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IUJGSIM–MBAProgramMGT4540:CompetinginEmergingMarkets(Spring2015)Syllabus(Tentative)INTERNATIONALUNIVERSITYOFJAPANAcademicYear2014/2015TheCourseSyllabusforMGT4540***COMPETINGINEMERGINGMARKETS****Instructor:Prof.
NigelDenscombeTerm:Spring2015Credit:2CourseSchedule:Mondayafternoons,14:40-17:50CourseDescriptionandLearningObjectives:Motivation–"LedbyChinaandIndia,therapidriseofemergingAsiaistransformingthestructureoftheglobaleconomy.
By2025,ifnotsooner,ChinawillalmostcertainlyovertaketheU.
S.
tobecometheworld'slargesteconomy.
Bythen,IndiaislikelytohaveovertakenJapantobecometheworld'sthirdlargesteconomy,afterChinaandtheU.
S.
BesidesChinaandIndia,Asiaalsoincludesotherfast-growingeconomiessuchasIndonesia,Malaysia,Philippines,Thailand,andVietnam.
Addedtogether,by2025,thesedevelopmentsarelikelytomakeAsia'seconomylargerthanthoseoftheU.
S.
andEuropecombined.
"*IfyouaddtheotherBRICscountriesandemergingmarketsaroundtheworldintotheequation,ourglobaleconomywillbeaverydifferentplaceinjustafewyearsfromnow.
*Source:GlobalStrategiesforEmergingAsia(Gupta,Wakayama,Rangan)Ontheotherhand,mostoftheoldbusinessrulesandmanagementphilosophiesthatevolvedinthedevelopedeconomiesliketheUSandJapanjustdon'tapplyanymoreandthenewemergingplayersgobydifferentcompetitivegameplans.
Bluntly,thesenewemergingmarketsrequirecompaniesandmanagersaliketo"thinkdifferently"anddemandnewsynergisticapproachestowinthecompetition.
Innovationisthenameofthegameandlocalizationishowitisplayed,althoughtheboundariesarebecomingmoreandmoreblurred,andnewbusinessmodels,valuesystemsandcompetitiveadvantagesspreadlikewildfirearoundtheworld.
So,itshouldbeobviousthatunderstandingtheemergingmarketdynamicsandbuilding-upthemanagementleadershipandcapabilityaboutwhatittakestowininthisnewworldorder,mustbeconsideredasafundamentalpartforanyaspiringglobally-orientedmanager,butespeciallyforthosewithaseriouscareerinterestinemergingmarkets,especiallyinAsia.
Learningobjectives–Thiscoursewillofferacomprehensivelookatemergingmarketsastheyintegratewiththeglobaleconomyandincreasinglybecometheglobalmainstream.
Participantswilldiscussandanalyzeemergingmarketsfrommultipleperspectives–fromlocalcompetitorsstrugglingtoovercomeresourceandknowledgeconstraintstobuildglobal-orientedbusinesses,toDenscombeCorporation(Feb20,2015)1IUJGSIM–MBAProgramMGT4540:CompetinginEmergingMarkets(Spring2015)Syllabus(Tentative)emergingmarketchampions,tomultinationalsfromdevelopedcountrieslikeJapantryingtotapintoemergingmarketsfornewgrowth.
Thecourseisorganizedintothefollowing4sections,Part1:TheBigPicture–ConceptDevelopmentandLearningPart2:EmergingMarketFirmsWinningintheirHomeMarketsPart3:EmergingMarketCompaniesGoingGlobalPart4:DevelopedCountryCompaniesGoingtoemergingmarketsInthiscontext,theoveralllearningobjectiveistogivecourseparticipantsalotofusefulconceptsandtheoriesrelatedtomanaginganenterpriseintheemergingmarketdomain.
Butthelearningemphasiswillbeon"realworldapplication"andcase/articlediscussionsthatwillgiveparticipantsanappreciationofwhattoexpectintheirprofessionalmanagementcareersaheadofthemandimportantlygivethemacompetitiveedgewhentheyjoin/rejointheworkforceaftertheirMBAlearning.
Careerrelevance–Itisdifficulttoimaginehowanyfuturemanagercanignorethemassivegravitationalpullofwhatishappeningintheemergingeconomies,andthusnotbeabletounderstandhowtotakeproperadvantageoftheopportunitiesbeingpresentedandthenewchallengesthatneedtobeovercome.
