International Marketing Management
351029001
Spring Term, 2011
Instructor:Dr. Chien-Wei Chen (陳建維)
Office:261135
Phone:29393091 ext. 81135
E-mail Address:
Classroom:商館260312
Time:2:10 – 5:00 p.m. Thursday
Office Hours:10:00 – 12:00 a.m. Thursday or by appointment
Course Objectives:
This course provides an overview of international marketing management in the modern enterprise. Specific objectives include:
- To reflect both the theory and the application of international marketing;
- To develop skills in analyzing international market opportunities and other environmental factors;
- To train students to untangle the complexities of decision-making in international marketing management and build organizational capabilities of adaptation.
Course Content:
To achieve the course objectives, course activity will consist of:
- A weekly lecture discussing key ideas in international marketing management.
- Case study classes to discuss practical issues in internationalmarketing.
Course Materials:
- Case studies
- Readings
References:
Christopher A. Bartlett, Sumantra Ghoshal, and Julian Birkinshaw (1999), Transnational Management: Text, Cases, and Readings in Cross-Border Management, 4th ed, Boston, MA: McGraw-Hill.
Gilbert A. Churchill, Jr. and J. Paul Peter (1998), Marketing: Creating Value for Customers, 2nd ed. Boston, MA: McGraw-Hill.
Svend Hollensen (2007), Global Marketing, 4th edition. Upper Saddle River, NJ: Prentice-Hall.
Johny K. Johansson (2006), Global Marketing: Foreign Entry, Local Marketing, and Global Management, 4thedition. Irwin McGraw-Hill.
Warren J. Keeganand Mark C. Green (2011), Global Marketing Management. 6thed. Upper Saddle River, NJ: Prentice-Hall.
Masaaki Kotabe and Kristiaan Helsen (2010), Global Marketing Management, 5th edition, Hoboken, NJ: John Wiley & Sons.
Sak Onkvisit and John J. Shaw (2004), International Marketing: Analysis and Strategy, 4th edition, New York, NY: Routledge.
John A. Quelch and Christopher A. Bartlett (2006), Global Marketing Management: A Case Book, 5th edition, Addison-Wesley, 1999.
Financial Times (1999), Mastering Marketing: Your Single-Source Guide to Becoming a Master of Marketing, Prentic-Hall.
Group Work:
You will be formed into syndicates of 5-6 students. The work of the group will form an important part of the course. Each of the cases should be prepared in advanced by students working together in these groups. A specific group will be responsible for orally presenting the case assigned to it and writing up a final report (max. 10 pages) after classroom discussions. In the classroom discussions, please be willing and prepared to contribute your ideas. Syndicates will be given the opportunities to formally present their case study findings to the class. Every time one team presents a case, another team will be responsible for asking questions with respect to that particular case.
Respective teams will be requested to conduct two mini projects. The first one is concerned with visiting and checking retail stores, while the second one involves a comparative study of international marketing communications. Earlier determination of projects topics is strongly encouraged.
Case Studies
Case Studies form an important part of this course, as they do on the marketing programs of all leading business schools. The case method is one of the most effective means for developing decision-making capabilities in the complex situations which characterize real-life marketing problems. The case method forces the participant to be an active decision maker in marketing strategy, encouraging him or her to analyze relevant data and apply the theories, concepts and analytical techniques discussed in the class and readings.
Effective case study requires you to read the case at least twice. The first reading should be a quick run through to get a feel for the problems posed. The second reading should then be more detailed review of the key facts in the case, the problems facing the managers involved, and how they can be resolved. Four underlying questions are implicit in each case analysis:
(a)Where is the company now?
How well is it doing financially in terms of marketing performance?
What are its strengths and weaknesses?
What are the opportunities open to it?
What threats is it facing?
(b)How did it get there?
What have been the environmental and managerial factors leading to the current position?
(c)Where is the business heading?
What are the likely outcomes of the current strategy?
How are the markets it operates in likely to change?
What is the company’s response to that expected change?
What actions are competitors expected to take?
(d)What action is needed?
What decisions have to be taken to overcome the company’s problems or to capitalize on the opportunities open to it?
Please try to grasp a clear understanding of the problems and opportunities presented in the case, together with a well argued program of company response to them. Avoid the common mistake of summarizing the case (the instructor has also read it!)
