BUS 420 LON

GLOBAL STRATEGY
Undergraduate Program
Spring 2015
INSTRUCTOR
Alessandro Lanteri
CLASS TIME
Wed & Fri @ 2pm 5.50pm
CLASSROOM
1.A
EMAIL
alessandro.lanteri@faculty.hult.edu
OTHER CONTACT INFORMATION

MON

OFFICE HOURS
ROOM:
TUE
WED
THU
1pm - 2pm 1pm - 2pm 1pm - 2pm

FRI

CONTENT
This course, the required final-year course for all students, builds on and integrates previous
coursework in the functional areas of business decision making. Rather than focusing on dayto-day management problems, it emphasizes long-range policy formation and the
implementation of global strategy, approached from the perspective of top management in
different types of firms: international profit-making corporations, public corporations, and notfor-profit organizations. To build students appreciation of the global environment in which
businesses operate, the course develops a general model for the analysis of global business
situations, and gives students the opportunity to practice the skills of analysis and decision
making. The topics covered may encompass a wide range of issues, including
internationalization and globalization; the challenges of multi-national enterprises; market
entry strategies; sources of national competitive advantage; national cultures and crosscultural management; and strategy implementation issues in a global context.

OBJECTIVES
In this course, we seek to expand your global mind-set and provide you with theories,
knowledge and practical tools that you can use to achieve success in the global business
environment. We explore global business analysis, objectives and strategies of global
businesses.
The first section of the subject discusses motivations and models for international expansion.
After reviewing the concept and impact of globalization on company performance, we look
into the motivations for internationalization and how a company exploits its home base or the
world for advantage and superior performance. In parallel, we explore the process of
internationalization, recognize its many challenges and the specific choices available to
management to overcome such challenges, and how these have evolved over time.
The second section of the subject focuses on company-level strategy and related
organizational capabilities. First, we examine how firms may shape different global business
models. We then consider the choices posed by global integration, local adaptation and
worldwide learning and how these choices impact local and global performance. We end with
the topic of innovation in multinational companies, in particular by observing the added value
of global innovation.

SPECIFIC LEARNING OUTCOMES

On completion of this course, students should understand and be able to do the following:
1. Build your knowledge and skills related to managing in a global context. This implies
gaining an understanding and appreciation of global strategic issues that are relative to
managing global contexts.
2. Demonstrate mastery of specific course concepts and apply them in exercises in realistic
organizational situations. The study of global strategy involves learning many concepts
which you are expected to master and being able to apply and relate to global contextual
settings. Case studies covering global strategy issues and group presentations will
provide students the opportunities to apply learned concepts.
3. Practice critical and creative thinking, problem solving, team work and communication
skills in a global context. Students are expected to be able to analyse, critique and
recommend and justify recommendations and strategies through individual and group
presentations relative to global strategic issues.

TEACHING AND LEARNING

The teaching and learning strategy is intended to promote sound understanding of theory and
how it can be applied in practice. The course will provide a holistic view of strategy in a global
context.
Key concepts will be introduced and a range of live examples and business cases will be
used to demonstrate the application of the theoretical concepts.

Class exercises will consist of both individual and group work based on problem solving and
self assessment questions. Tasks will provide students with the opportunity to develop critical
and practical problem solving skills. Case Studies will provide the stimulus for discussion of
entrepreneurship and innovation issues.
Guest lecturers will provide live case studies and awareness of future opportunities for the
future.
Students will be required to play an active role in discussing the concepts and examples
presented in class. Attendance and participation is a major component of the final grade (see
below). Therefore, active and meaningful participation is expected and will be rewarded.

METHOD AND WEIGHTING OF ASSESSMENT

In-class Tests 40%
Group assignment 40%
Attendance and participation 20%
Assignment: In-class Tests (Closed Book)
Due Date: Week 3 and Week 4
Weighting (% of final grade): 40% (20% each)
Learning Outcome(s) Assessed: 1, 2 & 3
Description of Assignment: a mix of multiple choice questions and short, open questions,
covering the entire material of the course (Including the material covered in the in-class tests).
These tests effectively replace the final exam and will be managed accordingly.
Grading Criteria (what constitutes a good assignment?): MCQ will test knowledge and open
questions will test understanding and application.
MCQ: correct answers
OQ: correct answers, structure, argument

Assignment: Group project

Due Date: Exam Week (TBC)
Weighting (% of final grade): 40%
Learning Outcome(s) Assessed: 1, 2 & 3.
Description of Assignment: We have a corporate client (Capuccino, http://www.capuccino.com), which will present some of its current global strategic challenges. Students will
be assigned to teams and asked to prepare a report (25% of the grade) and a presentation
(15%) that addresses such challenges and proposes solutions. During the exam week,
students will present their case studies to the representatives of Capuccino.
Grading Criteria (what constitutes a good assignment?): The grade will depend mostly on how
clearly and thoroughly the challenge is analysed and a solution devised and proposed.
Reference to the concepts and theories discussed in class is required.

