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In general, these challenges relate to identifying, evaluating, and making tradeoffs across national, organizational, and personal contexts. Thus, we will discuss formulation- and implementation-related challenges as well as generate solutions to ‘international marketing dilemmas. Learning Methods: Case discussion; Role plays; Mini-debates; Mini-lectures Assessment methods: Class participation; Case presentation; Final exam CLOI . Understand the international marketing environment; Contemplate and analyze international marketing opportunities.CL02. Gain an understanding of international marketing effort related to the market entry and marketing mix strategies CL03. Identify, interpret and evaluate information sources related to multinational marketing with the emphasis on information technologies (Internet). CL04. Understand the principles of global retail management, such as site location, environmental impacts on retail planning and execution, global sourcing, and others. CL0 5. Develop critical thinking ability and problem-solving skills through experiential learning.CL06. Expand creative, research, analytical and writing skills by developing a comprehensive analysis of an international marketing program. COURSE TOOLS To fulfill our course objectives, we will rely on several tools: 1) case studies, 2) readings, 3) small-group projects, 4) multi-media, and 5) mint-lectures. There is no textbook for this course. Instead, you must obtain a course packet containing cases and readings. Please contact the Program office for more information. It is your responsibility to access the course material.COURSE ASSESSMENT Class participation Individual effort Presentations Group effort; Maximum group size = 8 persons Final Exam Group effort; Maximum group size = 4 persons 25% of the final grade 50% of the final grade a) Class participation. Class participation refers to making relevant and meaningful discussion that enhances the quality of our class meetings. Thus, t he content (i. e. , what? ) as well as the process (i. e. , how? ) of discussion are important. Class participation should not be confused with â€Å"air time. † We are interested in your arguments and, importantly, the Justification you offer in their support.Since there are no right or wrong answers, you will not be graded on whether you agree or disagree with the majority. Your failure to participate penalizes all of us. For example, i) you deprive us of your insights, ‘i) your opinions and ideas go unevaluated and unscrutinized, and iii) you lose an opportunity to develop important business skills. Unless there are truly extenuating circumstances, there will not be any make-up assignments in lieu of class participation and/or absences. Participation also includes your involvement in small-group exercises (e. . , mint-presentations, role play, resentation of assigned readings, and so on) as well as unannounced quizzes and assignments. We shall pursue such diversions whenever I feel they are necessary. Given this broad definition of participation, I strongly urge you to be fully prepared for every class. Details of small-group exercises will be announced when they are undertaken. In general, group assignments will be graded on the quality of your output and defensibility of your position. b) Case presentation. Each group must present a case study.All presentations involve a 25-minute oral presentation plus question-answer time. You must provide e with a legible copy of your overheads prior to the presentation. If appropriate, you may distribute case-related material to our class. Each group must sign-up for cases on a first-come-first-served basis. After sign-up, each group should confer with me as early as possible to identify the case decision/issue. Since no two cases are identical, the nature of my assistance will vary. Nonetheless, all assistance shall be related to a specific case and the discussion topic that the case aims to reinforce.Yo u must not research the case decision in preparing tor the presentation (or discussion). This is because such ex post information would not be available to a case protagonist when s/he was confronted with that particular case decision. Previous experience has repeatedly shown that gathering ex post information to reach a case decision is detrimental to the case presentation grade. Be creative in your presentation. Refer to the ‘Guide to Persuasive Presentations' reading. The use of standard analytical frameworks (e. g. SWOT) may be convenient, but contributes to a very dull and boring presentation. Keep your presentation interesting to engage the audience and retain their interest and attention. Regardless of your approach, a holistic presentation typically contains the following material. Of course, you can include other relevant slide(s) containing information you need to support/explain/articulate your analysis. Such slides should be inserted wherever appropriate. Slide-I: Names [Presentation case and group members], Slide-2: Issues [What is the case all about (e. g. , Effects of Globalization, and so on)? , Slide-3: Decision [Specific question(s) to which the decision-maker needs an answer], Slide-4: Cause [Fundamental reason(s) prompting the need to make the above ecision], Slide-5: External Analysis [Detailed analysis of context-specific factors, if any], Slide-6: Internal Analysis [Detailed analysis of company-specific factors, if any], Slide-7: Managerial Preferences [Detailed analysis of management preferences, if any], Slide-8: Options [Detailed discussion of the pros/cons of each feasible option], Slide-9: Recommendation [Selected option and Justification for its choice]. 