GENERAL INFORMATION Instructor: Alfonso Lovo, MBA, MIB Phone: (305) 305-2791 Office: Mango 400 Fax: (305) 348 - 1763 Office Hours: By phone or e-mail anytime, and by appointment. E-mail: Please use course mailbox 48 hour response time (Excluding weekends) COURSE DESCRIPTION MAN4633 – This course is designed to prepare students with the tools and terminology to understand the marketing practices of businesses seeking opportunities internationally. Using a mixture of text, case studies and discussions, students will gain awareness of the importance of global marketing and will The approach in the course is to build on and extend the principles learned in the International Business (MAN 4602). This course consists of three parts (or modules). The first module focuses on strategic imperatives that face Multinational Corporations (MNC’s) each day. The second part deals with the organizational challenges and roadblocks encountered by MNC’s. The last module covers the managerial implications when implementing a strategy. The course focuses on decision making in a global context and requires both analytical and quantitative skills to analyze problems. COURSE OBJECTIVES The course emphasizes analysis of problems in managing joint ventures, licensing, barter, and technology transfer. Its goal is to provide an overview of the strategic management and international business concepts that frame strategic activity within MNCs through the analysis of competitive business strategies in global and multi-domestic industries. The first module will begin by taking a brief introductory look at the formulation and implementation of corporate and business level strategy with particular reference to the global competitive environment. This analysis will be given a global focus and the student will be asked to consider the development of alternative strategic configurations designed to exploit and defend global competitive advantage. The second module of the course will focus on the internationalization process. This refers to a firm's gradually increasing involvement in foreign operations, from fortuitous exports to the emergence of a truly global firm. This entails not only an examination of the process itself over a period of time, but also detailed discussion and analysis of the various forms of entry such as licensing, franchising, equity joint ventures, and the development of wholly-owned subsidiaries. Attention is given to the formulation and implementation of these mode-of-entry strategies and the challenges that are typically encountered along the way. The final module of the course will address a series of implementation issues unique to international business strategy. This will include problems associated with parent-subsidiary relationships, issues in formulating global organizational structures, strategies for managing political and e ...

1. GENERAL INFORMATION
Instructor:
Alfonso Lovo, MBA, MIB
Phone: (305) 305-2791
Office: Mango 400
Fax: (305) 348 - 1763
Office Hours:
By phone or e-mail anytime, and by
appointment.
E-mail: Please use course mailbox

2. 48 hour response time (Excluding
weekends)
COURSE DESCRIPTION
MAN4633 – This course is designed to prepare students with
the tools and terminology to
understand the marketing practices of businesses seeking
opportunities internationally. Using a
mixture of text, case studies and discussions, students will gain
awareness of the importance of
global marketing and will
The approach in the course is to build on and extend the
principles learned in the International
Business (MAN 4602). This course consists of three parts (or
modules). The first module
focuses on strategic imperatives that face Multinational
Corporations (MNC’s) each day. The
second part deals with the organizational challenges and
roadblocks encountered by MNC’s.
The last module covers the managerial implications when
implementing a strategy.
The course focuses on decision making in a global context and

3. requires both analytical and
quantitative skills to analyze problems.
COURSE OBJECTIVES
The course emphasizes analysis of problems in managing joint
ventures, licensing, barter, and
technology transfer. Its goal is to provide an overview of the
strategic management and
international business concepts that frame strategic activity
within MNCs through the analysis of
competitive business strategies in global and multi-domestic
industries.
The first module will begin by taking a brief introductory look
at the formulation and
implementation of corporate and business level strategy with
particular reference to the global
competitive environment. This analysis will be given a global
focus and the student will be asked
to consider the development of alternative strategic
configurations designed to exploit and
defend global competitive advantage.

