"Managing a Severe Crisis: PharmaCorp in Ukraine" (with Phillip C. Nell & Renate Kratochvil) - Ivey Publishing (Case Number: 9B17M085; Teaching Note: 8B17M085)
Summary: In early 2015, the newly appointed country head of PharmaCorp’s operating unit in Ukraine faced internal and external challenges in managing the global pharmaceutical company’s operations in the crisis-ridden country. Since November 2013, Ukraine had undergone massive disruptions, including riots in Kiev, the annexation of Crimea by Russia, and a war in its easternmost region. Amid these economic and political turbulences, PharmaCorp Ukraine experienced plummeting sales, increased workload, amplified human resources issues, and decreased market share. Furthermore, the multinational corporation’s internal routines became less effective in the context of the crisis. Although the regional headquarters in Lausanne, Switzerland, offered guidance and resources, inefficiencies in responding to local issues emerged during the crisis. Should PharmaCorp exit the market? Or should it stay in Ukraine and revise its local marketing strategy by offering more innovative products? Should it implement cost-saving measures? Should the business model be revised to gain more autonomy for its operations? The country head was scheduled to meet with representatives from the regional headquarters and needed to prepare a comprehensive strategy for improving the local situation.
MNCs and Political Markets (Bachelor-level elective)
Fall 2018 (& Spring 2016-Fall 2017)
Students gain an understanding and awareness for the connection between non-market actors, such as governments, and companies in global markets, and its implications for firm strategy. The course format is interactive, covering both academic/theoretical background, and management/practical experience: in-class discussions, case studies & presentations. Students gain knowledge about the interaction of firm resources and capabilities, their institutional context, and the role of firms beyond their original understanding of market actors, i.e. as political actors Furthermore, their understanding of similarities/differences between geographic and institutional characteristics will improve, not least through working on real-life case studies.
CEMS Strategy and International Political Economy (Master-level block seminar; with Phillip C. Nell)
Students are exposed to questions at the intersection of strategy and international political economy. For example, how can companies gain a competitive advantage by successfully shaping their broader business environment, how do managers play political influence games with stakeholders from multiple countries and how can firms form alliances with different interest groups? The course covers a variety of topics such as analyzing a firm’s business environment, stakeholder engagement, lobbying, political influence games, sustainable development and strategy, ethical dimensions of business, analyzing different market and non-market environments, and firms’ interactions with political actors.
CEMS Data Management and Business Analytics (Master-level elective; with Phillip C. Nell)
(Spring 2017) (& Fall 2014-Spring 2018: teaching assistant of Phillip C. Nell)
After completing the course, the student are able to examine how data assists management in decision-making; understand the different types of data available to businesses, the ways data is collected, and what makes data usable to create knowledge; understand and apply specific techniques for data analysis, including techniques using Excel.
International Business (Bachelor-level elective)
This course provides students with essential tools and frameworks to help them better analyze and manage businesses in an international context. Topics include market entry, global strategy, internaitonal marketing, cross-cultural and international human resources management. Students' understanding of international business is aimed to be enhanced through practical assignments and discussions.