Assignment: Attendance and Participation

Due Date: n/a
Weighting (% of final grade): 20%
Learning Outcome(s) Assessed: all.
Description of Assignment: Please refer to teaching and learning above.
Grading Criteria (what constitutes a good assignment?): frequency and quality of
contributions to class discussions, case studies and other activities (70%); professionalism
and conduct (20%); attendance and timeliness (10%).

Evaluation Criteria
Description

Letter Grade
A
AB+
B
BC+
C
CD+
D
F

Outstanding
Good
Acceptable
Inadequate
Failing

SPECIAL POLICIES FOR THIS COURSE

Attendance Rule
Please be informed that the instructor is required to take attendance in accordance with
the United Kingdoms immigration legislation as well as with Hult academic policies. The
instructor is therefore required to record who is or is not present in each class - without
regard to whether the absence is justified or not. For issues such as justifying absences,
please contact the Deanery or the Registrar.
Please be also informed that the instructor will take attendance - at least once - within the
first ten minutes of each class. Students who arrive ten (or more) minutes late will be
counted absent for the entire class. Sometimes the instructor will also take attendance
at a later time during a class. Please be reminded that, if a student is absent at any
moment of taking attendance, she or he will count absent for the entire class.
Meeting with the instructor
If you need to talk to me, come meet me at the beginning or at the end of a class (or send
me an email) and well agree on a mutually convenient meeting time. Otherwise, just come
to my desk during my office hours.

ESSENTIAL READING
rd

Philippe Lasserre (2012), Global Strategic Management, 3 Edition. Paglrave

RECOMMENDED READING

Sumantra Ghoshal, Global Strategy: an organizing framework. Strategic Management

Journal (1987), pp. 425-440.
Guilln, M. 2006. Understanding and Managing the Multinational Firm
Ghemawat & Hout (2008) Tomorrow's Global Giants? Not the Usual Suspects, HBR
Winning the Globalization Game HBR 2003.
Michael E. Porter, The Competitive Advantage of Nations HBR, 1990.
Ghemawat, Pankaj (2007). Redefining Global Strategy: crossing borders in a world where
difference still matters. Cambridge, MA: Harvard Business Review Press.
Peng, Mike (2008). Global Strategy. Cincinnati, OH: Thomson South Western.
Tallman, Stephen (2008). A New Generation in International Strategic Management.
Northampton, MA: Edward Elgar.
Luthans, Fred and Jonathan Doh (2009). International Management: culture, strategy and
behavior. New York: McGraw-Hill.
Finkelstein, Sydney, Charles Harvey and Thomas Lawton (2007) Breakout Strategy: meeting
the challenge of double-digit growth. New York: McGraw-Hill

OTHER SOURCES OF INFORMATION

http://knowledge.insead.fr
The database of INSEAD Knowledge under the category of Globalization
http://www.businessweek.com/mediacenter
Business Week Globalization
http://www.mckinseyquarterly.com
McKinsey Quarterly Globalization
http://www.nato.int
Provides information on the North Atlantic Treaty Organization (NATO), including
its 19 member countries, its organization and values.
http://www.wto.org
Provides information about the WTO
http://www.imf.org
Provides statistics and papers from the International Monetary Fund (IMF)
http://data.worldbank.org
World Bank data online
http://www.unctad.org
UNCTAD data, particularly the World Investment Report section
http://www.oecd.org
OECD resources
http://epp.eurostat.ec.europa.eu
European Union data
http://www.forbes.com/forbesglobal
Forbes Global Magazine online, with a section on companies and strategies
http://harvardbusinessonline.hbsp.harvard.edu
Harvard cases and Harvard Business review reprints
http://www.atkearney.com
A. T. Kearney consulting
http://www.euromonitor.com
Provides industries data
http://www.strategic-alliances.org
Association of Strategic Alliance Professionals
http://banker.thomsonib.com
Provides statistics on M&As
http://www.bain.com/publications/capability-insights/mergers-and-acquisitions.aspx
Bain & Company publications

