Course Syllabus
Competing and Creating in Global Markets |
| Semester & Location: |
Spring 2025 - DIS Copenhagen |
| Type & Credits: |
Elective Course - 3 credits |
| Major Disciplines: |
Business, Leadership |
| Prerequisite(s): |
None |
| Faculty Member: |
Carl Zeithaml |
| Time & Place: |
Monday and Thursday 11:40-13:00, Classroom: V10-A41 |
Course Description
The course is divided into three modules:
- Module I: Foundation Concepts (10 class sessions) is an overview of the transformation of global competition and business, the evolution and current state of globalization, and the basic strategic and analytical frameworks used to analyze markets and to formulate and implement a strategy.
- Module II: Country Macro Analyses (7 class sessions) engages teams of students in the macro analysis of major markets in Europe, Asia, Africa, and Latin America.
- Module III: New Business Opportunities (6 class sessions) engages teams of students in the development of innovative business concepts and models to enter and compete in major global markets.
Learning Objectives
Although Competing and Creating in Global Markets does not require specific prerequisites or a particular academic background, the course is designed for the student who is curious about global commerce and competition, and the strategies formulated and implemented by businesses in markets around the world. The course will emphasize the application of a general strategic management model, important issues associated with globalization, current regional business environments, and the creation of a new business concept for one of six countries. The goal of each class session is to immerse students fully in the topic of the day and a class approach that emphasizes preparation, engagement, discussion, and personal and team learning. Each member of the class, including the instructor, should learn a great deal from the efforts and innovative thinking of the collective. Specific objectives for Competing and Creating in Global Markets include:
- To achieve an understanding of the macro forces transforming the business environment, particularly with respect to trends in globalization and global and country-specific competitive contexts.
- To cultivate an appreciation of the dynamic and complex conditions, challenging questions, and conflicting responsibilities facing global business leaders.
- To introduce a strategic management model, including the basic concepts and analytical tools used to formulate and implement competitive strategy.
- To enhance individual and team analytical, communication, and decision-making skills when addressing integrative, strategic, and global issues.
- To identify new business opportunities and to create competitive strategies for specific markets around the world.
- To develop skills in business report writing and presenting.
Faculty
Carl P. Zeithaml
Doctor of Business Administration, Strategic Management (University of Maryland, 1980). F.S. Cornell Professor of Free Enterprise Emeritus and Dean Emeritus, McIntire School of Commerce, University of Virginia. DIS Visiting Faculty Member, 2022-2024. DIS Faculty Member, 2024 to present. Director, Dollar Tree, Inc., 2007-2021. Expertise in global strategy, global market entry, competitive strategy, corporate political activity, and corporate governance and leadership.
Academic Regulations
Please make sure to read the Academic Regulations on the DIS website. There you will find regulations on:
DIS - Study Abroad in Scandinavia - www.DISabroad.org
Course Materials (Readings, Videos, Podcasts)
Why are Nordic companies so successful?
The Enduring Logic of Industrial Success (Harvard Business Review)
Welcome to the Revolution (Fortune)
Why the world may be entering a new era (McKinsey)
How Technology Is Redrawing the Boundaries of the Firm (The Economist)
The industries reshaping our global economy (McKinsey Podcast)
What Is Globalization? Understand Our Interconnected World | World101 - Video
The "Cost" Of Globalization - Video
Globalization Is Fracturing. So What Comes Next? - Video
Reinventing Globalisation (The Economist)
Fragmented Globalization (Project Syndicate)
Trump, US decline, and global chaos - Robert D Kaplan interview | US politics | The New Statesman - video
The New Economic Order (The Economist) - Optional Reading
Virtual Everything (The Economist) - Optional Reading
Cultivating Connection in a Fragmented World: A Leader’s Guide (McKinsey) - Optional Reading
The Great Regression (The Economist) - Optional Reading
What Is Strategy? (Harvard Business Review)
Can Lego remain the world’s coolest toymaker? (The Economist)
PESTEL Analysis (PEST Analysis) EXPLAINED - Reading and Video
The Five Competitive Forces That Shape Competitive Strategy (Harvard Business Review)
The Five Competitive Forces That Shape Strategy - Optional Video
The Contradictions That Drive Toyota’s Success” (Harvard Business Review)
The Great Teslafication” (The Economist)
Why China's EV Industry Roared into the Fast Lane (Bloomberg)
Western Firms Are Quaking as China’s Electric-Car Industry Speeds Up (The Economist)
Ford Accelerating Transformation (Ford Media Center)
Planning for Uncertainty in Commercial Aviation (McKinsey)
The Duke of Discomfort (Bloomberg Business Week)
The F-Bomb-Dropping Airline CEO About to Earn a $100 Million (Wall Street Journal)
Across the World with the Singapore Girl - Video
From Southwest to Spirit, Budget Airlines Are in a Tailspin (The Economist)
The Shameful Open Secret Behind Southwest's Failure (The New York Times)
Cases: The Dusit Thani Hotel (A) or BTPN: Banking for the Bottom of the Pyramid in Indonesia
Additional current course materials on global strategies, entry strategies, global supply chain issues, Germany, Chile, India, Sweden, Vietnam, and Morocco.
Course Summary:
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