| Lecture # |
Subject Title |
| Lecture Faculty: |
Tomas Hult, PhD |
| Facilitating Faculty: |
Keith Niblett |
| Week 1: |
Global Strategy Framework |
| 1 |
Welcome to the Fascinating World of Global Strategy |
| 2 |
Global Competence |
| 3 |
Alternate Lenses on China |
| 4 |
Keys to a Successful Global Strategy |
| 5 |
Global Strategy Framework |
| 6 |
Important Definitions & Distinctions |
| 7 |
Overview of Industry Drivers, Strategy Levers & Organization Factors |
| 8 |
Global Strategy: Benefits, Drawbacks & Finding the Balance |
| Week 2 |
Industry Globalization Drivers |
| 9 |
Market Globalization Drivers Part 1 |
| 10 |
Market Globalization Drivers Part 2 |
| 11 |
Cost Globalization Drivers Part 1 |
| 12 |
Cost Globalization Drivers Part 2 |
| 13 |
Government Globalization Drivers Part 1 |
| 14 |
Government Globalization Drivers Part 2 |
| 15 |
Competitive Globalization Drivers Part 1 |
| 16 |
Competitive Globalization Drivers Part 2 |
| Week 3: |
Global Market Participation & Global Products and Services |
| 17 |
Basis for Global Expansion |
| 18 |
Types of Global Market Participation |
| 19 |
Differing Strategic Roles for Each Country |
| 20 |
Benefits and Drawbacks of Global Market Participation |
| 21 |
Guidelines for Building Global Market Participation |
| 22 |
Designing Global Products & Services |
| 23 |
Benefits & Drawbacks of Global Products & Services |
| 24 |
Guidelines for Designing Global Products & Services |
| Week 4: |
Locating Global Activities & Global Marketing |
| 25 |
Locating Global Activities |
| 26 |
Global Supply Chain Management |
| 27 |
Benefits & Drawbacks of Locating Global Activities |
| 28 |
Guidelines for Locating Global Activities |
| 29 |
Creating Global Marketing |
| 30 |
When & How to Use Global Marketing |
| 31 |
Benefits & Drawbacks of Creating Global Marketing |
| 32 |
Guidelines for Creating Global Marketing |
| Week 5: |
Making Global Competitive Moves & the Global Organization |
| 33 |
Making Global Competitive Moves |
| 34 |
Benefits & Drawbacks of Making Global Competitive Moves |
| 35 |
Guidelines for Making Global Competitive Moves |
| 36 |
Global Organization: Structure |
| 37 |
Global Organization: Management Processes |
| 38 |
Global Organization: People |
| 39 |
Global Organization: Culture |
| 40 |
Guidelines for Building a Global Organization |
| Week 6: |
Adopting a "Global" Strategy Within a World Region |
| 41 |
Adopting a “Global” Strategy within a Region |
| 42 |
EU: European Union |
| 43 |
NAFTA: North American Free Trade Agreement |
| 44 |
ASEAN: Association of Southeast Asian Nations |
| 45 |
Mercosur: “Common Market of the South” |
| 46 |
GCC: Gulf Cooperation Council |
| 47 |
COMESA: Common Market for Eastern & Southern Africa |
| 48 |
APEC: Asia-Pacific Economic Cooperation |
| Week 7: |
Case Studies of Amex, FedEx, Microsoft & Nokia |
| 49 |
American Express Part 1 |
| 50 |
American Express Part 2 |
| 51 |
FedEx Part 1 |
| 52 |
FedEx Part 2 |
| 53 |
Microsoft Part 1 |
| 54 |
Microsoft Part 2 |
| 55 |
NOKIA Part 1 |
| 56 |
NOKIA Part 2 |
| Week 8: |
Measurements & Conducting a Global Strategy Analysis |
| 57 |
Measuring Industry Globalization Drivers |
| 58 |
Measuring Global Strategy: Levers |
| 59 |
Measuring Global Organization Factors |
| 60 |
Measuring World Region Focus |
| 61 |
globalEDGE: Your Source for Global Business Knowledge |
| 62 |
Conducting a Global Strategy Analysis |
| 63 |
Conducting a Basic Global Benchmark of the Firm |
| 64 |
Wrap-Up of the Fascinating World of Global Strategy |
