NYU Stern School of Business

Undergraduate College

MGMT-UB.0011.012 (C50.0011): INTERNATIONAL STUDIES PROGRAM:

Spring 2013

Instructor Details

Boyle, Elizabeth

eboyle@stern.nyu.edu

By appointment

KMC 7-59

 

Paul Toscano

pt749@stern.nyu.edu

By appointment

KMC 7-100

 

Course Meetings

TR, 3:30pm to 4:45pm

KMC 3-120


Final Exam:

Schedule exceptions
    Class will not meet on:
    Class will meet on:

 

Course Description and Learning Goals

Course Objectives

The main objective of this course is to develop a strategic plan for a company based in Santiago.  In order to accomplish that objective, we will:

  1. Deepen your understanding of business strategy
  2. Examine how a country’s political, economic, legal and cultural systems can convey a competitive advantage to a firm
  3. Develop an understanding of strategic decisions to expand a firm’s geographic scope

Our trip to Santiago will deepen your understanding of how country differences affect economic growth, globalization and the management of firms.  During the trip you will meet with managers to observe directly how the Chilean’s institutions and resources impact Chilean firms’ ability to expand geographically and how business is done generally.

Your ability to communicate your insights and recommendations plays a pivotal role in your career advancement. Given the importance of your ability to present your ideas this course culminates in a school-wide competition among student teams from all sections of ISP. 

Learning Process

During class I will act as moderator and facilitator to help you gain a better understanding of strategic analysis. I do not use PowerPoint slides in class and therefore do not hand out notes prior to class. Instead, I use the whiteboards which I find are more conducive to active engagement in class discussions. By actively participating in class discussions, you will sharpen your own insights, and those of your classmates. You may be called upon to provide your conclusions, insights and reasoning at any point during a class.

The greatest value from your undergraduate education is seldom realized immediately upon graduation. Such value is realized over a lifetime, and comes not from having a “bag of tricks” but rather from developing analytical and problem-solving skills. One of the most valuable abilities that you can develop and sharpen in business school is the ability to think critically and strategically, and to speak and write in a logical and compelling way.  My expectation is not that you provide the “correct” answer. My expectation is that you will display competence in the use of the models and theories appropriate to business and international strategy while providing a logical and coherent response to the questions posed.

 

Course Outline

Class Schedule

(All cases and articles are in the coursepack unless indicated otherwise)

Day

Date

Topic

Readings/Deliverables Due

Tues

1/29

Introduction

Bring an interesting fact about Chile or Latin America

Thur

1/31

Choosing a Business Strategy

“Five Competitive Forces that Shape Strategy” (BB)

“Competing on Resources” (BB)

Tues

2/5

Country Factors & Firm Competitive Advantage

“Country Analysis: A Framework…”

Case: “Intel’s Site Selection in Latin America”

Thur

2/7

Country Factors & Competing With Giants

“Competing with Giants” (BB)

“The Growth Opportunity That Lies Next Door” (BB)

Case: La Martina

Tues

2/12

Choosing a Global Strategy

“Managing Differences” (BB)/ “Emerging Giants” (BB)

Case: Grupo Bimbo

Thur

2/14

Global Strategy: Discontinuing, Modifying, or Staying the Course

 “Distance Still Matters” (BB)

Case: “Starbucks”

Thur

2/21

Choosing a Global Strategy: Entry Mode Selection

“Target Markets & Modes of Entry” (CP)

Case: Jollibee

Tues

2/26

ISP Trip Presentations and Ticket Distribution 5:45pm-7pm

Paulson Auditorium

Tues

2/26

International Strategy Practicum

Case Presentation: Grupo Modelo

Thur

2/28

International Strategy Practicum

Case Presentation: OfficeNet

Tues

3/5

International Strategy Practicum

Case Presentation: LAN Airlines

Thur

3/7

International Strategy Practicum

Case Presentation:  Coke in Brazil

Tues

3/12

Mid-Term Exam

Thur

3/14

Trip-Prep

 

MODULE 2: THE TRIP

Day

Date

Topic

Fri

3/15

Depart NYC

Sat

3/16

Evening: Welcome Dinner

Sun

3/17

Group Activity (TBD)

Mon

3/18

Lectures  & Free Time (TBD) 

Tue

3/19

Morning & Afternoon: Corporate Visits (TBD) 

Wed

3/20

Free Time (TBD) 

