Course Syllabus
Programma esteso
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Parts |
Topics |
Books |
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Part I: The decision to internationalize |
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1. Global business and global marketing in the firm I: The process of globalization, SMEs vs. LSEs & globalization, the Nine strategic windows frame, Driving forces of globalization, EPRG, Foundation concepts and four risks of IB. Illustration cases Lego, Nintendo, Nivea |
H1 CKR2 |
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2. Global business and global marketing in the firm II: Global integration versus market responsiveness, The value chain & International expansion, global services, and experiences. Illustration cases Uber, Vodafone, McDonald’s |
H1 CKR1 TBD |
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3. Initiation of internationalization: Motives & drivers, Barriers and risks, Building the global firm. Nature, types, and roles of the MNE Case Activplant |
H2 CKR11 |
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4. Internationalization theories: Uppsala model, TCA/Internalization model, Network model, Born Globals, Eclectic Paradigm Illustration cases BYD, Reebok |
H3 CKR5 |
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5. Development of the firm’s international competitiveness I: Porter’s Diamond of national competitiveness, A method for the identification of KSFs & SCA, Illustration case Electrolux, Cereal Partners |
H4 CKR5 |
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6. Development of the firm’s international competitiveness II: Value nets and network mobilization, Platforms and platform development, Illustration cases Moovel, Chinese textile companies, Uber versus Didi |
H4; Readings: Selected articles from Professor & Team, 2015-2021 |
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7. Development of the firm’s international competitiveness III: Blue oceans & commoditization, Value innovation, Business model transformation, Servitization |
Readings: Selected articles from Professor & Team, 2006-2020 |
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8. Duel Case Going global: International case in collaboration with University of Antwerp & University of Prague Briefing and Part I |
Briefing and coaching |
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Part II: Deciding which markets to enter |
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9. Global marketing research I: Role of researcher, linking research to decision-making, secondary and www-based research, Estimating demand, Illustration cases. |
H5 CKZ12 |
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10. Global marketing research II: Primary research problems and opportunities, segmentation research, setting up an international MIS, Case application. |
H5 |
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11. Duel Go Global project: Student feedback session |
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12. The political and economic environment: Intro cases Huawei and Google, Political/legal environment, Economic environment, regional integration, Bottom of the pyramid and emerging economies, Illustration cases. |
H6 CKR 6 & 8 |
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13. The socio-cultural environment: Definition and layers of culture, Typologies/Frameworks, Managing cultural differences, Convergence vs. divergence, Illustration cases Ikea & Cirque du Soleil |
H7 CKR3 |
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14. International market selection: Country screening (by SMEs vs. LSEs, filter model), Case Bosch security Systems, Market expansion strategy, Global product/market portfolio, De-internationalization, and market exit. Illustration cases Philips Lightning and SodaStream |
H8 CKR12 Selected articles Prof |
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15. Duel Case Going global: International case in collaboration with University of Antwerp & University of Prague Briefing and Part II |
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Part III: Market entry strategies
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16. Choice of entry modes: A model with determining factors, Illustration case Spotify, Case Amazon in Emerging Markets |
H9 |
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17. Export and intermediary modes: Direct versus indirect export, cooperative export; Contract manufacturing, Licensing, Franchising, Joint ventures, Illustration cases |
H10-11, CKR15 |
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18. Alliances and networks: Typology, network mobilization, platform development and orchestration, Illustration cases |
Selected articles Prof & Team 2015-2021 |
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19. Hierarchical modes: FDI and M&A Illustration cases |
H12 CKR14 |
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20. International & global sourcing: Purchasing maturity, procurement and value creation, internationalization of purchasing, global purchasing; selected examples |
H13 CKR 13 Selected articles professor |
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21. Duel Case Going global: International case in collaboration with University of Antwerp & University of Prague Briefing and Part III |
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22. Duel Go Global project: Student feedback session |
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Part IV: Designing the global marketing program |
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23. Product strategy: Dimensions of the international product offer, international services, PLC and product innovation, Product positioning and branding (brand identity prism), Illustration cases Salesforce.com, iOS/Android etc. |
H14 |
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24. Pricing strategy: Factors influencing international pricing, strategies, Internet & pricing, Terms of sales, delivery, and payment. Illustration cases Harley-Davidson and Gillette |
H15 |
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25. Channel strategy: Channel structures: A typology, e-commerce, managing and controlling channels, channel power & retailing, case Dell |
H16 |
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26. Communication strategy: Communication process & tools, international advertising, viral & social media, selected cases Swarovski, Levi Strauss… |
H17 |
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27. Q&A session. Tips & tricks |
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Part V: Implementing and organizing |
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28. Organization and Control: Developing global coordination and control; restructuring for global success. Worldwide learning and collaboration; transferring marketing best practices. |
H19 |
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29. HR in the global firm; Integration case United Cereals; Evaluating a company’s global strategy: The Triple A Framework. |
CKR17 |
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30. Duel Go Global project: Student presentations & defenses. Date TBD (class will be ‘split’) |
