2019
2020
INTERNATIONAL
BUSINESS CLASS
PROF. DR. YANN DEKEYSER
SAM STROO
,TABLE OF CONTENT
PART ONE. CORE CONCEPTS: CHAPTER 1-5
1. Conceptual foundations of international business strategy
2. The critical role of firm-specific advantage
3. The nature of home country location advantages
4. The problem with host country location advantages
5. Combining firm-specific advantages and location advantages in an MNE network
PART TWO. FUNCTIONAL ISSUES: 6-10
6. International innovation
7. International sourcing and production
8. International finance
9. International marketing
10. Managing managers in the multinational enterprise
PART THREE. DYNAMICS OF GLOBAL STRATEGY: 11-16
11. Entry mode dynamics 1: foreign distributors
12. Entry mode dynamics 2: strategic alliance partners
13. Entry mode dynamics 3: mergers and acquisitions
14. The role of emerging economies
15. Emerging economy MNEs (EMNEs)
16. A. International strategies of corporate social responsibility
B. International strategies of environmental sustainability
SAM STROO 2
,INTERNATIONAL BUSINESS STRATEGY: INTRO
INTRODUCTION TO KPMG
Help companies to buy other companies
Consulting firm
Audit: checking of accounts
Tax & legal
Accountants: bookkeeping
Advisory: deal advisory, risk, technology
advisory
WHAT IS STRATEGY?
1. What is my purpose as a company?
2. What does the world look like?
3. How strong am I to do this?
STAGES
steps towards the definition of a strategy: stakeholders, external, internal, strategy,
implementation
Example: there’s a hole in the boat and it changes your
strategy: it changes where you will go to
o When everything is fine, but you hear that a big
bad weather is coming up: you go to the harbor (safe)
or you go direct into the sea: the waves are bigger at
the coast => it will change your strategy
o When the only way to travel is the boat and when
you need to get there fast, will change your strategy
internal situation: hole, crew member is sick
external: competition, market, weather
stakeholders: why are we doing business, why am I sailing, to get to your pregnant wife?
CATEGORIES OF STAKEHOLDERS
Dilemma between shareholders: not all of the shareholders want the same
Example: KPMG decides to go more green => move the company close to railway stations:
we want to get rid of company cars, but they can’t do that because the personnel won’t like
it => personnel is a strong stakeholders
inside out: to much debt/ outside in: couldn’t adapt to the new business strategy
SAM STROO 3
, BUSINESS PURPOSE
o Normal business: destruction of community and profit
o After that: left top: do good for the community because
of all the prodit they made
o Losing money and destruction: war
o doing good and skipping profit
CSR IS A FIRST STEP: CORPORATE SOCIAL RESPONABILITY
o Nike: no more child labour
o Gender equality
o next step: combine doing good and getting profit, vb: companies that do something with circular
economy
EXTERNAL FACTORS
5 FORCES OF MICHAEL PORTER: THE “OLD WAY” OF LOOKING AT THE OUTER WORLD
= the old way, outdated
Rivalry among existing competitors
Threat of new entrants
Bargaining power of buyers
Bargaining power of suppliers
SAM STROO 4
2020
INTERNATIONAL
BUSINESS CLASS
PROF. DR. YANN DEKEYSER
SAM STROO
,TABLE OF CONTENT
PART ONE. CORE CONCEPTS: CHAPTER 1-5
1. Conceptual foundations of international business strategy
2. The critical role of firm-specific advantage
3. The nature of home country location advantages
4. The problem with host country location advantages
5. Combining firm-specific advantages and location advantages in an MNE network
PART TWO. FUNCTIONAL ISSUES: 6-10
6. International innovation
7. International sourcing and production
8. International finance
9. International marketing
10. Managing managers in the multinational enterprise
PART THREE. DYNAMICS OF GLOBAL STRATEGY: 11-16
11. Entry mode dynamics 1: foreign distributors
12. Entry mode dynamics 2: strategic alliance partners
13. Entry mode dynamics 3: mergers and acquisitions
14. The role of emerging economies
15. Emerging economy MNEs (EMNEs)
16. A. International strategies of corporate social responsibility
B. International strategies of environmental sustainability
SAM STROO 2
,INTERNATIONAL BUSINESS STRATEGY: INTRO
INTRODUCTION TO KPMG
Help companies to buy other companies
Consulting firm
Audit: checking of accounts
Tax & legal
Accountants: bookkeeping
Advisory: deal advisory, risk, technology
advisory
WHAT IS STRATEGY?
1. What is my purpose as a company?
2. What does the world look like?
3. How strong am I to do this?
STAGES
steps towards the definition of a strategy: stakeholders, external, internal, strategy,
implementation
Example: there’s a hole in the boat and it changes your
strategy: it changes where you will go to
o When everything is fine, but you hear that a big
bad weather is coming up: you go to the harbor (safe)
or you go direct into the sea: the waves are bigger at
the coast => it will change your strategy
o When the only way to travel is the boat and when
you need to get there fast, will change your strategy
internal situation: hole, crew member is sick
external: competition, market, weather
stakeholders: why are we doing business, why am I sailing, to get to your pregnant wife?
CATEGORIES OF STAKEHOLDERS
Dilemma between shareholders: not all of the shareholders want the same
Example: KPMG decides to go more green => move the company close to railway stations:
we want to get rid of company cars, but they can’t do that because the personnel won’t like
it => personnel is a strong stakeholders
inside out: to much debt/ outside in: couldn’t adapt to the new business strategy
SAM STROO 3
, BUSINESS PURPOSE
o Normal business: destruction of community and profit
o After that: left top: do good for the community because
of all the prodit they made
o Losing money and destruction: war
o doing good and skipping profit
CSR IS A FIRST STEP: CORPORATE SOCIAL RESPONABILITY
o Nike: no more child labour
o Gender equality
o next step: combine doing good and getting profit, vb: companies that do something with circular
economy
EXTERNAL FACTORS
5 FORCES OF MICHAEL PORTER: THE “OLD WAY” OF LOOKING AT THE OUTER WORLD
= the old way, outdated
Rivalry among existing competitors
Threat of new entrants
Bargaining power of buyers
Bargaining power of suppliers
SAM STROO 4
