2024 Seminar 3 Ext Bus Env

International Business
Strategy in action.
Week # 3
Module Team
•Module leader: Dr Hazem Heswani
•Email: [email protected]
•Module Tutor: Dr Carl Clare
•Email [email protected]
•Module Tutor: Dr Sandra Obiora
•Module Tutor: Dr Adeniyi, Oluwole
Seminar’s objectives:
1. Discuss Chapter Questions (30’)
2. Introduce key strategic tools and concepts for

further reading (20’)
BREAK
5’ .
3. Japan’s Video Game industry (40’)
4. Assignment Choice session 2 of 2 (15’)

Module Chat:
How are you getting on?
Anything we can do to help?

Many Resources
but one key
textbook:
• Frynas, J.G., & Mellahi, K., (2014),
Global Strategic Management, 3rd
Edition, Oxford University Press;
• Available from the Library (inc. older
versions), Amazon, BlackWell’s,
Ebay and OUP themselves;
• We will use 11 out of its 12 chapters;
• Case studies, discussion questions
also from the text.
• + Many more online resources and
databases
Discussion Questions
Chapter 2 Discussion Questions (30’)
Source: pg, 69
Module’s text book
Porter’s
Diamond model
• Q5: Can you find
examples of successful
national industries that
the model can explain?
Country A: e.g. Canada
Porter’s Double
Diamond (DD)
model Country B: e.g. USA
• An extension of the Diamond

model with the addition of a
second country as the location of
one or more elements of the
competitive environment which
influences the firm.
• Additional Reading offered – see

further reading materials in
“Superclass Folders”
Key Strategic Tools
Porter’s Three
Generic Strategies
(Business Strat.)
• Helps determines the strategy of a
company in a particular industry;
• Decide whether one or several
segments of the industry are
targeted;
• Decide on building advantage
through cost (e.g. low cost
strategy) or product/ service
attributes (diff.);
• Must choose ONLY ONE
approach.
Business Strategy
analysis: Bowman’s
Strategy Clock (Corp.
Strat.)
• Positioning of product/ service
based on price & perceived value;
• Positions 6, 7 & 8 lead to
business failure;
• Position 3 challenges Porter’s
“Stuck in the middle” concept e.g.
Japanese car firms in EU markets
in the 1990s used this approach
effectively;
• Think of possible movement
between positions.
Business Strategy
analysis: Strategic
Group Analysis
(Business Strat.)
• aims to identify organizations with similar
strategic characteristics, following similar
strategies or competing on similar bases ;
• Helps identify the most relevant and direct
competitors;
• Examines how possible it is to move from
one to another group;
• Can identify “gaps” in the map i.e.
opportunities and strategic challenges;
• See reading from Flavian & Polo (1997) &
Yiannakopoulos et al (2017);
• Based on Hunt M. (1972). Competition in the
Major Home Appliance Industry. Harvard
University.
Business Strategy
analysis: BCG Matrix
(Corp. Strat.)
• business planning tool used to evaluate
the strategic position of a firm’s brand
portfolio (SBUs);
• Combine with Product Life Cycle to
understand the need for a balanced
portfolio in Corporate Staretgy.
Case Study
1. Apply the Diamond Model to the birth of the
Japanese video game sector?
• In groups share your answers
• Use Diamond Model to register your answers

2. To what extent has the importance of the
Japanese home base changed for Nintendo and
Sony in the last 20 years?
• In groups share your answers

Choice of Assessment company
Registry of assessment choices
FIRST COME/ FIRST SERVED (please discuss this with your seminar
tutor) to be completed by week #3
Name, Company, which market (not domestic market)

E.g.
1. Hazem, Accor Hotels, Qatar
2. Sandra, Coca Cola, India
3. Carl, Tesla, Norway
4. Oluwole, Netflix, UAE
Choice of Organisation/ Company
The choice of company is very important also. Resist the temptation to choose a company you think you are familiar with or indeed a
market that you think you know well (e.g. India or the UK). Try instead to look for the following cues in choosing you company:
- Is the organisation chosen an international enterprise’?
- Is information readily available about this company (usually MNEs and companies listed in the stock exchange tend to have many
reports and data you can access);
- Is the company’s industry accessible (e.g. avoid defence and other classified or information sensitive industries);
- Is the company too small or unready for international expansion or activities?
- Does the choice made offer the opportunity to comment on something contemporary or that has not happened yet? There is not
much benefit in taking a company and international market the company invested in e.g. seven years ago! Try to look for
something more recent
Choice of Topic
There is no prescribed topic that you can choose as the subject of your report. It is of course recommended that you choose a subject for your
report to your chosen organisation’s CEO that has a strategic management character. It is important that you do not carry out a marketing
assignment for this module. However, examples of the type of work you could be undertaking in your report are listed below:
 Access of a new international market or evaluation of performance of recently accessed international market (here you can also evaluate
market exit decisions);
 New product or service launched in existing or new international market (here you can also consider a company withdrawing a product or
service from an international market);
 Old product or service launched in new (for the company) international market (here you can also consider a company withdrawing a product
or service from an international market);
 Evaluation of key strategic alliance or acquisition to enable growth and or a competitive advantage;
 An evaluation of organisational perspectives and structures of the MNE to deliver the corporate and global strategy of the organisation;
Next week on GBS
• Read Chapter 3: Global business

environment the industry environment;
pp 78- pp.108
• Prepare discussion questions 1-5, pg.

106;
• Read & Prepare “The rise of Linux—the

battle for the operating system market”
case study pp. 107-108 & answer both
questions at the end of the case study.

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International Business

2. Introduce key strategic tools and concepts for

3. Japan’s Video Game industry (40’)

4. Assignment Choice session 2 of 2 (15’)

How are you getting on?

Anything we can do to help?

• An extension of the Diamond

• Additional Reading offered – see

• Use Diamond Model to register your answers

• In groups share your answers

Name, Company, which market (not domestic market)

- Is the organisation chosen an international enterprise’?

- Is the company too small or unready for international expansion or activities?

• Read Chapter 3: Global business

• Prepare discussion questions 1-5, pg.

• Read & Prepare “The rise of Linux—the

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