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Lingua di insegnamento
English
Learning objectives
1. To get a good feeling of the important influence of contextual differences on international business & marketing.
2. To understand the unique challenges and processes implied in marketing across borders.
3. To be able to analyse real-life and actual international business/ marketing opportunities and problems and build on best practices to tackle them.
4. To reason on the best entry mode for entering a new country.
5. To reflect on the standardization/centralization – adaptation/decentralization debate.
6. To work out a positioning and an international marketing mix.
Contents
Global/International business and marketing are quite challenging. It is “doing business across and beyond borders”. This implies companies face lots of challenges when operating in and when tackling international markets. Inhibitors might block their international expansion objectives. Even multinationals have experienced several international blunders. Most companies are also concerned about whether the world is really that global that borders will disappear. In other words, they want to know if differences in cultural and market factors will still impact on international market expansion in the future. They also experience a huge impact of political, legal and social changes, creating uncertainties on their global strategies. Typical tensions arise in global and globalizing companies along the poles of standardization of the business and marketing approach across countries versus adaptation to each country’s unique characteristics as well as centralization versus decentralization of decision-making.
The course is based on an interactive method with a combination of interactive lectures of about 3 hours each (some of these might be in on-line, live-streamed format), mini cases and brief exercises, case discussions, a group task and group presentation, and readings. The group task is in collaboration with students from the University of Antwerp (Belgium) and the University of Prague (Czech Republic).
Due to COVID-19, unfortunately, the format might change according to university guidelines.
Detailed program
|
Parts |
Topics |
Books |
|
Part I: The decision to internationalize |
|
|
|
|
1. Global business and global marketing in the firm I: The process of globalization, SMEs vs. LSEs & globalization, the Nine strategic windows frame, Driving forces of globalization, EPRG, Foundation concepts and four risks of IB. Illustration cases Lego, Nintendo, Nivea |
H1 CKR2 |
|
|
2. Global business and global marketing in the firm II: Global integration versus market responsiveness, The value chain & International expansion, global services, and experiences. Illustration cases Uber, Vodafone, McDonald’s |
H1 CKR1 TBD |
|
|
3. Initiation of internationalization: Motives & drivers, Barriers and risks, Building the global firm. Nature, types, and roles of the MNE Case Activplant |
H2 CKR11 |
|
|
4. Internationalization theories: Uppsala model, TCA/Internalization model, Network model, Born Globals, Eclectic Paradigm Illustration cases BYD, Reebok |
H3 CKR5 |
|
|
5. Development of the firm’s international competitiveness I: Porter’s Diamond of national competitiveness, A method for the identification of KSFs & SCA, Illustration case Electrolux, Cereal Partners |
H4 CKR5 |
|
|
6. Development of the firm’s international competitiveness II: Value nets and network mobilization, Platforms and platform development, Illustration cases Moovel, Chinese textile companies, Uber versus Didi |
H4; Readings: Selected articles from Professor & Team, 2015-2021 |
|
|
7. Development of the firm’s international competitiveness III: Blue oceans & commoditization, Value innovation, Business model transformation, Servitization |
Readings: Selected articles from Professor & Team, 2006-2020 |
|
|
8. Duel Case Going global: International case in collaboration with University of Antwerp & University of Prague Briefing and Part I |
Briefing and coaching |
|
Part II: Deciding which markets to enter |
|
|
|
|
9. Global marketing research I: Role of researcher, linking research to decision-making, secondary and www-based research, Estimating demand, Illustration cases. |
H5 CKZ12 |
|
|
