課程資訊
課程名稱
國際企業經營策略
International Business Strategy 
開課學期
109-2 
授課對象
國際企業學系  
授課教師
邱宏仁 
課號
IB3008 
課程識別碼
704E41100 
班次
02 
學分
3.0 
全/半年
半年 
必/選修
必修 
上課時間
星期二2,3,4(9:10~12:10) 
上課地點
管二102 
備註
本課程以英語授課。先修科目 : 國際企業管理。國企系大三7選5必修.
限學士班三年級以上
總人數上限:70人
外系人數限制:10人 
Ceiba 課程網頁
http://ceiba.ntu.edu.tw/1092IB3008_02 
課程簡介影片
 
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課程概述

In this semester, we are going to discuss a set of 10 brand-new IBS cases written by Prof. Chiu in person in 2020. This case-based teaching strategy aims at shedding light on the critical issues on why and how a firm goes global and competes in the global marketplace, responds to Covid-19 Pandemic & de-globalization; an industry profits from disruptive innovation & global entrepreneurial opportunities, and a nation makes policy changes toward smart cities/nations, clean energy, among others. 

課程目標
In-person experiential learning -- i.e., either on an individual or group basis -- lays the groundwork for my teaching on campuses around major universities in Asia for the past 27 years.

To update and enhance my pedagogical approach in line with the global benchmark of the top universities overseas, I have implemented a four-year long “Global Teaching & Research Effectiveness 2.0” project since 2015 on behalf of a Hong Kong-based not-for-profit foundation with an endowment of US$ 180 million up to date. The leading universities that I have visited and benchmarked their teaching protocols include the Harvard U., MIT, Columbia, Wharton School, Stanford U., UC-Berkeley, U. Chicago, U Minnesota, Cambridge U., Oxford U., London Business School, HEC-Montreal, Humboldt U zu Berlin, Berlin Technical U., U Paris, Ecole Polytechique, Waseda U., Keio U., U Hong Kong, Chinese U Hong Kong, U Sydney, Melborne U., Australia National U., National U Singapore, Beijing U, Beijing Tsinghua, among others.

Our International Business Strategy (IBS) course focuses on the key issues on formation, decision-making, communication & negotiation, and implementation of IBS. By key issues, we mean to leverage and integrate resources to achieve the effectiveness of objective-driven strategic processes, and to improve the efficiency of strategic conduct that links objectives and performance. As open-innovation business eco-systems prevail in current global marketplace, we further intend to redefine international strategy to incorporate strategic challenges across economic, political, cultural & social boundaries.

Regarding the pedagogical approach, we are going to discuss core theories, best business practices, visionary thinking, seamless implementation, and policy implications. In global business environment under strategic uncertainty, flexibility and speed are key to competitive supremacy. You can expect to learn the relevant models and approaches for seeking untapped opportunities, for strengthening economic performance and social legitimacy, for upgrading technical and structural innovation, and for responding to dynamic changes in frontier-, or emerging-, or maturing-economies. 
課程要求
You can expect to learn timely professional knowledge and experience in global strategy. Also, we will interact and exchange thoughts on the essence of conducting analyses and making discussions on global strategy. Our learning focus is on competitive & cooperative drivers, resources integration, capability deployment, strategic leadership, inter-firm alliance, managing institutional relationship, innovation and entrepreneurship, and acquisition & restructuring in the global marketplace. Finally, Professor Chiu commits to enhance students’ understandings of strategic thinking, decision-making framework, and action programs that are working surely.

To facilitate in-class mutual learning and contributions to each other, Professor Chiu expects you to be present in class on time. Those who arrive at class late should NOT disturb classmates. You are also expected to notify the class TA in e-mail in advance, if you will be absent from an upcoming class. 
預期每週課後學習時數
 
Office Hours
備註: By appointment at mutually convenient time. 
參考書目
Course Readings (Available on the course website for free). 
指定閱讀
(Textbook) Peng, Mike. Global Strategic Management (3rd ed.) or Global Strategy (2018) US: Wiley & Sons.