http://www.doingbusiness.org/rankings
Ease of doing business from the World Bank
http://www.weforum.org/issues/global-competitiveness
Global competitiveness ranking
http://www.business-insights.com
Provides industries and countries data
http://www.prsgroup.com
Country risks reports online
http://www.ihs.com/products/global-insight/index.aspx
Country risk classification
http://www.coface.com/CofacePortal/COM_en_EN/pages/home/risks_home/country_
risks
From the French export insurance company
http://www.datamonitor.com
Market research
http://www.gartner.com/technology/home.jsp
IT data information
http://www.forrester.com/rb/research
Technology research
http://www.nsf.gov/statistics/seind06/c4/c4s6.htm
National Sciences Foundation
http://www.international-business-center.com/international_culture.html
Not-for-profit
http://www.cyborlink.com
On business etiquette
http://www.globalnegotiationresources.com
List of books on negotiations
http://www.ipma-hr.org
A link to the International Personnel Management Association
http://www.expatriates.com
Community website created for and by expatriates
http://www.internations.org
International online network for people who live and work abroad
http://www.euromoney.com
Global financial information
http://www.euroweek.com/Default.aspx
Euroweek provides information on the global capital markets spanning Asia, the
Middle East, Europe, Africa and the Americas
http://www.securities.com
Business information on emerging markets
http://www.emergingmarkets.com
List of websites devoted to emerging markets
http://www.corpwatch.org
Corpwatchs Globalization and Corporate Rule website, which covers the institutions
that are the agents of globalization
http://www.unmillenniumproject.org/
The Millennium Project website
https://www.cia.gov/
The Central Intelligence Agency website

COURSE SCHEDULE
WEEK ONE

March 30 - April 3

Class 1 The Globalization of Markets and Competition

Drivers for globalization and localization
Effects of globalization
Costs of globalization
Ant-globalization movement

Ch. 1 of the textbook,

Additional Readings, Case Studies

Note: No class on Good Friday

WEEK TWO

April 6 April 10

Class 1 Fundamentals of global strategy

Approaches to strategy development
International, Multinational and Global strategy
Benefits and costs of global strategy
Resources in developing a global strategy
Introduction to sustainable competitive advantage
TOWS Matrix analysis
Porters 5 Forces analysis
Value proposition and strategic fit
Activity system analysis
Resource-Base View approach to strategy development (RBV)
Basis for competitive advantage
Ch. 2 (and parts of Ch. 3 & 4) of the textbook,
Additional Readings, Case Studies
Class 2 Assessing the attractiveness of countries and markets
Key considerations in analyzing markets
Porters diamond model
PESTLE Analysis
Country specific information requirements

Ch. 6 of the textbook

Additional Readings, Case Studies

This week we will have the client presentation for team projects

WEEK THREE

April 13 April 17

Class 1 In-class Test and Group work

Teams will be able to sit together and work on their group projects.
First In-class Test (Ch. 1, 2, 3 & 4 Ch. 6 is covered in the second test)
Class 2 Entry strategies
Why enter a foreign market?
When to enter a foreign market? first mover, follower, acquirer
How to enter a foreign market? exporting, licensing, mergers, joint ventures,
strategic alliances, acquisitions
Key considerations in choosing entry method: Paliwoods 6 Factors
Ch. 7 (and parts of Ch. 4 & 5) of the textbook
Additional Readings, Case Studies

WEEK FOUR

April 20 April 24

Class 1 In-class Test and Group work

Teams will be able to sit together and work on their group projects.
Second In-class Test
Class 2 Global Marketing
Consumer behavior and global segmentation
Product standardization
Global branding
Global market positioning

WEEK FIVE

Ch. 8 of the textbook

Additional Readings, Case Studies

April 27 May 1

Class 1 Global Operations and Innovation

Global value chain
Porters Value Chain
Sourcing, outsourcing, offshoring
Global logistics
Global product life cycle
R&D and Innovation
Class 2 Make up, Revision and Field Trip
At some point during a short and condensed course like this, we will most likely
experience a slowdown or a delay. This class is designed to catch up. Should this
not be necessary, we will have a revision for the final exam and a field trip to one of
the stores of our client.
EXAMS
TO BE SCHEDULED

May 4 May 8

Group presentations with the client

ATTENDANCE, PARTICIPATION
AND STUDENT RESPONSIBILITIES
ATTENDANCE
Classroom attendance is a vital ingredient in the Schools mission to foster an effective
learning environment for its students. Any time a student is absent from class, for whatever
reason, the instructor is required to record the absence, both for Immigration purposes and for
School regulations. Here are the rules regarding attendance in undergraduate classes:
Classes timetabled 4 x 2 hours
A student must attend at least 70% of all scheduled class sessions. If attendance drops below
this percentage because of excused or unexcused absences, the student will be withdrawn
from the course. In practice, this means that in our Spring Term with 20 class sessions (total
of 40 hours) across five weeks, a student must be withdrawn as soon as the total number of
absences reaches 7 sessions. Note that absences during add/drop period nevertheless count
towards the 70% calculation once a class is joined.
Classes timetabled 2 x 4 hours
A student must attend at least 70% of all scheduled class sessions. If attendance drops below
this percentage because of excused or unexcused absences, the student will be withdrawn
from the course. In practice, this means in our that Spring Term with 10 class sessions (total
of 40 hours) across five weeks, a student must be withdrawn as soon as the total number of
absences reaches 4 sessions. Note that absences during add/drop period nevertheless count

towards the 70% calculation once a class is joined.

