Students
MGSM815 – International Marketing
2019 – Term 3 North Ryde
General Information
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| Unit convenor and teaching staff |
Unit convenor and teaching staff
Lecturer (Sessional)
Nigel Barker
Contact via 0408890174
N/A
Before or after class or by appointment
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| Credit points |
Credit points
4
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| Prerequisites |
Prerequisites
MGSM820 or MGNT607
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| Corequisites |
Corequisites
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| Co-badged status |
Co-badged status
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| Unit description |
Unit description
This unit addresses the issues which confront the domestic business when it decides to market its products (goods and/or services) in foreign countries. Studies include macro business environmental risks assessment, evaluation of market entry options and selection of the appropriate entry mode, and formulation of international marketing strategy and programs, in addition to the practical problems encountered in implementing international marketing strategies and marketing programs in foreign countries.
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Important Academic Dates
Information about important academic dates including deadlines for withdrawing from units are available at https://www.mq.edu.au/study/calendar-of-dates
Learning Outcomes
On successful completion of this unit, you will be able to:
- Critically assess and integrate the complex array of international marketing intelligence and information to make commercial and responsible business decisions.
- Synthesise and respond appropriately to the different cultural, socio-economic, political and legal mindsets and recognise one’s own cultural bias when making marketing decisions.
- Critically assess the complex cultural, ethical, social & environmental factors globally, and isolate potential self-referencing influences that impact on the organisation, for more responsible international business decision-making and management practice.
- Critically analyse multinational stakeholder relationships to generate international marketing strategies that create and deliver sustainable value across global networks.
Assessment Tasks
| Name | Weighting | Hurdle | Due |
|---|---|---|---|
| Int Market Evaluation | 40% | No | Day 5 - 16 Aug 2019 |
| Case Study Assignment | 20% | No | July 19 |
| Final Take-home Exam | 40% | Yes | Aug 26 |
Int Market Evaluation
Due: Day 5 - 16 Aug 2019
Weighting: 40%
Individual report:
You are required to develop an international market evaluation report for a company that is looking to expand and move internationally. You will be placed in to groups and each person within the group will be allocated a different possible region under consideration for market expansion.
Working individually students must conduct an extensive market evaluation of their allocated region and present that evaluation in a 2500 word individual report.
A full marking rubric will be available on iLearn
Group market entry presentation:
Working in your groups and based on your individual regional analysis you need to develop a market entry proposal for your chosen market.
Your presentation should include an overview of market selection and a full market entry proposal. The presentation should take 10 - 15 minute presentation to take place on the final day of class. You must submit your presentation in powerpoint format to your lecturer on the day of the presentations. .
A full marking rubric for the presentation will be available on iLearn
Length: 2500 words
Format:
Comprehensively researched written report
Weighting:
25% report;
15% presentation.
Submission:
All IMEs must be submitted via Turnitin on iLearn. The written reports are due no later than 9 am on July 26. Presentations on Day 5 - August 16.
Penalties:
No extensions will be granted unless a formal Special Consideration has been submitted and approved. There will be a deduction of 10% of the total available marks made from the total awarded mark for each 24 hour period or part thereof that the submission is overdue - for example, 10% will be deducted for IMEs submitted after 9 am on July 26 2019 until midnight, another 10% deducted for submissions from 12.01 am 27 July 2019 until midnight, etc.
On successful completion you will be able to:
- Critically assess and integrate the complex array of international marketing intelligence and information to make commercial and responsible business decisions.
- Synthesise and respond appropriately to the different cultural, socio-economic, political and legal mindsets and recognise one’s own cultural bias when making marketing decisions.
- Critically assess the complex cultural, ethical, social & environmental factors globally, and isolate potential self-referencing influences that impact on the organisation, for more responsible international business decision-making and management practice.
- Critically analyse multinational stakeholder relationships to generate international marketing strategies that create and deliver sustainable value across global networks.
Case Study Assignment
Due: July 19
Weighting: 20%
Students will be given an case study based on international marketing issues. Working individually students must answer the allocated questions and submit them in a written report.
The case study will be made available following the first intensive session via iLearn.
Submissions:
Written report (max 2000 words) - via Turnitin, no later than 9.00am July 19 2019.
Penalties:
No extensions will be granted unless a Special Consideration is applied for and approved. A deduction of 10% of the total available marks will be deducted for each 24 hour period or part thereof that the submission is overdue.
On successful completion you will be able to:
- Critically assess and integrate the complex array of international marketing intelligence and information to make commercial and responsible business decisions.
- Synthesise and respond appropriately to the different cultural, socio-economic, political and legal mindsets and recognise one’s own cultural bias when making marketing decisions.
- Critically assess the complex cultural, ethical, social & environmental factors globally, and isolate potential self-referencing influences that impact on the organisation, for more responsible international business decision-making and management practice.