3 c) Final exam.The principal objective of the final exam is to promote your ability to synthesize your analysis† and our class discussion†of case studies and assigned readings. Your task is to clearly establish key takeaways that would help companies fulfill thei r international marketing agenda efficiently as well as effectively. Thus, these assignments require you to generate keen insights about how companies can compete in markets around the world. Note, the exam does not ask for a case summary or even your recommendations for solving a case. Likewise, the exam does not ask for a summary or critique of the reading.Another objective is to improve your written communication skills. Here, your task is to articulate your synthesis such that your intended message is communicated both concisely and coherently. Your goal should be to convince readers that the key takeaways you identified are indeed significant for competing in markets around the world. Given that the exam will be a â€Å"small† group effort, each group will be required to evaluate the contributions of its individual members. These contributions will be used to weigh the (group) grade for individuals in that group.Thus, depending upon his/her contribution, a individual may receive a higher or lower score than that earned on the graded assignment. Each response to a case study or assigned reading will be graded on a 15-point scale using the following criteria. Each criteria is worth 3 points: 1) Editorial considerations (e. g. , Grammar, spelling and punctuation, clarity of writing etc. ); 2) Format (Maximum 250 words per response, Times font, Size 12 font); 3) Connection between your response and the case or the reading (Is your response tied to the case/article you are responding to?Or is your response so general that it could be developed without access to the specific case/reading? ); 4) Lessons learned (How insightful are your takeaways? Are your thoughts expressed adequately, completely, and articulately? Does your response indicate a thorough nderstanding of the case issues/readings theme? ); 5) Significance of your responses (Why should anyone pay attention to your takeaways? What is it about them that should encourage others to read the case/ assigned reading?How do these responses facilitate a sophisticated grasp of competing in EMs? ). COURSE FORMAT 1 . The course will consists of nine 3-hour blocks (see next section) which comprise of various classroom activities such as mint-lectures, case discussion, and so on. 2. Our meetings will focus on conceptual and theoretical issues blended with examples and illustrations from actual cases. These meetings will follow an interactive seminar format. Consequently, attendance and participation (questions/ comments/ criticisms) in class discussions is critical.COURSE PLAN Class Topic Material [R] = Reading [C] = Casestudy Opening remarks & Course overview: Contemporary Challenges in International Marketing [R] Note on Case Analysis [R] Guide to Persuasive presentations Contemplating International Expansion: Developing a Framework to Evaluate Tradeoffs [R] Distance Still Matters†¦ [C] Ruth's Chris Ethics in Marketing: When in Rome†¦ and [R] Ethical Breakdowns [C] Medica l Equipment 4 t Help or Hinder? Global Sourcing ; Business Models: Do Benefits Justify the Costs? [R] Strategy ; Society†¦ C] IKEA'S Global sourcing Challenge: Indian Rugs & Child Labor (A) 5 Developing Business Models for ‘Poor' Countries: Marketing to the Bottom of the Pyramid [R] Is the Bottom of the Pyramid Really for You? [C] Making Waves in Rural Kenya 6 Ethnic Marketing: Are Strong Ties and Entrepreneurship Sufficient? 7 Are Brands an Asset or Liability? : Brand Equity Versus Market Size 8 Dynamics of Luxury Marketing in Developing Economies: National Environments & Consumer Behavior Social Media Marketing: How Much Does it Really Matter?R] Advertisings New Medium: Human Experience [C] Pan Boricua [R] The Chinese Negotiation [C] Majestica Hotel in Shanghai [R] Harnessing the Science of Persuasion [C] Louis Vuitton in India [R] The Global Entrepreneur [C] saltnasear 9 CASE DISCUSSION QUESTIONS Case: Ruth's Chris: The High Stakes of International Expansion a) What di d Hannah do to make a first cut in the list of potential countries? How did he get from 200 to less than 35 potential new markets? Which variables seemed more important in his decision-making? Which unused variables might have been useful? ) What would be your choice for the top 5 opportunities? The top 10 opportunities? What equation did you use to reach that conclusion? Why? c) Hannah was focused on franchising as his mode of entry. Do the critical variables change if a different mode of entry is employed? d) What are some of the internal and external challenges Hannah will face in moving from a list to actually opening the restaurants? Case: Medical Equipment Inc. in Saudi Arabia a) Is bribery or corruption a problem in your country? Why is it a problem? Give some examples. ) Does Grover understand the local culture? Is it possible such situations are Just cross- cultural misunderstandings? If so, does the â€Å"problem† become a less serious