses will help students to develop their ability to think strategically and
solve problems. Through applying the conceptual material to the cases, the
students will learn how to recognize business opportunities and problems,
acquire and interpret information effectively, develop creative alternatives,
consider the relevant constituencies, and make decisions that consider short-
and long-term outcomes. In addition, the case analyses will heighten the
awareness of the differences across national settings and provide students the
opportunity to utilize a repertoire of practical and theoretical tools. The students
will develop an appreciation (and hopefully a greater tolerance) for ambiguity and
alternative points of view, and the students will develop a greater sensitivity to
the real-time demands for taking action in the absence of complete information.

Learning Goals:

The learning goal for the course is set to test the ability of the students to identify
and analyze the international business complexities in a structured way.

Learning Goal 1: International Perspective in Decision Making

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1.1 Be able to identify key social / political / economic and other factors in
the international environment which can impact business decisions in a
given context

1.2 Be able to analyze how identified factors in the international environment

can impact business decisions

Pre-requisites:

The students are expected to have a good understanding of basic concepts in

Strategic Management, thorough understanding of strategic management
process and usage of some of the basic strategic management tools.

Course Outline:

The course is divided into five modules. The key focus in each module will be as
follows:

Module I Globalisation of Markets & Competition 4 hours

History & Dimensions of IB
Phenomenon of Globalisation
Drivers of globalization
Diagnosing Industry Globalisation Potential
Module II Strategic Models in Firm Globalisation 4 hours
Uppsala Model
Eclectic Paradigm (OLI Framework)
CAGE Framework
Network Model
Module III Global Strategy a Process View 5 hours
Globalisation Imperatives
Yips Globalisation Triangle and framework
Four Elements of Global Strategy
Module IV Challenges of Synergy: Strategy, Entry & Business 5 hours
functions
Entry Strategies Objectives, timing & mode
Country Attractiveness & Risk
Issues in Marketing Function
Issues in Finance function
Organizing options, Global HR Wheel & issues
Module V Future Challenges 2 hours
Globalisation in the Digital Age
Future Scenarios
Future of Global Corporations

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Experiential Content:
Understanding global perspectives of strategy requires systematic enquiry of
identified problems. In order to provide such an opportunity for each student, the
experiential content is incorporated in the course.

There will be group-working and individual working on the components of the

pedagogy:
Preparation of Term paper
Case studies
Discussion Assignments

I. Term Paper:

The understanding and applications of strategic tools in International Business

context will be measured through preparation of a term paper in the following two
parts:
1. Country Industry Analysis, Group work :

The batch is divided into maximum 6 per group which will work on an
assigned country (not a region) and Industry (remember the definition of
Industry) which will highlight the external environment for the industry to
operate in the selected country. You are required to use tools like Porters
Diamond, Five Forces, Integration Responsiveness Matrix, etc. Do not use
SWOT analysis or PESTEL. Part I of the term paper should be completed
in the middle of the Trimester.

2. Firm Analysis, Individual work :

Each member of the group in the Part I above will identify a firm doing
business in the industry and the host country for a firm level analysis. This
is an individual assignment. You are required to use Value Chain, host
and home Country dynamics for the firm and any other appropriate firm

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 level tool (Modules II & III). Do not use SWOT Analysis. Each individual
should write his/her conclusion in terms of strategies pursued by firms /
pitfalls and future.

P.S: This term paper will be assessed in two parts. Part I will carry 10 marks and
Part II will carry 20 marks. The assessment of your paper will be based on timely
submission and viva by the Course Coordinator.

II. Discussion Assignments:

Discussion Assignments are given for each module of the course. These
assignments will be given to select groups. The group members are expected to
prepare a small write-up on the topics given and discuss the same in the class.
After deliberations in the class, the groups are required to submit the write-ups
for evaluation.

III. Case Studies:

Case Studies are provided in each module and are to be presented by the
assigned groups on the informed days to the class. The case studies should
bring the relevant conceptual insights rather than comprehending the facts.

Evaluation Pattern:

The performance of the students will be evaluated on the following pattern:

Criterion Weightage

Term Paper Part I (Group) 10 %

Term Paper Part II (Individual) (LG 1.2) 20 %
Case Discussion and Presentation (Group) 20 %
Discussion Assignment (Group) (LG 1.1) 10 %
End Term Examination (Case Based & Closed Book) 40 %

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Detailed Course Outline

Module I: Globalisation of Markets & Competition

This Module traces the evolution of international business and the factors
influencing international business over the years. It defines what globalisation
means for a business enterprise, differentiates it from the traditional process of
extending internationally and makes a distinction between a multinational and
global company. It also introduces the globalization/localization drivers involved
in international business decisions.
Topics:

History & Dimensions of IB

Phenomenon of Globalisation
Drivers of globalization
Diagnosing Industry Globalisation Potential
2000 AD: Peaks & Pits in International Business

Case Study:
1. Sprinkles Cup Cakes
2. MacDonalds
Discussion Questions:
1. What are drivers which are driving globalization of the firms?
2. What are the potential which may help expansion of the firms in
global markets?
3. What risks the firms face in their globalization?

