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Strategy
( BMAN 24132)
Course unit Coordinator :
Prof Mo Yamin
Mo.Yamin@manchester.ac.uk
www.manchester.ac.uk/research/mo.yamin
Dr Claudio De-Mattos(DCM)
Lecture in International Business
Claudio.de-mattos @manchester.ac.uk
www.manchester.ac.uk/research/claudio.de-mat
tos
Course aims
International business strategy requires the analysis of
complex, uncertain and incomplete information and the
ability to make and implement company-wide judgements.
This module, through mix of lectures, class discussions, and
case study analysis provides the opportunity for the participant
to develop and practice analysis, thinking, and
judgement competencies at an international and strategic
level.
Learning outcomes
Knowledge and understanding: Knowledge and understanding of
the main analytical approaches to international business strategy.
Ability to recognize and explain the role and implications of external and
internal factors for the development of successful international business
strategies.
understanding of the tools and techniques used in the analysis of company
performance and strategic positioning in multinational companies.
strategy
Introduction: Strategy around the Globe
tripod as
The Industry and resource-based views of Strategy
an
The Institution based view of Strategy
analytical
tool and
template
Applying the
strategy
tripod at the
business and
the corporate
levels
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Lecture Topic
Introduction to the
course and lecture
on Strategy
The Industry and
firm perspectives on
Global Strategy
The Institutional
perspective on Global
strategy
Foreign market entry
Strategic alliances
and networks
Global Competitive
Dynamics
Diversification and
acquisition
Multinational
strategy, structure
and learning
Corporate Social
Responsibility
conclusion
Seminar Topics
Session 1:Strategy
concepts; meaning and
relevance of global
strategy
Session 2: Integrative
Case 1: A Nordic
Investor in Eurasia.
Core textbook,pp124128
Session 3:
Individual mock test
Session 4 :
Integrative Case 2:
Flying with Ryanair
Core textbook, pp.
284--289
Session 5:
Seminars 1, 2, 3, 4, 5 and 6
Seminars 7, 8, 9, 10 and11
Seminars 1, 2, 3, 4, and 5 and 6
Seminars 6, 7, 8, 9, 10 and 11
Seminars 1, 2, 3, 4, 5 and 6
Seminars 7, 8, 9, and 10, and 11
Seminars 1, 2, 3, 4, 5 and 6
Seminars 6, 7, 8, 9, 10 and 11
Seminars 1, 2, 3, 4, 5 and 6
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Emergent Strategy: A strategy based on the outcome of a stream of smaller decisions from
the bottom up
For example, actions taken by managers of foreign subsidiaries in a multinational
company to formulate new strategies and persuade top managers in the headquarter to alter
strategic priorities
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Assumptions about the environment of the firm : society and its structure,
the market, the customer, and technology. Assumptions about the
environment define what the firm gets paid for.
Includes assumptions about OPPORTUNITIES and THREATS facing the firms business
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Nokia
Until a few years ago Nokias tagline used to be
Connecting People
It has now changed to Technologies for a Connected
World
What does this tell us about (changes in) Nokia s theory of
its business?
Walmart
After its failures in Germany and Korea , Walmarts slogan
has changes from Everyday Low Price to Save
Money , Live better
What does this tell us about the limitations of Walmarts
theory of its business ?
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theories of the business are so powerful that they last for a long time. But
eventually every one becomes obsolete .
It is very difficult to change the underlying theory of a business as circumstances change radically and
replace it with one that fits the new reality better
Decision makers often suffer from cognitive bias: ignore cumulative evidence
contradicting their strongly held beliefs .
Generals always fight the last war ("Economists fight the last depression")
Managers focus too much on exiting competencies at the expense of developing new
ones .
Core competence becomes core rigidity.
Research suggests that the vast majority of companies do not live more than 40 years
Companies that survive a century or more( e.g. IB&M- Opening Case in Chapter 3) constitute important
sources for advancing our understanding our strategy
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by L. S Lowry
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http://www.theguardian.com/business/2015/nov/06/m-and-s-clo
thes-old-people-younger-zoe-williams
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Strategy tripod
Three theoretical perspectives on strategy provide
their own distinctive answers to the four
fundamental questions
Industry-based view - focusses on the degree of
competitiveness in the industry as the critical influence on
a firms strategic positioning in the industry
Resource-based view -emphasizes firm specific differences
in capabilities as the main driver of strategic behavior and
performance
Institution-based view - highlights the importance of
context- shaped by institutional forces- particularly when
companies operate outside their home market
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Definitions of globalization:
The close integration and peoples of the World (Peng)
Globalization is the shift towards a more integrated and
interdependent world Economy (Hill)
Pengs advocates the Pendulum view of globalization
The shift is not inexorably upwards towards greater integration
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Semi globalization
Indicators of cross border market
integration (such as foreign trade and
foreign direct investment) have shown
significant increase over recent years
However it is far from the case that
markets are fully integrated
Most economic activity is still national or local
rather crossing borders.
One study has shown that Canadians were 22
times more likely to trade with fellow Canadians
than with persons equally distant but who reside
in the USA
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Children as young as seven mining cobalt used in smartphones, says Amnesty ( Guardian 19 th January
2016)
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