HFU Furtwangen University Faculty of International Business Course Catalogue Exchange Partners

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1 HFU Furtwangen University Faculty of International Business Course Catalogue Exchange Partners Undergraduate Programs: IBM International Business Management ( taught 100% in English) IBW Internationale Betriebswirtschaft ( taught in German and English) selected Electives updated February 2007 han Dear students, administrators and faculty members, Please note: Courses with descriptions in English are taught in English, except language courses. WS= winter semester and SS= summer semester All required courses in the IBW program, taught 40% in English and 60% in German, are offered every semester.. For required courses in the IBM program, taught 100% in English, courses for semesters 1 and 3 are offered in WS and courses for semesters 2 and 4 are offered in SS. The number of credits per course is also indicated on the course description. Most courses are 3 ECTS ( European Credit Transfer system) credits, which is the equivalent of 3 U.S. American university credits. The final list of electives actually being offered each semester and the department schedule are available usually one week before the semester begins on our website; the course descriptions included in the catalogue provide an overview of some regularly offered electives. If your home institution requires that you submit a Study Plan before departure, we recommend making a tentative plan and obtaining the permission from your academic advisor at home to make changes, upon arrival, due to availability of courses and your needs.

2 Table of Contents I. General Management Topics and Processes, Business law Introduction to Business Management, IBM, Semester 1 4 Business Law, IBM, Semester International Supply Chain Management, IBM, Semester 3 10 Project Management, IBM, Semester Management of International Business Processes, IBM, Semester Business Game, IBM, Semester International Business Strategy, IBM, Semester 4 20 Allgemeine Betriebswirtschaftslehre, IBW, Semester Grundlagen des Wirtschaftsrechts, IBW, Semester Volkswirtschaftliches Planspiel, IBW, Semester 1 29 Empirische Wirtschaftsforschung, IBW, Semester 2 30 Produktion und Supply Chain, IBW, Semester Projektmanagement, IBW, Semester Management, IBW, Semester Strategisches Management, IBW, Semester Unternehmensplanspiel, IBW. Semester 4 38 Business Process Analysis, Elective New Product Development and Innovation, Elective 41 Entrepreneurship, Elective 43 Business Integration, Elective.. 46 II. Economics and Regional Studies Economics, IBM, Semester International Economics, IBM, Semester 3 51 Volkswirtschaftlehre, IBW, Semester Makroönomik offener Volkswirtschaften, IBW, Semester Regionale Dimensionen der Internationalen Wirtschaft, IBW, Semester German Economy, Elective.. 59 International Organizations, Elective Latin American Economy, Elective.. 62 III. Finance, Accounting, and Controlling Corporate Finance, IBM, Semester Financial and Cost Accounting, IBM, Semester International Finance, IBM, Semester Buchführung, IBW, Semester 1 73 Finanz- und Steuerwesen, IBW, Semester Rechnungswesen, IBW, Semester Internationales Finanz- und Rechnungswesen, IBW, Semester Financial Markets and Institutions, Elective Internationale Finanzierung, Elective.. 81 Internationale Rechnungslegung, Elective. 82 Operational Controlling, Elective.. 84 Strategisches Controlling, Elective

3 IV. Marketing Marketing, IBM, Semester International Marketing, IBM, Semester Grundlagen des Marketing + Rhetoric und Präsentaziontechnik, IBW, Semester International Marketing Strategies, IBW, Semester Advertising, Elective Consumer Behavior, Elective Global Marketing Cases, Elective 103 V. Human Resource Management Human Resource Management, IBM/IBW, Semester 3 / International Human Resource Management, IBM/IBW, Semester Business Ethics, IBM, Semester Intercultural Communication, IBM/IBW, Semester Managing Cultural Diversity, IBM/IBW, Semester Wirtschaftspsychologie, IBW, Semester Unternehmensetihik, IBW, Semester Talent Management, Elective VI. Languages Business English Business English Deutsch als Fremdschprache (DaF) Deutsch als Fremdschprache (DaF) Deutsch als Fremdschprache (DaF) Deutsch als Fremdschprache (DaF) Chinese Chinese Chinese Chinese French French French French Spanish Spanish Spanish Spanish VII. Skills & Project work Mathematik, IBW, Semester Project Work IBM/IBW, Semester