10. Global marketing research II: Primary research problems and opportunities, segmentation research, setting up an international MIS, Case application. |
H5 |
|
|
11. Duel Go Global project: Student feedback session |
|
|
|
12. The political and economic environment: Intro cases Huawei and Google, Political/legal environment, Economic environment, regional integration, Bottom of the pyramid and emerging economies, Illustration cases. |
H6 CKR 6 & 8 |
|
|
13. The socio-cultural environment: Definition and layers of culture, Typologies/Frameworks, Managing cultural differences, Convergence vs. divergence, Illustration cases Ikea & Cirque du Soleil |
H7 CKR3 |
|
|
14. International market selection: Country screening (by SMEs vs. LSEs, filter model), Case Bosch security Systems, Market expansion strategy, Global product/market portfolio, De-internationalization, and market exit. Illustration cases Philips Lightning and SodaStream |
H8 CKR12 Selected articles Prof |
|
|
15. Duel Case Going global: International case in collaboration with University of Antwerp & University of Prague Briefing and Part II |
|
|
Part III: Market entry strategies
|
|
|
|
|
16. Choice of entry modes: A model with determining factors, Illustration case Spotify, Case Amazon in Emerging Markets |
H9 |
|
|
17. Export and intermediary modes: Direct versus indirect export, cooperative export; Contract manufacturing, Licensing, Franchising, Joint ventures, Illustration cases |
H10-11, CKR15 |
|
|
18. Alliances and networks: Typology, network mobilization, platform development and orchestration, Illustration cases |
Selected articles Prof & Team 2015-2021 |
|
|
19. Hierarchical modes: FDI and M&A Illustration cases |
H12 CKR14 |
|
|
20. International & global sourcing: Purchasing maturity, procurement and value creation, internationalization of purchasing, global purchasing; selected examples |
H13 CKR 13 Selected articles professor |
|
|
21. Duel Case Going global: International case in collaboration with University of Antwerp & University of Prague Briefing and Part III |
|
|
|
22. Duel Go Global project: Student feedback session |
|
|
Part IV: Designing the global marketing program |
|
|
|
|
23. Product strategy: Dimensions of the international product offer, international services, PLC and product innovation, Product positioning and branding (brand identity prism), Illustration cases Salesforce.com, iOS/Android etc. |
H14 |
|
|
24. Pricing strategy: Factors influencing international pricing, strategies, Internet & pricing, Terms of sales, delivery, and payment. Illustration cases Harley-Davidson and Gillette |
H15 |
|
|
25. Channel strategy: Channel structures: A typology, e-commerce, managing and controlling channels, channel power & retailing, case Dell |
H16 |
|
|
26. Communication strategy: Communication process & tools, international advertising, viral & social media, selected cases Swarovski, Levi Strauss… |
H17 |
|
|
27. Q&A session. Tips & tricks |
|
|
Part V: Implementing and organizing |
|
|
|
|
28. Organization and Control: Developing global coordination and control; restructuring for global success. Worldwide learning and collaboration; transferring marketing best practices. |
H19 |
|
|
29. HR in the global firm; Integration case United Cereals; Evaluating a company’s global strategy: The Triple A Framework. |
CKR17 |
|
|
30. Duel Go Global project: Student presentations & defenses. Date TBD (class will be ‘split’) |
|
Teaching methods
The course is based on an interactive method with a combination of interactive lectures of about 3 hours each (some of these might be in on-line, live-streamed format), mini cases and brief exercises, case discussions, a group task and group presentation, and readings. The group task is in collaboration with students from the University of Antwerp (Belgium) and the University of Prague (Czech Republic).
Assessment methods
Closed book exam based on book, slides, additional information in classes, case studies and discussion, readings provided via the electronic learning system. More application and argumentation-oriented than memory and replication. One question prepared at home and submitted before the exam.
Textbooks and Reading Materials
Material used in class (not to be read in advance; will be put on your learning space):
[Mind that additional articles might be uploaded and become part of the class and what must be studied.]