The Withdrawal Deadline
No withdrawals will be permitted, by either the student or the Instructor, after the Withdrawal
Deadline. The Withdrawal Deadline is at the end of Week 4 of teaching in each term of 5
th
weeks. (For the Spring term this is April 24 .)
Where Absence Results in Missed Deliverables
Where an absence results in a missed exam, test, presentation, essay, or any other
assignment, the assignment will receive a grade of zero (F) unless the absence is defined as
excused. (See below.)
Definition of Excused Absence
An excused absence is given in cases of verifiable illness or documented personal distress,
such as the death of a close family member. The Program Team must approve all excused
absences. The student must complete the cover form online at
http://my.hult.edu/en/campuses/london-bachelors/forms/excused-absence-request/.
If possible, s/he should also notify the instructor of the absence. Upon returning to School, the
student must bring supporting documentation (eg. medical document) to the Deanery on the
second floor. If the excused absence is authorized, and if the absence has resulted in a
missed assignment, it is the students responsibility to contact the instructor to find out how
s/he can make up that missed work.
10 Consecutive Days Rule
For students on a UK student visa the United Kingdoms immigration legislation states that,
unless the student has communicated genuine mitigating circumstances to his or her place of
study, if a student misses 10 consecutive working days of classes, Hult must inform the
United Kingdom Border Agency (UKBA) that the student is breaching the terms of his or her
visa. For this reason Hult requires students to ensure that they notify us of any mitigating
circumstances if they anticipate being away from class for 10 consecutive days or more, so
that they are not reported to the UKBA.

MAINTAINING THE LEARNING ENVIRONMENT

Certain behaviors disrupt class, such as a student arriving late, a phone ringing, a student
leaving in the middle of class, etc. Instructors have the authority to decide policies for their
classroom regarding these and similar behaviors that may disrupt the learning environment.
All members of the class are expected to respect the learning environment and the
instructors efforts to maintain it. Repeat offenders will be reported to the Dean and may be
withdrawn from the course.

PARTICIPATION
Students are expected to participate orally in seminars and online in forums and discussions
on myCourses in a critical and evaluative manner; to approach instructors and fellow students
with respect and tolerance; and to actively engage in debate, while avoiding derogatory or
inflammatory comments on the cultures or attitudes of others in the class.

WORKLOAD FOR EACH COURSE

In line with US Department of Education regulations on credit hours, the syllabus is based on
a total time commitment of 135 hours per 3-credit course. At Hult this breaks down into 40-45
hours of formal class contact, and 90-95 hours of out-of-class work (reading, studying,
preparation, writing). At different times of the term, the workload will naturally vary to some
extent, and students are responsible for managing their changing workload accordingly.

ACADEMIC INTEGRITY
Any work submitted by a student in this course for academic credit must be the student's own
work. If you present, as your own idea, any material copied, paraphrased, or extensively
drawn upon, you are plagiarizingunless you give full citations for your sources. Of course,
you may make full use of ideas, arguments and information obtained from books etc. but you

must make clear in a footnote or other appropriate documentation format whose work you are
drawing on.
Every case of plagiarism will be reported to the Academic Standards Committee. The student
may fail the course or, in extreme cases, be dismissed from Hult. See the section entitled
Academic Integrity in the Student Handbook for full information about the process.
You are responsible for ensuring that you have read and understood the section entitled
Academic Integrity in the Student Handbook. If you have any questions about that material,
please speak to your instructor.

Helpful Resources
1. You quote it, you note it! An interactive tutorial guide on how to avoid plagiarism and how to
cite sources:
http://library.acadiau.ca/tutorials/plagiarism/
2. PlagiarismdotOrg. An anti-plagiarism resource for both students and educators:
http://www.plagiarism.org/

ACCOMMODATING SPECIAL NEEDS

The School promotes equal opportunity for all its students, and strives to deliver reasonable
academic accommodations to students with special needs. A reasonable accommodation is a
modification or adjustment to a course that enables a student with a disability to obtain the
same access as experienced by students without disabilities. An accommodation is
considered reasonable only if it does not significantly alter the essential components of a
course.
In order to receive disability-related academic accommodations, students must provide the
Registry, before the start of the term or during orientation, with medical evidence authorizing
special accommodations and indicating the type of disability and types of accommodation
requested. These accommodations should then be discussed and agreed upon with the
Registry and Program Team (Associate Dean), who will review syllabi for the current term,
and communicate approved accommodations to the instructor of each course.
Students must complete the Reasonable Accommodation Request From and hand it to the
Registry accompanied by their medical evidence. The form can be found at
http://my.hult.edu/en/campuses/london-bachelors/forms/reasonable-accommodation-requestform/
Accommodations are not provided retroactively; therefore, planning for accommodations at
the beginning of the term is required.

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