Shaheed Sukhdev College of Business Studies,

University of Delhi.

INTERNATIONAL MARKETING
BMS Sem 5, AY 2019-20
COURSE PACKAGE

NOVEMBER 30, 2019

Prepared By: (Mr.) TUSHAR MARWAHA
Shaheed Sukhdev College of Business Studies (University of Delhi), India
 Shaheed Sukhdev College of Business Studies,
University of Delhi.
Table of Contents
SECTIONS ...........................................................................................................................................- 3 -
SESSION PLANNING ............................................................................................................................- 3 -
COURSE OBJECTIVES ...........................................................................................................................- 3 -
STUDENT LEARNING OUTCOMES ........................................................................................................- 3 -
STUDENT LEARNING INPUTS AND EXPECTATIONS ...............................................................................- 4 -
COURSE COVERAGE ............................................................................................................................- 4 -
COURSE AND TOPICS OUTLINE ............................................................................................................- 5 -
ASSESSMENT PLAN .............................................................................................................................- 8 -
PEDAGOGY .........................................................................................................................................- 8 -
SEGMENT WISE BREAK-UP ..................................................................................................................- 9 -
LIST OF ARTICLES TO BE COVERED ..................................................................................................... - 16 -
LIST OF CASE STUDIES TO BE COVERED .............................................................................................. - 22 -
LIST OF SUGGESTED READINGS ......................................................................................................... - 23 -
SYLLABUS ......................................................................................................................................... - 24 -
READINGS ........................................................................................................................................ - 24 -
ANNEXURES ..................................................................................................................................... - 24 -
1. GUIDELINES FOR TERM PAPER SUBMISSION ............................................................................................. - 24 -
2. CRITERIA FOR AWARDING ATTENDANCE MARKS ....................................................................................... - 26 -

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Sections
BMS 3M = 5 classes + 1 tutorial per week

Session Planning
Total Time = 16 weeks
Useful time = 14 weeks (minus scheduled holidays, 1 week mid-sem break, college events etc.)
5 classes per week = theoretical total = 14 X 5 = 70 classes total.
Usable = ~65 classes @ 60 mins.
1 tutorial class per week = theoretical total = 14 X 1 = 14 tutorials total.
Usable = ~13 tutorials @ 60 mins.
Total Usable interactions (classes + tutorials) = ~78 sessions @ 60 mins.

Course Objectives
A. Business activities are all about managing the variables in an effective and efficient
manner. Doing business in multiple countries only increases the quantity and quantum of
these variables. Planning plays a vital role in the smooth conduct and growth of any
business venture.
B. Identify and understand the various cultural and regional variables (and their degree of
impact) and how they impact businesses in the short-term and long-term future; what
companies can do to utilise these variables and mitigate their impact.
C. Understanding and working with market dynamics and variables are important for deciding
the future direction of the business; understanding and managing of such situations can
provide immense growth opportunities or can affect the very survival or demise of the
business.
D. Theoretical groundings and frameworks are essential to provide a firm base for analysing
the business environment and identifying potential opportunities and threats.
E. Understand the nuances of international marketing related activities such as advertising,
pricing, supply chain management, market entry, branding and customization etc.
F. Identify and acquire some the skills needed to be a better business manager and be able to
anticipate changes in the operating environment of the business on a global level.
G. Read, understand, relate and be able to utilise/implement the ideas of great thinkers and
researchers in the field of global business, marketing and management.
H. Be able to relate to past and present examples and activities in the field of business; on a
global level

Student Learning Outcomes

At the end of this course, the student participants should be able to:
1. Identify the key skills that a (good) business (international) manager should have.
2. Understand how the business environment affects a business; articulate the various factors
and how they affect a business.
3. List the various business opportunities that are available for any business venture.

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4. Understand the various tools and actions that a business has and can undertake to find (or
identify or utilise) a beneficial situation within a given operating (business) environment.
5. Have a fair and wholesome understanding of how any business operates.
6. Understand how businesses achieve growth (with focus on international expansion,
operating in multiple markets, new business opportunities, market analysis etc.)
7. Articulate the various support systems that a business can use and access (governmental
interventions and policies; operating market level advantages such as access to capital,
quality and quantity of labour available; availability of land; size, purchasing power and
buying behaviour of the target market; MNC level advantages; etc.)
8. Elaborate on the nuances of operating an MNC or a business activity at an international
level with the associated advantages and disadvantages thus applicable.
9. Present fairly viable options and strategies for growth and the effective (conduct)
management of any business activity.
10. Have a good corpus of examples (of good and bad strategies, business activities and
failures etc.) from the world of business; at the international and Indian level.

The student learning outcomes are directly affected by effective management of the inputs and
expectations (as below). Your active participation in the class is both encouraged and
recommended for you to be able to derive maximum benefit from the course and the time you’re
investing in the classroom.

Student Learning Inputs and Expectations

This course requires a lot of discussion and preparation at the part of the students so as to be able
to derive maximum benefit from the same.

The teacher of this course expects the following:

1. Regular attendance, over 75% of total lectures delivered
2. Diligently and thoroughly reading all the assigned articles, reports and case studies before
coming to the class
3. Keeping mobile phones on silent mode and restricting their usage to the bare minimum
4. Actively participating in and contributing effectively to all the classroom discussions
5. Submitting all assignments etc. on time and in the specified manner
6. Refraining from cross-talking and one-on-one discussions
7. Asking pertinent questions to encourage further discussions

Course Coverage
The course aims to include the following topics in this structure:

1. Introduction) (Lectures: Approx. 8)

Introduction; Reasons behind international expansion; types of MNCs; Expatriates and Inpatriates;
Stages of International Exposure; Global Marketing, Using Social Media tools.
2. Factors Impacting International Marketing (Lectures: Approx. 15)
National-level variables, regional trading blocs; Physical variables, Geographic distance, Grouping
of industries in specific areas/regions, Environment specific impacts, Distribution of Natural
Resources; Cultural Variables, Impact on doing business (Distance, Power, Decision Making, People

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Management, Delegation, Corruption, Quality Benchmarks Etc.), Gender biases, Festivals, Buying
Behaviour; PESTEL; Porter’s Diamond Model; Positioning; Protectionism and its impact on
international trade.
3. Market Analysis (Lectures: Approx. 17)
Porter’s Five Forces Model; Ghemawat’s CAGE framework; Globalisation; Demographics and
Segmentation; Assessing Market Potential, How markets behave, Selling in specific markets
(Developed, Developing, Post-Communist); “Right” Market to enter and “Right” Time to enter;
What (mis-selling, outdated products), Where, Why, and How are we selling; Customer needs (of
the new/foreign market); Location of manufacturing facilities; Labelling and Packaging (Export and
Retail); Selling to and in emerging markets; Concerns and issues with available market analysis
tools.
4. Seeking Advantages at the International Level (Lectures: Approx. 20)
Strategic (and global) Alliances; Global level of competition; Product Development; E-Commerce
and Changing International Marketing Paradigms; Supply Chain as a source of International
Advantages; Managing International Sales (Channels and Logistics); International Advertising and
Promotions; Pricing for international markets, Pricing wars (War Chests), Approaches – Full-cost
v/s Variable, Skimming v/s Penetration (non-numeric), factors influencing pricing; Implementing a
Global Marketing Strategy; Support Mechanisms for Exports and International Trade, Export
Infrastructure and Assistance in India, ITPO; International Payment Methods, Finance and Raising
Funds, Taxation and Tax Havens, Marine and Cargo Insurance.

