Module Description

Module: International Business

Courses:

TitleTypeHrs/WeekPeriod
Business-to-Business MarketingLecture2Winter Semester
Intercultural Management and CommunicationLecture2Winter Semester
International ManagementLecture2Winter Semester

Module Responsibility:

Prof. Christian Lüthje

Admission Requirements:

None

Recommended Previous Knowledge:

Bachelor-level knowledge in marketing and (international) strategic management; basic understanding of market segmentation, modes of market entry, strategic management, pricing theory and marketing instruments.

The previous knowledge which is required for this module is taught by e-learning modules. Students receive access data and former information regarding the online content after enrolment at TUHH.

Educational Objectives:

Professional Competence

Theoretical Knowledge

The students will develop a thorough understanding of the following:

  • Selling to organizations and marketing strategies in B2B markets
  • Relevant theories, methods and tools for operational B2B marketing
  • Relevant theories for intercultural communication
  • Theoretical knowledge of
    • the importance of globalization for firms and the challenges facing companies in the context of their international operations;
    • methods of measuring the internationalization degree of companies and the resulting practical implications;
    • target market strategies, market entry strategies and foreign operation modes and allocation strategies;
    • different types of international organizational structures (e.g. global organization, network organization, transnational organization);
    • "culture" and its impact on human interaction;
    • important aspects of (intercultural) communication issues.
    • methods of analysis and assessment of market entry risks by applying modern theories such as the “Innovator’s Dilemma” framework;
    • modes of cooperation such as prime contractor and consortium models and their industrial cooperation related advantages and disadvantages;
    • special methods of assessment of specific country risks;
Capabilities

The students will be able to apply this knowledge to

  • identify and systematically address relevant partners when selling to business organizations;
  • place, price and communicate industrial products with the help state-of-the-art B2B marketing tools;
  • define the specifics of global industries and respond to them deriving appropriate practical recommendations (global competitors, regional consumers, local and global suppliers, etc.);
  • derive advantages and disadvantages of different target market, market entry, timing and allocation strategies;
  • apply the theoretical knowledge to business cases or real examples (e.g. internationalization processes of well-known hotel chains or franchise companies, etc.);
  • interpret symbols, rituals and gestures appropriately in an intercultural context.

Based on these skills, the students will be able to

  • analyze market-entry options and market positioning in B2B markets;
  • systematically analyze, work up and present information needed for making the decision for or against internationalization of company’s operations and regarding HOW, WHEN and WHAT;
  • analyze and evaluate risks in the context of international business operations;
  • decide which mode of market entry (e.g. franchising) yields most potential;
  • make methodically based internationalization decisions as well as master the specifics of strategic management in an international context and apply concrete planning processes;
  • develop strategies when approaching international client companies and manage relationships with complex client entities;
  • develop sophisticated market-entry strategies and to position innovative industrial goods in global business-to-business markets;
  • develop communication strategies in the domain of industrial goods, develop pricing plans by applying state-of-the-art tools like Vickrey-auctions to measure willingness-to-pay and methods such as tender-bidding models.
  • solve complex operating planning tasks independently or in a team applying  appropriate methods and comprehensibly present the results of their analysis;
  • identify problems and resolve cultural issues in multi-cultural teams and in intercultural collaborations
  • successfully manage cultural diversity.

Personal Competence

Social Competence

The students will be able to

  • have fruitful professional discussions;
  • present and defend the results of their work in a group of students;
  • work successfully in multi-cultural teams
  • communicate and collaborate successfully and respectfully with others, also on an intercultural basis.
Autonomy

The students will be able to

  • acquire knowledge in the specific context independently and to map this knowledge onto other new complex problem fields.

ECTS-Credit Points Module:

6 ECTS

Examination:

Written exam

Workload in Hours:

Independent Study Time: 96, Study Time in Lecture: 84


Course: Business-to-Business Marketing (Lecture)

Lecturer:

Christian Lüthje

Language:

English

Period:

Winter Semester

Content:

Contents

Business-to-business (B2B) markets play an important role in most economies. At the same time, B2B markets differ strongly from consumer goods markets. For example, companies’ buying decisions follow different rules than those of consuming individuals. Consequently, marketing mix decisions in B2B markets need to follow the specific circumstances in such markets.

The aim of this lecture is to enable students to understand the specifics of marketing in B2B markets. At the beginning, students learn which strategic marketing decisions may be most appropriate in industrial markets. Following that, the lecture will focus more on different options to design marketing mix elements - Pricing, Communication and Distribution - in B2B markets. We extend the student’s basic knowhow in marketing and focus on the specific requirements in B2B markets.