Thiscriticalunderstandingofhowtowininemergingmarketsmustbeapartofeverymanagerstoolkit,andtakingthiscoursewillbeavitalsteptowardsthisgoal.
Indeed,thecourseoffersauniquevaluepropositionthatmightbeakeyintegrativelinktocompetitivecareersuccess.
CourseContextorRationalization–Thecoursecanbetakenwithoutanypre-requisites,oritcanbetakenaftercorecourseslikeGlobalStrategyorStrategicManagement,asitfitsinnicelyasafoundationtypecourseorasabuildingblockcourse,buildingonwhatparticipantshavealreadylearnedinothercourses.
Therewillbesomeoverlapwithothercourse,whichistruewithmostcourses,especiallyelectiveones.
Butthisisagoodthingasitre-inforcesthelearning,andcreatesavaluablesynergisticdevelopmentprocessfortheparticipants.
DeliveryMethods:Classlearningprocesswillbeamixtureofinteractivelearningslides,caseandarticlediscussions,andeveryclasswillhavegroupwork/presentationsoncaseissuesinthesecindclassperiod.
Participantsareexpectedtobeactiveinclass,asthiswillnotbea"lecturestyle".
Grading:20%:ClassParticipation20%:ClassGroupwork30%:WrittenCaseMemo(takehome)30%:WrittenFinalExamReport(takehome)DenscombeCorporation(Feb20,2015)2IUJGSIM–MBAProgramMGT4540:CompetinginEmergingMarkets(Spring2015)Syllabus(Tentative)TentativeOutline:*Cases/ArticlesmaychangebeforecoursestartsPart1:TheBigPicture–ConceptDevelopmentandLearningModule1TOPIC:ConceptdevelopmentandframeworktoolstoconsiderGettingstarted–BigpictureofwinninginEmergingMarketsLocaladaptationandglobalintegrationNewrulesofthegameandwhatittakestowinCASE:StarbucksCoffeeCompanyinVietnam:Movetocaptureatraditionalmarket*AMITYResearchCentersHeadquarters,Bangalore,Product#:313-100-1HBRArticle:Distancestillmatters:Thehardrealityofglobalexpansion*HBR(Sep2001),Product#:R0108K-PDF-ENGPart2:EmergingMarketFirmsWinningintheirHomeMarketsModule2TOPIC:ThinkingdifferentandlocalmassmarketcompetitiveadvantageCASE:TataNano–ThePeople'sCar(HBS,RevisedMar2011)*Product#:710420-PDF-ENGARTICLE:IstheBottomofthePyramidReallyforYou(HBR,Mar2011)*Product#:R1103J-PDF-ENGModule3TOPIC:Affordabilityandsustainability:DisruptivebusinessmodelsCASE:BhartiAirtelinAfrica(HBS,RevisedApr2012)Product#:9-112-096HBRARTICLE:Africa–Crackingthenextgrowthmarket:AfricaProduct#:R1105J-PDF-ENGPart3:EmergingMarketCompaniesGoingGlobalModule4Topic:OpportunitiesandchallengesofemergingmarketfirmsgoingglobalCASE:BrasilFoods(HBS,RevisedApr2013)*Product#:512013-PDF-ENGARTICLE:Tomorrow'sGlobalGiants:NottheUsualSuspects(HBR,Nov2008)Product#:R0811E-PDF-ENGDenscombeCorporation(Feb20,2015)3IUJGSIM–MBAProgramMGT4540:CompetinginEmergingMarkets(Spring2015)Syllabus(Tentative)Module5TOPIC:EvolutionofemergingmarketMNCs,competitioninnewlyindustrializingcontextsCASE:GrupoBimbo(HBS,revisionAug2009)*Product#:707521-PDF-ENGARTICLE:ACautionaryTaleforEmergingMarketGiants(HBR,Sep2010)*Product#:R1009J-PDF-ENGModule6TOPIC:EvolutionofemergingmarketMNCs,competitioninnewlyindustrializingcontextsCASE:SCG–AsustainablebusinessleaderinAsean(IMD,Sep2013)*Product#:IMD-3-2384ARTICLE:HowtowininEmergingMarkets:LessonsfromJapan(HBR,May2012)*Product#:R1205J-PDF-ENGPart4:DevelopedCountryCompaniesGoingtoEmergingMarketsModule7TOPIC:Newemergingmarketinnovationcenters,challenges/opportunitiestoglobalfirmsCASE:Emergingmarketwoes(A):NokiainIndiaandChina*ICMR(IBSCenterforManagementResearch),Product#:313-084-1ARTICLE:Innovation'sHolygrail(HBR,Jul2010)*Product#:R1007N-PDF-ENGModule8TOPIC:Fillinginthemissingpiecesandlocalizingthebusinessmodel(andethics)CASE:IKEAinRussia–EthicalDilemmasICMR(IBSCenterforManagementResearch,2013),*Product#:713-037-1ARTICLE:NoneModule9TOPIC:Competitivestrategiesforengaginglocalcompetitors,businessmodelimplicationsCASE:Novozymes:CrackingtheEmergingMarketsCode*Product#:112084-PDF-ENGARTICLE:Findinggreatideasinemergingmarkets(HBR,Sep2011)Module10TOPIC:FindingthecompetitivesweetspotandtransferringittootheremergingmarketsDenscombeCorporation(Feb20,2015)4IUJGSIM–MBAProgramMGT4540:CompetinginEmergingMarkets(Spring2015)Syllabus(Tentative)CASE:Yum!
