BS4S112 - Global Strategy and Emerging Markets 01 Sep 2020 - 31 Aug 2027 | Version 2
Associated Module Information
| Module Code: | BS4S112 | ||
|---|---|---|---|
| Module Title: | Global Strategy and Emerging Markets | ||
| Faculty: | Faculty of Business and Creative Industries | ||
| Faculty Group: | Global Business | ||
| Faculty Sub Group: | Global Business | ||
| Module Leader: | Adeyemi Aromolaran, Ahmed Abdullah | ||
| Module Team: | Filippos Proedrou, Scott Parfitt, Amy Nguyen, Navriti Gupta, Sriram Chinnadurai, Simon Thomas, Antara Arif, Gabor Horvath, Natalie Shawley | ||
| First Intended Intake: | SEP 2019 | Final Year of Intake: | |
| Date Closed: | |||
| Credit Value: | 20 | Credit Level: | 7 |
| Language: | English | ||
| Percentage of Module Taught in Welsh: | 0 | ||
| Equivalent Module: | |||
| HECOS codes: | 100078 - business and management | ||
| HECOS Code Weighting: | 100 | ||
Document Version Information
| Version | 2 |
|---|---|
| Valid From | 01 Sep 2020 |
| Valid To | 31 Aug 2027 |
Module Aims
The module aims to help students investigate and analyse the strategic decision-making processes of global and multi-national firms. The module is multi- disciplinary in nature and intends to bring together a range of perspectives and analytical techniques such as international economics, international business history, strategic management and organizational behaviour.
The module also focusses on Emerging markets or (E7) as against existing global economic superpowers guiding the students through the conditions and issues that exist within the market via development of illustrative case studies.
Content Summary
International business history (early forms of FDI and managerial capitalism, American multinationals and post-war recovery).
Globalization vs de-globalization and protectionism.
Business strategy and models.
BCG and Ansoff matrix, five forces and diamond model.
Mergers and acquisitions. Segment and competitor analysis. Strategic group mapping.
Strategic business unit.
Product life cycle and portfolio analysis.
International strategy vs global strategy (global integration vs national responsiveness).
Drivers for global strategic perspective.
Global business environment (analysis of internal environment, external macro environment and industry environment).
Global strategic implementation and innovation.
Global management of change. Mergers, acquisitions and alliances. Trade and integration.
Emerging markets and trends (Beyond G7 and BRICS, towards E7).
FDI trends in emerging markets, market potential and socio-commercial realities.
Learning and Teaching Methods
| Activity Type | Hours |
|---|---|
| Lecture | 10 |
| Tutorial | 24 |
| Independent Study | 120 |
| Directed Study | 40 |
| Groupwork | 6 |
| Total Hours Selected | 200 |
Learning Outcomes
| # | Learning Outcome |
|---|---|
| LO1 | To be able to identify and critically evaluate drivers and factors influencing global strategy within the context of an organisation. |
| LO2 | To be able to apply strategic tools, theory and principles to effectively develop a global strategy informed by research, analysis and synthesis of economic and market data. |
Module Requisites
N/A
Assessment Criteria
| Assessment Category | Assessment Type | Description | Duration | Word Count | Weight (%) | Best of? | Pass Mark |
|---|---|---|---|---|---|---|---|
| Oral Assessment (CW) | Presentation (CW) 1 | Boardroom presentation (group work) - Consultants presentation of the issues identified in the research phase of global strategy along with the relevant theoretical frameworks to be used for development for client organization. | 15 | N/A | 40 | No | 40 |
| Written Assignment (CW) | Case Study (CW) 1 | Develop a case study report that suggests the implementation plan for executing a global strategy for the client organization. | 0 | 5000 | 60 | No | 40 |
Assessment Matrix
| Assessment Type | Learning Outcomes | ||
|---|---|---|---|
| LO1 | LO2 | ||
| Presentation (CW) 1 | ✔ | ✔ | |
| Case Study (CW) 1 | ✔ | ✔ | |