Global Business Strategy and Policy, 2016 Syllabus
(2016. 5.31 version)
Time: Intensive classes from July 19 to 22
Instructor: Professor Motohashi, Kazuyuki (TMI Department, Engineering School)
E-mailFmotohashi@tmi.t.u-tokyo.ac.jp
HP URLFhttp://www.mo.t.u-tokyo.ac.jp/
Objectives
This course covers some essentials on gglobal businessh, such as global strategy, strategic alliance (JV with local companies) and marketing strategy. The course is organized by combining lectures on theory, case method teaching and guest speaker talks to foster studentsf problem solving abilities in a real business world. In addition, a focus is put on emerging economies, particularly China and India. In order to facilitate effective interactive process in case based teaching, a number of enrolled students could be restricted to around 40 students. In this process, students in the TMI departments as well as those in TMI sub-major have some priority. Those who want to enroll in this class are supposed to send your e-mail with name, student number, department name with grade to Ms. Abe (secretary to prof. Motohashi, abe@tmi.t.u-tokyo.ac.jp) by July 17.
Lecture
Items
Trend and importance of global business in emerging economics
Global strategy, IR Grid, AAA framework
Strategic alliance, joint venture with local firms
International marketing
Government as a partner in case of infrastructure business
Goal
to be achieved
E Understanding analytic framework of global business strategy
E Understanding management of joint venture with local firms
E Learning theory and practice of international marketing
E Understanding a local business context, particularly in China and India
Text
and References
Global Business Strategy: Multinational Corporations Venturing into Emerging Markets by Kazuyuki Motohashi, 2015 Springer Texts in Business and Economics This textbook contains case studies which are used in the class. Open access version of this textbook can be downloaded at the following site http://link.springer.com/book/10.1007%2F978-4-431-55468-4
Japanese textbook is also available to facilitate Japanese studentsf involvements in this class. wO[oocνͺxi³΄κVAεwoΕοj
In addition, power point files used in lecture will be uploaded at prof. Motohashifs home page. (http://www.mo.t.u-tokyo.ac.jp/, Go Education-> Global Business)
Grading:
Made by weighted average of the following items
E Class ParticipationF30%
E Case Write Up: 40i20 eachj
E Group work + presentationF30
What
is case write up ?
E A student is required a writing up (2 pages with reasonable font
size), corresponding to the questions for each case material. Please see the
attachment for the questions.
E You have to pick up two cases for your favorite out of 4
cases delivered in the class and your write-ups should be hand in TMI
administration office (Engineering Building No. 3, 2nd floor) before
July 31.
Group
work assignment
E Suppose you are assigned as a member of international division of
multinational corporation, and asked by your boss about studying the
potentiality of new business in India. Please build up your new business plan.
E Grading of this project is made by ppt file and oral presentation at
the last class. (No report is required).
E Detail instructions will be given in the course.
Schedule
Globalization concept and business strategy
July
19 8:30-10:15:@Global business strategy for emerging
economies (Lecture)
iChap1-Chap3, ϊ{κeLXgFζPΝAζ2Νj
E Organization, process of this course
E What is business strategy? Global strategy?
E China: Factory or Market?
Great distance, threats or opportunities? (CAGE and AAA)
July
19 10:25-12:10 Guest Speaker (for China Economy) via Skype (HK time,
9:25-11:10)
Prof.
Li Kui-Wai
Professor of Economics, Hong Kong City University
July
19 13:00-14:45: Business and political environment in China and India (Exercise)
iChap 4, ϊ{κeLXgFζ3Νj
Based on
the background document provided at the class, discussion about the following
questions will be proceeded.
E India: factory or market? Please
provide at least one example in each Quadrant of factory or market matrix.
E Pick up one industry of your
favorite. Discuss attractiveness in India over China by CAGE framework.
July
19 14:55-16:40: Guest Speaker (for India Economy) via Skype (Indian time,
11:25-13:10)
Prof.
Chirantan Chatterjee
Assistant Professor, IIM Bangalore
July
19 16:50-18:35 : Technology Management Strategy
(Lecture)
iChap5, ϊ{κeLXgFζ4Νj
What is gservice modelh, and why?
