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School of Inspired Leadership

Doing Business in a Global World


Faculty: Lilac Nachum

Program: BLP

Phone: +1 646 312 3303

Contact Hours: 30

Email: Lilac.Nachum@baruch.cuny.edu

Sessions: 20

COURSE DESCRIPTION

The playing field in a growing number of industries is becoming global, and this new reality has
significant implications for economies and firms. This course equips you with tools to address the
challenges and opportunities that these changes represent. A combination of case studies, readings and
class discussions will enable you to gain an understanding of the tasks confronting the international
manager and will provide you with frameworks within which to analyze them. While these issues will be
discussed in general terms, the course is rooted in the reality of the Indian economy and Indian firms. We
begin by studying how Indian firms expand in the global market and carefully examine the challenges that
they confront, outlining means to address them, and to take advantage of the opportunities that the global
market represent for them. The second part of the course focuses on the study of foreign activity in India
and its consequences for Indian firms and the Indian economy. The study of India is used to draw broader
lessons that apply to other emerging markets as well as to the broader reality of global business.
LEARNING OUTCOMES

By the end of the course, you can expect to:


- Have a better understanding of the consequences of globalization for firms and their countries, and
the range of opportunities it opens up to create value.
- Acquire tools and frameworks to manage international activity effectively
- Improve your ability to deal with cultural issues in international business
REQUIRED MATERIAL

The required course material will be distributed in advance. Given the condensed structure of the course, I
strongly recommend that you familiarize yourself with this material before the course begins.
In addition to the required material, I encourage you to follow the business press so that you stay current
on issues relevant to our topic. The most important sources of reference for this course include the Asia
and global editions of Business Week, Wall Street Journal, The Economist, as well as the leading Indian
business newspapers. At the bottom of the syllabus there is a list of references for those of you interested
in extending their knowledge beyond the course requirements.

<Doing Business in a Global World> 2013

PEDAGOGY & EVALUATION

I see the learning process in this course to be a result of mutual contributions from you and me. The
learning essentially takes place through case discussions, debates and exchange of views. For such
learning to be effective, you need to take active part in the discussions. I would like you to see this as a
commitment, not an option. Come prepared for each class - there are cases and preparatory readings for
almost every class. It is essential that you familiarize yourself with the material for the day in order to be
able to take part in class discussions and make meaningful contributions. Do not hesitate to ask questions
and raise issues for debate. All constructive efforts to participate in class discussions are welcome and will
be viewed favorably.
GRADING
Students are graded based on their absolute performance level. There is no relative grading among the students.
There are 5 grades as given below. If a student does not meet the minimum requirements to earn the lowest grade,
the faculty may choose not to grade him/her. For a student to achieve a particular grade, the requirements of the
previous grade levels must be met.
1.
2.
3.
4.
5.

Novice (remembering/ awareness)


Beginner (understanding)
Competent (applying/ analyzing)
Accomplished (integrating/ creating)
Role Model (mastery)

Performance Evaluation:
Class participation: 30%
This part of the grade reflects your meaningful contributions to class discussions, which shows
knowledge and understanding of the cases and reading material required for the day.
Group assignment: 40%
Instructions will be distributed in the first class. It is anticipated that the work will proceed during
the course. The work will be presented in class towards the end of the course. A written essay is
due on the same day. You will also be asked to hand in a peer evaluation form (instructions will be
distributed) in which you will evaluate the contribution of your group members. The average
grade of your group will affect 15% of your grade for the project.
Final exam: 30%
The exam will include a written assignment, designed to reflect knowledge and understanding of
the course material and an ability to apply it meaningfully for the strategic analysis of individual
companies. It will be administered during the last session of the course.
APPLICATION OF LEARNING
The course provides plenty of opportunities for you to apply classroom lessons to real life situations. These begin
with the cases, all of which refer to real-life companies. In discussing the cases, we combine deductive and
inductive learning approaches, and use the cases as illustrations of issues that are discussed in class theoretically,
and as a basis for building a broader understanding of an issue and its applicability across different companies and
competitive settings.

<Doing Business in a Global World> 2013

The group project is an analysis of a company of your choosing that requires a meaningful application of the class
material to this company.
The final exam similarly requires the demonstration of the ability to apply the course material to the analysis of
real-life competitive situations.

ASSIGNMENTS/ PROJECTS
Students are expected to come prepared for each class, based on the material assigned for the class of the day.
One group project taking a company of your choosing global.
Final exam in-class written analysis of a competitive situation, based on the course material.