Course and Topics Outline

The following topics (and more) would be taken up in this course:

1. Introduction to the topic

a. Define and Characterize the subject
b. Why do companies go abroad?
c. Historical International trade*
i. Examples, Concerns and Issues
2. International Companies
a. Define an MNC and what it does*
b. Types of MNC's
i. Domestic
ii. Regional
iii. Multi-domestic
iv. MNC
v. Global
c. Characteristics
i. Expatriates and Inpatriates
d. Examples
e. Concerns
f. Stages of International exposure
i. Entry selling via Third-Party vendors
ii. Licensing
iii. Franchising
iv. JV’s

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v. Own Sales
g. Stages of International Marketing Involvement/Exposure*
i. No Direct Foreign Marketing
ii. Infrequent foreign marketing
iii. Regular foreign marketing
iv. International marketing
v. Global marketing
3. Factors Impacting International Marketing
a. National Variables
i. What do we mean by this term*
1. Regional blocks, EU, ASEAN, NAFTA etc.
2. Characteristics and level of impact on international Marketing
3. Grouping countries for International Marketing activities
ii. What sort of differences exist among nations (describe)
b. Physical Variables
i. Geographic Distances
ii. Grouping of industries in specific areas/regions
iii. Environment specific impacts
iv. Distribution of Natural Resources
c. Cultural Variables
i. Different cultures within India and across the world
ii. Cultural Variables and Impact on doing business
1. Ways of working (distance, power, decision making, people
management, delegation, corruption, quality benchmarks etc.)
2. Needs and wants
3. Dates /Festivals and periodic specificity of sales
4. Gender ideas (bias, taboo, buying authority, purchasing power)
iii. Cultural Variables and buying behaviour
d. Environmental Variables
i. PESTEL etc. (Political, Social, Cultural, Legal, Environmental, Economic,
Climate, Corruption, Technological, Favouritism and related issues etc.)
ii. SWOT
iii. Porter’s Five Forces
e. Globalization and Outsourcing
f. Degree of success and failure of companies trying to overcome these challenges*
4. Market Analysis
a. Market Research
i. Demographics (Defining the markets)
ii. Segmentation
iii. Assessing Market Potential
iv. Which Market(s) to Enter and How
v. “Right” Market to enter and “Right” Time to enter
b. How markets behave
c. Selling in specific markets*
i. Developed
1. North America, Western Europe, Japan, S. Korea, Taiwan, Oceania,
China

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ii. Developing
1. North and South Africa, West and East Africa, Middle East (Asia),
South-East Asia, South America, Central America
iii. Post Communist
1. Russia, Eastern Europe, Central Asia, Cuba, Central Africa
iv. Concerns & Issues
5. International Marketing and Sales
a. Marketing Questions
i. What, Where, Why, and How are we selling
ii. When are we selling (time in history, economic situation, social situation)
iii. What are the prevalent ways of marketing existing there
iv. What do the customers want and need there?
b. Key Concerns
i. Selling the same products and/or Similar products
ii. Selling inferior and low(er) quality products and/or Outdated products
iii. Mis-selling
iv. Selling under different brand names*
v. Brand association, recall and blame management
6. Seeking Advantages at an International Level
a. Strategic (and global) Alliances
b. Global level of competition*
i. Advantages and disadvantages
ii. Transferring culture specifics to different markets
c. Product Development
i. Products and Services being sold/offered*
ii. To Import, Buy and/or Export from and to particular markets
d. E-Commerce and Changing International Marketing Paradigms
e. Supply Chain as a source of International Advantage
7. Managing International Sales
a. Channels for Marketing
b. Logistics Management*
i. Production facilities
ii. Warehousing and shipping facilities
iii. Distribution systems and partners
c. International Advertising and Promotions
i. Multi-domestic and/or International
ii. Cultural Challenges and Preferences
iii. Getting the message across effectively (Challenges, Workarounds)
d. Pricing for Int'l markets
i. Policies
ii. Pricing wars (War Chests)
iii. Approaches – Full-cost v/s Variable, Skimming v/s Penetration
iv. Influencing Factors – Taxes, Inflation/Deflation, Exchange rates, Middlemen
v. Effects of Pricing (Price Escalations)
vi. Countertrade
vii. Transfer Pricing
e. Negotiating with int'l customers

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f. Implementing a Global Marketing Strategy
8. Support Mechanisms for Exports and International Trade
a. Export Infrastructure and Assistance in India
i. Policies
ii. Systems in place
iii. Future policy level changes and scope
b. Finance related concerns
i. Int'l Payment Methods – LC and Bills of Exchange etc.
ii. Int’l Finance and Raising Funds
iii. Taxation and Tax Havens
iv. Marine and Cargo Insurance
c. ITPO and Support for Exports
i. Quality Control and Inspections
ii. Labelling and Packaging (Export and Retail)

Assessment Plan
Total Marks = 100 (75 End-term and 25 Internal Assessment)

Total Internal Assessment Marks: 25

a. Class Participation: 12
Based on the student’s participation within the classroom and dependent of his
contribution in terms of examples and inputs; her preparation of the assigned course work;
his attitude in class and her overall behaviour in class. These marks are purely based on the
instructor’s perception of the student in this particular set of classes; and in no way do
they reflect upon the broader capabilities and behaviour of the student outside this
classroom.
b. Term Paper: 8
A term paper based on an instructor assigned topic (related to IM) is to be collected from
all students. The relevant guidelines for the same are appended in Annexure 1.
c. Attendance: 5
As per University of Delhi rules; 5 marks have been reserved for attendance of the student
in the classes held. These are awarded by the college admin as per the relevant DU rules.
The relevant scoring is appended in Annexure 2.
Note:
1. Internal Assessment marks would be communicated separately to the students at the end
of the semester and shared with the college admin for relevant administrative processing.
2. The other 75 marks would be adjudged based on the student’s performance in the end-
semester written exam.

Pedagogy
This course would be taught with the help of the following tools:
1. Articles from HBR, S+B, SMR and McKinsey
2. Reports from HBR, S+B, MIT-SMR, McKinsey, ECFR and BBC
3. Case studies from HBR

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Theoretical inputs where needed, would be taken from books mentioned in the Readings section
of this document.
However, majority of the input would be from external sources as mentioned above.

Segment Wise Break-up

Segment 1 (Introduction to IM)
1. Description
A. Intro, layout of the course, details of internal evaluation. B. Understanding the concept
of International Marketing as a whole. C. Understand how trade operated on a global level
in history. D. Analyse the birth of the modern definition of an MNC since the 17th century.
E. Understand how MNCs are formed and operate across the world. F. Identify the various
types of MNCs and their characteristics. G. Understand the concept of Expatriates and
Inpatriates. H. Determine why companies need to sell outside of their home market. I.
Understanding how particular companies evolved into MNCs.
2. Learning Objective
A. Understand how MNCs operate across different market across the globe. B. Discuss how
MNCs evolved over time to the modern-day definition. C. Identify the key characteristics
and determinants of modern trade on a global/international level. D. Elaborate upon the
various problems that companies face while operating on a global level. E. Identify the
reasons that push a company to become an MNC. F. Determine the various stages of the
development of an MNC.
3. Topics Covered
International Marketing, Global Marketing, MNCs, Types of MNCs, Stages of evolution of
an MNC.
4. Articles
i. End of Corporate Imperialism. Prahalad, C.K. & Lieberthal, Kenneth. ii. Do You Really have
a Global Strategy? Prahalad, C.K. & Hamel, Gary. iii. Does Your Company Have What It
Takes to Go Global? Quackenbos, D., Roth, M.S., Ettenson, R. & Auh, S.
5. Examples
A. British and Dutch trading empires in the 17th, 18th and 19th centuries. B. Modern MNCs
since the Industrial Revolution. C. Politics and MNCs. D. Numerous MNCs from USA, EU,
Japan, S-E Asia and China. E. Indian MNCs.

