課程資訊
課程名稱
國際企業經營策略
International Business Strategy 
開課學期
99-2 
授課對象
國際企業學系  
授課教師
吳青松 
課號
IB3008 
課程識別碼
704 41100 
班次
02 
學分
全/半年
半年 
必/選修
必修 
上課時間
星期一2,3,4(9:10~12:10) 
上課地點
管二301 
備註
限學士班三年級以上 且 限本系所學生(含輔系、雙修生)
總人數上限:35人 
Ceiba 課程網頁
http://ceiba.ntu.edu.tw/992IB3008 
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課程概述

As a required (strategy) course for IB junior/senior students, this course is to provide an analytical strategy framework for effectively managing organization(s) to create and realize values in a changing global environment. More specifically, this course encompasses three major elements that are central to the (general) management functions of a multinational corporation, upon which our course design is based; they are: (1) Building competitive advantages (i.e., strategy unit), (2) Transferring and configuring competitive advantages across boarder (i.e., global strategy unit), and (3) Organizing global competitiveness (i.e., organization unit). 

課程目標
To help students well capture these knowledge sets, we will address both
strategic and organizational principles that underlie the formation of firm-specific competitive advantages in the context of global management. Pedagogically, this course relies upon case-based learning and conscientious reading efforts. As a managerial course, your active participation and meaningful contribution to sustaining a good conversation throughout the whole semester would be a must. Overall, this course is to develop your competencies in strategic thinking and managerial problem-solving within the context of multinational management. 
課程要求
Course Requirements
1. Active and Meaningful Participation
2 Cases & Write-ups (CWs)
3. Strategy Project
4. Mid-term Examination 
預期每週課後學習時數
 
Office Hours
06:00~06:00 
參考書目
Required Textbooks:
Grant, Robert. M. (2008) Contemporary Strategy Analysis: Concepts, Techniques,
Applications, 6th ed., Blackwell Business. 
指定閱讀
 
評量方式
(僅供參考)
 
No.
項目
百分比
說明
1. 
Individual Work 
40% 
Class Participation 20% Midterm exam 20%  
2. 
Group Work 
60% 
Case Oral Presentation (W/written report) 20% Term Project 40%  
 
課程進度
週次
日期
單元主題
第1週
2/21  1. Introduction to International Business Strategy <br>
Reading <br>
(1)Chapter 1: Expanding Abroad: Motivations, Means and Mentalities<br>

2. Foreign Direct Investment: Patterns and Determinants <br>
Readings <br>
(1)World Investment Report, various years, UNCTAD http://www.unctad.org/
 
第2週
2/28  和平紀念日 
第3週
3/07  Country Analysis and Competitive Advantage of Nations <br>
Readings <br>
(1)Chapter 2: Understanding the International Context: Responding to Conflicting Environmental Forces<br>
(2)Cluster and the New Economics of Competition, (Text: Reading 2-2)<br>

Case 2-1: Global Wine Wars 2009: New World Challenges Old <br>
Case Questions:<br>
(1)How did the French become the dominant competitors in the increasingly global wine industry for centuries? What sources of competitive advantage were they able to develop to support their exports? Where were they vulnerable?<br>
(2)What changes in the global industry structure and competitive dynamics led France and other traditional producers to lose market share to challengers from Australia, United States and other New World countries in the twentieth century?<br>
(3)What advice would you offer today to the French Minister of Agriculture? To the head of the French wine industry association? To the owner of a mid size, well regarded Bordeaux vineyard producing wines in the premium and super premium categories?<br>
(4)What advice would you offer today to the Australian Minister of Agriculture? To the head of the Australian wine industry association? To the owner of a mid size, well regarded vineyard in the Barossa Valley (a premier Australian wine region) producing wines in the premium and super premium categories?
 
第4週
3/14  Readings <br>
(1)Culture and Organization, (Text: Reading 2-1)<br>
Video: Mondovino(葡萄酒世界)
 
第5週
3/21  Theories of Multinational Corporations<br>
Readings<br>
(1)The Tortuous Evolution of the MNC, (Text: Reading 1-1)<br>
(2)Distance Still Matters: The Hard Reality of Global Expansion, (Text: Reading 1-2)<br>

Case 1-3: Acer, Inc.: Taiwan’s Rampaging Dragon<br>
Case Questions:<br>
(1)What accounts for Acer’s outstanding startup? What caused this company to outpace scores of other Taiwanese PC companies? <br>
(2)After such a strong decade, why did Acer’s growth and profitability tumble in the late 1980s? How do you evaluate Leonard Liu&acute;s performance? <br>
(3)How effective has Shih been in rebuilding Acer in the early/mid-90s? What do you think of his new business concept (“fast food” model, Uniload, Smiling Curve, etc.) and his new organization model (Client-Server, 21 in 21, etc.)? Is this a visionary framework for Acer’s future competitiveness or a random series of ill-conceived top-down initiatives? <br>
(4)As Stan, what action would you take on Aspire? Should he approve its continued development? Should he allow AAC to continue to lead the project? Should Aspire become a global product? If so, who should manage the worldwide rollout?
 
