International Strategic Management

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1 I. Course Contents and Objectives focuses on strategic management in the dynamic global business environment of the 21 st century. Students in this course build the ability to think strategically and better understand the interconnections between organisational structure and strategic direction in an international context. Therefore this course wants to provide the basics with regard to the relevant terminology and concepts in the area of International Strategic Management. Analytical tools and conceptual thinking frameworks to analyse internal firm strengths as well as external challenges are not only elaborated by examples from business practice but also applied with regard to the discussion and analysis of case studies. In the context of internationalisation further the focus lies on market entry and internationalisation strategies. II. none Conditions for Participation III. Start of the Course Tuesday, October 25, 2011 IV. Basic - Barney, J. B. (2007): gaining and Sustaining Competitive Advantage, 3 rd Edition, Pearson Prentice Hall: Upper Saddle River, NJ, 2007, Chapters 1, 2, Collis, D. J. & Montgomery, C. A. (2005): Corporate Strategy A Resource-based Approach, 2 nd Edition, McGraw-Hill Irwin: Boston et al. 2005, Chapter 2. - Hill, C. W. L. (2007): International Business: Competing in the Global Marketplace, 6 th Edition, McGraw-Hill Irwin: Boston et al. 2007, Chapters 5, 12, 14, Zara: Fast Fashion, HBS Case Study, Version vom

2 Dates & Contents: Introduction to I (October 25 & November 1, 2011): Overview of the field of Introduction into the work with case studies Case study Madonna Case study assignment Strategic Management in the International Context (November 8, 2011): What is strategy? What is an international business? Goals and visions as starting points External context for international firms Barney, J. B. (2007): gaining and Sustaining Competitive Advantage, 3 rd Edition, Pearson Prentice Hall: Upper Saddle River, NJ, Chapter 1, 2.3, 15. Environmental Analysis (November 15, 2011): Motives for internationalisation Analysing the macro-environment Barney, J. B. (2007): gaining and Sustaining Competitive Advantage, 3 rd Edition, Pearson Prentice Hall: Upper Saddle River, NJ, Chapter 15. McGraw-Hill Irwin: Boston et al. 2007, Chapter 12. Version vom

3 Understanding Internal Strengths and Weaknesses of the Firm (November 22, 2011): Resource analysis Value chain/net analysis Collis, D. J. & Montgomery, C. A. (2005): Corporate Strategy A Resource-based Approach, 2 nd Edition, McGraw-Hill Irwin: Boston et al. 2005, Chapter 2. McGraw-Hill Irwin: Boston et al. 2007, Chapter 12.! November 29, 2011: no lecture due to conference participation! ExNet-Lecture (December 6, 2011): Orion-100% Erotik. Strategien im Versandhandel. Referent Jesper Fox, MSc. Market Entry and Internationalisation Strategies (December 13 & 20, 2011 & January 10, 2012) Porter s Diamond: National Competitive Advantage Direct and indirect exports Licensing Franchising Contract Manufacturing Joint Ventures Strategic Alliances Minority Stake Subsidiaries Mergers and Acquisitions McGraw-Hill Irwin: Boston et al. 2007, pp ; Chapters 14 & 15. Version vom

4 Case Study Zara: Fast Fashion- Part I (January 17 & 24, 2012): Introduction to the case Assignment Questions: 1. Why is Zara successful? 2. Why might Zara fail? How sustainable would you calibrate its competitive advantage as being relative to the kinds of advantages typically pursued by other apparel retailers? 3. Was Galicia/Spain fertile ground for the emergence of an apparel retailing powerhouse? 4. How well does Zara s advantage travel globally? 5. What do you think of Zara s past international strategy? Evaluate, in particular, its past strategy for (product) market selection, its mode of entry, and its standardization of its marketing approach. 6. What is the best way to grow the Zara chain? How, specifically, do you see prospects in the Italian market? And more broadly, what do you think about the strategy of focusing on Europe versus making a major commitment to a second region? 7. What other strategic recommendations would you make to Inditex CEO Jose maria Castellano? Zara: Fast Fashion, HBS Case Study, Concluding Session (January 31, 2012) Feedback Discussion Examination Preparation February 7, 2012: No session, time for preparing the exam Expected date of the written examination: February 14, Version vom

5 Benotung: Die Veranstaltung Vorlesung zum Internationalen Strategischen Management umfasst 3 CP und gehört zu dem Modul Media Management and International Strategy. Die Inhalte der Vorlesung Internationales Strategisches Management wird im Rahmen einer einstündigen Klausur abgeprüft, die voraussichtlich am 14. Februar 2012 von 08:30 bis 09:30 Uhr in HZ I stattfindet. Version vom

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