Segment 2 (Entering New Markets)

1. Description
A. Analysing the reasons behind an MNC’s foray into international markets is important as
this will determine the depth of the company’s involvement with its international foray
and the level of resources that it wishes to deploy in support of this move. B.
Simultaneously, being able to analyse the specific market(s) it wishes to enter will also help
determine the level of success that it may enjoy in that new market. C. Entering new
markets is a delicate endeavour and has the potential to shape the future of the company.
Thus, it needs to a planned and well thought out activity.
2. Learning Objectives
A. Identify the various reasons behind a company’s international expansion. B. Articulate
the various pros and cons of such reasons. C. Discuss how these reasons can impact the
level of effort expended by the company in this endeavour. D. Analyse the reasons for

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failure of international expansion. E. Determine some ways through which a company can
study the potential market(s) it wishes to enter and what pitfalls it should be careful of. F.
Understand the various unique needs to any new market an MNC wishes to enter.
3. Topics Covered
International expansion; New market analysis; Resource commitment for international
expansion; Reasons for failure of international expansion.
4. Articles
i. Marketing Myopia. Levitt, Theodore. ii. Distance Still Matters - The Hard Reality of Global
Expansion. Ghemawat, Pankaj. iii. Managing Differences - The Central Challenge of Global
Strategy. Ghemawat, Pankaj.
5. Examples
MNCs from Japan, MNCs from the USA, MNCs entering India (esp. since the LPG policy of
1991), China emerging as a global manufactory (since 1978), Japanese automakers in the
USA and Western Europe in the 1970’s.

Segment 3 (Globalization and Outsourcing)

1. Description
A. Business activities have become global especially since the past 70 years of so (post
1945) with associated advantages and challenges being faced in all markets across the
world. The goal is to be able to list these advantages and challenges and discuss how best
these can be used and/or circumvented/mitigated. B. Many MNCs have been guilty of
foisting their own narrow world-views onto their new markets and treating these new
markets incorrectly for a want of information, on-ground understanding, narrow vision and
biases. This has led to numerous instances of MNCs having to radically adjust their
strategies or withdraw completely from their new markets at the cost of goodwill, brand
and treasure. More understanding is required for this. C. Having a global strategy to deal
with the nuances of the emerging markets is a necessity and yet many MNCs have failed to
either grasp this or have done so imperfectly at the cost of loss of potential opportunities.
The discussion is centred on the various components of a global strategy and their various
iterations and real-world implementation.
2. Learning Objectives
A. Identify the factors that have helped globalisation in trade and commerce on a global
scale since 1945. B. C. Elaborate on how MNCs can effectively manage differences across
their global operations.
3. Topics Covered
Globalisation; Global expansion; Global strategy; Segmentation; Bottom of the pyramid;
Differences; Market Study; Market Entry; Licencing; Franchising; Joint Ventures (JVs);
Emerging markets; Regiocentric; Polycentric.
4. Articles
i. Don’t Think Global - Think Regional. Moore, Karl & Rugman, Alan. ii. Regional Strategies
for Global Leadership. Ghemawat, Pankaj. iii. Strategist’s Guide to China’s Belt and Road
Initiative. Wijeratne, D., Rathbone, M. & Wong, G. iv. Government in Your Business. Reich,
Robert, B.
5. Examples
Outsourcing, the Ship-breaking industry in Bangladesh and Alang (Gujarat, India),
Companies operating in South-East Asia, Portuguese and French companies doing business
in their former African colonies.

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Segment 4 (Variables 1: National and Physical)

1. Description
A. Every country is different. In many countries such as India, even the various provinces
and states exhibit marked differences in their purchasing behaviour, consumption patterns
and needs and wants. Being able to cater this level of variety is quite difficult and frankly,
quite expensive. Therefore, companies selling in international markets try to seek out
commonalities that can be exploited to reduce costs while meeting the needs of the
customers in an effective manner. B. In many cases, such differences can stem from the
natural environment of the specific market and then products, offerings and the marketing
mix needs to be tailored accordingly. C. Making sense of all these variables requires a lot of
research and study; more so when the company is entering a new market for the first time.
D. A thorough analysis of all such variables would be useful for the company’s long-term
survivability in this new market. E. Some these differences could include nearness to the
sea, dominant language of the country, PESTEL situation, physical environment of the
country and logistical challenges etc.
2. Learning Objectives
A. Identify the various differences due to national and physical variables. B. Discuss how
such differences can impact the offering and marketing mix of the company in the
particular market. C. Elaborate on some of the ways through which companies seek to
mitigate, capitalise on and overcome such differences. D. Articulate suggestions that can
be used by specific companies/products in such situations.
3. Topics Covered
Purchasing behaviour; National level variables; Physical variables; Offerings and Marketing
mix; Dominant language.
4. Articles
i. Global Business Speaks English. Neelay, Tsedal. ii. New Rules of Globalization. Bremmer,
Ian. iii. What Uber's China Deal Says about the Limits of Platforms. Ghemawat, Pankaj. iv.
Globalization Backlash Is Reverberating Through Boardrooms. vMoyo, Dambisa. v.
Worldwide Web of Chinese Business.* Kao, John J.
5. Examples
Rise of the Japanese and German economies after the WW2, the Asian Tiger economies of
the early 1990’s, Tolaram Group (Nigeria), Olam International, Toyota and other Japanese
automakers entering USA and Western Europe in the 1970’s and 1980’s, Oil shocks of the
1970’s and their impact on the Western world and the Middle Eastern economies, long-
term impact (trade, language, economy, agricultural practices etc.) on former European
colonies in Africa and Asia.

Segment 5 (Variables 2: Culture and Business Environment)

1. Description
A. Continuing from Segment 4, this segment seeks to look at variables based on culture
and the business environment of the country which the company wishes to enter. B. Such
differences are more subtle, less articulated, difficult to quantify and more difficult to
address. C. Cultural and business challenges abound; such as ease of doing business,
relevance of specific symbols (and colours for example) in specific cultures, religions,
patterns of greetings, personal space, personal boundaries, family ties and socio-political

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scenario etc. D. These have a bigger impact on the offerings and marketing mix of the
company and are actually more crucial to its long-term survivability in the new market.
2. Learning Objectives
A. Identify the various differences due to cultural and business environment variables. B.
Discuss how such differences can impact the offering and marketing mix of the company in
the particular market. C. Elaborate on some of the ways through which companies seek to
mitigate, capitalise on and overcome such differences. D. Articulate suggestions that can
be used by specific companies/products in such situations.
3. Topics Covered
Culture; Religion; Ease of doing business; Happiness index.
4. Articles
i. Competitive Advantage of Nations. Porter, Michael E. ii. Executives Need to Know How
Trade Deals Shape Their Markets. Busch, Marc L. iii. Being the Boss in Brussels, Boston, and
Beijing. Meyer, Erin. iv. How to Successfully Work Across Countries, Languages, and
Cultures. Neelay, Tsedal. v. Leading Across Cultures Requires Flexibility and Curiosity.
Rowland, Deborah. vi. Managing Multicultural Teams. Brett, J., Behfar, K. & Kern, M.C. vii.
When Cultural Differences Interfere with Your Time. Molinsky, Andy. viii. Building Rapport
Across Cultures. Johnson, Whitney.
5. Examples
Coca-Cola in India, Thumbs-up, General Motors in India, KFC’s first foray into India, effect
on India after the Liberalization policies of early 1990’s, Impact of Dien Bien Phu and the
Algerian withdrawal on French culture, Post-Soviet Eastern Europe, Brexit, China’s push
into Africa, long-term impact (culture, language, trading partners, post-independence
interference etc.) on former European colonies in Africa and Asia.

