GLOBAL M ANAGEMENT

SPRING SEMESTER 2011 MAN 385 U NIQUE #04545 Professor Class Room Office Office Hours Phone E-Mail Course Web Page Teaching Assistant John N. Doggett AT&T 106 CBA 5.124k Thursdays from 5:10 to 6:10 pm or by appointment (512) 232-7671 john.doggett@mccombs.utexas.edu Blackboard Vivek Ponnada Vivek.Ponnanda@mba11.mccombs.utexas.edu

Course Objectives
The growth of China, India,, Brazil , Russia and a host of other emerging economies have fundamentally changed how we think about global business. This course will help you understand how managers anticipate and respond to competitive pressures in a rapidly changing global marketplace. It will help you enhance your analytical, decision-making and implementation skills in an intense, highly competitive classroom environment. It will also help you understand and apply analytical tools used by managers and management consultants to exploit competitive opportunities and effectively respond to competitive threats. This course will focus on significant international marketing, managerial and operational challenges and opportunities from the perspective of managers with decision-making responsibility in many parts of the world. We will pay significant attention to the impact the growth of the Chinese and Indian economies are having on the rest of the world. We will also explore the impact that Globalization and Sustainability are having on how people manage, work and live.

Leadership and this Course

Each of you must participate in a group case analysis competition during the semester. The goal of this case competition is to give you experience working together under tremendous pressure within a short time frame when the choice of strategies to pursue is not clear. Each of you will be "energetically" questioned by me during the in class case competition. This case competition will help you develop your leadership skills in a number of ways. First, you will learn how to manage groups of peers where each student cannot be the group leader. Second, you will learn to manage a decision making process with inadequate information and

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time. Finally, by observing and reflecting on the dynamics of your team and your interaction with me during the class room competition, you will develop a deeper understanding of what leadership requires.

Materials
Books: I have assigned four three books that will help you understand the dynamics of global management. While I have not assigned specific pages for you to read each week, you cannot pass the midterm without reading all three all four books.

Getting India and China Right: Strategies for Leveraging the World's Fastest Growing Economies for Global Advantage by Anil K. Gupta and Haiyan Wang, Jossey-Bass, 2009. When China Rules the World: The End of the Western World and the Birth of a New Global Order by Martin Jacques, Penguin Press HC, 2009.

Imagining India: The Idea of a Renewed Nation by Nandan Nilekani, Penguin, 2010. The Innovator's Solution: Creating and Sustaining Successful Growth by Clayton Christensen & Michael E. Raynor, HBS Press, 2003.
Redefining Global Strategy: Crossing Borders in a World Where Differences Still Matter by Pankai Ghemawat, HBS Press, 2007. China Shakes the World: a Titan's Rise and Troubled Future - and the Challenge for America, James Kynge, Houghton Mifflin, 2006. Imaging India: The Idea of A Renewed Nation, Nandan Nilekani, Penguin Press, 2010

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Course Requirements and Grading

Class Participation = 50% This course will require a minimum of 14 hours of work per class. You must spend at least 3 hours analyzing each case and at least 1 hour preparing an action plan that is supported by rigorous analysis for each case prior to class. Each student must also join a study group of fellow students and spend a minimum of one hour discussing each case prior to class. During our class sessions, each student must be prepared to actively participate in the discussion of every case. Your class participation grade will be based primarily on the quality of your comments, not on the quantity. Comments that demonstrate a thorough analysis of the issues presented by each case, an awareness and appreciation of the comments made by fellow students,

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implementation of the frameworks from the readings that add to the learning process of the class will receive high grades. Comments that ignore the content and flow of the discussion or that reflect inadequate preparation will receive low grades.

Group Presentations = 20% During the semester, each of you will participate in a group presentation of cases that are assigned. The group presentations will be held three weeks prior to the last week of class. The group presentation process will require the active participation of each group member in the analysis of the group case, in the development of an action plan and in the development of materials to assist the group in making an effective presentation to the entire class. Group presentation grades will be based upon the quality of analysis, the "do ability" of the action plan, the quality of the presentation and the ability of the group to respond effectively on their feet to the questions posed by members of the class and the instructor. Each group member must actively participate in the presentations. Your classmates will grade each presentation. We will have a full day of presentations. The class will self- divide itself into six groups. Three groups will present one case and the other three will present the second case. The groups not presenting will grade the groups presenting. One group for each case will receive an A, one will receive a B and one will receive a C. Your individual grade for group presentations will be the grade that your group receives. Mid-term Exam = 30% Each of you will have the opportunity to spend four hours for reading, analyzing and developing an action plan for a case for a mid-term exam. Examination grades will reflect your success in identifying key challenges faced by the manager, developing a realistic plan of action to respond to the managerial challenges presented by the exam cCase and performing in-depth quantitative and qualitative analysis to support your action plan.

