Albers School of Business and Economics
MGMT 589 C. Patrick Fleenor, Ph.D.
International Business Policy & Strategy Professor, Department of
Intersession 2002 Management
Office: P 411
Telephone: (206) 296-2549
E-mail: email@example.com Web: http://fac-staff.seattleu.edu/fleenor/
NOTE: This class meets Tuesdays and Thursdays from 5:35 – 9:05 p.m.
For four weeks. The final class session will be on Thursday, September
Course Description: Business policy deals with general management, and the tasks of strategy formulation and implementation. Increasingly, business policy must take into
account the complexities of corporate operations in different countries and cultures. The
task of implementing strategy in a global context is becoming the norm for most large
organizations. This course deals solely with international policy and strategy. An
important objective of the course is to emphasize how management must adapt various
business principles to national cultures, while maintaining a coherent organization culture.
Course Requirements: The course consists of written case analyses, group presentations and oral case discussion focusing on the various components of international strategy and
Team Case Reports: Your team is responsible for a major written analysis. The report will be roughly 25 typed, double spaced pages with recommendations and supporting analysis.
The environmental analysis is a major, separate section. Be careful to avoid issues specific
to the company in the case. It generally makes sense to split your group in two, with one
subgroup focusing entirely on the environment. Clearly the case analysis and
recommendations are heavily influenced by this component so pursue this part early and
aggressively. The report is due at the end of the class session the case is discussed.
In the presentation, discuss background research on at least one major concept from the
case. For example, you might profile the forces that are changing the global wine industry
(BRL Hardy), the culture specific and infrastructure elements of the fast food industry in
S.E. Asia and the Philippines (Jollibee), or what special challenges face e-commerce
activity in Latin America (MercadoLibre.com).
Include supplementary data on the firm and industry to bring the class up to date. Use of
outside resources is mandatory. Do not put reports in binders or covers. Simply staple
them in the upper left corner.
SWOT Analyses: These are one-page individual analyses of the following cases:
? Hitting the Wall: Nike and International Labor Practices
? All other cases except your group case. Thus, you will submit a total of six
Prepare a one-page summary for these cases. The summary must contain six distinct
sections, with headings: 1) Strengths, 2) Weaknesses, 3) Opportunities, 4) Threats, 5)
Feasible Alternatives (plural), 6) Sun Tzu principles evident in the situation or ignored by
Late papers, or papers in lieu of attendance are severely discounted. In no
case will such papers receive more than one-half credit
Grading: Group case analysis (written) 300 pt.
Group presentation/discussion 300 pt.
Group peer grading 200 pt.
SWOT analysis 150 pt. (25 pt X 6)
Class participation ** 50 pt.
Total 1000 pt.
** Attendance and participation at all class meetings is essential. Missing a session
reduces your participation score.
1. Group case analysis: night of presentation
2. SWOT analyses: night of case discussion (send only via email)
3. Peer grading: night of group presentation.
The group paper must be organized per the prescribed format. Within the format feel free
to use any analytic approaches you deem suitable. Your class presentation should be both
descriptive and analytic. For example, the strategic profile is largely descriptive, while the
resource audit is both analytic and descriptive. Pay particular attention to industry factors,
cultural issues and deltas throughout. Use “props” as appropriate, but only to the extent
that they illustrate important points. The presentation should run roughly 45 minutes, with
the remaining time open to discussion. The role of the class is to carefully read the case
beforehand and be prepared to dispute assumptions, offer alternative solutions, and
critique the analysis overall.
N.B. The questions in the syllabus need not be specifically addressed in your written
analysis. The primary intent of the questions is to provide context for discussion and
analysis. You should find many other issues within a case that raise questions and concerns.
Be thorough in “digging” for these issues.
