MULTINATIONAL MANAGEMENT: MGMT 625

West Chester Off Site MBA

SUMMER 2010
Instrut!r: Paul Berg
Offie "!urs: by appointment.
E#$%i& %''ress: (er)e*+,%-ier.e'u/ !r *(er)e+)$%i&.!$
0h!ne: 121 66523 4%,: 622 5625
Re6uire' Te,t: 4re' Luth%ns3 7!n%th%n 0. 8!h. 2005. Intern%ti!n%& M%n%)e$ent:
Cu&ture3 Str%te)93 %n' Beh%-i!r. Se-enth E'iti!n. Ir:in MGr%:#"i&& 0u(&ishers.
Cases and articles from the popular business press distributed by the instructor in class.
In addition, students are expected to be familiar with current international business issues as
reported in the Wall treet !ournal, "inancial #imes and Business Wee$.
O(;eti-es
#he mission of the Williams College of Business %WCB& appears below:
'We educate students of business, enabling them to impro(e organi)ations and society,
consistent with the !esuit tradition.*
'The primary objective of this course is to pro(ide you with a framewor$ for understanding
issues related to multinational management. Changes in the global business en(ironment
continue at an accelerated pace. #he challenges for multinational management reflect this
dynamism and the increasing unpredictability of global economic and political e(ents. #he
challenge in today+s uncertain geopolitical and economic en(ironment is to learn and
effecti(ely practice multinational management. Past assumptions must always be tested and
challenged, and best practices will continuously e(ol(e in response to changing en(ironmental
and competiti(e conditions. #hose with the $nowledge and s$ills to apply the contents of this
course multinational management will be ta$ing a huge step toward gaining a competiti(e
ad(antage o(er those who do not ha(e such a perspecti(e. #hey will be in a strong position to
gain a broad understanding and to ta$e specific steps for implementation of effecti(e managing
across cultures. ,f special importance is that students of multinational management
understand what will be expected of them from the range of sta$eholders with whom they
interact.
Classroom activities will include presentation and discussion of theories, case analyses and
problem-sol(ing acti(ities. .xtensi(e attention will be gi(en topics related to doing business in
foreign countries, based on personal experiences.
Gr%'in)
/our e(aluation is based upon the 0uality of your class participation, group presentations,
pro1ect, exam and indi(idual reports. #he percentage weight gi(en to each component is:
Class 2ttendance 3 Participation 456
#oyota data collection 3 presentation476
8roup Case Presentation 3 9eport 4:6
Commentary :6
imulations 476
1
Indi(idual reports ;46
"inal #eam Pro1ect ;:6
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#otal 4776
C&%ss Atten'%ne %n' 0%rtii*%ti!n <In&u'es *%rtii*%ti!n in in#&%ss )r!u* %ti-ities=
#he course ob1ecti(es and format are centered on your preparation for and participation in
class. Please treat this class as a workshop for honing your s$ills in issues concerning
multinational management. /our class participation should demonstrate: %4& e(idence of
careful preparation of cases and readings< %;& clarity and conciseness of your
recommendations< and %=& strong and con(incing analysis to support your recommendations.
Atten'%ne is $%n'%t!r9. /our attendance, preparation, and acti(e in(ol(ement in class will
be assessed. 2de0uate performance on indi(idual assignments and case analyses will not be
possible without regular class attendance and in(ol(ement. /ou are expected to read all
assignments and cases prior to class and to acti(ely participate in class discussions.
2ttendance will be ta$en at the beginning of the class, and at the end of class.
If you miss one class session, or part of a class session, your final course grade will be 'round
downward* by one letter grade. 2n absence of more than one class during the semester will
result in an " grade for the course, unless appro(ed by your instructor
#o maximi)e learning, each group will participate in three formal group presentations during
the semester exclusi(e of the final group pro1ect.
IN8I>I8UAL RE0ORTS
>uring the semester, you will be re0uired to submit three indi(idual reports, each worth se(en
percentage points. Please refer to the topic outline for details on each exercise and the due
dates. .ach report should not exceed three word processed double-spaced pages. #he border
margins should be set at no less than one inch on all sides and the report should be numbered.
#he font should be 4; point %#imes ?ormal preferred&. @ate submissions will not be accepted.