A set of lecture notes based on the textbook is provided online. 
評量方式
(僅供參考)
 
No.
項目
百分比
說明
1. 
In-Class and Online Participation 
20% 
The grading for your participation for class discussions will be recognized as the “sticker-awarding” system. The total number of stickers collected in every class will be counted toward your contributions to class discussions. To get a highest grade (A+) on this part, you are expected to get at least 10 stickers. The number of stickers your receive will serve the basis for your participation grade, such as More than ( > ) 10 stickers A + 9 -10 stickers A 7 - 8 stickers A - 5 - 6 stickers B + 3 - 4 stickers B 1 – 2 stickers B- 0 sticker C 
2. 
Final Exam 
40% 
You can expect 4 short-essay questions + 20 multiple-choice questions in the in-class final exam. The exam questions will cover all textual materials taught and discussed in class. The in-class or online exam date is scheduled to take place on 12/29/2020. 
3. 
Group Case Study 
40% 
We will discuss 10 cases in international business strategy. Each study group consisting of max 6 members needs to pick one case to analyze and then to write a case study report. The length of the report should be 2500 words or so (excluding exhibits).  
 
課程進度
週次
日期
單元主題
第1週
2021/2/23  (1) Course Introduction: Global Strategy Formulation, Decision-Making, and Implementation in the age of de-globalization and Covid-19 Pandemic

(2) Class Administration Matters:
Recruiting Class TAs

(3) Introducing the IBS Cases used in this course.
 
第2週
2021/3/2  (1) The Foundations of strategy and IBS.

(2) The “Surely-Working” Case
Study Method & Alternatives

Special Topic: China-based digital giants go global.

In-class group discussion exercises. 
第3週
2021/3/9  Industry Competition in the Global Setting.

Deadline for Forming the case study group and LINE group.

 
第4週
2021/3/16  (1) A Global Firm's Resources and Capabilities.

(2) Impact of COVID-19 on Global Business: Nations and Firms' Strategic Responses 
第5週
2021/3/23  Institutions, Culture, and Ethics.

Introductory Case Analysis. 
第6週
2021/3/30  Foreign Market Entries.

Case 1: De Beers_Tiffany & Co.
Discussion Questions:
(1)To which extent, De Beers's well-crafted cultural value of (natural) diamonds has been underminded by the changing consumer demand? In addition, how could De Beers sustain its leadership in diamond production and distribution?

(2) Assess the substitution effect of synthetic diamonds in the global diamond industry.Whether could LVMH's acquisition of Tiffany & Co. be attributed to such disruptive innovation in synthetic diamonds? Stake out your claims.

(3) Strategic responses to cultural and technological changes include mergers and acquisitions.Do you suggest that De Beers ought to take similar strategy to weather the storms? 
第8週
2021/4/13  Nature & Sources of Competitive Advantage for MNEs

Case 3: Emirates vs. Singapore Airlines
Discussion Questions:
(1) How is Coronavirus outbreak affecting the global demand for air-travel? Nevertheless, what factors may also affect the near-term and long-term passenger growth in the global aviation?

(2) In terms of location advantage, what are similarities and differences between Emirates and SIA? To capitalize its own regional-hub advantage, which strategy have both airliners pursued,respectively?

(3) From the standpoint of SIA, how important is its rivalry against Emirates for India's aviation market? In addition, why do major airliners need to either partner with or invest in low-cost air-carriers in emerging markets especially in Asia? 
第9週
2021/4/20  Strategic Networks and Alliances

Case 4: Dyson in Post-Brexit
Discussion Questions:
(1) In response to Brexit (UK leaving EU),Dyson decided to relocate its headquarters to Singapore. Do you think that this is a smart strategic decision? To which extent, Dyson's current supply chain networks may need to be restructured?

(2) Dyson is famous for its disruptive innovation capability for consumer electronics products. Do you agree on that the company's capability can be leveraged to the electric vehicle (EV) venture? Even this EV project is scraped for the time being, do you suggest reconsidering the EV venture with different strategy? If not, please explain the reasons.If yes, which strategic option do you recommend the most?

(3) Why has East Asia attracted Dyson to refocus its production and distribution on this region? In particular, what did the production and marketing experiences in Singapore and Malaysia affect this strategic shift in the post-Brexit era? 
第10週
2021/4/27  International Entrepreneurship

Case 2: Spotify
Discussion Questions:
(1) In face of de-globalization triggered by Covid-19 spread in early 2020, could Spotify sustain its leadership in music streaming services across the culture? Why and why NOT.

(2)What's your assessment about the impact of music streaming services providers based on emerging markets -- e.g., China-based Tecent and TikTok -- on Spotify's global market share? In comparison, could regional players intensify local competition against Spotify in the U.S. and U.K. markets?