Segment 6 (Emerging Markets)

1. Description
A. In the unique situation of today’s economy, majority of the growth potential available is
skewed in favour of emerging economies. What they have historically lacked in terms of
infrastructure, poor business practices and potential is amply being offset by their
increasing population, newer economic opportunities and a population that is actively
seeking an improvement in themselves and their standards of living. B. This is
counterpointed by the slowdown in growth and potential being experienced by the
hitherto valuable economies of North America, Europe, Japan and South-east Asia. C.
Emerging economies are projected to offer great growth potential in the near future and a
large number of companies are either making or contemplating a move to offer their
various products and services to emerging economies. D. However, the panacea that these
emerging economies offer is offset by the various difficulties in doing business with and in
them. The potentials needs to be taken with a pinch of salt and companies are well advised
to enter such markets with their eyes wide open and with a willingness to embrace the
uniqueness of these emerging markets otherwise, their international forays would come to
grief and soon. E. No longer should these emerging economies be seen and used as a
dumping ground for obsolete technologies, outdated notions of needs and demands and
ridiculous prejudices. Rather, these emerging economies should be seen as the next
growth wave in global commerce. F. Companies wishing to enter and operate in such
markets have to be more flexible and innovative than ever before. Such innovations have
and should continue to find their way back to the parent countries. G. Also, today’s new

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wave of international companies are coming from emerging economies like India and
China and such companies are already making significant investments in the erstwhile
prime economies; causing significant angst and revival of protectionist measures, affecting
all involved parties.
2. Learning Objectives
A. Discuss how the so-called “emerging markets” have changed in the past 20-25 years and
how MNCs need to re-calibrate their approaches to serve these markets, if at all. B.
Entering new markets is a risky activity, so MNCs look for ways of mitigating their risk on
entry. Understanding the pros and cons of each of the market entry strategies (Direct
Sales, Licencing, Franchising, Joint Ventures (JVs) and Own operations) is important when
identifying which approach to use and for what type of product/service/industry. C.
Discuss how MNCs have been found guilty of improper study before entering a new market
and how this affects the future of their expansion into the new market.
3. Topics Covered
4. Emerging markets; Protectionism; Licencing; Franchising; Joint Ventures; Adapting to
emerging markets; Reverse innovation; Globalisation.
5. Articles
i. Fortune at the Bottom of the Pyramid. Prahalad, C.K. & Hart, Stuart, L. ii. New Ways to
Win in Emerging Markets. Wijeratne, D., Oberoi, G. & Tripathi, S. iii. Competitive
Advantage (Creating). Rivkin, Jan & Ghemawat, Pankaj. iv. Delivering World-Class Health
Care, Affordably. Govindarajan, Vijay & Ramamurti, Ravi. v. Strategies That Fit Emerging
Markets. Khanna, T., Palepu, K.G. & Sinha, J. vi. How Multinationals Can Adapt to a Political
Mood That Doesn't Care for Them at All. Taliente, Davide & Windorfer, Constanze.
6. Examples
MNCs from India and China, Chinese and Indian investors and companies buying up assets
and brands in Europe and the USA, Growth in protectionism and right-wing nationalist
trends and policies, Huawei, angst against Chinese investors in places such as New Zealand,
Australia, Western Europe, the USA and parts of Africa.

Segment 7 (Demographics and Segmentation)

1. Description
A. Understanding how to segment a market and how to analyse and interpret the
segmentation data is of vital importance for the success of any foray into a new market. An
ivory tower mentality can have serious consequences for the MNC. B. The hitherto
overlooked bottom end of the segmentation pyramid offers great opportunities to
companies facing an exhaustion in their primary markets and customer segments; but a lot
of listening, innovation and customization is required to be able to find success at this
level. C. Understanding the local market and its mores assumes importance.
2. Learning Objectives
A. Identify the various demographic variables that can be used to segment the market. B.
Understand how to use demographics data for customising the offerings and service mix.
C. Discuss the various pros and cons of demographic segmentation and its impact on the
company’s operations.
3. Topics Covered
Segmentation; Demographics; Demographics divided; Incorrect segmentation; Too much
segmentation.
4. Articles

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 Shaheed Sukhdev College of Business Studies,
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i. Segmenting the Base of the Pyramid. Kasturi Rangan, V., Chu, M. & Petkoski, D. ii.
Rediscovering Market Segmentation. Yankelovich, Daniel & Meer, David. iii. Fortune at the
Bottom of the Pyramid. Prahalad, C.K. & Hart, Stuart, L.
5. Examples
No specific examples.

Segment 8 & 9 (Which “Market” to Sell To) & (Selling in Specific Markets)
1. Description
A. Since business has become global, the challenges that a single business based in a
particular company faces have also become multi-faceted and numerous. A business faces
challenges from areas as diverse as social change, war, governance (quality and/or changes
in leadership) politics, corruption, ease of doing business, protectionism, coups and raw
materials; and has to constantly adapt to succeed. Discussing these challenges and their
various impacts would be enlightening. B. Apart from business level challenges, MNCs also
face people challenges in two forms; as employees and as customers and/or stakeholders.
Being able to manage their expatriates, local talent hiring, training and career
advancements, giving better value proposition(s) for their stakeholders (e.g. direct sales
agents) and finessing the use of local talent and expatriates is important for the stability of
the company’s strategies for a particular operational market. Studying these is very
relevant. C. Moving a business activity from the home country to a new non-home market
is challenging and carries a high degree of risk. Preparation and planning can help mitigate
these risks. Learning from examples of failure and success is useful in building our
repertoire of knowledge and best/bad practices. D. In particular, non-home movement into
emerging markets is altogether more rewarding and riskier than moving to similar markets.
MNCs need to tailor their strategies to be able to cater to the needs and desires of the
customers in these markets and should also adjust their own sights and goals accordingly.
MNCs that have been able to customise their strategies for emerging markets have
invariably been more successful than those MNCs which have attempted to penetrate
emerging markets with either outdated or half-baked product and service offerings and/or
marketing strategies. There is a lot of learning to be had from their experiences. E. Joint
ventures, licensing and franchising agreements are valuable ways through which
companies can enter new markets while managing their risks better. However, these have
their own advantages and disadvantages and an MNC has to figure out which option(s)
is/are most suitable and manage them accordingly. A study of many such events yields
interesting insights and learnings.
2. Learning Objectives
A. Identify the major challenges that an MNC faces in doing business especially in non-
home and new markets. B. Understand the role and importance of people management in
the success of an MNC’s movement into a non-home market. C. Discuss the particular
challenges that an emerging market can and does pose for an MNC. D. Elaborate on the
various strategies that an MNC can use to establish itself favourably in its non-home
markets. E. Elucidate on the need and relevance of customising the MNC’s offering for non-
home and emerging markets. F. Analyse the various options for market entry that an MNC
can use for entering new markets.
3. Topics Covered

