International Management Individual - INM Course - The introductory session of International Management - Management Case Study

Case Study Task:

The introductory session of International Management Case Study 

INM – INTERNATIONAL MANAGEMENT INDIVIDUAL ASSIGNMENT
this learning diary will be a synthesis of theories/concepts/frameworks (which we have discussed in the International Management course) and anecdotal evidence (from your personal/professional experience or from secondary sources such as a newspaper or business magazines). There is no one best format. However, above-average responses go beyond simply describing the concepts and phenomena but establishing the linkage and causal relation between antecedents and consequences. Credits will be given for establishing appropriate linkage between anecdotal evidence and relevant theories/concepts.

Topics to be covered –
1) Introduction: Globalization or Anti-globalization?  Article's a flat world, after all. The NewYork Times

•  Article: The Globalization of Markets

2) Entering Foreign Market | Strategy and Structure of MNCs

 Article: Distance Still Matters: The Hard Reality of Global Expansion. Harvard Business Review

 Article: Tap your subsidiaries for global reach. Harvard Business Review

 Case: Levendary Cafe: The China Challenge

3) Global Knowledge Management | Adapting to Foreign Markets

 Article: How GE is disrupting itself. Harvard Business Review

 Case: Health City Cayman Island

4) Aggregation Strategies, different industrial model & Global SCM. Article: Managing Differences: The Central Challenge of Global Strategy. Harvard Business Review  Case: Tata Consultancy Services: Selling Certainty

Sample Case for learning Diary –
Sample LEARNING DIARY for INM Course The introductory session of International Management gave an insight as to what should be expected out of the course. The Course in total gave a clear idea about the international trading and the factors involved in the same. It gave an idea of factors influencing the country and the firm while involving in international trade. The belief I had was that the world is almost fully globalized, at least in Europe and in North America. But the analysis and the reasoning by Mr. makes it clear that it is far away from real. The reasons for companies going global were understood and could easily relate to the presence of many of the multinationals in the region. It was also interesting to know why nations trade – especially why Saudi Arabia sells oil (something I never thought of before). The product life cycle in international markets is something I could straight away associate with my company. Starting and establishing the market for its automation products in Japan, they later started selling product in Europe and USA. Slowly they entered developing markets like India, eventually moving their manufacturing to the developing nations like Singapore and India. Almost all the exports from then were from these facilities. Subsidies and tariffs are a part of the day today affair if you are working for a company having operations over a wide geographical span. Even for our business for projects in Saudi Arabia, government allows duty exemption for importing all materials required for panel building if the panel is assembled within Saudi but sticks on to imposing 5% duty if the fully fabricated panels are imported from outside. Their motive to encourage local industry was well understood after attending the class on international trade policies. Political economy of trade policies also was an interesting insight. Porters Diamond framework explains how local competition and local rules and regulations can effect competitiveness. The framework takes care of the dynamic aspects of competitive advantage

Choosing the global strategy based on the need for local responsiveness and pressures for cost reduction was well discussed. Our company follows the Global strategy being into high technology markets and due to the need for cost effective solutions. Reverse innovation was another lesson learned. Being a company having operations in almost 72 countries worldwide, I was looking into my own company to see examples of reverse innovation. When they first moved into Brazilian market they introduced a set of interface cards which will reduce the hardware and thus the cost. This gave them a cost advantage which helped them establish in that market. The reduction of hardware also meant less installation space. This became a key to developing system for offshore platforms where space is limited. This product is being used worldwide for offshore applications or at places where there is a space constraint. The disadvantage of MNCs when they enter emerging markets was discussed. The
entry into foreign markets was an important section of the course. Why, which, when, what scale and which mode was clear guidelines to any new company thinking of entering foreign markets. The uppasala model can be connected to the PLC earlier discussed regarding my own company. The different entry modes into foreign markets were also discussed. It is important information especially in terms of deciding on strategy. I have a partnership in a travel and leisure company in India and we are thinking of entering UAE market. This section has given a clear idea on the options available for us. The CAGE framework defines the effect of Cultural, Administrative, Geographic and Economic distances affect the international trade. This also gives an answer why some companies are more successful in certain locations. The adaption levers talks on choosing the adaptation path and prompt us to look for alternatives. The main reason for failure of some leading companies can also be attributed to the failure in timely adaptation. KODAK is one of the best examples. Arbitrage helps us understand why different routes to approach certain countries are preferred. It also explains why certain products from certain countries have an advantage over others, like the French wines or perfumes. Li Fung was the best example to explain aggregation. That is a model any global production and supply company will prefer to follow. It is also true that Adaptation, Aggregation and Arbitrage cannot be followed at the same time. It will a little of all but with dominance on one or two of these strategies. As a whole the course gave us some valuable take away in practical perspective

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