4 Introduction to Business Management SEMESTER: 1 ECTS Credits: 3 INSTRUCTOR: Taylor STATUS: Required PREREQUISITES: None Course description Business Management - invariably called Business Administration or Business Studies - is both multidisciplinary -that is, combining several disciplines - and interdisciplinary, or concerned with the interrelationship of business functions and business-related subjects. A subject of such breadth and complexity can be difficult to tackle, especially at the beginning where there is no obvious starting point. Business organisations are complex, multi-faceted, dynamic and omni-present. We are affected by business as consumers, employees and citizens. An understanding of business can only be achieved by taking different perspectives - looking inside the business organization, and outside at the wider business environment. This involves the study of the different functional areas of an organization - finance, marketing, human resource management and so on, and an analysis of the political, economic, social and technological influences on the world of business. This course is designed to provide both an overview of business management and a framework for the study of business. It is intended to offer a sensitization to business and management issues rather than a synthesis of business-related subjects. Learning Objectives On completion of the course students should : understand how business organizations operate appreciate the complexity and dynamism of the business environment understand the role of the main business functions and their interrelationship within the organization be familiar with the human processes that influence the workings of business organizations understand the different and often conflicting interests of stakeholders in business recognise the difficulties businesses face in a dynamic and competitive environment understand the nature and purpose of management Teaching and learning activities A wide range of teaching and learning activities will be used in class - lecture, group discussion and presentation, analysis of written documents and video recordings. Preparatory reading from the main course text will be required each week, supplemented by reading from other recommended texts and articles from newspapers and journals. Students will also be required to research a specific business topic or organization as part of a group assignment. 4

5 Teaching programme Theme Materials 1 Induction 2 The nature of business management Slides, Danks Ch.1 3 The business organization: the anatomy of a business Slides, Danks ch.2 4 Business organizational development. Case: Walden Paddlers 5 Marketing Case: Southdown House Hotel; Danks ch.8 6 Human Resource Management Slides; Danks ch. 17 & 22 7 Business Finance Slides; Danks ch Operations management, production and logistics Slides; Danks ch Business location and the size of firms Handout; Danks ch The public sector and non-profit making organizations Slides 12 The ethics of business management Slides 13 Summary and revision session 14 Summary and revision session 15 Written examination Assessment Written examination (100%) Reading Main course text: Danks, Stephen (ed) 1996 Business Studies 3 rd ed. Letts Educational, London ISBN BA7738 Recommended texts (all available in FHF library): Barrat, M. and Mottershead, A Business Studies. Longman BA8123 Brooks, I. and Weatherspoon, J The Business Environment: Challenges and Changes Prentice Hall BO7148 Dibb, S.,Simkin, L, Pride W. and Ferrell O.C Marketing: Concepts and Strategies. Houghton Mifflin Sig. BA7739 Hall, D et al 1993.Business Studies 2 nd ed. CPL BA8129 Jobber, David Marketing 2 nd ed. McGraw-Hill BA7769 Lines, Marcousé & Martin The Complete A-Z of Business Studies 2 nd ed. Hodder & Stoughton BA7791 Trevino, Linda and Nelson, Katherine Managing Business Ethics. Straight Talk About How To Do It Right. Wiley AP7109 Newspapers Financial Times (see Current editions available for reference in F-Building foyer Independent (see Daily Telegraph (see Guardian (http://www.guardian.co.uk) 5

6 Wall Street Journal New York Times Washington Post (http://interactive.wsj.com) (www.nyt.com) (www.washingtonpost.com) 6

7 Business Law SEMESTER: 3 ECTS Credits: 3 INSTRUCTOR: Horstmeier STATUS: Required PREREQUISITES: None Language English Objectives Concluding contracts means a lot of freedom for the parties recognize and use this opportunity Learning the foci and risks of long-term project contracts in international business Not: Replacing the legal department or spare an (inhouse) lawyer The areas of legislation, justice and law in the world Assumptions of contract drafting in the international business, based on a case Study Inhalt Business Law Part A I. Introduction II. III. IV. Sources of Law Methodology Basic Principles of Law 1. Private and Public Law 2. Private Autonomy 3. How to deal with legal persons Part B Who participates on legal Traffic? V. Participants on legal Relations 1. Natural Persons 2. Legal Persons 3. Partnerships 4. Commercial Persons, foundation of companies VI. VII. Commercial, Consumer Law Overview about Company Law - Private Partnership, commercial Partnership, Silent Partnership, ltd., Public stock company Part C General Principles on Contracts VIII. Contractual and Legal Relationsships 7

