Master
2020/2021
Project Seminar
Category 'Best Course for Career Development'
Category 'Best Course for Broadening Horizons and Diversity of Knowledge and Skills'
Type:
Compulsory course (Master in International Business)
Area of studies:
Management
Delivered by:
Department of Management
When:
1 year, 2 module
Mode of studies:
offline
Open to:
students of one campus
Instructors:
Свица Татьяна Юрьевна
Master’s programme:
International Business
Language:
English
ECTS credits:
3
Contact hours:
24
Course Syllabus
Abstract
There is a strong practical component to the course, reflecting real world situations that a company’s strategy team would face. Through the course and within their project groups, students will research and develop a strategic international market entry plan for an existing business into Russia. They will then present their market entry plan to a panel of academics and business leaders.
Learning Objectives
- This course aims to arm students with strong theoretical fundamentals on international market entry, with an angle on entry of existing international businesses into Russia.
Expected Learning Outcomes
- Explain the strategic nature of International Market Entry, how it supports the corporate strategy, and how it is supported by various business functions (sales, marketing, finance, etc.)
- Formulate a comprehensive view of strategy and strategic thinking
- Consider market entry in all 3 (geographic, product, and market) angles
- Describe the nature and components of corporate strategy, including the role of distinctive assets and competitive advantages
- Think critically about how various corporate strategies can be applied to different challenges
- Answer a fundamental question: “What business are we in?”
- Define and size a market opportunity, using both qualitative and quantitative techniques
- Understand why companies might consider international market entry, and how to rank the relative attractiveness of various markets
- Articulate the role of market research and diagnosis in informing a selected mode of entry, and to weigh up various modes of entry
- Identify, estimate, and mitigate for various risks
- Map out a market entry approach and plan
- Appreciate the inherent tension between a company’s local and global operations
- Explain the role of brands in international market entry
- Assess how international market entry can be executed through the marketing mix, and in particular with the use of marketing innovation
- Analyse key considerations for B2B and B2C market entry
- Produce a financial plan and set sales and marketing objectives and zero-based budgets
- Discuss the main tenets of corporate and tax law in Russia, including how a business is started in Russia
Course Contents
- International Market Entry as StrategyGeographic, Product, and Customer angles. Strategy and elements of a strategy. Game theoretic analysis of strategy
- Corporate StrategyPorter’s Three Generic Strategies. Kay’s model of Distinctive Capabilities and Strategic Assets. What business are we in?Market definition and sizing
- International Market EntryObjectives and purpose. Market definition. Assessing country markets with CAGE. Modes of entry; pros and cons. Risks and mitigation strategy
- Marketing and brand strategyResearch and diagnosis. Learning from Extreme Customers. Adoption curves. Funnels and customer journeys. STP Framework. Globalisation vs Localisation
- B2B and B2C Market EntryBuying centres. Cultural considerations. Cracking emerging markets
- Sales and marketing plansObjectives and tracking. Zero-based budgeting. The long and the short
- Execution through the Marketing MixBuilding market dominance with the 4 P’s. Marketing innovation and leapfrogging. The role of sales and other business functions
- Financial plansSales forecast. Income statement. Cash flow. Balance sheet. Breakeven analysis
- Business law in RussiaStarting/closing a business. Directors and Shareholders. Mergers and acquisitions. Joint ventures
- Tax law in RussiaCorporate tax planning
Assessment Elements
- Seminars Attendance and Participation - 20% Peer review of individual contribution by group member
- The course includes process and summative assessment. Process (40%) Seminars - 20% Peer review of
Interim Assessment
- Interim assessment (2 module)The course includes process and summative assessment. Process (40%) Seminars - 20% Peer review of individual contribution by group members - 20% Summative (60%) Market Entry Plan (Group Project) - 50% Group presentation - 10% Total - 100%
Bibliography
Recommended Core Bibliography
- Cross-Cultural Business Behavior : A Guide for Global Management Richard R. Gesteland Samfundslitteratur 2007
- International Marketing (RLE International Business) : Strategy and Management Gilligan, Colin; Hird, Martin Routledge 2012 ISBN: ISBN number:9780415641135, ISBN number:9781135133870 SERIES: Routledge Library Editions: International Business Ser.
Recommended Additional Bibliography
- Angel Wong An Kee, & Rashad Yazdanifard. (2015). The Review of Content Marketing as a New Trend in Marketing Practices. International Journal of Management, Accounting & Economics, 2(9), 1055–1064. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=bsu&AN=116258275