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International Business

The Programme

Objectives and skills

Objectives

From the professional perspective, the MIB aims to train future managers for companies that have chosen to operate in the international arena.The general skills acquired in this Master’s programme allow people to assume the following responsibilities:

  • Diagnosis of the risks and opportunities in the international market.
  • Identify countries that offer business opportunities for their company
  • Develop internationalisation plans for distinct markets, taking into consideration the key aspects pertaining to each market
  • Evaluate the characteristics of the competition in foreign markets and make an appropriate proposal of value differentiation and adaptation to customers’ characteristics
  • Identify local markets’ ability to supply the necessary components for manufacturing
  • Design a human resources policy for expatriate and local staff
  • Apply the tools for reducing the risks to a company when operating in different currencies and with fluctuating commodity prices.


Skills

In addition to the basic transversal skills, participants will also be taught the following specific skills:

Specific skills
  • To identify business opportunities in the international markets, determining which countries are the most interesting for a company to buy, sell or manufacture its products.
  • To design the appropriate internationalisation strategies for each major international market, taking into account the economic, financial, social political, cultural and legal aspects.
  • To identify customers’ needs in distinct markets, and to identify the appropriate marketing mix for each one (product policy, pricing, distribution and communication) using advanced tools of market research.
  • To define the best way of financing the activities necessary for the implementation of a company in a new international market, using the latest financial products for reducing the risk of currency fluctuations.
  • To develop specific human resources policies for local and expatriate staff, adapting the policies to the specific characteristics (economic, socio-employment, traditions...) of the international arena in which the company is operating.
  • Design an international professional development plan based on the socio-labour characteristics of particular countries.
  • Evaluate the different combinations of international marketing mix.
  • Apply the most appropriate marketing mix policy for a determined market.
  • Assess the characteristics of the different funding sources available to a company for financing its internationalisation process.
  • Determine the most appropriate combination of financial and fiscal instruments for funding a company’s internationalisation process in each international market.
  • Apply the most appropriate financial assets and legal elements for minimising the risks inherent in international activity for each particular market.
  • Define the policies and recruitment techniques for expatriate and local staff, adapting them to the specific conditions (economic, social and employment, traditions...) of the international market in which a company is operating.
  • Identify intercultural training needs of expatriate and local staff in order to achieve the best adaptation.
  • Establish an international remuneration plan for expatriates and the personnel of international subsidiaries.
  • Design communication channels between managers and employees of distinct subsidiaries with the parent company.
  • Design a professional development plan for expatriate, local and repatriated personnel.
  • Adapt the international recruitment plan of a company to the specific characteristics (economic, social and employment, traditions...) of the international markets in which it is operating.
  • Accommodate the international remuneration plan to the remuneration systems and to the fringe benefit compensations existing in each international market.
  • Adjust the international communication system to the cultural (social and professional) systems of distinct international markets.
  • Adapt the international professional development plan to expatriate, local and repatriated personnel.

The Programme

Objectives and skills

Objectives

From the professional perspective, the MIB aims to train future managers for companies that have chosen to operate in the international arena.The general skills acquired in this Master’s programme allow people to assume the following responsibilities:

  • Diagnosis of the risks and opportunities in the international market.
  • Identify countries that offer business opportunities for their company
  • Develop internationalisation plans for distinct markets, taking into consideration the key aspects pertaining to each market
  • Evaluate the characteristics of the competition in foreign markets and make an appropriate proposal of value differentiation and adaptation to customers’ characteristics
  • Identify local markets’ ability to supply the necessary components for manufacturing
  • Design a human resources policy for expatriate and local staff
  • Apply the tools for reducing the risks to a company when operating in different currencies and with fluctuating commodity prices.


Skills

In addition to the basic transversal skills, participants will also be taught the following specific skills:

Specific skills
  • To identify business opportunities in the international markets, determining which countries are the most interesting for a company to buy, sell or manufacture its products.
  • To design the appropriate internationalisation strategies for each major international market, taking into account the economic, financial, social political, cultural and legal aspects.
  • To identify customers’ needs in distinct markets, and to identify the appropriate marketing mix for each one (product policy, pricing, distribution and communication) using advanced tools of market research.
  • To define the best way of financing the activities necessary for the implementation of a company in a new international market, using the latest financial products for reducing the risk of currency fluctuations.
  • To develop specific human resources policies for local and expatriate staff, adapting the policies to the specific characteristics (economic, socio-employment, traditions...) of the international arena in which the company is operating.
  • Design an international professional development plan based on the socio-labour characteristics of particular countries.
  • Evaluate the different combinations of international marketing mix.
  • Apply the most appropriate marketing mix policy for a determined market.
  • Assess the characteristics of the different funding sources available to a company for financing its internationalisation process.
  • Determine the most appropriate combination of financial and fiscal instruments for funding a company’s internationalisation process in each international market.
  • Apply the most appropriate financial assets and legal elements for minimising the risks inherent in international activity for each particular market.
  • Define the policies and recruitment techniques for expatriate and local staff, adapting them to the specific conditions (economic, social and employment, traditions...) of the international market in which a company is operating.
  • Identify intercultural training needs of expatriate and local staff in order to achieve the best adaptation.
  • Establish an international remuneration plan for expatriates and the personnel of international subsidiaries.
  • Design communication channels between managers and employees of distinct subsidiaries with the parent company.
  • Design a professional development plan for expatriate, local and repatriated personnel.
  • Adapt the international recruitment plan of a company to the specific characteristics (economic, social and employment, traditions...) of the international markets in which it is operating.
  • Accommodate the international remuneration plan to the remuneration systems and to the fringe benefit compensations existing in each international market.
  • Adjust the international communication system to the cultural (social and professional) systems of distinct international markets.
  • Adapt the international professional development plan to expatriate, local and repatriated personnel.