issue for international expans ion by firms operating in foreign environments? Grover considers the option of sending A1 Humaidi to a Medical Equipment showroom in France or the United States? How does that compare to paying a bribe to A1 Humaidi? d) If you were Grover, what would you do? How would you Justify your actions to: i) your self, it) your boss, iii) your competitors, and iv) government regulators?Case: IKEA's Global Sourcing Challenge: Indian Rugs and Child Labor (A) a) How should Marianne Barner respond to the invitation for IKEA to have a epresentative appear on the upcoming broadcast ot the German video program? What actions should she take regarding the IKEA supply contract with Rangan Exports? c) What long-term strategy would you suggest she take regarding IKEA's continuing operation in India? Should the company stay or should it exit? Be prepared to discuss the impact of such a decision and how you would manage it.For those recommending that IKEA continue to source carpets in India, would you sug gest that Marianne: i) continue IKEA's own monitoring and control processes or sign-up with Rugmark? , ii) continue to focus only on eliminating the use of child labor n IKEA's supply chain or engage in broader action to address the root causes of child labor as Save the Children is urging? Case: Making Waves in Rural Kenya What key consumer needs must be considered and to what extent are these currently being satisfied? b) Discuss the key stakeholders in this case and the role that each plays in the consumer's problem-solving process.What possible consumer segments exist for the proposed WaterHarvester? Who should be the primary target? How would you position the WaterHarvester to your possible target market(s)? e) As Hermann, what specific action plan would you recommend to FTC? Case: Pan Boricua: Developing a Market Strategy for the Hispanic Market in the United States a) Develop an opportunity analysis/ marketing plan for exporting goods to a region where locals (Puerto Ricans) are in exile in the US but still nostalgically looking for goods associated with their homeland such as Pan Boricua / Los Cidrines-branded bread in their neighborhood stores and supermarkets.Take into consideration the legal issues involved. Case: Majestica Hotel in Shanghai How many issues require resolution between Majestica and CPS? As Majestica, where, if anywhere, would you make concessions? As CPS, if Majestica refuses to make concessions, will you walk away? Why? Louis Vuitton in India Does a high-end brand have a market in a low-income economy? Where should this high-end brand find its niche? How should a luxury-brand company deal with changing customer profile? How should a luxury-brand company deal with changing concepts of luxury?Case: SalinaBear: Monetizing a YouTube Profile Visit the SalinaBear YouTube channel and view some of Siu's video's. Assess SalinaBear's success. Has Siu been successful because of good luck and timing or due to her careful and shrewd assessment o f the marketplace? What factors have ontributed to the site's growth? b) How does YouTube work in terms of monetizing videos? What critical success factors are associated with monetizing videos through YouTube? Siu maintains that content, findability, and audience are her key success factors? Do you agree?Are there other key success factors she has neglected? c) Which option†if any†should Siu pursue? NOTE ON COURSE READINGS The assigned readings have been carefully chosen to enhance your learning as well as facilitate a more sophisticated grasp of course topics. Moreover, the readings will form a part of final exam (that is worth 50% of the final course grade). Hence, I strongly urge you to carefully/regularly study and discuss all readings. The following guidelines should help you maximize your learning: a) Identify the readings main ideas and arguments. What is the readings core thesis? ) Try to establish a connection between the readings core thesis and the case study which is paired with the reading. To do this, identify the case studys dominant theme: What specific decision does the case require you to make? Broadly, what is the case study really about? c) Ask yourself how the reading can help the case studys decision maker. Uncover all ideas/concepts/suggestions contained in the reading that could benefit the decision maker. Does the article contain problem-solving principles/approaches you can leverage? Can you see interrelationships?How can the article's content help you to generate a managerially usable framework? Can you link main elements of arguments to form a bigger/better picture? And so on. d) Play around with the above thoughts, and let them simmer for a few days so that you can better distill their essence as well as link them to the case study. e) Be creative. Try to develop the big picture without being too general or vague. Ask yourself whether insights generated from a reading could be derived without having readi a yes then yo u need to think/tocus more caretully on the reading. ) Discuss your thoughts/ideas with your group members and peers. Rarely will a reading provide you with a straightforward guidance regarding a case study! g) Revisit your initial responses, and update your thinking. h) Leverage your brain power to generate a workable solution to a issue/problem/challenge facing a decision maker. i) Yes, this is a difficult exercise. Yes, it can†and has been†done!