- Critically analyse multinational stakeholder relationships to generate international marketing strategies that create and deliver sustainable value across global networks.
Final Take-home Exam
Due: Aug 26
Weighting: 40%
This is a hurdle assessment task (see assessment policy for more information on hurdle assessment tasks)
Students must complete a final take-home exam which will cover all the material from the subject. The format will be discussed in class but it will include a case study and topic based questions.
The exam will become active on August 19 and students will have until August 26 to submit their final paper.
Submission is via Turnitin on iLearn
On successful completion you will be able to:
- Critically assess and integrate the complex array of international marketing intelligence and information to make commercial and responsible business decisions.
- Synthesise and respond appropriately to the different cultural, socio-economic, political and legal mindsets and recognise one’s own cultural bias when making marketing decisions.
- Critically assess the complex cultural, ethical, social & environmental factors globally, and isolate potential self-referencing influences that impact on the organisation, for more responsible international business decision-making and management practice.
- Critically analyse multinational stakeholder relationships to generate international marketing strategies that create and deliver sustainable value across global networks.
Delivery and Resources
Required Textbook
Keegan, Warren, J. and Mark C. Green (2016), "Global Marketing", Global Edition (9e), Pearson Education. ISBN: 9781292150765
You can purchase the e-book substantially cheaper (AUS$60) than the price of the hard copy textbook (US$123.95) from: http://www.pearson.com.au/9781292150772
Recommended Readings (Periodicals)
- Asia Pacific International Journal of Marketing
- Asian Wall Street Journal
- Business America
- Business International (and Business Asia, Europe, etc.)
- Business Horizons
- California Management Review
- Columbia Journal of World Business Economist
- European Journal of Marketing
- European Research
- Fortune
- Global Trade Executive
- Harvard Business Review
- International Journal of Advertising
- International Journal of Research in Marketing
- International Trade Reporter
- Journal of Business Research
- Journal of International Business Studies
- Journal of International Management
- Journal of Marketing
- Management International Review
- The Economist
- Wall Street Journal
- http://www.collegejournal.com/countryprofiles/
Useful Websites (subject to change without notice)
- Austrade - www.austrade.gov.au
- World Trade Organisation – www.wto.org
- International business resources on the WWW – ciber.bus.msu.edu/busres.htm
- Internet resources for exporters – www.exportusa.com/resources.htm
- International business sources – http://www.oneonta.edu/library/subject/intbus.html
- Country Commercial Guide (very important source for Major Project)
http://www.state.gov/www/about_state/business/com_guides/2001/index.html
References (optional)
Aref A Alashban; Linda A Hayes; George M Zinkhan; Anne L Balazs, International brand-name standardization/adaptation: Antecedents and consequences, Journal of International Marketing; Chicago; 2002.
Bartlett, C. and S. Ghoshal (2000) Transnational Management. Singapore, McGraw Hill Higher Education.
Buzzell, R. (1968) “Can you standardize multinational marketing?,” Harvard Business Review, Vol. 46, November-December, pp. 102-13.
Davis, Tim R.V. & Young, Robert B. (2002) International Marketing Research,
Business Horizons, May, pp. 1-9.
Douglas, S. and Wind, Y. (1987) “The myth of globalization” Columbia Journal of World Business, Vol. 22 No. 3, pp. 19-29.
Ferroaro, Gary P. (1994) The Cultural Dimension of International Business, 2nd edition, New Jersey: Prentice-Hall Inc.
Gardner, B.B., and Levy, S.J. (1955) “The product and the brand”, Harvard Business Review, Vol. 33 (March/April), pp. 33-39.
Graham, John L. & Lam, N. Mark. (2003) The Chinese Negotiation, Harvard Business Review, October, pp. 82-91.
Gupta, Vipin (2003) Cultural Dimensions and International Marketing, IIMB Management Review, September.
Hall, Edward T. (1979) “Learning the Arabs’ Silent Language,” Psychology today, pp. 45-53.
Hall & Hall, Mildred Reed (1990) Hidden Differences: Doing Business with the Japanese, New York: Doubleday Anchor Books, p. 172.
Hamel, Gary & Prahalad, C.K. (1994) Competing for the Future, Harvard Business Review, July–August.
Hofstede, Geert (1980) Culture‘s Consequences: International Difference in Work-Related Values, Beverly Hills, C.A.: Sage Publication Inc.
Jain, S. (1989), “Standardization of international marketing strategy: some research hypotheses,” Journal of Marketing, Vol. 53 No. 1, pp. 70-9.
June N P Francis; Janet P Y Lam; Jan Walls, Executive insights: The impact of linguistic differences on international brand name standardization: A comparison of English and Chinese brand names of Fortune-500 companies, Journal of International Marketing; Chicago; 2002.