4. The second module of the course will focus on the
internationalization process. This refers to a
firm's gradually increasing involvement in foreign operations,
from fortuitous exports to the
emergence of a truly global firm. This entails not only an
examination of the process itself over a
period of time, but also detailed discussion and analysis of the
various forms of entry such as
licensing, franchising, equity joint ventures, and the
development of wholly-owned subsidiaries.
Attention is given to the formulation and implementation of
these mode-of-entry strategies and
the challenges that are typically encountered along the way.
The final module of the course will address a series of
implementation issues unique to
international business strategy. This will include problems
associated with parent-subsidiary
relationships, issues in formulating global organizational
structures, strategies for managing
political and economic risks, host country-MNC relationships
and management development in
the global context.
The ultimate goal of this course is to provide students with an
in-depth understanding of the

5. nature and workings of the world's multinational corporations as
they formulate their strategies
and structures to meet the demands of a fast-moving, ever-
changing global economy.
This goal will be accomplished through exercises and readings
on multinational firm strategy
and structure as presented in the Transnational Management
textbook and through the study,
analysis and on-line discussion of real-world multinational
strategic management cases assigned
from the textbook and other sources.
Case analysis will elaborate on basic issues in the field to
ensure a breadth of understanding in
the class.
Reading assignments will offer more specific insights into
particular areas of international
business, providing depth of understanding.
Suggested Readings, such as The New York Times, will provide
up-to-date, real-life examples of
the abstract theories and generalizations of the textbook and
lectures.
Exams will afford students the opportunity to integrate
everything they have learned in the

6. course into a comprehensive framework, which will help make
concepts seem more real, and aid
in applying those concepts to everyday life.
At the end of this course student should be able to:
configurations designed to
exploit and defend global competitive advantage
mentalities involved in
expanding abroad
global economy
from fortuitous exports to
the emergence of a truly global firm.
Strategies and how they build
layers of competitive advantages
internationalize

7. internal and external triggers of globalization
develop Transnational strategies
,
Multinational, Global, Transnational)
and how they differ
franchising, equity joint
ventures, and the development of wholly-owned subsidiaries.
nies to maintain or
achieve worldwide
competitive advantage
business strategy
understandings of daily
events in international marketplace.
GLOBAL LEARNING, INTERNATIONAL BUSINESS MAJOR
& GENERAL CURRICULUM
OUTCOMES TARGETED

8. In addition to the MAN 4633 course learning objectives, this
course will address all six College
Curriculum Learning Objectives, including Communications
Ability, Use of Information Technology,
Globalization Context for Business, Critical Thinking, Analytic
Skills, and Ethical Reasoning Abilities.
Students will be able to:
global environment
cultural diversity
- students will be able to apply knowledge of
political, legal, economic, and cultural
country differences to develop competitive strategies in foreign,
regional, and global markets.
expanding into international
markets
- students will be able to apply critical
thinking skills to complex business
problems. This includes: analyzing complex business problems
with no "right answers",

9. identifying and evaluating relevant issues and information,
generating and evaluating possible
solutions to the problems, recommending solutions based on
well-reasoned rationales, and
communicating these thought processes to others in an effective
manner.
implications for managers
- students will be able to use
information technology as a tool to
do essential business tasks. These include: the ability to create
documents, presentations,
databases and spreadsheets; the ability to use the web to find
information and/or create, use
webpages; and the ability to understand the information
technology-related terminology.
TEACHING METHODOLOGY
This course will proceed primarily through study, on-line/In
class discussion and critical analysis
of the text, cases, and other article readings that have been

10. assigned for the course. Thus, it is
imperative that you have read these materials IN ADVANCE
and are well-prepared to discuss
them as they are assigned. PLEASE NOTE - ALL items in each
chapter of the text are your
responsibility to read - this includes ALL the readings and
notes. Any of these items are fair
game for the tests.
Course delivery will focus on ensuring that students are able to:
-solving techniques
to business problems related
to strategy in a global environment
concise manner
well as learn teamwork,
time management, and compromise.
enhance the student’s
knowledge of real life problems that MNC’s encounter.
ASSURANCE OF LEARNING

11. The College of Business cares about the quality of your
education. More on the College's
commitment to Assurance of Learning can be found at the
following link:
http://businessonline.fiu.edu/course_addons/Learning_Commitm
ent.pdf
COURSE PREREQUISITES
For information about prerequisites, click here.
This online section does not require an on-campus meeting
and/or exam.
TEXTBOOK
http://businessonline.fiu.edu/course_addons/Learning_Commitm
ent.pdf
http://catalog.fiu.edu/coursesearch/index.php
Transnational Management: Text, Cases and Readings in Cross-
Border Management, (Seventh Edition)
Christopher Barlett and Paul Beamish
Irwin/McGraw Hill (2013)