Criteria for grading:
9eports should be clear, concise, well organi)ed, error-free and reflect an understanding and
critical assessment of the ma1or issues. pecifically, the reports will be graded on the following
dimensions: %4& Content: the breadth of analysis and the 0uality of the information %;& $ill:
s$ill with which the rele(ant tools were employed and %=& Writing: clarity, conciseness, format
%5& .xtent to which $ey concepts from the boo$ were integrated into the report.
GROU0 0RO7ECT ?1: T!9!t% Gr!u* 0resent%ti!n
9ecently, #oyota has recei(ed a lot of attention in the press. #here were se(eral causes for the
rather negati(e press. #he purpose of this assignment is for the group to research the
bac$ground to the problems experienced by #oyota. .ach group needs to identify the root
causes and any peripheral causes for the current problems. 2re the problems purely technical
in natureA Is there a communications issueA What about cultural differences between !apan
and the BA Is there a political aspectA What is your groups+ recommendation for next steps
2
#oyota should ta$e to rebuild a reputation of 0uality and regain mar$et shareA
.xplain your reasoning in a 4: minute presentation not exceeding six PowerPoint slides: Cint:
Carry out an Internet search and come up with :-D articles on the topic E Business Wee$,
"orbes, Wall treet !ournal "inancial #imes. ?ext, read the first six chapters of the text.
"inally, apply concepts from these chapters to the topic. Please use a large font si)e and ensure
that you do not o(erload the slides with information. Please submit your power-point slides to
me. 2 group report is not re0uired for this case.
GROU0 0RO7ECT ?2 <COUNTR@ 0RO7ECT=
F /our team %about : members& represents a consulting group that has been retained by a
large multinational corporation head0uartered in the B2, !apan, or .urope. /our assignment
is to prepare a concise business plan that includes an en(ironment and industry analysis and a
plan of action for succeeding in that en(ironment. #he report should be professionally
prepared as if for a real consulting pro1ect.

#he report should be double-spaced, and the body no more than G pages, exclusi(e of
exhibits and references. #he border margins should be set at no less than one inch on all
sides. #he font should be 4; point %I prefer #imes ?ormal&.
#he topics for the group pro1ect are listed below:
4. #heme par$ company in I?>,?.I2 %e.g., >isney, Paramount, etc.&
;. Cosmetics company in I?82P,9. %e.g., P38, @+,ral, 9e(lon, etc.&
=. Come appliance company in CCI@. %e.g., Whirlpool, .lectrolux, 8. etc.&
5. 2utomobile company in #B9H./ %e.g., 8I, Conda, "ord, ?issan etc.&
I will decide the abo(e topics for each group. "or the foreign country, decide whether you
will establish your own manufacturing facility, buy another company, create a 1oint
(enture, or create a distribution networ$ in that country.
COUNTR@ 0RO7ECT GUI8ELINES
8ATA COLLECTION: 0LEASE NOTE T"E 4OLLOWING RE0RESENTS
GUI8ELINES 4OR 8ATA COLLECTION ONL@ AN8 NOT T"E RE0ORT
P29# 4: Collect the following information for your country
.conomic factors, >emographic factors, #echnological factors, Political factors, legal
factors, cultural factors, Infrastructure %9efer to chapters 4-;, 5, :-J in the text boo$&. Basic
description of the industry, ma1or subcategories, the industry+s role in the world economy,
ma1or competitors, location and transportation issues, labor issues, technology issues and
trends and lifecycle.
P29# ;: Collect information on the competition that currently exists for your industry in the
foreign country. Collect information on the industry, its role in the world economy, the
subcategories, location and transportation issues and labor issues %refer to chapter = in the text
boo$&. Collect information for your company including most recent financial statements %refer
to company annual reports&.
3
P29# =: "or your C,IP2?/ analysis, refer to chapters G-4: in the text boo$.