Kotler, P. (1986) "Global Standardization - Courting Danger." Journal of Consumer Marketing 3(Spring): 13-15.
Kumar, V. & Nagpal, Anish (2001), Segmenting Global Markets, Marketing Research, Spring, pp. 8-13.
Levitt, Theodore, (1983) The Globalization of Markets, Harvard Business Review,
May-June (1983), pp. 92-102.
Lichung Jen, Chen-Heng Chou, Shih-Ju Wang, and Chih-Ming Wu, Standardization versus Differentiation of International Marketing Strategies: A Comparative Study of Consumer Shopping Behavior in Taiwan and US.
Medina, J.F. and Duffy, M.F., (1998) Standardization vs globalization: a new perspective of brand strategies, Journal of Product and Brand Management, 7(3), pp. 223-243.
Schmitt, Bernd H., Yigang Pan, and Nader T. Tavassoli (1994), "Language and Consumer Memory: The Impact of Linguistic Differences between Chinese and English," Journal of Consumer Research, 21 (December), 419-431.
Schütte, Helmut and Ciarlante, Deanna (1998) Consumer Behaviour in Asia, New York University Press.
Stahl, Jack, (1996) "Brand building, Coca-Cola style", Beverage World, Sep., pp. 131-133.
Rongxia, Li, "Coca-Cola Expands Market in China", http://china-window.com/edu/books/bjreview/May/96-14-15.html.
Watson, J.L. (1997) Transnationalism, Localization, and Fast Foods in East Asia. Golden Arches Eats McDonald's in East Asia, Stanford: Stanford University Press, pp 1-38.
Wind, Y. (1986) “The myth of globalization,” Journal of Consumer Marketing, 3(2),pp. 23-6.
Winram, Steve (1984) The Opportunity for World Brands, International Journal of Advertising, 3, pp. 17-26.
Zhan, G. Li and Murray, W., Branding-naming products in China: An Exploratory Study, McLaren Business School, www.sbaer.uca.edu/Research/1999/WDSI/99wds298.htm
MGSM iLearn
The web page for this unit can be found at: https://ilearn.mq.edu.au/login/MGSM
Unit Schedule
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Unit Schedule
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Policies and Procedures
Macquarie University policies and procedures are accessible from Policy Central (https://staff.mq.edu.au/work/strategy-planning-and-governance/university-policies-and-procedures/policy-central). Students should be aware of the following policies in particular with regard to Learning and Teaching:
- Academic Appeals Policy
- Academic Integrity Policy
- Academic Progression Policy
- Assessment Policy
- Fitness to Practice Procedure
- Grade Appeal Policy
- Complaint Management Procedure for Students and Members of the Public
- Special Consideration Policy (Note: The Special Consideration Policy is effective from 4 December 2017 and replaces the Disruption to Studies Policy.)
Undergraduate students seeking more policy resources can visit the Student Policy Gateway (https://students.mq.edu.au/support/study/student-policy-gateway). It is your one-stop-shop for the key policies you need to know about throughout your undergraduate student journey.
If you would like to see all the policies relevant to Learning and Teaching visit Policy Central (https://staff.mq.edu.au/work/strategy-planning-and-governance/university-policies-and-procedures/policy-central).
Student Code of Conduct
Macquarie University students have a responsibility to be familiar with the Student Code of Conduct: https://students.mq.edu.au/study/getting-started/student-conduct
Results
Results published on platform other than eStudent, (eg. iLearn, Coursera etc.) or released directly by your Unit Convenor, are not confirmed as they are subject to final approval by the University. Once approved, final results will be sent to your student email address and will be made available in eStudent. For more information visit ask.mq.edu.au or if you are a Global MBA student contact globalmba.support@mq.edu.au
Student Support
Macquarie University provides a range of support services for students. For details, visit http://students.mq.edu.au/support/
Learning Skills
Learning Skills (mq.edu.au/learningskills) provides academic writing resources and study strategies to improve your marks and take control of your study.
Student Services and Support
Students with a disability are encouraged to contact the Disability Service who can provide appropriate help with any issues that arise during their studies.
Student Enquiries
For all student enquiries, visit Student Connect at ask.mq.edu.au
If you are a Global MBA student contact globalmba.support@mq.edu.au
IT Help
For help with University computer systems and technology, visit http://www.mq.edu.au/about_us/offices_and_units/information_technology/help/.
When using the University's IT, you must adhere to the Acceptable Use of IT Resources Policy. The policy applies to all who connect to the MQ network including students.
Graduate Capabilities
PG - Capable of Professional and Personal Judgment and Initiative
Our postgraduates will demonstrate a high standard of discernment and common sense in their professional and personal judgment. They will have the ability to make informed choices and decisions that reflect both the nature of their professional work and their personal perspectives.