Grading Policy:
Midterm Examination···············20%
Final Examination···············25%
Individual and Group Projects···············25%
Case Study···············20%
Class Participation···············10%
Course Schedule：
Session 1 / Introduction to the Course / 2/23/12Session 2 / Environmental Factors / 3/01/12
Readings:Keeganand GreenChapter 4: “Social and Cultural Environments,” 140-167.
Michael Porter (2003), “Competition in Global Industries: A Conceptual Framework,” in Transnational Management: Text, Cases, and Readings in Cross-Border Management, Christopher Bartlett, Sumantra Ghoshal, and Julian Birkinshaw (eds.), Boston, MA: McGraw-Hill, 311-338.
Session 3 / Globalization and Global Strategy / 3/08/12Readings: Christopher A. Bartlett and Sumantra Ghoshal (2000), “Going Global: Lessons from Late Movers,” Harvard Business Review, March-April, 132-42.
Pankaj Ghemawat (2005), “Regional Strategies for Global Leadership,” Harvard Business Review, December, 98-108.
Bruce Greenwald and Judd Kahn (2005), “All Strategy Is Local,” Harvard Business Review, September, 94-104.
Darrell K. Rigby and Vijay Vishwanath (2006), “Localization: The Revolution in Consumer Markets,” Harvard Business Review, April, 82-92.
Session 4 / Market Entry / 3/15/12.Readings:Walter Kuemmerle (2001), “Go Global-or No?” Harvard Business Review, June, 37-49.
Hellmutt Sxchutte (1999), “Asian Culture and the Global Consumer,” Financial Times Book, 37-43.
William McEween, Xiaoguang Fang, Chuanping Zhang, and Richard Burkholder (2006), “Inside the Mind of the Chinese Consumer,” Harvard Business Review, March, 68-76..
Tarun Khanna, Krishna G. Paepu, and Jayant Sinha (2005), “Strategies That Fit Emerging Markets,” Harvard Business Review, June, 63-76.
Session 5 / Case Study I / 3/22/12Case 1: Mary Kay Cosmetics
Case 2: Toys “R” Us Japan
Session 6 / Segmentation, Targeting, and Positioning / 3/29/12Readings:Kotabeand Helsen Chapter 7:“Global Segmentation and Positioning,”221-243.
* Individual Mini Project: Take the VALS survey on the website ( and write a learning report (two pages, at most).
Session 7 / Global Product/Brand Decisions / 4/12/12Readings: Suku Bhaskaran and Nishal Sukumaran (2007), “Contextual and Methodological Issues in COO Studies,” Marketing Intelligence & Planning, 25/1, 66-81.
Arvind Sahay (1999), “Finding the Right International Mix,” Financial Times Book, 303-308.
David A. Aaker and Erich Joachimsthaler (1999), “The Lure of Global Branding,” Harvard Business Review, November-December, 137-144.
Douglas B. Holt, John A. Quelch, and Earl L. Taylor (2004), “How Global Brands Compete,” Harvard Business Review, September, 68-75.
Session 8 / Case Study II / 4/19/12Case 3: Starbucks in 2004
Case 4:Harley Davidson
Session 9 / Midterm Exam / 4/26/12Session 10 / Global Pricing Decision / 5/03/12
Readings:Johansson Chapter 13: “Global Pricing,” 448-475.
George S. Yip and Audrey J.M. Bink (2007), “Managing Global Accounts,” Harvard Business Review, September, 102-111.
Session 11 / GlobalDistribution Decision / 5/10/12Readings: Onkvisit and Shaw: Chapter 12
Jagdish N. Sheth and Rajendra S. Sidodia (1998), “The Changing Face of Retailing,” Financial Times, Part VII, 201-207.
Session 12 / Case Study III / 5/17/12Case 5:Li & Fung
Case 6: Tesco plc.
Session 13 / Presentation of Group Mini Project I / 5/24/12Group Mini Project I: Storecheck
Session 14 / Global Advertising and Other IMC Tools / 5/31/12Readings:Johansson Chapter 17: “Communication Decisions (Promotion Strategy),” 541-585.
Kamran Kashani and John A. Quelch (1990), “Can Sales Promotion Go Global?” Business Horizons, May-June, 37-43.
Session 15 / Case Study IV / 6/07/12Case 7:Planet Reebok
Case 8:Samsung
Session 16 / Presentation of Group Mini Project II / 6/14/12* Group Mini Project II: A Comparative Study of International Marketing Communications
Session 17 / Final Examination / 6/21/121