Oreign Investment in Taiwan Yes or No?

International Business Management
Global Business Strategy 2014
Have you ever built a dry stone wall? Iam guessing not. A dry stone wall is a wall made from natural stone without the use of mortar, which is held together by locking the stones using the weight and position of each stone to tie in each stone around it, collectively adding strength and rigidity to the wall as a whole.

There are many critical elements in getting this right, elements that you learn and gain from experience. For example, when you next look at a dry stone wall you may be surprised to learn that your biggest, and very best stone is at the very bottom, often hidden below ground. Such foundation stones support everything above them. A dry stone waller may spend days sorting and grading stone in respect to its size and shape. Distinguishing between pinning stones, hearting stones, through stones and coping stones. Time spent doing this up front saves significant time when building begins. A good dry stone waller will never pick up a stone and put it down again without using it! When building a dry stone wall, the waller will use a set of key tools to help them. A walling hammer; a crowbar; a string line to keep it straight; and a batter frame to sort out the walls slope. The tools of the trade, without which the walls construction, although not impossible, would be infinitely more difficult. Almost as important as the walls foundations is the final layer of stones that you use to finish the wall. Such stones, known as coping, cap the wall. They often lay across or flat on the wall stabilizing it, helping to prevent the worst of the weather getting into the heart of the wall and undoing your hard work!

So what has this got to do with Strategic Management?

Strategic Management is the wall. The disciplines of marketing, finance, human resources etc are its stones. Only when the stones are combined and tied together does the wall appear, likewise only when the functional disciplines of business are combined can you truly being to understand what business is about. A single stone does not constitute a wall, and neither does a?marketinga? makes a business!

Strategic Management is referred to as a capstone module. A capstone is the architectural term given to the final layer of stone used in the construction of a wall a what we have called coping. So like coping, Strategic Management binds everything together, it sits on top with everything else below; it brings together the skills and tool kits of the various specialist business disciplines; it makes the marketing people think about finance; and those in operations think about human resources. Those that lead are forced to think about those that follow.

It would be wrong to say that Strategic Management is the most important of all management disciplines, they all have there place, however it would seem fair to argue that it is the most critical. As coping holds the wall together, so Strategic Management binds the diversity of business to a single purpose, the purpose of being in business.

With this philosophy in mind this module in Global Strategic Management will focus on the whole, the interconnections and layers of management practice. We shall do this by setting you an assessment task that requires such thinking. New and old businesses alike need to plan; they need to evaluate new ideas and proposals, looking at all possible angles to ensure that any investment is money well spent. The assessment for this module will require you to put together a risk assessment and evaluate the potential for investment in a foreign country. More of which can be found below.

Learning Outcomes

At the end of this module students should be able to
a? Describe the strategy process, and provide a critical evaluation of strategy in a variety of organisational and locational contexts
a? Critically evaluate the business models of various international organizations and discuss the appropriateness of their approaches to strategy
a? Evaluate the nature and range and logic of strategies at the business, corporate, and global level, and the impact of these strategies have on business performance.
a? Critically evaluate the main factors affecting the implementation of strategy and the effect of spatial locations and how these might be overcome; including issues related to sustainability and ethics.
a? Apply appropriate tools of strategic analysis to global business problems and issues, and be able to evaluate the implications from such an application.
a? Critically reflect upon their own learning and identify appropriate action points


10/2/14 From strategic management to global strategic management
Value chains and strategy: IKEA

17/2/14 The global business environment: internal analysis
Business model creation strategy

24/2/14 The global business environment: the industry
Case Study: Nestle a Divesting Perrier.

03/3/14 The global business environment: the global context
Case Study: the Italian fashion industry

10/3/14 The Internationalisation Process
PEST Part 1 a Political and Economic Perspectives and Risk Analysis

17/3/14 International Strategic Alliances
PEST Part 2 a Social and Technologic Perspectives and Risk Analysis

24/3/14 Strategy and the subsidiary
Generic Strategy vs The Strategy Clock

31/3/14 Strategy and the global corporation
Corporate Governance

28/4/14 Global Strategy and social responsibility I
Governance (Cont.), Stakeholder Theory, and Ethics

05/5/14 Global Strategy and social responsibility II
Case Study: BP

12/5/14 Global Strategy and environmental sustainability
Case Study: Anita Roddickas Global Sustainability vision a a?Body Shopa?

19/5/14 Spare.


Most reading for this module will be supplied when required. However, below are some important references you might refer to throughout the semester

Required Reading:
a? Tallman, S. (2009) Global Strategy (Global Dimensions of Business). John Wiley and sons. Chichester.
a? Hamilton, L. and Webster, P. (2012) The international business environment. Oxford University Press. Oxford.
a? Lasserre, P. (2012) Global strategic management. Palgrave MacMillan. Basingstoke.

Recommended Reading:
a? Peng, M. (2008) Global strategy. South-Western College. Mason USA.
a? Thompson J & Martin F (2005) Strategic Management: Awareness and Change. Thomson Learning. London.
a? Reuer, J. (2004) Strategic alliances. Oxford University Press. Oxford.
a? Tushman, M. and Anderson, P. (2004) Managing Strategic Innovation and Change Oxford University Press
a? Crane, A. and D Matten, D. (2010) Business Ethics: Managing Corporate Citizenship and Sustainability in the Age of Globalization. Oxford University Press. Oxford

Recommended Journals (examples)
a? Academy of Management Review
a? California Management Review
a? Harvard Business Review
a? International Journal of Management and Strategy

Global Business Strategy Assessment 2014

Overseas Investment Opportunity: yes or no?

Purpose (a: ?a®¶e0 cs ???a?°???i??)
For this assignment you are to conduct a risk assessment of a country, and evaluate the potential of an inward investment project, and whether in fact it should be undertaken based upon your findings.

Learning Objectives
Upon completing this assessment task you should be able to:
a? Identify a range of criteria upon which to establish risk and uncertainty
a? Critically evaluate the significance of various risk and uncertainty criteria in determining the potential for investment
a? Identify a range of sources from which to capture country information.
a? Apply and evaluate risk and uncertainty criteria when applied to a given case
a? Use a range of tools and techniques to order and categorise risk and uncertainty factors
a? Reflect upon the process of applying such tools and techniques and the limitations derived from their use.

The Task
At the conclusion of the case study Nestle: divesting Perrier?, which was cove