This graduate capability is supported by:
Assessment task
- Final Take-home Exam
PG - Discipline Knowledge and Skills
Our postgraduates will be able to demonstrate a significantly enhanced depth and breadth of knowledge, scholarly understanding, and specific subject content knowledge in their chosen fields.
This graduate capability is supported by:
Learning outcomes
- Critically assess and integrate the complex array of international marketing intelligence and information to make commercial and responsible business decisions.
- Synthesise and respond appropriately to the different cultural, socio-economic, political and legal mindsets and recognise one’s own cultural bias when making marketing decisions.
- Critically assess the complex cultural, ethical, social & environmental factors globally, and isolate potential self-referencing influences that impact on the organisation, for more responsible international business decision-making and management practice.
- Critically analyse multinational stakeholder relationships to generate international marketing strategies that create and deliver sustainable value across global networks.
Assessment tasks
- Int Market Evaluation
- Case Study Assignment
- Final Take-home Exam
PG - Critical, Analytical and Integrative Thinking
Our postgraduates will be capable of utilising and reflecting on prior knowledge and experience, of applying higher level critical thinking skills, and of integrating and synthesising learning and knowledge from a range of sources and environments. A characteristic of this form of thinking is the generation of new, professionally oriented knowledge through personal or group-based critique of practice and theory.
This graduate capability is supported by:
Assessment task
- Final Take-home Exam
PG - Research and Problem Solving Capability
Our postgraduates will be capable of systematic enquiry; able to use research skills to create new knowledge that can be applied to real world issues, or contribute to a field of study or practice to enhance society. They will be capable of creative questioning, problem finding and problem solving.
This graduate capability is supported by:
Learning outcomes
- Critically assess and integrate the complex array of international marketing intelligence and information to make commercial and responsible business decisions.
- Synthesise and respond appropriately to the different cultural, socio-economic, political and legal mindsets and recognise one’s own cultural bias when making marketing decisions.
- Critically assess the complex cultural, ethical, social & environmental factors globally, and isolate potential self-referencing influences that impact on the organisation, for more responsible international business decision-making and management practice.
- Critically analyse multinational stakeholder relationships to generate international marketing strategies that create and deliver sustainable value across global networks.
Assessment tasks
- Int Market Evaluation
- Case Study Assignment
PG - Engaged and Responsible, Active and Ethical Citizens
Our postgraduates will be ethically aware and capable of confident transformative action in relation to their professional responsibilities and the wider community. They will have a sense of connectedness with others and country and have a sense of mutual obligation. They will be able to appreciate the impact of their professional roles for social justice and inclusion related to national and global issues
This graduate capability is supported by:
Learning outcomes
- Critically assess and integrate the complex array of international marketing intelligence and information to make commercial and responsible business decisions.
- Synthesise and respond appropriately to the different cultural, socio-economic, political and legal mindsets and recognise one’s own cultural bias when making marketing decisions.
- Critically assess the complex cultural, ethical, social & environmental factors globally, and isolate potential self-referencing influences that impact on the organisation, for more responsible international business decision-making and management practice.
- Critically analyse multinational stakeholder relationships to generate international marketing strategies that create and deliver sustainable value across global networks.
Assessment tasks
- Int Market Evaluation
- Case Study Assignment
Changes from Previous Offering
Adjustment to class schedule to include case study allocation and Library Research session.
Alignment with MGSM’s mission-driven attributes
Leadership: Develops skills required of business leaders with respect to the synthesis of a wide array of international business related information in order to make well-informed and robust strategic decision.
Global mindset: Assessment of the implications of strategic decisions from not just a whole of entity perspective, but also from the home and host countries’ perspective, across a wide spectrum of stakeholders
Citizenship: Application of a true and fair view approach to appreciating and reporting where discretion exists related to international business policies and strategies
Creating sustainable value: Promotes a forward-looking perspective on the impact of decisions on the international business position and performance of the entity
Attendance Policy (MGSM)
The interactive environment of the classroom is central to the MGSM experience. Students are required to attend the full duration of all classes for the units in which they are enrolled. We recognise that exceptional circumstances may occur, such as unavoidable travel on behalf of your organization or the serious illness or injury of you or a close family member.
Special consideration may be given for a maximum of 20% non-attendance for such circumstances as long as lecturers are contacted in advance, and supporting documentation provided, to request exemption from attendance. Failure to abide by these conditions may result in automatic withdrawal, with academic and/or financial penalty. The full Student Attendance Policy is published in the MGSM Student Handbook at https://students.mgsm.edu.au/handbook
Content Disclaimer
The content of this unit is provided for educational purposes only and no decision should be made based on the material without obtaining independent professional advice relating to the particular circumstances involved.
Changes since First Published
| Date | Description |
|---|---|
| 02/07/2019 | Removal of learning outcome that relates to teamwork theories. Not relevant. |
| 13/06/2019 | Adjustment to class schedule to include case study allocation and guest speaker details. |