12. ISBN: 978-0078029394
Other Readings: Students are expected to keep up with current
events as
they affect international management throughout the course.
This can be
accomplished through independent readings from a variety of
sources
including The Wall Street Journal and The Economist, among
others.
Click here to buy your textbook online at the FIU Bookstore.
EXPECTATION OF THIS COURSE
Students are expected to:
your education.
posting a self introduction in the
appropriate discussion forum under the Start Here folder.
that your computer is
compatible with Blackboard

13. eers and keep up with
all assignments.
within 2 days
The instructor will:
within 2 days
If you are unsure about something - ask!
All students are expected to conduct themselves in a
responsible, courteous, and professional
manner in all course communications with both the professor
and other class members. All
students are expected to stay in communication on a regular
basis with their team members. Any

14. http://online.wsj.com/home-page
http://www.economist.com/
http://fiu.bncollege.com/
student who does not perform his/her share of the work or
remain in communication with his
team members can be given notice by the team, a minimum of
48 hours in advance, that if he/she
does not contact team/make arrangements regarding work share,
that the student will be "fired"
from the team by the other members.
All teams are expected to manage their own interpersonal group
dynamics and allocate the
workload reasonably and equitably amongst all team members.
While teams can arrange in-
person group meetings if they like, no team can force a team
member in a fully-online course
section to attend face-to-face meetings. Students in online
sections may not even be located in
the same country as one another at the time of the course, so all
teams must make arrangements
to meet online if there are team members who cannot attend an
in-person group meeting.
Working in groups is an essential part of this class. These
groups create interaction between

15. students which is even more important in an online class. To
get around any issues I suggest you
use the collaboration feature under My Groups, or the Adobe
connect found in FIU Online. You
can meet using chat rooms and virtual teams, and never meet in
person. You can also use
gotomeetings.com or skype which works great too.
Fully online courses are not independent study courses. You
will be expected to interact online
with the professor and your fellow students, to do assignments,
to meet deadlines, and to work in
virtual groups. YOU WILL HAVE TO WORK IN GROUPS, NO
EXCEPTIONS WILL BE
MADE. In some fully online courses, you may be required to
come to campus to take midterms
and exams, but in most, you will take them online. In this
course, all tests will be online and no
visits to campus will be required.
COURSE COMMUNICATION
See above. The course mail function on blackboard is the
preferred communication mode,
although other forms of communication are welcome.

16. The message feature is a private, internal Blackboard only
communication system. Users must
log on to the blackboard system to send/receive/read messages.
There are no notifications in
Blackboard to inform users when a new message has been
received; therefore, it is recommended
that students check their messages routinely to ensure up-to-
date communication.
The email feature is external communication that allows users
to send emails to users enrolled in
the course including the instructor and other students. Emails
are sent to the student's FIU email
on record.
If you do send an email please “MAN4633 – Your Panther ID”
in the subject.
DISCUSSION
There will also be a discussion forum board online, where
students will startup or continue class
discussions by posting articles or videos. Students are
encouraged to engage each other in

17. course-related discussions and debates on the main discussion
forum. This means I want
students to post articles, videos, pose questions and start
debates that are relevant to the
coursework. I would expect average of one to two posts per
week in the general discussion
forum as a minimum. I will be adding posts as well.
Keep in mind that forum discussions are public, and care should
be taken when determining what
to post. If you need to send a private message to an instructor or
student, please use the
coursemail.
Class participation is valued highly in this course. As you can
see in the grading chart, active
participation is heavily weighted. Students are expected to
actively participate in the discussion
board online.
Students must follow current events to be aware of current and
potential issues affecting
international business. Students are required to subscribe online
to the New York Times or to
read the paper in its printed version.
If you have not participated, you will not receive credit.