8 IX. Legal Declarations and Contracts Declaration, Strict conditions and General Conditions X. General Agency Important principles of agency, Power of Attorney, Consequences of Agency XI. XII. XIII. Commercial Agency General obligations of contracts Breach of Contracts Responsibility, Pre-contractual Responsibilities, Debtor s Delay, Non-Performance, Other Responsibilities, Consequences of Breach of Contract, Frustration, Long-term Contracts, Creditors Delay Part D Relationships to customers - Marketing XIV. XV. Objects of Legal relations Things, Rights Overview about Competition Law - Brands and Trademarks - Sales XVI. XVII. XVIII. Sales contract Obligations of Seller, Obligations of Buyer, Warranties and Guarantees, Sales Contracts with Consumers, Commercial obligation for examination and objection of goods, Reservation of Property, Special Forms of Sale Manufacturing contracts Service Contract XIX. The End of Legal Relation Performance - Distribution XX. Distribution Contracts Agent, commissioners, Franchise, Transportation & Stock Contract XXI. Debt Collecting Part E Contract with Creditors XXII. Sales-, Manufacturing-, Service contracts with creditors XXIII. Rental Contracts XXIV. Banking Contract General Bank Services, Loans, Termination of Loan, Consumer Loan XXV. Credit Securities Guarantee, Reservation of Property, Transfer of Property, Real Estate Part F Contracts with Employees 8

9 XXVI. XXVII. Individual Labor Law Collective Labor Law Part G Companies Risks XXVIII. Fraud XXIX. Damages, Penalty Calculation of Damage XXX. Product Liability XXXI. Insurances Part H Company Law XXXI. Concerns XXXII. Anti-Trust Law XXXIII. Mergers & Acquisistions XXXIV. Manager s Liability XXXV. Company s crisis and reorganisation, Insolvency Lehrmethoden Lessons to be hold by the lecturer, group work on cases; Kursmaterialien Slides and script of the lecturer; Regulations of the UNICTRAL on Sale of Goods; Michael Jewell, An Introduction to English Contract Law Teilnahmevoraussetzungen und Verbindungen zu anderen Kursen / Modulen./. Prüfungsleistung Students have to give a presentation plus paper p. 9

10 International Supply Chain Management ECTS Credits: 3 INSTRUCTOR: Schneider SEMESTER: 3 STATUS: Required PREREQUISITES: None 10

11 Project Management SEMESTER: 3 ECTS Credits: 1 INSTRUCTOR: Schneider STATUS: Required PREREQUISITES: None Language: (English, German) English Introduction/Content Successful project management is critically important in today s business world because it results in a more efficient utilization of resources, greater productivity, and enhanced profitability. This course shall provide the basic knowledge and skills required to manage any type of project, regardless of scope, complexity, or industry. Teaching Method Articles, information available on websites and the core text of instructor`s script on Project Management will be used as reading material. Case studies to be elaborated in groups are an important part of the exercise in order to show the necessity and complexity of Project Management. Participants of the course will have to do a presentation about their case study project for themselves and others to learn from. Prerequisites none General Learning Objectives and Sources Learning Objective: On completion of the course students should 1. become proficient in the use of project management tools such as work break-down structures, GANTT, CPM, and PERT techniques 2. estimate the impact of various risks on a project and how to assess, monitor, control, and manage these risks 3. learn how to manage diverse individuals and create a cohesive, high-performance project team 4. develop your overall professional skills in managing projects, thereby enhancing your value to your organization Recommended Sources: Instructor s script (available on university`s website) Articles as provided by the instructors Additional Sources: Deeprose: Project Management Operations and Technology, Capstone (2001) Pennypacker: Principles of Project Management, Project Management Institute (1999) Value SAP Project Management Methodology for accelerated implementations (2003 at Learning Objectives and Sources Learning Objective 1. To understand the importance of efficient Project Management and the characteristics of projects 2. to know the Project Life Cycle, its phases and the appropriate tools and techniques for each phase 11