Thu

3/21

Morning:  Free

Afternoon:  Leave for Airport in the Afternoon

Fri

3/22

Arrive NYC

MODULE 3: PROJECT WORK AND COMPETITION

Day

Date

Topic

Readings/Deliverables Due

Tues

3/26

Trip Debrief & Competition Briefing

Due:  5 Key Learning Points

Thur

3/28

Strategy Proposal Prep

No class

Tues

4/2

Strategy Proposal Prep

No class

Sun

4/7

Due: 1 page strategy proposal  Upload to BB by 9pm

Tues

4/9

Proposal Discussion with Professor & TF

Teams 5, 6, 7, 8

Thur

4/11

Proposal Discussion with Professor & TF

Teams 1, 2, 3, 4

Tues

4/16

Strategy Presentation Prep

No class

Thur

4/18

Strategy Presentation Prep

No class

Tues

4/23

Strategy Presentation Prep

No class

Thur

4/25

Strategy Presentation Prep

No class

Tues

4/30

Strategy Presentation Prep

No class

Thur

5/2

Strategy Presentation Prep

No class

Fri

5/3

Due: Presentation Slides (Upload to Blackboard by 10pm)

Sat

5/4

Strategy Presentations

Tues

5/7

No Class-Winning Team Prep

Thur

5/9

No Class-Winning Team Prep

Fri

5/10

Final Competition (12:45-3:30 PM)

Sun

5/12

Due: Strategy Recommendation (Uploaded to BB by 9pm)

 

 

Required Course Materials

 Readings and Cases

·         HBS Cases and Readings purchased via:

 http://cb.hbsp.harvard.edu/cb/access/16684558

If you haven’t registered on this site before you need to register to create a user name if you do not already have one.

After you register, you can get to the coursepack at any time by doing the following:
1. Visit hbsp.harvard.eduand log in.
2. Click My Coursepacks, and then click ISP 2013

·         Harvard Business Review Articles (available on Blackboard)

·         The Global Competitiveness Report, 2011-2012, by the World Economic Forum (available on BB).

 

Assessment Components

Evaluation Criteria

Your performance in this class is evaluated based on multiple individual and group assignments.

Individual
Class & Trip Participation                                                   15%
Mid-Term Exam                                                                  20%
Final Strategy Recommendation                                        25%
Total Individual                                                                  60%
 
Group
Case Analysis Presentation                                                 20%
Strategy Recommendation Presentation                            20%
Total Group                                                                         40%

 

Individual Work

A description of my expectations for class participation, your strategy recommendation and mid-term follows.  
All work must uploaded to the appropriate folder on Blackboard (in the Assignments section) by the due date and use the file naming format provided for each assignment.  
Laptops, cell phones, and other electronic devices are a disturbance to both students and professors.  All electronic devices must be turned off prior to the start of each class meeting. 

Class & Trip Participation (15%)
Participation in class is a very important component of the learning process in the course.  Students are expected to contribute to class discussions.  
Such participation is essential to individual and class learning from the case analyses. Please go over the readings prior to class as you will be expected to discuss them.  
Every session of the course will involve interaction in the form of class discussion. I expect each one of you to come to class on time and be prepared to contribute 
to all class sessions. 
Participation in scheduled events and programs during the trip to Santiago are also a very important component of the learning process in this course.  
Those missing the trip will be given a make-up assignment whose weight will be equal to that of the trip participation grade.  
Those traveling to Santiago are required to adhere to the Stern Code of Conduct and failing to do so will negatively impact your grade. 
The following also contribute to your participation grade: 
Pre-Class Surveys:  Thoughtful completion of pre-class surveys will also be considered as part of your participation grade.
               5 Key Trip Learning Points: Write 1-2 pages on the 5 lessons that you learned from participating on the ISP trip—

1.         At least 2 of these lessons should be based on the talks that you attended.

2.         At least one learning should be based on your observations about the business culture in Argentina/Latin America (i.e., corporate visit or your observations as consumer in Argentina).

               Make sure that your key learning points do not cover information you knew before the trip.

Final Strategy Recommendation (25%)

Prepare an integrated set of strategic recommendations for management drawing on your team’s work, the presentations in class and any additional insights you gained during the presentations. 

Your recommendation should start with a ‘situation analysis’, or SWOT, to establish the opportunities and threats which you believe are most relevant and whether the firm we visit has the competencies (strengths) to capitalize on the opportunities or mitigate the threats.  Your subsequent analysis and strategic recommendations should flow from your ‘situation analysis’.    You do NOT need to include an overview of the industry. 