Missing Class Policy I know that one of your priorities may be to get a job in the midst of the worst recession since WW II. My policy on missing classes is as follows. You must submit a 10-page write up for every case that we covered when you missed a class. This 10-page write up must be submitted to the class TA by the beginning of the next class. If

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you do not submit one paper per missed case to the TA by the beginning of the next class, your maximum potential grade for the semester will be reduced by of a letter grade. If you miss more than one class, your maximum potential grade for the semester will be reduced by of a letter grade for each class that you miss, if you submit the 10-page paper by the beginning of the next class. If you miss more than one class and do not submit the 10page paper by the beginning of the next class, your maximum potential grade for the semester will be reduced by 1 full letter grade. I will waive the or 1 grade penalty for exceptional circumstances that are related to the health or safety of yourself, your spouse, your children, your family or your significant other.

Schedule
1. Fri y Morning, Janu ry 21, 2011 Where Have You Been? An Exercise to Assess Your Exposure to the Rest of the World s Peoples. Global Man gement in the 21st Century

a. Note: b. Lecture: 2.

Satur ay Afternoon, January 22, 2011 a. Note: b. Case:

Note on Low-tech Marketing Math Republic Flour Stu y Questions for Republic Flour Mills Case

What business does Republic think it is in? Who are Republic's customers? What are they buying? What business do you believe Republic Flour is really in? What are the Key Factors for Success in the business that they should be in? 5. What are their most pressing problems and how much are these problems costing them? 6. What does your break-even analysis (# of bags they need to sell per month to cover their costs) tell you about Republic Flour's condition? Your Breakeven Analysis must be turned in at the beginning of class. Make sure that you keep a copy for yourself! 7. Should they open their second plant? If not, what should they do with it and how much will your recommendation cost? 8. What are the most realistic options to solve Republic's problems, how much do each of them cost and how much money will each of them make Republic? 9. Do you think this company will be successful? Would you invest your money in it?

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Prepare an Action Plan that tells me: a. How long can they last before they go bankrupt? b. What should they do and why should they do it? c. What options you considered and abandoned? d. When should they take action? e. How much will it cost and where will the money come from? f. Who will do what to whom when? g. When will results start to show? h. How much money will your strategy make Republic Flour and when will their cash flow turn positive? i. What happens if you are wrong?
 
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Study Questions for Lan ValeAirlines 1. 2. 3. 4. 5. How important is the growing Chinese market to Vale? What challenges does moving from negotiated prices to spot market prices create for Vale? What are the challenges that Vale s senior management faces given that Brazil s president is a former labor union leader? What should Agnelli do to deal with political pressures at home? Did it make sense for Vale to purchase large vessels to ship iron ore to Asia at a time when the shipping industry had excess capacity? Stu y Question for Birla #1: The "Unknown" Global In ian Conglomerate 1. As more and more Indian women enter the workforce, will there still be a need for Dabbawalas? 2. What is the greatest competitive threat to the Dabbawala business model? 3. How can this system work without computers and software? 4. Will cell phones, computers and software give the Dabbawala s a competitive advantage or will they be the end of their system?

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the CMF launch in the S. Why is Arcapita facing a cash flow crunch? Where CP China s changes to the CMF marketing launch program justifiable? 3.4. What should Atif Abdulmalik do to solve the current cash flow problem?Did CP Mexico manage its CMF launch better than CP China? 4.What structural changes should he make in the future to prevent this problem from reoccurring?Evaluate the global roll-out of CMF. 5. What are the costs and benefits of adoaption? 2.3. 5. Fri ay Morning, February 189, 20110
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Study Questions for Tenova: Mining for Growth in an Economic Crisis

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1. If you were Gianluigi Nova, what would your priorities be? 2. What is Tenova's unique competitive advantage and how can they build on that in these difficult times? 3. Gianluigi has to choose one of two very different growth strategies. Which one do you recommend, why do you think this is the correct one and show the financial analysis that you performed to support your recommended plan of action. 6. Saturday Afternoon, February 1920, 2010

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least? Why? 5.Looking at the Qena dataset, what can you say about the evolution of the program's incentive effects? 6.What are the advantages and disadvantages of specifying quantities of each type of product in retailer targets? Would you think a generic target of dollar sales, or dollar contribution margin, could have been more effective in supporting CEMEX strategy?