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 Shaheed Sukhdev College of Business Studies,
University of Delhi.
Protectionism, Licencing, Franchising, Joint Ventures, Socio-political challenges, Supply
Chain management, Emerging markets, Barriers to trade, Intellectual Piracy, Anti-trust
regulations, Adaptation of business practices.
4. Articles
i. Emerging Giants - Building World-Class Companies in Developing Countries. Khanna,
Tarun & Palepu, Krishna G. ii. How Emerging Giants Can Take on the World. Jullens, John.
iii. High-Growth Emerging Economies and the Companies that Propel Them. McKinsey
Global Institute. iv. What Companies Have Learned from Losing Billions in Emerging
Markets. Reilly, E., Klick, J. & Hochberg, N. v. The family-business factor in Emerging
Markets. McKinsey Global Institute. vi. 3 Reasons Global Firms Should Keep Investing in
India. Govindarajan, Vijay & Venkatesan, Ravi.
i. Perils of Partnering in Developing Markets. Thompson, Steven J. ii. Return of the Global
Brand. Quelch, John. iii. How Global Brands Compete. Holt, Douglas B., Quelch, John A. &
Taylor, Earl L. iv. The Growth Opportunity That Lies Next Door. Jones, Geoffrey G. v. What
U.S. CEOs Can Learn from GM's India Failure. Bagla, Gunjan and Govindarajan, Vijay
5. Examples
Coca-Cola in India, Thumbs-up, General Motors in India, KFC’s first foray into India,
McDonald’s in India, Hettich in India, Yum Foods in China, Starbucks in China, Israel and
Italy, Kellogg’s in India, Daikin air conditioners, Skoda in India, IKEA’s entry into India,
Protection and Tariff wars between China and the US under the Trump Administration,
Brexit, Volvo in India, Intellectual Piracy (Microsoft, generic drugs, fashion labels etc. and
the entire imitation industry in China and parts of S-E Asia), Anti-trust regulations, Supply
chain issues in serving emerging markets, Apple in India.

Segment 10 (Basic International Marketing Concerns)

Segment 11 (Global Alliances and Competition)
Segment 12 (Sources of International Competitive Advantage)
Segment 13 (Logistics, Advertising and Channels)
Segment 14 (Pricing, Negotiations, Implementation)
Segment 15 (Exploratory Discussions)
1. Description
A. These 6 segments are being taken together as many of the concerns and problems that
have been discussed under them are overlapping and are part of an entire linked chain of
discussions. B. The segment titles are self-explanatory. C. Their discussion points have been
captured in classroom discussions and case studies.
2. Learning Objectives
Self-explanatory LOs.
3. Topics Covered
Self-explanatory TCs.
4. Articles
(10) i. Get Buy-in for Your Global Strategy with Local Partners. Knight, Kip. ii. How to Solve
the Cost Crisis in Health Care. Kaplan, Robert S. & Porter, Michael E. iii. Warning Sign from
Global Companies. Slaughter, Matthew J. & Tyson, Laura D.
(11) i. How GE and IBM are Playing Global Development to Win. Berman, Jonathan. ii. How
to Win in Emerging Markets - Lessons from Japan. Ichii, S., Hattori, S. & Michael, D.
(12) i. Sustainable Advantage. Ghemawat, Pankaj. ii. How Israeli Firms Go Global. Friedrich,
J., Noam, A. & Ofek, E. iii. Growth Outside the Core. Zook, Chris and Allen, James. iv. 7 Traits

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 Shaheed Sukhdev College of Business Studies,
University of Delhi.
of Companies on the Fast Track to International Growth. Kelly, Nataly. v. The New,
Improved Keiretsu. Aoki, Katsuki & Lennerfors, Thomas, T. vi. Don't Write Off the (Western)
Focused Firm Yet. Vantrappen, Herman & Deneffe, Daniel.
(13) i. Most Common Mistakes Companies Make with Global Marketing. Kelly, Nataly. ii.
How Unilever Reaches Rural Consumers in Emerging Markets. Mahajan, Vijay. iii. Why
Sourcing Local Food is so Hard for Restaurants. Torres, Nicole. iv. Transforming Health Care
from the Ground Up. Govindarajan, Vijay & Ramamurti, Ravi.
(14) i. Global Companies Need to Adopt Agile Pricing in Emerging Markets. Bozadzhieva,
Martina. ii. Good-Better-Best Approach to Pricing. Mohammed, Rafi. iii. Hidden Challenge
of Cross-Border Negotiations. Sebenius, James K. iv. Navigating the Cultural Minefield.
Meyer, Erin.
(15) i. Africa: A Crucible for Creativity. Leke, Acha & Yeboah-Amankwah, Saf. ii. Inside the
Digital Factory. Geissbauer, R., Schrauf, S. & Berttram, P.
5. Examples
Examples from Reading list of articles as above.
6. Case Study(ies)
(12) i. Competing with Goliath. Avery, Jill.
(13) i. Play it Safe at Home or Take a Risk Abroad. Chu, Michael.
(14) i. Where to Launch in Africa. Soltes, Eugene
(15) i. Will our Partner Steal our IP. Willy C. & Wang, Jyun-Cheng. ii. Making Local
Knowledge Global. Cerny, Keith

Segment 16 (Last Teaching Day)

1. Description
A. General wrap-up of the course. B. Doubt clearing session. C. Discussing potential pattern
of the question paper. D. Finalising process for dissemination of internal assessment marks
and discrepancy management. E. Best wishes!

List of Articles to be Covered

SNo Segment1 Title Author(s) Link
Prahalad, C.K. &
End of Corporate Lieberthal, https://hbr.org/2003/08/the-end-of-
1 101 Imperialism Kenneth corporate-imperialism
Do You Really
have a Global Prahalad, C.K. & https://hbr.org/1985/07/do-you-really-
2 102 Strategy Hamel, Gary have-a-global-strategy
Does Your Quackenbos, D.,
Company Have Roth, M.S., https://hbr.org/2016/04/does-your-
What It Takes to Ettenson, R. & company-have-what-it-takes-to-go-
3 103 Go Global Auh, S. global
http://www.producao.ufrgs.br/arquivo
Marketing s/disciplinas/403_marketingmyopia.pd
4 201 Myopia Levitt, Theodore f
5 202 Distance Still Ghemawat, https://www.google.com/url?sa=t&rct