18. In addition to the general discussion forum on Blackboard, each
student team, once organized,
will have its own private discussion forum for group postings
and other team-only
communications. Students may also use the FIU email and
Blackboard course mail and chat
features to hold meetings and discuss items of relevance to the
course with one another.
QUIZZES
There will be a quizzes administered online, through
Blackboard after each 2 assigned chapters.
You may (and you are encouraged to) retake the quiz one time if
you are dissatisfied with your
first performance. Quizzes will consist of multiple choice
and/or True/False questions. The
quizzes are “open book”. The quizzes will consist of the
following:
35 minutes
There will be absolutely NO exceptions for making up quizzes –
the Blackboard process is

19. automated.
- Chapters 1 & 2 - 8am on 1/30 to 11:59pm on 2/5
- Chapters 3 & 4 - 8am on 2/13 to 11:59pm on 2/19
- Chapters 5 & 6 - 8am on 3/20 to 11:59pm on 3/26
- Chapters 7 & 8 - 8am on 4/3 to 11:59pm on 4/9
http://www.nytimes.com/
EXAMS
There will also be two exams administered online during the
time periods allotted for each exam
noted on the course schedule below. Unlike the quizzes, the
examination may NOT be repeated.
The each exam will cover 4 chapters (including all cases within
those chapters). While the
material is not cumulative it is important to retain the
knowledge and skills built throughout the
course. The examination will consist of any combination of
multiple choice and true-false
questions. The exams will consist of following:
- 60 questions in total (15 per chapter @ 4 chapters

20. for exam)
- 40 questions in total (10 per chapter @ 4 chapters
for exam)
Note: Students will be able to view their score immediately
upon completion of the Exam.
- February 26th @
11:59pm
– April 16th @
11:59pm
Note: Students will be able to view their score immediately
upon completion of the Exam.
GROUP PROJECT
make case analysis project
presentation of the assigned case
assigned case of approximately 5
pages (double-spaced) minimum length.
ailed instructions and outlines for this written assignment
as well as other relevant course

21. materials will be posted under the "course content" section of
the Blackboard site including a
grading rubric
various
international strategic management
issues through an analysis of the activities of a multinational
corporation. This deliverable
provides an opportunity for students to apply their knowledge
from international
management learned earlier in the course, such as techniques
and strategies, weighing
political risks, Organizational complexity and diversity,
international capital markets and
sources of financing of the multinational firm, foreign
investment decision making, and
implementation of strategical initiatives. Students will also
develop the skills to identify and
evaluate data, conduct a multi-perspective analysis of the
evidence to make logical decisions,
engage in global problem solving and communicate his/her
beliefs clearly and accurately.
or remain in communication
with his team members can be given notice by the team, a
minimum of 48 hours in advance,

22. that if he/she does not contact team/make arrangements
regarding work share, that the
student will be "fired" from the team by the other members.
and peer evaluation form (posted
in the course content). All responses will be confidential
between yourself and the instructor.
The responses provided will not be shared with other team
members.
Project approximately 5 days after
submission.
AGENDA
The class agenda is as follows:
supplement your required
textbook reading. They will focus on the important topics in
each chapter and will help
ensure you understand the readings.
apter notes to help you
prepare in a timely manner for
the exams.

23. similar to missing class and can
lead to you missing important course activities.
e for any emails or
discussion at least twice per
week so that you will become aware of any developments.
monitoring so please chime
in with your comments, posts, videos and articles
beginning of the week so that
you can attempt the quizzes at the end.
choose your case and manage
your timeline appropriately so that you can complete it in time
to meet the deadline.
GRADES
Course Requirements Weights
Student Homepage 3%
Active participation in Weekly Discussions via

24. the Discussion Forum
12%
Active participation in Case Discussions via the
Discussion Forum
Case discussions (4 x 3.75%)
15%
Quizzes (4 x 3.75%) 15%
Exam 1 15%
Exam 2 15%
Team Written Case Analysis Paper (submitted
online) & Team Online Case Presentation
25%
Total 100%
*The professor retains the right to curve any grade component.
Letter Grade Range Letter Grade Range Letter Grade Range
A 95-100% B- 80-83 D+ 67-69
A- 90-94 C+ 77-79 D 64-66

25. B+ 87-89 C 74-76 D- 60-63
B 84-86 C- 70-73 F <60
Note:
1. On-campus visits.
1. This online section does not require on-campus visits to
complete the midterm
exam and the final exam.
2. Grade Determination.
1. Your final grade is determined by the above grading
components. In addition, the
final grade in this course, once assigned, will not be changed
except in the event
of a grading error.
3. Makeup Examination.
1. Absence from examination will only be granted to you if you
can provide official
documentation of illness or personal emergency. You are
responsible for
informing me as soon as possible (and preferably in advance)
regarding a missed
examination. Otherwise, you will receive a score of zero for
missing
examinations.