Product architecture and technology catching up
Complex system and difficult to imitate business model
Introduction to the case gNeemrana Industrial Parkh
July
20 8:30-10:15 Business Development in India (Case 1)
iChap 6, ϊ{κeLXgFζ5Νj
TMI case
material: Neemrana Industrial Park
Organization of Global Business Operation
July
20 10:25-12:10F Government as a partner (alliance management
in global business) (Lectore)
iChap 7, ϊ{κeLXgFζ6Νj
E Globalization by green field entry (wholly owned) or JV
E Risk analysis of global business
E Introduction to infrastructure business (export)
E Understanding PPP and importance of business modeling
July
20 13:00-14:45 Costs and benefits of joint venture (Case 2)
iChap 8, ϊ{κeLXgFζ7Νj
TMI case
material: Hitachi Construction Machinery in China
Global
Innovation and Marketing
July
20 14:55-16:50 Global R&D Management (Lecture)
iChap 11, ϊ{κeLXgFζ10Νj
Conceptual framework to understand international R&D
R&D of Japanese firms in China
New concept for innovation for emerging markets, such as reverse
innovation
Introduction to Suzuki, India case
July
20 16:45-18:35 Guest Speaker for Nissanfs India R&D
Mr.
Hiroki Sasaki
General Manager, Nissan Product Department, Department No. 1, Nissan Motor Co., Ltd. (former senior VP of Renaut Nissan Technology and Innovation Center India)
July 21 8:30-10:15 International
Marketing (Lecture)
iChap 9,@ϊ{κeLXgFζ8Νj
Introduction to marketing strategy
Marketing 4P
Not so good market (volume zone)
Fortune at the bottom of the pyramid
Introduction to the case of Shiseido, China
July
21 10:25-12:10FInternational Marketing (Case 3)
iChap 10, ϊ{κeLXgFζ9Νj
E TMI case material: Shiseidofs
Marketing in China
July
21 13:00-14:55 Japanese companyfs success story in India (Case 4)
iChap 14, ϊ{κeLXgFζ12Νj
TMI case
material: Suzuki Motors in India
Group work and presentation
July
22 16:40 Group work presentation starts (- around 19:00)
Appendix: Case
Material Questions
Case 1: Neemrana
Industrial Park
1.
Neemrana
Industrial Park has been developed by cooperation of Japanese and Indian
governments. What are reasons why both side of governments helped to develop
this industrial park?
2.
What are risks
associated with investment in production sites in India? What are benefits
located in Neemrana Industrial Park, in terms of lowering these risks?
3.
Hitachi plans
to extend gNeemrana Shared Energy Center (N-SEC)h model to other region of
India? Do you think whether Hitachi will succeed?
4.
Do you have
any recommendation in new business in India? What kind of business will be
successful? You can extend a scope of your industry, not only in manufacturing,
but also to trading companies, banks and logistics business.
@
Case 2: Hitachi
Construction Machinery China
1.
List merits
and demerits of joint venture over wholly owned subsidy in globalization.
2.
At the
dissolution of joint venture, Mr. Zhong (mayor of Hefei city) said gNow you are
unfettered to become able to develop without restraint, itfs from now on that
you are put to the testh. What did he mean gtesth?
3.
In a stiff
competition with other foreign and local companies, what kind of strategy
should Hitachi take?
4.
In terms of
global operation of Hitachi Construction Machinery, should they focus on
Chinese operation? Or, should they diversify their operation, such as new
investment in India?
Case 3: Shiseido
China
1.
Is China is
important for Shiseido? Evaluate based on Shiseidofs domestic and global
operation statistics
2.
List merits
and demerits of operating in China, as compared to operations in US and Europe
3.
Characterize
Shiseidofs marketing strategy in China. Take Urara as an example, and discuss
its targeted customer and marketing 4P. Do they have a consistent story?
4.
Compare
Shiseidofs marketing in China with those of US and European mega players such
as lfOreal and P&G. It is better to keep such strategy, when Shiseido
competes with them in Chinese market?
Case 4: Murti Suzuki India
1. Why do you think Suzuki has succeeded in India?
2. Analyze Indiafs automobile market by Porterfs five force framework, and discuss Suzukifs strategy to keep its top position.
3. Suzuki has a plan to have R&D center in India. Why? Is it necessary?
4. Do you have any suggestions to Mr. Osamu Suzuki, president and CEO of Suzuki, on India business?