12 3. Understanding the technical and interpersonal factors that can facilitate or hinder team performance 4. How to manage team interaction processes and organizational mechanisms that serve to support and encourage teamwork Session 1 Learning Objective: 1. to understand the need for Project Management and the characteristics of projects Content: project work in consumer and investment goods marketscharacteristics of projects and examples for projects heavy and light-weight projects project versus program Session 2 Learning Objective: 2. to learn about complexity of projects 3. to understand the necessity of project phases and their main steps Content: 4. handling complexity by defining projects phases and the main steps to be carried out 5. introduction to planning (defining), realisation and review phase Session 3 and 4 Learning Objective: 6. to know how to plan projects Content: 7. steps in project planning phase 8. importance and ways of establishing objectives 9. project definition 10. numeric and non-numeric methods for evaluating projects, e.g. Net Present Value, ROI, Factor-Rating-Method, 11. small exercises using different evaluation methods Project Management and Simultaneous Engineering 12

13 Session 5 Learning Objective: to know how to schedule a project Content: activity charts and work breakdown structure precedence graphs Gantt-Charts PERT and Critical Path Method small exercises to train the use of the above mentioned techniques and methods Session 6 Session 7 Session 8 Session 9 Learning Objective: to learn about organizational issues influencing projects to understand the role of a Project Manager, team members and the steering committee Content: project organization versus parent`s organisation types of organization for projects role of the steering committee important characteristics of a Project Manager important characteristics of team members Learning Objective: to learn about important tools to carry out projects Content: project kick-off agenda, minutes, task lists, software tools Learning Objective: to know how to control a project to learn about risk management Content: reporting importance of Risk Management steps of Risk Management (risk identification, risk verification, risk evaluation) strategies to handle risk Learning Objective: to adapt and use the learned skills Content: organizational issues forming groups of 4 to 7 students for case study introduction to case study Session 10 to 13 Session 14 Learning Objective: to adapt and use the learned skills Content: elaborating case study working in groups 13

14 Session 15 Learning Objective: to learn from each other`s results and experiences Content: organizational issues forming groups of 4 to 7 students for case study introduction to case study Content: course review exam preparation Assessment Each student will be required to make one group presentation. Assessment will be based on a final examination (100%). 14

15 Management of International Business Processes ECTS Credits: 3 INSTRUCTOR: N.N. SEMESTER: 4 STATUS: Required PREREQUISITES: None Language: English Content and Teaching Goals: The second component of the Process Management module, this semester 4 course continues our overview of business operations processes as introduced in the semester 3 Operations and Supply Chain Management course. More particularly, and building on the more functional content of semester 3, the present course, with a broader and more inductive and analytical approach towards the conceptual and managerial issues, seeks to teach students: How to analyze, design, execute, and improve business processes that fit their corporate and industry environment, and match business strategy; How to use basic methodologies and tools in order to adapt, improve, and optimize operations, logistics, product development, service, and business processes; How to measure the performance of a process, including concepts of measuring quality and productivity; and How integrating processes can make the most effective and efficient use of a company s resources, and understand the importance of such processes for competitive advantage. An additional goal is to build excitement about the power of applying the tools and concepts from this course to understanding and evaluating any (business) process, not just manufacturing, but service operations, project management, and new product development among many more. Tours of local operations, whether a factory, bank, or university may be organized as part of the course to reinforce student s learning; in addition, managers could be invited to speak about the role and management of processes in their companies. Possible topics to be covered include (tentative): Introduction to basic types of processes and process hierarchies: elemental vs. compound vs. business vs. managerial and organizational processes The elements of a process, how processes differ with regard to the tasks of operators and machines, and the flow of materials and information Techniques and tools for process improvement, e.g. Business Process Analysis and Reengineering Accumulating, using and managing knowledge for the development and improvement of new and existing processes, learning organizations Process benchmarking Integrated quality management (DIN/ISO, EFQM/EQA, ) Product Development Processes Process Costing and Process Performance assessment Processes as sources of complexity in organizations Industrial manufacturing vs. service processes Marketing and Customer Relationship Management processes The role of information technology in operations processes, including ERP The people side: managing processes and systems within a human community Processes and risk: How to design and evaluate processes in an environment of risk and uncertainty 15