Topics

  • The importance, specific characteristics and developments of B2B markets today
  • Organizational buying behavior and the corporate buying process
  • B2B marketing strategies regarding modes and time of market entry with focus on innovative industrial products
  • Types of project-related cooperation in the B2B project business
  • Specific operational marketing methods in communication (success factors of fares and exhibitions, importance of public relations for B2B markets); pricing (measuring willingness-to-pay via auctions; value-based pricing in industrial markets, bidding models and auctioning); distribution and channel strategies for B2B markets
  • Marketing in complex value chains: Solving the problem of direct customers’ unwillingness to adopt innovative products by directly addressing indirect customers

Knowledge

The students will develop a thorough understanding of:

  • How organizations and firms buy
  • How marketing can be performed in complex value chains
  • Promising market and competitive strategies in B2B markets
  • Modes of cooperation in B2B markets
  • Marketing-Mix decisions in B2B marketing (communication, pricing, distribution)

Skills

  • analyzing the advantages and disadvantages of different target market, market entry, timing and allocation strategies;
  • identifying and systematically address relevant partners when selling to business organizations;
  • developing context-specific market-entry and timing strategies;
  • making appropriate decisions for the pricing and communication of industrial products;
  • applying the theoretical knowledge to business cases or real examples

Social Competence

The students will be able to

  • having fruitful professional discussions;
  • presenting and defending the results of their work in groupwork;

Self-reliance

  • acquiring knowledge in the specific context independently and to map this knowledge onto other new complex problem fields.

Assessment

Written examination & Class participation in interactive elements (presentations, homework)

Literature:

Blythe, J., Zimmerman, A. (2005) Business-to-Business Marketing: A global perspective, London, Thomson 

Monroe, K. B. (2002). Pricing: Making Profitable Decisions, 3rd Edition

Morris, M., Pitt, L., Honeycutt, E. (2001), Business-to-Business Marketing, New York, Sage Publishing, 3rd Edition

Nagle, T., Hogan, J., Zale, J. (2009), Strategy and Tactics of Pricing, New York, Prentice Hall, 5th Edition


Course: Intercultural Management and Communication (Lecture)

Lecturer:

Rajnish Tiwari

Language:

English

Period:

Winter Semester

Content:

Globalization of business processes and the revolution in information and communication technologies (ICT) have resulted in distributed workflows across geographic boundaries. These developments as well as increased immigration emanating, for example, as a consequence of a shortage of skilled labour in many industrialized nations, have led to the creation of (virtual) multi-cultural, multi-ethnic teams with diverse cultural backgrounds. Such diversity generally has a positive impact on creativity and innovativeness, as many empirical studies confirm. Nevertheless, varying cultural practices, communication styles, and contextual sensibilities have the potential to disturb or even disrupt collaborative work processes, if left unmanaged.

This course focuses on inter-cultural managementfrom both, theoretical as well as practical, points of view to provide a solid fundament to students enabling them to operate successfully in cross-cultural settings. Case studies and guest lecture(s) will be used to provide added practical relevance to the course. In addition, where practicable, student assignments will be used to foster autonomous learning.

Some of the main topics covered in this course include:

  • Understanding “culture” and its impact on human interaction
  • Verbal and non-verbal communication
  • High and low context communication
  • Role of formality and non-formality in communication
  • Varying interpretations of symbols, rituals & gestures
  • Managing diversity in domestic settings

Literature:

  • Bartlett, C.A. / Ghoshal, S. (2002): Managing Across Borders: The Transnational Solution, 2nd edition, Boston
  • Deresky, H. (2006): International Management: Managing Across Borders and Cultures, 3rd edition, Upper Saddle  River
  • French, R. (2010): Cross-cultural Management in Work Organisations, 2nd edition, London
  • Hofstede, G. (2003): Culture's Consequences : Comparing Values, Behaviors, Institutions and Organizations across Nations, 2nd edition, Thousand Oaks
  • Hofstede, G. / Hofstede, G.J. (2006): Cultures and Organizations: Software of the mind, 2nd edition, New York

Course: International Management (Lecture)

Lecturer:

Thomas Wrona

Language:

English

Period:

Winter Semester

Content:

Growing internationalization of companies and increased globalization require dealing with operations and specifics of international management as well as creating an understanding of intercultural differences. In order to help the students to understand these specifics and challenges accompanying international companies, the course will be divided in the following parts:

  • Important Aspects in International Management
  • Theories of Internationalization
  • Specific characteristics of international companies and their strategies
  • Organizational Structure and Leadership in international companies

During the course, the content will be covered from a theoretical as well as a practical point of view by using examples of different companies. In order to provide practical relevance to the course, a guest speaker from a well-known international company will be invited or alternatively a company visit will be organized as well as an analysis of a case study will take place. 

Literature:

  1. Course notes and materials provided before the lecture.
  2. Selected books:
    • Bartlett/Ghoshal (2002): Managing Across Borders, The Transnational Solution, 2nd edition, Boston
    • Buckley, P.J./Ghauri, P.N. (1998), The Internationalization of the Firm, 2nd edition
    • Czinkota, Ronkainen, Moffett, Marinova, Marinov (2009), International Business, Hoboken
    • Dunning, J.H. (1993), The Globalization of Business: The Challenge of the 1990s, London
    • Ghoshal, S. (1987), Global Strategy: An Organizing Framework, Strategic Management Journal, p. 425-440
    • Praveen Parboteeah, K.,Cullen, J.B. (2011) , Strategic International Management, International 5th Edition
    • Rugman, A.M./Collinson, S. (2012): International Business, 6th Edition, Essex 2012
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