A strong recommendation will explain why some viable alternatives are being rejected.  There will be many strong recommendations presented in class and you should explain why you have not chosen the strongest alternatives.  You do not need to comment on all group recommendations.

Your integrated recommendations can be similar to your group’s recommendation if you firmly believe that is the best recommendation.  However, you need to demonstrate that you have carefully evaluated other strong ideas.

Suggestion:  Assume that you are the partner in a consulting firm.  Eight groups of associates worked on this project.  You have just seen eight excellent strategic recommendations.  Now, you must consider their arguments and put together one, integrated recommendation for the company we visit in Santiago.

Your recommendations need to be supported.   Be sure to evaluate the recommendations in terms of their potential impact on the business – for example,  impact on sales, competitive position, risks and their ‘affordability’ in terms of the cash flows and debt capacity of the firm.

I do not expect new research; however, you are welcome to include new information.

This assignment is graded on a check (meets expectations), check-plus (exceeds expectations) and check-minus (falls short of expectations) system.  Check-plus grades are rare and are assigned to work that is truly exceptional.

Maximum length is 1000 words [excluding appendices]. Your work should be double-spaced with 1” margins and use a 12 point font.

PLEASE name your document in this format:  Last Name. First Name.StrategyRecommendation

 

Mid-Term Exam (20%)

This in-class exam is scheduled for Tuesday 3/12. The exam will consist of two parts. In part one you will analyze a case through the lens of 3-4 questions. The case will be made available to you via Blackboard on Thursday 3/7 at 5pm. You may prepare the case in any way you think appropriate. None of your preparatory material may be brought into the exam. At the beginning of the exam you will be provided with a new copy of the case and the case questions.

In the second part of this exam you will be asked to pose questions for the management of the company we visit in Santiago. Excellent questions for management are those for which the answer cannot be found in secondary resource material (e.g. newspapers, annual reports)

 
Group Work        
You will work on a case presentation and a strategy presentation in a group. Since group activity is a big component of this course, 
it is recommended that you find group members with whom you share a good group dynamic.  It is also required that each group has no more 
than one person who is not going on the trip to Chile.  
All work must be handed in via hard copy at the beginning of class on the due date and uploaded to Blackboard before the due date.
Peer evaluations will be used to determine individual contributions to the group project.
 
Case Presentation (20%) 

Each group will be assigned one case for a group analysis and class presentation. Two groups will present on each case. This is an effort to simulate the experience you will have at the end of the class and to hone your ability to apply the models learned in class.

Case questions and guidelines can be found toward the end of this syllabus. Your group is required to analyze the case and make a 15-minute presentation in class on the date assigned. All members of the group are required to take part in the presentation.

You are strongly encouraged to do external research to obtain and use outside information on the firm and the industry while preparing your case analysis. 
Please reference all external sources used in your report. Also please turn in a copy of your presentation slides before class begins on the day of your presentation.
 
Strategy Presentation (20%)
After returning from the trip, your group will submit a strategy proposal (1 page, double spaced) on the date indicated in the syllabus.  
The proposal should outline the strategic issue(s) that you will focus on in your strategy recommendation.  
I will schedule a meeting with each team to evaluate this proposal.  The proposal is not graded.  
Your final deliverable for this assignment is a presentation of your recommended 3-5 year strategic plan for the company we visit in Santiago. Y
our recommendation must be built on your analysis of your company’s strategic situation (i.e., its prospects for growth in earnings over the next 3-5 years, 
its strengths/advantages over competitors, and the major challenges and weaknesses it will have to overcome in the next few years). 
Be sure to identify, specifically, what significant changes in the firm’s geographic scope, product scope, product development policies, marketing policies, 
operations policies, finance policies, organization structure, and/or human resource management policies are you recommending?
Each group will have 15 minutes to present their strategic plan (recommendations). Each presentation will be followed by 5 minutes of Q&A.  
These presentations will take place on Saturday May 4th between 12 and 4pm.  Lunch will be provided. 
Please time your presentations properly – you will not be permitted to go over the allotted time and any material not presented will not be 
counted toward the grade for this assignment.  
One team will be selected to represent our section in the Regional Finals.  More information on the presentation will be provided in class.
 
Slides Submission:   Post your slides on Blackboard by Friday May 3rd at 10pm.  

 

Case Questions

(cases are listed in alpha order)

Coke in Brazil

·         Briefly summarize the major characteristics of the Brazilian soft drink market?