第6週
3/28  International Entry Strategy: Franchising and Licensing<br>
Reading<br>
(1)When You Shouldn’t Go Global (Text: Reading 1-3)<br>

Case 1-2 Jollibee Foods Corporation (A): International Expansion<br>
Case Questions:<br>
(1)How do you evaluate Tony Kitchner’s three years as head of Jollibee’s international operations?<br>
(2)If you were Noli Tingzon, how do you assess your situation taking over the International Division? <br>
(3)Which of the three investment options should you support? Why?
 
第7週
4/04  溫書假 
第8週
4/11  Engaging in Cross-border Collaboration: Managing across Corporate Boundaries <br>
Readings<br>
(1)The Design and Management of International Joint Ventures, (Text: Reading 6-1)<br>
(2)Collaborate with Your Competitors – and Win, (Text: Reading 6-2)<br>
Case 6-1: Nora-Sakari: A Proposed JV in Malaysia (Revised)<br>
Case Questions: <br>
(1)Why have the negotiations so far failed to result in an agreement?<br>
(2)Is the formation of the joint venture between Nora and Sakari the best option for both companies to achieve their respective objectives?<br>
(3)As Zainal, what would you do to ensure that Nora fulfils the TMB contract?<br>
(4)If Zainal decides to renegotiate (and assuming Kuusisto agreed), how should he restructure the terms of the deal?
 
第9週
4/18  期中考 
第10週
4/25  International Mergers and Acquisitions<br>
Case 2-2: The Globalization of CEMEX<br>
Case Questions: <br>
(1) What accounts for CEMEX’s success to date?<br>
(2) What competitive advantages does internationalization provide to CEMEX? Is cement a global industry?<br>
(3) What are the pressures CEMEX faces to integrate its strategy? To centralize and standardize strategy and operations? What pressures does it face to fragment, to respond differently to different national environments?<br>
(4) How would you describe CEMEX’s process of internationalization to date? Does it follow any observable patterns?<br>
(5) Why did CEMEX set up operations abroad rather than export cement from Mexico?
 
第11週
5/02  Developing Transnational Strategies: Building Layers of Competitive Advantage<br>
Readings<br>
(1) How Local Companies Keep Multinationals at Bay, (Text: Reading 3-2)<br>
(2) Regional Strategies for Global Leadership, (Text: Reading 3-3)<br>
Case 4-1: Philips versus Matsushita: Competing Strategic and Organizational Choices<br>
Case Questions:<br>
(1) How did Philips become the leading consumer electronics company in the world in the postwar era? What distinctive competence did they build? What distinctive incompetencies?<br>
(2) How did Matsushita succeed in displacing Philips as No.1? What were its distinctive competences and incompetencies?<br>
(3) What do you think of the change each company has made to date-the objectives, the implementation, and the impact? Why is the change so hard for both of them?<br>
(4) What recommendations would you make to Gerald Kleisterlee? To Eumio Ohtsubo?
 
第12週
5/09  Organizational Challenges to Globalization (I)<br>
Reading<br>
(1) Managing Differences: The Central Challenge of Global Strategy, (Text: Reading 3-1)<br>
Case 3-3: GE's Imagination Breakthrough: The Evo Project
Case Questions<br>
(1) What is your evaluation of Immelt’s new organic growth strategy? Why does GE want to change the existing successful strategy? <br>
(2) Is Immelt betting on the right things to drive growth in GE? Can he hope to change a company whose growth was driven by acquisitions and productivity improvement into an organic growth company dependent on innovation, entrepreneurship, and risk-taking?<br>
(3) How have the Locomotive IBs been able to survive in the wake of the failure of the AC 6000, the initial difficulty in obtaining orders for Evo and the failure to make Hybrid commercially viable?<br>
(4) What action should the Transportation business take regarding the Hybrid locomotive?
 
第13週
5/16  Organizational Challenges to Globalization (II)<br>
Readings<br>
(1) Chapter 4: Developing a Transnational Organization: Managing Integration, Responsiveness, and Flexibility<br>
(2) Managing Multicultural Teams, (Text: Reading 4-1)<br>
(3) Matrix Management: Not a Structure, a Frame of Mind, (Text: Reading 4-3)<br>
Case 4-2: ECCO A/S - Global Value Chain Management<br>
Case Questions:<br>
(1) How does ECCO add value for its customers? On what operational dimensions does it compete? How is it doing?<br>
(2) Describe ECCO’s supply and value chains. How does help to add value for ECCO customers?<br>
(3) How important are inventories for a fashion business such as ECCO? How does an efficient supply chain help to manage inventories?<br>
(4) Does ECCO use flexibility to add value for customers? What could it do better?
 
第14週
5/23  Management Globalization Challenges: What is a Global Manager?<br>
Case 7-1: ING Insurance in Asia/Pacific<br>
Case Questions:<br>
(1) As Jacques Kemp, what is your assessment of the situation for ING Asia Pacific?<br>
(2) What type of changes do you propose?<br>
(3) What major challenges are you likely to encounter in trying to implement your changes?
 
第15週
5/30  Team Project Presentation/Submission 
第16週
6/06  端午節 
第17週
6/13  Team Project Presentation/Submission