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In general, these challenges relate to identifying, evaluating, and making tradeoffs across national, organizational, and personalised contexts. Thus, we result discuss formulation- and implementation-related challenges as well as generate solutions to transnational marketing dilemmas. Learning Methods courtship discussion Role plays Mini-debates Mini-lectures Assessment methods Class meshing plate monstrance Final exam CLOI . deduct the worldwide 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 tuition 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 another(prenominal)s. CL05. Develop life-sustaining opinion ability and problem-solving skills through experiential learning.CL06. Expand imaginative, research, analytical and writing skills by collapseing a complete compend of an international marketing program. style TOOLS To fulfill our course objectives, we will rely on several(prenominal) tools 1) possibility studies, 2) renditions, 3) small- multitude projects, 4) multi-media, and 5) mint-lectures. There is no textbook for this course. Instead, you must obtain a course packet containing qualitys and readings. enrapture contact the Program office for more information. It is your responsibility to access the course material.COURSE ASSESSMENT Class conjunction Individual effort Presentations Group effort Maximum group size = 8 persons Final examen Group effort Maximum group size = 4 persons 25% of the last grade 50% of the final grade a) Class participation. Class participation refers to making relevant and meaningful discussion that enh ances the case of our sectionalization meetings. Thus, the content (i. e. , what? ) as well as the process (i. e. , how? ) of discussion ar important. Class participation should not be conf employ with air time. We be interested in your arguments and, importantly, the Justification you offer in their support.Since in that location are no right or wrong answers, you will not be rank 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 at that place are truly extenuating circumstances, there will not be any make-up assignments in lieu of yr participation and/or absences. Participation also includes your involvement in small-group exercises (e. . , mint- intromissions, role play, resentation of assigned readings, and so on) as well as unannounce d 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) flake presentation. Each group must present a case count.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 handle 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 hash out 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 ca se and the discussion topic that the case aims to reinforce.You must not research the case decision in preparing tor the presentation (or discussion). This is because such ex bear information would not be available to a case adorer 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 fashion models (e. g. SWOT) may be convenient, exclusively contributes to a very dull and boring presentation. Keep your presentation interesting to engage the audience and go forward their interest and attendance. Regardless of your approach, a holistic presentation typically contains the following material. Of course, you empennage include other relevant slide(s) containing information you need to support/explain/articulat e your analysis. Such slides should be inserted wherever appropriate. Slide-I call Presentation case and group members, Slide-2 Issues What is the case all around (e. g. , Effects of Globalization, and so on)? , Slide-3 Decision Specific question(s) to which the decision-maker needs an answer, Slide-4 sheath 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 discussionof case studies and assigned readings. Your task is to clearly establish key takea ways that would help companies fulfill their international marketing agenda efficiently as well as effectively. Thus, these assignments contend 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 advocateations 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 mean message is communicated both concisely and coherently. Your goal should be to convince readers that the key takeaways you identified are hence significant for competing in markets around the world. Given that the exam will be a 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 con tribution, a individual may receive a higher or lower s encumbrance than that earned on the graded assignment. Each response to a case dissect or assigned reading will be graded on a 15-point scale development the following criteria. Each criteria is worth 3 points 1) Editorial considerations (e. g. , Grammar, spelling and punctuation, clarity of writing etc. ) 2) set (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 uttered adequately, completely, and articulately? Does your response indicate a thorough nderstanding of the case issues/readings theme? ) 5) Significance of your responses ( wherefore should anyone pay attention to your takeaways? What is it about them tha t should encourage others to read the case/ assigned reading?How do these responses drive on a school grasp of competing in EMs? ). COURSE FORMAT 1 . The course will consists of nine 3-hour blocks (see next section) which compensate 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 planetary marketing R Note on Case Analysis R Guide to Persuasive presentations Contemplating internationalist Expansion ontogeny a Framework to Evaluate Tradeoffs R Distance Still Matters C Ruths Chris Ethics in Marketing When in capital of Italy and R Ethical B reakdowns C medical exam Equipment 4 t Help or Hinder? Global Sourcing Business Models Do Benefits Justify the Costs? R Strategy Society C IKEAS 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 peeled Medium Human Experience C Pan Boricua R The Chinese Negotiation C Majestica Hotel in Shanghai R Harnessing the Science of intellection C Louis Vuitton in India R The Global Entrepreneur C saltnasear 9 CASE DISCUSSION QUESTIONS Case Ruths Chris The High Stakes of International Expansion a) What did 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 new variables might have been useful? ) What would be your choice for the top 5 opportunities? The top 10 opportunities? What compare 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 outside 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 problem become a less serious issue for international expanding upon by firms operating in fore ign environments? Grover considers the option of sending A1 Humaidi to a Medical Equipment showroom in France or the get together 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 marchs to i) your self, it) your boss, iii) your competitors, and iv) government regulators?Case IKEAs 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 schema would you suggest she take regarding IKEAs 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 suggest that Marianne i) continu e IKEAs own monitoring and control processes or sign-up with Rugmark? , ii) continue to focus only on eliminating the use of child labor n IKEAs 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 convenient? b) Discuss the key stakeholders in this case and the role that each plays in the consumers 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 n ostalgically 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 legion(predicate) 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 head 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 visibility? 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 Sius videos. Assess SalinaBears success. Has Siu been successful because of good luck and timing or due to her metric and shrewd assessment of the marketplace? W hat factors have ontributed to the sites 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 optionif anyshould 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 articles content help you to generate a managerially usable framework? Can you link main elements of arguments to form a bigger/ develop picture? And so on. d) blowout 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 you need to think/tocus more care tully 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 canand has beenthrough