·         Perform a SWOT analysis of the Coca-Cola company in Brazil?

·         What should Coke do to be more successful in Brazil?

Grupo Bimbo

·         How should Grupo Bimbo address the challenges the company faces in Brazil?

·         Should Grupo Bimbo be going to China? Why or why not?

·         If Group Bimbo continues to expand in China, what (if anything) would you change about the company’s strategy there?

Groupo Modelo

·         Should Groupo Modelo expand further internationally? Why or Why Not?

·         If the firm should expand what strategy would you recommend going forward?

Intel

·         Why is Intel interested in investing internationally? Why does the company want to invest in Latin America?

·         What characteristics does the company seek in a country where it will locate its investment?

Jollibee

·         How was Jollibee able to build its dominant position in fast food in the Philippines? What sources of competitive advantage was the company able to develop against McDonald’s in its home market?

·         As Noli Tingzon, how would you deal with the three options described at the end of the case? How would you implement your decision?

La Martina

·         What is the business model and philosophy of La Martina?

·         What are the key challenges that La Martina is facing and how should they be addressed?

LAN Airlines

·         Explain why LAN pursues a model that mixes passenger and cargo. What advantage does this provide to the airline? Why does it make sense for LAN but not for American or European carriers?

·         How would you evaluate the recent change to low-cost on domestic routes?

·         Would you suggest any changes to the model for LAN to grow?

Officenet

·         What is the nature of the opportunity for Officenet?

·         How would you describe the context for entrepreneurs in Argentina in 1999?

·         Which of the strategic growth options the entrepreneurs are considering would you recommend? Why?

Starbucks

·         Was Starbucks too aggressive in its internationalization?

·         How should Starbucks approach internationalization going forward?

 

Case Presentation Grading

This class is designed to provide you with the means to build your understanding of strategy and international strategy while simultaneously building your analytical “toolkit”. The toolkit includes the specific theories, concepts and techniques we will discuss over the course of the semester.

The case method is an effective way to simulate the types of decision you will face as managers in the ‘real world’. Your management skills are enhanced by putting you in the manager’s place as described in each case. You will learn the most when you take a position on the decision(s) highlighted in each case. Like the manager that actually had to make the decision(s) presented in each case you will have to make recommendations without all the data you would want.  My role is that of discussion leader/facilitator, not a lecturer.

Strong case presentations will draw on the models and frameworks we have covered in class The best case presentations will indicate which models/frameworks are being used and why. Strong case presentationswill also:

·         Assure that quantitative analyses are readily understandable

·         Propose solutions that are specific and practical

·         Tables should be used sparingly to highlight/summarize the key points in your analysis. Tables in and of themselves are not analyses.

Strong case presentations will not:

·         Focus too heavily on minor (but interesting) issues

·         Rehash case data. I have read the case, therefore case data should not be presented unless it supports a specific line of reasoning.

What I look for when grading a case presentations:

1.      Is the analysis logically consistent and structured so that it effectively sells its recommendations?

2.      Does the analysis incorporate the relevant tools from our toolkit?

3.      Are the major issues identified? Are any assumptions upon which the analysis relies made explicit?

4.      Are the criteria for selecting a recommendation stated?  Are they appropriate and linked to the analysis? Is the recommendation specific and practical?

5.      Do the exhibits (if any) support your argument? Are analyses in the exhibits done correctly?

 

Group Projects

Guidelines for Group Projects

Business activities involve group effort. Consequently, learning how to work effectively in a group is a critical part of your business education.

Every member is expected to carry an equal share of the group’s workload. As such, it is in your interest to be involved in all aspects of the project. Even if you divide the work rather than work on each piece together, you are still responsible for each part. The group project will be graded as a whole:   its different components will not be graded separately. Your exams may contain questions that are based on aspects of your group projects.

It is recommended that each group establish ground rules early in the process to facilitate your joint work including a problem-solving process for handling conflicts. In the infrequent case where you believe that a group member is not carrying out his or her fair share of work, you are urged not to permit problems to develop to a point where they become serious. If you cannot resolve conflicts internally after your best efforts, they should be brought to my attention and I will work with you to find a resolution.

You will be asked to complete a peer evaluation form to evaluate the contribution of each of your group members (including your own contribution) at the conclusion of each project. If there is consensus that a group member did not contribute a fair share of work to the project, I will consider this feedback during grading.

