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International business and foreign market entry in bric countries

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Nitesh Agarwal
Nitesh Agarwal

This document outlines the course objectives, schedule, and required readings for an international business course focusing on entering foreign markets in BRIC countries. The course will examine opportunities and challenges for multinational companies seeking to do business in or expand into the large and growing markets of Brazil, Russia, India, and China. Major topics will include political and social environments, infrastructure development, distribution channels, management team strategies, outsourcing trends, supply chain management, cultural considerations for marketing in multiple countries, and examples of partnerships and market entry approaches in specific BRIC nations. Students will complete a group project and presentation on entering a foreign market. The course will utilize case studies, lectures, and in-class exercises over its 20 classes.

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International Businessand Foreign Market Entry in BRIC countries Dr. Dheeraj Sharma Faculty, Marketing Area IIM Ahmedabad Dr. Subhash Sharma James F. Kane Professor of Marketing Moore School of Business University of South Carolina December 2012-January 2013 1
Course Objectives Brazil, Russia, India and China have slowly emerged over the past two decades years from the shadows of centralized planning and controlled structures to a more de-regulated environment, thereby becoming vibrant free marketsand important players in global markets. Major focus will be on Indias attractiveness as an emerging market and Indias strength of availability of relatively cheap and technically well-trained work force which provide significant advantages for economies in industries such as software development and maintenance. Concurrently, an absence of well-developed power generation, transportation, and telecommunications infrastructure has limited growth opportunities. When coupled with a large and growing population that possesses enhanced purchasing power, Indian economy presents exciting opportunities as well as challenges to multinational corporations that seek business services and products from India, and penetrate Indian markets in order to expand their global presence. Also, reverse innovation has presented Indian companies to enter lucrative markets in developed and emerging economies. To meet the course objectives we will mostly use an assortment of Harvard Business Review articles and case studies, articles from business periodicals, McKinsey Quarterly Reports and class discussions.From a pedagogical standpoint, course will use a combination of case studies, lectures, guest lectures and in-class exercises. Preparation You are expected to prepare the readings and cases in advance, and be ready to discuss them in class on the assigned day. Your discussion should bring out additional insights on the topics. Apart from voluntary inputs, we will randomly select students to participate in the class discussions. In your discussion you should refrain from mere summarization of casereadings and facts. High quality discussion that offers insights into the resolution of the managerial problems is a must. A team of 4 or 5 students per team would also be expected to present a project on market entry into foreign markets. Your presentation should be limited to 20 minutes with five minutes of Q/A. You must also turn in a written report. The report should be amaximum of 15 pages in double-spaced Times 12 font with 1-inch margins (excluding exhibits that can be appended to the main report). Schedule We have put together a fairly comprehensive schedule of readings and case analysis. Success of the course, and thereby your own evaluations, will strongly depend on your prior preparation, class participation and project report and presentation. We expect everyone to complete the readings and case analysis before they are discussed in the class. The following schedule shows what we will cover in each of the 10 classes. We may be slightly behind or ahead on different days, so please be prepared for such contingencies. 2