(3) Comment on the role of K-Pop (Korean Pop music) in implementing Spotify's global strategy across the culture. What could Spotify learn from the evolution of music-streaming services to better build partnership with K-Pop teams for mutual benefits? 
第11週
2021/5/4  Diversification and Acquisitions

Case 7: BlackBerry
Discussion Questions:
(1) Why did BlackBerry (then named RIM) fail to sustain its success in the smartphone market in USA after 2007? What exit strategy did the company pursue for its smartphone business?

(2) To seek a viable turnaround, how did BlackBerry reposition itself? To implement this strategy, what moves did the company take?

(3) Do you think that the outlook of BlackBerry will be a great turnaround or fall a prey to potential takeover? Stake out your claims. 
第12週
2021/5/11  Global Networks, Platforms, and Ecosystems

Case 5: ByteDance/TikTok(Douyin)
(1) How important are video-sharing services for attracting users and then generating advertising revenues? In TikTok's strategy evolution into a powerful video-sharing platform, which moves are key to its success?

(2) What's unique in ByteDance's business model? To which extent, the company may ride on its AI-powered platforms to challenge Tencent's leadership in China-based digital gaming?

(3) In terms of competitive dynamics in the digital content services, assess the competitive advantages vs. disadvantages between ByteDance and its key competitors internationally -- e.g., Facebook -- and domestically -- e.g., Tencent. 
第13週
2021/5/18  (1) Global Competitive Dynamics

(2) Managing Strategic Evolution in Global Contexts

Case 6: Nintendo
Discussion Questions:
1. Why did Nintendo Switch become a milestone in its video-game hardware/software developments? What roles have Nintendo's leadership and culture played in motivating its employees for developing consoles and content?

(2) In terms of the competitive dynamics between Nintendo, Sony, and Microsoft in the video-gaming business, what's unqiue in Nintendo's market positioning? In addition, what are different in Japanese and American customers' preferences for Nintendo's game-content? Stake out your claims.

(3) How do you assess the prospect of cross-cultural partnership between Nintendo and China-based Tencent? Do you agree on the claim that this partnership is simply the exchange of Nintendo's intellectual property for entering China's video-game market? Explain the reasons why and why not. 
第14週
2021/5/25  Multinational Strategies, Structures, and Learning

Case 8: Alphabet/Google
Discussion Questions:
(1) Do you think that strategy-structure alignment concerns may arise from Google's global expansion in emerging economies? What drives Google to seek opportunities actively for entering India, China, and Southeast Asia?

(2) What’s unique in Alphabet’s strategy for stretching into the AI-centric ecosystem? To which extent, DeepMind's track-record in game/chess contests against top human players supports Alaphbet's AI strategy development?

(3) How will Google ambition for leadership in emerging technologies may be under-minded by competition from other technology leaders, such as Amazon and Microsoft in the cloud business? Will such competitive dynamics affect the likelihood of success in Google's proposed xIA future? 
第15週
2021/6/1  Corporate Governance around the World

Case 9: Renault-Nissan-Mitsubishi
Discussion Questions:
(1) What motivated France-based Renault to form a car alliance with its Japanese counterparts -- Nissan and Mitsubishi? To which extent, the ownership structure may have either positively or negatively affected the strategic leadership and corporate governance of Renault-Nissan?

(2) Comment on the strategic leadership of Carlos Ghosn, in terms of his managerial roles in the RNM Alliance. Since Mr. Ghosn escaped from Japan,what potential impacts his action may have on the future of the Alliance?

(3) Do you think that the Japan's legal system has adverse effects on attracting and retaining global executives who might be insensitive to the cultural differences between their home countries and Japan as the host country? Explain the reasons why and why not. 
第16週
2021/6/8  Online Final Exam 
第17週
2021/6/15  Global Corporate Social Responsibility

Case 10: BTS (Bulletproof Boy Scouts, 防彈少年團)
Discussion Questions:
(1) How unique is BTS's mission and positioning in the K-Pop? In riding on the wave of social media such as YouTube, what moves did BTS make for globalization?

(2) What drove the rise of K-Pop in the global entertainment industry? To which extent, K-pop groups as a whole are unique compared to their international peers?

(3) As online music streaming become more important for revenue generation than otherwise, what strategy should BTS pursue to sustain its success in the global pop-music market? Stake out your claims. 
第18週
2021/6/22  Online Course and Career Consulting.