Corporate strategy: what are the long-term goals of the companyA What are your long-term
expansion plans for this countryA What will be the composition of the top management team
for this (entureA Who is going to finance this (entureA Will you !oint-(enture with a local
company or will you ha(e a wholly-owned subsidiaryA
W,# or Kalue Chain analysis for the company
Business trategy: what strategies will you adopt for your company in the foreign countryA
@ow-cost strategyA >ifferentiation strategyA 8lobal strategy %standardi)ed&A Iulticountry
strategy %strategy tailored to meet local needs in foreign mar$ets& @!u nee' t! un'erst%n'
0ART 1 %n' 0ART 2 t! 'ei'e the (est (usiness str%te)9.
"unctional strategy: >iscuss production %where will production ta$e place and whyA&
Iar$eting, logistics, ad(ertising, customer ser(ice %It is i$*!rt%nt t! un'erst%n' u&ture
f!r this seti!n=
Implementation: >raw an organi)ational structure for your company incorporating the
international dimension. Who will control the operationsA
>iscuss leadership style and moti(ation techni0ues %Chapters 4;, 4=&
Cuman resource management: What are the staffing policies for this countryA Where are you
going to find employeesA %Chapter 45&
What systems will you ha(e in place to appraise the performance of your employees %Chapter
45&
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GUI8ELINES 4OR 0RO7ECT 0RESENTATION AN8 RE0ORT
,ne page executi(e summary
2 description of the external en(ironment %Integrate information from P29# 4 2?> ;
described abo(e as it relates to your country&
2 description of the mission, ob1ecti(es, strategic predispositions, W,#, and intended
corporate and business strategies for your company %P29# = described abo(e&
2 plan for implementation which includes:
2n organi)ational planLstructure for your company with an international dimension,
"unctional strategies, @eadership, moti(ation, human resource management and systems:
P29# =
#he pro1ect presentations will be held on Iay;D, ;747.
#he grade for the pro1ect will be determined using the following criteria:
a. 8roup pro1ects %content 3 structure of written report and oral presentation&
b. Intra group peer e(aluations %this is critical&
,B9C. ," I?",9I2#I,?
Information for the pro1ect may be obtained from the Ma(ier @ibrary, Bni(ersity of
Cincinnati @ibrary, Public @ibrary, the 8reater Cincinnati Chamber of Commerce World
#rade >i(ision, and the B.. >epartment of Commerce 9egional ,ffice.
World Wide Web sources:
4
4. http:LLwww.hoo(ers.comLfeaturesLindustryLindustries.html
;. http:LLweb.lexis-nexis.comLuni(erse
=. http:LLwww.yahoo.comL9egionalLcountriesL
5. http:LLwww.usitc.go(L
:. http:LLwww.wto.orgLWelcome.html
D. http:LLwww.businesswee$.comL
J. http:LLwww.ft.comL
G. http:LLwww.pathfinder.comLfortuneL
N. http:LLwww.ws1.comL
COM0RE"ENSI>E GROU0 0RO7ECT ?A <0RESENTATION AN8 GROU0 RE0ORT=
The %ssi)n$ent: .ach group %about : members& will prepare a report on a company of their
choice which is not in the text boo$ %and integrate it with a country of my choice&. #he
groups will collect data on this company, collect data on this country, and integrate the data
according to the format described in the syllabus. #he groups will then present this case
during the final class of this semester. #he groups will also turn in a written report on the day
of the presentation. #he grade for the pro1ect and for indi(idual members will be based on the
content and structure of the oral presentation and written report and peer e(aluations.
The Gr!u* Re*!rt: #he report should be double-spaced, and the body no more than 47
pages, exclusi(e of exhibits and references. #he border margins should be set at no less than
one inch on all sides. #he font should be 4; point %I prefer #imes ?ormal&.
#he final report should not exceed ;7 pages including the title page, body, and
appendices.
ources: Information for the pro1ect may be obtained from the Ma(ier @ibrary,
Bni(ersity of Cincinnati @ibrary, Public @ibrary, the 8reater Cincinnati Chamber of
Commerce World #rade >i(ision, and the B.. >epartment of Commerce 9egional
,ffice.
C,?.#/
2ll forms of cheating will result in an " for the course. In this class cheating includes
plagiarism %using country write-ups and case reports from other students %pre(ious or
current&&.
892>I?8 C9I#.9I2
A: .rror free report or presentation. .xcellent integration of course material and discussion.
BB: Iinimal errors in report or presentation. 8ood integration of course material and discussion.
