Germany, Bayreuth

International Management

when 14 July 2014 - 18 July 2014
duration 1 week
credits 4 EC
fee EUR 980


14.7. Session 1 (Smelik)
lecture and discussion
Introduction to the topic: what is international management and international business?

14.7. Session 2 (Smelik)
lecture, discussion, case study
Globalisation: debates and controversies

In this section, we will explore the concept of globalisation and look at how well we understand what globalisation is and what it means for international business. We will look at a case study, and explore with each other the opportunities and challenges of globalisation

15.7. Session 3 (Smelik)
lecture, discussion, case study
International Business: why do companies internationalise, and how?

This session will look at the reasons for companies to cross borders in trade and location, and how they do this. You will learn about descriptive models which have been developed over the last 40 years, understand more about strategy and how companies develop their international capabilities.

The practical part of this section will include a case study and a skype interview with a company executive which includes preparation in groups.

16.7. Session 4: (Smelik)
lecture, discussion, case study
Challenges and opportunities of cultural differences

This session will look at the influence of cultural differences in doing business across borders and specifically, expanding abroad. Although it can only look at some of the major areas of knowledge at a high level, the session will enhance an understanding of what matters, and how people and businesses deal with cultural diversity in business. We will look at a case study and also explore the cultural dimensions of the summer programme class. We also conduct a skype interview with an international business executive.

Day 17.7. Session 5 (Shen)
lecture, discussion
Emerging Markets in Asia

Emerging markets was a term first coined by economists at the International Finance Corporation (IFC) in 1981, when the group was promoting the first mutual fund investments in developing countries. A 2003 Goldman Sachs report highlighted the importance of BRIC countries (Brazil, China, India and Russia) in the global economy. What do we know about emerging markets, and what are their characteristics. This session will give an overview on key emerging markets in Asia, and the implications for multinational businesses when entering these markets.

Day 17.7. Session 6 (Shen)
Discussion, case study
South-South Globalization: Emerging Market Multinationals in Emerging Markets

This case provides an overview of the situation and lends a discussion of marketing and localisation strategies of emerging-market multinationals in another emerging market. It also gives insights into the challenges these emerging market multinational corporations face. The case also explores issues of product offerings, brand communication, pricing strategies, and market capture and late-comer disadvantages. The comparison between mature and emerging markets also points to the level of localisation/globalisation that companies adopt across markets.

Day 18.7. Session 7 (Smelik & Shen)
lecture, discussion
Understanding the ‘Dragon’ – Chinese Economy and Consumers

According to the World Bank, China is now the second largest economy in the world. After more than three decades of economic reform started in 1978, China is now widely considered as the ‘world factory’ and one of the most popular destinations for FDI (Foreign Direct Investment). However, there are also great challenges for China’s economy and multinationals, ranging from environment to labour supply. This session will provide a comprehensive review of China’s economic development and allow students to have a better understanding on China’s business environment and consumer behaviour.

Day 18.7. Session 8 (Smelik & Shen)
Discussion, case study
Politics, Internet and Multinational Business – Crisis Management

When doing business in the context of an emerging market, multinational firms face a wide range of challenges and uncertainties. This includes political risks, regulatory framework, cultural differences, and public opinion among others. Consumers in emerging markets also have growing expectations on multinationals in terms of strengthening economic development and corporate social responsibility. Prior to the 2008 Summer Olympics in Beijing, Chinese people were outraged by repeated interruptions of the Olympic torch relay in Paris, which led to a large-scale boycott of French companies, most notably against Carrefour. The situation deteriorated quickly due to spread of information on the internet. How should a multinational react to the public relations crisis and how can Carrefour manage its corporate image going forward?

Course leader


Marc Smelik

Wei Shen

Credits info

4 EC
Participants can obtain up to 4 ECTS if they work out a presentation or rather give a prepared lecture.

Fee info

EUR 980: The normal participation fee is 980 EUR
EUR 500: Students coming from a partner university pay 500 EUR