Brands(HBS,RevisedOct2012)*Product#:712422-PDF-ENGTextbooks–Referenceonly"GlobalStrategiesforEmergingAsia"AnilK.
Gupta,ToshiroWakayama,U.
SrinivasaRangan,Jossey-Bass(Jun2012)*ThistextbookwillNOTbeuseddirectlyasa"courseframework",butwillbereferencedanddiscussedrepeatedlyinvariousclassesthroughoutthecourse–Ex.
Incoursemodules2and3and6,Chapter8:"InnovatingintheVortex:NewperspectivesfromradicallydifferentbusinessperspectivesinIndia"Ex.
Incoursemodules8and9,Chapter4:"HowsomeJapanesefirmshavesucceeededagainstlow-costcompetitorsinEmergingMarkets"Possibleother/supplementarytextbookreadings(EspeciallyforParts1and2):EmergingGiants:(1)CompetingatHome-HowEmergingMarket-BasedCompaniesCanBuildCompetitiveAdvantageatHome(56pages)(2)GoingGlobal-HowEmergingMarket-BasedCompaniesCanOvercomeBarrierstoCompetingAbroad(57pages)*HBSPublishing,Apr2010–Originallypublishedas"Chapter5and6"inthebook:"WinninginEmergingMarkets:ARoadMapforStrategyandExecution"DenscombeCorporation(Feb20,2015)5
NigelDenscombeTerm:Spring2015Credit:2CourseSchedule:Mondayafternoons,14:40-17:50CourseDescriptionandLearningObjectives:Motivation–"LedbyChinaandIndia,therapidriseofemergingAsiaistransformingthestructureoftheglobaleconomy.
By2025,ifnotsooner,ChinawillalmostcertainlyovertaketheU.
S.
tobecometheworld'slargesteconomy.
Bythen,IndiaislikelytohaveovertakenJapantobecometheworld'sthirdlargesteconomy,afterChinaandtheU.
S.
BesidesChinaandIndia,Asiaalsoincludesotherfast-growingeconomiessuchasIndonesia,Malaysia,Philippines,Thailand,andVietnam.
Addedtogether,by2025,thesedevelopmentsarelikelytomakeAsia'seconomylargerthanthoseoftheU.
S.
andEuropecombined.
"*IfyouaddtheotherBRICscountriesandemergingmarketsaroundtheworldintotheequation,ourglobaleconomywillbeaverydifferentplaceinjustafewyearsfromnow.
*Source:GlobalStrategiesforEmergingAsia(Gupta,Wakayama,Rangan)Ontheotherhand,mostoftheoldbusinessrulesandmanagementphilosophiesthatevolvedinthedevelopedeconomiesliketheUSandJapanjustdon'tapplyanymoreandthenewemergingplayersgobydifferentcompetitivegameplans.
Bluntly,thesenewemergingmarketsrequirecompaniesandmanagersaliketo"thinkdifferently"anddemandnewsynergisticapproachestowinthecompetition.
Innovationisthenameofthegameandlocalizationishowitisplayed,althoughtheboundariesarebecomingmoreandmoreblurred,andnewbusinessmodels,valuesystemsandcompetitiveadvantagesspreadlikewildfirearoundtheworld.
So,itshouldbeobviousthatunderstandingtheemergingmarketdynamicsandbuilding-upthemanagementleadershipandcapabilityaboutwhatittakestowininthisnewworldorder,mustbeconsideredasafundamentalpartforanyaspiringglobally-orientedmanager,butespeciallyforthosewithaseriouscareerinterestinemergingmarkets,especiallyinAsia.