Class 1&2 Thursday, December 27, 2012 (Morning) Introduction and Competing at Home and Foreign Markets Read: Emerging Giants Competing at Home: How Emerging Market-Based Companies Can Build Competitive Advantage at Home (Excerpted from Winning Markets: A Road Map for Strategy and Execution by TarunKhanna and Krishna G. Palepu), Harvard Business Press. Class 3&4, Thursday, December 27, 2012 (Afternoon) Overview of BRIC Emerging Countries (Doing Business in Brazil, Russia, India and China) Download and read the Economy profile from the following World Bank Reports. Links to be provided in class. Read China + India: The Power of Two,TarunKhanna. Harvard Business Review, December 2007. Class 5&6, Friday, December 28, 2012 (Morning) Establishing Business Ventures in India: Political and Social Environment and Infrastructure Read NY Times articles and view the 際際滷 Show Links to be provided in class Case: Enron Development Corporation: The Dabhol Power Project in Maharashtra, India (A and B), Harvard Business cases 9-797-085 and 9-797-086. Prepare the case and respond to the following questions: 1. Is Dabhol a good project for Enron? For India? For Maharashtra? 2. Evaluate Enrons strategy with respect to Dabhol and its implementation. Class 7, Friday, December 28, 2012 (Afternoon) Establishing Business Ventures in India:Political and Social Environment, and Infrastructure (continued) and Distribution Channels Case: Wal-Mart and Bharti: Transforming Retail in India. Case No. HKU845 3
Class 8&9 Wednesday, January 3, 2013 (Morning). Establishing Business Ventures in India: Putting together the Management Team to Enter the Market Read Strategies that Fit Emerging Markets, Harvard Business Review, TarunKhanna, Krishna G. Palepu and Jayant Shah, June 2005. Case: Silvio Napoli at Schindler India (A), Harvard Business Case # 9-303-086, November 6, 2006. Class 10, Wednesday, January 4, 2013 (Afternoon) Professional Services, Information Technology Infrastructure,and Outsourcing Trends and Issues Read: Offshoring and Beyond, McKinsey Quarterly, 2003 Special Edition: Global Directions Case: EXLService: Business Process Outsourcing in India, Stanford Graduate Business School Case # E-221, 9/11/2006. Class 11, Thursday, January 5, 2013 (Morning) Importance of Operations, Supply Chain and Marketing Interface In class lecture Class 12&13, Thursday, January (Afternoon). Competing in Multiple Foreign Markets, Segmentation, Culture and Forecasting in Multiple Markets Case: Toyota Repositioning the Brand in Europe (A): Case No. IMD198 Class 14: Friday January (Morning/Afternoon) Understanding Business Practices in Brazil and Russia Reading: BRICS report, Oxford Pb Class 15: Saturday January (Morning/Afternoon) Retailing in BRIC nations: Example of Russia Case: Lenta of St. Petersburg, Russia Class 16, Tuesday, January (Afternoon). Forming Partnerships in BRIC nations: Example of Brazil Case: Philip Reade (Stanford Case) Class 17, Thursday, January (Afternoon). Examining Public Private Partnership in Brazil 4
Case:GlaxoSmithKline in Brazil: Public-Private Vaccine Partnerships Classes 18, Friday (morning or/and afternoon) Market Entry into Russia Case: Foreign Investment in Russia: Challenging the Bear (TB0015) Classes 19 and 20, Friday (morning and afternoon) Project presentations and course wrap-up. 5