 

Grading

At NYU Stern we seek to teach challenging courses that allow students to demonstrate their mastery of the subject matter.  In general, students in undergraduate core courses can expect a grading distribution where: 

Note that while the School uses these ranges as a guide, the actual distribution for this course and your own grade will depend upon how well you actually perform in this course.

 

ISP Travel and the Stern Undergraduate Code of Conduct

The ISP Faculty recognizes that the overwhelming majority of students are approaching the International Study Program week abroad with excitement, seriousness of purpose, and every intention of behaving appropriately throughout the program.  To protect the potentially outstanding experience of that majority of students on the ISP trip, which could be damaged by the actions of a few, and to protect the reputation of the school, we remind all students that they must act in a manner consistent with the Stern Undergraduate Code of Conduct and the special conditions of this travel opportunity.

Professional Conduct:  Throughout the trip students are expected to perform in ways that (1) reflect favorably on themselves, their classmates, and the Stern School and (2) contribute to the educational environment and objectives of the course – in other words, to perform professionally.  Professional performance includes, but is not limited to, the following behaviors:

Violations of the expected professionalism behaviors will result in direct penalty to the course grade.  Frequent failure to behave professionally could result in as much as atwo letter reduction in the course grade.

Personal Conduct:  While on the ISP trip, students will have a significant amount of time on their own to explore the history, cultural sites, and local customs of their destination.  During this unsupervised time, students are expected to behave in a manner consistent with those provisions of the Undergraduate Code of Conduct pertaining to personal conduct.  Personal conduct violations include, but are not limited to physical assault, harassment (including sexual and verbal), property damage, and excessive consumption of alcohol.

Accusations of such violations by hotel staff, local police, local citizens, or other students will be investigated by faculty and administrative staff accompanying the students on the trip, and may result in violators being immediately sent home to prevent further damage.  In all cases personal conduct violations will be reported to the Dean’s Office, for determination of sanctions by the Honor Council.

It is the responsibility of each student to ask for clarification of any aspect of these Undergraduate Code of Conduct requirements as they apply to the ISP trip that is not understood or is considered ambiguous prior to the trip.

 

Re-Grading

The process of assigning grades is intended to be one of unbiased evaluation. Students are encouraged to respect the integrity and authority of the professor’s grading system and are discouraged from pursuing arbitrary challenges to it.

If you believe an inadvertent error has been made in the grading of an individual assignment or in assessing an overall course grade, a request to have the grade re-evaluated may be submitted. You must submit such requests in writing to me within 7 days of receiving the grade, including a brief written statement of why you believe that an error in grading has been made.

 

Professional Responsibilities For This Course

Attendance

 
Participation

In-class contribution is a significant part of your grade and an important part of our shared learning experience. Your active participation helps me to evaluate your overall performance.
You can excel in this area if you come to class on time and contribute to the course by:

 

Assignments

 

Classroom Norms

 

Stern Policies

General Behavior
The School expects that students will conduct themselves with respect and professionalism toward faculty, students, and others present in class and will follow the rules laid down by the instructor for classroom behavior.  Students who fail to do so may be asked to leave the classroom. 

 

Collaboration on Graded Assignments
Students may not work together on graded assignment unless the instructor gives express permission. 

 

Course Evaluations
Course evaluations are important to us and to students who come after you.  Please complete them thoughtfully.

 

Academic Integrity

Integrity is critical to the learning process and to all that we do here at NYU Stern. As members of our community, all students agree to abide by the NYU Stern Student Code of Conduct, which includes a commitment to:

The entire Stern Student Code of Conduct applies to all students enrolled in Stern courses and can be found here:

Undergraduate College: http://www.stern.nyu.edu/uc/codeofconduct
Graduate Programs: http://w4.stern.nyu.edu/studentactivities/involved.cfm?doc_id=102505

To help ensure the integrity of our learning community, prose assignments you submit to Blackboard will be submitted to Turnitin.  Turnitin will compare your submission to a database of prior submissions to Turnitin, current and archived Web pages, periodicals, journals, and publications.  Additionally, your document will become part of the Turnitin database.

 

Recording of Classes

Your class may be recorded for educational purposes

 

Students with Disabilities

If you have a qualified disability and will require academic accommodation of any kind during this course, you must notify me at the beginning of the course and provide a letter from the Moses Center for Students with Disabilities (CSD, 998-4980, www.nyu.edu/csd) verifying your registration and outlining the accommodations they recommend.  If you will need to take an exam at the CSD, you must submit a completed Exam Accommodations Form to them at least one week prior to the scheduled exam time to be guaranteed accommodation.

 

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