26. 4.
COURSE CALENDAR
Module Topic Text
Week 1:
1/9
Introductory period
Students register for course, obtain books and log onto
Read Transnational
Management Text Chapter
1 Expanding Broad:
Course Blackboard site for initial course information and
form groups for project (Max of 6 students per group).
Once your group has been formed, you must choose a
group Representative and send a Blackboard message
with names of group members to me.
Motivations, Means, and

27. Mentalities.
Week 2:
1/16
Read Transnational Management Text Chapter 1
Expanding Broad: Motivations, Means, and Mentalities.
Read Case: Sher-Wood Hockey Sticks: Global
Sourcing
January 16th Monday
MLK Holiday (University Closed)
Assignment: Discussion
Forum Questions on Sher-
wood Hockey Sticks Case
must be submitted by
11:59pm on Sunday
Week 3:
1/23
Read Transnational Management Text Chapter 2

28. Understanding the International Context: Responding to
Conflicting Environmental Forces
Cases choices are available at 8 am on 1/24
Case Projects must be
chosen by 1/29
Groups must post selections
in General Discussion
Forum
Week 4:
1/30
Read Transnational Management Text Chapter 3
Developing Transnational Strategies: Building Layers of
Competitive Advantage
Read Case: United Cereal: Lora Brill's Eurobrand
Challenge
Assignment: Discussion
Forum United Cereal: Lora

29. Brill's Eurobrand Challenge
must be submitted by
11:59pm on Sunday
Quiz 1- Chapters 1 & 2 by
11:59pm on 2/5
Week 5:
2/6
Read Transnational Management Text Chapter 4
Developing a Transnational Organization: Managing
Integration, Responsiveness, and Flexibility
Week 6:
2/13
Review For Exam #1
Studymate Available 8 am on 2/14
Quiz 2- Chapters 3 & 4 by
11:59pm on 2/19
Week 7:

30. 2/20
Exam #1 given online this week coving chapters 1-4
from the text – Must be completed by 11:59pm
Sunday February 28th
Exam #1
Exam will be available
starting Monday,
February 20th at 8:00 am
until Sunday, February
26th at 11:59 pm
Week 8:
2/27
Read Transnational Management Text Chapter 5
Creating Worldwide Innovation and Learning:
Exploiting Cross-Border Knowledge Management
Week 9:

31. 3/6
Read Transnational Management Text Chapter 6
Engaging in Cross-Border Collaboration: Managing
across Corporate Boundaries
Read Case: Nora-Sakari: A Proposed JV in Malaysia
Assignment: Discussion
Forum Questions on Nora-
Sakari case
Week
10:
3/13
SPRING BREAK
Week
11:
3/20
Read Transnational Management Text Chapter 7
Implementing the Strategy: Building Multidimensional
Capabilities

32. Read Case: Silvio Napoli at Schindler India
Note: Last Day to Drop will be March 20th
Quiz 3- Chapters 5 & 6 by
11:59pm on 3/26
Week
12:
3/27
Read Transnational Management Text Chapter 8 The
Future of the Transnational: An Evolving Global Role
Assignment: Discussion
Forum Questions on Silvio
Napoli Case Must be
Submitted by 11:59pm on
Sunday
Week
13:

33. 4/3
Review For Exam #2
Studymate Available 8 am on 4/4
Quiz 4- Chapters 7 & 8 by
11:59pm on 4/9
Review for EXAM #2
Chapters 5-8
Week
14:
Exam #2 given online this week covering chapters 5-8
from the text - must be completed by 11:59 pm on
Sunday April 16th.
Exam #2 Exam will be
available starting
Monday, April 10th at
4/10 8:00 am until Sunday,
April 16th at 11:59 pm

34. Weeks
14 to
16:
4/17 to
4/30
Use this time to complete group projects.
All Student Team Case Projects Due by 11:59 pm on
Thursday April 27th.
All Peer Evaluations are due by Friday April 28th
University Final Exam Period
Student teams should
complete all work on case
projects.
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