Discussion Assignments:
1. Food Retailing is more of a local business with a very low globalization
score. However, companies like Wal-Mart, Tesco or Carrefour are
qualified as global retailers. Discuss the discrepancy.
2. Global companies like GM, IBM, Lehmans etc have reduced the scope of
internationalization of business Do you agree?

Module II: Strategic Models in Firm Globalisation

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This module exposes the different approaches to firm globalization. It explains
the models like Uppsala, OLI, CAGE, Network etc and their applications.
Topics:

Uppsala Model
Eclectic Paradigm (OLI Framework)
CAGE Framework
Network Model

Case Study: TBA

Discussion Assignments:
1. How do you classify India for the global positioning of a firm?
2. How do you compare India and Thailand as an outsourcing Destination?

Module III: Global Strategy a Process View

This module brings in the process view of formulating global strategy. Two
popular process frame works by George Yip and Philip Lassare are introduced. It
narrates Global Capability Index and Global Revenue Index as a measure to
classify the firms in Global Strategy Framework.
Topics:

Globalisation Imperatives
Yips Globalisation Triangle and framework
Four Elements of Global Strategy

Case Study: TBA

Discussion Assignment:
1. IMD/WEF country rankings hold no meaning in the light of the global
economic crisis Discuss the statement in the light of US and Indias
rankings.
2. Global Factory (vs) Global Value Chain (vs) Production Networks much
hyped?

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Module IV: Challenges of Synergy: Strategy, Entry & Business
Functions

Firms have to choose the geographical locations for placing their operational
assets within the overall framework of global strategy. In this context, this module
deals with country attractiveness and Entry strategy decisions of the firms. This
module also examines the functional considerations for a global strategy and
highlights the importance of integration of global functional strategies with the
global corporate strategy.

Topics:

Entry Strategies Objectives, timing & mode

Country Attractiveness & Risk
Facets of country risk analysis
Issues in Marketing Function
Issues in Finance function
Organizing options, Global HR Wheel & issues

Case Study: TBA

Discussion Assignments:
1. Pick-up one of the most global brands like Coca-Cola, Sony etc to describe
which aspects of its marketing mix are local/global?
2. The US visa restrictions and its importance on the global HR wheel of Indian
IT firms.

Module VI: Future Challenges

After visiting the various facets of Global Strategy, this module discusses the
impact of IT, especially the net on globalization and brings out some of the
research findings about future scenarios and the format of a future organization.

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Topics:

Globalisation in the Digital Age

Future Scenarios
Future of Global Corporations

Case Study: TBA

Discussion Assignments:
1. Cross-cultural Issues for Indians in EU/US.
2. Alliances from the East are more enduring than the West - comment

Text Book:

International Strategy: Context, Concepts and Implications, David Collis,

Wiley India Pvt. Limited, 2014. (ISBN: 978-81-265-5242-9)

Reference Materials:

1. The International Business Environment Text & Cases: Anant K. Sundaram

& J. Stewart Black, Prentice Hall.
2. International Business An integrated approach: John [Link] , Kenneth L.
Wild & Jerry C.Y. Han , Prentice Hall.
3. International Business A strategic management approach: Alan M.
Rugman & Richard [Link], MaGraw Hill Inc.
4. Managing Across Borders - Transnational Management: Barttlet & Ghoshal
5. International Business A Competitive Approach: F. L. Bartels & C. L. Pass,
Pearsons 2002.
6. Total Global Strategy: George Yip, Prentice Hall 1995.
7. International Business: TMH 2003,
8. International Business: Daniels Radebugh, Pearsons 2012
9. Anil K. Gupta and V. Govindarajan, Global Strategy and Organization, John Wiley,
2003.
10. Total Global Strategy II: George Yip, Prentice Hall 2004
11. Global Strategy, Philip Lassare, Palgrave, 2014

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 INDIAN INSTITUTE OF FOREIGN TRADE
MBA(IB)2016-18
IBS GROUPS- Section A
TP
Roll Name GROUPS TP II DA CASE
I
1 AKSHAY AVINASH KATWARE