B: ome errors in report or presentation. 8ood integration of course material and discussion.
C: e(eral errors in report or presentation. Below a(erage or minimal integration of course
material and discussion.
8: e(eral errors in report or presentation. Poor or no integration of course material and
discussion
5
892>I?8 C2@.
Calculation of final course grade from test L group presentations L class participation points L
indi(idual assignments scores.
2 N4 points and abo(e out of 477 points
2- GN-N7.N points
BO G:-GG.N points
B G7-G5.N points
B- J:-JN.N points
C J7-J5.N points
2bout your instructor:
Paul Berg is adjunct professor at Xavier University. He worked for many years in business
and currently owns his own consulting business in international business development and
M&A in Cincinnati. Most of his business experience comes from his work in the automatic
identification industry. He was VP Business Strategy at Flextronics International, VP
Business Development and Globalization at Kimball International, VP International
Operations at Monarch Marking Systems (now Paxar), EVP at Olympus-Symbol in Tokyo
Japan and Managing Director Symbol Technologies International in Brussels, Belgium. After
growing up in the Netherlands and living in several countries in Europe, he settled in the US
in 1990 and lived in Tokyo, Japan for three years. Paul Berg speaks four European
languages fluently. He is the recipient of the Richard R. Dilling Award in 1989 for his work
in the automatic identification industry. He currently serves a Chairman of AIDC100 an
honorary association of individuals who have made a significant difference in the global
adaptation of automatic identification technologies such as barcodes, biometrics and RFID.
Paul Berg has been guest lecturer in several undergraduate and graduate classes in
International Management at Xavier University. He has also guest-lectured at UC, NKU and
Thomas More College. Paul Berg obtained his MBA in International Business from
Nyenrode University in the Netherlands.
6
TO0IC AN8 ASSIGNMENT OUTLINE
8ATE TO0IC AN8 ASSIGNMENT
2P9I@ ;4 I?#9,>BC#I,? #, #C. C,B9. 2?> P29#ICIP2?#
2P9I@ ;G CC2P#.9 4, ; 2?> =
Individual report # 1 due (Starbucks case handed out by me,
questions 1 throuh !"
I2/ : CC2P#.9 5, :, D
Cross Cultural Con#licts Simulation$ Cornin%&itro '& (
Case on pae ))) and Simulation on *ae +,-
I2/ 47 CC2P#.9 J, G
.roup presentations #1 (Coca%Cola in India, pae ))- in
book ( /uestions 1, ), 0 and -"
I2/ 4; CC2P#.9 N, 47
Individual report # ) due (1*%Compaq merer, *ae 022
questions 1, ), 0, , and 2"
I2/4J CC2P#.9 44, 4;, 4=
Individual report # 0 due (3eridco case handed out by me"
I2/ 4N .roup presentation # )
.roups 1, )$ Studio 3oderna% case handed out by me,
.roups 1 and ) will present and submit their reports4 .roups
0 and - will serve as commentary roups
.roups 0, -$ *epsiCo in *akistan ( case handed out by me
.roups 0 and - will present and submit their reports4 .roups
1 and ) will serve as commentary roups
I2/ ;5 CC2P#.9 45, 4: 2?> 9.KI.W
.roup *resentation # 0
5 local case$ Chiquita .lobal Turnaround, *ae +06
.roup 1$ 78ercise ) on pae +02
.roup )$ 78ercise 0 on pae +02
.roup 0$ 78ercise - on pae +02
.roup -$ 78ercise + on *ae +02
I2/ ;D C9:;T<= *<9'7CT presentations
I2/ =4 MEMORIAL 8A@ E ?o Class
!B?. ; :S%7: Trade >ispute Simulation$ ?ranken#oods ( *ae ++2
.roup 1$ <epresents the :S .overnment
.roup )$ <epresents the 7uropean :nion
7
.roup 0$ <epresents 3anu#acturers o# .39 products
.roup -$ <epresents ;.9@s opposin .39 products
!B?. J 9pen >iscussion o# Case ASolvay .roup ( International
3obility and 3anain 78patriates
!B?. N COM0RE"ENSI>E GROU0 0RO7ECT 0RESENTATIONS
8
OUTLINE 4OR IN8I>I8UAL RE0ORT ?1: CSt%r(uDsE
By early ;77N tarbuc$s had nearly 4J,777 stores worldwide, with about a third of these outside
the Bnited tates. >espite multibillion-dollar annual re(enues, the giant coffee retailerPs yearly
growth had declined by half, 0uarterly earnings had dropped as much as NJ percent, same-store
sales were negati(e, and its stoc$ price was languishing. "actors such as a global economic
downturn and increasing competition in the specialty coffee mar$et from large players such as
Ic>onaldPs and >un$inP >onuts had dri(en this decline, resulting in the closings of hundreds of
domestic stores already, with many more planned.
