Documente Academic
Documente Profesional
Documente Cultură
Instructors
Course Manager
Course Objectives
This course deals with the application of advanced marketing management concepts
and tools in global markets. The perspective is that of a marketing decision maker
whose firm has established presence in several foreign markets. The course downplays
the issues of “country choice” and “foreign entry” covered in Multinational Firm. The
focus is on local marketing in different country markets and coordinated
management of marketing across existing country markets.
The aim of the course is to help develop students’ ability to solve marketing problems
and at the same time handle the complex coordination problems and subtle cultural
issues facing the global marketer. It extends existing marketing principles and tools to
the global arena. It offers a comprehensive and robust framework within which a
number of practical foreign market problems can be analyzed and solved.
To build the framework, the course draws on the concepts introduced in Global
Economy, and the organizational issues explored in Multinational Firm. The course will
allow students to apply and extend the acquired know-how to analyze dynamic
marketing situations.
Learning Outcomes
• Students will be able to solve marketing problems and at the same time handle the
complex coordination problems and subtle cultural issues facing the global marketer.
• Students will learn how to extend existing marketing principles and tools to the
global arena
• Students will learn how to build a comprehensive and robust framework within which
a number of practical foreign market problems can be analyzed and solved.
Resources
• Power Point Slides: Power point slides, which follow the textbook, are posted on
the GLEMBA program website. Supplemental slides may
also be included.
• Audio Lectures: Audio lectures accompany the Power Point slides and are
intended to create a framework for reading and case analysis.
• A --- Excellent analysis and presentation --- Clear and concise answer to the
question and provides one or more key concepts or evidence from the text,
readings or other outside sources to support presentation. Immediately and
effectively responds to questions, provide on specific answers and defend
points made if challenged by other team members. Presentation slides are
clear, concise and well-organized. During Web Conference, team members
ask questions or provide evidence that adds value to the other team’s
presentation or topic.
• B---Good analysis and presentation: Clearly answers the question and
provides at least one key concept or supporting evidence from the text or
readings to support presentation. Responds to questions with an answer,
which clarify or defend points made by others. Presentation slides address
key information and are generally organized to support presentation. Team
members ask questions or provide evidence that adds some value to the
other team’s presentation or topic.
• C---Adequate: Answers the question, but provides no key concepts or
evidence from the text, readings or other outside sources to support
presentation. Presentation slides do not wholly support the presentation.
Team members respond to questions generally and provide adequate
answers, which may or may not add clarity or defend points made by others.
Members do not ask questions or provide evidence that adds value to the
other team’s presentation or topic.
Case questions are prepared for either written or oral discussion or both and may be
either an individual or team assignment.
Submission
Assignments should be posted on Blackboard (Bb) within the course area by the due
date:
Team assignments are posted File Exchange under your team’s Group Pages
Individual assignments are submitted to the Digital Drop Box under Tools tab.
Be sure to use the SEND command to submit to the Drop Box. Do not use ADD
command to post.
Late Assignments
If you need to miss an assignment deadline, you must pre-notify the instructor and
course manager before the deadline. You should provide the reason for missing the
deadline and an alternative date for submitting the assignment. The instructor and
course manager must approve the extension and the new deadline. If you do not pre-
notify the instructor, the instructor may determine the appropriate grade deduction for
the assignment.
Evaluations:
Peer Evaluation
Unless otherwise specified by the instructor, students need to complete a peer
evaluation for each team assignment; the peer evaluation is an electronic document
whose link is located on Blackboard (Bb) in the course area under the Information
button. Students allocate 100 points among the team members to reflect the level of
contribution made by each team member on a specific assignment.
Course Evaluation
The completion of a course evaluation is a course requirement. Students need to
complete a course evaluation form which is an electronic document whose link is
located on Blackboard (Bb) in the course area under the Information button. Students
who do not submit a course evaluation by the due date will receive an incomplete grade
for the course.
Students are expected to be above reproach in all scholastic activities. Students who
engage in scholastic dishonesty are subject to disciplinary penalties, including the
possibility of failure in the course and dismissal from the university. "Scholastic
dishonesty includes but is not limited to cheating, plagiarism, collusion, the submission
for credit of any work or materials that are attributable in whole or in part to another
person, taking an examination for another person, any act designed to give unfair
advantage to a student or the attempt to commit such acts." Regents' Rules and
Regulations, Part One, Chapter VI, Section 3, Subsection 3.2, Subdivision 3.22.
Professors randomly use “Turnitin.com” to screen papers against other published work
on the web to insure against plagiarism.
SCHEDULE
Due date Submitted to the Digital Drop Box by April 26, 2009
Assignment Team written case – Dell Selling Directly, Globally (aka Dell in
China (hard copy)
Due date Posted to the Digital Drop Box
Friday, May 8 no later than 6:00 pm cst
Assignment Individually written case – Illycaffe (A) and (B): The Starbucks
Threat (in text, pp.189-196).
Additional Information:
CASE QUESTIONS
CASE 1: Individually written case
The Cleopatra case shows how expansion into a culturally similar but
competitive market may or may not prove successful depending on the
degree of adaptation needed. The case shows the market research
before and after launch, and also describes in depth the competitive
situation in Quebec’s soap market.
The Dell case deals with the company’s entry into China. For the write-up,
I want you to concentrate on the following questions:
Questions :
1. (This question does not involve China but is about Dell’s direct sales
model). What are the functions that need to be carried out in the
distribution of PCs? How are these distribution functions carried out
in Dell’s direct channel? What are the advantages and
disadvantages of Dell’s approach compared of the indirect
approach?
2. How attractive is the China market for PCs (size, growth, competitive
situation, regulations etc.)? What are the differences between the
office market and the home market?
Illycaffe (A) and (B): The Starbucks Threat (in text, pp.189-196)
Questions:
1. How would you define Illycaffe’s FSAs? CSAs? What is the best mode
of entry for transferring these advantages abroad?
2. How would you explain Starbucks success in the U.S.? What are
Starbucks CSAs and FSAs?
4. Would you judge that Starbucks and Illycaffe are or will become
competitors? Please explain your reasoning.
2. What was the role of the M-Net program in implementing the new
direction? How did the M-Net program help pinpoint the necessary changes
in the allocation of marketing resources between products and countries?
3. Evaluate the advertising and promotional strategy in the case (media and
copy, product placement) and show how it helped to move the Samsung
image from a Korean manufacturer to a global brand. Where is the image
still weak and why?
The Lenovo case shows how a newcomer to the global market can establish
presence in the market and create a global brand. It also details how to
change an acquired strong brand into the new brand without losing brand
equity.
Questions:
2. What are the FSAs of Lenovo without the ThinkPad? With the ThinkPad?
3. Lenovo chose to position its own brand as a Masterbrand. Evaluate the
pros and cons of the other options (pp.9-10 in the case). Did Lenovo make
the right decision?