buildtatanano
tatanano 时间:2021-01-17 阅读:()
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
- buildtatanano相关文档
- commenttatanano
- 486.82tatanano
- seriestatanano
- activelytatanano
- questionstatanano
- 中中tatanano
金山云：618年中促销,企业云服务器2核4G仅401.28元/年,827.64元/3年
金山云618年中促销活动正在进行中!金山云针对企业级新用户优惠力度比普通个人用户优惠力度要大，所以我们也是推荐企业新用户身份购买金山云企业级云服务器，尽量购买3年配置的，而不是限时秒杀活动中1年的机型。企业级用户购买金山云服务器推荐企业专区：云服务器N3 2核4G云服务器，1-5M带宽，827.64元/3年，性价比高，性能稳定!点击进入：金山云618年中促销活动目前，金山云基础型E1云服务器2核4...
香港云服务器最便宜价格是多少钱一个月、一年?
香港云服务器最便宜价格是多少钱一个月/一年?无论香港云服务器推出什么类型的配置和活动，价格都会一直吸引我们，那么就来说说香港最便宜的云服务器类型和香港最低的云服务器价格吧。香港云服务器最便宜最低价的价格是多少?香港云服务器只是服务器中最受欢迎的产品。香港云服务器有多种配置类型，如1核1G、2核2G、2核4G、8到16核32G等。这些配置可以满足大多数用户的需求，无论是电商站、视频还是游戏、小说等。...
Hostigger不限流量VPS年20美元
Hostigger 主机商在前面的文章中也有介绍过几次，这个商家运营时间是有一些年份，只不过在我们圈内好像之前出现的次数不多。最近这段时间商家有提供不限流量的VPS主机，逐渐的慢慢被人认识到。在前面的介绍到他们提供的机房还是比较多的，比如土耳其、美国等。今天看到Hostigger 商家居然改动挺大的，原来蛮好的域名居然这次连带官方域名都更换掉去掉一个G（Hostiger ）。估摸着这个域名也是之前...
tatanano为你推荐
-
免费虚拟主机求免费的虚拟主机，一定要推荐自己用过了的好东东！cm域名注册什么是CM域名？.cm .cm域名域名代理我想申请域名代理。直接在国家域名管理中心申请，应该有什么一些手续？免费虚拟主机申请求免费可以申请的域名和虚拟主机查询ip如何查IP网址虚拟主机是什么什么是虚拟主机？100m虚拟主机100M虚拟主机有多大，能放多少东西上海虚拟主机我想购买虚拟主机，选个品牌。大家给点意见。电信为主。当然肯定要支持多线。二级域名什么叫一级 二级域名备案域名哪些域名可以在国内备案？