Competitive Advantage through Strategic Geographic Positioning

Description

More than ever companies compete beyond their local markets. Firms choose the foreign markets where to compete, but also compete by choosing the markets from where to source their inputs. Firms can also choose to concentrate their activities in a single location or to disperse them among several locations. All these choices shape the geographic scope of competition, and the geographic scope of competitive advantage. Firms that exploit these choices can often create sustainable advantages.
In this seminar, we will examine when it is profitable for a company to position part of its activities across national borders, and how a cross-border business is successfully designed and managed. To this end, we will combine conceptual developments with business case studies and hands-on applications to focus on the most relevant issues that companies deal with as they face global challenges and opportunities.

Learning Objectives:

  • Identify models for organizing and managing a multinational network of business and coordinating and transferring useful knowledge across borders
  • Differentiate between multi-domestic and global industries
  • Utilize a set of criteria to determine which global strategy will enhance your firm’s long-term profitability and value
  • Measure and interpret the effects of economic, financial, political, and social factors on international management decisions

Total Seminar Hours: 9

Leaders

carsten zimmermanAriel A. Casarin, Ph.D., is Associate Professor at IAE Business School. He holds a Ph.D. in Business and an MSc in Economics and Finance from the University of Warwick, and an MSc in Finance from CEMA University. He graduated in business with honors from the Catholic University of Cordoba.  Dr. Casarin is the author of academic publications in the fields of regulatory and industrial economics and business strategy, and has received academic awards for his research and academic performance. He has a strong interest in the application of political economics to the practice of business strategy in situations beyond the market, such as corporate relationships with government, and firms’ engagement with society. His teaching assignments include nonmarket strategy, business environment and strategy courses in masters and advance management and executive programs, and in international programs for schools such as Wharton, Darden, Duke and London Business School.