PRIME



University of Southern California

Marshall School of Business

The Global Context of Business

GSBA 580

Hong Kong / China

Country-Specific Session Course Outline

Spring, 2013

FACULTY AND CONTACT INFORMATION

Professor's Name (Lead): Thomas W. Lin

Office: ACC 109 Phone: 213-740-4851

E-mail: wtlin@marshall.usc.edu

Office Hours : by appointment

Professor's Name: Ruben Davila

Office: ACC 126

Phone: 213-740-5005

E-mail: rdavila @marshall.usc.edu

Office Hours : by appointment

COURSE OUTLINE AND READING LIST (INCLUDING DUE DATES)

Class Time: 8:00 a.m. – 9:20 a.m. Class Room: JKP 212

Country Session 1: 3/28 (TH) -- Introduction and Objectives

Topics:

1. Faculty, Staff & Student Introductions

2. Expectations (not a capstone, not a consulting but a company research project)

3. Overview of class: PRIME module objectives and strategy for achieving them -- Lin

4. Chinese Language Review #1 -- Lin

5. Trip Preparation #1 – Lin & Davila

Project 4/1 (M) Industry Analysis Report Due

(Please note that there is no class today -- Industry Analysis Reports are due by 5:00 PM)

Due: Industry Analysis Report and Project Peer Evaluation 2 to Professor Voigt

Country Session 2: 4/4 (TH) -- China and Hong Kong History, Politics and Economy

Topics:

1.China and Hong Kong History

2.China Politics and Economy

3.Hong Kong Politics and Economy

Readings:

1. A1: Thomas Lin, China History

2. D1: EIU ViewsWire Data for China Politics & Economy (2013)

3. D2: EIU ViewsWire Data for Hong Kong Politics & Economy (2013)

4. D3: Yajun Zhang, Tom Orlik, Mitsuru Obe and Colum Murphy, “China Begins to Lose Edge

as World’s factory Floor,” Wall Street Journal, Jan. 17, 2013: A1 & A14

5. D4: Jeremy Page, “China party Meets to Anoint Next Leaders,” Wall Street Journal, Nov. 8,

2012

6. D5: Tom Orlik and Bob Davis,”Xi Inherits an Economy That Needs Work,” Wall Street

Journal, Nov. 13, 2012:A14

7. D6: Bob Davis, “China Tries to Shut Rising Income Gap,” Wall Street Journal, Dec. 11, 2012:

A14

8. D7: Wayne Ma, “Beijing Pollution Hits Highs,” Wall Street Journal, Jan. 14, 20013:A10

Discussion Questions:

1. Who is China’s modern reformer/door opener? What did he do?

2. Which dynasty started to build the great Wall and to unify Chinese written language?

3. When did Hong Kong return to China? Why?

4. When did China enter the WTO? What are major impacts for multi-national companies?

5. What are major differences between Hong Kong and China’s political and economic systems?

6. Name four major problems of China’s political and economic systems.

Global Leadership Forum – 4/5 (F): Half day conference beginning at 8:00 a.m.

Project 4/8 (M) Project Proposal Memo Due (1 to 2 pages)

Email group project proposal memo to both PRIME professors by 5 p.m.

Project 4/9 (TU) Project Team Meeting with Faculty

Meet with Country-Specific Faculty by this date to discuss the Project Proposal Memo

Country Session 3: 4/9 (TU) Doing Business in China 1

Topics:

1. Challenges for Foreign or Joint Venture Corporations in China

2. Major Risks of operating in China

3. Success Factors for Doing Business in China

Readings:

1. E1: Harvard Business Review, Lieberthal and Liberthal -- The Great Transition

2. C1: Park and Vanhonacker – Challenge for Multinational Corporations in China

3. C4: Lin – Success Factors for Doing Business in China;

4. C6: Managing Intellectual Property, Protect Your Secrets in China.

Discussion Questions:

1. For E1 article, there are five major risks of operating in China (The Politics of WTO Implementation,

Oversupply and Deflation, The Constancy of Change, The Structure of Political Power, and Potential for

Serious Disruption); briefly describe each risk content.

2. What are key success factors in doing business in China?

3. What are pitfalls should be avoided in doing business in China?

4. For three phases of China investment recommended in the Great Transition (E1) Article (Entry, Country

Development, and Global Integration): What are major goals in each phase? What is the key role of the

China office in each phase? What is the ideal China manager profile?

5. According to Park and Vanhonacker (C1), there are ten challenges for multinational corporations in

China. List five challenges of them.

Country Session 4: 4/11 (TH) The Economic, Financial, and Political Environment of

China and Hong Kong and Implications for Investing in China and Hong Kong

Guest Speaker: Mr. Christopher Leu (Financial Advisor for Morgan Stanley Smith Barney)

Topics:

1. China and Hong Kong Political, Economic and Financial Environment Suitable for Doing Business

Readings:

Handout will be posted in the Blackboard

C3: USCBC 2012 China Business Environment Business Survey

Turn-In Team Assignment:

1. How attractive is Hong Kong as a place to market products and services?

2. How attractive is Hong Kong as a place to produce products or as a source of outputs to integrate into a

company's global supply chain?

3. What are the attractive investment opportunities in Hong Kong, and what are the challenges/risks of

investing?

4. How attractive is China as a place to market products and services?

5. How attractive is China as a place to produce products or as a source of outputs to integrate into a

company's global supply chain?