1
The segment sequencing is tentative and is subject to change

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 Shaheed Sukhdev College of Business Studies,
University of Delhi.
Matters - The Pankaj =j&q=&esrc=s&source=web&cd=1&ve
Hard Reality of d=2ahUKEwjn7r3Guu_fAhVTyYMKHbJu
Global Expansion Dj4QFjAAegQIABAC&url=https%3A%2F
%2Fedisciplinas.usp.br%2Fpluginfile.ph
p%2F4008594%2Fmod_folder%2Fcont
ent%2F0%2FCAGE%2520gemawat.pdf
%3Fforcedownload%3D1&usg=AOvVa
w0yqgpX017X62bCQNDwvCyK
Managing
Differences - The
Central Challenge Ghemawat, http://www.pabloagnese.com/Managi
6 203 of Global Strategy Pankaj ng%20differences[1].pdf
Don’t Think https://www.strategy-
Global - Think Moore, Karl & business.com/article/20200?gko=9580
7 301 Regional Rugman, Alan c
Regional
Strategies for Ghemawat, https://hbr.org/2005/12/regional-
8 302 Global Leadership Pankaj strategies-for-global-leadership
Strategist’s Guide https://www.strategy-
to China’s Belt Wijeratne, D., business.com/feature/A-Strategists-
and Road Rathbone, M. & Guide-to-Chinas-Belt-and-Road-
9 303 Initiative Wong, G. Initiative?gko=a98e0
Government in https://hbr.org/2009/07/government-
10 304 Your Business Reich, Robert, B. in-your-business
Global Business https://hbr.org/2012/05/global-
11 401 Speaks English Neelay, Tsedal business-speaks-english
New Rules of https://hbr.org/2014/01/the-new-
12 402 Globalization Bremmer, Ian rules-of-globalization
What Uber's
China Deal Says https://hbr.org/2016/08/what-ubers-
About the Limits Ghemawat, china-deal-says-about-the-limits-of-
13 403 of Platforms Pankaj platforms
Globalization
Backlash Is
Reverberating https://hbr.org/2016/10/executives-
Through need-to-know-how-trade-deals-shape-
14 404 Boardrooms Moyo, Dambisa their-markets
Worldwide Web
of Chinese https://hbr.org/1993/03/the-
15 405 Business* Kao, John J. worldwide-web-of-chinese-business
http://www.economie.ens.fr/IMG/pdf/
port
er_1990_-
Competitive _the_competitive_advantage_of_natio
Advantage of Porter, Michael ns.pd
16 501 Nations E. f
17 502 Executives Need Busch, Marc L. https://hbr.org/2016/10/executives-

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 Shaheed Sukhdev College of Business Studies,
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to Know How need-to-know-how-trade-deals-shape-
Trade Deals their-markets
Shape Their
Markets
https://blogi.eoppimispalvelut.fi/kirsin
Being the Boss in /files/2018/04/To-Lead-Across-
Brussels, Boston, Cultures-Focus-on-Hierarchy-and-
18 503 and Beijing Meyer, Erin Decision-Making.pdf
How to
Successfully Work
Across Countries, https://hbr.org/2017/08/how-to-
Languages, and successfully-work-across-countries-
19 504 Cultures Neelay, Tsedal languages-and-cultures
Leading Across
Cultures Requires https://hbr.org/2016/05/leading-
Flexibility and Rowland, across-cultures-requires-flexibility-and-
20 505 Curiosity* Deborah curiosity
Managing https://www.researchgate.net/publica
Multicultural Brett, J., Behfar, tion/6666162_Managing_Multicultural
21 506 Teams K. & Kern, M.C. _Teams/download
When Cultural
Differences https://hbr.org/product/when-
Interfere with cultural-differences-interfere-with-
22 507 Your Time* Molinsky, Andy your-time/H020CN-PDF-ENG
Building Rapport Johnson, https://hbr.org/2016/05/building-
23 508 Across Cultures* Whitney rapport-across-cultures
Fortune at the
Bottom of the Prahalad, C.K. & https://people.eecs.berkeley.edu/~bre
24 601 Pyramid Hart, Stuart, L. wer/ict4b/Fortune-BoP.pdf
https://www.strategy-
New Ways to Win Wijeratne, D., business.com/article/The-New-Ways-
in Emerging Oberoi, G. & to-Win-in-Emerging-
25 602 Markets Tripathi, S. Markets?gko=7f566
Competitive Rivkin, Jan &
Advantage Ghemawat, https://wenku.baidu.com/view/bf6e08
26 603 (Creating) Pankaj b02cc58bd63186bd79.html?re=view
Delivering World- Govindarajan, https://mycourses.aalto.fi/pluginfile.ph
Class Health Care, Vijay & p/415781/mod_resource/content/1/G
27 604 Affordably Ramamurti, Ravi ovindarajanRamamurti%202013.pdf
http://portal.unimap.edu.my/portal/pa
ge/portal30/Lecture%20Notes/Pusat%
20Pengajian%20Inovasi%20Perniagaan
%20dan%20Teknousahawan%20(PPIPT
)/Semester%202%20Academic%20Sess
Strategies That Fit Khanna, T., ion%2020112012/BFT335%20%5BINTE
Emerging Palepu, K.G. & RNATIONAL%20BUSINESS%20ENVIRON
28 605 Markets Sinha, J. MENT%5D/Lecture%205%20-

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 Shaheed Sukhdev College of Business Studies,
University of Delhi.
%20Emerging%20Markets/Strategies%
20That%20Fit%20Emerging%20Market
.pdf
How
Multinationals
Can Adapt to a
Political Mood Taliente, Davide https://hbr.org/2017/05/how-
That Doesn't Care & Windorfer, multinationals-can-adapt-to-a-political-
29 606 for Them at All Constanze mood-that-doesnt-care-for-them-at-all
Segmenting the Kasturi Rangan,
Base of the V., Chu, M. & https://hbr.org/2011/06/the-globe-
30 701 Pyramid Petkoski, D. segmenting-the-base-of-the-pyramid
http://www.viewpointlearning.com/w
Rediscovering Yankelovich, p-
Market Daniel & Meer, content/uploads/2011/04/segmentatio
31 702 Segmentation * David n_0206.pdf
Emerging Giants -
Building World-
Class Companies Khanna, Tarun https://hbr.org/2006/10/emerging-
in Developing & Palepu, giants-building-world-class-companies-
32 801 Countries Krishna G. in-developing-countries
How Emerging
Giants Can Take https://hbr.org/2013/12/how-
33 802 on the World Jullens, John emerging-giants-can-take-on-the-world
https://www.mckinsey.com/~/media/
High-Growth mckinsey/featured%20insights/innovat
Emerging ion/outperformers%20high%20growth
Economies and %20emerging%20economies%20and%
the Companies 20the%20companies%20that%20prope
that Propel Them McKinsey Global l%20them/mgi-outperformers-full-
34 803 Institute report-sep-2018.ashx
What Companies
Have Learned
from Losing
Billions in https://hbr.org/2015/09/what-
Emerging Reilly, E., Klick, J. companies-have-learned-from-losing-
35 804 Markets* & Hochberg, N. billions-in-emerging-markets
The family- https://www.mckinsey.com/featured-
business factor in insights/winning-in-emerging-
Emerging McKinsey Global markets/the-family-business-factor-in-
36 805 Markets Institute emerging-markets
3 Reasons Global Govindarajan,
Firms Should Vijay & https://hbr.org/2018/02/3-reasons-
Keep Investing in Venkatesan, global-firms-should-keep-investing-in-
37 806 India Ravi india
Perils of Thompson, https://hbr.org/2012/06/the-perils-of-
38 901 Partnering in Steven J. partnering-in-developing-markets