Major Case Analysis: Your written case analysis MUST follow the format below:
1. Environmental dimensions
Political, social, economic, market, technology, and competition, with special
emphasis on cross-cultural differences in these dimensions. This section may account
for up to half of the written material, and is considered at the industry and macro-
economic level. It is not specific to the company in the case. Treat this as a separate
2. Strategic profile
Product scope, the horizontal choices, degree of vertical integration, geographic
coverage, choice of competitive weapons, the company’s relative position, mentality of
culture, company performance goals
3. Strategic forecast
Structural changes, cyclical changes
4. Resource audit
Operational, financial, marketing, managerial
5. Strategic alternatives
Specialization, integration, diversification, do nothing, etc.
6. Test of consistency (Must be in matrix format)
7. Strategic choice
8. Financial ratios
Your written case will run about 25 pages. They are of course printed and double-spaced.
All policy aspects should be considered. Use your own judgment about relative emphasis
on the policy dimensions listed above.
Section headings MUST be used in the group paper. The following sections, with
headings, ARE REQUIRED (only bold-faced headings must appear in the paper but all
elements should be discussed):
Environmental Dimensions (Industry and social variables - Comparing country A with country B as appropriate in international case write-ups)
Social, Cultural and Demographic Dimensions
Political, Governmental and Legal Dimensions
Market and Competitive Dimensions
Product and Technology Dimensions
In the presentation you should consider the following elements at a minimum:
? Cultural context of the country
? Recent history
? Business risks and opportunities (e.g. political risk, economic risk, technical and
physical infrastructure, patent/copyright protection)
? Laws and customs affecting international companies
? Personnel management (e.g., selection, training, compensation,
Definition of Business
Predictions for the Industry
The Resource Audit
Test of Consistency (Matrix format)
The format above MUST be strictly followed in the paper, but NOT in the
Include copies of PowerPoint slides (if any) as a supplement to your group paper.
Helpful Hints for Writing Case Analyses
1. Be specific – avoid generalities and “weasel” words. Say exactly what you
would do or what management should do. For example, to say the “management
should improve communication with the rank and file,” or “the company needs to
aggressively expand its market share” is so vague as to be essentially worthless.
How precisely should it do this?
2. Avoid unnecessary recapitulation of case background facts. You can safely
assume that I am familiar with the case and do not need a summary of it. Use case
“facts” sparingly and only to emphasize a particular point in your analysis. It is not
necessary, for example to state that BRL Hardy is considering two proposals for a
new entry-level wine. It may be important though to consider both positive and
negative aspects of branding down, and whether the U.K. or parent company
version should prevail.
3. Consider the consequences of your recommendations. For example, if you
recommend that Jollibee expand to Hong Kong first, what does that imply for
longer-term strategy? What does Jollibee give up by not going first to California?
4. Saying it doesn’t make it happen. We might be tempted to say, “Bullwash
Corporation should convince subsidiaries that they must homogenize their
practices to be consistent with corporate culture.” But what if the subsidiary
employees don’t buy it? What should Bullwash do then?
A Note About Writing
1. Use active voice. Passive voice is the bane of academe and consultancy. For
example, consider the crisp nature of “The manager announced her decision,”
contrasted with the murky “The decision was announced by the manager.”
2. Proofread your document. Typos and spelling errors suggest sloppy thinking and
lack of focus.
3. Pay attention to subject-verb agreement: a singular subject requires a singular verb.
4. Distinguish among homophones. For example, “their,” “there,” and “they’re;” or
“cite,” “sight” and “site.” Your spell checker won’t catch this. Near homophones
are just as deadly. For example, “affect” is a transitive verb, which means to act
upon or influence something while “effect” is a noun or verb depending on usage.
As a verb “effect” generally means to bring about or accomplish, which is distinctly
different from “affect.”
1. : McNeilly, Sun Tzu and the Art of Business (London: Oxford University Press)
2. Case packet – Seattle University Bookstore
3. The Wall Street Journal. Daily reading of the WSJ is essential.
Recommended additional reading: The Economist
Regarding the McNeilly book: The discerning reader notes that this is not a traditional
text. So, there will be no strenuous attempt to make the text “follow” the course outline.
Read all of the text as soon as you can. Bring the thoughts of Sun Tzu into your case
analyses and discussion as appropriate. You will note that the text chapter headings are
very similar to the headings I require in your written analyses.
