Reference no: EM132167862

Course overview:

Topics to be included / Teaching strategies / Technological skills development

Topics include comparative advantage, tariffs, quotas, stabilization policy, antitrust law, vision, values, special business units, intangible assets, strategic alliances, corporate governance, strategy creation, and assessing firm performance for both shareholders and stakeholders.

In addition to the supplementing the text with lectures, student-centered, problem-based learning techniques including case studies, simulations, in-class activities, group work, and student presentations and/or facilitation of materials will be utilized.
MS Excel will be used to model, analyze, and evaluate international business ventures

Discussions:

Weekly discussions will give students an opportunity to explore course concepts in the context of real world cases and/or review widely-cited articles. Your weekly discussion will consist of your weekly postings to our general discussion thread. Weekly threaded discussions have two objectives: 1) for students to demonstrate their understanding of key concepts and 2) for students to engage their peers in a discussion that examines how to apply key concepts to real world situations. Your grade will be based on the degree to which you demonstrate learning through frequent and meaningful discussion with your peers. In order to receive a passing grade, please post your initial response by midnight Wednesday night. Another good rule of thumb is to enter the boards at least three different days per week, and to make sure that you consistently engage your peers in sufficient detail. Threaded discussions must be completed each week before midnight Sunday night.

Problem Sets:

After reading the text, each week you are to enhance your understanding of the material by reviewing presentations for each chapter. You will then use this knowledge to solve problems. Problem sets will be comprised of either end-of-chapter problems and/or online multiple choice questions. Answers to all questions must be submitted before midnight Sunday night. Since students have been provided with advanced notice of due dates for all assignments, late work is strongly discouraged. If for some reason a student has a valid excuse with documentation, late work will be accepted with a deduction up to, equal to, or greater than 15% per day. Further, in order to receive full credit for problems, please show your work when necessary. Finally, please complete your work using MS Word or MS Excel unless problems are comprised of multiple choice questions online.

Case Description:

The case describes Lincoln Electric's business strategy and incentive system, and it discusses the global strategy choices that the company faces going forward. Lincoln Electric is deciding whether a strong push into India should be the next step in the company's globalization. The company has enjoyed increasing success in China as a result of its aggressive expansion through both a joint venture and set of majority- owned plants. The company is deciding how it could apply the lessons of the Chinese experience, as well as the lessons of its experience across Asia, Europe, and Latin America, to India.

First of all, should Lincoln Electric own a manufacturing operation in India? If yes, Lincoln Electric could enter the India market by acquisition, by joint venture, or by building a new plant on its own.

If the company were to enter by acquisition, it was unclear what type of valuation to apply to any of the Indian incumbent companies.

If the company were to enter by joint venture, the question was:

How could Lincoln ensure its ability to make key business decisions?

If the company were to build its own plant, the question was: Would the cost of starting from scratch be more than sufficiently compensated by the total control the company would enjoy?

1) Use the case coach as a tool to organize data versus an outline (note: using the cash coach might not be necessary and it is definitely not required). Integrate quantitative and qualitative information in an original analysis that applies course concepts and case-specific information to the problem and key issues outlined in your problem statement. A helpful outline might look something like:

Executive summary

Problem Statement

Analysis section (apply course concepts to the problem here)

*Include multiple analysis subsections here

*

*

Alternatives

Recommendation and Implementation

Note: The analysis section will likely have many sub-sections - e.g., a section that deals w/ whether to enter the market and another section that deals w/ the process by which entry should take place, etc.

Case Coach:

1. Define the Problem: Describe the type of case and what problem(s) or issue(s) should be the focus of your analysis

2. List any course concepts that can be applied: Write down any principles, frameworks or theories that connect your course to the issues of this case.

3. List relevant qualitative data: Evidence related to or based on the quality or character of something.

4. List relevant quantitative data: Evidence related to or based on the amount or number of something.

5. Describe the results of your analysis: What evidence have you accumulated that supports one interpretation over another.

6. Describe alternative actions: List and prioritize possible recommendations or actions that come out of your analysis.

7. Describe your preferred action plan: Clear statements of what you would recommend. May include short, medium and long-term steps to be carried out.

Attachment:- Syllabus.rar