Learningobjectives–Thiscoursewillofferacomprehensivelookatemergingmarketsastheyintegratewiththeglobaleconomyandincreasinglybecometheglobalmainstream.
Participantswilldiscussandanalyzeemergingmarketsfrommultipleperspectives–fromlocalcompetitorsstrugglingtoovercomeresourceandknowledgeconstraintstobuildglobal-orientedbusinesses,toDenscombeCorporation(Feb20,2015)1IUJGSIM–MBAProgramMGT4540:CompetinginEmergingMarkets(Spring2015)Syllabus(Tentative)emergingmarketchampions,tomultinationalsfromdevelopedcountrieslikeJapantryingtotapintoemergingmarketsfornewgrowth.
Thecourseisorganizedintothefollowing4sections,Part1:TheBigPicture–ConceptDevelopmentandLearningPart2:EmergingMarketFirmsWinningintheirHomeMarketsPart3:EmergingMarketCompaniesGoingGlobalPart4:DevelopedCountryCompaniesGoingtoemergingmarketsInthiscontext,theoveralllearningobjectiveistogivecourseparticipantsalotofusefulconceptsandtheoriesrelatedtomanaginganenterpriseintheemergingmarketdomain.
Butthelearningemphasiswillbeon"realworldapplication"andcase/articlediscussionsthatwillgiveparticipantsanappreciationofwhattoexpectintheirprofessionalmanagementcareersaheadofthemandimportantlygivethemacompetitiveedgewhentheyjoin/rejointheworkforceaftertheirMBAlearning.
Careerrelevance–Itisdifficulttoimaginehowanyfuturemanagercanignorethemassivegravitationalpullofwhatishappeningintheemergingeconomies,andthusnotbeabletounderstandhowtotakeproperadvantageoftheopportunitiesbeingpresentedandthenewchallengesthatneedtobeovercome.
Thiscriticalunderstandingofhowtowininemergingmarketsmustbeapartofeverymanagerstoolkit,andtakingthiscoursewillbeavitalsteptowardsthisgoal.
Indeed,thecourseoffersauniquevaluepropositionthatmightbeakeyintegrativelinktocompetitivecareersuccess.
CourseContextorRationalization–Thecoursecanbetakenwithoutanypre-requisites,oritcanbetakenaftercorecourseslikeGlobalStrategyorStrategicManagement,asitfitsinnicelyasafoundationtypecourseorasabuildingblockcourse,buildingonwhatparticipantshavealreadylearnedinothercourses.
Therewillbesomeoverlapwithothercourse,whichistruewithmostcourses,especiallyelectiveones.
Butthisisagoodthingasitre-inforcesthelearning,andcreatesavaluablesynergisticdevelopmentprocessfortheparticipants.
DeliveryMethods:Classlearningprocesswillbeamixtureofinteractivelearningslides,caseandarticlediscussions,andeveryclasswillhavegroupwork/presentationsoncaseissuesinthesecindclassperiod.
Participantsareexpectedtobeactiveinclass,asthiswillnotbea"lecturestyle".
