International Strategies (3 ECTS)

Objective

The student
• is able to assess the internationalisation drivers and potential of different markets
• is able to identify sources of competitive advantage in international strategy, through both exploitation of local factors and global sourcing
• understands the difference between global integration and local responsiveness and main types of international strategy
• is able to rank markets for entry or expansion, taking into account attractiveness, cultural and other forms of distance and competitor retaliation threats
• is able to assess the relative merits of different market entry strategy modes, including joint ventures, licensing and franchising and wholly owned subsidiaries.

Content

• Internationalisation drivers
• Geographic sources of advantage
• Locational advantage: Porter’s Diamond
• The international value system
• International strategies
• Market selection and entry
• Country and market characteristics
• Competitive characteristics
• Entry modes strategies
• Subsidiary roles in an international portfolio
• Internationalisation and performance
• Working in an international environment

Location and time

Timing - when the actual implementation starts and ends:
fall semester 2025 (Metropolia Myyrmäki campus)

Materials

Material to be provided – also, textbook examples:
-Marketing Across Cultures; Usinier (FT, Prentice Hall, any edition)
-Global Marketing: A European Perspective; Keegan&Schlegelmilch
(FT, Prentice Hall, any edition in Library)
-International Marketing Strategy; Phillips. Doole & Lowe (Routledge, any edition in Library)

Teaching methods

Lectures are on the literature followed by assignments, a review tool on theory and terminology at the end of the course, and a project to be determined by the lecturer and student together – depending on student interests, potential placement (internship), and experience.

Employer connections

Some courses focus on tools for immediate application value and others on more long-term learning objectives such as analytic and communication capabilities and competencies, and some like this course try to focus on both as well as life-long learning capabilities.

Exam schedules

A final review tool worth 40% of grade is implemented – this is an in-class assignment – not an exam per se.

International connections

This is a course on international strategies - and also contains international management material and implications.
Also, projects are often international - and international strategies and communication are critical in these endeavours – and again it partly depends on the project selected by each student’s interests.

Student workload

This is course with individual and project work – maximum amount of time required depends on the prerequisite knowledge plus individual and project demands.

Content scheduling

A Gantt Chart showing the tasks with time and deadlines ( assignment, final review tool, and project) will be provided on the first day of classes also covering the following topics:
1- The Internationalization Decision (The Firm & Internationalization; Initiation of Internationalization; Theories of Internationalization; Development of the Firm’s International Competitiveness – International Vs Multinational Vs Global)
2- Target Market - Country – Selection (International Country/Market Selection Process and
PESTLE Factor Analyses)
3- Market Entry Strategies (Approaches, Export Modes, Intermediate Entry Modes, Hierarchical Modes and Transnationalization)
4- Expansion Issues (International Marketing Mix Management)
5- Globalization & Standardization Versus Multi-Nationalization Rationalization & Clustering, and Catering to Cultures, Organization and Control of Global Programme, and the Sustainability of Societies
Note: Projects can focus on innovations in the general area of “The Sustainable Society” and specific products in “The Smart City” - lectures provided on both - but again this is up to the student.

Further information

Prerequisite: A course on (Introductory, Strategic) Marketing

Evaluation scale

0-5

Assessment criteria, satisfactory (1)

The student
• has achieved the objectives of the course to a satisfactory level
• is able to identify, define and use concepts and models in the subject area of the course
• understands the conditions and principles of the development of expertise.

Assessment criteria, good (3)

The student
• has achieved the objectives of the course well, although there are still areas where knowledge and skills need to be improved
• has a good understanding of the concepts and models of the subject matter of the course and is able to carry out a reasoned analysis
• is able to apply what they have learned in leisure, learning and working life situations
• understands the importance of expertise in business and is able to analyse their own expertise.

Assessment criteria, excellent (5)

The student
• has achieved the objectives of the course with excellent marks
• has an excellent command of the concepts and models of the subject matter of the course
• is able to analyse clearly and reasonably and propose practical development measures
• has a good ability to apply what they have learned in leisure, learning and working life situations
• is able to analyse expertise in business and their own development towards expertise.

Assessment criteria, approved/failed

The student
• has achieved the objectives of the course to a satisfactory level
• is able to identify, define and use concepts and models in the subject area of the course
• understands the conditions and principles of the development of expertise.

Assessment methods and criteria

There are assignments, including a test on the prerequisite material, a review tool on theory and terminology at the end of the course, and a project
1 = poor; 5 = Excellent (points: 50s = 1, 60s = 2, 70s = 3, 80s = 4, 90s and 100 = 5)

Qualifications

International Markets and Business Practice or equivalent basic studies