"ounder Coward chult), who had recently returned as C.,, and his executi(e team were
con(inced that tarbuc$sPs growth opportunities lay o(erseas, where the firm already had a strong
foothold in mar$ets li$e !apan and the Bnited Hingdom and was preparing to open hundreds of
new stores in a (ariety of locations. But recent international challenges, including the closing of
most 2ustralian stores due to sluggish sales, made clear that tarbuc$s had more to learn about
bringing its (alue proposition--a combination of premium coffee, superior ser(ice, and a
Qcoffeehouse experienceQ--to foreign soil. #he $ey 0uestion was not whether tarbuc$s could
transport its (alue proposition o(erseas, but how the (alue propositionPs three elements would
play in recently entered and new mar$ets. 2nd the sta$es of ma$ing the right international mo(es
rose with each B.. store closure. chult) and his team also faced a broader 0uestion, one that
applied to both their B.. and foreign stores: Could they Qgrow big and stay small,Q remaining a
huge retailer that deli(ered both high-0uality products and a consistently intimate and en1oyable
experience to consumers worldwideA #his case presents this challenge in the context of
tarbuc$sPs history, well-established (alue proposition, and domestic and international growth and
(ision.
#he $ey ob1ecti(es of the case focus on the successful growth of local city brand, to a country
brand, to a global brand, lea(ing the 0uestions: 4. Cow much more can it growA ;. Can itA =.
What is the impact of new competitors in a gi(en mar$et andLor the impact of the global economy
on discretionary spending by a loyal customer baseA 5. Cow important is it to sustain a brandPs
core (alue%s& proposition when inno(ating for new audiences and customer preferencesA
OUTLINE 4OR SIMULATION CCr!ss Cu&tur%& C!nf&its in the C!rnin)#>itr! 7>E
Before we start the simulation, make sure you prepare answers to the following
questions:
1. Identify and discuss Corning+s strategic predisposition toward a 1oint (enture with Kitro.
2. Cultural clashes among partners in 1oint (entures are not a new issue. >iscuss why I?C+s
li$e Corning would be interested in fully understanding the culture of a potential partner
before deciding on an alliance.
3. If Corning and Kitro had decided to remain in the alliance, how could they ha(e o(ercome
their differences to ma$e the partnership a successA
4. >iscuss why both companies would continue to distribute each other+s products after the
1oint (enture failed. What impact might the public statements about the failure ha(e on this
relationshipA
9
The simulation is presented as a negotiation related to cross-cultural conflicts and the
challenges of integration national and organizational cultures. The simulation wil help you
understand the various issues associated with national and organizational culture, and the
developing, implementing, and managing joint ventures and alliances.