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 Shaheed Sukhdev College of Business Studies,
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Developing
Markets
Return of the https://hbr.org/2003/08/the-return-of-
39 902 Global Brand Quelch, John the-global-brand
Holt, Douglas B.,
How Global Quelch, John A. https://hbr.org/2004/09/how-global-
40 903 Brands Compete & Taylor, Earl L. brands-compete
The Growth
Opportunity That Jones, Geoffrey https://hbr.org/2012/07/the-growth-
41 904 Lies Next Door G. opportunity-that-lies-next-door
Bagla, Gunjan
What U.S. CEOs and
Can Learn from Govindarajan, https://hbr.org/2017/06/what-u-s-
42 905 GM's India Failure Vijay ceos-can-learn-from-gms-india-failure
Get Buy-in for
Your Global https://hbr.org/2014/10/get-buy-in-
Strategy with for-your-global-strategy-with-local-
43 1001 Local Partners Knight, Kip partners
How to Solve the Kaplan, Robert
Cost Crisis in S. & Porter, http://outcomesbasedhealthcare.com/
44 1004 Health Care* Michael E. How-to-Solve-Cost-Crisis.pdf
Warning Sign Slaughter,
from Global Matthew J. & https://hbr.org/2012/03/a-warning-
45 1005 Companies* Tyson, Laura D. sign-from-global-companies
How GE and IBM
are Playing Global https://hbr.org/2014/04/how-ge-and-
Development to Berman, ibm-are-playing-global-development-
46 11001 Win Jonathan to-win
How to Win in
Emerging https://hbr.org/2012/05/how-to-win-
Markets - Lessons Ichii, S., Hattori, in-emerging-markets-lessons-from-
47 11002 from Japan S. & Michael, D. japan
Sustainable Ghemawat, https://hbr.org/1986/09/sustainablead
48 12001 Advantage Pankaj vantage
Friedrich, J.,
How Israeli Firms Noam, A. & https://hbr.org/2014/05/right-up-the-
49 12002 Go Global Ofek, E. middle-how-israeli-firms-go-global
Growth Outside Zook, Chris and http://info.psu.edu.sa/psu/fnm/asalleh
50 12003 the Core Allen, James /growthoutsidecore.pdf
7 Traits of
Companies on
the Fast Track to https://hbr.org/2015/03/7-traits-of-
International companies-on-the-fast-track-to-
51 12004 Growth* Kelly, Nataly international-growth
The New, Aoki, Katsuki & https://www.researchgate.net/publica
Improved Lennerfors, tion/263466075_Aoki_Katsuki_and_Th
52 12005 Keiretsu* Thomas, T. omas_Taro_Lennerfors_2013_The_Ne

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 Shaheed Sukhdev College of Business Studies,
University of Delhi.
w_Improved_Keiretsu_Harvard_Busine
ss_Review_Vol_91_Iss_9_pp_109-
113/download
Don't Write Off
the (Western) Vantrappen,
Focused Firm Herman & https://hbr.org/2014/01/dont-write-
53 12006 Yet* Deneffe, Daniel off-the-western-focused-firm-yet
Most Common
Mistakes
Companies Make https://hbr.org/2015/09/the-most-
with Global common-mistakes-companies-make-
54 13001 Marketing Kelly, Nataly with-global-marketing
How Unilever
Reaches Rural
Consumers in https://hbr.org/2016/12/how-unilever-
Emerging reaches-rural-consumers-in-emerging-
55 13002 Markets Mahajan, Vijay markets
Why Sourcing
Local Food Is So https://hbr.org/2016/06/why-
Hard for sourcing-local-food-is-so-hard-for-
56 13003 Restaurants* Torres, Nicole restaurants
Transforming Govindarajan,
Health Care from Vijay & https://hbr.org/2018/07/transforming-
57 13004 the Ground Up Ramamurti, Ravi health-care-from-the-ground-up
Global Companies
Need to Adopt
Agile Pricing in https://hbr.org/2016/09/global-
Emerging Bozadzhieva, companies-need-to-adopt-agile-
58 14001 Markets Martina pricing-in-emerging-markets
Good-Better-Best
Approach to Mohammed, https://hbr.org/2018/09/the-good-
59 14002 Pricing Rafi better-best-approach-to-pricing
Hidden Challenge
of Cross-Border Sebenius, James https://hbr.org/2002/03/the-hidden-
60 14003 Negotiations K. challenge-of-cross-border-negotiations
Navigating the https://hbr.org/2014/05/navigating-
61 14004 Cultural Minefield Meyer, Erin the-cultural-minefield
Leke, Acha &
Africa: A Crucible Yeboah- https://hbr.org/2018/11/africa-a-
62 15001 for Creativity Amankwah, Saf crucible-for-creativity
Geissbauer, R., https://www.strategy-
Inside the Digital Schrauf, S. & business.com/special/Inside-the-
63 15002 Factory Berttram, P. Digital-Factory
Ghemawat,
Are CEOs Really Pankaj &
India’s Leading Vantrappen, https://hbr.org/2014/03/are-ceos-
64 R01 Export? Herman really-indias-leading-export

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 Shaheed Sukhdev College of Business Studies,
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Cobra’s Chairman
on Turning an https://hbr.org/2018/11/cobras-
Indian Beer into a chairman-on-turning-an-indian-beer-
65 R02 Global Brand Bilimoria, Karan into-a-global-brand
Nunes, Paul F. &
Customer Has Cespedes, Frank https://hbr.org/2003/11/the-
66 R03 Escaped V. customer-has-escaped
https://hbr.org/2006/06/eager-sellers-
Eager Sellers and Gourville, John and-stony-buyers-understanding-the-
67 R04 Stony Buyers T. psychology-of-new-product-adoption
Is Lack of
Competition https://hbr.org/2018/03/is-lack-of-
Strangling the competition-strangling-the-u-s-
68 R05 U.S. Economy? Wessel, David economy
Multinationals
Have a Bright
Future, If You https://hbr.org/2017/06/multinational
Know Where to Gupta, Anil & s-have-a-bright-future-if-you-know-
69 R06 Look Wang, Haiyan where-to-look
Predicting Your
Competitor's Coyne, Kevin P. https://hbr.org/2009/04/predicting-
70 R07 Reaction & Horn, John your-competitors-reaction
https://hbr.org/product/the-weakest-
Weakest Link in Ekekwe, link-in-the-us-economy/H007Z2-PDF-
71 R08 The U.S. Economy Ndubuisi ENG
What You Might
Not Know About https://hbr.org/2015/08/what-you-
the Cuban Dominguez, might-not-know-about-the-cuban-
72 R09 Economy Jorge, I. economy
73 More to be added as required

* Recommended for reading only; relevant for developing broader understanding in related concepts

List of Case Studies to be Covered

SNo Segment2 Title Author(s) Link
Competing with https://hbr.org/2016/07/case-study-
1 12C01 Goliath Avery, Jill how-do-you-compete-with-a-goliath
Play it Safe at
Home or Take a https://hbr.org/2012/01/play-it-safe-
2 13C02 Risk Abroad Chu, Michael at-home-or-take-a-risk-abroad
Where to Launch https://hbr.org/2014/07/where-to-
3 14C03 in Africa Soltes, Eugene launch-in-africa
4 15C04 Will our Partner Shih, Willy C. & https://hbr.org/2013/01/will-our-

2
The segment sequencing is tentative and is subject to change

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 Shaheed Sukhdev College of Business Studies,
University of Delhi.
Steal our IP Wang, Jyun- partner-steal-our-ip
Cheng
Making Local https://hbr.org/1996/05/making-local-
5 15C05 Knowledge Global Cerny, Keith knowledge-global
6 More to be added as required