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International business and foreign market entry in bric countries

  • 1. International Businessand Foreign Market Entry in BRIC countries Dr. Dheeraj Sharma Faculty, Marketing Area IIM Ahmedabad Dr. Subhash Sharma James F. Kane Professor of Marketing Moore School of Business University of South Carolina December 2012-January 2013 1
  • 2. Course Objectives Brazil, Russia, India and China have slowly emerged over the past two decades years from the shadows of centralized planning and controlled structures to a more de-regulated environment, thereby becoming vibrant free marketsand important players in global markets. Major focus will be on Indias attractiveness as an emerging market and Indias strength of availability of relatively cheap and technically well-trained work force which provide significant advantages for economies in industries such as software development and maintenance. Concurrently, an absence of well-developed power generation, transportation, and telecommunications infrastructure has limited growth opportunities. When coupled with a large and growing population that possesses enhanced purchasing power, Indian economy presents exciting opportunities as well as challenges to multinational corporations that seek business services and products from India, and penetrate Indian markets in order to expand their global presence. Also, reverse innovation has presented Indian companies to enter lucrative markets in developed and emerging economies. To meet the course objectives we will mostly use an assortment of Harvard Business Review articles and case studies, articles from business periodicals, McKinsey Quarterly Reports and class discussions.From a pedagogical standpoint, course will use a combination of case studies, lectures, guest lectures and in-class exercises. Preparation You are expected to prepare the readings and cases in advance, and be ready to discuss them in class on the assigned day. Your discussion should bring out additional insights on the topics. Apart from voluntary inputs, we will randomly select students to participate in the class discussions. In your discussion you should refrain from mere summarization of casereadings and facts. High quality discussion that offers insights into the resolution of the managerial problems is a must. A team of 4 or 5 students per team would also be expected to present a project on market entry into foreign markets. Your presentation should be limited to 20 minutes with five minutes of Q/A. You must also turn in a written report. The report should be amaximum of 15 pages in double-spaced Times 12 font with 1-inch margins (excluding exhibits that can be appended to the main report). Schedule We have put together a fairly comprehensive schedule of readings and case analysis. Success of the course, and thereby your own evaluations, will strongly depend on your prior preparation, class participation and project report and presentation. We expect everyone to complete the readings and case analysis before they are discussed in the class. The following schedule shows what we will cover in each of the 10 classes. We may be slightly behind or ahead on different days, so please be prepared for such contingencies. 2
  • 3. Class 1&2 Thursday, December 27, 2012 (Morning) Introduction and Competing at Home and Foreign Markets Read: Emerging Giants Competing at Home: How Emerging Market-Based Companies Can Build Competitive Advantage at Home (Excerpted from Winning Markets: A Road Map for Strategy and Execution by TarunKhanna and Krishna G. Palepu), Harvard Business Press. Class 3&4, Thursday, December 27, 2012 (Afternoon) Overview of BRIC Emerging Countries (Doing Business in Brazil, Russia, India and China) Download and read the Economy profile from the following World Bank Reports. Links to be provided in class. Read China + India: The Power of Two,TarunKhanna. Harvard Business Review, December 2007. Class 5&6, Friday, December 28, 2012 (Morning) Establishing Business Ventures in India: Political and Social Environment and Infrastructure Read NY Times articles and view the 際際滷 Show Links to be provided in class Case: Enron Development Corporation: The Dabhol Power Project in Maharashtra, India (A and B), Harvard Business cases 9-797-085 and 9-797-086. Prepare the case and respond to the following questions: 1. Is Dabhol a good project for Enron? For India? For Maharashtra? 2. Evaluate Enrons strategy with respect to Dabhol and its implementation. Class 7, Friday, December 28, 2012 (Afternoon) Establishing Business Ventures in India:Political and Social Environment, and Infrastructure (continued) and Distribution Channels Case: Wal-Mart and Bharti: Transforming Retail in India. Case No. HKU845 3
  • 4. Class 8&9 Wednesday, January 3, 2013 (Morning). Establishing Business Ventures in India: Putting together the Management Team to Enter the Market Read Strategies that Fit Emerging Markets, Harvard Business Review, TarunKhanna, Krishna G. Palepu and Jayant Shah, June 2005. Case: Silvio Napoli at Schindler India (A), Harvard Business Case # 9-303-086, November 6, 2006. Class 10, Wednesday, January 4, 2013 (Afternoon) Professional Services, Information Technology Infrastructure,and Outsourcing Trends and Issues Read: Offshoring and Beyond, McKinsey Quarterly, 2003 Special Edition: Global Directions Case: EXLService: Business Process Outsourcing in India, Stanford Graduate Business School Case # E-221, 9/11/2006. Class 11, Thursday, January 5, 2013 (Morning) Importance of Operations, Supply Chain and Marketing Interface In class lecture Class 12&13, Thursday, January (Afternoon). Competing in Multiple Foreign Markets, Segmentation, Culture and Forecasting in Multiple Markets Case: Toyota Repositioning the Brand in Europe (A): Case No. IMD198 Class 14: Friday January (Morning/Afternoon) Understanding Business Practices in Brazil and Russia Reading: BRICS report, Oxford Pb Class 15: Saturday January (Morning/Afternoon) Retailing in BRIC nations: Example of Russia Case: Lenta of St. Petersburg, Russia Class 16, Tuesday, January (Afternoon). Forming Partnerships in BRIC nations: Example of Brazil Case: Philip Reade (Stanford Case) Class 17, Thursday, January (Afternoon). Examining Public Private Partnership in Brazil 4
  • 5. Case:GlaxoSmithKline in Brazil: Public-Private Vaccine Partnerships Classes 18, Friday (morning or/and afternoon) Market Entry into Russia Case: Foreign Investment in Russia: Challenging the Bear (TB0015) Classes 19 and 20, Friday (morning and afternoon) Project presentations and course wrap-up. 5