Course Syllabus

European Business Strategy: Case Studies (Section B)

Prerequisites:

A one-year sequence of courses in micro and macroeconomics. 

Faculty: Leif Rasmussen

2018 –              CEO and 50% owner of Social-Economic Company, Munk & Rasmussen

2008 -               CEO and owner of Trading company, Imexpo Aps.

1997 – 2008:  Sales and Marketing Director, Member of Executive Board, Royal Unibrew

1995 – 2008:  Member/Chairman of Supervisory Boards, mainly subsidiaries and in                                

                                 Associations in the beer and soft drink industry                                                                                                  

1990 – 1996:  Marketing Director, Danish Brewery Group

1985 – 1989:  Marketing Manager, Faxe Brewery

1982 – 1984:  Consultant and Account Manager, Ted Bates Advertising Agency

1982:                Cand. Merc, Copenhagen Business School

1975 – 1982:  Product Manager, Irma

1975:                General Business Administration, Copenhagen Business School, N. Brock

Course content:

European Business Strategy is studied through intensive lectures and case studies of European companies (mainly Danish and British). The focus is on how to analyze and create strategies for selected companies taking the complex environment under which European companies operate into consideration. This focus includes a closer look at (i) the specific business models and strategies of local and global companies operating in these various European contexts, (ii) the similarities and differences between European countries in terms of business environment; and finally at (iii) the business impact of policies and regulations at the EU level, as well as at national level . As part of this course, students in groups of app. 5 persons will work on a comprehensive project for the international brewery Carlsberg, and as part of the final exam the groups will present their findings to a senior professional from the management of Carlsberg.

Learning objectives:

By the end of the course, students should be able to:

• Understand the European business environment using multiple case studies as examples
• Identify key issues facing European business today, including how European business is influenced by the Single European Market and cross-cultural challenges.
• Analyze business models and strategies of European companies and based on these analyses create proposals for new strategies according to Porter’s theories
• Apply critical thinking (pro/con) in analyzing empirical/corporate information
• Engage in group projects in a structured and efficient manner

Required Textbook:

Doing Business in Europe.  Los Angeles: Sage Publications, 2008. Suder, Gabriele (to be picked up from library during arrivals week)

Course overview:

• Study Tours: On our study tours in Denmark and to London we will visit companies and trade organizations to discuss and analyze their specific business cases. Most of the visits will be an important in-put for the different assignments to be worked with during the semester. Also visits of cultural interest will take place in Denmark as well as in London.
• Class room sessions: In class we will focus on establishing a common theoretical framework that we will use to analyze European industries and business cases. We will study the European business environment, discuss methods to analyze specific European companies and the market surrounding them and finally using these in-puts to create proper strategies for the years to come

Grade Components:

2 written assignments are each app 6-page paper (double-spaced, 300 words each) of a) industry and company analysis and b) strategy of one of the companies visited on field studies during the study tours. Analysis to be based on company presentations and your own research. These assignments (including presentations) are in total worth 30% toward the final grade.

Midterm Exam is a closed-book exam held in class. The exam will assess your understanding of the European business environment and in analyzing and making strategies for European companies. The midterm exam is worth 20% toward the final grade.

Final project: The purpose is to uncover the challenges and to propose strategic recommendations as well as ideas and plans for implementation to H&M.  This assignment is worth a total of 30% towards the final grade.

Engagement: This class requires a high level of motivation and active participation in class and during the study tours. Attendance is mandatory. The following is expected from students:

• Active and voluntary participation in class discussions
• Having prepared properly for every class
• Being able to address the readings critically during class, thus displaying a good understanding of the subject matter
• Being analytical and concise in oral interventions.
• Being able to collaborate well with your assigned team and delivering elaborate and analytical papers and presentations.

If you are unable to attend class, you must notify your instructor in advance. If participation is uncomfortable for you, please discuss this problem with the faculty early in the course so that we can identify approaches to increase your class contribution and comfort. We allow computers and smart phones in class PURELY for note-taking purposes. In case of other uses such as Facebook, e-mails or internet surfing, it will have a negative impact on your engagement grade. Engagement is worth 20 points toward the final grade.

Academic Regulations  

Please make sure to read the Academic Regulations on the DIS website. There you will find regulations on:

• Course Enrollment and Grading
• Attendance
• Coursework, Exams, and Final Grade Reports

DIS - Study Abroad in Scandinavia - www.DISabroad.org