OUTLINE 4OR GROU0 0RESENTATIONS AN8 COMMENTARIES
Group Presentation #1: Integrating National and Organizational Cultures: Coca-Cola
in India
1. What aspects of B.. and Indian culture may ha(e been a cause of Co$e+s difficulties in
IndiaA
2. Cow might Coca-Cola ha(e responded differently when this situation first occurred,
especially in terms of reacting to negati(e perceptions among Indians of Co$e and other
I?CsA
3. If Coca-Cola wants to obtain more of India+s soft drin$ mar$et, what changes does it need
to ma$eA
4. Cow might companies li$e Coca-Cola and PepsiCo demonstrate their commitment to
wor$ing with different cultures and to respecting the cultural and natural en(ironment of
those societiesA
OUTLINE 4OR IN8I>I8UAL RE0ORT ?2: C"0#C!$*%6 Mer)erE
1. >o you belie(e the new CP has communicated its combined offering effecti(ely in its
international mar$etsA What else needs to be doneA
2. What are some of the entry and organi)ational challenges that CP facesA
Group Presentation #2 for Group 3 and 4: PepsiCo in Pakistan
In !uly, 4NN4, Irfan Iustafa, West 2sia 2rea Kice President and Chief .xecuti(e ,fficer of Pepsi
Cola Pa$istan Incorporated %PCI&, faced se(eral dilemmas. "irst, as part of the J-Bp ac0uisition,
Iustafa had to con(ince the remaining Pa$istani J-Bp bottlers to sell their plants to PCI bottlers
and o(ersee the resulting integration. econd, Pepsi Cola International had shifted focus to its
global brands, and since ac0uiring J-Bp International in 4NGD, had withdrawn all mar$eting and
technical support for PepsiPs local yet successful Pa$istani brand, #eem. In light of the focus on
global brands, Iustafa needed to determine the role of each brand in his portfolio %Pepsi, J-Bp,
#eem, and Iirinda&, with particular focus on J-Bp and #eem. @astly, in an effort to distinguish J-
Bp from #eem, formerly competitors, PCI had de(eloped Cloudy #eem--a mil$y colored lemon-
lime soft drin$. Iustafa had to assess whether Cloudy #eem had ma1or growth potential and if so,
figure out how to roll it out across Pa$istan despite resistance from his bottlers. #his case
explores IustafaPs dilemmas, also touching on urban (ersus rural mar$eting and distribution
challenges.
Key objective: To explore the issues of balancing a global brand with a local brand,
managing an international franchise and franchise partners, and managing a product line.
10
Group Presentation #2 for Group 1 and 2: Studio Moderna
tudio Ioderna is the leading electronic retailer in ;7 countries in and around Central and
.astern .urope, and use a multi-channel business strategy, organi)ational structure, and I#
system. When management conflicts arise, andi Ces$o, C., and co-founder must decide
whether to change his in-sourcing strategy to out-sourcing.
Key objective: To illustrate the issues in building and managing a regional venture in Central
and Eastern Europe.
Group Presentation #3: Chiquita
1. How would you characterize Chiquitas historic approach to global
management?
2. Describe Chiquitas approach to human resource management in its global
supply chain. What particular human resource challenges does Chiquita
face as the purchaser, producer, and supplier of a commodity?
3. Does Chiquitas global corporate responsibility program create a confict
between shareholders and other stakeholders? Who are Chiquitas main
stakeholders in the United States and around the world, and how are they
afected by Chiquitas CR program?
4. How would you characterize Chiquitas past and present leadership? How
does leadership afect a companys overall reputation?
5. Do you believe Chiquita would have changed its policies without the
presence of damaging stories in the media? If not, what does this say about
Chiquitas old management style?
6. What challenges does Chiquitas new CEO face in continuing to turn the
company around and balance the interests of competing stakeholders?
OUTLINE 4OR IN8I>I8UAL RE0ORT ?A: CMeri'!E

Ieridco Iagnesium is an international automoti(e parts supplier of magnesium die-cast
components with manufacturing plants in Canada, the Bnited tates, and "rance. #he company
has a strong mar$et position in ?orth 2merica< howe(er, two of the three plants are not
performing well. #he (ice president of the companyPs 8lobal #echnologies ,rgani)ation di(ision
belie(es the wea$er performance in the two plants is due to resistance to technological
inno(ations. Ce must determine the reasons for this resistance and de(elop a plan to resol(e the
wea$ performance in the plants before the upcoming annual board meeting.
Key objective: To highlight the difficulties in transferring technology across cultures and the
mechanisms/actions by which knowledge can be transferred most effectively.
OUTLINE 4OR SIMULATION CUS#EU Tr%'e 8is*ute: 4r%nDenf!!'sE
Over the past several years, genuine policy differences between the US and the EU have
11
emerged over: trade issues such as the banana war; genetically modified foods; the
American Federal Sales Corporation (FSC) tax and Europes refusal to substantially reform
the Common Agricultural Policy (CAP). While US/EU trade has increased steadily since the
1950s, there has been serious conflict over the impact of genetically modified foods. In
August 2003, country members of the WTO met in Geneva to hear the US request for a full-
blown dispute settlement proceeding regarding the European Unions restrictions on import
and sale of goods produced with or containing genetically modified organisms. Earlier in
year, the EU passed legislation calling for explicit labeling of GMO food products; foods
containing as little as 0.9% of GM ingredients must be properly labeled as such. The US
argued that this legislation is discriminatory against GMO products and in violation of WTO
provisions. Moreover, the US has complained that the 0.9% threshold is far too restrictive.