6. What are the attractive investment opportunities in China, and what are the challenges/risks of investing?

In-Class Preliminary Project Presentations: 4/12 (F); 8 – 10:50 a.m. (JKP 210)

Country Session 5: 4/16 (TU) Chinese Culture and Implications for Doing Business

Guest Speaker Dr. Danping Mu (China Law and Business Expert; Co-founder and

Executive Director of the World Heritage Foundation)

Topics:

1. Culture and Business

2. Chinese Culture and Social Etiquette

3. Chinese vs. American Negotiation Style

Readings:

1. Mu – Culture and Business (in Blackboard)

2. Mu – A Bridge over Troubled Cultural Waters (in Blackboard)

3. B1: Lin – Chinese Culture

Discussion Questions:

1. How does Confucianism affect business and management in China and Hong Kong?

2. From Dr. Mu’s lecture and her article, we heard a case story about a Chinese paper

mill’s decision to purchase a papermaking machine from either an American firm or

a French firm. Who were losers in this case? Why?

3. How does “guanxi” affect business and management in China and Hong Kong?

4. Name some dos and don’ts of attending a Chinese banquet.

Country Session 6: 4/18 (TH) Evaluation of China and Hong Kong’s Global Competitiveness

Topic:

This session will apply some of the global competiveness material covered in the common session to China and Hong Kong in the form of basic country competiveness requirements, efficiency enhancers, and innovation / sophistication enhancers.

Readings:

1.“ Global Competitiveness Report,” World Economic Forum (In Blackboard)

2.“China Global Competitiveness Report,” World Economic Forum (In Blackboard)

3. “Hong Kong Global Competitiveness Report,” World Economic Forum (In Blackboard)

4. E2: Harvard Business School Case Study -- Ali Farhoomand, “Wal-Mart Stores: Everyday Low Prices

in China” (In course reader)

Team PPT Presentations:

1. Discuss China’s 12 pillars of competitiveness.

2. How do China’s competitive strengths and weaknesses position the country for future success?

3. Discuss Hong Kong’s 12 pillars of competitiveness.

4. How do Hong Kong’s competitive strengths and weaknesses position the country for future success?

Discussion Questions:

1. What are Wal-Mart’s two major value drivers? Why is Wal-Mart successful in the U.S.?

or What are its success factors in the U.S.?

2. Why China’s consumer retailing segment is “One China, Many Markets?” According to the case writer,

what are three major characteristics of Chinese consumers in the shop?

3. What potential strategies Wal-Mart China should consider in going forward?

Country Session 7: 4/25(TH) Doing Business in Hong Kong

Topics:

1. Doing Business in Hong Kong.

2. Hong Kong as an attractive place to market products and services, to produce products, or to invest?

3. Chinese Language Review #2

4. Exam 3 Review

Readings:

E3: Harvard Business School Case Study -- Young and Liu, “Hong Kong Disneyland.”

C9: Hong Kong Disneyland Turns a Corner

Discussion Questions:

1. Hong Kong Disneyland had mechanisms in place to adapt to local Hong Kong culture, yet these

means appeared to be ineffective. Why? What areas, in terms of cultural adaptation, still needs further

improvement?

2. Identify two issues challenging Hong Kong Disneyland’s current operations, and propose corresponding

solutions.

3. What would be some of foreseeable challenges for the Walt Disney Company in its future Shanghai

Disneyland project?

Project 4/26(F) Project Team Meeting with Faculty – Project Progress

Meet with Country-Specific Faculty by this date to discuss the Progress on the Company Research Project

Country Session 8: 4/30 (TU) Doing Business in China 2

Topics:

1. Doing Business in China case studies

2. China as an attractive place to market products and services, to produce products, or to invest?

3. Trip Preparation #2 – Lin & Davila

Readings:

E4: Harvard Business School Case Study – Ko, “McDonald’s: Is China Lovin’ It?”

C7: Case Study – Goode and Lin, “White (China) Drive Products Co. (WCDP) Doing Business in China”

C2: China’s Unsafe Water Is Nestle’s Opportunity

C5: The Apple Boycott

C8: KFC Criticized Over Suppliers in China

Discussion Questions:

1. What is the purpose of conducting an external environment analysis? What are the general

environmental forces that could influence or have influenced McDonald’s development in China?

2. Based on the external environment analysis, what are opportunities and threats presented to McDonald’s

operations in China? bring to the table?

3. Discuss Porter’s five forces of the industrial environment of McDonald’s China and comment on the

competitiveness of the company in relation to each of these forces.

4. In your opinion, is WCDP a successful U.S. firm in doing business in China? Why or why not?

5. Describe WCDP’s actions taken during the global recessions. Evaluate its strengths and weaknesses.

Exam 3 5/2 (TH) Exam # 3

Project 5/7 (TU) Company Research Project In-Class Presentation

(Please note that today is a longer class session)

Due: Company Research Project In-Class Presentation

Project 5/14 (TU) Project Team Meeting with Faculty – Project Revisions

Meet with Country-Specific Faculty to discuss Company Research Project and Project Revisions (As Required by Faculty)

PRIME 5/16 (TH) Depart from LAX to PRIME Country Destinations

PRIME 5/20 (M) PRIME Meetings and Company Visits in Country Destinations

& PROJECT through Due: Company Research Project In-Country Presentation

5/24 (F) Due: Project Peer Evaluation 3

PRIME 5/26 (SU) Return from PRIME Country Destinations to LAX

Project 5/29 (W) Company Research Project Final Report

Due: Company Research Project Final Report by 5:00PM Pacific Daylight Savings Time

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