Some Internet Research Tools
The home page of Institute for Global e-Business and Innovation, supported by a grant
from the U.S. Department of Education.
The home page of the United Nations. You may also wish to consult the United
Nations Statistical Yearbook, available in hard copy and CD Rom.
Home page of the World Bank. Lots of statistical data on countries, regions, and
Organization for Economic Cooperation and Development. Based in Paris, OECD
focuses on issues of globalization
U.S. Department of State page with profiles of the world’s countries.
The Wall Street Journal’s interactive edition (requires subscription) Wonderful
resource. You can research companies, access WSJ article archives, and other
The Economist’s electronic edition (requires subscription). Authoritative British
publication, one of the best for international political, financial and economic analysis.
This is a Booz-Allen & Hamilton site that discusses a wide range of strategic issues
Resources designed for senior executives
These three sites provide good information on corporate performance.
Lively, well written English language daily newspaper from Hong Kong. Detailed
coverage of Hong Kong and China
Conservative Singapore newspaper. Excellent coverage of S.E. Asia
August 20 Introduction and organization of class
1. Analyzing a firm’s strategy.
2. Case assignments
3. Team formation and meeting
22 Film: Sun Tzu: The Art of War
Read: National Culture and Management
27 Guest: Miguel Rabay, Vice-President: Latin America, Captura
29 Guest: Rob Kruse, CEO, Venlogic
This session and the next focus on in depth company and industry analyses
for start up firms.
NOTE: This session may be video taped
Sept. 3 International Business Strategy: The Dark Side of International Business
Case: Hitting the Wall: Nike and International Labor Practices
1. Does a company have any responsibility for the actions of
2. Does Nike or any other company have a moral responsibility to provide
pay, benefits and working conditions beyond those required by local
3. Should American companies be held to a higher ethical standard than
The Seattle Espresso story
5 Guest: Rob Kruse, CEO, Venlogic
NOTE: This session may be video taped
10 Group Case 1: BRL Hardy: Globalizing an Australian Wine Company (9-
1. How do you account for BRL Hardy’s remarkable post merger success?
2. What is the source of the tension between Stephen Davies and
Christopher Carson? How effectively has Steve Millar handled their
3. Should Millar approve Carson’s proposal to launch D’istinto?
4. What recommendation would you make to the organization concerning
the conflicting proposals for Kelly’s Revenge and Banrock Station?
What would you decide to do as Carson? As Millar?
Group Case 2: Tricon Restaurants International: Globalization Re-
1. In your opinion, what are the weakest elements of Tricon’s international
2. What are the key considerations about balancing uniformity of product and
processes with flexibility to meet local conditions?
3. What advice would you give to a friend who considers a large investment
in Tricon stock? Why?
Group Case 3: E.Phiphany: International Strategy (E-99)
1. Are the goals for the international division reasonable? What specific
risks do such high goals entail?
2. Revenues from Asia-Pacific show high variability. Why? How should
E.Piphany address this, or is it not an important issue?
3. Is it wise to include Japan as a first tier country? Why or why not?
Group Case 4: South African Breweries International: Devising a China
Market Strategy (9B00A024)
1. Is this the best time to buy in China? What are the major advantages
and disadvantages of acting versus waiting?
2. If SABI acquires capacity in China, where should it be located? Why?
3. Is China the best place for this huge investment? What other options
Group Case 5: Dell: Selling Directly, Globally (HKU069)
1. Must Dell modify its “three golden rules” to succeed in China?
2. What is your assessment of China’s market readiness for Dell and
3. What are the strengths and weaknesses of Dell’s on-line global
strategy? How should the company execute a global strategy?
Group Case 6: MercadoLibre.com (A) (IB-19A)
1. What are pros and cons of a Mercado expansion to the US Hispanic
market versus Europe’s Iberian peninsula?
2. What variable drive potential customers to purchase from a web site?
Is it the same for purchase decisions in a bricks and mortar operation?
3. Should Mercado proceed with an IPO at this time? Why or why not?