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Friday Afternoon, March 189, 20110 GROUP PRESENTATION CASES a. Case: Canadian SolarCyWorld: Creating and Capturing Value in a Social Network b. Case: Jiamei Dental: Private Health Care in ChinaBiocon: Launching a New Cancer Drug in India Study Questions for Canadian SolaryWorld
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2.How big is the current and future market opportunity for BIOMAb? 3.Who is the buyer for BIOMAb? What is the decision- making unit in the case? What are the benefits that each member of the decision- making unit seeks from BIOMAb? 4.Develop a detailed launch plan for BIOMAb. Provide your rationale for the product portfolio, pricing, channel and communication decisions. 5.How has Biocon s strategy and positioning evolved over the years? What role does BIOMAb play in Biocon s overall strategy? 6.How do you think Kiran Mazumdar-Shaw has influenced/shaped the firm? Why? 9. Friday Morning, April 21, 20110 a. Note: b. Case: c. Case: Blue Ocean Strategy Metro Cash and Carry UTV and DisneySAP: A Strategic AllianceEstablishing a Research Center in China Study Questions for Metro Cash and Carry What have been MCC's key competitive advantages as it has moved into emerging markets? What role did institutional context play in challenging MCC's efforts to prove the value proposition of its unique wholesaling format and establish itself as an accepted corporate citizen in Russia, India, and China? How would you rethink MCC's approach to strategic expansion and public relations in India going forward? Study Questions for UTV and DisneySAP
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2. How important is the government s new health initiative and which competitors represent the biggest threat to Jiamei s future? 3. What strategy do you recommend for the company? Why? 4. What will it take to implement your strategy successfully? How much money will it cost? Where will the money come from? What will be the profit and ROI impact of your strategy? 1. Assuming that Biocon receives approval for BIOMAb, should it launch the drug immediately or conduct phase-3 trials before launch? Elaborate on the various elements of your action plan.

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10. SaturdayFriday Afternoon, April 162,, 20110 a. b. Case: Case: Codevasf Cheung Yan: China s Paper Queen ITC e-Choupal: Corporate Social Responsibility in Rural India Study Question for Codevasf Cheung Yan 1. Why have previous irrigation efforts failed, and how is the current proposal circumventing those problems? 2. Will investors find the proposal attractive? 3. Specifically, what companies might be (should be) willing to participate? 4. How should the offer be modified, if at all?What 1.did Cheung Yan see that others didn t see? 2.How did she finance her venture given her humble beginnings? 3.Will she be able to grow her firm now that she no longer is flying below the radar? 4.What must she do to survive the current global economic downturn? Study Questions for ITC e-Choupal 1. How does ITC manage the dilemma of balancing its profit objectives with its social objectives and expectations in implementing CSR? Does the ITC e-Choupal initiative really respond to the development needs, concerns and priorities of rural India?

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alliance with Disney, keeping in mind the increase in revenue proposed by Ronnie Screwvala? What were the competitive advantages of TV? How could these be exploited in order to expand the company and develop its own brand? Should TV go for and all-out global expansion? Or should it solidify its domestic business and expand in India while forming case-by-case partnerships with international studios for its international operations?Shanghai the right choice for SAP Labs in Asia? Why not India?

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2. How can ITC take e-Choupal to the next level in leveraging information technology ( IT ) to deliver business and social benefits? 3. Poor people at the BOP represent a very attractive market opportunity. The BOP model argues that selling to the poor can simultaneously be profitable and help eradicate poverty . Do you agree with this statement in reference to India and ITC s e-Choupal? 4. Discuss the accomplishments, prospects and challenges for the managers of the modern supply chain of e-Choupal. 11. Saturday Morning, April 16, 2011 a. Note: Russia: Revolution and Reform b. Case: Enel: Power, Russia, and Global Markets c. Case: East of Africa (and West of China): Chinese Business in
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Study Question for Enel 1. Why would Enel think doing business in Russia made sense given the crackdown on Russia s oligarchs? 2. What are the biggest political and business risks for Enel in Russia? 3. What should they do to mitigate those risks? 4. What impact has the global recession had on the viability of Enel s investment in Russia? Questions for East of Africa (and West of China) Choupal 1. Why do Chinese companies want to invest in Africa? 2. What are the arguments for and against land outsourcing? 3. Is there such a thing as a good practice when engaging in land outsourcing? Would land outsourcing be welcomed by local partners? 4. What sorts of ethical issues does land outsourcing raise? What kinds of consequences might this practice entail? 5. The Economist has reported that in early 2009, a S businessman secured leasehold rights for 400,000 hectares in southern Sudan from the son of a warlord. What are the implications of this type of investment? 6. Have any social tensions resulted from the growing relationship between China and Africa? 7. What are the short- and long-term risks of encouraging raw material production in exchange for manufactured goods? 8. What is the Dutch disease and what are its implications for Africa? 9. When private investors put money into cash crops, they tend to boost world trade, international economic activity and local economic development. How and why are governments resisting this? 10. Why do Chinese businesses hire mostly Chinese workers in Africa? Is this likely to continue in the long term?

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