Process of international expansion generically

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Reference no: EM133084909

BMG872 Global Strategy Development and Implementation - Ulster University

Unit Credit - 15

AIMS
The primary aim of this module is to develop an understanding of the strategic management of an enterprise engaged in international business. This includes understanding how the competitive position of a firm is devised based on analysing structure, country-based sources of advantage and their distinctive competencies. Further, translating strategy into organisation action requires understanding the advantages and disadvantages of the many organisational forms and processes that may be used to attain the desired competitive position. The secondary aims are to (1) develop an understanding of the international business that integrates specific functional activities comprising the firm and (2) provide the opportunity to further develop analytical skills and decision-making in situations characterised by uncertainty and complexity.

OBJECTIVES
On successful completion of this module students will be able to:
• understand the catalysts for international expansion, including country, industry, and firm influences;
• understand unique management issues that confront international business units;
• analyse different competitive strategies in globalising industries;
• understand the process of international expansion generically;
• examine how changes in strategy create organisational tension, especially in headquarter-subsidiary relations;
• analyse historical globalisation patterns in strategic industries;
• assess strategies needed to compete internationally.

Learning Outcome 1: Demonstrate knowledge and thorough understanding of the fundamental concepts, principles, theories, practices and legislative frameworks underlying international business as an academic discipline and as a tool for improved management of international businesses.

Learning Outcome 2: Apply critical evaluation to complex arguments and evidence in the field of international business.

Learning Outcome 3: Formulate strategies to support successful international operations in diverse contexts.

Learning Outcome 4: Assess the implications, risks, security, integrity and confidentiality aspects of applying innovative solutions across multi-national and trans-national companies.

TEACHING PLAN
The content covered for this module is listed as follows:

Session 1: Introduction to Global Strategy
Learning Outcomes
• Introduction to students, staff and module
• Understand the teaching and assessment requirements to successfully complete the Global Strategy Development and ImplementationModule
• Reflect on your previous knowledge of business strategy
• Consider what business strategy means in an international context
• Identify a multinational corporation and review its corporate plan

Session 2: Globalisation
Learning Outcomes
• Explain the concept of globalisation
• Describe the changes which have taken place in the global business environment in the last century
• Describe the effects of globalisation on markets and production
• Describe the institutions that support globalisation
• Explain how technology and innovation in transportation support globalisation
• Discuss pros and cons of globalisation and its effects on developing nations

Session 3: The Global Environment
Learning Outcomes
• Explain the different political, economic and legal systems
• Illustrate the implications of these systems for international business
• Outline the determinants of economic development
• Discuss the relationship between democracy and development
• Explain the significance of national cultures and subcultures within nations
• Evaluate the cultural role of religion and its influence on the practice of business

Session 4: Trade Theory and Sources of Competitive Advantage
Learning Outcomes
• Define the components of new trade theory
• Describe the implication of new trade theory for business and government
• Discuss and apply the theory of National competitive advantage
• Explain the basis for strategic trade policy

Session 5: International Strategy Formulation
Learning Outcomes
• Understand the meaning of strategy for firms within an international context.
• Suggest the reasons why firms may decide to enter international business.
• Discuss the important of value creation within an international context.
• Identify the benefits from international strategies
• Outline the basic strategies undertaken by MNEs, and specifically focus on how they relate to the needs for local responsiveness and cost minimization

Session 6: Strategic Initiatives for Global Growth
Learning Outcomes
• Evaluate the criteria that firms use to select foreign markets for international growth.
• Outline the importance of timing of entry and scale of entry for the firm.
• Define and list the advantages and disadvantages of the six market entry modes.
• Define and describe the benefits and challenges associated with acquisitions versus Greenfield ventures
• Analyse the benefits and challenges of strategic alliances

Session 7: International Strategy Integration and Implementation
Learning Outcomes
• Identify the different kinds of organisational structures and internal control mechanisms that international businesses can use to manage global operations
• Discuss the advantages and disadvantages of centralised and decentralised decision systems.
• Present the basic types of organisational forms that multinational firms use.
• Describe the control systems and integrating mechanisms available to multinational firms
• Evaluateorganisational architecture, control systems, integrating systems, and decision making choices multinational firms and their linkages with their strategy and industry environment

Session 8: Global Production and Supply Chain Management
Learning Outcomes
• Explain why global production and supply chain management decisions are of central importance to many global companies.
• Explain how country differences, production technology, and production factors all affect the choice of where to locate production activities.
• Recognise how the role of foreign subsidiaries in production can be enhanced over time as they accumulate knowledge.
• Understand the functions of logistics and purchasing (sourcing) within global supply chains.

Session 9: International Strategy: Evaluation, Monitoring and Control
Learning Outcomes
• Discuss the importance of evaluation and control within an MNC
• Illustrate and describe the evaluation and control process
• Identify at least eight methods employed to measure performance of firms
• Discuss how non quantifiable measures can lead to organisational success
• Highlight how firms can overcome international challenges of control
• Recommend guidelines on how firms should ensure proper control within their organisations.

Module Summary - Global Strategy Development and Implementation will focus on the following areas:

Globalisation
• The growth and impact of globalisation
• The global environment
• Industry characteristics
• Competitive advantage
• Corporate Strategic Models

Strategy
• The evolution of strategy in International Business
• Leading global expansion
• Strategy implementation
• International investment and locations

Structure
• Organisational structures for International Business
• Control Systems and Incentives
• Organisational Culture

For this piece of coursework you are required to research a multinational company (of your choice). You are required to analyse the strategic activities and decisions of a multinational company of your choice to establish a subsidiary in an international location. Please note that the MNC must not have a presence established in your target international location and you will be required to demonstrate this as part of your report.

Your assignment should highlight, analyse and critically evaluate the following:
i. Reasons for parent company's international expansion; (including an evaluation of the company's historical performance, products/service range, share of the market and competitive position within the industry);
ii. Possible strategic choices available to the parent company;
iii. Reasons for choice of location for the subsidiary;
iv. Strategic methods of entry and the possible consequences;
v. The potential organisational and managerial problems for the subsidiary operating in the new international environment; and
vi. You should provide strategic advice for the subsidiary to overcome the problems highlighted in v.
The paper should be based on a thorough research of various types of data such as library sources, company documentation, web-based material, personal experience in a company and personal interviews if applicable. Appropriate academic theories and models should be employed wherever relevant.

Attachment:- Global Strategy Development Implementation.rar

Reference no: EM133084909

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