16 Special topics of (current) interest, e.g.: Trademark selection, application, and enforcement; Web 2.0 and Community processes; (group) decision making processes; (group) creative processes. Teaching Methods: Interactive lectures and examples on process analysis, design, and execution, as well as preparation, analysis, and discussion of cases will expose the students to the major issues, problems, challenges, and realities of modern integrative business process management. The lecture topics, cases, readings, and class discussions will build on each other so that knowledge and skills gained in one topic will be useful later. In a seminar style environment, students are encouraged to articulate their own views, based on the semester three work in the OSCM course, and guided by a course structure that more flexibly includes basic as well as emerging concepts in process management. Prerequisites and Linkages to other Courses: Beyond successful completion of the OSCM course, students entering the course are expected to possess basic exposure to all functional areas of business as taught in semesters one and two of the IBM program, plus fundamental analytical and quantitative skills (including statistics, economics, and the use of microcomputer tools). The present course will be closely linked to the Semester 4 Strategy course which presents the concept of Value Chains, the so-called Activity-based view of the firm, and introduces Students to Resources and Capabilities as the building blocks of competitive advantage, all of these strategic instruments making use of process analysis and design methods. 16

17 Business Game SEMESTER: 4 ECTS Credits: 3 INSTRUCTOR: Conzelmann STATUS: Required PREREQUISITES: None Teaching Language: English Learning Objectives: Through the use of a PC-supported planning model, the students learn to cope with complex decisionmaking in a team in uncertain situations. They experience links to business management by adopting a holistic approach. This workshop focuses on learning about business by doing business. After this course students should be familiar with the planning of: - the marketing mix - the production capacities and investments - personnel - financial requirements as well as the interpretation of management accounting reports and financial results and the analysis of competitors activities. Contents / Course Outline : The course is divided into 14 sessions Session 1: - Introduction - Outline of the starting position of the companies - Definition of working groups (management teams) - Preparation of presentations concerning the features and key issues of the various functional areas (group work, to be continued after class) Session 2 Presentations of Expert Groups - Marketing and Sales - Purchasing and Inventory Management - Production and capital expenditure - Research and Development - Human Resource management - Finance and Accounting Session 3: - Presentation of the business environment in period 1 - Decisions period 1 (group work, to be continued after class) Session 4: - Analysis period 1 Focus on - marketing mix decisions and the resulting development of market shares - market research reports - Presentation of the business environment in period 2 - Decisions period 2 (group work, to be continued after class) 17

18 Session 5: - Analysis period 2 Focus on - investment decisions and the resulting utilization of machine capacity - production reports - Preparation of advertising concepts (group work, to be continued after class) Session 6: - Presentation of advertising concepts - Analysis period 2 Focus on - decisions concerning human resources and the resulting productivity of personnel - human resources reports - Presentation of the business environment in period 3 - Decisions period 3 (group work, to be continued after class) Session 7: - Analysis period 3 Focus on - decisions concerning the development of new products - financial reports - Preparation of presentations for the investors meeting (group work, to be continued after class) Session 8: - Presentations and discussion of companies strategy, performance and outlook by means of an investors meeting - Investing decisions of the individual participants Session 9: - Presentation of the business environment in period 4 - Outline of the advantages and disadvantages of product development and the introduction of exprt markets - Decisions period 4 (group work, to be continued after class) Session 10: - Analysis period 4 Focus on - financing decisions and the cash flow statement - Presentation of the business environment in period 5 - Decisions period 5 (group work, to be continued after class) Session 11: - Analysis period 5 Focus on - cost center and product costing - the interpretation of contribution margins Session 12: - Presentation of the business environment in period 6 - Decisions period 6 (group work, to be continued after class) Session 13: - Analysis period 5 Focus on - cost center and product costing - the interpretation of contribution margins - Preparation of the final Annual report and the presentation at the General Assembly (group work, to be continued after class) Session 14: 18

19 - General Assembly : Management presentations on the overall performance of the company - Presentation of final results - Review and course evaluation Teaching Methods : Computer simulation, group work, students presentations and discussions Course Materials: - Participants Manual TOPSIM General Management II - Participants software TOPSIM General Management II - Instructor s handouts Prerequisites and linkages to other courses : Linked to Corporate and International Finance (i.e. concerning Analysis of financial statements) as well as various general management-modules in the second and third year of study. Assessment: Students are required to run their company profitably and in a value-creating manner, perform presentations and write a summarizing report on the development of the company. 19

