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Suggested Syllabus on
Emerging-Market Multinationals
based on the book
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Mauro Guillén,
The Wharton School
Esteban García-Canal,
University of Oviedo
McGraw-Hill, 2012
·
To obtain a review copy of the book, please email the authors.
·
Powerpoints for teaching available if you adopt the book for your class.
Please email
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"Emerging-market multinationals have reshaped global competition. Using well-articulated views duly substantiated with facts, this book explains why and how they have become formidable players in both high-technology
and traditional industries. This book is a worthy read for businesses and individuals alike seeking to comprehend the phenomena of the emerging market multinational".
—S D Shibulal, CEO & Managing Director, Infosys
"This book shows the strength and potential of companies that stand out in emerging markets, reaffirming entrepreneurship, innovation and sustainability as fundamental factors for the outbreak of global
competitors."
—Alessandro Carlucci, CEO, Natura Cosméticos.
"The authors have touched on an important idea that emerging market growth can often be tapped by companies located in those markets. This is an essential book leading us to identify the niche markets and
strategies for those emerging markets. A must for all international companies with growth ambitions."
—Leonard A. Lauder, Chairman Emeritus, The Estée Lauder Companies
"A must read for any company on its way to becoming a global one. You will learn from companies that have developed unique ways of competing in tough markets such as China and India."
—Jorge Zárate, China General Manager, Grupo Bimbo
LIST OF TOPICS FOR THE SYLLABUS
Below are topics that the instructor may want to include on the syllabus for an international business or international strategy class. Drawing on the 18 cases discussed
in the book, we suggest several cases for each topic. The instructor should choose one case considering the desired number of sessions, the type of student, and the overall emphasis of the course.
Global and multidomestic industries
Global:
Tata Communications, Samsung, Tenaris
Multidomestic: Suzlon, Grupo
Bimbo
Types of global strategies
Global:
Tata Communications, Samsung Electronics
Multidomestic: Suzlon, Grupo
Bimbo
Niche-driven:
Grupo Modelo, Haier
Local adaptation
Grupo Modelo
Haier
Grupo Bimbo
Suzlon
Managing cultural differences
Grupo Bimbo
Distance and the liability of foreignness
Haier
Choice of foreign markets
Natura Cosméticos
Grupo Bimbo
Haier
Samsung Electronics
Entry modes
Exports:
Grupo Modelo
Greenfield investment:
Suzlon, Arcor
Acquisitions:
Cemex, Tata Communications, Tenaris, BYD
Alliances & neworks:
Acer
Cross-border arbitrage
Infosys
Bharat Forge
Outsourcing and offshoring
Ocimum Biosolutions
Infosys
Managing political risk
Orascom Telecom
Born-global companies
Infosys
Suzlon
Accelerated internationalization
América Móvil
Ocimum Biosolutions
Privatization
Embraer
Family firms
Arcor
Tenaris
Corporate social responsibility
Natura Cosméticos
SUGGESTED CASES AND READINGS
Axiom 1: Execute, Strategize, Then Execute Again
Bimbo
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“Grupo Bimbo.” HBS 9-707-521.
Infosys
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“Why Don’t We Try to Be India’s Most Respected Company?” An Interview with N.R. Narayana Murthy by Anand P. Raman.
Harvard Business Review (November 2011) 89 (11):80-85.
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“Infosys: Born Global to exploit the skilled workforce advantage,” by Nirmalaya Kumar, Pradipta K. Mohapatra and Suj Chandrasekhar, in
India’s Global Powerhouses: How they are taking on the world. ECCH Book Chapter, 6736BC.
Embraer
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“Embraer: The Global Leader in Regional Jets.” HBS 9-701-006.
Axiom 2: Cater to the Niches
Haier
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“Haier’s U.S. Refrigerator Strategy.” HBS 9-705-475.
Grupo Modelo
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“Corona Beer: From a Local Mexican Player to a Global Brand.” ESSEC 308-110-1.
Natura Cosméticos
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“Natura: Global Beauty Made in Brazil,” HBS 9-807-029.
Axiom 3: Scale to Win
Samsung Electronics
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“Samsung Electronics.” HBS 9-705-508.
Arcor
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“Luis Pagani, Chairman of Grupo Arcor, on the globalization of Argentine firms.”
Academy of Management Executive (2003) 17(3):56-59.
Suzlon
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“The Suzlon Edge.” HBS 9-708-051.
Axiom 4: Embrace Chaos
Acer
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“Managerial Lessons From the East: An Interview With Acer’s Stan Shih.”
Academy of Management Perspectives (November 2010): 6-16.
Orascom Telecom
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“Orascom Telecom: Risks of Internationalization.” Ivey 9B11M023.
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Video: A conversation with Naguib Sawiris, by Charlie Rose
http://www.charlierose.com/view/interview/9157%20
Bharat Forge
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“CDP Bharat Forge. Forging a German Indian Enterprise.” WHU 307-341-1.
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India Inc. Going Global. Collector’s edition,
vol. I, p. 63. http://www.bharatforge.com/press/mediapdf/punetopadd.pdf
Axiom 5: Acquiring Smart
Tenaris
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“Tenaris: Creating a Global Leader from an Emerging Market.” Stanford IB60.
Cemex
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“CEMEX (B): Cementing Relationships (2004-2007)” HBS 9-308-023.
Tata Communications
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“Tata Group’s Growth Strategies.” IBS 312-248-1.
Axiom 6: Expand with Abandon
BYD
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“BYD Company, Ltd.” HBS 9-606-139.
América Móvil
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“Slim’s Time,”
The New Yorker, June 1, 2009. http://www.newyorker.com/reporting/2009/06/01/090601fa_fact_wright?currentPage=all
Ocimum Biosolutions
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“Ocimum Biosolutions” Ivey 9B11M083.
·
To obtain a review copy of the book, please email the authors.
·
Powerpoints for teaching available if you adopt the book for your class.
Please email
[log in to unmask] or
[log in to unmask]