Grading:20%:ClassParticipation20%:ClassGroupwork30%:WrittenCaseMemo(takehome)30%:WrittenFinalExamReport(takehome)DenscombeCorporation(Feb20,2015)2IUJGSIM–MBAProgramMGT4540:CompetinginEmergingMarkets(Spring2015)Syllabus(Tentative)TentativeOutline:*Cases/ArticlesmaychangebeforecoursestartsPart1:TheBigPicture–ConceptDevelopmentandLearningModule1TOPIC:ConceptdevelopmentandframeworktoolstoconsiderGettingstarted–BigpictureofwinninginEmergingMarketsLocaladaptationandglobalintegrationNewrulesofthegameandwhatittakestowinCASE:StarbucksCoffeeCompanyinVietnam:Movetocaptureatraditionalmarket*AMITYResearchCentersHeadquarters,Bangalore,Product#:313-100-1HBRArticle:Distancestillmatters:Thehardrealityofglobalexpansion*HBR(Sep2001),Product#:R0108K-PDF-ENGPart2:EmergingMarketFirmsWinningintheirHomeMarketsModule2TOPIC:ThinkingdifferentandlocalmassmarketcompetitiveadvantageCASE:TataNano–ThePeople'sCar(HBS,RevisedMar2011)*Product#:710420-PDF-ENGARTICLE:IstheBottomofthePyramidReallyforYou(HBR,Mar2011)*Product#:R1103J-PDF-ENGModule3TOPIC:Affordabilityandsustainability:DisruptivebusinessmodelsCASE:BhartiAirtelinAfrica(HBS,RevisedApr2012)Product#:9-112-096HBRARTICLE:Africa–Crackingthenextgrowthmarket:AfricaProduct#:R1105J-PDF-ENGPart3:EmergingMarketCompaniesGoingGlobalModule4Topic:OpportunitiesandchallengesofemergingmarketfirmsgoingglobalCASE:BrasilFoods(HBS,RevisedApr2013)*Product#:512013-PDF-ENGARTICLE:Tomorrow'sGlobalGiants:NottheUsualSuspects(HBR,Nov2008)Product#:R0811E-PDF-ENGDenscombeCorporation(Feb20,2015)3IUJGSIM–MBAProgramMGT4540:CompetinginEmergingMarkets(Spring2015)Syllabus(Tentative)Module5TOPIC:EvolutionofemergingmarketMNCs,competitioninnewlyindustrializingcontextsCASE:GrupoBimbo(HBS,revisionAug2009)*Product#:707521-PDF-ENGARTICLE:ACautionaryTaleforEmergingMarketGiants(HBR,Sep2010)*Product#:R1009J-PDF-ENGModule6TOPIC:EvolutionofemergingmarketMNCs,competitioninnewlyindustrializingcontextsCASE:SCG–AsustainablebusinessleaderinAsean(IMD,Sep2013)*Product#:IMD-3-2384ARTICLE:HowtowininEmergingMarkets:LessonsfromJapan(HBR,May2012)*Product#:R1205J-PDF-ENGPart4:DevelopedCountryCompaniesGoingtoEmergingMarketsModule7TOPIC:Newemergingmarketinnovationcenters,challenges/opportunitiestoglobalfirmsCASE:Emergingmarketwoes(A):NokiainIndiaandChina*ICMR(IBSCenterforManagementResearch),Product#:313-084-1ARTICLE:Innovation'sHolygrail(HBR,Jul2010)*Product#:R1007N-PDF-ENGModule8TOPIC:Fillinginthemissingpiecesandlocalizingthebusinessmodel(andethics)CASE:IKEAinRussia–EthicalDilemmasICMR(IBSCenterforManagementResearch,2013),*Product#:713-037-1ARTICLE:NoneModule9TOPIC:Competitivestrategiesforengaginglocalcompetitors,businessmodelimplicationsCASE:Novozymes:CrackingtheEmergingMarketsCode*Product#:112084-PDF-ENGARTICLE:Findinggreatideasinemergingmarkets(HBR,Sep2011)Module10TOPIC:FindingthecompetitivesweetspotandtransferringittootheremergingmarketsDenscombeCorporation(Feb20,2015)4IUJGSIM–MBAProgramMGT4540:CompetinginEmergingMarkets(Spring2015)Syllabus(Tentative)CASE:Yum!
Brands(HBS,RevisedOct2012)*Product#:712422-PDF-ENGTextbooks–Referenceonly"GlobalStrategiesforEmergingAsia"AnilK.
Gupta,ToshiroWakayama,U.
SrinivasaRangan,Jossey-Bass(Jun2012)*ThistextbookwillNOTbeuseddirectlyasa"courseframework",butwillbereferencedanddiscussedrepeatedlyinvariousclassesthroughoutthecourse–Ex.
Incoursemodules2and3and6,Chapter8:"InnovatingintheVortex:NewperspectivesfromradicallydifferentbusinessperspectivesinIndia"Ex.
Incoursemodules8and9,Chapter4:"HowsomeJapanesefirmshavesucceeededagainstlow-costcompetitorsinEmergingMarkets"Possibleother/supplementarytextbookreadings(EspeciallyforParts1and2):EmergingGiants:(1)CompetingatHome-HowEmergingMarket-BasedCompaniesCanBuildCompetitiveAdvantageatHome(56pages)(2)GoingGlobal-HowEmergingMarket-BasedCompaniesCanOvercomeBarrierstoCompetingAbroad(57pages)*HBSPublishing,Apr2010–Originallypublishedas"Chapter5and6"inthebook:"WinninginEmergingMarkets:ARoadMapforStrategyandExecution"DenscombeCorporation(Feb20,2015)5
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