20 International Business Strategy SEMESTER: 4 ECTS Credits: 4 INSTRUCTOR: N.N. STATUS: Required PREREQUISITES: Successful completion of Semester 1+2 Requirements for grade group presentation (33%) exam (33%) term paper (33%) Grades 1,0 to 4,0 (pass); 5,0 (fail) Learning objectives We expect that students will leave the course able to analyse business problems and synthesize effective action plans, both with an eye towards general strategic, competitive, and international marketing issues, as well as towards concrete implementation steps on the operational level. This module should therefore help students to discover what makes a company successful, to develop students ability to master complex administrative processes, to understand and appreciate the dynamics of industry competition, and to sharpen students skills in presenting analyses and plans of action, both orally in class, and in writing. In addition, this module will deepen students understanding of advanced marketing issues, covering strategic and operational tools useful for managing the marketing function in an international environment. Lecture type and methods used Lectures on Strategic Management and International Marketing issues as well as preparation, analysis, and discussion of cases, and solving of problems, will expose students to the major issues, problems, challenges, and realities analysing, developing, and changing the organization s structures and processes to make (or keep) it effective and efficient under constantly changing circumstances. We will also study the decisions and leadership required of general managers when formulating corporate (and marketing) strategy and organizing the firm s resources to accomplish its goals and objectives. The lecture topics, cases, exercises, readings, and class discussions will build on each other so that knowledge and skills gained in one topic will be useful later. Furthermore, the students will demonstrate their strategic skills acquired throughout the course by submitting a comprehensive personal career strategy paper, due at the de-brief session by the end of the module. Contents We consider the present module to be a capstone module. It culminates large parts of the program and prepares Students for a responsible managerial position by dealing with organizations from a topmanagement point-of-view. The International Strategic Management module emphasizes two perspectives: Based on a thorough analysis of a complex business situation, it teaches students to formulate and implement a concise, comprehensive, and integrated set of decisions that attains organizational purpose. The strategic management process demands mastering a body of analytical tools, using sound judgment, and the ability to take a systems perspective: Students will be able to make use of much of what they have studied in the program so far. Similarly, the International Marketing part of the module, while providing a more functional orientation, is holistic and strategic in its approach and emphasizes decision making based on thorough analysis and understanding of problems and challenges arising from an international marketing setting. More particularly, for the Strategy component, we will begin by introducing tools for industry and 20

21 competitive analysis, the cases allowing us to build skills in applying these tools. Furthermore, students will be introduced to fields closely related to the Strategic Management field, namely game theory, strategic innovation management, hyper-competition, and new business strategies. Tentative breakdown of the Strategy component of the course into class sessions: Session 1: Two Views of Strategy An Introduction to the Course Session 2: Industry Analysis and Industry Attractiveness The Industry Environment Session 3: Strategy as the Art of creating Value The Resource Based View Session 4: Implementing Strategy Session 5: The Process View of Strategy of Emergent and Realized Strategies Session 6: Imitation, Appropriation, and Sustainability: Profiting from Strategy Session 7: Dynamic Strategy Hyper competition and competing in fast-paced industries The International Marketing component of the module will comprise three parts: PART ONE - Overview (1) The scope and challenge of international marketing (2) The dynamics of international trade (3) The cultural environment of international markets We will introduce the student to the environmental/cultural approach to international marketing and to three international marketing management concepts: domestic market expansion, multi-domestic marketing and global marketing. PART TWO - Developing Global Marketing Strategies (1) International marketing management: Planning and organization (2) International products and services: Global vs. local? (3) Pricing for international markets (4) International distribution channels: Exporting or local production? (5) Internationally integrated marketing communications We will discuss collaborative relationships, including strategic alliances, and recognize the importance of relations among firms, suppliers and customers in the success of the global marketer. We also elaborate on the 4 p s and the implications of the global market on products, prices, distribution, and communication. PART THREE - Implementing global marketing strategies (1) Negotiating with international customers (2) Understanding international regulators We will investigate the varying negotiation styles found among cultures and the importance of recognizing these differences at the negotiation table. Workload: In-class contact hours: 45 over 7 sessions plus de-brief (see content description above) for the Strategy component, 30 hours over at least 3 sessions for the International Marketing component.; Case preparation individual and in groups) for classroom discussion: 45 hours Preparation of article presentation (individual or group work): 20 hours Compiling and preparing personal career strategy paper, including background research: total 40 hours Literature Johnson, G., Scholes, K., Exploring Corporate Strategy, 6 th edition or later, Prentice Hall ISBN X ( J/S ) (Required text for Strategy component) Cateora, Philip R., Graham, John, L. (2005). International Marketing. New York: McGraw-Hill. 12th edition. (Online learning source available) Johansson, Johny K. (2003). Global marketing. New York: McGraw-Hill. 3rd edition. (No online learning source available) Cases: to be made available for preparation upon start of the module Additional readings and materials will be handed out in class 21

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