Since the EU is the fourth largest market for US agricultural exports, the possible damage to
the US economy is clear. In an attempt to gain world support, US officials have been quick to
point out the benefits that GMOs can have on stimulating agricultural growth in developing
nations. The EU contends that its citizens arent interested in consuming GMO products and
this fact alone is reasons for their trade restrictions with the US.
In preparation for the simulation try to answer these questions:
4. Cow does your solution compare to your expectation of the li$ely actual outcomeA What is
different or similar in the two approachesA
;. Cow would you characteri)e the cultures of .urope %"rance and 8ermany& in terms of
Cofstede+s schemeA In what ways are the cultures similar, and in what ways do they
differA Cow might the differences influence approaches to disputes li$e thisA
=. Why would an approach emphasi)ing 'substantial e0ui(alence* result in an outcome different
from the outcome of a policy dri(en by the 'precautionary principle*A
5. Cow might the Bnited tates and .B resol(e differences such as this in the futureA
8isussi!n *!ints f!r C%se: CS!&-%9 Gr!u*E
Iarcel @orent, head of International Iobility at Brussels-based ol(ay 8roup, faces decisions on
the expatriation status of four of his firmPs talented executi(es. .ach decision will impact the
candidatePs professional and personal life, and will ha(e implications for effecti(e management and
growth in ol(ayPs global mar$ets. #he case explores these issues, with a close loo$ at ol(ayPs
attempts to de(elop talent management and mobility processes that allow the firm to align its
strategic needs with the complexities of its indi(idual employeesP needs and li(es.
Key objective: To examine and understand the many dimensions of international mobility,
leadership development, human resources practices, and expatriate assignments in a global
company. To consider these issues from employees and employer perspectives.
GUI8ELINES 4OR >OICE MAILS LE4T 4OR 4ACULT@
12
Fee* -!ie $%i&s sh!rt %n' e%s9 t! un'erst%n'. C%&& <51A= 121 665
4. I'entif9 9!urse&f. #o begin, spea$ slowly so your teacher can easily understand your
name, the class title and class time, and when appropriate, your phone number. %"or longer
messages, include the contact information at the end of the message as well.&
;. M%De it e%s9 f!r 9!ur te%hers t! un'erst%n' s*eifi%&&9 :h%t 9!u :%nt the$ t! '!
in res*!nse t! 9!ur $ess%)e.
o 8esri(e Wh%t 9!u :%nt %n' Wh9
o A'' 8et%i&s3 as needed, including follow-up.
o C&%rif9 ur)en9, if any
GUI8ELINES 4OR EMAIL TO 0RO4ESSORS
SUB7ECT LINE AN8 GREETING
end email to: pberge74Rgmail.com.
Include your name and the course number in the sub1ect line, such as A request from Jim
Smith, Mgmt 300.
CONTENT
Compose email that fits neatly on one and no more than two screens.
Write directly, indicating in the first paragraph why you are writing and what you want your
reader to do in response. Indicate when you need a response while refraining from insisting on
an immediate timeframe for a reply.
ign with your full name, course number, and meeting time.
.dit for polite tone.
Proofread for grammar, punctuation and diction.
pell-chec$ for accuracy.
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STU8ENT IN4ORMATION S"EET
NAME:
0"ONE NUMBER: <W= <"=
E#MAIL A88RESS:
AN@ INTERNATIONAL TRA>ELG I4 @ES3 0LEASE LIST T"E COUNTRIES:
AN@ INTERNATIONAL WORF EH0ERIENCEG I4 @ES3 0LEASE 8ESCRIBE:
COURSES TAFEN IN INTERNATIONAL BUSINESS:
EH0ECTATIONS 4ROM T"IS COURSE:
T"ANF @OUI
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