List of Suggested Readings

SNo Title Author(s) Link
Beyond the Core - Expand
Your Market Without http://www.books.mec.biz/tmp/books
1 Abandoning Your Roots Zook, Chris /6NI5XWQQV4Y7U8IGI3PP.pdf
Built to Last - Successful http://download1.libgen.io/ads.php?m
Habits of Visionary Collins, Jim & d5=E6231EB60589964C84EA7C8373D4
2 Companies Porras, Jerry I. CFF1
Competitive Advantage of Porter, Michael http://libgen.io/ads.php?md5=EE1D56
3 Nations E. 06D780DA93627F465A9D070A94
Conquering the Chaos - Win Venkatesan,
4 in India, Win Everywhere Ravi
Fortune at the Bottom of the
5 Pyramid Prahalad, C.K.
Kumar,
Private Label Strategy: How to Nirmalaya &
Meet the Store Brand Steenkamp, Jan-
6 Challenge Benedict E.M.
Profit from the Core: A Return
to Profitability in Turbulent Zook, Chris and
7 Times Allen, James -
Repeatability - Building
Enduring Businesses for a Zook, Chris and
8 World of Constant Change Allen, James
Reverse Innovation - Create Govindarajan,
Far From Home, Win Vijay & Trimble,
9 Everywhere Chriss
Reverse Innovation in Health Govindarajan,
Care - How to Make Value- Vijay &
10 Based Delivery Work Ramamurti, Ravi
Winning in Emerging Markets Khanna, Tarun
- A Roadmap for Strategy and & Palepu,
11 Execution Krishna G.
World 3.0 - Global Prosperity Ghemawat,
12 and How to Achieve It Pankaj
13 More to be added as required

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 Shaheed Sukhdev College of Business Studies,
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Syllabus
DSE II (Marketing): International Marketing

Topics:
Unit 1. Framework of international marketing .Intra firm& environmental factors, social cultural,
economic, political & legal aspects, Difference between domestic marketing, International
marketing, Definition & concept.
Unit 2. Policy framework, Indian Trade Policy, Recent trends in Indian foreign trade, Basic steps in
starting an export business – An overview of licensing regulations & Procedures.
Unit 3. International Marketing Decisions - Product planning for export manufacturing firms &
export houses. Identifying foreign markets, market research overseas. Market entry. Export
pricing-International terms, payment terms. Distribution logistics for export, foreign sales agent
selection & appointment. Promotion of products/ services abroad-overview, merchandising, Trade
fairs/exhibition
Unit 4.Institutional infrastructure for export in India, Export Assistance.
Unit 5. Introduction to Export documentation and procedures, framework, pre-shipment & post-
shipment documents, Role of ITPO in export promotion, quality control & pre-shipment
inspection, Labelling/packing, Marking of consignments, Marine/cargo insurance etc.

Readings
Textbooks:
1. Cateora, Philip R. & Graham, John L.: International Marketing, Tata McGraw Hill.*
2. Keegan, Warren (2004): Global Marketing, Pearson Education.

Supplementary Readings:
1. Muhlbache, Hans: International Marketing-A Global Perspective, Cengage Learning.*
2. Varshney & Bhattacharya: International Marketing Management, Sultan Chand & Sons.*
3. Terpestra, V. & Saratnag, Ravi: International Marketing, Naper Publishing Group.

Supporting Readings:
1. Joshi, Rakesh Mohan (latest edition): International Marketing, Oxford University Press.*
2. Kotabe, Masaaki & Helsen, Kristiaan (2009): Global Marketing Management, John Wiley
and Sons.
3. Lamont, Douglas (1997): Winning Worldwide, John Wiley and Sons.
4. Rajagopal, (2007): International Marketing, Vikas Publishers.

*Recommended readings
Note: Latest editions of all books should be referred to

Annexures
1. Guidelines for Term Paper Submission

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 Shaheed Sukhdev College of Business Studies,
University of Delhi.
Message:
The Term Paper submission is an important component of your internal assessment evaluation.
Attempting this exercise with gusto and dedication would help only you. However, attempting
right is also important. With a view towards this, the following guidelines should be followed while
working on and preparing your Term Paper for submission.
For this semester, the term paper evaluation carries a maximum of 15 marks.

The term paper should conform to the following stylistic guidelines:

Font Style = Calibri/Times New Roman
Font Size = 12 pt. size (Headings can be 14 or even 16 pt. in size and use the Cambria font style)
Spacing = 1.15 line spacing
Margins = 1 inch margins all round
Layout = Page Numbering is required
Format = MS Word doc/docx compatible format only. No pdf or odt.
Length = 5000 words (minimum 4800, max 5200, including all headings and excluding all indexes,
tables, charts, figures and references)

Cover Page = Each term paper should have a proper cover page with these details: Topic, Your
Name, Your Section, Date of Submission, Submitted To.
Index = Each term paper must have an Index that lists the major sub-headings and components of
your term paper.
Tabling = A list of all figures and exhibits used must be presented in tabular form towards the start
of the term paper

Referencing = All sources must be acknowledged properly (both in-text and at the end). All
references should be in alphabetical order and comply with the Harvard citation style
Bibliography = A bibliography (created in the Harvard Style) that cites all sources referred to in the
term paper must be compiled and placed in a separate page at the end of the term paper.
References and Bibliography inclusions may be generated using online resources such as Cite This
For Me (link - http://www.citethisforme.com/)
Please note that simply writing the name of a website such as www.google.com is not a valid
reference.

Please refer to these links for referencing guidelines:

a. https://intranet.birmingham.ac.uk/as/libraryservices/library/referencing/icite/referencing/
harvard/referencelist.aspx
b. https://www.mendeley.com/guides/harvard-citation-guide

Plagiarism = I encourage you to write out the term paper in your own words and based on your
own understanding of the subject matter at hand. Do not simply copy paragraphs en masse from
reference sources. A plagiarism check would be conducted on all term papers and any paper not
conforming to guidelines related to referencing and having an over-use of text from reference
sources would be marked down appropriately.

Formatting = Please note that formatting also has a marks component attached to it. Badly
formatted / presented papers would be adjudged appropriately.

Tushar Marwaha Page - 25 - of 26

 Shaheed Sukhdev College of Business Studies,
University of Delhi.

Date of Submission = (TBD) via only email only on this email ID (tusharmarwaha@sscbsdu.ac.in)
All papers received on any other email ID and/or beyond the submission deadline will not be
considered and summarily awarded zero (0) marks for this activity. Kindly do not ask for
extensions to the submission deadline.

The email should have the following:

Subject Line = Term Paper-IM.2019-yourfullname
(e.g.TermPaper-IM.2019-tusharmarwaha)
Body = Your name, roll number, topic
Attachment = PDF format only. No (MS Word or compatible) docx. or odt. files would be accepted.

The attachment should be labelled = Termpaper- IM.2019-yourfullname

(e.g. Termpaper- IM.2019-tusharmarwaha)

2. Criteria for Awarding Attendance Marks

Attendance marks are to be awarded based on the following University of Delhi criteria:
Marks/Out of = Attendance Criteria
a. 5/5 = 85%<
b. 4/5 = 80%-84.99%
c. 3/5 = 75%-79.99%
d. 2/5 = 70%-74.99%
e. 1/5 = 67%-69.99%
f. 0/5 = <66.99%

---End of this Course Pack---

Tushar Marwaha Page - 26 - of 26