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SESSION PLAN
Session/Date
1) Monday
Jan 2nd
2) Tuesday
Jan 3rd

Topics to be covered
Doing Business in a Global World
Instructions for the group project
distributed
Advantages and disadvantages of
multinational companies

Wednesday Jan 4th non-teaching day


India in the World
3) Thursday
Why do firms go global and where
Jan 5th
should they go
4) Friday
Jan 6th

Home country and the international


activity of national firms

5) Saturday
Jan 7th

Entry to foreign markets

Cases

Starbucks in the world and in India (will be


distributed)

Reliance Industries: An Indian Family Business


Comes of Age in Global Energy and Petrochemicals.
TB0303-PDF-ENG, 2012
The Indian IT Services Industry in 2007, PG0003PDF-ENG, 2011
Mahindra & Mahindra in South Africa. Case
#W11547, 2011

The World in India


6) Monday
Competition in Global Industries
Jan 9th

Can Bollywood Go Global? 9-806-040, 2014


Culture Clash in the Boardroom case distributed

7) Tuesday
Jan 10th

Bosch Group in India: Transition to a Transnational


Organization. IMB301-PDF-ENG, 2010

Managing the Global Company: The


Organizational Challenge

Wednesday Jan 11 non-teaching day


8) Thursday
Foreign firms in India: Collaborating
Jan 12th
with local companies
9) Friday
Jan 13th
10) Saturday
Jan 14th

Presentation of group assignments

The Hero Honda Break-Up. IBS Centre for


Management Research, Case number 312-105-1,
2012
Sample exam distributed

Warp up
Final exam (in class)

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GENERAL GUIDELINES

I encourage you to get in touch with me outside class as you find appropriate, so that we can work
together to ensure that you get the most out of this course and reach your highest possible potential. I will
be happy to assist you with any course- or career-related issues. Outside class communication can take
place either by e-mail or in personal meetings.
FACULTY PROFILE

My areas of interest and expertise are globalization and the management of Multinational Corporations,
topics I have been teaching, consulting and publishing on extensively for three decades. Prior to joining
Baruch College in 2002, I was a Senior Research Fellow at Cambridge University UK. Earlier, I held a
senior position in the Research Division on Foreign Investment and Transnational Corporations at the
United Nations in Switzerland.
I am the Director of the Centre for the study of Russian and Emerging Market Multinationals of St.
Petersburg State University, and lead a consulting project for Deloitte Tohmatsu Consulting on value
creation and appropriation in global supply chains, with application to Bangladesh garment industry. I
have also consulted with a number of national and international organizations, including the United
Nations, the World Bank, the European Union, London's Westminster City Council, the Government of
Turkey, the US Department of Commerce, on issues related to Multinational Corporations and
globalization. In 2014 I was part of an expert delegation invited by the President of the UAE to advice on
the global financial investment strategy of the countrys financial arm.
During the last decade I have held visiting positions in business schools around the world, many of which
are the leading schools in their countries, including Sun Yat-sen University in China, India School of
Business (ISB), Lagos Business School, and BI Norwegian Business School, among others, where I have
taught various courses on doing business in a global world.
I am a frequent commentator on globalization and global companies and have been cited by various media
outlets on these issues, including CNBC, FOX Business, CNN, Forbes, FT, India Economic Times,
Business World India, Brooklyn Independent TV, and a regular speaker in research seminars and
conferences around the world.
I am the recipient of Baruch College 2011 Best Teacher Award and 2012 Presidential Excellence Award
for Scholarship. My research on Multinational companies and globalization-related issues has been
awarded several recognitions, including the 2012 Outstanding Author Contribution Award of the Literati
Network Emerald Awards for Excellence. I am the author of two books on global competition in service
industries (one of them was translated to Chinese) and numerous journal papers published in the leading
academic journals in international business and strategy, including the Strategic Management Journal,
Management Science and the Journal of International business Studies, and have served as a consulting
editor and board member of

<Doing Business in a Global World> 2013

Recommended Additional Readings


For those of you wishing to expand their knowledge of the course topic beyond the course material.

Unruh and Cabrera, Join the Global Elite. Harvard Business Review. May 2013
Ghemawat P. The Cosmopolitan Corporation. Harvard Business Review, May2011
International Business, Charles Hills, McGraw Hills, 8th edition, 2013.
Anil K. Gupta, Vijay Govindarajan, and Haiyan Wang, The Quest for Global Dominance: Transforming
Global Presence into Global Competitive Advantage, 2nd edition, John Wiley & Sons 2008
C.A. Bartlett, and P. Beamish, Expanding abroad, Transnational Management. 7th edition, McGraw-Hill
2011
Ghemawat P. World 3.0: Global Prosperity and How to Achieve It. Harvard Business Scholl Press, 2011.
A. Marcus and K. Harry. When you shouldn't go global. Harvard Business Review, 2008, 86(12)
I.C. MacMillan, A.B. van Putten and R.G. McGrath, Global gamesmanship. Harvard Business Review
May 2003
Jones, G. G. The Rise of Corporate Nationality. Harvard Business Review, 2006, Vol. 84, Issue 10;
Carr and Collis. Should You Have a Global Strategy? MIT Sloan Management Review, 2011

<Doing Business in a Global World> 2013

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