2 ABHINAV PANDEY

16 DEVOTTAM BHATTACHARYA
A
17 DIVYA KHANNA

59 AAYUSH SODHANI

60 SUBHAM JAIN

3 ABHISHEK NAVEEN SINGH

4 AKSHAY GARG

18 GEETIKA MISRA
B
19 HARSHIT AGGARWAL

57 YOGESH BIYANI

58 ZENITH THAKUR

5 AKSHAY NANDKISHOR SHARMA

6 AKSHAYA KUMAR

35 PREETIKA TAYAL
C
36 RAHUL BHATIA

44 SHASHANK SHARMA

56 YASHOVARDHAN PRABHAKAR

7 AMIT MATHUR

8 ANSON ANTONY

46 SHRUTI PRIYA D

47 SIDDHARTH CHOWDHURY

53 VAIBHAV BAID

12
54 VAIBHAV MISHRA

9 ARJUN S

10 ARPIT MAHESHWARI

11 ASHOK THOMAS GEORGE

E
50 SRISHTI AGARWAL

51 SUSHANT MOHAN

52 UDAY PERIWAL

12 AYAN DAS

13 CHANAKYA SUDHAMA GURRAM

20 JOYDEEP DEBNATH
F
21 [Link]

48 SIDDHARTH S CHATTERJEE

49 SOLANKI GUNJAN DEVENDRABHAI

14 DEENAN RAVINDRA

15 DEEPANSHU GUPTA

22 KAUSHALKUMAR JAGADISHBHAI PATEL

G
42 SARTHAK AGGARWAL

43 SAURABH TOMAR

55 VIDUSHI JALOTA

23 KUNAL MADAAN

24 MADHAV GAUTAM

25 MAYANK BAWARI
H
39 ROCHISMAN DATTA

40 RUTHWIK UPPALA

41 SANAT MOHANTY

13
 26 MOHAN CHANDRA POTHANA

27 NAMAN AGARWAL

33 PRATEEK MAGGO
I
34 PRATEEK PALIWAL

37 RAJAT MAHESHWARI

38 RITU RAJ

28 NEERAJ KUMAR

29 NIKHIL NAGAR

30 NILESH NARENDRA BHALA J

31 PARUL CHANDRA

32 PAWAN DESHPANDE

INDIAN INSTITUTE OF FOREIGN TRADE

MBA(IB)2016-18
IBS GROUPS Section B
Roll Name of the Candidate GROUPS TP I TP II DA CASE

61 AAYUSH SINHA

62 ABHIJIT GAURAV

69 ANKITA BAGRI
A
70 ARJUN GUPTA

119 RISHABH NARANG

120 ANUJ MAHAJAN

63 ABHINAY KUMAR BAGARIA

64 ABHISHEK SHAH

80 [Link] B

81 KUNAL BHUPENDRA SHAH

117 NEERAJ RAI

14
118 MAYANK SHARMA

65 AKSHAY HUILGOL

66 AKSHAY RAMAN

85 NEHA BANSAL
C
86 NIKHIL MITTAL

114 PRINCE GUPTA

115 M TANMAIY GNANA DEV

67 AMIT KUMAR SHAW

68 ANIMESH SWAIN

112 ABHINAV KHURANA

D
113 RAJAT GOYAL

111 BHATT JYOTIN RASHESHBHAI

116 BHAVIKA ASNANI

71 ARNAB MOHANTY

72 ASHISH KHURANA

97 SHAMIK SAHA
E
98 SHIPRA RAKESH

109 VIVEK GUPTA

110 VUTUKURU KOUNDINYA

73 ATUL PANDEY

74 AYUSH SHARMA

90 PRERNA KUMARI
F
91 RAHUL VARMA

107 VAIBHAV KAPOOR

108 VARUN VIJAY TIWARI

15
75 DEEPANE

76 DHRUV AGARWAL

77 DIVYANSH VASHISHTH
G
103 SRINIVAS

105 TEJAL JAIN

106 UTKARSH SINGH

78 HETAL HARESHBHAI PATEL

79 JILL ROHITBHAI KOTHARI

83 MAYANK JAIN
H
101 SIDDHARTH MEHTA

102 SMRUTINJAY MISHRA

104 SUKHMANI KAUR

82 MANASI DEEPAK JADHAV

87 NILESH ASHOK DAKLIA

88 NISHKARSH KHOKHAR
I
89 PRANJAL CHATURVEDI

99 SHREY GARG

100 SIDDHANT MITTAL

84 NAGA SANKARA KARTHIKEYA PRATHIPATI

92 RITESH MANOJBHAI VORA

93 ROHIT KUMAR
J
94 SAI SRIDHAR VEDANTAM

95 SANKET VHORA

96 SARTHAK KHANNA

16