International Business Strategy
Lecture 1
Outline for today’s lecture:
- Important notes for the course
- Introduction to the concept of strategy
- Introduction to global strategy
- Q&A at the end
This IBS course offers you:
- The knowledge about different themes/topics (leadership, structure, and context) in
the field of international business strategy
- Theoretical foundations (discuss upper-echelon perspective, learning perspective,
institutional theory, information processing model, etc) in the field of business
strategy
- The opportunity to learn how to conduct financial analysis for international business
strategy (including collecting financial data and conducting value analysis relating to a
strategic strategy plan)
Course learning outcome
- In the coursebook
Two teaching methods: online lectures and on-campus tutorials. Attendance is not
mandatory.
Online lectures:
- Focusing on 2 or 3 key problems relating to how to formulate a good strategy in each
topic (leadership, structure, and context)
- Presenting key theoretical perspectives to address those key problems
- Helping students develop their own set of thoughts
- Make some personal notes – prepare for the exam.
On-campus tutorials:
- Strategy themes tutorials (week 38, 41 and 42)
o Discuss and review 2 academic papers each week (Student-led discussion)
o Case analysis presentation
- Further explanations about tutorial activity will be provided in this week’s tutorial
class.
Online tutorials:
- Financial themes tutorials & team assignment (week 37, 39 and 43)
- Please join tutorial class in week 37. Dr Wim will have further explanations about it.
Grades, rules & instructions
- Grades
o Exam = 50%
o Paper & case analysis presentation = 10%
o Team assignment = 30%
, o Pitch assignment = 5%
o Participation = 5%
- Final grade is rounded up/down to fit the 1-10 scale system
- E.g. overall weighted grade is 6.6 – final grade is 7
To pass the course, students have to pass both the team assignment and the exam. If you fail
the team assignment (grade<5.0): you need to repair it immediately. If you fail the exam:
grade 5<0 = take the resit.
Course schedule:
Week 36: opening (Dr Ge)
Week 37: Financial planning and investment selection (Dr Westerman)
Week 38: strategy and leadership (Dr Ge)
Week 39: Financial modelling (Dr Westerman)
Week 41: strategy and context (Dr Ge)
Week 42: Strategy and structure & wrap-up (Dr Ge)
Exam
What is strategy?
The essence of strategy is to find a way to cope with competition (Michael Porter, 1979).
How to formulate a strategy?
Three typical views of strategy formulation
- Industry structure affects strategy
- Firm resources affect strategy
- Strategy is an emerging process (learning-by-doing)
Five competitive forces
Example: Dr pepper
- Competitors: coca-cola & pepsi-cola
o Niche market
Avoid the largest-selling drinking segment (avoid head-to-head
competition)
Maintain a narrow flavor line
- Suppliers/distributors
, o ‘’piggyback’’ on coke and pepsi bottlers who want a full line to sell to
customers
- Down-stream customers:
o Advertising heavily: increasing brand identification and customer loyalty
- Dr pepper’s positioning
o Confront competition in consumer marketing, but avoid it in product line and
distribution
Resource-based view
- Competitive advantage comes from firm’s resources.
- Classic example: stepping stone strategy
Lecture 1
Outline for today’s lecture:
- Important notes for the course
- Introduction to the concept of strategy
- Introduction to global strategy
- Q&A at the end
This IBS course offers you:
- The knowledge about different themes/topics (leadership, structure, and context) in
the field of international business strategy
- Theoretical foundations (discuss upper-echelon perspective, learning perspective,
institutional theory, information processing model, etc) in the field of business
strategy
- The opportunity to learn how to conduct financial analysis for international business
strategy (including collecting financial data and conducting value analysis relating to a
strategic strategy plan)
Course learning outcome
- In the coursebook
Two teaching methods: online lectures and on-campus tutorials. Attendance is not
mandatory.
Online lectures:
- Focusing on 2 or 3 key problems relating to how to formulate a good strategy in each
topic (leadership, structure, and context)
- Presenting key theoretical perspectives to address those key problems
- Helping students develop their own set of thoughts
- Make some personal notes – prepare for the exam.
On-campus tutorials:
- Strategy themes tutorials (week 38, 41 and 42)
o Discuss and review 2 academic papers each week (Student-led discussion)
o Case analysis presentation
- Further explanations about tutorial activity will be provided in this week’s tutorial
class.
Online tutorials:
- Financial themes tutorials & team assignment (week 37, 39 and 43)
- Please join tutorial class in week 37. Dr Wim will have further explanations about it.
Grades, rules & instructions
- Grades
o Exam = 50%
o Paper & case analysis presentation = 10%
o Team assignment = 30%
, o Pitch assignment = 5%
o Participation = 5%
- Final grade is rounded up/down to fit the 1-10 scale system
- E.g. overall weighted grade is 6.6 – final grade is 7
To pass the course, students have to pass both the team assignment and the exam. If you fail
the team assignment (grade<5.0): you need to repair it immediately. If you fail the exam:
grade 5<0 = take the resit.
Course schedule:
Week 36: opening (Dr Ge)
Week 37: Financial planning and investment selection (Dr Westerman)
Week 38: strategy and leadership (Dr Ge)
Week 39: Financial modelling (Dr Westerman)
Week 41: strategy and context (Dr Ge)
Week 42: Strategy and structure & wrap-up (Dr Ge)
Exam
What is strategy?
The essence of strategy is to find a way to cope with competition (Michael Porter, 1979).
How to formulate a strategy?
Three typical views of strategy formulation
- Industry structure affects strategy
- Firm resources affect strategy
- Strategy is an emerging process (learning-by-doing)
Five competitive forces
Example: Dr pepper
- Competitors: coca-cola & pepsi-cola
o Niche market
Avoid the largest-selling drinking segment (avoid head-to-head
competition)
Maintain a narrow flavor line
- Suppliers/distributors
, o ‘’piggyback’’ on coke and pepsi bottlers who want a full line to sell to
customers
- Down-stream customers:
o Advertising heavily: increasing brand identification and customer loyalty
- Dr pepper’s positioning
o Confront competition in consumer marketing, but avoid it in product line and
distribution
Resource-based view
- Competitive advantage comes from firm’s resources.
- Classic example: stepping stone strategy