Axinn, C.N. and P. Matthyssens (2002), “Limits of internationalization theories in an unlimited world”, International Marketing Review, 19(5), 436-449.
Pauwels, P. and P. Matthyssens (2004), “Strategic Flexibility in Export Expansion”, International Marketing Review, 21(4/5), 496-510.
Quintens, L., P. Pauwels and P. Matthyssens (2006), ‘Global purchasing strategy: conceptualization and measurement’, Industrial Marketing Management, 35 (October), 881-891.
Pauwels, P. and P. Matthyssens (2011), “Internationalization Revisited: Progression through Institutionalization, Exploitative and Exploratory Learning”, in International Marketing Theory: Current Insights and Future Perspectives, S.C. Jain and D.A. Griffith (eds.), Cheltenham (UK) & Northampton (MA): Edward Elgar, Chapter 7, pp. 135-157. [ISBN: 978 1 84980 3021].
Van Bockhaven, W., P. Matthyssens and K. Vandenbempt (2015), “Drivers of institutional innovation in networks: Unleashing the innovation potential of domesticated markets”, Journal of Business & Industrial Marketing, 30 (3/4), 414-435.
Van Bockhaven, W., P. Matthyssens and K. Vandenbempt (2015), “Soft Power in the Development of Collective Institutional Entrepreneurship in B2B”, Industrial Marketing Management, 48, July, 174–186.
Jiamian Tian, Johanna Vanderstraeten, Paul Matthyssens and Lei Shen (2021), “Developing and leveraging platforms in a traditional industry: An orchestration and co-creation perspective”, Industrial Marketing Management, 92 (January), 14-33.
Jiamian Tian, Wim Coreynen, Paul Matthyssens and Lei Shen (2021, in press), “Platform-based servitization and business model adaptation by established manufacturers”, Technovation, Article 102222.
Struyf, B., S. Galvani, R. Bocconcelli and P. Matthyssens (2021, in press), “Towards a Multilevel Perspective on Digital Servitization Transition”, International Journal of Operations and Production Management, …
Van Poucke, E., P. Matthyssens, A. Van Weele and W. Van Bockhaven (2019), “The effects of purchasing proactivity on value creation and supply risk reduction in sourcing projects: Implications for marketers’ capabilities”, Industrial Marketing Management, Volume 83, November, 104-114.
Matthyssens, P. (2019), “Reconceptualizing Value Innovation for Industry 4.0 and the Industrial Internet of Things”, Journal of Business & Industrial Marketing, Vol. 34 No. 6, pp. 1203-1209.
Matthyssens, P., R. Bocconcelli, A. Pagano and L. Quintens (2016), “Aligning Marketing & Purchasing for New Value Creation”, Industrial Marketing Management, 52 (2016), 60–73.
Matthyssens, P. and W. Faes (2006). ‘Managing channel relations in China: An exploratory study’, Advances in International Marketing, 16, 187-211.
Quintens, L., P. Pauwels and P. Matthyssens (2006), ‘Global purchasing strategy: conceptualization and measurement’, Industrial Marketing Management, 35 (October), 881-891.
Berghman, L., P. Matthyssens and K. Vandenbempt (2006), ‘Building competences for new customer value creation: An exploratory study’, Industrial Marketing Management, 35 (November), 961-973.
Books
Hollensen, Svend (2020), Global Marketing, Harlow, UK, Pearson, 8th edition, ISBN: 978-1-292-25180-6 (print), 978-1-292-25182-0 (ePub) (recommended e-version, read individually, we refer regularly to key frameworks and concepts described in the book; the course is largely structured along the lines of the book.). In the content of this syllabus, followed by chapter/section number. Main text (obligatory)
Cavusgil, Tamer S., Gary Knight, and John R. Riesenberger (2020), International Business, Harlow, UK Pearson Education, 5th edition, global edition, ISBN 13: 978-1-292-30324-6, eBook ISBN 13: 978-1-292-30330-7. In the content of this syllabus, referred to as CKR followed by chapter/section number. Supporting, secondary text (recommended)
Semester
October-December 2021